Bakersfield College Strategic Plan 2025 - 2030: Year One Summary

 

President’s Message 

One year into BC’s 2025–2030 strategic plan, some work is complete, and much more is underway. This summary provides a high-level overview of progress, provides a framework for monitoring outcomes, and highlights goals that will continue to shape our focus into the next several years. 

Across our college and campuses, faculty, staff, and administrators have worked to strengthen the education and support we provide students. Students have shared experiences that help us understand what is working and where we can do better. Our community partners have helped extend opportunities beyond the classroom. I’m grateful for the care each person and department has brought to this work.  

Every student comes to Bakersfield College with a goal, often alongside responsibilities we may never see. Our mission calls us to provide a balance of opportunities and the support they need to pursue their endeavors. We owe them an honest look at our results, a willingness to listen when something isn’t working, and the resolve to keep improving.  

That commitment will guide us through the years ahead. Thank you for all you have done to bring us this far and for the work we will continue together.  

With gratitude,  

Dr. Stacy Pfluger 

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At a Glance: Year One Progress and Milestones 

During this initial year of Strategic Plan implementation, the College focused on building momentum and laying a strong foundation for future growth. Through the hard work of our faculty, staff, and administrators, we made steady, measurable progress toward improving student and employee experiences and outcomes through foundational cultural, physical, and technological adjustments. 

Our Year One progress assessment indicates that the college community successfully moved the majority of our initiatives off the drawing board and into active development, resulting in expanded student support services, strengthened instructional practices, and enhanced institutional capacity. 

Of the 52 total strategies tracked across 22 objectives in Year One: 

• 2 were successfully completed.
• 43 are currently in progress.
• 7 have not yet started. 

After one year of implementation, the Strategic Plan has established a clear, honest, and realistic foundation for continued progress as the college transitions into Year Two. Please see the Appendix below for detailed highlights of our Year One achievements 

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I. Cultural Environment 

Bakersfield College has identified thirteen objectives to ensure the College is cultivating an environment where students and employees thrive, feel valued and productive within the College’s broader mission and vision.  

Advancing Workforce Readiness and Expanding Opportunities 

Bakersfield College is committed to strengthening workforce readiness and economic mobility through industry-responsive academic programming and experiential learning opportunities that connect students to careers.  The College uses survey responses and empirical data to monitor how effectively it prepares students for the workforce. Results from the 2025 Community College Survey of Student Engagement (CCSSE) indicate that 68% of respondents reported that Bakersfield College contributed to their development of clearer career goals, and 64% indicated that the college enhanced their knowledge of career opportunities through their educational experience.  Furthermore, approximately 65% of students received career counseling services. Notably, 13% of students reported participating in an internship, field experience, co-op, or clinical placement—marking a 3-percentage-point increase from the 2022 survey cycle.   

Year One Progress: Featured Strategy Highlights  

Bakersfield College continues to strengthen workforce readiness through innovative, industry-responsive academic programming that prepare students for high-demand careers.  Key instructional and workforce development accomplishments include: 

• CPL and CBE: Bakersfield College made significant progress in expanding flexible, workforce-aligned learning pathways. The college established a Credit for Prior Learning (CPL) workgroup to plan how to expand CPL, explore where it can best fit across programs, and build the processes needed to review learning and award credit appropriately.  BC is also partnering with an Institutional Effectiveness Partnership Initiative (IEPI) Partnership Resource Team (PRT) to expand opportunities for students to earn credit for prior learning and helps the college strengthen and scale CPL opportunities so that more students can benefit.
  
  The College also advanced planning for Competency-Based Education (CBE), including the development of a Culinary Arts CBE pathway, to create more flexible, student-centered learning experiences that recognize demonstrated competencies and better align academic programs with workforce needs.
• Experiential learning opportunities: Bakersfield College has increased apprenticeships and contract education offerings aligned with regional labor market needs.  Currently, the College has provided 12 paid internships for students in the Industrial Automation program. In Fall 2025 and Spring 2026, 300 and 312 students, respectively, participated in apprenticeship programs across a variety of fields, including Electrician, Sheet Metal, LVN-to-RN, Perioperative, Help Desk Technician, and Digital Marketing.
  
  
• Maximizing bachelor’s programs: To support emerging workforce demands, BC is revising and developing courses for the Bachelor of Science in Industrial Automation (INDA) program, including a new motorsports course and updates to Electronics Technology (ELET) and related instructional areas. New elective courses are also being created for the Bachelor of Science in Research Laboratory Technology (RTEC) program to align with regional industry needs in biomanufacturing, food analysis, and biofuels. 

 

Bakersfield College continues to increase enrollment and success in our CTE classes.  In 2025–26, more than 6,600 students earned nine or more CTE units—a key Student-Centered Funding Formula (SCFF) student success metric—representing a 6.3 percentage point increase over 2024–25. This growth reflects increasing student engagement in workforce-aligned academic programs and the college's success in connecting students with career-focused learning opportunities. 

Students earning 9 or more CTE units 

	2021-22	2022-23	2023-24	2024-25	2025-26
Headcount	3950	4811	5541	6226	6617

Source: KCCD CTE9+ Dashboard (retrieved July 3,2026) 

Apprenticeship programs also serve as a pipeline to employment, serving as a key metric that aligns curriculum with active workforce needs. To that end, Bakersfield College has experienced consistent growth in its apprenticeship opportunities. In 2025-26, apprenticeship enrollments reached 856, representing an 18 percentage point increase from the prior year.  

BC Apprenticeship Classes

	2021-22	2022-23	2023-24	2024-25	2025-26
Enrollments	615	507	641	725	856

Source: KCCD Program Review Total Enrollments Dashboard (retrieved July 3,2026) 

Ultimately, Bakersfield College remains dedicated to helping students attain a living wage by preparing them for high-demand careers, strengthening workforce readiness, and expanding opportunities for long-term economic mobility.  Data from the California Community Colleges Chancellor’s Office (CCCCO) indicates that more than 62% of BC’s CTE students achieved a living wage. This living wage attainment rate reflects robust institutional recovery, rising 5.5 percentage points above our highest pre-pandemic benchmark and consistently outpacing the statewide average. 

 

Source: DataVista 3.0 Release (retrieved June 26,2026) 

Strengthening Student Access, Success, and Support Services 

Our institutional commitment to enhancing access, success, and support is anchored in the Guided Pathways framework, driving innovative, high-impact practices through robust cross-functional collaboration. To promote student well-being and belonging alongside traditional academic milestones, holistic care and co-curricular engagement served as central pillars of our Year One cultural efforts.  

According to recent CCSSE survey data, over 57% of students cite a lack of finances as a reason for withdrawing from a class or college entirely. This financial strain intersects heavily with family obligations: over 47% of students provide care for dependents living with them, and 17% live with their own children.  While 61% of respondents recognize that they receive financial support from BC to afford their education, only 38% feel the College effectively helps them cope with their non-academic responsibilities, such as work and family.  

Recognizing that our student body navigates complex personal, financial, and familial realities, these initiatives intentionally looked beyond classroom performance to address the full student experience. Through dedicated cross-team alignment, this structural work successfully modernized student support services to create a more accessible campus environment, particularly for working students and student-parents. Ultimately, these foundational adjustments have resulted in increased overall student engagement, expanded networks to mitigate non-academic barriers, and more precise, proactive student case management designed to support individuals facing sudden hurdles. 

 

Year One Progress: Featured Strategy Highlights

• Student-Centered, Flexible, and Accessible Approaches: 
  • Odessa College Leadership Institute
    In Fall 2025, Bakersfield College assembled a cross-functional team to attend the Odessa College Leadership Institute and learn about high-impact practices that improve student retention, persistence, and completion. The team explored strategies such as expanding short-term course offerings, fostering a more student-centered culture, and implementing evidence-based practices that strengthen student engagement and academic success.
    
    
  • Enhancing Quality in Online Education
    BC also advanced its online education support systems by implementing the new Distance Education Handbook, which was approved by the Academic Senate. This handbook, along with rubric developed by the Accreditation and Institutional Quality (AIQ) Committee, was designed to ensure compliance with Accrediting Commission for Community and Junior Colleges (ACCJC) requirements and to enhance the quality and consistency of support provided to online students. To further translate these standards into more effective instruction, the college is providing targeted faculty professional development opportunities, helping faculty apply the handbook and rubric expectations to strengthen teaching, learner engagement, and student outcomes in distance education.
    
    
  • Math Learning Center
    New topical math support sessions were launched through the Math Learning Center to help students address specific learning challenges. The Math Department also partnered with local high school faculty to begin planning a bridge program using ALEKS to strengthen college readiness.
    
    
  • OER/ZTC
    The College also expanded efforts to improve affordability by enhancing the accuracy and transparency of course material costs. Instructional Operations department partnered with the bookstore to support faculty in reporting instructional material costs, while the Open Educational Resources (OER)/Zero Textbook Cost (ZTC) faculty lead developed training resources to increase the adoption and visibility of low- and no-cost course materials. To expand student access to affordable learning resources, the college significantly scaled its Open Educational Resources (OER) offerings, designating 631 course sections in Fall 2025 and 1,180 sections in Spring 2026 as OER.
    
    
• Integrating Starfish to Optimize Guided Pathways: Counseling and Advising scaled its impact by integrating directly into the Guided Pathways framework. Pathway counselors increased appointment time to provide more comprehensive support, contributing to an increase in counseling and advising appointments (33,932 to 34,609) and a decrease in no-shows (4,478 to 3,962) from Fall 2024 to Fall 2025.
  
  Bakersfield College continues to leverage Starfish for early alerts, degree planning, and appointment management. In Fall 2025, Starfish recorded 77,029 student interactions involving 20,349 students, excluding cancellations and no-shows.
  
  
• Strengthening Access:  Bakersfield College strengthened academic access by integrating Early College, Outreach, and Re-enrollment into a more cohesive, student-centered enrollment ecosystem through shared events, cross-training, and coordinated service delivery.  Summer Bridge to BC is currently underway. In collaboration with Marketing, the program has scaled its outreach efforts to maximize visibility and increase student enrollment.
  
  
• Advancing Bachelor’s Degree Attainment: The College is actively exploring opportunities to expand its baccalaureate program offerings. This includes tracking pending state legislation that would authorize California Community Colleges (CCCs) to offer a Bachelor of Science in Nursing (BSN), as well as awaiting final approval for the newly proposed Police Science bachelor's degree program.
  
  Concurrently, the institution is deepening strategic partnerships with the CSU and UC systems to broaden student transfer pathways. To support transfer success, the College continues to strengthen faculty collaboration with California State University, Bakersfield (CSUB), highlighted by a Spring 2026 convening of Social and Behavioral Sciences faculty dedicated to improving pathway alignment.
  
  
• Student Wellness Services: The Student Life team is working with community partners to establish pathways for currently enrolled students to access medical assistance and mental health support.  Continuing collaboration with existing partners to develop a campus-community activities board that promotes wellness programs and community engagement opportunities.
  
  
• Proactive Financial Aid Outreach: The Office of Financial Aid significantly expanded its community footprint by hosting and participating in critical outreach workshops across multiple locations, including the Main Campus, Delano, Arvin, BC Southwest, and the Weill Institute, as well as via virtual platforms. These registration events and workshops were also extended directly into local high schools and the broader community.  In 2025–26, the office hosted a total of 332 events, representing a 22% increase over the prior year. Driven by this heightened visibility, FAFSA /CADAA completions surged by 17% compared to 2024–25, reaching a total of 33,128 students. Consequently, 21,092 students were awarded Pell Grants in 2025–26, marking an 8% increase from the previous year.
  
  
• Expanded Holistic Support Services: Expanded basic needs and student support services across our satellite locations by opening or enhancing food pantries at BC Arvin, BC Southwest, and the Wasco Adult Education Center, adding dedicated Veterans Services at the Delano and BC Southwest campuses, and increasing staffing to improve student access, enrollment, and support.
  
  The College also strengthened community partnerships through food distributions, resource fairs, scholarship workshops, and farmworker-focused outreach, while expanding Child Development Center staffing and increasing enrollment capacity for toddler-aged children to better support student parents.
  
  
• Extended Service Hours: To directly support student registration and enrollment, Student Services successfully implemented extended operational hours during the Peak registration windows. In Fall 2025 and Spring 26, more than 500 students and 400 students, respectively, used extended hours services, representing 181 FTES.  

 

Because the first year of college is the most critical period for student persistence and long-term success, Bakersfield College systematically tracks research-based Guided Pathways momentum points. These indicators reflect students' early experiences—from onboarding and counseling to their initial engagement with the academic environment—and provide valuable insight into the effectiveness of the College's support systems. Together, they underscore the importance of comprehensive, holistic support in helping students persist and achieve their educational goals. 

Guided by these data-informed insights, Bakersfield College continued to strengthen its student access, success, and support initiatives throughout the year. These efforts resulted in meaningful improvements while establishing a strong foundation for sustained student achievement and long-term institutional success. 

The College also tracks metrics that correlate with increased rates of student success and completion. These include students who 1) attempt 15 units or more in the first term, 2) attempt 30 units or more in the first year, and 3) complete transfer-level English, math, and English and math in the first year. Each metric reflects students’ first-year engagement and progression toward degree completion and serves as a leading indicator for long-term success.   

Term-to-Term persistence is another leading indicator of student success and completion, providing an indirect measure of students’ overall campus experience, the effectiveness of academic and support services, and the campus climate.  Course success is often considered a leading indicator of degree completion because it reflects students’ ability to progress through their learning and career pathways.  Unsuccessful course outcomes can delay progress, increase excess unit accumulation, reduce financial aid eligibility, and increase the likelihood of stopping out before earning a credential.   

Preliminary data shows that our 2025–26 fall-to-spring persistence rate declined by 3 percentage points compared to the prior year.  This decrease aligns with minor declines in concurrent first-year progress metrics, specifically the proportion of first-time students attempting 30+ units within year one, and those completing transfer-level math and English milestones. While these first-year student success indicators slightly declined during Year One, many strategic plan initiatives were focused on building infrastructure and expanding support systems.  Additional time will be needed to evaluate the full impact of these efforts on student experiences and outcomes. 

Sources: BC Office of Institutional Effectiveness (data extracted July 3,2026) 
Note: Includes first-time, degree/transfer-seeking fall cohorts. 

 

Although first-year metrics declined slightly from the prior year, our course success data indicates a positive upward trend. In 2025–26, course success rates continue to improve for the Fall and Spring semesters, reaching approximately 75% and 78%, respectively, representing a notable increase by one to two percentage points over the prior year.  These trends suggest that BC’s classroom interventions are working effectively, while our onboarding structures need refinement. Specifically, the expansion of high-impact academic support, faculty professional development, holistic counseling and advising, and proactive success strategies are driving higher course success rates across the college.   

Source: BC Office of Institutional Effectiveness (data extracted July 3,2026) 

 

A major focus of the College’s strategic plan is to help students from diverse backgrounds complete meaningful credentials in a timely manner. Degree completion is not solely the result of student effort. It also reflects the effectiveness of the College’s support systems.  Support services such as counseling, advising, tutoring, financial aid assistance, and basic needs support help students overcome barriers, stay on their pathways, and persist to completion.   

While BC continues to advance all degrees and certificates, the College is focusing on expanding associate degrees for transfer (ADTs), which provide streamlined pathways to the California State University (CSU) system by guaranteeing admission to a CSU campus and reducing excess unit accumulation. Expanding ADT pathways enables students to transfer more efficiently, complete bachelor's degrees sooner, lower educational costs, and improve their long-term educational and economic outcomes. In 2025–26, Bakersfield College awarded 2,551 associate degrees for transfer (ADTs) and 3,621 associate degrees, up from 1,958 and 3,038, respectively, in 2024–25. This represents increases of more than 30% in ADTs and 19% in associate degrees over the previous year.  Bachelor's degree attainment also increased, rising from 29 to 32 degrees awarded, an increase of approximately 10% compared with the prior year. 

Source: BC Office of Institutional Effectiveness (data extracted July 3,2026) 
Note: 2025-26* includes awards in pending status as of 7/3/2026 

 

Additionally, tracking excess units earned at graduation is important because it is a measure of efficiency, student affordability, equitable pathway completion, and effectiveness of Guided Pathways. Recent data suggest that Renegades are completing their programs with fewer excess units earned than in previous years.  Although the average number of units earned at graduation continues to decline, students still complete an average of more than 12 excess units for associate degrees for transfer (ADTs) and 22 excess units for associate degrees, well above the required 60 units. These findings highlight opportunities to further improve pathway efficiency and support more timely degree completion. 

Source: BC Office of Institutional Effectiveness (data extracted July 3,2026) 
Note: 2025-26* includes awards in pending status as of 7/3/2026 

 

Building Partnerships and Community Connections

Building strong partnerships with K–12 schools, higher education, health care, industry, and the broader community strengthen the student success ecosystem by creating seamless pathways from enrollment to completion. These partnerships expand educational opportunities, improve access to academic and support services, strengthen transfer pathways, and connect students to resources that support their academic, personal, and career goals. 

 

Year One Progress: Featured Strategy Highlights  

• K-12 Dual Enrollment Partnerships: BC established two new dual enrollment agreements with Golden Valley High School and Central Academy of Arts and Technology (CAAT), contributing to an 18% increase in dual enrollment from Fall 2024 to Fall 2025.
  
  
• University Partnerships: Transfer pathway efforts were strengthened through the BC–CSU direct admission MOU, collaboration with CSU Bakersfield to enhance promotion of cross-enrollment opportunities for BC students, and discussions with CSU East Bay and UC Merced to expand transfer options. Initial conversations also began with CSU East Bay regarding online ADT-to-BA/BS degree completion pathways.
  
  
• Expanding Pathways to Health Careers: The College is strengthening pathways to advanced education and high-demand careers through partnerships with Western University of Health Sciences and California Health Sciences University, creating graduate health profession opportunities for graduates of BC’s Bachelor of Science in Research Laboratory Technology program.
  
  Similarly, the Kern-AUCC Health Scholars Pathway (KAHSP) is a partnership between BC, the Atlanta University Center Consortium (AUCC), Morehouse School of Medicine, and the Ken County Superintendent of Schools. This partnership exemplifies BC’s commitment to creating affordable and structured pathways from high school to BC, transferring to a four-year university, pursing medical school, and, ultimately, completing residency requirements in Kern County. Eight students were selected this year as the inaugural cohort of KAHSP scholars.
  
  
• Community and Regional Leadership, Civic, and Cultural Engagement: Bakersfield College continues to strengthen its leadership roles locally and across the region through active civic, community, and regional engagement. President Pfluger currently serves on the Kern Economic Development Corporation (Kern EDC) Board, the Central Valley Higher Education Consortium (CVHEC) Board, and the American Heart Association Board, reflecting the College's commitment to regional partnerships and community leadership.  In addition, members of the President's Cabinet collectively serve on 42 communities, civic, and cultural organizations, boards, committees, and advisory groups. Through these leadership roles, they strengthen Bakersfield College's partnerships, expand the College's presence throughout the region, and foster collaboration with business, industry, nonprofit, government, educational, and cultural organizations. These efforts enhance the College's ability to respond to community needs, support regional workforce and economic development, and advance its mission of serving students and the broader community.
  
  The College also hosted a variety of cultural events and civic initiatives, including its first Luau celebrating Asian American, Native Hawaiian, and Pacific Islander (AANHPI) Heritage Month and expanded programming for Black History Month. Plans are underway to further expand these cultural and community engagement efforts in the coming year.
  
  
• Expanded Foundation Partnerships and Capital Growth: The Bakersfield College Foundation expanded community engagement, with 1,010 unique donors contributing during the first five months of the fiscal year 2026, a 43.6% increase from 704 donors during the same period last year.
  
  
• Industry Partnership: To strengthen workforce development partnerships and industry engagement, the College hired a Director of Career Education Pathways, who is leading efforts to build connections across identified workforce sectors and support the development of workforce-aligned programs. Key achievements include deepening collaboration with K–12 partners (e.g. Kern High School District, Kern County Superintendent of Schools), CTE Advisory Committees, and the Greater Bakersfield, Hispanic, and North of the River (NOR) Chambers of Commerce. These efforts culminated in the launch of the Common Grounds Educational Collaborative Group (CCECG), uniting Kern County educational institutions and industry partners to scale up regional workforce training, employer engagement, and community outreach. 
  
  

Our K-12 special admit enrollment has grown steadily, reflecting strategic partnerships and coordinated support with our K-12 partners.  In 2025-26, BC Early College programs served 13,699 high school students, generating 3,538 FTES -- a 4 percentage-point increase in student participation and 5% increase in FTES compared to the prior year. 

Source: KCCD Special Admit Dashboard (2026) (retrieved June 26,2026) 

 

University partnerships increase awareness of transfer opportunities, reduce transfer frictions, and create clearer transfer pathways. All these efforts, combined with continuing transfer-focused counseling and advising services, resulted in increasing the number of transfer students to 4-year institutions. 

Sources: UC Information Center and CSU Community College Transfers Summary 

 

Investing in Employee Development and Campus Culture 

Results from the Fall 2025 Staff Climate Survey show notable gaps in employee experience, confidence, and perception across various aspects of Bakersfield College's campus culture. Yet, despite these overall downward trends, employee institutional loyalty remains exceptionally strong: 88% of respondents expect to continue in their current positions, 91% plan to remain at BC, and 83% would choose to work within the district again.  

Bakersfield College is advancing institutional culture and employee well-being through the upcoming Fall 2026 launch of the Campus Culture Advisory Taskforce. Operationally, the college has streamlined institutional communication by introducing an official brand guide and unified event protocols.  Furthermore, employee professional growth and wellness have been systematically expanded through the creation of a new Flex Council, a dedicated Classified Subgroup, and a highly responsive Wellness Workshop series. 

Year One Progress: Featured Strategy Highlights  

• Campus Culture Advisory Taskforce: The Campus Culture Advisory Taskforce (CCAT), comprising diverse, cross-functional stakeholders, is scheduled to launch in Fall 2026. In partnership with OIE, the CCAT will conduct a campus culture survey to evaluate employee experiences, identify departmental and campus-wide challenges, and gather actionable feedback to improve employee well-being and satisfaction.
  
  
• President’s Campus Engagement: Since her arrival as Interim President, and continuing in her role as President, Dr. Pfluger has demonstrated a strong commitment to engaging with the college community through consistent, transparent, and accessible communication.  A total of 18 campus engagement events were held, including Conversations with the President, Renegade Roundup, and campus-wide forums co-hosted by the College President and SGA President.  These events created multiple opportunities for students, faculty, staff, and administrators to engage directly with college leadership, ask questions, provide feedback, and participate in discussions about institutional priorities. This sustained outreach increased opportunities for two-way communication, promoted transparency, and strengthened collaboration across the college, reinforcing the institution's commitment to an inclusive and engaged campus community.
  
  
• Standardizing Institutional Communication: As part of strategies to streamline and standardize institutional communication, Marketing and Public Relations (MPR) department developed and launched the institutional brand guide, establishing a baseline compliance rate of 40% based on an audit sample of external communications. To support campus-wide consistency, a standardized Canva presentation template was created, followed by an initial training session with the President's Cabinet in Spring 2026. Additionally, formalized 'Run of Show' templates were introduced to standardize all campus events.
  
  
• Expanded Professional Opportunities: Bakersfield College established a classified professional development subgroup within the Professional Development Committee (PDC) to identify and address the unique needs of classified professionals. The College also formed a Flex Council to provide direct input on professional development priorities and align practices with new Title 5 requirements, while expanding travel funding to increase employee participation in conferences and professional learning opportunities.
  
  
• Wellness Workshop Series: A series of wellness workshops focused on mindfulness, self-care, time management, and related topics were offered from August 2025 through January 2026. Due to strong interest and participation, many sessions were offered multiple times to increase accessibility for employees. 

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II. Technological Environment 

Technology-Enabled Student Success and Operational Excellence 

Bakersfield College recognizes the critical role technology places in workplace effectiveness, instruction, and student learning. As technology continues to expand and evolve, the College is focused on the use of emerging technologies coupled with educating students on the responsible use of that technology in their educational experiences.  

BC Students recognize the potential of artificial intelligence (AI) in education. According to the CCSSE 2025 survey, 42.7% of students believe AI tools have actively improved their learning; however, over 43% of students note that no one at the College has evaluated the accuracy of AI-generated content. 

Similarly, the Fall 2025 staff survey suggests workplace technology as a core component of campus culture, recognizing that technology directly impacts workload, productivity, and overall organizational health. While nearly two-thirds of BC employees agreed that the College provides adequate technology, only 54% reported that their work environment is conducive to productivity.   

BC identified four objectives and six strategies designed to implement and maintain technology that promotes student success, enhances the overall student experience, and ensures data accuracy. Concurrently, the College endeavors to deploy technological strategies that empower employees to work effectively and efficiently. Together, these strategic initiatives offer a vital opportunity to better align our digital tools with workplace efficiency, operational security, and employee well-being. 

 

Year One Progress: Featured Strategy Highlights  

Bakersfield College advanced its digital transformation by establishing a cross-functional governance structure to guide the responsible use of artificial intelligence, strengthening technology infrastructure, and expanding digital accessibility. The College also implemented technology-enabled solutions to enhance student engagement, streamline academic and administrative processes, and improve planning, scheduling, and personalized student support. 

• Campus AI Guidelines and Ethical Standards: The Technology Committee (formerly ISIT) has been designated as the cross-functional group to establish campus AI guidelines and ethical standards. Initial planning has already begun via introductory discussions with the committee's Co-Chairs.
  
  
• Enhanced Digital Infrastructure: Wi-Fi access has been expanded to all campus locations. Efforts to enhance digital accessibility are ongoing and include employee accessibility training, piloting a faculty-developed accessibility course with Executive Suite support staff, and integrating accessibility requirements into district-wide procurement practices for software and related technology products.
  
  
• AI-based Support Services: To enhance student persistence and re-engagement, Bakersfield College is strategically collaborating with state partners to develop and deploy advanced, AI-supported counseling tools. A primary initiative, scheduled for a Fall 2026 pilot, utilizes historical institutional success data and insights from Educational Advisors to generate personalized, one-semester course recommendations. This system is designed to proactively engage students who have stopped out or have not yet registered, providing them with a clear, tailored path toward credential completion.
  
  Concurrently, the College is exploring additional AI-driven automation platforms to optimize the Program Pathways Mapper. By automating high-volume academic operations, improving communication regarding institutional policies, and monitoring critical indicators of student well-being—such as workload balance—these integrated digital initiatives aim to scale up student support, modernize scheduling, and remove systemic barriers to academic success.
  
  
• Element451: While the initiatives above strengthen structural innovations, Element451 supports student success through timely, personalized outreach and engagement. For the current term, Element451 was utilized to deliver structured onboarding communications from two weeks before the semester through the first six weeks. This was paired with a Starfish student survey during the first two weeks of classes, successfully identifying real-time student needs and accelerating connections to support services.
  
  
• Driving Efficiency Through Technology: In Spring 2026, Bakersfield College transitioned its curriculum management processes to Coursedog to support catalog development and scheduling functions. Building on this implementation, the College plans to pilot Coursedog's scheduling software in Fall 2026 to improve planning efficiency and optimize course scheduling. 

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III.  Physical Environment 

Student Centered Facilities and Campus Environment 

Bakersfield College is committed to creating a more accessible, connected, and student-centered campus environment that supports learning, engagement, belonging, and success for all students. To guide these efforts, the College identified five objectives and nine strategies focused on enhancing accessibility, integrating student support services, strengthening sustainable resource development, improving wayfinding, and designing physical spaces that foster a welcoming campus community. 

Employee feedback provides one measure of progress toward these goals.  According to the Fall 2025 staff survey, approximately 71% of employees reported that their work location is kept clean, and 62% felt the College is adequately maintained, and 46% indicated that the College is an attractive facility. These findings highlight strengths in campus maintenance while also identifying opportunities to enhance the overall appearance and appeal of the campus. 

BC Employees	Fall 2019	Fall 2022	Fall 2025
Work location is adequately maintained	61.1%	63.5%	62.1%
Work location is an attractive facility	50.9%	56.4%	46.0%
Work location is kept clean	63.7%	73.3%	70.6%

Source: KCCD Climate Survey Dashboard (retrieved June 26,2026)

Over the past year, BC made measurable progress in upgrading student support infrastructure, improving campus accessibility, and advancing resource development initiatives in support of a more student-centered campus environment.

Year One Progress: Featured Strategy Highlights

• Campus Accessibility, Navigation, and Engagement: Efforts to improve campus navigation and accessibility included the development of a new interactive campus map through Concept3D, which was successfully piloted during commencement and will provide turn-by-turn directions to campus services, parking, and event locations upon its anticipated completion in Fall 2026.
  
  In June 2026, new Bakersfield College signage was installed across main campus, including the installation of flags in common areas, to enhance the campus environment and strengthen the college's visual identity. 

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IV. Looking Ahead: Building the Infrastructure for Year Two 

Across the institution, Year One activities focused on building the infrastructure necessary for long-term transformation. Several initiatives progressed from exploration and planning to active implementation, while others established the foundational processes, partnerships, training programs, and assessment mechanisms that will support continued progress in future years. The cumulative impact of these efforts demonstrates meaningful advancement toward the Strategic Plan's vision of enhancing student and employee experiences and outcomes through sustained cultural, physical, and operational transformation. 

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V. Year Two Strategic Plan Implementation Timeline (2026–27) 

July–August 2026: Reflect, Report, and Launch Year Two 

• Finalize and publish the Year One Strategic Plan Progress Report and share it with the College community.
• Review Year One outcomes, identify areas for improvement, refine Year Two strategies and tactics, and update the Strategic Plan Implementation Tracking Document.
• Communicate Year Two priorities through professional development and campus engagement activities.
• During the Opening Day, highlight Year One accomplishments, celebrate institutional progress, and communicate Year Two priorities and expectations. 

September–October 2026: Align and Implement 

• Align divisional, departmental, and shared governance work plans with the Strategic Plan and Year Two priorities.
• Integrate updated strategic priorities into the Program Review process.
• Offer office hours and drop-in support sessions to assist campus stakeholders with implementation. 

December 2026: Monitor Progress 

• Conduct a mid-year implementation review and update the Strategic Plan Implementation Tracking Document. 

March 2027: Assess and Refine 

• Evaluate Year Two progress, review interim outcomes, and identify opportunities for continuous improvement and course corrections. 

April–June 2027: Report and Prepare for Year Three 

• Document Year Two accomplishments, outcomes, and evidence of implementation.
• Present the Year Two progress report to College Council.
• Use Year Two findings to inform Year Three planning, institutional priorities, and resource allocation.
• Finalize and publish the Year Two Strategic Plan Progress Report for the college community. 

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VI. Strategic Plan Implementation Leads

LaNina Andrews (Exec Director, Marketing & Public Relations) 

Rosita Barron (Program Director, Child Development Center) 

Dr. Kimberly Bligh (Faculty, Education; Bridge to BC Director) 

Fabiola Butcher (Faculty, Communication Studies; OER liaison) 

Dr. Karis Clarke (Dean of Instruction, Child Development and the CDC, Culinary Arts, Nutrition, and Hospitality) 

Dr. Charles Collom (Director of Student Health & Wellness Center) 

Grace Commisso (Faculty, Counseling; Starfish Faculty Lead) 

Wendy Cordova (Director of Campus Engagement and Leadership) 

Victor Crosthwaite (CSEA President) 

Dr. Nicky Damania (Dean of Students) 

Caitlin Davidson (Basic Needs Program Director) 

Melissa Farrand (Educational Media Design Specialist) 

Stephanie Foster-Reynoso (Director, Office of Disabled Student Programs and Services) 

Carla Gard (Dean of Instruction, Nursing/Health Science) 

Dr. Kailani Henry (Faculty, Business and Accounting; CPL Faculty Lead) 

Rozanne Hernandez (Dean of Instruction, CTE) 

Dr. Anne-Marie Hodge (Faculty, Biology; Co-Chair, Professional Development Committee) 

Dr. Christie Howell (Dean of Instruction, Behavioral Sciences, Library and Academic Technology) 

Dr. Cesar Jimenez (Vice President, Student Services) 

Dr. Sooyeon Kim (Exec Director, Institutional Research, Planning & Effectiveness; Admin Lead) 

Dr. Queen King (Vice President, Finance and Administrative Services) 

Timothy Lafondez (Program Manager, Tutoring Centers/Academic Support) 

Khalfani Mackey (BCSGA President) 

Dr. Sara Manuel (Faculty, Psychology; Co-Chair, Professional Development Committee) 

Marisa Marquez (Dean of Student Success and Counseling) 

Richard McCrow (Executive Dean of Instruction) 

Anna Melby (Associate Dean of Instruction; CPL Admin Lead) 

Rebecca Murillo (Director, Career Education Pathways) 

Kim Nickell (Faculty, Education & Academic Development; Faculty Lead) 

Gamaliel (Leo) Ocampo (Director, Rural Initiatives & Adult Education) 

Dr. Sandra Owens (Program Director, Instructional Operations) 

Ben Perlado (Dean of Enrollment Services) 

Dr. Stacy Pfluger (President) 

Carlos Rios (Assistant Director, College Safety) 

Marcos Rodriguez (Exec Director, Facilities & Operations) 

Kimy Salazar (Program Manger, Students of Concern) 

Cheryl Scott (Exec Director, BC Foundation) 

Tamu Smith-Kohls (Director, Admissions & Records) 

Andrea Thorson (Dean of Instruction, World Language & Philosophy) 

Dr. Stephen Waller (Dean, STEM) 

Ashlea Ward (Exec Director, Educational Partnerships and Outreach) 

Ruthie Welborn (Director of Financial Aid) 

Ebony Williams (Director of Technology Support Services) 

Dr. Jessica Wojtysiak (Vice President, Instruction) 

Becka Zepeda (Faculty, Biology; Academic Senate President) 

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VII. Appendix

Cultural Environment

Objective 1: Ensure every CTE program prepares students for livable-wage employment

Strategy	Status	Notes
Grow Credit for Prior Learning (CPL) & Mapping Articulated Pathways (MAP)	Work In Progress	The CPL Workgroup received an IEPI Full PRT grant and has begun developing a workplan.
Establish Competency-Based Education (CBE)	Work In Progress	A working document has been completed for the Food Service Management Certificate of Achievement, a CBE Direct Assessment program. We also submitted the student success support descriptions, a data collection and evaluation plan, and an onboarding and orientation strategy. Work is also underway on the Department of Education application.
Expand Experiential Learning	Work In Progress	Apprenticeship and contract education offerings with local and regional employers have increased. Strong internship partnerships continue for INDA BDP and CTE programs. Currently, the College has provided 12 paid internships for students in the Industrial Automation program. In Fall 2025 and Spring 2026, 300 and 312 students, respectively, participated in apprenticeship programs across a variety of fields, including Electrician, Sheet Metal, LVN-to-RN, Perioperative, Help Desk Technician, and Digital Marketing.
Workforce-oriented academic programming	Work In Progress	Course revisions for the INDA BDP are underway, including a new motorsports course and updates in ELET. New electives for the RLT BDP are being developed to support local industry needs in biomanufacturing, food analysis, and biofuels.
Develop Micro-Credentials	Work Not Yet Begun	Assessment deferred; Lead scorer change

Objective 2: Enhance student learning through flexible, personalized learning options

	Status	Notes
Expand short-term classes	Work In Progress	In Fall 2025, cross-functional Team (admin & faculty, student affairs & instruction) attended the Odessa Leadership Institute to explore the expansion of short-term classes.
Facilitate hybrid or online learning options	Work In Progress	AIQ created RSI rubrics for course reviews to ensure alignment with ACCJC requirements and improve student service.
Faculty training focused on online instruction and effective delivery of short-term courses	Work In Progress	The College has developed a Distance Education Handbook that has been approved by the Academic Senate. Acad Tech supports faculty through UDOIT accessibility integration, continual WebAIM training, various support videos, and a "First Time Teaching Online" course.
Expand math options	Work In Progress	The Math Learning Center launched faculty-led help sessions for math challenges open to all students, while the Math dept began collaborating with HS faculty to develop an ALEKS-based bridge program.

Objective 3: Enhance the Bakersfield College student experience

Strategy	Status	Notes
Build upon Guided Pathways framework and completion teams	Work In Progress	Assessed the case management structure through GPS. Starfish access was updated to ensure team visibility for students.
Strengthen students’ sense of belonging through co-curricular programs	Work In Progress

Objective 4: Increase access to medical assistance and mental health support

Strategy	Status	Notes
Conduct a survey to assess needs for medical assistance and mental health support	Work In Progress	We are establishing several MOUs with community vendors to create formal medical and mental health support pathways for enrolled students.
Expand in-person and virtual mental health counseling services	Work In Progress
Launch an outreach campaign	Work In Progress	We are continuing our collaboration with established partners to develop a campus community activities board aimed at promoting engagement in local wellness events.

Objective 5: Expand holistic student support services

Strategy	Status	Notes
Improve access to and information for Basic Needs Program	Work In Progress	We used the Starfish system to enhance data collection efforts. Additionally, we expanded food access by opening satellite pantry locations at the Arvin and BCSW, along with a snack station in Wasco. Two pantry coordinators were hired to manage these operations. Moving forward, we are collaborating with the Dean of Counseling and Student Success to embed basic needs support directly into counseling services.
Expand student support services provided in rural areas such as farm workers initiatives	Work In Progress	Rural sites expanded support services, including opening or expanding basic needs pantries at Arvin, BCSW, and the Wasco Adult Ed Ctr. Veterans Services launched at BCSW, Delano, while the Delano site added an A&R Technician and a Job Dev Spclst. Partnerships with CAPK, CFF, and the UFW Foundation continue to support farmworker initiatives through food distributions, legal workshops, and resource fairs.
Expand childcare services	Work In Progress	CDC enrollment increased by 6 toddlers, maintained via interns and substitutes. The survey is scheduled for May, and a 2-week TK program is planned for June in collaboration with AB540. Salary comparisons have been submitted to HR to address pay parity and recruitment concerns.
Extend operational hours for student services	Work In Progress	Bakersfield College provides extended hours at the main and Delano campuses for Counseling, Advising, EOPS+, Veterans Services, A&R, Financial Aid, Pantry Services, NASSSP, DSPS, Outreach, Transfer, and International Students. Student engagement increased from 500 students in Spring 2025 to over 900 contacts in Fall 2025, with nearly 400 students utilizing these services so far in Spring 2026.
Expand common hour scheduling	Work In Progress	Pilot of campus-wide common hour in AY 26-27. Summer FCDC workgroup explores options to integrate common hour within timeblocks under new SAM system.
Expand access to personalized, college-level academic preparedness	Work In Progress	The FA25 Tutoring Center evaluations for the main, BCSW, and Delano highlight the program’s impact on retention, success, and persistence.

Objective 6: Strengthen financial access

Strategy	Status	Notes
Increase FAFSA/CADAA applications	Work In Progress	The Office of Financial Aid hosted various outreach events, including financial aid workshops, satellite enrollments, Welcome Week, parent information sessions, and departmental presentations. These efforts across the Main, Delano, Arvin, and BCSW led to an increase in Pell (Title IV) awards for 2025–26.
Increase scholarship opportunities	Work In Progress	The OIE and the BC Foundation collaborated on a student survey to identify barriers and challenges in the scholarship application process.

Objective 7: Strengthen academic access and success

Strategy	Status	Notes
Expand Bridge to BC	Work In Progress	The program engages first-time students through a website, social media, and media outreach. Engagement is further supported by annual counseling events, bilingual mailers, and text reminders for Bridge Day.
Leverage academic support services	Work In Progress	BC leverages Starfish to manage early alerts, degree planning, and appointments, facilitating 77,029 interactions for 20,349 students in Fall 2025. Academic support services further bolstered student engagement in Fall 2024, with the Writing Center and Tutoring Center recording 2,414 and 4,743 appointments, respectively.  For Fall 2025, the Writing Center held 3,653 appointments/visits across all sites. Our unduplicated headcount was 1,952 students enrolled in ENGL B86NC for Fall 2025 who received services.
Expand pathways for student success in K-12	Work In Progress	Dual Enrollment expanded by partnering with Golden Valley HS and the Central Academy of Arts and Technology. Additionally, Early College is being integrated with Outreach and Reenrollment through shared events and unified data delivery.
Increase OER/ZTC courses	Work In Progress	Instructional Operations department is collaborating with the Bookstore to assist faculty in accurately reporting course costs. To support this effort, the OER faculty lead developed a training video demonstrating the submission process for cost information.

Objective 8: Increase Bachelor’s degree attainment

Strategy	Status	Notes
Increase partnership with universities	Work In Progress	A spring convening is planned for April 2026 involving SBS pathway faculty and CSUB reps. The team is exploring intentional strategies to have CSUB actively promote its cross-enrollment programs to BC students. Discussions are also underway with CSU EB regarding online ADT to BA/BS degree completion and with UC Merced for further engagement.
Develop workforce-aligned baccalaureate programs	Work In Progress	The college is tracking statewide efforts to authorize nursing BDP and is positioning itself for the pilot program upon approval. Options are being explored for a submission in Winter 2026–27.
Explore placement of baccalaureate programs at new locations	Work Not Yet Begun	Implementation of this strategy has been deferred pending the appointment of a permanent VPI and President.

Objective 9: Continue to support college mission and goals through community engagement and industry partnership

	Status	Notes
Broaden the BC Foundation’s presence	Work In Progress	1,010 unique donors contributed during the first five months of this fiscal year, compared to 704 in the same period last year — a 43.61% increase.
Subject Matter CTE expert (faculty)	Work In Progress	A Director of Career Education Pathways has been hired and is currently leading initiatives in this area.  Key achievements include deepening collaboration with K–12 partners (e.g. Kern High School District, Kern County Superintendent of Schools), CTE Advisory Committees, and the Greater Bakersfield, Hispanic, and North of the River (NOR) Chambers of Commerce. These efforts culminated in the launch of the Common Grounds Educational Collaborative Group (CCECG), uniting Kern County educational institutions and industry partners to scale up regional workforce training, employer engagement, and community outreach.

Objective 10: Expand professional development opportunities for all employees

Strategy	Status	Notes
Ongoing, year-round professional development opportunities	Work In Progress	BC offers several PD resources, including the Acad Tech webpage and YouTube channel. Faculty and classified staff can also access dedicated resource pages, the statewide VRC, and the college's workshop calendar.  The college established a Flex Council to provide feedback on PD requests and ensure alignment with new Title 5 revisions. Expanded travel opportunities now enable increased conference attendance for employees.

Objective 11: Facilitate culture focusing on employee well-being

Strategy	Status	Notes
Launch wellness workshop series	Work In Progress	Many of the sessions were repeated more than once.
Leverage KCCD wellness survey and focus group studies to improve employee wellbeing	Work In Progress	KCCD IRR has provided the wellness survey results.  President and Senate established Campus Culture Advisory Taskforce to start Fall 26.

Objective 12: Streamline and standardize institutional communication

Strategy	Status	Notes
Standardize messaging, protocols and guidelines	Work In Progress	The college developed and launched a brand guide, with a baseline audit showing 40% compliance across external communications. A style guide check is being integrated into the creative request intake process, and a simplified one-page reference version is being created.

Objective 13: Strengthen and Support civic engagement and BC’s community leadership

Strategy	Status	Notes
Public forums, cultural events, and civic initiatives at BC campuses	Work In Progress	President Pfluger currently serves on the Kern EDC Board, the CVHEC Board, and the American Heart Association Board, reflecting the College's commitment to regional partnerships and community leadership.  In addition, members of the President's Cabinet collectively serve on 42 communities, civic, and cultural organizations, boards, committees, and advisory groups
Encourage BC community participation in local organizations	Work In Progress	Secured 2 community award nominations and 3 wins, significantly elevating our institutional visibility and local standing. To build on this momentum and foster deeper internal engagement, we are launching a "BC in the Community" employee spotlight series designed to celebrate staff contributions and further strengthen our community presence.

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Technological Environment

Objective 1: Leverage technology to improve student success and support

	Status	Notes
Establish guidelines and ethical codes regarding the use of AI in courses	Work Not Yet Begun	Technology Committee is interested in forming a workgroup with the Academic Senate to begin this work in Fall 2026.
Increase AI-based student support services	Work In Progress	Bakersfield College is collaborating with the CCCCO, N2N, and LightLeapAI to pilot an AI-driven course recommendation system in Fall 2026.  Additionally, the college is exploring a partnership with Paritti to enhance the PPM by automating academic operations, communicating institutional policies, and monitoring student well-being for proactive resource connection.

Objective 2: Enhance digital infrastructure

Strategy	Status	Notes
Expand WI-FI access	Completed	All satellite locations have high-speed internet and WiFi, while off-site high schools and remote visit locations remain outside the Technology Department's purview.
Enhance digital accessibility in alignment with the Accessibility Capability Maturity Model (ACMM)	Work In Progress	Accessibility refers to three major areas of compliance: 508, CG7405, and the ADA. CCCs are also required to comply with the updated Americans with Disabilities Act (ADA) Title II regulations.

Objective 3: Streamline the student onboarding process

Strategy	Status	Notes
Enhanced communication and messaging strategies	Work In Progress	The college utilized Element451 to send a series of onboarding messages starting two weeks prior to the semester and continuing through the first six weeks. Additionally, a student-facing survey was deployed via Starfish during the first two weeks of the term to collect data on student needs.

Objective 4: Leverage technology to improve operational efficiency and accountability

Strategy	Status	Notes
Continue supporting AI-driven automation for student services	Work In Progress	BC is undergoing a curriculum transition to Coursedog in SP 2026 to support catalog and scheduling functions, with plans to pilot the scheduling software in Fall 2026. Global updates have also been implemented to transition to PPM 2.0, which incorporates a new user interface and enhanced user experience. Additionally, the college is developing a cost-effective process to evaluate and implement standardized and emerging technologies that increase operational efficiency, align with IT support capabilities, and meet institutional needs.

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Physical Environment

Objective 1: Enhance student support infrastructure

Strategy	Status	Notes
Develop a one-stop, centralized hub for student services	Completed	Using Measure J funding, BC enhanced the Welcome Center into a one-stop hub to streamline the onboarding process. The center provides comprehensive support for completing college applications, finalizing A&R documentation, and navigating FAFSA or CADAA requirements. Once these initial steps are finalized, students are referred to Counseling and other specialized support services within the CSS.
Identify funding opportunities	Work In Progress	$1.716 million was raised during that time, compared to $1.190 million last year — an increase of 44.12%.
Expand parking capacity	Work Not Yet Begun	Currently, no additional space available. Any expansion would require a capital project coordinated through KCCD and secured via appropriate funding.
Improve outdated academic and student services facilities	Work In Progress	The college updated its 5-year capital and scheduled maintenance plans to formalize funding requests.

Objective 2: Improve transportation experience

Strategy	Status	Notes
Increase transportation access and mobility	Work Not Yet Begun	We are currently seeking community vendors to partner with for student transportation support services.

Objective 3: Increase campus accessibility

Strategy	Status	Notes
Establish a wayfinding plan	Work In Progress	In June 2026, new Bakersfield College signage was installed across main campus, including the installation of flags in common areas, to enhance the campus environment and strengthen the college's visual identity.

Objective 4: Enhance student engagement

Strategy	Status	Notes
Create dedicated social and study spaces within academic departments.	Work Not Yet Begun	Assessment deferred; Lead scorer change.
Refresh campus appearance	Work In Progress	The college updated its 5-year capital and scheduled maintenance plans to formalize funding requests.

Objective 5: Improve physical environment

Strategy	Status	Notes
Identify the employee community space	Work Not Yet Begun	Work has not yet begun.

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