Linn-Benton Community College
Strategic Objectives for 2019-20
1) Establish an educational experience that is increasingly designed around the student and for the student’s success by fully implementing Guided Pathways.
- Develop multi-term schedules and registration capabilities for students.
- Create a common first and second term in each meta area.
- Create and implement an early alert system
- Expand Pathways work into K-12 and Universities via coordination/integration with State Transfer Legislation implementation.
(Guided Pathways Steering Committee, Learning Innovations Council, Ann Buchele)
2) Establish greater Affordability for all students, focusing on
- Continue to develop and adopt Open Educational Resources and other free or reduced cost instructional resources for our students
- Develop district-wide “Collective Impact” strategies with community service partners to make college more equitably “affordable” to all in the LBCC District
- Develop new revenue streams to reduce the need for tuition increases
- Establish a coordinated care service model that gives staff more information to better coordinate support for students and for students to receive more complete guidance
(Workforce & Economic Vitality Council, Affordability Task Force, Ann Buchele)
3) Establish a campus of true Equity and Inclusion, focusing on
- Implement Student Recruitment and Support Strategies that increase diversity in our student enrollment and graduate numbers
- Develop and implement practices of “Universal Design” for the purposes of equitable accessibility standards for technology and instructional materials
- Fulfill and assess the College’s commitment to state Cultural Competency language and create a structure where all new hires receive training and current employees participate in professional development opportunities dedicated to the legislation
4) Engage in an institutional re-branding process that provides a platform for deeper awareness of, and support for LBCC’s unique character, purpose and aspirations
- Modernize the college’s branding symbology so that it creates a stronger tool set for deepening student and community affinity and advocates
- Update key communication tactics like the college’s website; events (i.e. commencement); publications (such as the schedule); etc. so they better position LBCC to engage and inspire the community
- Conduct a process and rollout/reveal of the new brand that builds widespread support for LBCC
(Marketing, Re-Branding Task Force, Jennifer Boehmer)
5) Develop and implement programs that establish and support intentional relationships between employees and students to foster a sense of belonging and to improve retention and completion efforts.
- Develop a strategy to connect employees and students who share similar educational, cultural, and life interests
- Establish opportunities for students who are employed by the college to develop meaningful relationships with their supervisor.
- Challenge current practices and traditions that have an adverse effect on making students feel welcome and engaged while on campus.
(Progression Council, Justin Smith)