President's Monthly Reports

         President’s Report

             July 2015

              Summer PlansGreg Hamann


“Do you have any summer plans?”

Typically, we ask such a question of our family and friends to learn something of their plans for vacations, recreation, and relaxation. But, in the context of LBCC, the question gives rise to thoughts about our critical planning process that goes into high gear over these summer months, and I want to use this month’s President’s Report to provide us with an overview of that process, and our roles in it.

LBCC Annual Continuous Improvement Planning Cycle
Planning at LBCC is an ongoing activity best described as a “persistent pursuit of our purpose” and, as such, requires continuous reference to and guidance from our LBCC Mission and Strategic Goals. “An education that enables all of us to participate in, contribute to, and benefit from the cultural richness and economic vitality of our communities” is our high calling, and our three Strategic Goals of Productivity, Equity, and Quality establish the essential “guideposts” that keep us headed down the right path. But the actual steps we take, the strategic decisions we make along the way, require an active planning process that is ongoing and integrated into the life-cycles of the college. This is our Annual Continuous Improvement Planning Cycle. And, because this planning at LBCC is a continuous cycle, producing annual iterations of ongoing planning direction, activity, and progress instead of a static “5-year plan,” we can start our description of the process at almost any point. But, for our purposes here, I begin with an assessment of performance and progress made with regard to the previous year’s Strategic Objectives.

Annual Appraisal of Performance and Progress on Strategic Objectives for FY14-15

  • Already completed, this Appraisal provides a broad spectrum assessment of the progress made over the year on our FY14-15 Strategic Objectives. And, because our strategic planning is iterative, this report, with its assessment of both actions completed and additional action required, this report provides the foundational framework for the next year’s Strategic Objectives.

LBCC Values Report and Recommendations

  • This is a new already-completed Report, with a new set of Recommendations designed to help us more fully embody and act out of our LBCC Values. While these Values do not supplant Mission and Strategic Goals, they do provide critical guidance for the means by which we pursue these purposes. There are 8 Recommendations in this Report and I expect that they will play a critical role in defining of Strategic Objectives for FY15-16.

MERIT Retreat, Report and Recommendations (July 28)

  • “MERIT” stands for our Mission, Effectiveness, Resources and Improvement Team and its role is to serve as the group that keeps our work in alignment with Accreditation standards and outcomes, and to lead us in ensuring that all of our efforts are directed toward the service of our Mission. Each year, MERIT provides us with a Report and Recommendations for how we at LBCC can better direct our resources toward Mission Fulfillment and this year will be no exception.

Workforce and Economic Vitality Council Retreat, Report and recommendations (July 30)

  • This is a relatively new council, but this summer we anticipate a Report from this group that will help us set Strategic Objectives for our efforts to expand and update our Workforce and Career-Technical Programs and Pathways.

Diversity & Civic Engagement Council Retreat (August 11)

  • This council has primary responsibility for leading our efforts both in creating and sustaining a more diverse LBCC community and in our continuing efforts to continually improve in our ability to more civilly engage with each other. This is important work and I anticipate some strong recommendations from this group as we develop this next year’s Strategic Objectives.

Progression Council Retreat (August 18)

  • This council represents our most focused effort to date in strategically organizing our college in support of student persistence, progression, and completion (our 1st Strategic Goal). This group will provide critical input as we develop next year’s Strategic Objectives.

Oregon Presidents Council Retreat (August 2-5)

  • While not an LBCC planning retreat, this gathering of our 20 Oregon community college and campus presidents for three days of state-level planning will help inform our planning here at “home.”

Academic Affairs Council Retreat and Recommendations (August 5)

  • Aligning our Academic Planning and Objectives with the overall Goals of the College requires focused attention from our faculty and management academic leaders, and this group will do just that. Academic-specific Recommendations toward our FY15-16 Strategic Objectives will be provided by this Council.

President’s Leadership Team Retreat and Recommendations (August 11)

  • Taking into consideration all of the planning described above and that has gone on before it, our President’s Leadership Team Retreat will work to prioritize, clarify, consolidate, and fill-in gaps to develop a DRAFT set of Strategic Objectives for FY15-16. This group will also develop a list of issues on which we would benefit from additional Board guidance.

LBCC Board Retreat and Recommendations (August 29)

  • The Board will review and make recommended improvements to the Draft Strategic Objectives for FY15-16, referring to source Planning documents and paying special attention to those issues on which College Leadership is seeking additional Board guidance.

LBCC All-College Leadership Retreat and Recommendations (September 10)

  • This is the collected leadership of the College, including our planning groups and councils, as well as our student, faculty, staff and management leadership. Presentation of Draft Strategic Objectives for FY15-16, further refinement, development of implementation details and key leadership for each Objective.

LBCC All-College In-Service Day (September 15)

  • Full-Campus presentation and discussion of Strategic Objectives for FY15-16

LBCC Board Meeting

  • Formal Adoption of Strategic Objectives for FY15-16

LBCC 2015-16 Academic Year

  • Implementation of Strategic Objectives
  • Repeat the Planning Process

With each successive year, we learn both from new experiences inside and new information from outside and, step by step, we move ever closer to achieving our Strategic Goals and better serving our Mission. As a result, students are better served and the contributions we make to our communities become even greater.


July Pres report image 1

In addition, this planning process is NOT only self-informing but it also provides a critical foundation for many other planning processes at LBCC, and I want to highlight just two very important ones:


  • Over the next 12 months, many of us at the college will be involved in developing our LBCC Accreditation Self-Study Report, the culminating document of the 7-year continuous planning loop that our accrediting agency, the Northwest Commission on Colleges and Universities, uses to assess and guide us in maintaining the regional accreditation that validates the quality of our work (and makes us eligible for Federal Financial Aid). Our LBCC Annual Continuous Improvement Planning Cycle will provide critical evidence of intentional connections between Goals, Strategies, and Resources, and the progress made.

Budget Planning Process

  • At LBCC, Budget Planning has its own annual cycle of continuous planning, and each annual iteration of the Strategic Objectives provides critical input on how and where our investment of resources should be altered to more effectively achieve our Goals. Once completed and adopted in September, we will begin building budget models that incorporate these Strategic Objectives in preparation for our detailed discussion of budget options and directions at our January 2016 Board Meeting.

So, what are your summer plans?

July Pres report image 2




President's Monthly Reports Archives