Facilities Master Plan

Five Year Plan

Updated: March 31, 2025

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Table of Contents

• Introduction to Bakersfield College
• Introduction to the Facilities Master Plan
• Linking the Educational Master Plan to the FMP
• Evolving Pedagogy
• Panorama Campus
• Other Sites and Centers
• Sustainability
• Considerations for the Future
• Glossary of Terms

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Introduction to Bakersfield College

Bakersfield College

Bakersfield College (BC) was established in 1913 with an initial enrollment of 13 students. By 1953, BC began construction on its main campus, located in the northeast region of the Bakersfield metropolitan area on the Panorama Bluffs.

The Delano Campus, situated approximately 35 miles northwest of the main campus, opened in the fall of 1972. By 1981, the site had expanded to accommodate 400 annual enrollments. Campus operations were consolidated at the Timmons Avenue site in 2009. Located on the west side of the Delano community, this site was purposefully selected to demonstrate BC’s commitment to supporting lower-income families. The Delano Campus and its community leaders have been instrumental in sparking BC’s rural initiatives, aimed at fostering a college-going mindset throughout the service area.

In 1975, BC established the Weill Institute at a downtown center location. Since the early 1990s, BC has maintained a presence in the southwest region of the Bakersfield metropolitan area, now known as BC Southwest (BCSW). While much of the programming at BCSW supports students earning transfer degrees, the location also offers career education in health care. This outreach site facilitates access to higher education for residents of the area who may face challenges traveling to the main campus. Opened in 2019 on the southern border of the California State University, Bakersfield property, the current location is also designed to encourage and ease transfer to the University.

Arvin, a small farming community located 23 miles southeast of the main campus, became the site of BC’s latest groundbreaking in the summer of 2022, marking the establishment of a permanent outreach location to serve the rural community. For over 18 years, classes have been offered at Arvin High School, across from the new construction site. The permanent location opened in January 2025, further exemplifying BC’s dedication to fostering a college-going culture.

In 2025, Bakersfield College celebrated 112 years of service to the community, with an annual student headcount exceeding 45,000.

Mission

As a public community college in the state of California, Bakersfield College provides opportunities for students from diverse economic, cultural, and educational backgrounds to attain Associate and Baccalaureate degrees and certificates, workplace skills, and preparation for transfer. Our rigorous and supportive learning environments promote equity and foster students’ abilities to think critically, communicate effectively, and demonstrate competencies and skills in order to engage productively in their communities and the world.

Vision

Building upon more than 100 years of excellence, Bakersfield College continues to contribute to the intellectual, cultural, and economic vitality of the communities it serves.

Values

Learning

We foster curiosity, inquiry, critical thinking, and creativity within a safe and rigorous academic environment so that we might be empowered to radically transform our community into one that gives voice and power to all people.

Wellness

We believe health and wellness to be integral, foundational elements of learning; we understand that a holistic education improves all aspects of society and the individual, including the mind, body, and spirit; through education, we will positively impact the health of the individual, natural environment, and the global community.

Community

We commit to the well-being of all members of our community; we maintain strong ties with the surrounding community, and we respond to their needs by serving as an open institution which engages all students, faculty, and staff; in our college, we have built and continue to build an environment in which all members participate as a community through democratic engagement.

Integrity

We cultivate an ethical and moral consciousness which places the collective well-being and health above the self. This principled environment allows for open, constructive conversations and teaches us to trust each other’s vision so that we will be useful and effective in providing support, resources, and encouragement.

Diversity

We insist that diversity be valued and promoted, recognizing that multiple perspectives lead to a better education and knowledge of the world; listening and witnessing different experiences helps us to understand and contextualize power and privilege related to ability, gender, national origin, race, religion, sexuality, socioeconomic status, in terms of access and barriers to resources and opportunities.

Sustainability

We recognize our responsibility for continuing and maintaining this institution which has been shaped by over a century of resolute and tenacious labor and judicious foresight, so we unceasingly place our energies into imagining how we might sustain and renew our human, fiscal, and environmental resources into the future.

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Introduction to the Facilities Master Plan

Overview

The Facilities Master Plan Update (FMP) provides a current vision for the future state of academic and support services space, buildings, and overall college and campus improvements. As a companion document to the Educational Master Plan (EMP), the FMP supports the development of the institution through the planning year 2028. The recommendations developed in this FMP memorialize past planning efforts and may require additional planning depending on future development. The FMP is a framework for campus development and addresses the following objectives:

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  Confirm and consolidate past planning efforts, including the 2018 Facilities Master Plan, multiple Initial Project Proposals (IPPs) and Final Project Proposals (FPPs), and current campus initiatives.

• Recognize progress and success resulting from Measure J.

• Create a functional and usable space and facilities plan based on the EMP that updates the previous assessment for space identified in Bakersfield College’s Education and Facilities Master Plans.

• Obtain qualitative input from the campus community in support of the FMP.

• Match space needs with the curriculum, create modern teaching facilities and learning environments, and provide modern support services sufficient to serve the student’s needs.

• Be a resource for decision-making in support of the distribution of resources for current capital projects, as well as providing additional opportunities for state funding. 

• Produce a well-conceived and well-justified plan for capital outlay projects that are an outcome of a sound master planning process.

The Educational and Facilities Master Plans are BC’s long-term plan for Academic Affairs, Student Services and Facilities. It is designed to work in conjunction with Bakersfield College’s internal documents. Additionally, it takes into consideration how current pedagogies and future changes in the delivery of instruction can create and shape thriving Hi-Flex classrooms and labs to support student learning and success.

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Linking the Educational Master Plan to the FMP

Overview

Linking the Educational Master Plan’s goals, strategies, and insights to space quantification completes the planning process and balances the current and future curriculum, instructional delivery modes, effective learning environment, and the necessary support structures. With the uncertainty of the future, and now heightened by the COVID pandemic, BC suffered a modest enrollment loss during the pandemic. Compared to other colleges and the California community college system, the enrollment decline was not as steep as BC shifted efficiently to online instruction and remote service delivery. Today, enrollments have returned to pre-pandemic levels, and BC will need to continue adapting and enhancing instructional delivery modes to sustain and grow enrollments while striking a balance between effective in-person vs. online instruction.

Planning Process

The Facilities Master Plan relied on and was guided by the findings in the Educational Master Plan. Primary among those findings were the following considerations:

• The characteristics of Bakersfield College’s effective service area.
• BC’s course and program review as well as institutional effectiveness evaluations.
• The potential for growth in the area.
• The need for additional and/or better configurations of space into the future.

Characteristics of Effective Service Area

Based on an analysis of residential zip codes reported by enrolled students, BC primarily serves the Bakersfield metropolitan area but enrolls some students from outside of that area. A collection of 25 populated zip code areas, approximately 5000 square miles, was used to define the effective service area served by Bakersfield College. The key characteristics of this effective service area are noted below:

Population Growth

• 2022: 766,700
• 2027: 777,900
• 2040: 807,800
• 5.4% increase from 2022-2040
• Annual rate of population growth: 2.9% - Considerably above the Kern County and statewide projections

Median Age Projection in 2027

• BC Service Area: 32.3 years old
• Kern County: 33.3 years old

Areas for Fastest Growth

The area with the greatest growth rate is the western portion of the Bakersfield metropolitan area.

Demographics

• Hispanic: 60%
• Other: 40%
• The effective service area is expected to remain 60% Hispanic

Educational Background

BC Area:

• Less than High School: 24.5%
• High School: 28.8%
• Some College: 19.9%
• Associate: 8%
• Bachelor's: 12%
• Graduate: 6%

California:

• Less than High School: 14.1%
• High School: 20.7%
• Some College: 18.8%
• Associate: 8.6%
• Bachelor's: 24%
• Graduate: 13.8%

Traditional College Age Range

19-24 Years

• 2022: 8.7%
• 2027: 8.1%
• 0.6% Decrease

Age group with the fastest growth:

• 35-44 years

Number of High School Graduates in Kern County

• 2019-20: 13,010
• 2027-28: 14,185 (Increase)
• 2031-32: 13,928 (Decrease)

Projections for Future Growth

The Educational Master Plan notes that growth determinants for Bakersfield College largely relied on the demographic characteristics of the effective service area, opportunities to meet educational need and demand, and the region’s high school graduation history. The forecast for growth also evaluated the following factors:

• Past historical trends for headcount and weekly student contact hours (WSCH)
• Strength of the current program of instruction
• The economic vitality of the region and the ability of the area to generate new employment.
• The proximity to major transportation infrastructure

Non-quantifiable/intangible factors included:

• Past reputation of Bakersfield College
• Strength of the educational mission
• Ability to achieve the educational mission
• Capacity to compete in the educational marketplace

Given these factors, Bakersfield College was determined to have the capacity to grow at a sustained annual average rate of 4.6% for unduplicated headcount and 3.29% for WSCH through 2032. The translation of this projected growth, in terms of absolute values, is noted in the accompanying charts. Although the projections are not guaranteed, BC will need facilities to accommodate the projected headcount and WSCH whenever they are realized. Source: Bakersfield College, Institutional Effectiveness Office; Schedule File Data, analysis by Cambridge West Partnership, LLC

Projected Fall Term Headcount

• 2019: 26,997
• 2027: 34,901
• 2032: 43,702

Projected Fall Term WSCH

• 2019: 268,046
• 2027: 315,138
• 2032: 370,504

Annual enrollments (seat counts) at Bakersfield College have been on the upswing in recent years:

• 2019-20: 134,320
• 2027-28: 169,089
• 2032-33: 203,968

However, enrollment growth from 2015-2016 to 2019-2020 has varied among the 136 disciplines taught at the institution. Overall, BC gained just over 23,000 enrollments between academic year 2015-16 and 2019-20, or an average of 980 enrollments per year.

While 14 disciplines increased enrollments at about the same rate as the median for BC and 60 disciplines gained enrollments at a faster pace than the median, there were 62 disciplines that changed at a slower pace than the median.

58 Disciplines with Enrollment at a Faster Pace:

14 Disciplines with Enrollment at the Same Rate:

62 Disciplines with Enrollment at a Slower Pace:

The 2019-20 academic year was a high point for enrollments and 2020-21 was a low point as BC lost some 8,701 enrollments between 2019-20 and 2020-21.

In comparing the enrollments in academic year 2019-20 to those in academic year 2020- 21, 54 disciplines gained enrollment while 72 lost enrollments.

• 2019-20: 134,320
• 2020-21: 125,619

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Evolving Pedagogy

Instruction Delivered by Location and Modality

Past Trends

In addition to providing instruction at the City of Bakersfield’s main campus, Bakersfield College delivers instruction at educational centers in Delano and Southwest Bakersfield, numerous high schools for students enrolled in the early college effort, and at a host of outreach centers throughout the service area. The decentralized delivery model is intended to offer the college experience to the extended college-district community and promote a college-going mindset.

BC has balanced modes of instruction between distance and in-person instruction. The COVID pandemic forced most instruction into an online modality. In the wake of that experience, distance education has provided a much larger share of sections than had historically been offered. By 2022-23, 48% of the sections offered were in-person, 34% were through distance education, and 18% were hybrid offerings.

Sections Offered by Modality

Year	Distance Education	In-Person	Hybrid
2018-19	18% (approx.)	85% (approx.)	NA
2019-20	20% (approx.)	81% (approx.)	NA
2020-21	22% (approx.)	81% (approx.)	NA
2021-22	50% (approx.)	50% (approx.)	NA
2022-23	36% (approx.)	49% (approx.)	19% (approx.)

Source: Bakersfield College, Office of Institutional Effectiveness. Program Review Dashboards

Although fewer sections have been offered via distance education, those classes now claim a larger share of total duplicated enrollments (seat counts) compared to in-person, traditional instruction. For example, distance education classes in 2022-23 accounted for 52% of the enrollments, in-person classes attracted 44% of the annual enrollment, and hybrid offerings accounted for 4% of the enrollments.

 

Duplicated Enrollments (Seat Counts) by Modality

Year	Distance Education	In-Person	Hybrid
2018-19	18% (approx.)	85% (approx.)	NA
2019-20	21% (approx.)	81% (approx.)	NA
2020-21	93% (approx.)	8% (approx.)	NA
2021-22	68% (approx.)	33% (approx.)	NA
2022-23	51% (approx.)	42% (approx.)	19% (approx.)

Source: Bakersfield College, Office of Institutional Effectiveness. Program Review Dashboards

For both students and faculty, the unexpected and rapid change to online instruction occasioned by the COVID pandemic created challenging learning experiences which continued to some degree in the post-pandemic years. In College-sponsored surveys administered in spring 2020, almost 60% of all students participating in the survey indicated that they were not able to learn as well through distance education compared to the on-campus classroom format. This disparity in learning effectiveness was reported by 36% of the students in the 22 or younger age range while only 7% of those in the 23-25 age range felt they were not able to learn as well online compared to on-campus classroom instruction.

Internet access was judged as adequate to support full participation in the online classes by 73% of the students responding to the survey.

Future Direction

The senior academic leadership envisions a future balance of offerings to be roughly 66% in-person and 33% distance education, which includes a modest number of classes offered in a hybrid format.

Several considerations support the expressed future vision of the balance among modalities of instruction.

• While older adult learners have appreciated the flexibility offered through online instruction, the larger student population of younger learners performs better with in-person classes.
• Laboratory instruction is designed for the student to accomplish the learning by doing an activity that can often require specialized equipment and/or facilities which are not available through the distance education modality. Four-year partner institutions insist that the science disciplines conduct laboratory instruction in-person for the course credits to be transferable.
• Fake students created through chatbot technology have become a problem for Bakersfield and many other colleges that offer online instruction. The motivation of those behind the fake student BOTs is to scam institutions out of financial aid. In 2021 the California community college system experienced over 65,000 fake applications for financial aid. The Chancellor’s Office reported that about 20% of the traffic coming to the system’s online application portal was from BOTs. The threat from unscrupulous actors promoting the BOTs is easier to manage with in-person instruction as opposed to distance education.
• BC is moving more to site instructional programming in rural areas by pursuing the following questions and analysis:
  • What are the programs of study the community is requesting?
  • What programs are offered through dual enrollment/early college at high schools where students eventually enroll in a College rural site?
  • How could distance education supplement the instruction required for the programs of study sponsored at the rural location so that a student could complete the program at the rural site?
• Analysis of student enrollments has revealed that many students take one or two classes online per year to round out their schedules. Campus leadership concluded that most students are not seeking to enroll exclusively in online learning.

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Panorama Campus

Map - Program of Work/Vision

Below is a campus map of Bakersfield College, Panorama campus, in Fall 2023. The red zones represent areas of development currently ongoing or planned for the Campus.

Please visit our Online Campus Map for more details, locations, and campus amenities.

1. Combined Gym & Field House
2. Pool Building
3. Agriculture Sciences
4. Soccer Facility
5. Center for Student Success
6. Fine Arts Replacement
7. Student Housing

Combined Gym & Field House

New Construction

This project will add a new Gym and Fieldhouse to the campus. The new building will accommodate a large gymnasium, wrestling and self-defense mat room, training rooms, locker rooms, a rehabilitation center, laundry and equipment storage spaces for the field. The North and South Pool wings of the old gym are no longer included in this project. Additionally, three beach volleyball courts are adjacent to the building. The existing football practice field will remain unaffected by the new facilities.

• Programs: Gym, Wrestling and Self-Defense Mat Room, Training Rooms, Locker Rooms, Rehabilitation Center, Laundry, and Equipment Storage.
• Site Work: Three Volleyball Courts
• ASF: 42,061
• GSF: 56,904
• Project Cost: $65,058,537
• Occupancy: 2025

Space Type	Existing Spaces	Proposed (SF)
(100) Classroom	0	0
(200) Lab	0	0
(300) Office	0	368
(600) Library	0	0
(900)	0	237
Other	13,937 (North/South Pool Wings)	41,456
Total ASF	13,937	42, 061

Pool Building

Renovation

This project will provide structural upgrades to the pool buildings and potentially the original Gymnasium within the Renegade Athletics Complex. BC is currently (2025) in a planning phase, assessing the feasibility of renovation versus new construction.

This project intends to support Kinesiology and Physical Education classes, along with Renegade Athletics Teams and community usage.

• Programs: Classrooms, Equipment Rooms, Athletics and Kinesiology Resources
• Site Work: Pool Infrastructure and Decking
• ASF: TBD
• GSF: TBD
• Project Cost: $18,000,000 - $25,000,000
• Occupancy: TBD (Actively in Planning Phase 2025)

Space Type	Existing Spaces	Proposed (SF)
(100) Classroom	TBD	TBD
(200) Lab	TBD	TBD
(300) Office	TBD	TBD
(600) Library	TBD	TBD
(900)	TBD	TBD
Other	TBD	TBD
Total ASF	TBD	TBD

Conceptual Design 1

Conceptual Design 2

Agriculture Sciences

New Construction

This building will house courses in agriculture business, mechanized agriculture, forestry and natural resources, plant science, animal science, food science and safety, and environmental and ornamental horticulture. The new facility will occupy the same location on campus.

• Programs: Agriculture Science, Horticulture
• Site Work: Greenhouses, shade houses, storage bays, outdoor seating, planters, and campus accessibility 
• ASF: 32,380
• GSF: 48,290
• Project Cost: $54,587,474
• Occupancy: 2025-2026

Space Type	Existing Spaces	Proposed (SF)
(100) Classroom	1,334	500
(200) Lab	6,871	20,300
(300) Office	940	1,200
(600) Library	0	0
(900)	0	0
Other	3,553	4,800
Total ASF	12,698	26,800

Soccer Facility

New Construction

The project will consist of a new soccer venue for Bakersfield College. The new facility will provide: NCAA regulation size soccer field featuring artificial turf or grass surface, spectator seating and support spaces, ticket office and concessions area, ADA compliant restrooms, scoreboard and fencing, field equipment and amplified sound systems, and associated parking. Additionally, a multi-sport (Football / Soccer) practice field with artificial turf will be evaluated and included in the final project. The regulation field will have lighting to accommodate night use. This project will support the future growth for BC.

• Programs: Athletics / Kinesiology
• Site Work: Soccer Fields
• ASF: TBD
• GSF: TBD
• Project Cost: $12,000,000
• Occupancy: TBD (Actively in Planning Phase 2025)

Center for Student Success

Reconstruction/Replacement

The Center for Student Success project will construct a new centralized building which will provide consolidated Student Services for the campus in the same location as the old Center for Student Success Building (#9). The Student Services programs will provide efficiency, improved customer service and ease of student access. The project will construct a new, smaller CSS building and demolish the 65 year-old building. The project will include laboratory spaces, Administrative & faculty Offices, and Learning Resource space.

• Programs: Academic support programs for student success including counseling and tutoring
• Site Work: Demolition of Existing Center for Student Success, associated site work
• ASF: 35,255
• GSF: 48,735
• Project Cost: $33,745,426 State and Local Funding
• Occupancy: TBD

Space Type	Existing Spaces	Proposed (SF)
(100) Classroom	2,747	0
(200) Lab	5,438	5,331
(300) Office	15,707	23,010
(600) Library	10,580	5,166
(900)	0	0
Other	3,662	1,748
Total ASF	38,134	35,255

Fine Arts Replacement

Reconstruction/Replacement

The Fine Arts Replacement Project will consist of reconstructing 43,529 Gross Square Feet of space. The Fine Arts Building was constructed in 1956 and has not undergone any major improvements since. The building currently struggles to support state-of-the-art instructional programs and requires updates to better accommodate new educational delivery systems and technology. The new building will provide more efficient and modern fine arts space to enhance the student learning environment and improve student success.

• Programs: Fine Arts
• Site Work: 43,259 Reconstruction and Associated Site Work
• ASF: 30,577
• GSF: 43,529
• Project Cost: $34,833,000
• Occupancy: TBD

Space Type	Existing Spaces	Proposed (SF)
(100) Classroom	3,819	1,940
(200) Lab	14,645	20,897
(300) Office	4,645	4,868
(600) Library	42	0
(900)	0	2,573
Other	5,082	299
Total ASF	28,233	30,577

Student Housing

New Construction

Bakersfield College has identified a housing need within its student population including, specifically, emancipated former foster care students, veteran students, and those who are currently or imminently facing homelessness. The proposed vision is to create housing where these qualifying students, through various subsidy programs, could reside while attending BC. The 154-bed residence hall is to be located in parking lot P7 on the Bakersfield College campus, along University Avenue. The project is a Round 1 Higher Education Student Housing Grant Program recipient.

• Programs: Student Housing
• Site Work: Associated Site Development
• Beds: 154
• GSF: 94,374
• Project Cost: $50,895,000 (Includes State Grant Funding
• Occupancy: 2026-2027

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Other Sites & Centers

 

BC SouthWest (BCSW)

For many years, Bakersfield College has held classes in the southwest area at various locations including Stockdale High School and Bakersfield Christian High School to better serve the needs of the southwest and northwest Bakersfield Community. In January of 2019, BCSW opened the doors of its brand new center located in southwest Bakersfield, on the southwest corner of the CSU Bakersfield campus, directly across from the Marketplace. The new three-story, 33,500 sq.ft. facility houses multiple classrooms, including large classrooms, computer labs, science labs, a student lounge and study areas, faculty offices, and comprehensive on-site student services.

Arvin Educational Center

New Construction

This project will construct an outreach center in Arvin to serve the needs of the community in the south region of the district. The project proposal is for the construction of an Educational Center in the city of Arvin. This would be the first building to be constructed on the new Arvin Campus. In addition to the new construction, a large parking area will be made available. This new facility would consist of flexible classrooms capable of holding 32-64 students, a tutoring center with private tutoring rooms, computer labs, a dedicated Writing Center, an open study hall with group study rooms, and a library to help facilitate research and to provide additional quiet study space. Spaces where students can get help directly from their teachers, counselors, and educational advisors will also be available. Finally, a multipurpose lab is also planned, which can support disciplines ranging from science to art.

• Programs: General Education, Tutoring Center, Computer Labs, Writing Center, etc.
• Site Work: Associated Site work
• ASF: 16,580
• GSF: 27,100
• Project Cost: $28,818,338
• Occupancy: 2025

Space Type	Existing Spaces	Proposed (SF)
(100) Classroom	0	4,000
(200) Lab	0	3,720
(300) Office	0	1,550
(600) Library	0	6,110
(900)	0	0
Other	0	1,200
Total ASF	0	16,580

Delano Learning Resource Center (LRC) Building

New Construction

The 51-acre Delano Campus continues to grow with the fall 2023 completion of the LRC Multi-Purpose Building (41,007ASF / 58,344GSF). The mission of the Bakersfield College Rural Initiatives is to provide ready access to the high-quality education necessary for our socially and ethnically diverse students to thrive in a rapidly changing world--whether they be vocational, transfer oriented, developmental, or some combination of these.

Additional campus improvements will include:

• Construction Trades
• LRC Phase 2
• Agriculture
• Infrastructure improvements including parking, regenerative farming landscaping

Bakersfield College provides education distributed through the community, currently operating out of the following locations:

Shafter Library & Learning Center
236 James St, Shafter, CA 93263
Bakersfield College, currently operates out to the Shafter Library and Learning Center, in addition to Shafter High School

Weill Institute (Downtown)
2100 Chester Ave, Bakersfield, CA 93301

Wasco Independence High School
1445 Poso Dr, Wasco, CA 93250

McFarland Learning Center
599 5th St, McFarland, CA 93250

Job Spot
1501 Panama Ln, Bakersfield, CA 93307

City Center
3201 F St, Bakersfield CA 93301

CityServe Educational Collaborative Center
1431 L St, Bakersfield, CA 93301

Olive Drive Fire Training Facility
5642 Victor St, Bakersfield, CA 93308

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Sustainability

Bakersfield College has made significant strides in sustainability, reflecting a strong commitment to environmental stewardship in alignment with the California Community Colleges Chancellor's Office (CCCCO) Board of Governors' 2030 and 2035 goals.

Renewable Energy

Bakersfield College has recently implemented new solar projects, significantly enhancing its renewable energy portfolio and reducing its carbon footprint. These initiatives include:

• Delano Campus – Timmons: A 252 kWh static panel system, operational since December 2023.
• Panorama Campus: A 1.1 MW tracker system in Parking Lot 3 (operational since October 2010) and a 2.5 MW static panel system in Parking Lot 8 (set to be operational by December 2024).
• Southwest Campus: A 560 kWh static panel system, operational since September 2022.
• Weill Institute: A 452 kWh static panel system, operational since September 2023.

The total solar energy production capacity across all campuses amounts to 4.5 MW. In addition, BC is deploying Battery Energy Storage Systems (BESS) to complement solar production, with a total capacity of 1 MW, including a 752 kWh system at Panorama Campus (expected February 2025) and a 252 kWh system at the Weill Institute (expected December 2025).

Tree Planting and Landscape Recognition

Bakersfield College’s commitment to greening its campuses is evident in its tree planting efforts:

• Arvin Campus: 150 trees planted.
• Delano Campus: 50 trees planted.
• Panorama Campus: 1,257 trees planted.
• Southwest Campus: 28 trees planted.
• Weill Institute: 15 trees planted.

All campuses are designated as Tree Campus Higher Education Campuses (2021–2023) and recognized as Arboretums by the ArbNet Program through The Morton Arboretum (designated May 2023).

Water Conservation

To address water scarcity, Bakersfield College has implemented advanced water reduction strategies, including:

• Replacing outdated irrigation systems with weather data-tracking irrigation control systems:
  • Delano Campus: Two central systems (140 stations).
  • Panorama Campus: 28 central systems (978 stations).
• Installing over two acres (87,120 sq. ft.) of synthetic turf across campus landscapes, significantly reducing water usage and maintenance demands.

Lighting Efficiency

A campus-wide transition to energy-efficient LED lighting has further reduced energy consumption and greenhouse gas emissions, contributing to BC's sustainability goals and providing significant cost-savings.

Recognized Sustainability Achievements

Bakersfield College has been honored for its environmentally sustainable construction projects, including:

• ABC Campus Center Buildings: National Construction Management Association of America Design Award (May 2024).

• Science & Engineering Building:

  • Southern California Construction Management Association of America Design Award (June 2022).

  • Beautiful Bakersfield Award for Architecture & Design (June 2023).

• Welcome Center: Southern California Construction Management Association of America Design Award for Buildings under $10 million and under 20,000 sq. ft. (June 2024).

• Veteran’s Resource Center: Southern California Construction Management Association of America Design Award for Buildings under $10 million and under 20,000 sq. ft. (June 2021).

• Lawrence Berkeley National Laboratory Smaller Smart Buildings Campaign Winner: Recognized for sustainable building practices (August 2024).

Looking Ahead

In light of these achievements, it is recommended that Bakersfield College develop a comprehensive sustainability plan. This plan should encompass ongoing and future projects, addressing campus initiatives, green building practices, and innovative strategies. Such a roadmap will reinforce BC’s leadership in environmental stewardship and ensure continuous improvement in sustainability efforts.

Considerations for the Future

Key Considerations for the Future

Based on the findings from the Educational Master Plan, and ongoing planning and development, several key considerations are identified for future planning.

Supporting the Core Mission

Consideration must be given to ensuring that facilities in the future support the core mission of Bakersfield College – i.e. a strong program of transfer/general education, basic skills preparation and workforce preparation. Facilities of the future should ensure that the programs in the sciences, mathematics, language arts, humanities, career technical education, and basic skills are adequately accommodated.

Meeting Demands For Growth

The EMP reflects a sustained annual average rate of 4.6% growth for unduplicated headcount and 3.29% for WSCH through 2032. In alignment with current teaching modalities at 66% on campus, 33% online, BC will need to continue to assess facilities needs in conjunction with growth projections for all future projects.

Addressing An Aging Campus

Founded in 1913, BC is over 110 years old, and has been at the Panorama Campus since 1956. In recent years, many buildings have been renovated, or replaced; however, many continue to need attention. In addition to buildings, repair and replacement should be given to infrastructure needs across the campus.

Creating A Collegial Environment

BC should continue to focus on providing dispersed interior (building) and exterior (landscape) spaces for students to gather, socialize and communicate.

Space Utilization / Distribution Of Space

Whenever possible, space allocations should conform to Title 5 standards and allowances for the key space categories monitored by the State. It is in BC’s best interest to keep itself in a “funding worthy” position for that time in the future when funding becomes available.

Technology Considerations

Facilities planning is closely linked to, and aligned with, technology. The association between instruction, support services and technology is impacted by distance learning, hybrid and hi-flex learning, classroom and support service needs, and anticipated future technological innovations.

The Maintenance Imperative

Maintenance is imperative to the useful life of facilities. Key maintenance aspects that should be considered as part of the planning process include:

• The adequacy of the current and projected maintenance organizational structure to support new or renovated facilities.
• The need of an overall comprehensive and long-term plan for maintenance.
• A long-term commitment of funding for maintenance.

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Glossary of Terms

The Glossary that follows includes the definitions of the key words or terms used in the Facilities Master Plan Update.

• ADA - Americans with Disabilities Act
• AFS - Automatic Fire Sprinkler
• As Built - As built drawings record the locations, sizes and nature-concealed items such as structural elements, accessories, equipment, devices, plumbing lines, mechanical equipment and the like as constructed in the project. These records, with dimensions, are permanent for future reference.
• ASF (Assignable Square Feet) - The sum of the floor area within the outside walls of a room or space, usable for student or staff stations.
• Building Reconstruction - The process of renovating buildings that have reached the end of their lifespan.
• Campus - An institution that is like a college in most respects but may not offer a full complement of programs or services. A campus is combined with other campuses or a college into a single institution
  for accreditation purposes.
• Cap Load(s) (Capacity to Load Ratio) - The relationship between the space available for utilization (square footage that is usable) and the efficiency level at which the space is currently being utilized. The state measures five areas for Capacity Load: Lecture, Laboratory, Office, Library, and AV/TV. The Space Inventory - records the usable square footage by type.
• Capacity - The amount of enrollment that can be accommodated by an amount of space given normal use levels. In terms of facility space standards, it is defined as the number of assignable square feet
  per 100 Weekly Student Contact Hours (WSCH).
• Capital Improvements or Capital Improvement Projects - Activities concerned with planning, defining capital projects (demolition, alterations, additions or new facilities), securing funding and developing each project: programming, design, bid and construction. Activities are expanding to encompass the development or modification of new forms of educational delivery systems beyond those currently identified (classroom, laboratory, office, library and audio visual/ television).
• Capital Projects - Specific construction projects such as land, utilities, roads, buildings and equipment projects. May also be thought of in terms of “systems”.
• Collaborative Learning - Instruction method in which students move about, working in small groups, sometimes with specially designed workstations.
• College - An educational institution that offers associate degrees, certificates, and transfer programs.
• Distance Education - Instruction in which the instructor and student are separated by distance and interact through the assistance of communication technology.
• District Office - An administrative facility, generally non- instructional, at a location separate from a college or campus. They are most common in multi-campus districts where more than one college and/or campus is served by a single administrative staff.
• DSA (Division of the State Architect) - Regulatory agency for the approval of building design and oversight of construction inspection.
• Educational Master Plan (EMP) - The portion of the Master Plan that defines the educational goals of BC and the existing and projected curricular offerings intended to achieve those outcomes.
• Education Center - A postsecondary operation established and administered by an existing college or district at a location away from the campus of the parent institution. An educational center is an operation planned to continue for three or more years and expected to enroll over 500 FTES by the third year of operation. The center typically has an on-site administrator and may offer programs leading to certificates and/or degree conferred by the parent institution.
• Education Programs - A group of courses or interrelated activities combined to enable achievement of a particular outcome.
• Enrollment - The level of student participation at a college. For the purposes of determining capital outlay funding, total enrollment is converted to FTES and WSCH.
• FMP - Facilities Master Plan
• Facilities - All of the capital assets of BC. May be divided into their physical components: Site, Buildings, Equipment and Systems.
• Facilities Systems - Used to be thought of as land, utilities, roads, buildings and equipment is now thought of in terms of ‘facilities systems’ where all physical components are educationally defined, interrelated and interdependent.
• Final Project Proposal (FPP) - Establishes the project justification, final scope and estimated costs for all acquisition, infrastructure, facility and systems projects. An FPP is a contractual grant application from a district. 
• Five-Year Construction Plans (5-YCP) - The portion of the Facilities Master Plan that defines the capital improvements BC will need if it is to achieve the learning outcomes specified in its College Master Plan.
• FTES - Full-Time Equivalent Students
• Future Site - A parcel of land acquired for future development and subsequently approved by the Board of Governors as eligible to receive State capital outlay funds to develop into a college or educational center.
• GSF (Gross Square Feet) - The sum of the floor areas of the building within the outside of the exterior walls, including all vertical penetration areas for circulation and shaft areas that connect one floor to another (ASF plus non-usable space).
• Group 1: Fixed Equipment - Building fixtures and service systems with the following characteristics:
  • Securely attached to the facility
  • Functions as part of the building
  • Removal results in visible damage to the building or impairs the designed use of the facility
  • Generally interpreted to be real property rather than personal property
  • Once installed, it loses its identity as a separate unit
• Group 2: Movable Equipment - Equipment that cannot be identified as ‘Group 1 – Fixed Equipment’. Usually can be moved from one location to another without significantly changing the effective functioning of facilities at either location.
• Information Technology - All electronic and optic educational delivery systems including multi-media, computer, telecommunications, networks and broadcast.
• Initial Project Proposal (IPP) - Introduces the concept and impacts on space intended by each IPP so that efforts can be made to determine which projects should continue into more detailed planning and development.
• Interactive Distance Education - Distance education in which the technology employed provides an immediate opportunity for exchange between participants.
• LEED - Leadership in Energy and Environmental Design
• Maintainability - The ability to preserve a facility in a serviceable, usable condition, free from failure or defect.
• Modernization - Facility modification to update functional features to meet contemporary standards.
• Notice of Completion - A notice fled by the owner of a construction project in which the project has been marked as completed by the county records office and all creditors have been paid.
• Notice-To-Proceed - Establishes the start date of construction and gives the contractor permission to work.
• Operations & Maintenance - Operations, maintenance, equipment upgrades and replacement, and minor remodeling because of change of occupant or program. Funded by the State Operations Budget.
• Path of Travel - The route a person would normally take to get from one point to another. It’s relevance to facility planning is most commonly used to address accessibility issues.
• Program - Educational course of instruction.
• Program Document - A published document that establishes the purpose, goals, objectives and baseline criteria in the design process.
• Project Management - The management of a capital project from planning through construction.
• Project Summary - A standard state form used to transmit any capital outlay budget change proposal.
• Relocatable Modular Building - DSA pre-approved structures, which are intended to be temporary in nature. These structures are 24’ x 40’ modules that can be constructed as stand-alone or joined to provide a more spacious facility.
• Renovation - Facility modification to refurbish the fit and furnish of the space.
• Room Type - Identifies the room by use or function (i.e. Lecture, Lab, Office, meeting room, etc.)
• Space Inventory (Or "Report 17") - A statistical legal record of the gross square footage and the assignable (i.e. usable) square footage of a college center.
• Substantial Completion - The stage of a construction or building project or a designated portion of the project that is sufficiently complete, in accordance with the construction contract documents, so that the owner may use or occupy the building project or designated portion thereof for the intended purpose.
• Sustainability
  • Utilization of products and materials that are considered to be renewable energy
  • Utilization of an energy source that is generated by means of renewable resources, such as solar power, wind or hydroelectricity
• Swing Space - Space that is utilized for the temporary relocation of classrooms, labs and offices that have been displaced due to construction activities.
• Space Inventory - Annual facility survey to establish an inventory of Assignable Square Feet for the campus.
• Telecommunications - All communication via telephone, wired and non-wired networks.
• Top Code - Rooms/spaces are assigned a particular use and function, a specific discipline or service. This 4-digit numeric code identifies the “type” of use that supports that particular room. Typically used
  to identify laboratory uses and functions.
• Universal Design - Design of buildings, products or environments to make them accessible to people, regardless of ageism, disability or other factors.
• Value Engineering - A review of engineering systems in a project to verify that the best system has been chosen given the budget and the functional criteria.
• Way Finding - The act of providing a cohesive and comprehensive signage program that directs a person from any given point to a desired destination. The critical feature of this program is to clearly
  describe the accessible path of travel for disabled persons.
• WSCH (Weekly Student Contact Hours) - The average amount of hours of student instruction conducted in a week in a primary term of an academic year.