Linn-Benton Community College
Proposed* Strategic Objectives for 2018-19
The proposed Strategic Objectives will go to the Board of Education for approval on September 19, 2019
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 facilities that support and enhance the teaching-learning experience by implementing and/or completing
- GO Bond Funded Projects, focusing efforts on
- Complete design of the Benton Center expansion. Select a contractor to perform the work and be prepared to start construction in September, 2019, when the Corvallis School District opens a new bus facility.
- Complete CTE modernization and expansion on the Albany campus, including remodel of space for Machine Tool and Welding by September, 2019.
- Seismic Retrofits in Willamette Hall and Industrial Arts Bldg. A
- Formalize a process to identify and prioritize renovation and remodel work across campus that incorporates the Academic Master Plan, Facilities Master Plan, and Campus Safety Plan.
(Facilities Master Plan Advisory Committee (FMPAC), Dave Henderson)
3) Establish greater Affordability for all students, focusing on
- Develop an Integrated Student Financial Assistance model, connecting Financial Aid with scholarships and other State and Federal economic assistance programs
- 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, Bruce Clemetsen)
4) Establish a campus of true Equity and Inclusion, focusing on
- Implement Recruiting and Hiring Practices that result in increased diversity among faculty and staff
- Implement Student Recruitment and Support Strategies that increase diversity in our student enrollment and graduate numbers
- Continue to employ the “Bringing All of Ourselves to Work” Initiative, developing a positive connection between Self-Inclusion and Community Inclusion and increasing the variety of available role models for our students
- 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
(VICE, Javier Cervantes, Bruce Clemetsen)
5) 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)
6) Join with other community college advocates to increase the State Community College Support Fund, including additional Career Technical Education and Student Success funding.
- Develop and distribute effective messaging around the need to invest in LBCC/community college funding
- Increase visibility, awareness, and support in the community and seek to motivate the public to urge legislative support for LBCC/community college investment throughout the year via traditional and social media
- Build a working local advocate coalition around the community college budget ask
(President’s Leadership Team, John McArdle)
7) 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.
(Progression Council, Bruce Clemetsen)