In November 2000, voters passed a $19.1 million bond measure that replaced a 1994 expiring bond for $11 million. With this, LBCC was able to build the East Linn Workforce Development Center, move the Sweet Home Center into the Sweet Home High School building, renovate and expand the Benton Center, and build a $3 million multipurpose building on the main campus. Bond funds also made possible the purchase of the seven-acre Lucky 7 Stables located at 2958 53rd Ave. S.W., in Albany, only a short distance from the college. The facility is home to the horse management program.

Three new programs were added in 2000 - Medical Unit Secretary, Pharmacy Technician, and Wine and Food Technology.

In 2001, the Construction and Forestry Equipment Technology, Animal Technology/Dairy Management, Employment Skills, and Medical Receptionist programs were added. The Instructional Assistant and 911/Emergency Dispatch short-term training programs began in 2002, and CNC certification within the Machine Tool Technology program began in 2003.

Samaritan Health Services had long been a strong supporter of LBCC's Nursing Program. The health care crisis of the early 2000s led to the creation of a new partnership. Aided by a grant from the Samaritan Lebanon Community Hospital Foundation, a new regional health career training center was established in Lebanon. The center offers training programs in Pharmacy Technology, Phlebotomy, Diagnostic Imaging, Certified Nursing Assistant and related fields. Classes are taught at the LBCC East Linn Workforce Development Center and in the new and remodeled space at Lebanon Community Hospital, which includes mock patient units. The hospital provides equipment and professional mentoring and LBCC provides instructors and programs. Phlebotomy and nursing assistant courses began there in January 2003; pharmacy technician classes began in August 2003. New construction at the hospital provided clinical training space for Diagnostic Imaging.

Between 1998 and 2003 the number of full-time students at LBCC increased nearly 43 percent. At a time when its services were in peak demand, however, LBCC faced the most severe economic challenge in its history. To address the escalating revenue shortfalls of 2002, the college budget for 2002-03 had to be reduced by $1.3 million. To do this, 178 class sections were eliminated, 11 full-time staff positions were eliminated and tuition was raised $4 per credit. In September 2002, during an unprecedented fifth Special Legislative Session, community college funding for self-improvement classes such as non-credit art, music and local history was eliminated, resulting in another $325,000 loss to LBCC. Early December marked an additional $126 million shortfall for Oregon, prompting Governor Kitzhaber to call for additional across-the-board cuts to public services - including community colleges - in order to balance the state budget.

In December 2002, the LBCC Board of Education approved $2.8 million in program and service reductions for FY 2003-04. Cuts included elimination of another 201 classes and reduction of the summer school program from 10 weeks to eight. The college's extended learning centers in Albany, Corvallis and East Linn experienced reduced programming and offered fewer self-improvement courses. Cuts included elimination of 30 staff positions, including managers, faculty and classified employees. Faculty development and inservice programs were limited as was access to career planning, counseling and remedial services for students. Instructional equipment replacement and instructional technology budgets were reduced to their basic minimums. Custodial, food and maintenance services were also seriously impacted.

Between 1994-95 and 2002-03, LBCC tuition increased 59.4 percent, compared with an increase of 90.8 percent over all community colleges in Oregon during that same time period. In 2000-01, tuition at LBCC was $38 per credit; by fall term 2003, it had reached $50 per credit. An increase of $7 per credit during 2003 represented the largest dollar increase in the history of LBCC so far.

Student reliance on federal aid increased during these years as well. Students received $7,166,685 in 2000-01 - an average of $3,358 for each of 2,134 students. In 2001-02, the number increased to 2,466 students receiving an average of $3,237, for a total of $7,982,565. The financial figures rose sharply in 2002-03, with $10,511,884 in federal student aid going to 2,766 students at a per-student average of $3,800.

Responding to state and federal budget cuts, the LBCC Family Resource Center switched to a fee-based support system in summer 2003 and opened to the public. Services were expanded to include full-time programs for children ages 18 months through kindergarten and care for children ages 5 to 10 on public school inservice days. The LBCC Foundation provided childcare access grants to student parents.

During this time, proposed changes to the retirement system motivated an unusually large number of retirements among the contracted faculty and staff. In 2002-03, 33 employees retired, more than the number who retired in the three preceding years combined. At the end of the year, LBCC had 39 fewer contracted employees and 42 fewer part-time non-contracted employees.

In September 2003, Dr. Rita Cavin was hired as president of LBCC. The first woman to head the college, Dr. Cavin came to LBCC from Mt. San Antonio College in Walnut, Calif., where she was vice president of instruction.

Also in September 2003, the LBCC Foundation announced the kick-off of a $10 million Comprehensive Gifts Campaign. Goals for the campaign included support for short-term needs, endowments and capital projects. Donations had been credited to the campaign as early as 1999, and by the time of the campaign's public kick-off more than $7 million had been raised. A $500,000 donation was earmarked for renovation of Takena Theater, which was renamed the Russell Tripp Performance Center in honor of the donor. The Foundation also raised funds for scholarships, student emergency funds and teaching excellence awards.

A fire broke out at the Workforce Education Building just before 1 a.m. on December 4, 2003, causing damages totaling $1 million. No one was injured in the fire, which was set in a trash receptacle outside the building and spread into the building via the attic. Eventually 37 firefighters from Albany, Tangent, Scio and Lebanon responded to the blaze. Two 19-year-old LBCC students were arrested in connection with the fire. College officials decided that retrofitting the building would be less costly than demolishing it and starting over, so only the damaged north wing was rebuilt. The rest of the building's interior received extensive restoration work due to water and smoke damage. The 20 or so displaced staff and the 50 to 60 students who used the building on a daily basis were shuffled to temporary locations around campus. The Fireside Room was converted to temporary office space for the employees, and the Adult Basic Skills and English as a Second Language departments operated out of the Multicultural Center. During reconstruction, bond funds were used to expand the building to house Printing Services. The building reopened in January 2005 with a new name, the Luckiamute Center.

Construction began on North Santiam Hall in December 2004 and was finished in time for winter term classes in January 2006. The 22,000 square-foot building houses the Arts and Communications Division with 10 multipurpose classrooms and 14 staff offices. Display cases and wall space are used to showcase student art work and outside exhibits. The modern building has sky-bridges connecting the second floor to the main building and wireless connections for student use.

In the summer of 2005, the Activities Center was remodeled, adding approximately 5,000 square feet for a weight room and a multipurpose classroom. The women's locker room was also remodeled, adding an additional 250 square feet and individual shower stalls. A new aerobics and workout room was added using existing space. The center was opened in time for fall classes.

Several buildings on the Albany campus were also renamed in the summer of 2005. The former Arts, Humanities and Social Sciences (AHSS) building was renamed to South Santiam Hall and the Learning Resource Center to Willamette Hall.

In the summer of 2006, the Bookstore and the Training and Business Development Center (TBDC) were remodeled, adding an additional 4,300 square feet to the Bookstore and 1,800 square feet to TBDC. During construction, the Bookstore temporarily moved to IB-120 and TBDC moved to the Fireside Room.
The atrium outside the bookstore was removed and an enclosed patio was created, providing a student gathering space. A convenience store was added inside the bookstore, and the aisles were widened to comply with the Americans with Disabilities Act. The remodel of TBDC, renamed Health Occupations and Workforce Education (HOWE), included creating individual staff offices, a new conference room, and a reception area. HOWE reopened in January 2007, and the Bookstore reopened in February 2007.

The second floor of Takena Hall was also remodeled in the summer of 2006 to accommodate the Nursing Department, which moved from the Health Occupations (HO) building. A new nursing lab, computer lab, simulated training room, classrooms and nursing faculty offices were completed in time for fall classes. Educational Partnerships also moved from the College Center to the second floor of Takena Hall.

Also in the summer of 2006, the first floor of HO was remodeled and to accommodate Campus Security, TRIO Student Support Services, Student Assessment and the Office of Disability Services.
In July, 2007, renovation work began on the Library and Learning Center. The 35-year-old facilities were in need of renovation to keep up with technology and instructional needs of the growing student population. The new Library space includes quiet study areas with comfortable chairs, a computer classroom, and an area with a bank of flat-screen computers for student use. The Foundation donated furniture for a new Reading Room where magazines, newspapers and other periodicals are available to read.

Both the Library and the Learning Center have private study rooms for student use. The Learning Center has a computer lab and separate areas for the writing, math and science help desks. The building has an internal elevator and stairway, the first on campus. The two-story building encompasses more than 27,700 square feet, which is about 7,200 square feet of additional space. 
The Library and Learning Center reopened March 31 2008. Cost of the renovation was approximately $3 million. An anonymous donation of $1.5 million was made to the Library renovation fund, and the balance of the cost was paid from college funds. 

In January 2008, the college received official notice that it passed its 10-year accreditation from the Northwest Commission on Colleges. The Commission's letter found that the college was in substantial compliance with the Eligibility Requirements, Standards and Policies of the Commission. The college was praised for its quality of teaching, the broad array of innovative programs, the culture of respect and support on campus, educational partnerships, and financial practices.

In July 2008, work began on the construction of the 26,000-square-foot science building, Madrone Hall. Work was done in two phases. Phase one included construction of the new building connected by sky bridges to Red Cedar Hall, formerly named Health Occupations. Phase one also includes construction in the infill area between RCH and the former Science and Technology (ST) building. The new building and infill area were opened for classes and staff use in January 2010.

Phase two includes renovation of the existing ST building, which was renamed White Oak Hall. Renovation includes new labs and classrooms, an internal stairway and lobby. Work will be complete in time for spring term classes in 2011.White Oak Hall, Red Cedar Hall, and Madrone Hall are now connected via internal hallways on the second floor.

Construction and renovation practices of Madrone Hall and White Oak Hall resulted in the college receiving the Leadership in Energy and Environmental Design (LEED) silver certification. The new building is designed to use approximately 19 percent less energy than current Oregon requirements. Solar cells will be embedded into window glass on the south side of the building to help offset energy use. Rainwater will be captured in an underground cistern and will be used to water landscaping around the building, resulting in a 50 percent water use reduction, and dual flush toilets will help reduce water use by 20 percent.

Renovation of White Oak Hall will include a green roof garden that will be used by horticulture and biology students. The green roof will help to insulate the building, resulting in additional energy savings. LEED standards incorporated into construction include: reduced heat generation through the installation of a white, low-heat absorbing membrane on the roof; concrete surfaces with a high solar reflective index; and the planting of shade trees and other vegetation to help shade the area.

LEED requirements include diverting from the landfill 50 to 75 percent of the materials and resources used in construction. Concrete removed from the site was reused in the landscape design and as fill for a new overflow parking area. At least 50 percent of the wood-based products in the building are from sustainably harvested wood. Indoor environmental quality includes the use of low-voc adhesives, paints and carpets.

Total cost of the project is estimated at $10 million. The college Foundation raised $4 million in private donations for the project. The college contributed $2.75 million, and $3.73 million came from state capital construction funding. The college also received a federal appropriation of $516,810 to purchase lab equipment.

The addition of the new science building resulted in the need to redo maps and directory signs throughout campus. This presented an opportunity to change building names to reflect the new nomenclature of calling buildings halls or centers. The science building will be named Madrone Hall; the Health Occupations building was renamed Red Cedar Hall; the Business Building will be renamed McKenzie Hall; the College Center was renamed Calapooia Center; and the Science and Technology building was renamed White Oak Hall.

Three new programs were introduced in 2008: Mechatronics/Industrial Maintenance; Polysomnographic Technology; and Retail Management. The Mechatronics program is a two-year AAS degree program that was designed to train technicians to install and repair high-tech manufacturing equipment. The program has expanded to include a wind technology component in partnership with Columbia Gorge Community College Wind Turbine Technician program. Students will take their first year at LBCC, then transfer to CGCC to finish the program.

The Polysomnograhic program is a one-year certificate program that prepares students to work in sleep labs in hospitals and clinics. The Retail Management program is a short-term training program designed to give students the skills they need to succeed in a management setting.

Due to an economic recession, Oregon community colleges face budget cuts once again. After balancing the LBCC budget and expecting a community college allocation of $440 million, the college is faced with a proposal from the state legislature for funding at $423 million – reducing the LBCC budget by approximately $708,000 for fiscal year 2009-2010.

The college's fourth-quarter FTE was less than average of the state community colleges, resulting in an additional estimated reduction of $340,190 to the 2009-10 revenue. The total gap between revenue and expenditures now stands at $1,048,595, which is over and beyond the reductions the college already made as of May 2009.
Budget cuts resulted in a number of staff, faculty, management, service, and program reductions. Some reductions were the result of individuals retiring and those position left unfilled. Cuts in programs included photography, theater, collision repair, emergency management leadership, and technical communications.

Budget cuts also resulted in a need to raise tuition. Starting summer term 2009, tuition increased $8 per credit hour for in-state and out-of-state, and $15 per credit hour for international tuition, making the cost $74 per credit for in-state, $175 per credit for out-of-state, and $200 per credit for international. In 2005, in-state tuition increased from $50 per credit to $56 per credit. Subsequent years show an in-state tuition increase to $62 per credit in 2006, $65 per credit in 2007, and $66 per credit in 2008.

Retirements and position reductions resulted in the restructuring of several divisions. Division names were changed to reflect the restructuring. The Health Occupations and Workforce Education Division was renamed to Business, Health Care and Workforce Division; Art and Communications was renamed to Liberal Arts, Social Systems and Human Performance; Math and Science Division was renamed to Science, Engineering and Technology; and the Academic Development and Library Services was renamed to Academic Development, Communication Arts and Mathematics. 
During the 2008 LBCC Foundation Annual Fund Drive, LBCC employees and retirees gave a record-breaking $64,716. Also in 2008, The Miller Scholarship Challenge Grant from the James F. and Marion L. Miller Foundation challenged Oregon’s 17 community colleges to outpace their fundraising for student scholarships from the previous year. From October 2008 through March 31, 2009, the LBCC Foundation raised $301,715 for scholarships, which resulted in LBCC meeting its goal by raising $136,337 in new scholarship dollars. By meeting the challenge, LBCC received an additional $90,000 match from the Miller Foundation for student scholarships.

Beginning fall term 2009, the Periwinkle Child Development Center returned to a parent co-op model for its pre-school and kindergarten programs, providing participating parents with substantial childcare savings. The center also has standard childcare options for those who chose not to participate in the co-op option. Co-op parents enroll in a 3-credit course and pay $500 per academic term for pre-school and $400 per term for Albany school district kindergarten. Pre-school is offered for ages 2½ to 4 and follows the LBCC academic calendar. The full-day kindergarten follows the Greater Albany Public Schools calendar, with before and after school childcare included.

In November, 2009, the LBCC Board of Education appointed Gregory J. Hamann as the college president, replacing President Rita Cavin who retired January 31, 2010.  Hamann assumed leadership of LBCC on February 1, 2010.

Hamann served as president of Clatsop Community College in Astoria for more than six years. Born on a dairy farm in Minnesota, Hamann taught middle school, managed a counseling and residence life program at Bethel College, served as dean of administration at Northwest College, and worked in student services and administration for 12 years at Whitworth College.
Hamann has a doctorate in educational leadership from Gonzaga University, a master’s in counseling psychology from Trinity Evangelical Divinity School, and a bachelor's degree in psychology and social studies from the University of Minnesota. 

The Occupational Therapy Assistant program was introduced in the fall of 2010. Occupational Therapy Assistant is a two-year associate degree program designed to prepare students to function in entry-level positions assisting clients to develop, maintain, or regain health and function through activity. 

LBCC’s ROV Team qualified for the third consecutive year to compete in the 2010 Marine Advanced Technology Education Remotely Operated Vehicle international competition held at the University of Hawaii.

LBCC’s Livestock Judging Team won first place overall at the North American International Livestock Exposition held in Louisville, Kentucky. LBCC is the second west coast team to take first place in the expo’s 34-year history.

The Commuter student newspaper landed 15 awards at the annual Oregon Newspaper Publishers Association Collegiate Newspaper Contest, with three first-place and eight second-place awards.

Three students on the LBCC Equestrian team won a first place and placed in the top ten at the Intercollegiate Horse Show Association National Championships held at Middle Tennessee State University.

The LBCC choirs won one gold and two silver awards at the New York City Heritage Music Festival of Gold National Choral Invitational Festival held in New York City. The Re-Choired Element Chamber choir was named the First Runner-Up for the 2010 American Prize in Choral Performance.

The LBCC Women’s Volleyball Team earned the AVCA All-Academic Honor for the 2009-2010 academic year.  
In the fall of 2010, LBCC held its first Welcome Day event. Participation was good, and students were able to explore campus and learn about programs they might not otherwise have known about. The event was designed to help provide a stronger student/campus connection.
The college reached a historic high of 8,000 FTE in the fall of 2009, smashing a previous high of 7,000 (reached twice in last eight years). Only three times in the college history have we hit the 1,000 new student application mark for winter term, with record new student enrollment at at 1,500. For the 2008/2009 academic year, Financial Aid Office processed 6,000 FAFSAs. For 2009/2010, they processed 10,000 applications.

Institutional Research reported that student retention was slightly higher than in the past. The fall 2008 to 2009 retention rates for the 2008 fall first time freshmen was 57 percent for the full-time cohort and 40 percent for the part-time cohort.

Despite record enrollment, budget cuts loomed once again for Oregon Community Colleges. As the state looked at ways to cut spending, LBCC tried to fill a shortfall of $2.6 million for the 2010-2011 fiscal year, a direct result of a reduction in state support for all 17 community college's from the originally appropriated $450.5 million to $416 million.

As a result, the LBCC Board of Education approved a tuition increase of $7 per credit hour beginning winter term 2011. The board has directed the college to make reductions in personnel costs and operations in addition to increasing tuition. Forty percent of the gap was covered by the tuition increase, while 60 percent was addressed through the college’s projected general fund ending balance and reductions in personnel costs through concessions, individuals retiring and those positions left unfilled, compensation and/or personnel reductions.

In-state students pay $84 per credit in tuition and fees, up from $77 fall term. As a result of this increase, tuition now covers 50 percent of the cost of the student’s education, up from 31 percent three years ago.