Strategic Directions

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Strategic Directions Reports 2021-2024

PDF: 2021-2024 Strategic Directions

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1. Student Learning A commitment to provide a holistic education that develops curiosity, inquiry, and empowered learners.

#	Initiative	Measurement	Lead Scorer	Other Scorers
Humanizing Learning
1.1	Adoption of instructional and communication tools and resources.	Resources created and hosted on web.	Dean of Instruction, Academic Technology	Instructor, Instructional Technology
1.2	Trainings and workshops for faculty on pedagogical strategy.	Trainings offered on regular schedule.	Dean of Instruction, Academic Technology	Instructor, Instructional Technology
1.3	Direct, one-on-one and group instructional design help to shape each course to be more humanized and more equitable.	Cohorts 2 & 3 completed with Person Up.	Dean of Instruction, Academic Technology	Instructor, Instructional Technology
Inmate Education
1.4	Build Inmate Education collaborations in new locations.	List of new locations and establish a pilot course at each location.	Program Manager, Inmate Scholars	N/A
1.5	Offer re-entry services to formerly incarcerated students.	Report identifying services provided. (Dedicated Counselor for formerly incarcerated students will develop and maintain list of formerly incarcerated students and services provided.	Program Manager, Inmate Scholars	N/A
OER's/Instructional Resources
1.6	Develop college-wide plan for OER.	Presentation of plan to Governance.	Dean of Instruction, Academic Technology	Program Manager, Academic Technology and Professional Development
1.7	Develop OER-supported course shells for 15 high-impact courses	Completion of course shells through Person Up.	Dean of Instruction, Academic Technology	Program Manager, Academic Technology and Professional Development
1.7		Completion of course shells through Person Up.	Dean of Instruction, Academic Technology	Instructor, Instructional Technology
Adult Education
1.8	Increase approved non-credit certificate course offerings by 20% yearly.	Tableau Historical Trend Dashboard.	Executive Director-Rural Initiatives	AEP Program Managers, Curriculum Committee Co-Chairs; Deans of Instruction
1.9	Enroll and serve 75 participants by 2022 (SOAR).	COF- Grant reporting.	Executive Director-Rural Initiatives	CTE Program Manager, AEP Program Managers
1.10	Graduate 9 cohorts of students (Project HireUp).	Report displaying graduates for 9 cohorts of students.	Executive Director-Rural Initiatives	CTE Program Manager,AEP Program Managers
1.11	Increase Adult School student DE & CE enrollment by 5%.	Establish a process for onboarding DE & CE Adult School students. Process published in Adult Education website. Tableau Enrollment Dashboard.	Executive Director-Rural Initiatives	Admissions and Records, AEP Program Managers
Career Technical Education
1.12	Expand workforce development opportunities into the Energy Program.	Energy web site, Advisory board minutes, posted webinar sessions.	Director, Technology and Transfer Workforce Development	Curriculum Co-chairs, Program leads (faculty representation)
1.13	Implement Credit for Prior Learning units for equivalent experience from the industry.	Board docs related to Credit for Prior Learning, Credit for Prior Learning website.	Dean of Instruction (CTE)	Curriculum Co-chairs, Director, Veterans Services, Director, Enrollment Services
1.14	Increase the median annual earning for student exiting programs will support the students.	Launchboard and student success data reports, KCCD Institutional effectiveness dashboard data.	Dean of Instruction (CTE)	Program Manager, Student Employment
1.15	Increase success rate for CTE courses (Core Indicator 1 Technical Skill Attainment) to 90% reducing repeating courses.	Institutional Effectiveness dashboard data.	Dean of Instruction (CTE)	CCTP2 Program Manager , CTE Committee, KCCD Institutional Research analyst specific to CTE
1.16	Develop 3 additional apprenticeship programs working with various industry partners (retail/hospitality, automotive, and electronics).	Approval from the state and development of program.	Dean of Instruction (CTE)	Curriculum Co-chairs
Career Technical Education (Internships)
1.17	Expand Student Employment placements on campus, creating more career related opportunities that allow them to enroll in Work Experience to gain credit.	Documented growth above baseline. JobSpeaker data to show increase of work experience and job placements.	Program Manager, Student Employment	Job Development Specialist, Director, Financial Aid
1.18	Increase the enrollment of Work Experience by 10%.	Utilize KCCD dashboard to show increase in enrollment.	Program Manager, Student Employment	Director, Institutional Effectiveness
1.19	Actively participate in meetings with the Workforce Investment Board, America's Job Center of California and Chamber of Commerce to engage potential employers.	Career education website advisory board pages.	Dean of Instruction (CTE)	Program Manager, Student Employment, Job Development Specialist

2. Student Progression & Completion A commitment to eliminate barriers that cause students difficulties in completing their educational goals.

#	Initiative	Measurement	Lead Scorer	Other Scorers
Auto Enrolling in Default Pathways
2.1	Develop a process to handle auto -enrollment for new students.	Project management outline available for a process to handle auto-enrollment.	Dean for Enrollment Management	Lead for Starfish
2.2	Implement a process for autoenrollment for new students.	Process created utilizing technology to auto-enroll new students (collaboration with KCCD DO IT, N2N, & Starfish to electronically enroll students based off of their ed plan data).	Dean for Enrollment Management	Lead for Starfish, KCCD DO IT Manager
2.3	Automatically enroll 100% of new students over the span of the next three years.	Report of students auto-enrolled (collaboration with outreach to ensure included in orientation process for students to opt into the process).	Dean for Enrollment Management	Lead for Starfish, KCCD DO IT Manager, Executive Director for Outreach, Assistant Director for Outreach
8 Week Sessions
2.4	Increase the number of 8+8 programs by 3.	Data from scheduling software and information 8+8 webpage.	Program Manager, BCSW	Director, Student Success & Counseling
2.5	Increase the number of courses offered in the 8-week format by 10%.	Reports from the scheduling software.	Program Manager, BCSW	Director, Student Success & Counseling
2.6	Build a repository of 8-week program maps into Program Mapper.	Program Mapper Inclusion.	Program Mapper Leads	Dean, Institutional Effectiveness, Program Manager, BCSW
Competency Based Education
2.7	Bakersfield College will use current decision-making structures and research-based data to identify a program that would be best suited to create a direct assessment-CBE alternative for students.	Select a program for CCCCO CBE pilot.	CBE Implementation Team Co-Chairs	Dean, Academic Technology
2.8	Bakersfield College will work with external partners (community, industry, K12, higher education) to develop a clear path for students entering and exiting the program, whether through graduation or transfer to a credit-based system.	Complete related modules in CCCCO CBE pilot.	CBE Implementation Team Co-Chairs	Dean, Academic Technology
2.9	Bakersfield College will collaborate with the appropriate stakeholders to ensure rigor of the program and to plan for wrap-around services for students from diverse background and learning needs.	Complete related modules in CCCCO CBE pilot.	CBE Implementation Team Co-Chairs	Dean, Academic Technology
Early College
2.10	Continue connecting dual and concurrent enrollment opportunities to guided pathways and scaling up Early College implementation with high school partners. Increase dual enrollment course offerings at high school sites.	Increase certificate and degree completion pathways available at the high schools, and the number of students graduating from high school with college certificates and degrees. Increase student enrollments in dual and concurrent enrollment courses, specifically with African American high school students.	Program Director, Early College	Executive Director, Outreach and Dual Enrollment
2.11	Continue to streamline Early College enrollment processes.	Replace paper Dual/Concurrent Enrollment form with online process. Integrate new online form with Banner to auto-enroll dual enrollment students.	Program Director, Early College	Executive Director, Outreach and Dual Enrollment
Non-Credit Courses/Career Development College Preparation
2.12	Identify current community needs that can be best served through noncredit courses and/ or programs and address those needs systematically.	Document list of noncredit courses and programs, including proposed ones.	Program Manager, Adult Education	Dean of Instruction (CTE), Curriculum Co-Chairs
2.13	Institutionalize college-wide processes and best practices for developing, offering, and reviewing on noncredit courses and/or programs.	Update Curriculum Committee Reference Guides/Handbook.	Co-chairs Curriculum Committee	Program Manager, Adult Education, Program Review Co-Chairs
2.14	Clarify student on-ramps and off-ramps for entering and transitioning out of noncredit courses and/or programs including the utilization of the Program Pathways Mapper.	Establish internal credit/ noncredit CPL process and publish noncredit options in the PPM.	Curriculum Co-Chairs	Dean of Institutional Effectiveness
Leadership Institute
2.15	Create and launch an Applied Leadership Program.	Enrollment of students in program.	Dean, Academic Technology	Education department chair
Data Driven Support
2.16	Provide an easily accessible web page that details who the data coaches are and which area they support.	A current web page with the information.	Dean, Institutional Effectiveness	N/A
2.17	Improve tracking of the effectiveness of enrollment and retention campaigns.	Develop method for evaluating impact of Starfish-based communication campaigns, beginning with enrollment focused campaigns.	Dean, Institutional Effectiveness	Starfish lead
2.18	Leverage the integration of Starfish data in the Research Data Warehouse to better understand and track student plans and activities, including meetings with counselors, and receipt of/response to Starfish flags.	use RDW to calculate and report on-path percentage based on students' education plans; and develop model of impact of Starfish flags and activities, including student meetings with counselors.	Dean, Institutional Effectiveness	Starfish lead
Financial Aid
2.19	Increase financial applications by 5% over the next three years.	Tableau Dashboards (ISS and Program Review).	Director of Financial Aid	N/A
2.20	Increase financial awareness by 5% over the next three years.	Summer bridge participation, expanding through Financial aid's social media, emails, text and Five9 (software) phone calls.	Director of Financial Aid	N/A
Academic Support
2.21	Make the Lab more relevant to student needs and objectives by redesigning the PLATO-based learning software curriculum so that it reflects a CBE (Competency Based Education) model	Completion of CBE tracks.	Education department chair	Dean, Academic Technology
2.22	Discuss the arrangement for post Pandemic Tutoring with 3 physical sites and now a permanent 4th component, Tutoring Online, and draw up a plan before mid-summer 2021.	Launch of redesigned tutoring.	Education department chair	Dean, Academic Technology
Enrollment Trends Related to the Pandemic
2.23	Data focused calling campaigns organized by Affinity Group, Pathway, and/or academic department.	Number of additional units of enrollment post-campaign above baseline trend (difference- indifference analysis).	Program Director, Outreach and School Relations	Dean of Instruction (Guided Pathways)
2.24	Distribution of CARES Act & HEERF monies for incentives.	Impact of CARES Act & HEERF funds on student enrollment, above baseline trend.	VP, Student Affairs	Dean of Institutional Effectiveness, Director of Financial Aid
2.25	Increase flexible scheduling and modality options (e.g., hybrid).	Dashboard showing trend in modality options over time, by term.	Program Director, Outreach and School Relations	Enrollment Management Co-chairs
Student Health and Basic Needs
2.26	The Student Health and Wellness Center looks to expand its current services by adding online screenings, more immunizations on campus, teleconsults with a licensed therapist to help with local referrals, and to expand on mental health services.	Documented expansion of services added.	Director, Student Life	Program Manager, Adult Education
2.27	The Renegade Pantry program looks to continue its drive-thru service to allow an option for students to pick up food supplies during the COVID-19 crisis.	Report on quantity served.	Director, Student Life	Program Manager, Adult Education
2.28	Make grab-and-go options and pop-up pantries a readily available means to students around the campus on a weekly basis.	Documented grab-and-go options for each week. Photos of grab- and-go pantries.	Director, Student Life	Program Manager, Adult Education
Dual Enrollment
2.29	Develop dual admissions pilot with CSUB.	Proposal to merge CCCApply and CSU Apply. Onboarding and enrolling 500 dual admission students.	Director, Enrollment Services	Dean of Institutional Effectiveness; Director of Admissions, CSUB

3. Infrastructure and Resource Development A commitment to cultivating resources to provide a quality educational infrastructure and continuously improve the student learning environment.

#	Initiative	Measurement	Lead Scorer	Other Scorers
Private Philanthropy and Building Naming
3.1	Identify naming opportunities for the new Measure J funded buildings to honor donors and provide additional revenue for the college.	List of buildings that have been named through the process along with donation amount.	Executive Director, Foundation	Foundation Board, Budget Manager
3.2	Expand alumni donations and engagement.	Documented alumni donations.	Executive Director, Foundation	N/A
3.3	Leverage BC Foundation Board of Directors to expand college network for fund development purposes.	Documented additional donors as a result of work with Foundation board.	Executive Director, Foundation	N/A
External Internet
3.4	Improve the reliability of existing Wi-Fi in all of our internal spaces.	Wi-Fi heatmaps demonstrating the coverage by each access point.	Director, Information Technology	ISIT
3.5	Expand the Wi-Fi footprint to include all of our green spaces and parking lots.	Wi-Fi heatmaps demonstrating the coverage by each access point.	Director, Information Technology	ISIT
3.6	Evaluate the use of Wi-Fi mesh networks to extend the campus Wi-Fi signal into rural areas.	Documented plan for extending the campus network.	Director, Information Technology	ISIT, Program Manager, Rural Initiatives
Campus Beautification
3.7	Completion of the Peace Garden Complex.	Photos of final completed project.	Director, Facilities	Facilities Committee, Director, Student Life
3.8	Completion of new Science & Engineering Building.	Photos of completed project.	Director, Facilities	Facilities Committee
3.9	Completion of new Athletics Center (gym).	Photos of completed project.	Director, Facilities	Facilities Committee
3.10	Completion of the re-model of the Welcome Center.	Photos of completed project.	Director, Facilities	Facilities Committee
3.11	Completion of the re-model of the Administrative Services building (former bookstore and business office).	Photos of completed project.	Director, Facilities	Facilities Committee

4. Leadership & Engagement A commitment to build leadership within the College and engagement with the community.

#	Initiative	Measurement	Lead Scorer	Other Scorers
Economic and Workforce Development
4.1	High Roads Training Partnership BC/KCCD will develop a strategic workforce development plan to prepare workers for quality high roads jobs projected to be in demand over the next 30-50 years.	Documented plan.	Director, Communications and Community Relations	Admin and Faculty Leads of HRTP Branches: Energy TTWD, HEAL & AG , Lead, HRTP/Kern Regional Workforce Development steering group
4.2	Curriculum development: develop at least two degree or certificate programs, credit or non-credit, consistent with the goals of HRTP (see #1).	Identified in BC Catalog.	Energy TTWD Curriculum Taskforce	Curriculum Co-chairs
4.3	Offer 3 webinars aimed at sharing information to the broader community regarding the researching findings of the HRTP project.	HRTP Webpage, Agendas for Webinars.	Director, Communications and Community Relations	Admin and Faculty Leads of HRTP Branches: Energy TTWD, HEAL & AG, Lead, HRTP/Kern Regional Workforce Development steering group
Faculty Diversification and Development
4.4	Need for fiscal and human resources to expand the scope of the Faculty Diversification program.	Hiring of FT Faculty member to lead program.	Dean, Academic Technology	N/A
4.5	There will be a need for faculty mentors to play an active role in guiding fellows explore and develop practices for teaching in a diverse college setting.	Recruitment of faculty mentors and program for recruitment.	Dean, Academic Technology	N/A
4.6	Foster and cultivate newly hired URM faculty to improve diversification.	Cohort graduates increase year over year.	Dean, Academic Technology	N/A
Guided Pathways Leadership
4.7	Engage faculty in student enrollment efforts via Starfish training.	Starfish trainings held and report of faculty trained.	Guided Pathways Dean	Leads for Starfish
4.8	Institutionalize faculty pathway lead role to promote student progression and completion.	LCP Pathways report of faculty lead participation. LCP faculty leads report of momentum pts, utilizing dashboards, presented to college council.	Guided Pathways Dean	Leads for Starfish, Umoja Lead
Academic Senate Leadership
4.9	The development of a comprehensive equity plan for the college led by a collegewide team with representation from all areas of the college.	Documented equity plan.	Co-chairs EODAC	Academic Senate
4.10	If Bakersfield College is accepted into the CCCCO collaborative on Competency-Based Education, the Senate will create an implementation task force that will bring recommendations to the Academic Senate on all matters pertaining to the implementation of competency based education that are under the Senate's 10+1 responsibilities.	Task force created and published on their own committee page. Bakersfield College Committees Reports posted to the Senate meetings supporting documents.	Academic Senate President	Academic Senate
4.11	Active participation in the development of a new Budget Allocation Model for KCCD that is based on the Student-Centered Funding Formula (SCFF).	Senate appointed participants in the budget model creation. Budget model developed.	Academic Senate President	Academic Senate
Accessibility
4.12	Establish an Accessibility Training Plan.	Documented plan.	Assistant Director, Academic Technology & Professional Development	Professional Development Committee
4.13	Develop a Microsoft Office Accessibility course.	Documented course material and SLO's.	Assistant Director, Academic Technology & Professional Development	Accessibility Taskforce, ISIT, Curriculum Co-chairs
4.14	Develop a course series that focuses on teaching online with accessibility.	Document course series with SLO's .	Assistant Director, Academic Technology & Professional Development	Accessibility Taskforce, ISIT, Curriculum Co-chairs

Strategic Directions

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Strategic Directions Reports 2021-2024

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