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Bakersfield College

President's Evaluation Portfolio

President Sonya Christian and Trustees at Commencement.

2019-2020 Bakersfield College President's Portfolio

Prepared by Dr. Sonya Christian, President

This portfolio contains several pieces of work that paint a picture of the work President Christian completed over the last several years. Specifically, the portfolio includes the following elements:

Below is a high-level summary of President Christian’s key accomplishments across Bakersfield College’s Strategic Directions.

Student Learning

A commitment to provide holistic education that develops curiosity, inquiry, and empowered learners

Instruction

  • Interviewed and appointed all tenure-track faculty candidates for fall 2020
  • Celebrated the first pioneering graduating class of 17 Inmate Scholars with their Associate Degrees for Transfer in Communication
  • Transitioned BC’s Career Education online with the Online Education Initiative grant
  • Opened the BC Launchpad, an entrepreneurship center to provide a system of connected resources for students and the community to encourage business development and growth
  • Institutionalized the use of the eLumen tool to facilitate curriculum processes, learning and program outcomes assessment and reporting, and catalog accuracy
  • Launched badging and non-traditional credentialing

Administrative Services

  • Prepared and responded promptly to the evolving COVID-19 pandemic, shifting all instructional courses to alternative methods, and keeping employees safe with remote work capabilities

Challenges and Opportunities

In 2020-21, BC will commit to improving student learning by growing baccalaureate program enrollment and completion, CTE and online microcredentialing, development of applied learning opportunities for rural students in public health programs, and offering various course length and modality options to support learners returning to college.

Student Progression and Completion

A commitment to eliminate barriers that cause students difficulties in completing their educational goals

Instruction

  • Scaled Early College from 38 graduates in 2018 to 96 graduates in 2020
  • Welcomed 303 9th grade Cougar-Renegades as the first cohort of Early College students to begin with the McFarland Early College High School partnership
  • Developed a partnership with nonprofits, business leaders, and service providers to launch BC’s Homeless Initiatives and support a cohort of students experiencing homelessness to prepare for the workforce through Project HireUp
  • Secured $400k additional grant funds to scale the Mapper to UC Merced
  • Expanded rural initiatives and Early College initiatives to reach over 14,000 students and improve BC’s commitment to equitable access and completion
  • Named Champion of Higher Education by the Campaign for College Opportunity for increasing and streamlining transfer pathways

Student Affairs

  • Named the CCCCO Dr. John W. Rice Diversity Award recipient for advancing equitable completion through our Completion Coaching Community structure
  • Increased Associate Degree for Transfer Completion by 637% in five years through the Kern Promise: Finish-in-4 program and increased transfer offerings at BC Southwest
  • Developed partnership with Kern Medical, Dignity Health Systems, and Bakersfield Heart Hospital for BC’s RN students to join the workforce, answering the call for additional support during the COVID-19 pandemic while completing the semester hour requirement
  • Secured $400k additional grant funds to scale the Mapper to UC Merced
  • Established the Laptop Loaner Program
  • Institutionalized AB19 funding to incentivize full-time enrollment and remove financial barriers for first-time, full-time transfer students

Challenges and Opportunities

In 2020-21 BC will deepen its commitment to student progression and completion by scaling our intersegmental data alignment work with K12 partners and the CSU and UC systems. BC will also implement AdAstra software to leverage data analytics in scheduling.

Facilities

A commitment to improve the maintenance of and secure funding for college facilities, technology, and infrastructure for the next thirty years

Instruction and Student Affairs

  • Began construction and opened the temporary co-location of the BC SouthWest center on the CSU Bakersfield Campus
  • Grand Opening of the Vernon Valenzuela Veterans Resource Center in December 2019
  • Expanded the Industrial Automation Program in Delano with completion of the Computer Integrated Manufacturing and Advanced Programmable Logic Controller labs and increased resources in rural locations with $1 Million secured in the state Governor’s budget
  • Broke ground on the Science and Engineering building
  • Unveiled phase 1 of Memorial Stadium with new turf for the 2019 football season
  • Communicated progress on Measure J projects through regular reporting to the campus community and KCCD Board of Trustees.

Administrative Services

  • Focused college efforts on growing access and securing categorical and grant funding to advance the mission of the college and support students towards completion goals
  • Communicated matters related to facilities, technology, and infrastructure to the college community through ongoing campus-wide Budget Forums and the annual Closing the Loop document shared with campus governance groups
  • Renewed focus with the 2020-23 BC Technology Master Plan

Challenges and Opportunities

In the era of COVID-19, Bakersfield College has remained committed to our accelerated construction timeline. In 2020-21, BC will improve communication to the community about our Measure J projects. As we anticipate significant budget allocation reductions, BC will evaluate all services and instruction to ensure the highest efficiency in meeting our mission. In addition, BC will continue to aggressively pursue categorical and grant funding to stabilize support services critical to our completion agenda.

Leadership and Engagement

A commitment to build leadership within the college and engagement with the community

  • Renewed focus with the 2020-23 Educational Master Plan
  • Earned recognition as the 2019 Council for Higher Education International Quality Award (CIQG) recipient for meeting rigorous standards set forth by CHEA/CIQG
  • Hosted the sold-out statewide Intersegmental Pathways Symposium to discuss policy and alignment of pathways from K-12 to a college degree
  • Launched the HEAL collaborative with partners across the central valley to focus on the improvement of health, equity, education, economic mobility, and learning
  • Hosted the first HEAL Summit in October 2019 bringing together statewide public health policymakers and influencers to discuss rural health equity and education
  • Selected by IHEP and AIR for a proven track record of utilizing data to improve student success locally, regionally, and statewide to attend the IHEP Interactive Policy Summit
  • Hosted The Bill & Melinda Gates Foundation to discuss BC’s equity and completion agenda
  • Hosted Arun Gandhi in Delano as he addressed over 500 Early College students and the community in a talk promoting virtues of nonviolence
  • Launched the New Employee Orientation Workshops for all newly hired BC employees
  • Continued implementation and advancement of the 2018-21 Strategic Directions document aligned with the CCCCO Vision for Success and Guided Pathways framework
  • Chaired the California Educational Systems and Intersegmental Alignment Task Force
  • Served on the Student-Centered Funding Formula Task Force per Governor Newsom
  • Continued service to the Accrediting Commission for Community & Junior Colleges; led the search for a new ACCJC president as incoming Chair of the Commission
  • Expanded the Program Pathways Mapper tool to 30 California Community Colleges and 6 CSUs with the support of BC’s $2.3M CCCCO Innovation Award

Challenges and Opportunities

In 2020-21, BC will continue to lead statewide intersegmental work, with a focus on further scaling the Program Pathways Mapper tool to the UC system.

BC Graduation Sash

⇦ Back to 2019-20 Overview

State of the College

Bakersfield College’s finances, academics, student success outcomes, leadership, and innovation continue to be strong.

For more, read the entire:

2019 State of the College
President Sonya Christian

⇦ Back to 2019-20 Overview

Standard IV.B ISER

IV.B.1 | The institutional chief executive officer (CEO) has primary responsibility for the quality of the institution. The CEO provides effective leadership in planning, organizing, budgeting, selecting and developing personnel, and assessing institutional effectiveness.

Dr. Sonya Christian has served Bakersfield College (BC) very well as our tenth President. Beginning work in November 2012, Dr. Christian has taken BC to the next level of quality and commitment to educating the citizens of Kern County and meeting them where they are. Nearly 85% of the BC employees responded positively to the statement of her providing effective leadership in the BC Accreditation Survey administered in 2014 and the positive responses increased to nearly 88% in the 2017 accreditation survey—well beyond any sort of “honeymoon phase” a new college leader might experience (IV.B.1-1; IV.B.1-2). Furthermore, these positive responses were shared by both new employees (10 or less years experience at BC) and “veteran” employees (11 or more years experience at BC) (IV.B.1-3).

Dr. Christian led the effort in revamping and organizing our 2015-18 strategic plan into five strands or components that we call Strategic Directions (IV.B.1-4). This overhaul of our strategic planning provided the clarity we needed to pull the pieces together to support the primary Strategic Direction of Student Learning. Two supporting Strategic Directions that speak directly to this standard are:

  • Leadership and Engagement: A commitment to build leadership within the College and engagement with the community. This includes initiatives about professional development, increasing engagement of non-management employees in leadership, increasing and strengthening the connections to the community, and organization of our outreach and recruitment activities.
  • Oversight and Accountability: A commitment to improve oversight, accountability, sustainability, and transparency in all college processes. This includes initiatives about budget development, institutional research, SLO/PLO/ILO assessment, focus of committee work, and assessment of the initiatives in Strategic Directions (IV.B.1-5).

In June 2015, the Academic Senate commended President Sonya Christian for her “progressive, innovative, and visionary leadership, driving our institution to local, state, and national recognition as an exemplary educational leader.” In August 2015, the Executive Board of the Academic Senate commended the President’s role in “stable educational program development, student success, and leadership” (IV.B.1-6; IV.B.1-7).

Under Dr. Christian’s leadership, BC has revamped and reorganized its long-term Educational Master Plan (IV.B.1-8). No longer a hodge-podge of individual department plans, we describe in our response to Standard I.B how the 2017-20 Educational Master Plan has been set in the framework of institutional redesign to create the Guided Pathways System that promotes student success with an eye to promoting student equity in achievement and learning outcomes (IV.B.1-9).

In our responses to Standard III.D and other standards, we describe the annual Closing the Loop report that Dr. Christian established in 2013. With this report, the President’s Office explains how it translated the requests from program review and institutional planning documents (such as Strategic Directions, Educational Master Plan, etc.) into the allocation of resources reflected in the budget Dr. Christian recommends to the KCCD Chancellor for approval by the Board of Trustees (BOT). The evidence file is the latest end-of-year Closing the Loop report that shows the various tasks we do in planning, organizing, budgeting, selecting and developing personnel, and assessing under her leadership that enable the College to meet its mission and improve institutional effectiveness (IV.B.1-10).

Crowd in BC Outdoor Theater

Analysis and Evaluation

The evidence we provide above are some examples of Dr. Christian’s effective leadership that show how we meet the Standard. The Strategic Directions, Educational Master Plan (and other institutional plans), and Closing the Loop are data-rich documents, easily accessible by the public on our website—a clear demonstration of President Christian’s priority to sustain a culture of evidence and communicate to internal and external stakeholders our focus on student learning. Another example of this is the Renegade Scorecard website established under Dr. Christian’s leadership in March 2014 (IV.B.1-11; IV.B.1-12). Through the Renegade Scorecard, BC provides publicly accessible institutional data and information pertaining to student enrollment, student achievement, student engagement, student equity outcomes, and other key indicators of institutional effectiveness.

The Office of Institutional Effectiveness (OIE), established by Dr. Christian in 2016, now maintains the Renegade Scorecard. A Dean of Institutional Effectiveness leads the OIE, which includes a team of researchers, data coaches, and administrative support responsible for institutional research, integrated planning and assessment of critical institutional metrics so that we are able to evaluate our work in a timely, ongoing way. The president directly supervises the Dean of Institutional Effectiveness (IV.B.1-13; IV.B.1-14; IV.B.1-15).

Dr. Christian’s efforts to sustain an open culture of evidence and communication of our focus on student learning to external stakeholders laid the groundwork for the successful passage of the $504 million Measure J local bond that we describe more fully in our response to Standard IV.B.6 below, as well as in Standard III.B.

One last example of Dr. Christian’s effective leadership we will mention is the California Community College Guided Pathways system redesign. She led the application process to ensure BC was one of just three California Community Colleges, and among a competitive cohort of 30 colleges nationwide, selected to participate in the American Association of Community Colleges (AACC) Guided Pathways Project. Her leadership in adapting the national Guided Pathways Project to the structure and regulations of the California Community College system was critically important. She began presenting Guided Pathways at all the key leadership meetings in California and communicating to hundreds of California college leaders through newsletters (IV.B.1-16). After effectively building a strong basic understanding among a variety of leaders such as Academic Senate, Chief Instructional and Student Services Officer and college CEOs, and philanthropic educational groups, Dr. Christian coordinated both funding and leadership to create a California Guided Pathways Advisory Committee (CGPAC), serving as its chair (IV.B.1-17; IV.B.1-18). This team worked with educational funding sources and the California Community College Chancellor’s office to produce two statewide conferences (Redesigning Community Colleges in spring 2016 and Leadership Matters in spring 2017) that reached over 1,000 people to lay a foundation for the work (IV.B.1-19; IV.B.1-20). With Dr. Christian as chair, CGPAC worked with other state leaders to create the California Guided Pathways Project based on the AACC national project but customized to California’s unique legislative and regulative environment and educational practices and structure (IV.B.1-21). It is safe to say that without Dr. Christian’s leadership, the Guided Pathways statewide system redesign would not have happened.

⇦ Back to 2019-20 Overview

Evidence of accomplishments Aligned with KCCD Board Policy

STRATEGIC DIRECTION #1: STUDENT LEARNING

A commitment to provide holistic education that develops curiosity, inquiry, and empowered

Evidence Standard Board Policies
IV.B.1: Primary Responsibility 6A5B1; 6A5B2; 6AB5; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B16; 6A5B17
IV.B.2: Administrative Structure 6A5B2; 6A5B5
IV.B.3: Improves teaching and learning 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B17

STRATEGIC DIRECTION #2: STUDENT LEARNING

A commitment to eliminate barriers that cause students difficulties in completing their educational goals

Evidence Standard Board Policy
IV.B.1: Primary Responsibility 6A5B1; 6A5B2; 6AB5; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B16; 6A5B17
IV.B.3: Improves teaching and learning 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B17
IV.B.6: Communicates Effectively 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12

STRATEGIC DIRECTION #3: FACILITIES

A commitment to improve the maintenance of and secure funding for college facilities, technology, and infrastructure for the next thirty years

Evidence Standard Board Policy
IV.B.1: Primary Responsibility 6A5B1; 6A5B2; 6AB5; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B16; 6A5B17
IV.B.5: Effective Control 6A5B1; 6A5B10; 6A5B14
IV.B.6: Communicates Effectively 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12

STRATEGIC DIRECTION #4: LEADERSHIP & ENGAGEMENT

A commitment to build leadership within the college and engagement with the community

Evidence Standard Board Policy
IV.B.1: Primary Responsibility 6A5B1; 6A5B2; 6AB5; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B16; 6A5B17
IV.B.3: Improves teaching and learning 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B17
IV.B.4: Leads accreditation 6A5B1; 6A5B10; 6A5B14
IV.B.6: Communicates Effectively 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12
President Sonya Christian speaking at commencement.

2018-2019 Bakersfield College President's Portfolio

Prepared by Dr. Sonya Christian, President

This portfolio contains several pieces of work that paint a picture of the work President Christian completed over the last several years. Specifically, the portfolio includes the following elements:

Below is a high-level summary of President Christian’s key accomplishments across Bakersfield College’s Strategic Directions.

Three graduating Renegades hold their diplomas.

Student Learning

A commitment to provide holistic education that develops curiosity, inquiry, and empowered learners

Instruction

  • Interviewed and appointed all tenure-track faculty candidates for fall 2019
  • Grew the Bachelor of Science in Industrial Automation Program
  • Launched eLumen tool to facilitate curriculum processes, learning and program outcomes assessment and reporting, and catalog accuracy
  • Grew distance education course offerings

Student Affairs:

  • Oversaw Bakersfield College’s 2019-22 Student Equity Plan development and submission
  • Led recertification of BC’s Leader College distinction through Achieving the Dream

Administrative Services

  • Facilitated a comprehensive Administrative Structure Reorganization to improve quality of programs and services in advancing Bakersfield College’s mission

Challenges & Opportunities

In 2019-20, BC will commit to improving Student Learning by growing baccalaureate program enrollment and completion, CTE and online microcredentialing, developing a process for awarding credit for prior learning with a focus on student veterans, and growing key programs such as the entrepreneurship program and health equity.

President Christian placing baccalaureate hood on graduate.

Student Progression & Completion

A commitment to eliminate barriers that cause students difficulties in completing their educational goals

Instruction

  • Effectively grew enrollment and funding to massively expand faculty hiring
  • Utilized $2.3M CCCCO Innovation Award for the advancement of scalable guided pathways solutions, including the Program Pathways Mapper
  • Led BC’s early work toward AB 705 compliance and development of new placement practices and curricular development of co-requisites in transfer-level English and math
  • Expanded rural initiatives and Early College initiative to improve the college’s ability to meet the diverse and changing needs of its students in support of equity
  • Expanded Early College from 38 graduates in 2018 to 94 graduates in 2019
  • Led partnership with McFarland High School and community advisors to develop an Early College model for 303 incoming 9th grade students to enroll in BC courses in fall 2019
  • Accepted to participate in the Strategic Enrollment Management Project

Student Affairs

  • Awarded the CCCCO Student Success Award for Transfer Pathways
  • Awarded the Dr. John W. Rice Diversity & Equity Award for Completion Coaching Community design to advance equitable student success
  • Led the charge for a community-wide commitment to expand equitable educational access and attainment through Finish-in-4 Program
  • Engaged the Office of Institutional Effectiveness in the development of a Student-Centered Funding Formula Tool in order to stabilize the college in a new era of funding

Challenges & Opportunities

In 2019-20, BC will deepen its commitment to student progression and completion by improving our intersegmental data alignment work with K12 partners and the CSU system. To strengthen enrollment management practices, Bakersfield College will participate in the Strategic Enrollment Management Project to develop a comprehensive high-touch, high-tech strategy that leverages data analytics to meet student pathway needs.

Veterans' Resource Center construction.

Facilities

A commitment to improve the maintenance of and secure funding for college facilities, technology, and infrastructure for the next thirty years

Instruction and Student Affairs

  • Led effort to secure a physical co-location of the BC SouthWest center on the CSU Bakersfield Campus
  • Expanded Delano Campus facilities for the HVAC program with $1 million in funding secured by Assemblyman Rudy Salas
  • Broke ground on the Veteran’s Resource Center, to be unveiled in December 2019
  • Broke ground on the Campus Center (ABC Building)
  • Communicated progress on Measure J projects, including the Arvin campus center, to the Arvin community

Administrative Services

  • Focused college efforts on growing access and securing categorical and grant funds, leading to an increase in the college budget by 64 percent in the past five years
  • Communicated matters related to facilities, technology, and infrastructure to the college community through ongoing campus-wide Budget Forums and the annual Closing the Loop document shared with campus governance groups

Challenges & Opportunities

Bakersfield College continues to experience facilities availability challenges as our population grows tremendously. In 2019-20, BC will analyze space utilization data to make scheduling processes more efficient, identify office-sharing opportunities, and continue to grow online and dual enrollment course offerings to meet students demand in non-traditional ways.

In a time of funding formula changes, BC has been diligent in strategically positioning the college to meet the key performance-based funding metrics required for increasing funding to the college. In addition, BC will continue to aggressively pursue categorical and grant funding to stabilize support services critical to our completion agenda.

BC Faculty holding subject signs, Criminal Justice, Liberal Arts and Human services, in the processional.

Leadership & Engagement

A commitment to build leadership within the college and engagement with the community

  • Led BC’s seven-year full accreditation reaffirmation, earning zero recommendations for compliance, zero recommendations for improvement, and four commendations
  • Institutionalized the college’s guided pathways work by overseeing the Guided Pathways Implementation Team
  • Commissioned the development of the new, 2018-21 Strategic Directions document aligned with the CCCCO Vision for Success and Guided Pathways framework
  • Chaired the California Educational Systems and Intersegmental Alignment Task Force
  • Appointed by Governor Newsom to the Student Centered Funding Formula Task Force
  • Appointed Chair of the Accrediting Commission for Community & Junior Colleges
  • Expanded the Program Pathways Mapper tool to 30 California Community Colleges

Challenges & Opportunities

As Bakersfield College’s staff has grown in the past five years, it has become evident BC needs a robust onboarding and professional development strategy for new classified and management employees. In 2019-20, BC will develop a year-long new manager and new classified seminar series designed to orient new employees to our mission, culture, and expectations.

Bakersfield College has a rich history of seeding innovations locally and scaling those solutions statewide to advance outcomes for all students in California, and to secure legislated and grant dollars to support BC’s work. In 2019-20, BC will continue to lead statewide intersegmental work, with a focus on further scaling the Program Pathways Mapper tool to the CSU system.

BC Graduation Sash

⇦ Back to 2018-19 Overview

State of the College

Bakersfield College’s finances, academics, student success outcomes, leadership, and innovation continue to be strong. The annual 2017-18 headcount was 33,2571 producing 17,034 Full-time Equivalent Students (FTES), a 3.7% increase relative compared to 2017-18. BC has also expanded its inmate scholar and dual enrollment programs, which have proven an important source of growth college-wide over the past four years.

For more, read the entire:

2018 State of the College
President Sonya Christian

⇦ Back to 2018-19 Overview

Standard IV.B ISER

IV.B.1 | The institutional chief executive officer (CEO) has primary responsibility for the quality of the institution. The CEO provides effective leadership in planning, organizing, budgeting, selecting and developing personnel, and assessing institutional effectiveness.

Dr. Sonya Christian has served Bakersfield College (BC) very well as our tenth President. Beginning work in November 2012, Dr. Christian has taken BC to the next level of quality and commitment to educating the citizens of Kern County and meeting them where they are. Nearly 85% of the BC employees responded positively to the statement of her providing effective leadership in the BC Accreditation Survey administered in 2014 and the positive responses increased to nearly 88% in the 2017 accreditation survey—well beyond any sort of “honeymoon phase” a new college leader might experience (IV.B.1-1; IV.B.1-2). Furthermore, these positive responses were shared by both new employees (10 or less years experience at BC) and “veteran” employees (11 or more years experience at BC) (IV.B.1-3).

Dr. Christian led the effort in revamping and organizing our 2015-18 strategic plan into five strands or components that we call Strategic Directions (IV.B.1-4). This overhaul of our strategic planning provided the clarity we needed to pull the pieces together to support the primary Strategic Direction of Student Learning. Two supporting Strategic Directions that speak directly to this standard are:

  • Leadership and Engagement: A commitment to build leadership within the College and engagement with the community. This includes initiatives about professional development, increasing engagement of non-management employees in leadership, increasing and strengthening the connections to the community, and organization of our outreach and recruitment activities.
  • Oversight and Accountability: A commitment to improve oversight, accountability, sustainability, and transparency in all college processes. This includes initiatives about budget development, institutional research, SLO/PLO/ILO assessment, focus of committee work, and assessment of the initiatives in Strategic Directions (IV.B.1-5).

In June 2015, the Academic Senate commended President Sonya Christian for her “progressive, innovative, and visionary leadership, driving our institution to local, state, and national recognition as an exemplary educational leader.” In August 2015, the Executive Board of the Academic Senate commended the President’s role in “stable educational program development, student success, and leadership” (IV.B.1-6; IV.B.1-7).

Under Dr. Christian’s leadership, BC has revamped and reorganized its long-term Educational Master Plan (IV.B.1-8). No longer a hodge-podge of individual department plans, we describe in our response to Standard I.B how the 2017-20 Educational Master Plan has been set in the framework of institutional redesign to create the Guided Pathways System that promotes student success with an eye to promoting student equity in achievement and learning outcomes (IV.B.1-9).

In our responses to Standard III.D and other standards, we describe the annual Closing the Loop report that Dr. Christian established in 2013. With this report, the President’s Office explains how it translated the requests from program review and institutional planning documents (such as Strategic Directions, Educational Master Plan, etc.) into the allocation of resources reflected in the budget Dr. Christian recommends to the KCCD Chancellor for approval by the Board of Trustees (BOT). The evidence file is the latest end-of-year Closing the Loop report that shows the various tasks we do in planning, organizing, budgeting, selecting and developing personnel, and assessing under her leadership that enable the College to meet its mission and improve institutional effectiveness (IV.B.1-10).

Crowd in BC Outdoor Theater

Analysis and Evaluation

The evidence we provide above are some examples of Dr. Christian’s effective leadership that show how we meet the Standard. The Strategic Directions, Educational Master Plan (and other institutional plans), and Closing the Loop are data-rich documents, easily accessible by the public on our website—a clear demonstration of President Christian’s priority to sustain a culture of evidence and communicate to internal and external stakeholders our focus on student learning. Another example of this is the Renegade Scorecard website established under Dr. Christian’s leadership in March 2014 (IV.B.1-11; IV.B.1-12). Through the Renegade Scorecard, BC provides publicly accessible institutional data and information pertaining to student enrollment, student achievement, student engagement, student equity outcomes, and other key indicators of institutional effectiveness.

The Office of Institutional Effectiveness (OIE), established by Dr. Christian in 2016, now maintains the Renegade Scorecard. A Dean of Institutional Effectiveness leads the OIE, which includes a team of researchers, data coaches, and administrative support responsible for institutional research, integrated planning and assessment of critical institutional metrics so that we are able to evaluate our work in a timely, ongoing way. The president directly supervises the Dean of Institutional Effectiveness (IV.B.1-13; IV.B.1-14; IV.B.1-15).

Dr. Christian’s efforts to sustain an open culture of evidence and communication of our focus on student learning to external stakeholders laid the groundwork for the successful passage of the $504 million Measure J local bond that we describe more fully in our response to Standard IV.B.6 below, as well as in Standard III.B.

One last example of Dr. Christian’s effective leadership we will mention is the California Community College Guided Pathways system redesign. She led the application process to ensure BC was one of just three California Community Colleges, and among a competitive cohort of 30 colleges nationwide, selected to participate in the American Association of Community Colleges (AACC) Guided Pathways Project. Her leadership in adapting the national Guided Pathways Project to the structure and regulations of the California Community College system was critically important. She began presenting Guided Pathways at all the key leadership meetings in California and communicating to hundreds of California college leaders through newsletters (IV.B.1-16). After effectively building a strong basic understanding among a variety of leaders such as Academic Senate, Chief Instructional and Student Services Officer and college CEOs, and philanthropic educational groups, Dr. Christian coordinated both funding and leadership to create a California Guided Pathways Advisory Committee (CGPAC), serving as its chair (IV.B.1-17; IV.B.1-18). This team worked with educational funding sources and the California Community College Chancellor’s office to produce two statewide conferences (Redesigning Community Colleges in spring 2016 and Leadership Matters in spring 2017) that reached over 1,000 people to lay a foundation for the work (IV.B.1-19; IV.B.1-20). With Dr. Christian as chair, CGPAC worked with other state leaders to create the California Guided Pathways Project based on the AACC national project but customized to California’s unique legislative and regulative environment and educational practices and structure (IV.B.1-21). It is safe to say that without Dr. Christian’s leadership, the Guided Pathways statewide system redesign would not have happened.

College Council at BCSW

⇦ Back to 2018-19 Overview

Evidence of accomplishments Aligned with KCCD Board Policy

STRATEGIC DIRECTION #1: STUDENT LEARNING

A commitment to provide holistic education that develops curiosity, inquiry, and empowered

Evidence Standard Board Policies
IV.B.1: Primary Responsibility 6A5B1; 6A5B2; 6AB5; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B16; 6A5B17
Administrative Reorganization IV.B.2: Administrative Structure 6A5B2; 6A5B5
IV.B.3: Improves teaching and learning 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B17

STRATEGIC DIRECTION #2: STUDENT PROGRESSION AND COMPLETION

A commitment to eliminate barriers that cause students difficulties in completing their educational goals

Evidence Standard Board Policy
IV.B.1: Primary Responsibility 6A5B1; 6A5B2; 6AB5; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B16; 6A5B17
IV.B.3: Improves teaching and learning 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B17
IV.B.6: Communicates Effectively 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12

STRATEGIC DIRECTION #3: FACILITIES

A commitment to improve the maintenance of and secure funding for college facilities, technology, and infrastructure for the next thirty years

Evidence Standard Board Policy
IV.B.1: Primary Responsibility 6A5B1; 6A5B2; 6AB5; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B16; 6A5B17
Closing the Loop IV.B.5: Effective Control 6A5B1; 6A5B10; 6A5B14
IV.B.6: Communicates Effectively 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12

STRATEGIC DIRECTION #4: LEADERSHIP & ENGAGEMENT

A commitment to build leadership within the college and engagement with the community

Evidence Standard Board Policy
IV.B.1: Primary Responsibility 6A5B1; 6A5B2; 6AB5; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B16; 6A5B17
CA Educational Systems and Intersegmental Pathways Task Force Charge IV.B.3: Improves teaching and learning 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12; 6A5B14; 6A5B17
IV.B.4: Leads accreditation 6A5B1; 6A5B10; 6A5B14
IV.B.6: Communicates Effectively 6A5B1; 6A5B6; 6A5B10; 6A5B11; 6A5B12
President Sonya Christian

2017-2018 Bakersfield College President's Portfolio

Prepared by Dr. Sonya Christian, President

This portfolio contains several pieces of work that paint a picture of the work President Christian completed over the last several years. Specifically, the portfolio includes the following elements:

Below is a high-level summary of President Christian’s key accomplishments across Bakersfield College’s Strategic Directions.

Three Graduating Renegades

Student Learning

A commitment to provide holistic education that develops curiosity, inquiry, and empowered learners

  • Secured $200k to advance student learning and assessment related to Institutional Learning Outcomes, Program Learning Outcomes, and Student Learning Outcomes
  • Led BC’s application and selection to participate as one of fifteen colleges in the baccalaureate degree pilot program to serve the needs of our community in line with our mission
  • Led the development of 30 Associate Degrees for Transfer; recognized by the Campaign for College Opportunity for exponential growth
  • Engaged in the development of a $2.5 million Title V grant to expand Academic Support Services, Extend the Classroom to support student learning and achievement
Degree Cover

Student Progression & Completion

A commitment to eliminate barriers that cause students difficulties in completing their educational goals

  • Awarded $2.3M for the CCCCO Innovation Award for the advancement of scalable guided pathways solutions, including the Program Pathways Mapper
  • Led the charge for a community-wide commitment to expand equitable educational access and attainment through The Kern Promise
  • Secured $750k to expand transfer pathway work with Kern High School District and CSU Bakersfield to expand The Kern Promise efforts to the Finish in 4 Project
  • Expanded rural initiatives to improve the college’s ability to meet the diverse and changing needs of its students in support of equity
  • Envisioned and activated the Completion Coaching Community model through the Guided Pathways System to provide accurate and timely academic information
  • Created a fully-staffed Office of Outreach & School Relations to ensure equitable access to all students, regardless of service location
  • Led BC’s early adoption of Multiple Measures of Assessment in student placement
  • Narrowed college-wide achievement gaps for African American students
  • College ranked first in California for mid-career earnings among graduates
Two Cadets Outside Memorial Stadium

Facilities

A commitment to improve the maintenance of and secure funding for college facilities, technology, and infrastructure for the next thirty years

  • Successfully led a community-wide Bond campaign, Measure J, to secure $502 million with a 65% pass rate to improve facilities necessary to support BC’s programs and services
  • Developed a robust Facilities Master Plan, incorporating sustainable campus revitalization and enhancements
BC Faculty

Leadership & Engagement

A commitment to build leadership within the college and engagement with the community

  • Catalyzed campus-wide value on agility, innovation, and continual improvement through a distributed leadership model through which faculty, staff, and students are encouraged and supported in taking initiative for institutional improvement
  • Effectively grew enrollment and funding to massively expand faculty hiring, with nearly 100 new faculty hired in the past five years to ensure the quality of educational programs and services
  • Led application process to ensure BC was one of just three California community colleges selected to participate in the AACC Guided Pathways Project
  • Initiated community leader meetings and BCLearns professional development strategy to engage faculty, staff, and students in sustained, substantive, and collegial dialog; statewide summits include topics on Guided Pathways, Change Leadership, and AB 705 Legislation
  • Revamped and reorganized the long-term Educational Master Plan utilizing the framework of institutional redesign to create the Guided Pathways System
  • Earned Leader College recognition through Achieving the Dream
  • College ranked first in California for mid-career earnings among graduates
  • Focused college efforts on growing access and securing categorical and grant funds, leading to an increase in the college budget by 64 percent in the past five years
  • Institutionalized the college’s guided pathways work by establishing the Guided Pathways Implementation Team
  • Recognized as the Kern County Black Chamber of Commerce Corporate Partner of the Year in spring 2018
President Sonya Christian and SGA Representatives

Oversight & Accountability

A commitment to improve oversight, accountability, sustainability, and transparency in all college processes

  • Catalyzed campus-wide value on agility, innovation, and continual improvement through a distributed leadership model through which faculty, staff, and students are encouraged and supported in taking initiative for institutional improvement
  • Commissioned the development of the publicly-accessible Renegade Scorecard to broadly communicate results of assessment and evaluation activities
  • Updated college data metrics, establishing BC’s early momentum points to ensure a commitment to high quality education, student achievement, and student learning
  • Initiated the Closing the Loop document to explain how technology requests via Program Review enable us to meet our mission
BC Graduation Sash

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State of the College

Bakersfield College (BC) continues its strong growth and leadership among community colleges in the state, particularly in its implementation of guided pathways. The annual 2016-17 headcount was 31,292 producing 15,879 Full-time Equivalent Students (FTES), a 7% increase relative compared to 2015-16. Early indications from fall 2017 enrollments indicate that more growth is projected for 2017-18.

In addition to growth in traditional first-time students, the College has greatly expanded its inmate scholar and dual enrollment programs and these programs have been an important source of growth over the past two years. The College has also been aggressively integrating new categorical and grant dollars (BSI, SSSP, Equity, Federal grants and state grants) to advance student access, success and learning.

For more, read the entire:

2017 State of the College
President Sonya Christian

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Standard IV.B ISER

IV.B.1 | The institutional chief executive officer (CEO) has primary responsibility for the quality of the institution. The CEO provides effective leadership in planning, organizing, budgeting, selecting and developing personnel, and assessing institutional effectiveness.

Dr. Sonya Christian has served Bakersfield College (BC) very well as our tenth President. Beginning work in November 2012, Dr. Christian has taken BC to the next level of quality and commitment to educating the citizens of Kern County and meeting them where they are. Nearly 85% of the BC employees responded positively to the statement of her providing effective leadership in the BC Accreditation Survey administered in 2014 and the positive responses increased to nearly 88% in the 2017 accreditation survey—well beyond any sort of “honeymoon phase” a new college leader might experience (IV.B.1-1; IV.B.1-2). Furthermore, these positive responses were shared by both new employees (10 or less years experience at BC) and “veteran” employees (11 or more years experience at BC) (IV.B.1-3).

Dr. Christian led the effort in revamping and organizing our 2015-18 strategic plan into five strands or components that we call Strategic Directions (IV.B.1-4). This overhaul of our strategic planning provided the clarity we needed to pull the pieces together to support the primary Strategic Direction of Student Learning. Two supporting Strategic Directions that speak directly to this standard are:

  • Leadership and Engagement: A commitment to build leadership within the College and engagement with the community. This includes initiatives about professional development, increasing engagement of non-management employees in leadership, increasing and strengthening the connections to the community, and organization of our outreach and recruitment activities.
  • Oversight and Accountability: A commitment to improve oversight, accountability, sustainability, and transparency in all college processes. This includes initiatives about budget development, institutional research, SLO/PLO/ILO assessment, focus of committee work, and assessment of the initiatives in Strategic Directions (IV.B.1-5).

In June 2015, the Academic Senate commended President Sonya Christian for her “progressive, innovative, and visionary leadership, driving our institution to local, state, and national recognition as an exemplary educational leader.” In August 2015, the Executive Board of the Academic Senate commended the President’s role in “stable educational program development, student success, and leadership” (IV.B.1-6; IV.B.1-7).

Under Dr. Christian’s leadership, BC has revamped and reorganized its long-term Educational Master Plan (IV.B.1-8). No longer a hodge-podge of individual department plans, we describe in our response to Standard I.B how the 2017-20 Educational Master Plan has been set in the framework of institutional redesign to create the Guided Pathways System that promotes student success with an eye to promoting student equity in achievement and learning outcomes (IV.B.1-9).

In our responses to Standard III.D and other standards, we describe the annual Closing the Loop report that Dr. Christian established in 2013. With this report, the President’s Office explains how it translated the requests from program review and institutional planning documents (such as Strategic Directions, Educational Master Plan, etc.) into the allocation of resources reflected in the budget Dr. Christian recommends to the KCCD Chancellor for approval by the Board of Trustees (BOT). The evidence file is the latest end-of-year Closing the Loop report that shows the various tasks we do in planning, organizing, budgeting, selecting and developing personnel, and assessing under her leadership that enable the College to meet its mission and improve institutional effectiveness (IV.B.1-10).

Crowd in BC Outdoor Theater

Analysis and Evaluation

The evidence we provide above are some examples of Dr. Christian’s effective leadership that show how we meet the Standard. The Strategic Directions, Educational Master Plan (and other institutional plans), and Closing the Loop are data-rich documents, easily accessible by the public on our website—a clear demonstration of President Christian’s priority to sustain a culture of evidence and communicate to internal and external stakeholders our focus on student learning. Another example of this is the Renegade Scorecard website established under Dr. Christian’s leadership in March 2014 (IV.B.1-11; IV.B.1-12). Through the Renegade Scorecard, BC provides publicly accessible institutional data and information pertaining to student enrollment, student achievement, student engagement, student equity outcomes, and other key indicators of institutional effectiveness.

The Office of Institutional Effectiveness (OIE), established by Dr. Christian in 2016, now maintains the Renegade Scorecard. A Dean of Institutional Effectiveness leads the OIE, which includes a team of researchers, data coaches, and administrative support responsible for institutional research, integrated planning and assessment of critical institutional metrics so that we are able to evaluate our work in a timely, ongoing way. The president directly supervises the Dean of Institutional Effectiveness (IV.B.1-13; IV.B.1-14; IV.B.1-15).

Dr. Christian’s efforts to sustain an open culture of evidence and communication of our focus on student learning to external stakeholders laid the groundwork for the successful passage of the $504 million Measure J local bond that we describe more fully in our response to Standard IV.B.6 below, as well as in Standard III.B.

One last example of Dr. Christian’s effective leadership we will mention is the California Community College Guided Pathways system redesign. She led the application process to ensure BC was one of just three California Community Colleges, and among a competitive cohort of 30 colleges nationwide, selected to participate in the American Association of Community Colleges (AACC) Guided Pathways Project. Her leadership in adapting the national Guided Pathways Project to the structure and regulations of the California Community College system was critically important. She began presenting Guided Pathways at all the key leadership meetings in California and communicating to hundreds of California college leaders through newsletters (IV.B.1-16). After effectively building a strong basic understanding among a variety of leaders such as Academic Senate, Chief Instructional and Student Services Officer and college CEOs, and philanthropic educational groups, Dr. Christian coordinated both funding and leadership to create a California Guided Pathways Advisory Committee (CGPAC), serving as its chair (IV.B.1-17; IV.B.1-18). This team worked with educational funding sources and the California Community College Chancellor’s office to produce two statewide conferences (Redesigning Community Colleges in spring 2016 and Leadership Matters in spring 2017) that reached over 1,000 people to lay a foundation for the work (IV.B.1-19; IV.B.1-20). With Dr. Christian as chair, CGPAC worked with other state leaders to create the California Guided Pathways Project based on the AACC national project but customized to California’s unique legislative and regulative environment and educational practices and structure (IV.B.1-21). It is safe to say that without Dr. Christian’s leadership, the Guided Pathways statewide system redesign would not have happened.

College Council at BCSW

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Board Policy 6A5B1-6A5B25

6A5B College President

6A5B1

As the executive head of a College, the President is responsible to the Chancellor of the District. As chief administrator of the College, the President shall be responsible for maintaining the policies, procedures, rules, and regulations as set forth by the Chancellor, the Board of Trustees, the California Education Code, the Board of Governors of the California Community Colleges, and the general laws of California and of the United States of America. The President shall have the authority to delegate areas of responsibility as permitted by law.

6A5B2

The President shall make recommendations to the Chancellor for the employment, retention, and dismissal of all staff.

6A5B5

The President shall appoint management representatives to standing and ad hoc committees and designate the chairs of College-wide committees according to College policy and the law. (Revised June 6, 1999)

6A5B7

The Presidents shall represent the College as appropriate at conferences and meetings and with county, state, and federal offices.

6A5B9

The President shall recommend to the Chancellor budget, curricular, facility, and employee requirements essential to effective operations of the College. (Revised February 3, 2005)

6A5B11

The President shall direct articulation efforts with high school districts and institutions of higher education.

6A5B12

The President shall appoint all citizen committees advisory to College programs after consultation with department or division chairs.

6A5B14

The President shall direct the efforts of a College toward a realization of its purposes and interpret the College's programs accurately and effectively to the various publics being served.

6A5B16

The President shall appoint department/ division chairs according to College policy. (Revised June 6, 1999)

6A5B17

The President shall be responsible for campus adherence to adopted courses of study with such exceptions as may be authorized by the Chancellor.

6A5B20

The President shall be responsible for the development of such rules for the use of buildings, grounds, and equipment as shall ensure their being kept in a neat, secure, and sanitary condition.

6A5B21

The President shall be responsible for the learning climate and have the right to administer suitable and proper corrective measures for student misconduct. This may include suspension from classes, disciplinary probation, revocation of Associated Student Body privileges, or other suitable means.

6A5B25

The President shall delegate, subject to the approval of the Chancellor, any of the powers and duties entrusted to him/her, but in every instance he/she shall continue to be responsible to the Chancellor for the execution of the powers and duties delegated.

Kern Community College District