Strategic Objectives

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.

  1. Develop multi-term schedules and registration capabilities for students.
  2. Create a common first and second term in each meta area.
  3. Create and implement an early alert system
  4. 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

  1. Continue to develop and adopt Open Educational Resources and other free or reduced cost instructional resources for our students
  2. Develop district-wide “Collective Impact” strategies with community service partners to make college more equitably “affordable” to all in the LBCC District
  3. Develop new revenue streams to reduce the need for tuition increases
  4. 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

  1. Implement Student Recruitment and Support Strategies that increase diversity in our student enrollment and graduate numbers
  2. Develop and implement practices of “Universal Design” for the purposes of equitable accessibility standards for technology and instructional materials
  3. 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

(Javier Cervantes)

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

  1. Modernize the college’s branding symbology so that it creates a stronger tool set for deepening student and community affinity and advocates
  2. 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
  3. 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.

  1. Develop a strategy to connect employees and students who share similar educational, cultural, and life interests
  2. Establish opportunities for students who are employed by the college to develop meaningful relationships with their supervisor.
  3. Challenge current practices and traditions that have an adverse effect on making students feel welcome and engaged while on campus. 

                                                                        (Progression Council, Justin Smith)