Fiscal Year 2024 Annual Report

Closing the Loop - Bakersfield College

Closing the Loop Document started in the spring of 2013 and was presented to College Council. The idea behind this document is to connect how resource allocation is connected to the strategic goals of the college. Since then, this document serves as a tool to reflect on the progress of the strategic goals and to calibrate the activities of Bakersfield College. This document is the result of the work of several governance and campus-wide committees’ efforts along with the responsible lead administrator. It is a compilation of metrics showing results.

Prepared by: 
Budget/Finance – Calvin Yu & Budget Office; 

Contribution from: 
Personnel (Section A) – Billie Jo Rice, Jessica Wojtysiak, Catherine Guerrero &Lisa Rodriguez

Technology (Section B) – Brett Redd & Kristin Rabe

Facilities (Section C) – Marcos Rodriguez

Professional Development (Section D) – Christie Howell

Categorical & Grants (Section E) – Ruthie Welborn, Imelda Simos-Valdez, Patty Ramirez, Nicky Damania, Martin Perez, Anna Melby, Domenica Trinidad, Jessica Wojtysiak, Billie Jo Rice, Mindy Wilmot, Kimberly Bligh, Jackie Stoner, Jerry Harris, Lupe Aguirre, Crystal Ramos Iniguez, James McGarrah, Vanesa Hernandez, April Lafaire, Ashlea Wagner Ward

Distance Learning (Section F) – Christie Howell

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Budget and Finance

Fiscal Period	2019-20	2020-21	2021-22	2022-23	2023-24
Total GU Budget  (Published Adopted)	127,340,022	136,863,724	154,759,041	194,104,435	210,512,850
Total GU Budget  (Banner Adjusted)	128,638,041	140,444,571	157,675,771	197,665,387	213,097,047
TOTAL BUDGET  (Published Adopted GU, RP, CE)	163,554,663	173,686,265	244,565,192	276,413,245	320,002,521
TOTAL YTD ACTIVITY  (Banner ALL FUNDS)	229,247,582	259,614,123	277,280,085	298,587,317	334,816,563

The budget table shows a growth trend over the past five years. There is an increase in general fund (GU) and a significant increase in restricted funds (RP). In FY19-20, a global pandemic, COVID-19, caused businesses to shut down and many personnel to stay at home to mitigate the spread of the virus. A significant recession had been forecasted with severe reductions to funding as projected from the Governor’s May Revise. Also, given the continued unknown uncertainty of the new state budget allocation model, KCCD had used the FY2019-20 Advance Apportionment from the California Community College’s Chancellor’s Office at that time.

The Total YTD (Year-to-Date) Activity in FY2019-20 indicated significant increases in new/increased allocations for restricted funding, student financial aid disbursements, COVID/Higher Education Emergency Relief Funding (HEERF) and Measure J campus improvement projects that were awarded and adjusted in Banner throughout the fiscal year.

 

Reserve Account GU 7910 (amounts approximate, in millions)

Year	Adopted	Actual	Linear(5% Minimum Required)
2019-2020	$15.1	$15.1	$6
2020-2021	$20	$20	$6.5
2021-2022	$24.5	$24.5	$7.5
2022-2023	$35	$35	$10
2023-2024	$40.5	$40.5	$10.5

The chart above shows the longitudinal trend of the adopted vs. actual reserves. The reserves indicate continual compliance to board policy and are well within the prescribed KCCD Board of Trustees minimum of 5% (line on graph) based upon the projected unrestricted expenditures.

Fiscal Period	2019-20 Actuals	2020-21 Actuals	2021-22 Actuals	2022-23 Actuals	2023-24 Actuals
President	5,399,054	5,466,580	10,674,138	8,957,756	22,480,985
VP Instruction	73,208,064	75,222,338	79,890,581	107,094,891	109,666,987
VP Student Affairs	27,199,088	36,989,364	34,141,661	38,049,318	32,521,671
VP Finance & Admin Services	15,850,591	13,844,952	19,812,364	25,009,878	35,737,814

BC YTD & Budget Breakdown by Area for All Funds

Area	2020 YTD	2021 YTD	2022 YTD	2023 YTD	2024 YTD
20 Pres/24 Other	5%	4%	7%	5%	11%
21 VPI	60%	57%	55%	60%	55%
26 VPSA	22%	28%	24%	21%	16%
23 VPAS	13%	11%	14%	14%	18%

Bakersfield College continues to focus on college priorities by strategically utilizing existing resources and grant dollars. In addition, the college discussions continue to evaluate strategies for long-term fiscal sustainability by augmenting its revenue streams through its auxiliary enterprises.

The VP FAS’ totals do not include the chargebacks or reserves. However, in FY2021-22 Budget, VP FAS’ totals do include lump sum budgets for salary and benefit increases for all BC positions and the COVID/HEERF budgets. For FY2023-24, the State Chancellor’s Office advised that the COVID Block grant could provide additional support to specific state funding where the allocation was significantly decreased such as the Scheduled Maintenance funds, Instructional Block Grant, and the Outreach and Retention Immediate Action funds. An interfund transfer from the COVID Block grant in the VPFAS’ budget was completed to these programs to continue institutional maintenance and student support. Also, the increase in FY2023-24 in the President’s office includes a one-time grant from the Foundation for California Community Colleges.

BC FTES

Fiscal Period	2018-19	2019-20	2020-21	2021-22	2022-23
FTES	18,272	18,907	18,702	17,055	18,977
GU Adopted Budget/FTES	$6,594	$6,735	$7,318	$9,074	$10,228

The full-time equivalent student (FTES) graph shows that the College has been in steady growth over the past five years. Growth has slowed due to the pandemic and the many challenges students face with online instruction and virtual services.

As a part of its strategic plan, Bakersfield College anticipates new programs like the Baccalaureate program to continue to have a positive influence on the FTES for future growth. 
A reflection of stewardship is how the College expends and allocates funds to perform services.  One such indicator is the assignment of funds per student. As provided in the chart above, the GU budget per full-time equivalent student shows the trend from 2018-19 to 2022-23. Information has been updated from the CCCCO DataMart.

The Finance and Administrative Services (FAS) Division continues to focus on increasing the budget literacy on Bakersfield College’s campus. The Budget Office continues to meet with individual departments for budget trainings and leads workshops through the College’s professional development training sessions during Flex Week and throughout the year. The participants in the budget trainings have consisted of budget managers such as deans, directors, program managers, department chairs, and support staff. The Budget Office has identified areas to increase efficiencies and have been working towards improving reporting tools to provide accurate and up-to-date data.

Significant planning and pre-construction efforts will commence to explore how Bakersfield College will utilize capital project funding to enhance and revitalize the campuses. The campus infrastructure over the next few decades will undergo some significant changes. If done wisely, the outcome for all at Bakersfield College will be an appropriate use of funds to establish a state-of-the-art campus environment.

This memo is organized in these sections: Section A (Personnel), Section B (Technology), Section C (Facilities), Section D (Professional Development), Section E (Categoricals and Grants), Section F (Distance Learning), with correlating appendices.

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Section A: Personnel

A1: faculty Positions

The California Code of Regulations (CCR), Title 5 section 51025 requires community colleges districts to increase their base number of full-time faculty over the prior year in proportion to the amount of growth in funded credit FTES. This is known as the “Full-time Faculty Obligation” or FON.

The FON calculation is presented below along with a longitudinal presentation (see Table 1) of BC’s history regarding to meet the FON.

Table 1 Faculty Obligation Number (FON)

Entity	2019-20	2020-21	2021-22	2022-23	2023-24 Projected
FON KCCD District	471	456	456	502	492
Bakersfield College	342	327	324	367	363
Percentage of FON	72.61%	71.71%	71.05%	73.11%	73.78%

Provided below (Table 2) is the Bakersfield College budgeted staffing profile over the past 5 years broken out by faculty/staff categories.

Bakersfield College Budgeted Staffing Profile

Item	2019-20	2020-21	2021-2022	2022-2023	2023-2024
Regular Teaching (11) GU	295.74	283.37	281.54	298.21	317.27
Regular Teaching (11) RP	1.00	0.25	0.00	0.00	0.00
Regular Non-Teaching (12) GU	55.33	52.27	51.37	51.47	56.79
Regular Non-Teaching (12) RP	23.03	21.61	22.49	23.37	22.35
Non-Reg. Instr. (13) GU	187.68	0.00	0.00	0.00	0.00
Non-Reg. Instr. (13) RP	0.00	0.00	0.00	0.00	0.00
Classified Non-Instr. (21) GU	176.41	201.28	194.03	197.44	212.32
Classified Non-Instr. (21) RP	102.34	83.37	93.64	114.88	142.18
Classified Instructional (22) GU	11.53	10.26	10.70	11.41	9.23
Classified Instructional (22) RP	2.5	1.91	1.00	0.00	1.00
Total	855.56	654.32	654.77	696.78	761.14

The staffing categories for the chart above are as follows:

Regular Teaching (11) includes all regular full-time faculty; Regular Non-Teaching (12) includes all educational administrators, counselors, librarians, non-instructional, and department chairs; Non-Regular Instr. (13) Includes adjuncts, intercession, etc. (previous years’ did not include FTE amounts); Classified (21) includes classified management, confidential, and employees regular salary; Classified Instr. (22) Includes instructional aides; Non-Instructional (23) includes all non-management temps, and non-instructional professionals exempt; Instructional Aides (24).

There appears to be growth in all faculty/staff categories with a recognizable increase in the restricted program (RP) funding.

2023-24 Faculty Hiring Process

The faculty hiring process includes discipline specific decisions being made based on data provided via Program Review and presented by Departmental Chairs in the fall semester at the Faculty Chair and Deans’ Council meeting.

Criteria to prioritize all of the faculty needs include:

1. Workforce needs
2. Accreditation requirements
3. Licensure requirements
4. Safety considerations
5. Emerging statewide priorities

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Section B: Technology

$1,760,070 for Fiscal 2022-2023

B1: General Technology

General Technology

Year	Non-GUI	GUI
18-19	$696,090.12	$693,355.07
19-20	$213,353.70	$1,203,985.00
20-21	$367,6111.00	$1,128,201.00
21-22	$857,587.00	$1,268,215.00
22-23	$466,355.82	$1,596,260.30

By the end of academic year 2022-23, we have spent about $1,596,260.06 for technology out of the general fund.  The primary purchases have been for equipment and software.  The largest cost is to provide hardware for supporting staff and instruction, this includes computers, peripherals, and infrastructure.  The second largest cost is instructional software to support our students.  Some examples are SPSS (statistics software), Edmentum (math lab), Adobe Creative Cloud, DSPS software, SolidWorks, MATLAB, TI emulator, Photoshop Elements, and Automotive software.  Additionally, there are maintenance contracts to support much of our back-end infrastructure such as the core network switch, access points, and servers.  Finally, a significant purchase was the purchase of Adobe licenses for the Creative Cloud suite of tools for our students in the various digital media arts programs.  We also purchased a significant number of laptops, over 200 with HEERF and IT funds.  250 computers were replaced in the BC main campus library, and we have taken on all software purchases for Bakersfield College.  IT has also spearheaded a digital signage project across all BC campus.

B2: Program Review - Technology

Funded Program Review Requests

Year	Non-GUI	GUI
18-19	$80,844	$102,200
19-20	$74,000.00	$19,000.00
20-21	NA	NA
21-22	NA	$132,842.00
22-23	$212,000.00	$345,676.00

We have spent over $557,676.00 on program review requests from the ISIT prioritization process.  We covered tough books for the Fire Training Program, and iMacs for Fine Arts.  We purchased iPads for DSPS and the education department, and portable projectors for apprenticeship and rising scholars.  HEERF funding was able to cover several program review requests such as the update of technology in classrooms across the campus under the Hyflex classroom project driven by Academic Technology and Technology Services. There were also several small requests such as wireless presenters, ergonomic keyboards etc. that we covered from IT funds. Equipment was purchased for the Performing Arts program.  Computers were replaced in B5 for the COMPTIA program, and a new POS system was installed in the Renegade Room.

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Section C: Facilities

C1: General Facilities Update

Bakersfield College continues improvements to facilities across all campuses and with the identified needs of the original $415 million amount to modernize the existing facilities built in the mid-fifties. The campus continues using funds from the General Budget, HERFF funding, State Mandated Funds, and Measure J Funds to commence and complete projects requiring modernization improvements.  Projects funded by HERFF monies were completed and included the Regenerative School Farm (Delano), Welding Lab Space (Delano), The Veteran’s Memorial Plaza Project For Measure J, the completion of the Welcome Center and Learning Resource Center (Delano) has taken place. Lastly, the awaited construction of the Affordable Student Housing Project funded by the BC 106 Affordable Student Housing Fund. Construction start time for this project will be Spring 2024. At this time, a new Bakersfield College Educational Plan is being updated with a Spring 2023 completion date, and then this will allow a new Facilities Master Plan to be updated as well in Spring 2024. This newly developed plan will address the cost escalations for all construction projects and ultimately the programming of maintenance, modernization of existing buildings, and new construction. 
Total Facilities, Maintenance, and Operations (FMO) costs (excluding utilities) have continually increased over the past five years. The actual FMO Costs figure indicates that Bakersfield College continual investment for the sustainability of the campus environment. Table 1 below indicates the continual need for more resources and the first five capital projects identified in the master plan with updated completion dates.

M&O Total Operations Costs (In millions; amounts approximate)

Year	Cost
2018-19	$5.2
2019-20	$5.6
2020-21	$5.9
2021-22	$8.2
2022-23	$8.5

Bakersfield College usage of utilities is on a steady growth with no new significant facilities or additional space for the past 5 years. Increases for electricity are due to the combination of rate increases, some coding and consumption over the year.

 

C2: Facilities Needs

Facility	Sq. Ft.	Start Date	Move In or Completion Date
Infrastructure	Campus	Spring 2018	Spring 2024
Science & Engineering Building (S&E)	68,300	Fall 2019	Fall 2022
Gymnasium/Fieldhouse	71,100	Spring 2020	Spring 2025
Construction of Arvin Center	27,100	Fall 2022	Fall 2024
Delano Center LRC	39,900	Spring 2022	Fall 2023
Administrative Services	12,500	Spring 2021	Fall 2022
Welcome Center	12,500	Fall 2021	Spring 2023
Agricultural Sciences Building	65,000	Fall 2023	Fall 2025
Student Housing Project	102,135	Spring 2024	Spring 2026

The Bakersfield College Facilities Master Plan continues following the Education Master Plan’s strategic long termed vision. Complementing the capital project funding are scheduled maintenance and instructional equipment, as well as mandated funds to be used for facilities. Bakersfield College receives a portion of the allocated funds used to address priority items noted in Appendix C. In addition, the table displays other projects that are pending to date.  In 2021, Bakersfield College received $11,300,115 from the State in scheduled maintenance funds to finance campus projects.  Bakersfield College is continuously looking to utilize grants and other forms of funding to make safety, and maintenance improvements, and beautification projects for the campus. HEERF projects have been completed and/or in the process of being designed, and ultimately constructed. The deadline for completing these projects will be in June 2024.

Based on input from the campus community, the Facilities & Sustainability Committee continues to emphasize two areas of activities. Ongoing general campus clean-up and maintenance remain a high priority. The Maintenance and Operations Department maintains progress on projects during summer, holiday-extended breaks, or as needed. Capital projects are given emphasis to be constructed at times that are least disruptive to the campus respectively.  Bakersfield College will continue to consider facilities upgrades as a priority item for funding projects. Project focus includes safety projects, and several classroom improvements. (Appendix C).

C3: Program Review - Facilities

The annual Program Review Annual update was completed with the facilities team acknowledging project requests. There are three general categories.  The first categorization are items being completed.  The second categorization are requests currently in-progress.  The third categorization are requests that still need to be funding. Also, within the third category are sub-categories of Renovation, Replacement and Additions.

 

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Section D: Professional Development

Bakersfield College offers all employees professional learning opportunities aligned with the mission and institutional goals.  To create a “rigorous and supportive learning environment [that] promotes equity and fosters students’ abilities to think critically, communicate effectively, and demonstrate competencies and skills in order to engage productively in their communities and the world,” we offered a multitude of trainings for faculty, classified staff, and administrators throughout the year.

D1: Professional Development for All Employees

Learning is a core value at Bakersfield College. To support a culture of learning at our institution, we create opportunities for all employees to learn together through professional development opportunities. The following professional development opportunities are offered to all employees:

 

• Opening Day: Before the start of each semester, all employees are invited to attend opening day to celebrate achievements, showcase student work, and create a shared awareness of campus initiatives for all employees.
• Closing Day: At the end of each school year, all employees are invited to attend closing day to reflect on the school year and celebrate student learning.
• Flex Week: Before the start of each semester, all employees are invited to offer workshops and attend workshops. As the workshops are taught and attended by all employees, flex week helps to build a powerful learning experience which fosters peer-peer learning. The Fall 2023 Flex Week reached over 1,300 enrollments.
• New employees, regardless of their role, are onboarded to the college throughout their first year of employment. Newly hired faculty participate in the yearlong New Faculty Seminar.  Newly hired classified staff and management staff attend a 3-hour New Employee Orientation within one to two months of their Start Date.  After the orientation, the two groups are invited to attend separate cohort academies throughout the year.
• Professional Development Committee: The Professional Development Committee is a shared governance committee with representation from classified staff, faculty, and administration. The committee meets regularly throughout the year and offers input on professional development opportunities coordinated and offered by the Academic Technology department. In addition, the Professional Development Committee offers all employees scholarship opportunities to attend conferences to expand their knowledge in their specific field of expertise.
• Kern Leadership Academy: The Kern Leadership Academy is a year-long program designed to help classified, faculty, and management employees prepare for leadership roles at every level of the organization.
• Vision Resource Center provides an extensive inventory of multi-topics how-to guides and training resources available at employees fingertips allowing for an individualized and timely professional growth.

D2: Professional development Designed for Faculty

The Academic Technology department coordinates a wide range of professional learning opportunities for full-time and adjunct faculty. These include: 

 

• BC Academic Tech blog: This blog publishes 1-2 articles per week during fall and spring semester. With 323 subscribers, faculty are notified each time a new article is published. The blog began in August 2020 and since then has published 199 articles as of 11/7/23. Article topics range from recap of workshops with captioned recordings to summaries of how to serve as a culturally-responsive educator.
• Pedagogy in Practice videos: Throughout the semester, Academic Technology faculty create short videos detailing evidence-based practices to support student learning and how to effectively leverage technology to implement these practices in the classroom. As of 11/7/23, Academic Technology has created 55 videos.
• Regular newsletters: Academic Technology faculty regularly send out newsletters to all faculty detailing upcoming workshops and new resources.
• Workshops: Academic Technology hosts workshops throughout the semester. Infused in these workshops are attention to accessibility and culturally-responsive pedagogy practices.
• Humanizing STEM Online Academy: Kern CCD and Bakersfield College have supported faculty in attending the Humanizing STEM Online Academy. 42 faculty have successfully completed the academy.
• CLEAR Action Research Fellowship: Academic Technology facilitates a year-long action research fellowship in which faculty identify an area of improvement in their teaching, implement a research-based intervention, and collect data on the effectiveness of the intervention. To date, 25 faculty have participated.
• Person Up Fellowship: Academic Technology paired faculty with instructional designers to redesign online courses to implement evidence-based culturally-responsive teaching practices to close equity gaps in online courses.
• Peer Online Course Review: Academic Technology ensured 34 faculty completed a Peer Online Course Review training. In addition, five courses were reviewed in the Peer Online Course Review process.
• Adjunct Seminar: In recognition of the need for adjunct faculty professional learning opportunities, the Academic Technology department hosts an adjunct seminar during flex week each semester. The adjunct seminar helps new and returning adjunct faculty as they begin a semester of teaching at Bakersfield College.
• Faculty Diversification Fellowship: The Faculty Diversification Fellowship provides post-baccalaureate STEM students interested in teaching at a 2-year college with an opportunity to participate in a mentorship collaboration with a Bakersfield College faculty. In addition, candidates will gain exposure to the community college culture, including best practices for teaching and supporting the diverse group of students enrolled at a rural California Community College. The Faculty Fellowship Program allows the college to recruit and train qualified candidates in an effective and fiscally responsible manner. More importantly though, it is a contribution to the community to hire candidates from the San Joaquin Valley, and the surrounding areas, to teach for Bakersfield College.
• Level Up: In response to emergency moves to remote teaching, the Education department conducts a series of three courses (EDUC B30, B31, B32) on online teaching. Faculty who participate in the series earn a certificate in online teaching.  Some departments across the college now use the completion of this series as a requirement for faculty to be assigned online classes post-pandemic.  This series is available in both credit and non-credit options.  
  The BC Education department also offers a two-course non-credit series titled “Inclusive and Accessible Digital Content” (EDUC 60 and 61).  The Levan Center for Humanities provides professional development by promoting the Humanities across the campus, showing its connections with the range of disciplines that BC embodies, and targeting both faculty and students.  These professional development events offered by the Levan Center featured the following:

  • The Norman Levan Summer Grants program, which funds 5 grants per year of up to $3,000 to support faculty in pursuing new creative and scholarly work in their discipline.

  • The Norman Levan Faculty Colloquium series, which awards two faculty per year $1,500 in honor of their cumulative career accomplishment in their field. At the Colloquium, the honored faculty give a talk of their choice that embodies the contributions they have made to their academic discipline.

  • The Jack Hernandez Phronesis Award, which awards $1,500 to one district-wide faculty member per year for the academic contributions they have made to the community at large—beyond the classroom and campus at which they teach.

• The Levan Center also runs several additional programs designed to keep faculty engaged with each other and the student body broadly, in the sense of keeping them apprised of connections between their field and students and the broader issues concerning other disciplines. These offerings include the Gadfly Cafe, Deep Cuts and Conversations, Art, Architecture and Archetypes, and The Renegade Round Table.
• New Faculty Seminar: Academic Technology hosts a New Faculty Seminar to support faculty in their first year of full-time teaching at Bakersfield College. This seminar helps to orient faculty to campus practices as well as support faculty in implementing effective pedagogy in the classroom.
• Badging for professional development workshops expanded (see sample badges below).

D3: Professional Development Designed for Classified & Management Employees

The following professional development opportunities are available to classified and management staff.

• New Classified Academy: The new classified academy consists of eight sessions planned to expand knowledge bolster support, ensure networking; promote cross-sectional communication and mission alignment.
• Support Staff Round Table: The administrative support staff attend these monthly meetings to get updates and to receive training on campus and district processes.
• New Management Academy: Eight sessions planned to expand knowledge, bolster support, ensure networking; promote cross-sectional communication, and mission alignment.
• KCCD Management Association: The KCCD management association is designed to promote effective leadership within our district:
  • The KCCD Management Association conducts eight Lunch & Learn webinars throughout the school year.
  • The KCCD Management Association hosts an annual symposium which brings management staff from across the district to attend a one-day event consisting of keynote speakers, breakout sessions, activities, and a chance to network with other district employees in similar positions.

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Section E: Categoricals and Grants

E1: The Board Financial Assistance Program (BFAP), the 2% BFAP, and Maintenance of Effort

Categorical Funding/Institutional Funding

Type	2021-22	2022-23	2023-24
2%	$278,984	$437,803	$580,738
BFAP	$793,655	$997,976	$1,024,441
Maintenance of Effort	$538,775	$844,489	$998,034

The MOE allocation, the BFAP, and the 2% BFAP, assists the college by:

• Providing the financial resources needed to overcome economic obstacles and empower their academic success to students.
• Educating students on how to navigate available resources/avenues of financial support.

The Office of Financial Aid & Scholarships at Bakersfield College offers a plethora of financial programs to students to assist them in achieving their academic goals. However, there is still a growing need for students to receive financial support who barely meet the eligibility criteria, and it is our goal to assist them in determining eligibility for the following federal/state/private programs: California College Promise Grant (CCPG), Cal Grant A, B, C, Student Success Completion Grant, Chafee Grant, Pell Grant, Federal Supplement Educational Opportunity Grant (FSEOG), institutional scholarships, and loans.

It is imperative to continue assisting students with the programs mentioned above as it will assist them in having an opportunity to pursue their educational goals and achieve their collegiate goals at Bakersfield College. The educational goals at Bakersfield College are completion of degree programs, certification(s), or transfer to a four-year institution. The financial assistance obtained will help students overcome economic barriers, especially students who pertain to the low socioeconomic spectrum. This will allow students to continue to persist in achieving such academic goals.

Estimated enrollment for the 2023-24 academic year will increase as well as the total estimated funds disbursed to students will increase.  Each year from 2020-21, there has been an increase in the total amount of students receiving financial aid assistance. Even though the Higher Education Emergency Relief Funds have been exhausted, we have seen an increase of students applying for the Free Application for Federal Student Aid (FAFSA), California Dream Act Application (CADAA), and Scholarships. Based on the charts shown above, the following shows the increment each year of students receiving financial aid: 2020-21 (25,279), 2021-22 (25,718), 2022-23 (27,791), and as of today, 2023-24 (26,119), but we are expecting the number to increase with the outreach being done through texting campaigns, five9 calling campaigns, and e-mails. 

E2: Extended Opportunity Programs and Services (EOPS)

EOPS Allocation

Type	2020-21	2021-22	2022-23	2023-24	2024-25
Allocation	$1,470,954	$1,712,708	$2,258,539	$2,564,009	$2,746,737
Required Match	$192,593	$192,988	$228,648	$272,110	$326,763
Category C Obligation	$244,279	$285,827	$447,219	$346,693	$698,076
Book Expenditures	$224,146	$224,146	$224,146	$224,146	$224,146

The EOPS Program ensures student success through enrollment and retention of students disadvantaged by social, economic, educational or language barriers by providing over and above services through comprehensive academic and support counseling, financial aid, and multitude of other services aimed at ensuring that students reach their educational and career goals.

Budget: As seen in the chart above, EOPS has experienced a growth in funding over the past years from successfully growing the number of students served each year.

Unduplicated Headcount	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024
EOPS	2,263	1,895	1,860	2,080	2,144
CARE	123	86	73	94	101
NextUp	149	101	97	139	135
CalWORKs	108	88	74	125	165

EOPS continued to grow from 2,080 unduplicated student headcount in 2022-2023 to 2,144 for 2023-2024.  Bakersfield College EOPS programs also exceeded the state recommended capacity of serving 1,856 students by fifteen percent. Each term, book grants are issued to EOPS students who are financial aid eligible.  Category C pays for unmet need grants to support other educational expenses.  

CARE Allocation

Type	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025
Allocations	$193,615	$224,484	$382,119	$449,537	$507,939
CARE Grants	$102,100	$90,054	$122,492	$191,193	$192,000

The Cooperative Agencies and Resources for Education (CARE) program serves students who are head of household or single parents who receive public assistance benefits. CARE provides specialized services focused on  education and career development to promote self-sufficiency and upward social mobility.

Budget Allocation: As seen in the chart above, the  CAREexperienced an increase in funding for the 2024-2025 fiscal year.

CARE Grants: The CARE program has continued to award CARE grants for students with financial unmet need to assist with educational related expenses.  Students must be financial aid eligible to receive the CARE grant.

CARE Workshop Series: The CARE program offers a series of workshops for CARE students to focus on personal development, career readiness and wellness. Workshop topics included Employment, Resume Building and Job Interview Techniques, Health and Wellness, Financial Literacy and Family Oriented Activities.

 

E4: California Work Opportunity and Responsibility to Children (CalWORKs)

CARE/TANF Allocations

Type	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025
CalWORKs Allocations	$266,547	$251,864	$375,946	$394,474	$428,184
TANF Funds	$26,800	$26,800	$60,571	$59,262	$62,813

The CalWORKs student population are parents who are recipients of CalWORKs/TANF public assistance benefits. CalWORKs at Bakersfield College provides education, job development, support services, financial assistance and work-study opportunities to increase wage-earning power and lead to self-sufficiency.  To supplement any educational related expenses, TANF funds were used for grants to students with unmet need.

Budget: As seen in the chart, California Work Opportunity and Responsibility to Kids (CalWORKs) and TANF had an increase in funding for the 2024-2025 fiscal year. A total of 165 CalWORKs students were served for 2023-2024, an increase of thirty-five percent of students served compared to 2022-2023.

E5: Cooperating Agencies Foster Youth Educational Support (CAFYES/NextUp)

NextUp Allocations

Type	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025
Work Study Expenditures	$18,587	$23,252	$6,239	$13,683	$15,000
NextUp Grants	$227,200	$250,000	$140,796	$169,321	$170,000
Allocations	$725,934	$957,941	$856,294	$830,141	$760,669

NextUp provides holistic support to foster students to ensure educational success, focusing on enrollment, retention, and transfer to a 4-year university.  NextUp onboarding includes completion of BC matriculation steps, financial aid and Chafee applications. Additional services provided include books and supplies, childcare, intrusive counseling and career guidance, comprehensive educational planning, emergency housing and food assistance, health services, life skills and financial wellness, mental health services, transportation assistance such as gas cards or bus passes, parking permit, college work-study, and tutoring.

Budget: Bakersfield College was allocated $760,669 for the 2024-2025 fiscal year to provide services to current/former foster youth students under the age of 26. With the expansion of NextUp programs across the state, a funding formula for NextUp was established during 2023-2024 fiscal year which resulted in a reduction in our allocation. 

E6: AB 540 / Undocumented Students Program

E7: Foster and Kinship Care Education (FKCE)

The mission of the Foster and Kinship Care Education (FKCE) Program is to provide quality education and support opportunities to caregivers of children and youth in out-of-home care so that these providers may meet the educational, emotional, behavioral, and developmental needs of children and youth in the foster care system. Trainings and workshops include initial training for prospective resource (foster) parents, on-going training, and special events.

Workshops cover an array of topics from Child Development, Trauma Informed Practices, Parenting Skills, LGBTQ, Human Trafficking CSEC), Child, Medically Fragile (autism, diabetes, asthma, etc.), CPR.

E8: California Student Opportunity and Access Program (Cal-SOAP)

Cal-SOAP Allocations

Type	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024
Allocations	$435,663	$435.663	$435,663	$435,663	$426,949	$426,949

The mission of the Southern San Joaquin Valley California Student Opportunity and Access Program (Cal-SOAP) is to provide academic support, advisement, and access to information about postsecondary education and financial aid to students who meet at least one of the following criteria: first in their family to attend college, come from a low socio-economic background, and/or live in a geographic area with low college-going rates. Cal-SOAP currently provides services in the high schools under the Kern High School District, Taft Union High School, Maricopa Unified School District, and El Tejon Unified School District.

Services provided to students include financial aid and scholarship completion (FSA ID, FAFSA and CADAA applications, WebGrants4students), Webgrants support for high school administrators, financial aid literacy, systems of higher education application process and completion, academic advisement (college peer advising, transcript evaluation for A-G completion, career and major exploration, parent orientations and other college and financial aid related support.

E9: Disabled Students Programs and Services (DSPS)

 

DSPS Allocations

Type	2022-2023	2023-2024	2024-2025
WAIII	$192,428.00	$192,428.00	$192,428.00
EDS3	$161,640.00	$277,084.00	$192,428.00
EDS2	$10,951.00	$10,843.00	$10,809.00
EDS1	$1,386,456.00	$1,449,385.00	$1,378,002.00

Budget: As seen in the chart, the Disabled Students Programs and Services office experienced a slight decrease in funding for 2024-2025. This is due to the change in the funding formula for DSPS.

As the overall BC student population increases, so does the DSPS student population.   DSPS experienced a nine percent growth from 2022-2023 to 2023-2024. For 2023-2024, DSPS served 1,361 unduplicated students.  Part of this increase is also due to DSPS implementing better methods for tracking and documenting student contacts. As well as increasing outreach events, resurrecting the student DISC club, and providing workshops for students enrolled in DSPS services.

 

DSPS Unduplicated Students Served

Year	2021-2022	2022-2023	2023-2024	2024-2025
# of Student	1020	1244	1361	798

Returning and New to Service Students

Service Type	2021-2022	2022-2023	2023-2024	2024-2025
Returning (# of students)	704	655	691	492
New-to-Service (# of students)	316	589	671	306

E10: Student Equity & Achievement Program (SEAP)

Professional Development Expenditures

The Student Equity and Achievement Program annually allocates a significant amount of categorical and grant funding to professional development. Note numbers do not reflect direct faculty special compensation for engagement in professional development activities on campus, cost of food and materials when hosting events on campus, etc.  

Conference Include:

• Achieving the Dream Holistic Student Supports Institute
• Achieving the Dream National DREAM Conference
• California Student Services Officers Annual Conference
• Strategic Enrollment Management Convening
• ASCCC Annual Plenary
• Umoja Annual Conference
• A2MEND Summit
• Association of Chief Business Officers Annual Conference
• National Alliance of Concurrent Enrollment Partnerships Annual National Conference
• Community College League of California Annual Convention
• California Association of Community College Registrars and Admissions Officers
• Council for Higher Educational Accreditation
• CCCCO Vision for Success Summit
• CCCCO Basic Needs Summit
• Association of Colleges for Tutoring and Learning Assistance
• Hobson’s Starfish Annual Conference
• California Community Colleges Convening -CONNECTED 24
• Ellucian Annual Conference
• CCCCO Evaluators Training
• The RP Group’s Strengthening Student Success Annual Conference
• CSU Counselor Conference
• Accessibility Kickoff
• California Association for Postsecondary Education and Disability (CAPED) Conference
• Pacific Association of Collegiate Registrars and Admissions Officers
• California Community College Athletic Association (CCCAA) Conference

Student Success Categoricals and Grants: 
For 2023-24, the college received over $8 million in categorical fund allocations between SEAP and Guided Pathways. 

Categoricals & Grants

Fund	2019-20 Allocation	2020-21 Allocation	2021-22 Allocation	2022-23 Allocation	2023-2024 Allocation
SEA Program	$7,187,593	$7,187,593	$7,480,897	$7,855,706	$7,855,706
CCCCO Guided Pathways	$731,309	$609,424	$243,770	$859,252	$750,490 * Carry Over
TOTAL	$7,918,902	$7,797,017	$7,431,363	$8,714,958	$8,606,196

E11: Office of Student Life

Office of Student Life

1. Welcomed students back to campus through a hybrid approach to programming efforts in the Fall semester and continued offering more excellent in-person support entering the Spring semester, totaling 108 virtual and in-person events.
2. Director of Campus Engagement was elected President-Elect of the California Community College Student Affairs Association (CCCSAA) Board
3. Increased student engagement across campus sites, including programming, access to basic needs, bus passes, student service stickers, and student IDs all being distributed at the BCSW and Delano centers
4. Relocated to transitional space for our Students of Concern and Basic Needs teams, increasing access to private space to meet with some of our most vulnerable students.
5. Received a perfect score of 234/234 by the Secretary of State's Office on our Civic Engagement and Voter Empowerment Action Plan.
6. Bakersfield College has employed a Campus Advocate to better respond to cases of alleged sexual misconduct.
7. Created and executed over 190 graphic and social media designs for internal and external department marketing and outreach use. This includes the Bakersfield College Student Planner used by over 10000 students.
8. Printed 5,681 Renegade Cards for students to access vital on-campus and community resources. Including distribution of 1,759 bus passes for students to ride public transit for free.
9. Spearheaded new student success and equity measure, Lavender Initiatives
10. Dr. Nicky Damania served as the Events Coordinator of the California Community College Student Affairs Association (CCCSAA)
11. Office Management personnel led over multiple Safe Space Workshops for various campus departments and administrators.

The Renegade Nexus (Pantry)

During the academic year, all pantry services included in-person (1) Daily Bread in partnership with Panera Bread, (2) Pantry Choice Program for Shopping experience, (3) Emergency Food Distributions, (4) Fresh Fruits and Vegetables, (5) Hygiene Kits, and (6) Renegade Closet.

• Distributed over 31,000 pounds of food from CAPK from May 1, 2024 – October 31, 2024.
  • Farmer’s markets, in collaboration with CapK, set up for the last Tuesday of every month.
  • Served 324 attendees during our May Farmer’s Market; when accounting for household size, we served 1292 individuals.
  • Served 492 attendees during our June Farmer’s Market; when accounting for household size, we served 2036 individuals.
  • Served 305 attendees during our July Farmer’s Market; when accounting for household size, we served 1254 individuals.
  • Served 444 attendees during our August Farmer’s Market; when accounting for household size, we served 1844 individuals.
  • Served 367 attendees during our September Farmer’s Market; when accounting for household size, we served 1523 individuals.
  • Served 336 attendees during our October Farmer’s Market; when accounting for household size, we served 1422 individuals.
• New Community Partnerships
  • Partnering with Greater Bakersfield Legal Assistance (GBLA) to host an eviction prevention workshop in Spring 2025.
  • Partnering with Tri-Counties Bank to provide a Financial Wellness Series for students in Spring 2025.
  • Worked with Tri-Counties bank to host a month-long Basic Needs drive.
    Strengthened partnership with ClipDart to offer monthly free haircuts and styling to students.
  • Partnered with the CalFresh Healthy Living team to achieve gold certification in the Nutrition Pantry Program for the Main Campus pantry.
  • Reaffirmed partnership with Waste Hunger Not Food through the Kern County Public Health Department.
• New Campus Programs
  • Launched Fresh Success - The Fresh Success program is a voluntary employment and training program serving students living in Kern County and are receiving or eligible to receive CalFresh (SNAP) benefits.
• CalFresh Outreach
  • Hired three Basic Needs Assistants between August 2024-September 2024 to focus on CalFresh Outreach at our Main Campus, Delano Campus, and BC SouthWest.

Student Rights and Responsibilities

Student Life assisted over 2,831 individuals through various incidents that happened on campus. This year, Student Life hosted four new Students of concern interns and one campus education specialist who is now hired as our Student Identity and Sexual Misconduct Education Liaison and added one new management personnel into the office Program Manager for Mental Health Wellness and Students of Concern, Kimy Salazar.

Incident Reports

Case Type	Nuber of Individuals	Number of Incidents
Academic Integrity	463	385
Basic Needs Program	1,144	1,141
Campus Safety	147	84
Clearance	99	99
DSPS	18	16
Extenuating Withdrawal	694	678
General Incident/Accident	405	231
Harassment/Discrimination	41	17
Medical Aid	56	34
Sexual Misconduct	30	12
Student Grievances	320	167
Student Conduct Violation	191	83
Student Health & Wellness	20	12
Student of Concern	701	919
Title IX Related	13	5
TOTALS	4,450	3,933

Community Relations, Events and Scheduling Department

1. For the 2023/2024 AY, the Community Relations, Events, and Scheduling department processed 3930 events. 575 are Athletic, 1129 were large events and expos, and 2226 were meetings.
2. In Spring 2024, the IT department purchased a Swivel to allow for more hybrid events on campus. Hosting 36 virtual/hybrid events on campus.
3. The department maintained a presence in Measure J projects on campus to better disseminate information for on-campus facility/event scheduling.
4. Led the Commencement Planning Committee and continued spearheading the return to an in-person Commencement while an entire campus-wide commencement team and subgroup.
5. Began transitioning to the Brightly Software system to be more efficient with reserving spaces on campus and communicating with our partner offices on event setup and staffing needs.
6. In the 3930 events processed, 3450 were BC events, 180 were Co-Sponsored events, and 300 were community rental events.

Event Data

Event Type	Number of Events
Virtual/Hybrid	36
On-Campus	1,129
General Meetings	2,226
Athletic Events	575
TOTAL	3,930

Student Organizations

1. Supported and funded 4 Student Organization Funding grants totaling $3554 with an average grant amount of $ $889.
2. Increased the number of campus registered student organizations to over 50 in FY 25 in comparison to 40 in FY 24.
3. Hosted over 12 student organization department meetings Hosted over 70 office hours for student organizations members or potential members to drop in and ask questions or get help starting a new student organization.
4. Planned and scheduled a student organizations retreat for a day of reviewing processes and teaching advisors and officers about roles and responsibilities.
5. NAMI student organization partnered with NAMI Kern County to host the NAMI walk on campus.
6. Volunteered at the Fall Festival hosted by North of the River Parks and Recreation District. Participated in the Great American Clean Up. Student organization Ballet Folklorico Ritmo Y Sabor hosted Alegra Mexicana a weekend event with Mariachi and Folklorico Workshops plus a grand show with Mariachi Garibaldi.

Student Activities

1. Have supported and funded 4Campus Collaborative Action Grants totaling $3,853 used for campus wide programming led by various departments.
2. Hosted 123campus-wide events, including 20 events co-sponsored by other campus departments, student organizations, and community partners.
3. Hosted an in-person New Student Convocation with over 1000 students and their guests participating.

Lavender Initiatives

1. New programming to support our 2SLGBTQ+ students and foster an inclusive community.
   Lavender Futures Cohort: Provides comprehensive support for 2SLGBTQ+ students, addressing barriers unique to their experiences.
2. English B1a Class: Developed in collaboration with the Writing Center, this course incorporates 2SLGBTQ+ authors, themes, and theories.
3. Lavender Study Hall: Weekly academic and social support for 2SLGBTQ+ students and allies, created with the Writing Center and MESA, with strong attendance.
4. 3rd Annual DVAM Trunk or Treat: Served 3,850+ attendees, offering resources, raising awareness, and collaborating with 25+ organizations in a fun, interactive community event.

Bakersfield College Student Government Association

1. Increased Student Service sticker sales year over year and increased Student Services Fee engagement with new online services.
2. The Bakersfield College Student Government Association increased its active representative membership to 83% including the KCCD Student Trustee for FY 25. This makes it the largest BCSGA cohort post-COVID,
3. Partnered with CSUB ASI for Summer Leadership Training and Leadership Conference development.
4. Involved Taft College in the semesterly KCCD SGA retreat. Planned Student Organizations Leadership Retreat for Fall 2024. Over 40 local student leaders came together for a day of learning surrounding participatory governance, resolution writing, and leading student government meetings.
5. Have hosted over 25 Brown Act-compliant Student Government Association meetings, including Senate, Executive Board, Department, and Subcommittee meetings via in-person and virtual formats to increase student engagement and foster campus citizenry.
6. Coordinated two Student Town Halls including campus executive leadership in the conversations to create transparency about campus projects, developments, and direction. Over 50 students participated in both sessions.
7. Three Student Government officers attended the Student Senate for the California Community Colleges Advocacy Academy earning a “Student Advocacy Certificate.”
8. Five Student Government officers attended the California Community College Student Affairs Association Student Leadership Conference honing their leadership skills to best represent their student body.
9. All current 21 student government members are represented on various campus participatory governance committees, operation workgroups, grievance board, and task forces ensuring student voice at multiple campus levels.

Student Health and Wellness Center

The Student Health and Wellness Center has been meeting the needs of our students by providing in-person and telehealth services and the requirements of Bakersfield College and the broader community through the provision of high-impact, accessible, and on-site health care. Excluding COVID programs, the appointments at the Health Center include:

Appointment Type	Appointment Count
Medical Services with Nurse Practitioner	349
Wellness Sessions with Mental Health Clinician	587

To address the mental health needs of our students a new Mental Health Clinician has been hired, existing staff have been trained in the Community Resource Model, and group therapy and trauma response training is offered. In addition to the foregoing, the SHWC has trained the campus community in Narcan administration and made free Narcan available to those who request it.

Veteran Services and Programs

Veteran Services and Programs have been actively re-implementing in-person activities while providing virtual advising services as an option to over 474 currently active veteran and military-connected students in the Veterans Resource Center (VRC).

1. Completed 796 meetings with veteran and dependent students
2. Received ongoing VRC funding of $118,283
3. 33 students have been accepted into the CEVSS cohort
4. Hosted two 30-uniting coining ceremonies
5. Hosted 14 in-person events
6. Hosted veteran fall-graduation event with 33 of 68 student veteran graduates in attendance
7. Assisted over 3,482 veterans, dependent, and general students visiting the VRC
8. Provided over 1185 Comprehensive Education Plans
9. Secured $1,000 in donations to implement a book voucher program
10. Hosted annual Vet Month with four events.
11. Hired one new educational advisor (replacement)

E12: The Strengthening Career and Technical Education for the 21st Century Act (Perkins V)(Formerly known as: VTEA)

Fiscal 2023-24:  $1,287,472

Perkins V funding has continued to grow over the past 5 years, as noted in the chart below, revenue is dependent upon the financial stability of the state as well as College FTES generation.

 

Perkins V: Revenue & Expenditures

Type	2020-21	2021-22	2022-23	2023-24	2024-25
Allocation	$809, 714.00	$968,270.00	$1,288,907.00	$1,288,841.00	$1,486,666.00
Expenditures	$725,334.77	$963,415.75	$1,288,000.00	$1,288,841.00	NA

A good portion of the Perkins V funding continues to support personnel, educational advisors and job development specialists in supporting the work for “Special Populations” CTE students.  Funds also help to supplement administration costs for the CTE Program Director. In addition, funding is used to support professional development activities that would benefit all CTE programs as well as software licensing fees for EMSI (Economic Modeling Specialists, Inc.) which is an internet-based data system that provides labor market analytics, program alignments and Career Coach. Funding is directed to support program specific professional development activities for faculty. This provides the faculty opportunities to fine tune the best practices within their discipline. Funds also help the pathways purchase equipment allowing our faculty to teach with current industry specific equipment and technologies.

CTE program Deans and faculty request funds from Perkins that focus on a specific activity or project that will help enhance the programs and students from identified special populations. Students from special populations include the following:

 

• Individuals with disabilities
• Individuals from economically disadvantaged families, including low-income youth and adults
• Individuals preparing for nontraditional fields
• Single parents, including single pregnant women
• Out-of-workforce individuals
• English learners
• Homeless individuals
• Youth who are in, or have aged out of, the foster care system
• Youth with parents on active duty in the armed forces 

E13: Strong Workforce Funding

Strong Workforce Funding

Year	2016-17	2017-18	2018-19	2019-20	2020-21	2021-22	2022-23	2023-24	2024-25
Local	$1,546,443	$2,345,505	$2,382,211	$2,963,188	$2,963,188	$3,455,309	$3,755,070	$3,745,075	$2,963,852
Regional	$1,071,529	$1,122,403	$1,200,327	$1,546,933	$1,547,637	$1,851,930	$2,012,371	$1,965,181	$1,571,718

Strong Workforce Local Share:

• Year 1 = $1,546,443 (7/1/2016 – 12/31/2018)
• Year 2 = $2,345,505 (7/1/2017 – 12/31/2019)
• Year 3 = $2,382,211 (7/1/2018 – 12/31/2020)
• Year 4 = $2,503,043 (7/1/2019 – 12/31/2021)
• Year 5 = $2,963,188 (7/1/2020 – 06/30/2022)
• Year 6 = $3,455,309 (7/1/2021 – 12/31/2023)
• Year 7 = $3,755,070 (7/1/2022 – 06/31/2024)
• Year 8 = $3,745,075 (7/1/2023 – 06/31/2025)
• Year 9 = $2,963,852 (7/1/2024 – 06/31/2026)

Year 1 funding supports more and better CTE through the enhancement of existing programs – Auto, Manufacturing, Commercial Music and Culinary; expansion of programs to Delano – Electronics; and, development of new Programs HVAC, at Delano, and Associate of Science of Industrial Automation that will be a feeder into the Baccalaureate program. Funding will purchase equipment, pay for professional development and stipends for curriculum development.

Year 2 funding supports more and better CTE through the continuation of enhancing existing programs – Environmental Control Technology (HVAC), Electronics and Electrical Technology, Automotive, and Computer Science. While new projects include – Logistics and Supply Chain, Water Technology, Food Science, Child Development, Culinary, Heavy Equipment Technology, Health Simulation, ITT Program Support, CTE Across and Physical Therapist Assistant.

Year 3 funding supports more and better CTE through the continuation of enhancing existing programs – Environmental Control Technology (HVAC), Food Science, Automotive, Health Simulation, Physical Therapist Assistant, Logistics and Supply Chain, Water Technology, Ag Business, Heavy Equipment Technology and Computer Science. While new projects include – Construction, Safety, Steam/STEM Outreach, and Industrial Technology and Transportation Support.

Year 4 funding supports more and better Career Education through the continuation of enhancing existing programs and development of new programs. Environmental Control Technology (HVAC), Electronics and Electrical Technology, Automotive, Computer Science, Logistic Supply Chain, Ag Business, Heavy Equipment Technology, Physical Therapist Assistant. New programs include Fitness Trainer, Entrepreneur, and Nutrition.

Year 5 funding has a shifted in the focus of funding to support the Workforce Training, specifically in Short Term Credit, Non-Credit or Not-for-Credit. Along with meeting momentum points and the Vision for Success Metrics.

Year 6 funding continues the focus on supporting noncredit workforce development curriculum and driving success in meeting workforce demands. It also has been utilized to modernize the labs and instructional spaces for Allied Health and Industrial Technology and Transportation. In 
addition, funding has allowed updating the Agriculture Farm and supporting the new Edible Garden to meet industry demand.

Year 7 continues the focus and emphasis on workforce development, work-based learning, and noncredit. Funding will be utilized to fund projects to enhance existing programs – Animal Science, Plant Science, Heavy Equipment, Forestry, Business, Health Sciences, Energy, and Industrial Technology and Transportation Support. In addition, it will also continue to support expanding programs such as the Regenerative Farm in the Delano Campus, modernization of the Makerspace, and support the new BC Lab Tech Bachelor Program.

Year 8 funding will continue the focus and support of workforce development, work-based learning, and noncredit. Funds will be utilized to support existing programs – Animal Science, Plant Science, Heavy Equipment, Forestry, Business, Health Sciences, Energy, and Industrial Technology and Transportation Support. Funding will continue to support the modernization of labs and instructional spaces for Allied Health and the BC Lab Tech Bachelor Program.

Year 9 funding will continue the focus and support of workforce development, work-based learning activities, and noncredit. Funds will be utilized to support existing programs – Animal Science, Heavy Equipment, Automotive, Culinary, Health Sciences expansion to rural areas, and Industrial Technology and Transportation Support in alignment with the regional priority sectors. Funding will continue to provide faculty and staff support, professional development, and invest in outreach and program marketing to various CTE programs to increase enrollment.

Strong Workforce Regional Share:

• Year 1 = $1,071,529 (7/1/2016 – 12/31/2018)
• Year 2 = $1,122,403 (7/1/2017 – 12/31/2019)
• Year 3 = $1,200,327 (7/1/2018 – 12/31/2020)
• Year 4 = $1,533,386 (7/1/2019 – 12/31/2021)
• Year 5 = $1,547,637 (7/1/2020 – 06/30/2022)
• Year 6 = $1,851,930 (7/1/2021 – 12/31/2023)
• Year 7 = $2,012,371 (7/1/2022 – 06/31/2024)
• Year 8 = $1,965,181 (7/1/2023 – 06/31/2025)
• Year 9 = $1,571,718 (7/1/2024 – 06/31/2026)

Year 1 funding supports more and better CTE utilizing a regional approach through the enhancement of existing programs – Advanced Manufacturing, Health Simulation and Faculty Development/Recruitment, Dual Enrollment, Industrial Automation and Workplace Internships/Job Development. Funding will support staffing, purchase equipment, pay for professional development and stipends for materials development.

Year 2 funding supports the continuation of regional projects – Dual Enrollment, Workplace Internship Development, Industrial Automation, and Health Simulation.

Year 3 funding supports the continuation of regional projects – Dual Enrollment, Workplace Internship Development, Industrial Automation, and Health Simulation. Funding will support staffing, purchase equipment, pay for professional development and stipends for materials development.

Year 4 funding supports more and better Career Education through the continuation of enhancing existing programs and development of new programs. Health Simulation, Industrial Automation Bachelorette Program, Dual Enrollment, Workplace Internship Development.

Year 5 funding supports the Regional Collaboration and efforts of streamlining programs in the priority sectors. As well as achieving the momentum points and Vision for Success.

Year 6 funding supports the Regional Sector projects that include Workforce Development, Health Pathways, Advanced Manufacturing, Agriculture and Business.
Year 7 funding supports the focus on Workforce Development, Dual Enrollment, and noncredit. Along with collaboration with industry sectors and regional colleges. Sectors include Advanced Manufacturing, Energy, Health Pathways, Business and Entrepreneurship, and Global Trade and Logistics. In addition, funds will support curriculum development for the Hospitality program. 

Year 8 will continue the focus on Workforce Development, noncredit, and emphasis on Dual Enrollment. Along with collaboration with industry sectors and regional colleges. Sectors include Advanced Manufacturing, Energy, Health Pathways, Business and Entrepreneurship, Global Trade and Logistics, and the continued support for the new Hospitality program.

Year 9 will continue the focus on Workforce Development, noncredit, faculty and staff support, and Dual Enrollment. Along with collaboration with industry sectors and regional colleges. Sectors include Advanced Manufacturing, Health Pathways, Agriculture, Public Safety, and the continued support for the new Hospitality program.

Strong Workforce Program Funding Formula

Both the Strong Workforce Program base and incentive funding are re-calculated each year according to the factors prescribed in legislation:

 

Pie chart data

Unemployment Rate	33.3%
Career Education FTES	33.3%
Job Openings	16.7%
highlights SWP Metrics	16.7%

Strong Workforce Funding

Factors	Items	Proportion of SWP Funds
Base Funding	Unemployment Rate	1/3
	Career Education FTES	1/3
	Job Openings	1/6
Incentive Funding	SWP Metrics	1/6

During the 16/17 and 17/18 fiscal cycles, the College received significant funds to support “More and Better CTE”. Year 1 allocation was based on the following formula: 1/3 unemployment, 1/3 job openings and 1/3 CTE FTES. During Year 2 and subsequent years, colleges received 83% of the available funding, the allocation is based on the following formula: 1/3 unemployment, 1/3 CTE FTES and 1/6 job openings. The remaining 1/6 allocation is considered “17% incentive funding” and will be released to colleges in January and will be based on each college’s FTES performance with additional points being given to “special population” students. The “17% incentive funding” will continue for the 24/25 allocation.

E14: Instructional Block Grant

FY23 Budget $1,950,819

Instructional Block Grant

Fiscal Year	Total Spent (Allocation, Carryover Aprovimate)
FY19	$400,000
FY20	$100,000
FY21	$50,000
FY22	$250,000
FY23	$1,900,000

E15: TRIO Student Support Services

The TRIO Student Support Services (SSS) is a federally funded outreach program designed to:

• motivate and support students from disadvantaged backgrounds.
• promote educational success, retention, and persistence.
• provide opportunities for low-income, first-generation college students and students with disabilities from diverse backgrounds.

Bakersfield College was awarded the TRIO SSS Teacher Preparation grant in fall of 2020. The TRIO SSS grant award was for $261,888 per year for 5 years (9/1/2020-8/31/2025) for a total of $1,309,440. The funding provides support for up to 140 students per grant year, cumulatively up to 700 students total over the 5 years of the grant award.

Program Objectives 
In 2020-21 and 2021-22, TRIO SSS met or exceeded grant objects A and B. Objectives C2 and D will not be measured until a later date. 

1. Persistence Rate: 65 % of all participants served by the SSS project will persist from one academic year to the beginning of the next academic year or graduate and/or transfer from a two-year to a four-year institution during the academic year.
2. Good Academic Standing Rate: 65 % of all enrolled participants served by the SSS project will meet the performance level required to stay in good academic standing at the grantee institution.
3. Two-Year Transfer Rate: 25 % of new participants served each year will receive an associate’s degree or certificate from the grantee institution and transfer to a four-year institution within four (4) years. (IP)
4. Four-Year Graduation Rate: 12 % of new participants served each year will graduate within six (6) years. (IP)

The BC TRIO SSS program services include the following and much more!

• Provides peer and staff mentoring and networking activities
• Provides support for academic tutoring
• Assists students with information on a full range of student financial aid programs, benefits, and resources for locating public and private scholarships
• Assists students with completing financial aid applications
• Assists students with education advising/counseling services
• Assists students with financial and economic literacy
• Assists students with applying for admission to and obtaining financial assistance for enrollment in four-year programs

Spring 2023 Events and Activities 

January - Hot Coco & Planners, Wraps and Reminders

February - Who’s your Valentine Financial Literacy, Financial Aid Awareness Resource Fair, L.E.T.S. Teach Huddle

March - Rock painting & Financial Aid completion, Women in History Kahoot, L.E.T.S. Teach Huddle, Academic Resources Scavenger Hunt, Financial Literacy Workshop, Registration Workshops, Cal State Long Beach Field Trip, Transfer Workshop 

April - Marley’s Miracle Dogs, L.E.T.S. Teach Huddle, Financial Literacy Workshop, TRIO SSS Picnic at the Peace Garden, Campus Clean-up Day

May - Study Session, Painting & Mental Health, Registration workshop, Finals Week Paining and board games, Potluck, Accomplishment Celebration

August - Origami & Academic Support, TRIO Orientation

September - TRIO Orientation, What’s your super power? Hero Activity, L.E.T.S. Teach Huddle, Test Anxiety Workshop, Financial Literacy Activity Goal Setting, Paint Your Future Canvas Painting, Friendship Bracelet & Study tips, Transfer Day, Transfer Workshops

October - UCSB Field trip, L.E.T.S. Teach Huddle, Let the Colors Fall-Tie Dye Activity, Origami Activity, Rock Painting, Back to the Charcutier board-Ask before you drop with W, Keychain Weaving Activity, Transfer workshops

November - Donuts and Registration, Pizza & Registration, Entrée to Employment, L.E.T.S. Teach Huddle, Cookie Decorating Activity, Fall Picnic & PJ Cat Walk, Gratitude Jar, Fall Painting , Transfer Workshops 

TRIO SSS participants visited Cal State University, Santa Barbara to learn more about transfer options and teaching fields that are offered and enjoyed visiting the campus and surrounding scenery.

E16: Title V Health Science Careers

The Title V Health Science grant, “Camino Conectado,” focuses on developing completion pathways leading to high-demand, high-wage jobs in health science, with a specific emphasis on improving outcomes for Hispanic and low-income students. This grant supports the following programs: EMT/Paramedics, Health Information Technology, Human Biology, Kinesiology, Physical Therapist Assistant, Public Health, Radiologic Technology, and Nursing.

We have officially entered the final year (year 5) of the grant. We will be requesting a six-month no-cost extension to maximize our funding and finalize our successful journey. Our emphasis for this final year is on our rural sites, specifically expanding our programs at the Arvin Educational Center in Spring 2025.

Our PAL (Peer Assisted Learning) program continues to grow each year. We currently have 18 PALs and additional faculty leads who have joined our program. The PAL faculty leads play an instrumental role in the success and expansion of the program, as more health science faculty request PAL leaders for their courses. We are working closely with our external evaluator to create student and faculty focus groups, enhancing our data collection and using analysis to improve how we are serving and supporting our students in the Health Sciences Pathway.

PAL faculty lead, Isabel Stierle, will be retiring this December. Professor Stierle was one of the first PAL faculty leads to join us in 2021 and has been a pivotal figure in our program.

We now have a dedicated PAL Program Manager Eileen Pierce, who oversees the day-to-day operations of the program, including PAL trainings and PAL leader observations. These efforts are split between the STEM and Health Science grant objectives for student success. Additionally, we will be onboarding our new Program Manager, Vanesa Hernandez, who will take on the grant activities director responsibilities. Ms. Hernandez played a vital role in the grant as an educational advisor.

Our team continues to focus on expanding our community partnerships by creating pathways/offerings to meet the needs of our students, their facilities and employees. Additionally, we are hopeful for a Fall 2025 launch for three new programs in the pathway: Clinical Medical Assisting, Respiratory Therapy and Phlebotomy.

The budget below shows our allocation, carryover and expenditures throughout the entirety of the grant thus far. Funds were used to support program purchases, faculty stipends, outreach events, success coaches and professional experts, peer mentor and PAL leader positions, and salaries for key personnel.

Title V Health Science Careers Expenditures & Balance

Type	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025
Allocation	$600,000	$600,000	$600,000	$600,000	$600,000
Carryover	NA	NA	$14,388.53	$273,560.01	NA
Expenditures	NA	NA	$585,611.47	$356,440.00	$95,596.45

The long-term goals for this grant include: (1) Ensure that the program aligns with BC’s master plan, Strategic Plan, and Equity Plan, (2) Increase completion and transfer rates and close equity gaps (3) Strengthen institutional climate for diversity and equity, (4) Decrease costs to students and public resources related to completion, (5) Increase access and expand opportunities for Hispanic and low-income students and (6) Prepare graduates for the workforce.

E17: Higher Education Emergency Relief Fund (HEERF)

Bakersfield College received three Awards through the Higher Education Emergency Relief Fund, commonly referred to by its acronym HEERF.  The main purpose of these awards is to support the institutions of higher education to serve students and ensure learning continues during the COVID-19 pandemic. The funding is provided by the federal government and administered through the Department of Education (DOE), which outlines specific guidelines as to how these funds are to be utilized.  We are required to report on this usage quarterly, from inception in March 2020 through June 30, 2023, when the program was to officially end. However, an extension was approved through June 30, 2024, allowing completion of remaining projects.

 

We received a total of $95,423,972.  The funds were divided into two major categories, Student Financial Aid and Institutional, as seen in the graph below:

BC HEERF Funds Updated 6/30/2024

Student Financial Aid	$57,938,127 (60.7%)
Institutional	$37,485,845 (39.3%)
Total	$95,423,972

The Student Financial Aid funds are managed by our BC Financial Aid department, which ensures these funds go directly to the students meeting the eligibility criteria per HEERF guidelines. The graph below reflects all allocated funds were completely disbursed, which was achieved at the end of the fiscal year, June 30, 2023.

Student Financial Aid - HEERF Funds $57,938,127 (Actuals 100%) Updated 6/30/2024.

The Institutional Funds are managed by BC Finance and Administrative Services, which verifies compliance with all guidelines required by the DOE.  There are a range of allowable uses and all must be a result due to the impacts of the COVID-19 pandemic.  Listed below are a few examples of expenses we have utilized to meet this criteria:

• Retrofitting facilities HVAC (heat ventilation air conditioning) for air purification
• Touchless faucets, hand dryers, and drinking fountains
• Supplies to support Student Health & Wellness Clinic (SHWC) Vaccination Clinics
• Funding to pay BC Support Staff hired specifically to address needs due to COVID-19
• Safety Acrylic Plastic/Plexiglas to provide protection barriers
• Face masks and other PPE (Personal Protective Equipment)
• Cleaning and disinfectant supplies
• COVID testing for staff and students
• Provide faculty support for training and equipment in conversion of in-person classes to online platform
• Laptops for students and faculty to support online classes
• Reimbursement for loss revenue to the college programs (Food Outlets, Parking, etc.)
• Classroom upgrades to technology to support distance education and in-person safety
• Learning Gardens to support outside learning
• Virtual Graduation 2021

This list above is not extensive but provides a snapshot of some expenses incurred by COVID-19 and offset by this funding. The graph below shows what was spent through June 30, 2024, when the program officially ended.  The remaining allocation of $835,179 was not received by the college prior to the program expiring, the Department of Education retained those funds.

BC Institutional HEERF Fund Allocation (Updated 6/30/2024)

Actuals - Funds Spent	$36,650,666 (97.8%)
Uncommitted/Remaining Balance	$835,179 (2.2%)
Total	$37,485,845

E18: Adult Education Block Grants

The AEP at BC has been key in supporting the development and expansion of non-credit opportunities for adult learners, which include English Language adult learners, homeless individuals, at-risk-youth, and unemployed or underemployed students (primarily from immigrant backgrounds) through its various initiatives. These Career Development and College Preparation (CDCP) programs have proven successful not just in job attainment for participants, but also in establishing pathways into for-credit certificate and degree programs as well as the workforce. The AEP set its foundation in rural Kern County, under the umbrella of Rural Initiatives, and has grown to serve adult learners from different backgrounds throughout most of Kern County. To achieve that, the BC AEP team has developed strategic partnerships to establish co-locations in disadvantaged communities. In addition to serving students at the BC Panorama and Delano Campuses, AEP also serves students at following co-locations and satellite sites:

• Wasco Adult Education Center (Wasco)
• Job Spot (Southeast Bakersfield)
• Shafter Learning Center (Shafter)
• McFarland Learning Center (McFarland)
• Arvin BC Resource Hub (Arvin)
• CityServe Educational Collaborative Center (Downtown Bakersfield)
• City Center (Downtown Bakersfield)

Adult Education Program Allocations

Location	19/20	20/21	21/22	22/23	23/24
South Kern	$258,164	$258,164	$258,164	$258,164	$399,937
North Kern	$366,215	$369.286	$366,215	$369,286	$279,592

Non-Credit Programs

BC AEP continues to collaborate with Career Education and various instructional departments to strategically develop CDCP programs that provide tuition-free, short-term certificates to adult learners. These certificates enable students to acquire livable wage jobs in a relatively short amount of time and an on-ramp into for-credit pathways. CDCP’s have benefited some of Kern County’s most disadvantaged individuals including homeless, immigrants, returning adult learners and at-risk youth. These courses are designed to help participants skill up, build up and help those facing unemployment get back to work rapidly.

Noncredit Community Partnerships

Community Action Partnership of Kern

1. Population Description: Employees
   • Instructional Programs: Applied Leadership
   • Projected Enrollments: 50
2. Population Description: Head Start Parents
   • Instructional Programs: Intro to Early Care and Education
   • Projected Enrollments: 20

Bakersfield City School District

1. Population Description: Parent University
   • Instructional Programs: Intro to Early Care and Education
   • Projected Enrollments: 100+
2. Population Description: Employees
   • Instructional Programs: TK Certificate (for-credit)
   • Projected Enrollments: 50

Kern High School District

1. Population Description: Parent Empowerment
   • Instructional Programs: Intro to Early Care and Education/ EMLS/ Basic Skills
   • Projected Enrollments: 100+
2. Population Description: Employees
   • Instructional Programs: Applied Leadership/ Paraprofessional/ Online Teaching
   • Projected Enrollments: 50+

California Farmworker Foundation “BC In the Vineyards”

1. Population Description: Farm laborers
   • Instructional Programs: EMLS/ Basic Skills
   • Projected Enrollments: 60

Farmworker Institute for Leadership Development (FIELD)

1. Population Description: Farm laborers and general adult learners
   • Instructional Programs: EMLS/ Basis Skills/ Intro to Early Care and Education
   • Projected Enrollments: 100+

Open Door Network

1. Population Description: Employees
   • Instructional Programs: Basic Skills/ Warehouse Logistics
   • Projected Enrollments: 50

Lamont Elementary School District

1. Population Description: Parent Empowerment
   • Instructional Programs: EMLS/ Basic Skills
   • Projected Enrollments: 100+
2. Population Description: Employees
   • Instructional Programs: TK Certificate (for-credit)
   • Projected Enrollments: 25

Self-Help Enterprises

1. Population Description: Farm Laborers and general adult learners
   • Instructional Programs: EMLS/Basic Skills
   • Projected Enrollments: 50

Project HireUp (Initially funded by AEP/WAF/SWF)

In an effort to help address the homelessness crisis, Bakersfield College developed a homeless to work initiative. The program was intentionally developed with three major components woven into the design: Life, Education and Career Development. The goal is to create guided pathways to self-sufficiency. By utilizing this design as its framework, some of our community’s most vulnerable individuals can go from homeless to a job within six months. Since its inception, Project HireUp has accomplished and surpassed projected outcomes and stands as an established 8-week model, graduating 3 cohorts of students per year with cohort 10 graduating in Fall 2023.

Project HireUp Enrollment

Cohort #	Cohort 1	Cohort 2	Cohort 3	Cohort 4	Cohort 5	Cohort 6	Cohort 7	Cohort 8	Cohort 9	Cohort 10	Cohort 11
# of Students	25	16	16	8	13	13	15	14	12	14	25

Due to the many barriers faced by Adult Learners, the Adult Education Program continues to diligently seek funding opportunities to expand services provided to students across Kern County. As a result, BC has received additional grants such as the Beginning Farmer and Farmworker Training Program (BFFTP) that will allow farmworker adult learners to receive wrap-around services to ensure completion and transition to livable wages upon completion of their program.

E19: HSI-STEM Grant

Title: Step Up to STEM: Start Strong, Stay Strong, Finish Strong (10/1/21 – 9/30/26)

Expenditure / Budget / Allocation:

• FY 22: $185,786.87 / $1,000,000.00 / $1,000,000.00
• FY 23: $665,426.75 / $1,785,412.00 / $995,710.00
• FY 24: $1,082,558.82 / $2,144,392.38 /$999,896.00

The Step Up to STEM grant from the Department of Education is divided into three student-centered activities to guide students into, through, and successfully out of the STEM Pathway at Bakersfield College. Step Up to STEM has four long-term goals:

1. Ensure the programs of the grant align and support BC’s Master Plan, Strategic Plan and Equity Plan
2. Create a STEM culture that is reflective of the student population and demographics by promoting that BC is a Hispanic Serving Institution
3. Increase access and expand opportunities for experiential learning opportunities and undergraduate research opportunities
4. Generate a sense of belonging for Hispanic and low-income students and close equity gaps

Start Strong: The Strong activities focus on non-special admits and serve as an entry point into the STEM Pathway at Bakersfield College. The main activities occur in the summer.

STEM Faculty Mentoring Program: 11 STEM Faculty led by STEM Counselor Laurel Mourtzanos mentored 44 first-year STEM Pathway students in Spring 2024.  The groups met three times throughout the semester to discuss academic preparation, transfer, career guidance, professional development, and other topics.

Stay Strong: The Stay Strong plan features programs and spaces that enhance the education of STEM Pathway students by connecting them to academic and professional resources so they can advance in their journeys toward transfer and completion.

STEM Hub: The STEM Hub is in GS 4. This study space and resource hub for STEM majors at Bakersfield College features 360-degree whiteboards on walls, a textbook library, a small computer lab with five computers, and 30 chairs funded by the HSI-STEM award. The total square footage is 900 ft2. The STEM Hub accumulated a total of 67,023 hours of student use in Spring 2024.

Peer-Assisted Learning: In collaboration with the Health Sciences’ Title V grant team, we offer Peer-Assisted Learning.

• During the spring 2024 semester, students attended over 3,163.5 hours of PAL
• sessions funded by the HSI-STEM grant with 2,562 logins to PAL sessions.
  In spring 2024, 32 STEM PAL Leaders were supported.

Support of the Math Learning Center (MLC): Due to increased usage of the MLC the HIS-STEM grant funded two professional experts and two student worker positions to provide additional staff support for the Math Learning Center for Spring 2024. From Spring 2023 to Spring 2024, student usage of the Math Learning Center increased by 486%.

Supported MESA STEM & Pre-Health Conference, March 23, 2024: $10,000 to offset speaker fees. Over 400 students and community members were in attendance.
Humanizing Fest! on January 10, 2024: In collaboration with Alex Rockey from Academic Technology we celebrated the 10 cohorts of KCCD faculty that had undergone Humanizing Online STEM (https://humanizeol.org/) training.

 

Finish Strong: The Finish Strong activities are focused on experiential learning opportunities so that STEM Pathway students can transfer having the confidence to take full advantage of the STEM professional pathways at their transfer destination. The literature indicates that persistence to complete a bachelor's degree and pursue advanced degrees strongly correlates with the number and quality of experiential learning activities.

 

CSU Bakersfield / Bakersfield College 3-Week Research Project: The HSI-STEM award supported 22 BC student participants in winter research with a stipend of $1,440, for three weeks at California State University (CSU) Bakersfield. Prof. Steven Brown (Engineering) at BC and Prof. Saeed Jafarzadeh (Computer Engineering) at CSU Bakersfield directed the design and robotics experience using Arduino and 3-D printing.

STEM Common Hour: The HSI-STEM grant team has collaborated with Student Employment to host two professional/professionalism workshops and support five other student workshops by providing pizza and refreshments. Attendance ranged from 12- 35 students.

Supported Math Talks during STEM Common Hour: $1,000 in short presenter speaker fees organized by Prof. Jonathan Brown. The outside speakers promoted the Cal-Bridge program that supports community college students with paid internships and mentorship in pursuing graduate work in mathematics, physics, and computer science.

 

E20 California Apprenticeship Initiative (CAI) 

Apprenticeship is a system of learning while earning a sustainable living wage with wage progression opportunities throughout the duration of the program. The program combines on-the-job training with related and supplemental classroom instruction. The apprenticeship programs are registered with the California Division of Apprenticeship Standards (DAS) and the United States Department of Labor (DOL) to provide apprentices with state and nationally recognized credentials upon successful program completion.

The Apprenticeship Program partnered with the following organizations to serve communities throughout the state of California: the California Department of General Services, the Wonderful Company, LLC., Adventist Health Bakersfield, Kern Medical, Bakersfield Memorial Hospital, Mercy Hospital, OpenClassrooms, Calbright College, Kern County Electrical Apprenticeship International Brotherhood of Electrical Workers (IBEW) Local Union 428, National Electrical Contractors Association (NECA), Service Employees International Union (SEIU) Local 1000, SEIU Local 521, and the International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART) Local Union 105. Each apprenticeship pathway seeks to enroll no less than 30 apprentices in a three-year period, with some pathways exceeding far beyond the minimum threshold.

Industry	Pathways Offered	Funding Source
IBEW Local Union 428/NECA	Electrician	Full-Time Equivalent Student (FTES) Apportionment
SMART Local Union 105	Sheet Metal Worker	FTES Apportionment
Employers TBD	Cyber Security	CAI
OpenClassrooms/Multiple Employers	Software Developer Digital Marketer Data Analyst Help Desk Technician	CAI
Kern Medical/Adventist Health Bakersfield	Perioperative Nurse	CAI
California Department of General Services	Office Technician Personnel Specialist Staff Services Analyst	CAI
The Wonderful Company, LLC.	Maintenance Technician	CAI
Bakersfield Memorial Hospital/Mercy Hospital	Licensed Vocational Nurse to Registered Nurse Bridge	CAI
Allied Health	Perinatal Nurse Neonatal Nurse	CAI (Planning Grant Awarded)
Futuro Health, UC Berkeley, and Additional Partners TBD	Health Informatics Specialist	CAI (Planning Grant Awarded)
California New Car Dealership Association	Electric Vehicle Maintenance Technician	CAI (Recently Awarded, needs to go through approval)
California Correctional Health Care Services	Licensed Vocational Nurse to Registered Nurse Bridge	High Roads Training Panel (HRTP)
TBD	Medical Assistant	CAI (Recently Awarded, needs to go through approval)
TBD	Phlebotomy	CAI (Recently Awarded, needs to go through approval)

The chart below illustrates the expansion in the number of apprenticeship opportunities available to students, particularly within the non-traditional sector. Traditional apprenticeship programs include those within the building and construction trades. Non-traditional apprenticeship programs include those outside of the building and construction trades, including, but not limited to, the following: health care, information technology, advanced manufacturing, and automotive technology.

Academic Year	2019-20	2020-21	2021-22	2022-23	2023-24
Traditional Apprenticeship Programs Offered or in Progress to Offer	4	4	2	2	2
Apprenticeship Programs Offered or in Progress to Offer	0	0	6	11	18

The California Apprenticeship Initiative grant funding is new to Bakersfield College and is in its beginning phases of budget formation and spending. Its funding will contribute to the success of students who will become enrolled in apprenticeship program pathways. In April of 2022, the Apprenticeship Department applied for and was awarded three grants. In December of 2022, five additional grants were awarded. The majority of funding supports personnel and partnering employer expenditures. Other areas of funding include the following: cost of students’ textbooks and instructional materials, program equipment, wage reimbursement to employers, marketing materials for program promotion, meeting expenditures, and other supplies deemed necessary for successful program operations. The chart below provides a visual overview of the CAI grant funding awarded in collaboration with partnering agencies. CAI grants span over three calendar years per grant.

CAI Grant Funding Awarded

Fiscal Year	FY 2019-20	FY 2020-21	FY 2021-22	FY 2022-23	FY 2023-24
Funding Awarded (Approx.)	0	0	1500000	3500000	5900000

In addition to the CAI grant funding awarded, Apprenticeship also received additional grants to support related work. A High Roads Construction Careers (HRCC) Partnership grant was awarded in collaboration with the Electricians, Cement Masons, Sheet Metal Workers, Building Trades Council, Operating Engineers, Sheet Metal Workers, and ValleyBuild to build the Bakersfield College credit-bearing infrastructure for students who have completed Multi-Craft Core Curriculum (MC3). Apprenticeship also received an Apprenticeship Demonstration Pathways grant to also build the credit-bearing infrastructure for apprenticeship programs in the information technology, health care, and advanced manufacturing sectors.

E21 Title V Early College

Title: Comunidades De Conexiones: Strengthening Bakersfield College’s Hispanic-Serving Early College Pathways (10/1/22 – 9/30/27)

Program Award number:  P031S220017

• Year 1 = $600,000 (10/1/22 – 9/30/23)
• Year 2 = $600,000 (10/1/23 – 9/30/24)
• Year 3 = $600,000 (10/1/24 – 9/30/25)
• Year 4 = $600,000 (10/1/25 – 9/30/26)
• Year 5 = $600,000 (10/1/26 – 9/30/27)

The Comunicades De Conexiones grant is dedicated to empowering high school and younger students by equitable access to higher educational opportunities and comprehensive support services. Our mission is to promote academic success and foster a culture of higher education within the rural communities, ensuring that all students, regardless of background, have the opportunity to achieve their educational goals. We pursue this mission through the following objectives:

1. Expanding access by offering pathways and college credits during students’ regular high school day or after school on their campus;
2. Providing targeted support and resources to improve retention and academic success;
3. Offering clear pathways that lead to meaningful academic and career outcomes, including the completion of certificates, degrees, or transfer to four-year universities;
4. Fostering strong a sense of belonging within the college environment.

Finances

Comunidades De Conexiones is funded by a Hispanic-Serving Institution (HSI) Title V grant awarded by the Department of Education, providing $600,000 annually for five years. The grant was awarded on October 1, 2022.

In Year 1 (10/2/22 – 9/30/23), the program expended $133,268.77, carrying over $466,631.23 into Year 2. During Year 2 (10/1/23 – 9/30/24), $433,633.74 was spent on personnel and program-related costs, resulting in a carryover of $550,701.92 into Year 3. The most recent drawdown from the Department of Education was completed on 6/17/24 for $163,758.96, bringing the total drawdowns for Years 1 and 2 to $267,024.93.

Program Highlights

The Comunidades De Conexiones grant is dedicated to serving high school students across our community and throughout Kern County. We have partnered with 39 high schools across six school districts—Kern High School District, Delano Joint Union High School District, Wonderful College Prep Academy, Wasco Union High School District, McFarland Unified School District, as well as several private and charter schools.

Notably, we have seen significant growth in enrollment and completion:

• Enrollment has increased from 7,200 students in Year 1 to 9,645 in Fall 2024 alone. (25% increase)
• May 2024, 305 high school seniors graduated with an associate degree, up from 102 graduates in Year 1 (66.5% increase).

Additionally, over the past two years, several of Bakersfield College’s high school partners have received the prestigious California Exemplary Dual Enrollment Award. This award highlights schools with outstanding dual enrollment programs and promotes the sharing of exemplary practices to help other schools strengthen and expand their offerings. The focus is especially on inclusive support for first-time college students, low-income students, current or former foster youth, homeless students, students with disabilities, and students with dependent children.

High school partners recognized with the California Exemplary Dual Enrollment Award include:

• Delano High School (2023)
• Robert F. Kennedy High School (2023)
• McFarland High School Early College (2023)
• Arvin High School (2023)
• Wonderful College Prep Academy, Delano (2024)
• Wonderful College Prep Academy, Lost Hills (2024)

Significantly, only 18 high schools within the state of California have earned this award, with 6 of those located in rural areas and partnered with Bakersfield College.

Lastly, the Early College program and Title V HSI Grant have joined forces with the Outreach department to streamline and enhance access to college enrollment. By combining resources and expertise, this unified team is focused on removing barriers to higher education for high school students in our community. Together, we are working to create more seamless pathways for students to pursue college courses while still in high school, ensuring they have the support they need to succeed academically and transition smoothly into postsecondary education. 

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Section F: Distance Learning

Students are choosing Distance Education classes at a higher rate than they did prior to the pandemic.  The chart below shows the obvious spike in Distance Education enrollment that occurred during the pandemic, but by the 2022-2023 school year, enrollment in Distance Education is more than twice Feedback from surveys and professional development events indicate that both faculty and students have become more comfortable with online learning and the availability of multiple instructional modalities provides course access to a broader student population.

The increase in online learning over the years has required faculty and students to develop new skills and strategies for success.  Online learning is not merely shifting a formerly in-person lecture to a video format or to a Zoom room. It involves much more than that, and faculty at Bakersfield College have taken advantage of the online pedagogy and course design classes and workshops offered by the Academic Technology and Education departments in order to increase their skills and their students’ success.

Part of the shift in learning modalities caused by the pandemic has been the growing awareness that it is crucial to make online courses equitable and accessible. The Academic Technology team and Education department faculty have identified tools to address this need by making distance education courses places of success for all students.

Open Educational Resources

One of the major successes of the past academic year was the Open Educational Resources focus and the increase in course sections being offered with no textbook cost for students. Over 100 sections were added with a Zero Textbook cost label. Last year, faculty were offered a stipend to encourage adoption of OER materials, and the widespread sharing of those materials.

This work will continue this year, along with an information campaign informing students of this program and how to identify courses that offer ZTC materials prior to registering for classes. (How to identify courses as ZTC.)

HyFlex

For the past several years, since the pandemic, HyFlex has been a priority for Bakersfield College and has been the largest single expenditure from the HEERF funds provided to BC. As a partnership between the IT department and the Academic Technology department, along with input from administration and faculty chairs, classrooms have been selected for this upgrade to technology that allows flexibility in instructional modalities. HyFlex classrooms are equipped with multiple cameras, a microphone that covers a broad area, multiple monitors and laptop carts. All of this equipment gives a cohesive experience to faculty and students even when some students participate online and some are in person. Classrooms are being fitted out during the Spring 2023 semester with an expectation of HyFlex courses being offered in the Fall. The Academic Technology department offered in depth training for faculty during the  Summer and Fall of 2023.

Accessibility

New Title V regulations place an increased emphasis on accessibility for all courses with a requirement to explain how courses will be accessible to students from day one of a class. The Academic Technology team, while always providing training on accessibility within Canvas and in all course materials, will place a renewed emphasis on getting faculty trained in accessibility to ensure all students have access to course materials and to ensure compliance with new regulations.  As mentioned in Section D, the EDUC B60 non-credit series at BC offers faculty and staff in-depth training on accessibility and inclusivity.  Stipends have been offered to faculty and staff for completing this two-course series.

Equitable learning in online courses has been a particular focus of the last year, and much of our labor and resources have gone to ensuring that faculty have the skills they need to ensure equity in the following ways: participating in culturally responsive teaching, creating humanized courses that ease the burden of learning for all students, ensuring courses are designed in a way to ensure persistence and are viewable on all electronic devices.  As mentioned in Section D, the Education department offers a 3-course Online Learning series regarding how to create an effective, personalized online learning environment (EDUC B30, B31, B32).  This series is offered in both credit and non-credit options in an asynchronous online modality.  Faculty and staff are provided a stipend for completing this series.

Badging

Academic Technology and BC faculty have made significant progress in the development of badges, and is closer to its goal of having a badge for every course at Bakersfield College. The Academic Technology team is committed to putting evidence of skills mastered in the hands of students, which will be accomplished through this micro credentialing program. Students acquire course badges that build to a program badge when all related course badges have been earned.  Please see Food Service pathway example below:

Course Exchange

Over the past year, Bakersfield College has moved to a complete integration with the California Virtual Campus – Online Education Initiative (CVC/OEI) by becoming a teaching college in the course exchange. The IT team worked diligently to align the necessary tech systems to enable this partnership. As a part of that effort, the Academic Technology department is working with the Peer Online Course Review (POCR) team at the CCCCO to review and badge high quality courses offered by BC that can then be offered via the course exchange.  This process not only serves as a quality assurance measure for BC online courses, it also provides students across the state with access to BC online classes with the commendation of the CCCCO via the CVC Exchange.

The work described in this section will continue and increase in the next calendar year as BC continues to expand its reach through distance education, encouraging our students to persist and succeed.

Designated Zoom Access Area

Prior to Fall 2022, there were no dedicated space on BC's Panorama campus for students to use when Zooming into their classes, yet our students have varied reasons for needing a space to do so.  Many are taking both in-person and Zoom courses and they must be on campus for their Zoom course so they have time to transition between in-person and Zoom sections.  Others may not have a quiet home environment where they are able to Zoom into class without distractions, and still others might not have a stable internet connection at home.  A lack of access to a space from which students could Zoom into class without worrying about disrupting their fellow students when giving a speech or participating in class discussion was also an issue of equity and accessibility.  To address this need, a section of the computer commons area on the bottom floor of the library was converted to a designated Zoom access area.  Desk stations were grouped into one portion of the commons and surrounded by noise-dampening paneling.  Student workers have been assigned to monitor the check-in/out process for the area.  BC students are now able to sign in and use a quiet, Wi-Fi enabled space on campus from which they can participate in their Zoom classes.

At the end of the Fall Semester, $50,000 was awarded for this Zoom area, to provide more noise cancelling equipment and further separate the computer areas. This work was completed in the Fall of 2023.

Canvas Support for Faculty and Students

BC uses the Canvas learning management system (LMS) to provide online course content.  To help ensure faculty have the knowledge and skills to use Canvas effectively, a variety of professional development classes, workshops, and ongoing support offerings have been established.  In addition to these defined offerings, the Academic Technology department holds office hours for Faculty support and handles faculty issues through email and phone support.  The Education department’s B30 series also provides faculty and staff with in-depth Canvas training which emphasizes humanizing online instruction pedagogy.

The Renegade Hub is a student-facing support service, designed to have students help students with technology issues. The hub was created to be a support for online students but has evolved over time to handle Canvas and other questions for the BC student community.

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Appendix A: Positions

A1: Administrative Organization Chart March 2024

Jerry E. Fliger

• Administrative Assistant — Catherine Rangel

Vice President of Instruction

Billie Jo Rice

• Associate Vice President — Jessica Wojtysiak
  • Program Manager, Agriculture — Adolfo Briseno
  • Executive Director, Rural Initiatives — Bryan Rodriguez
    • Program Manager, Delano — Raquel Lopez
    • Program Manager, Adult Education — Lizabeth Ramirez
    • Program Manager, Rural Initiatives — Isabel Castaneda
    • Program Manager, Rural Initiatives — Lupe Aguirre
• Instructional Operations Program Director — Denice McCauley
• Dean of Kinesiology, Health and Athletics — Reggie Bolton
  • Associate Director, Athletics — Keith Ford
  • Program Manager, Kinesiology, Health and Athletics — Darrell Ballard
  • Program Manager, Communications, Kinesiology, Health and Athletics — Analicia Croonquist
  • Faculty Director, Physical Therapist Assistant — Suzanne Oesch
  • Faculty Director, Aquatics — Tina Cummings
• Executive Dean of Instruction, Nursing — Carla Gard
  • Interim Associate Dean, Nursing — Ronnie Knabe
    • Faculty Director, Health Information Technology (HEIT) — Heather Shaffstall
    • Faculty Director, Radiologic Technology (RAD Tech) — Kellie Smith
  • Program Manager, Nursing — Steven Dominguez
• Dean of Instruction, Behavioral Science — Christie Howell
  • Program Director, Academic Technology & Professional Development — Dan Hall
  • Program Manager, Academic Technology — Kalina Hill
• Dean of Instruction, English and Communication — Jennifer Jett
  • Program Manager, Writing Center — Kim Aborlante
• Executive Dean of Instruction, Art, Performing Arts, and Business Education — Manny Mourtzanos
  • Program Manger, Performing Arts — Kevin Lohmann
  • Program Manager, BC Southwest — Leo Ocampo
  • Program Director, Launchpad — NaTesha Johnson
• Executive Dean of Instruction, Social Science — Richard McCrow
  • Program Director, Rising Scholars — Angelica Perez
  • Program Manager, Rising Scholars — Diana Alcala
  • Program Manager, Rising Scholars — Raquel Fore
• Dean of Instruction Industrial Technology and Transportation — Derek Robinson
  • Program Director, Career Education (CE) — Stephanie Baltazar
  • Program Manager, Apprenticeship — Sabrina Aguilar
  • Program Manager, BSIA — Carlos Medina
  • Program Manager, Industrial Technology — Martin Perez
  • Program Manager, Strong Workforce — Domenica Trinidad
  • Program Manager, Public Safety Training — Tiffany Sagbohan
• Dean of Instruction, EMLS, Foreign Language, and Philosophy – Andrea Thorson
• Dean of Instruction, Math, Science, and Engineering — Stephen Waller
  • Associate Dean, Mathematics – Anna Melby
  • Program Manager, MESA — Connie Gonzalez
  • Program Manager, MESA — Connie Gonzalez
  • Program Manager, RTEC — Dorothy Mullen
  • Program Manager, STEM, Student Success & Energy — Cristal Iniguez
  • Program Manager, HST/STEM — Jessica Martinez
  • Program Manager, Biology Medical Profession Pipeline — Vacant
• Dean of Instruction — Mindy Wilmot
  • Program Director, Child Development Center (CDC) — Rosita Barron
  • Program Manager, Academic Support — Vacant

Vice President of Finance and Administrative Services

Calvin Yu

• Executive Director of Facilities and Operations — Marcos Rodriguez
  • Maintenance and Operations Director — Justin Berhow
  • Operations Manager — Landon (David) Webb
  • Custodial Services Supervisor — Caroline Walth
    • Custodial Services Evening Assistant Supervisor — Rachell Morehouse
• Construction Project Manager — Cesar Sosa
• Director, Finance and Grants — Somaly Boles
  • Budget Analyst — Cristal Rios
  • Budget Analyst — Jerry Harris
  • Budget Analyst — Yvonne Stallion
• Executive Director of College Safety — Joe Grubbs
  • Assistant Director of College Safety — Carlos Rios
• Food Services Director — Fidel Cabuena
  • Assistant Manager, Food Services — Ryan Carter
  • Interim Assistant Manager, Food Services — Joe Amaya

Vice President of Student Affairs

Imelda Simos-Valdez

• Dean of Student Success and Counseling — Marisa Marquez
  • Program Manager, Counseling and Student Success — Angelica Caudillo
  • Director, Transfer Pathways — Ben Perlado
    • Interim Program Manager, Transfer Pathways — Lizette Madrigal
    • Program Manager, Kern Promise — Vacant
• Dean of Students — Nicky Damania
  • Assistant Director, Student Life — Leonardo Ayala
  • Program Director, Student Life — Nicole Alvarez
  • Program Manager, Basic Needs Coordinator — Caitlin Davidson
  • Director, Student Health and Wellness Center — Charles Collom
    • Program Manager, COVID and Campus Health Initiatives — Tyler Thoms
  • Manager, Veteran Services and Programs — Jenny Frank
  • Manager, College and Community Events — Patricia (PJ) Delgaudio
• Executive Director, Enrollment Systems and Integrated Support — Vacant
  • Assistant Director, Admissions and Records — Jacqueline Lau
  • Program Manager, Admissions and Records — Erineo Garcia
  • Interim Program Manager, Student Re-Enrollment Center — Dustin Sharer
  • Interim Program Manager, Student Re-Enrollment Center — Vacant
  • Program Manager, Compliance and Special Programs — Vacant
  • Program Manager, Testing and Placement Center — Lovey Chahal-Grewal
• Executive Director, Financial Aid and Scholarships — Jennifer Achan
  • Assistant Director, Financial Aid — Ruthie Welborn
  • Program Manager, Financial Aid Compliance — David Moncayo
  • Interim Program Manager, Scholarships — Jenae Ortega
  • Supervisor, Financial Aid — Lysander Ramos
  • Supervisor, Financial Aid — Walter Rivas
• Director, Student Success Technology — Dan Hall
  • Program Manager, Student Success Technology — Nicole Avina
• Director, Outreach — Ashlea Ward
  • Program Manager, Outreach and Early College — Savannah Andrews
• Director, Disabled Students Programs and Services — Vacant
  • Program Manager, Disabled Student Programs and Services — Katrina Marquez
• Interim Director, Extended Opportunity Programs and Services — Patricia Ramirez
  • Program Director, Categorical Programs — Maria Baltazar
  • Program Director, Categorical Programs — Vacant
• Interim Director, Outreach Special Projects — Nora Dominguez
  • Program Manager, Cal-SOAP — Heflin Barrera
  • Program Manager, AB540 and Undocumented Students Program — Vacant
  • Program Manager, Foster and Kinship Care Education Program — Araceli Navarro

Interim Dean of Institutional Effectiveness

Sooyeon Kim

Executive Director, Government Relations and Development

Norma Rojas-Mora

• Director, Marketing and Communications — Monika Roberts
• Program Manager, Community Relations - Energy Initiatives — Earl Parsons
• Program Manager, Community Relations and Workforce Development — Stephanie Vega

Executive Director, Technology and Planning

Brett Redd

• Assistant Director, IT — Kristin Rabe
• Program Manager, Information Technology Services — Israel Mendoza

Executive Director, Bakersfield College Foundation

Cheryl Scott

• Accounting Manager — Susan Hubbell
• Donor and Alumni Relations Coordinator — Courtney Carter
• Interim Donor and Alumni Relations Coordinator — Alyssa Cross

Appendix A2: Faculty Position Recruitment

November 1, 2023 to April 30, 2024

Appendix A3 and A4: Classified and Management Position

November 1, 2023 to April 30, 2024

Filled At	Org	Requested at	NAME	Fund
11/1/2023	260VS0	7/24/2023	Adams, Jade	GU001/RP383
2/6/2024	145HR4	9/13/2023	lcala, Emily	GU001
4/15/2024	26GCW1 / 26GFY1	8/16/2023	Arias, Llara	RP350 / RP023
11/1/2023	200PR0	8/20/2023	Bandy, Karyna M.	GU001
3/11/2024	26LEQ9	7/12/2023	Castaneda, Destiny	RP384
1/16/2024	26EWA8	5/3/2023	Core, Rebecca L.	RP420
11/1/2023	26HAR3	9/21/2022	Coronado, Marisol	GU031
12/1/2023	260EQ8	7/24/2023	Duncan, Marc A.	RP384
2/20/2024	145HR3	4/1/2024	Esparza, Ashley N.	GU001
12/1/2023	26KCG2	6/26/2023	Evers, Adrian	GU001
3/11/2024	200PR0	11/16/2022	Fliger, Jerry E.	GU001
11/1/2023	26FFA4	7/3/2023	Galvez, Maria D.	RP400
4/15/2024	206AT0	9/28/2023	Gonzalez, Hector A.	GU001
2/2/2024	239SY0	10/3/2023	Hunter, Genise	GU001/RP500
11/1/2023	23CMOB	5/3/2023	Kehoe, Colton T.	GU001
2/14/2024	260EQ8	9/8/2023	Laster, Mackenzie	RP384
2/13/2024	239SY0	5/28/2024	Linney, Patrick L.	GU001 / RP500
1/16/2024	260RR1	7/18/2023	Lira-Macias, Arturo	RP674
11/13/2023	23CMOG	3/27/2023	Martinez, Moises	GU001
2/21/2024	240PI0 / 26LEQ9	4/18/2022	McCovery, Tyeisha T.	TB800 / RP384
1/4/2024	26LEQ9	7/24/2023	Mendez, Daniel T.	RP384
1/16/2024	26JNA1	6/8/2023	Nieto, Johnny	RP029
3/18/2024	26JCAS	11/16/2023	Nino-Rodriguez, Amerika J.	RP659
1/2/2024	23CMOD	7/24/2023	Payne, Shelly L.	GU001
11/13/2023	23CMOC	5/30/2023	Perla, Lacey	GU001
11/1/2023	21ACTE	10/15/2021	Reyes, Anycia	GU001
11/13/2023	214SU1	10/18/2022	Silva Escalante, Nicol	RP335
1/22/2024	26HAR1	8/3/2023	Soberon, Juan E. Gonzalez	GU001
11/13/2023	21AJP1	7/10/2023	Solares, Ivan Garcia	GU001
12/1/2023	239SY0	8/17/2023	Stewart, Crystal	GU001/RP500
1/2/2024	219CD1	5/23/2023	Thomas, Andrea J.	CD002
1/16/2024	239SY0	3/13/2023	Wilkerson, Michael A.	GU001 / RP500

 

 

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Appendix B: Technology Requests

2022-2023 Program Review Technology Requests

Program Review Requests 2022-23	Funded	Funding Source	Amount
Toughbook’s for Fire Technology	Yes	GU001	$50,000.00
Automotive/Industrial Technology Camera Kits (2 each)	Yes	GU001	$15,000.00
Fine arts 9 Macs	Yes	GU001	$67,642.00
Ergonomic keyboards	Yes	GU001	$2,000.00
Computers for re-enrollment computers	Yes	GU001	$18,000.00
Apprenticeship projectors	Yes	GU001	$1,000.00
Education iPad and MacBook’s	Yes	GU001	$4,500.00
DSPS Software and 6 iPads	Yes	GU001/HEERF	$2,600.00
Engineering SE 122 data ports	Yes	GU001	$21,934.00
Music Mac to run music and production events	Yes	GU001	$2,000.00
Forestry Drone software for field training	Yes	GU001	$4,800.00
Mechanized Ag Laptops/software	Yes	GU001/HEERF	$12,000.00
Electronic Tech	Yes	GU001	$11,000.00
Re-Enrollment services	Yes	GU001	$11,000.00
Physics 12 laptops	Yes	GU001	$25,000.00
Business Education Replace computers in B5	Yes	GU001	$52,000.00
Culinary Services POS system in serving room	Yes	GU001	$12,500.00
Rad Tech	Yes	GU001	$5,000.00
Library Replaced computers on second floor	Yes	GU001	$65,000.00
Math MS room 109 Hy-Flex	Yes	GU001/HEERF	$35,000.00
Business Education Hy-Flex in three rooms	Yes	GU001	$105,000.00
INDT Room 207 Hy-Flex	Yes	GU001	$35,000.00
Music portable sound system	Yes	GU001	$2,000.00

 

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Appendix C: General Facility & Infrastructure Projects & Facilities Needs

COMPLETED PROJECTS

Request	Funded?	Funding Source	Amount
BC Farm Irrigation System & DG Installation	Yes	HEERFI	$536,800.00
Outdoor Learning Space #2 – Humanities	Yes	HEERFI	$475,000
Delano DST Building Roof Maintenance	Yes	SMSR	$275,000.00
Science & Engineering Building	Yes	MJ100	$65,000,000.00
Concrete Replacement - Campus wide	Yes	SMSR	$480,000.00
Pool Renovation	Yes	SMSR/GU001	$1,260,300.00
Bipolar Ionized HVAC upgrade - Delano	Yes	HEERFI	$35,781.00
Administration Services Building	Yes	MJ100	$7,405,017
Edible School Yard	Yes	HEERFI/Restricted	$550.000.00
Veterans Memorial Plaza Project	Yes	HEERFI/Restricted	$500,000
Roof Replacement - LA	Yes	SMSR/GU001	$250,000.00
BC Delano Campus Cameras	Yes	GU001	$148,612.00
BC Solar Parking Lighting - Retro	Yes	SMSR	$30,000.00
Restroom Upgrade - Humanities	Yes	SMSR	$555,000.00
Delano Chiller Replacement	Yes	SMSR	$350,000.00
Delano LRC	Yes	MJ100	$31,500,000
Welcome Center	Yes	MJ100	$11,391,000.00

IN PROGRESS

Request	Funded?	Funding Source	Amount
Interior Lighting Retrofit - Campus Wide	Yes	SMSR	$925,000.00
Re-Key Campus	Yes	SMSR	$450,000.00
Irrigation Clock/Controls Replacement - Campus Wide	Yes	SMSR	$300,000.00
Multiple Building Window Replacement	Yes	SMSR	$800,000.00
Interior/Exterior Multiple Building Painting	Yes	SMSR	$656,000.00
Library Roofing Project	Yes	SMSR	$1,200,000
BCSW Campus Cameras	Yes	GU001	$131.296.00
Infrastructure Replacement	Yes	MJ100	$15,000,000.00
Construction Gym & Fieldhouse	Yes	MJ100	$67,000,000.00
Agricultural Sciences Building	Yes	MJ100	$60,000,000
Affordable Student Housing Project	Yes	BC 106	$60,500,000

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