Welcome

The LCC Board of Education has requested topic suggestions for the agenda of their annual retreat.  What would you like to see on the agenda?

Contact information is optional, but will be useful if we have questions about your suggestion, or if you request information in your post.

22 thoughts on “Welcome

  1. Student services and their availability/helpfulness. The majority of students I have talked to mention that getting a hold of someone is nearly impossible, and getting a hold of someone who actually can give you the information you need is unheard of.

    Also, student book buybacks. The students should be able to have their books bought back no matter what term if it is a custom edition for Lane, there is nowhere else for them to sell the books(this includes books written by professors at Lane).

  2. I have been here for 18 years with the maintenance department of the college. Given that the college is supportive of safety and sustainability, why do they continue the lack of support for these areas? The roofs and gutters on many of the building on campus, such as buildings 16, 17,18, 19, 6, 7, especially 17 where the birds and bees fly into the roof system, are completely degraded. There have been a number of roof studies and they always say the same, that the roofs are past there expected life expectancy, yet there is no money for replacement. We continue to patch leaks, repair damage from large leaks into the spaces below, but fail to correct the problem. Also, as we take care of these roofs and try to patch leaks, many of these roofs have no safety tie offs for fall protection and no money to change that. In conclusion when is the college going to sustain the multi million dollar investment they have made in the buildings by taking care of the envelopes of the buildings, starting with the roofs of existing buildings, rather than building new buildings?

  3. Item: Assessment of Board communication protocol.

    I would like to see all Board members have lanecc.edu email addresses (or a single group address). Right now, most Board members use personal email addresses; some of which appear to be family/business addresses (possibly violation of privacy rules). For example, here is the UO Board webpage with clear instructions on contacting the UO Board: https://trustees.uoregon.edu/content/contact-board

    I believe the Board would benefit from clearer path of communication with faculty and staff of the College.

    Item: Establish policy for Board communication with faculty and staff of the College.

    What are the policies and procedures for communication between Board and campus employees? I have contacted the Board on a few instances and have never received a reply to my inquiry or an acknowledgement of my concern.

    Thank you for considering these issues.

    1. I agree with this. It is frustrating and shows lack of transparency for the Board to not have contact information on their website.

  4. The design and implementation of a rubric for the LCC Board based on the Lcc Core Learning Outcomes: Think, Engage, Create, Communicate, Apply. This document would clearly define how these would look at various levels (exemplary to not satisfactory) when applied to the board and provide structure for assessment of procedure and actions . This would increase transparency and align with educational practices currently in place at LCC. LCC has many sample rubrics which can be referenced, with the intention to clarify behaviors and attitudes which support success.

  5. In my view, the biggest problem facing the College in terms of enrollment is the lack of staff in Enrollment Services. In the Library we constantly hear student complaints about the lack of open hours. Enrollment Services as it is currently staffed and structured is the most significant barrier we have to students becoming admitted to the College and registering for classes. It should be open more hours and have more staffing. It’s like putting a padlock on the front door and only taking it off for 3 hours per day. It has been a continual frustration for years.

  6. – Ways to bring the college community together, to help us all remember that we’re all here working towards the same goals, for our students. We have an opportunity to move forward on a new path, with the new president and the new board. We have more in common than what divides us.

    – Ways to bring the combined brainpower of the campus community together to solve our collective problems. Bringing in faculty and students to help make tough budget decisions, for example.

    – Taking a strong political position on any and all state or national bills, resolutions, or debates which affect our students. Any state budgetary discussions, for example, affect us and you should take a public stand. Health care? Absolutely impacts our students. Get out there and be our political advocates to the wider world.

    Thank you for your service!

    1. I second Alexandra’s comments. I see an opportunity for LCC to grow in the area of collaboration between the different groups on campus, with the common aim of improving student success. I especially would like to see the board consider how to best utilize the input, expertise and experience of full-time and part-time faculty, students, staff and administrators when making difficult budget decisions. I encourage the board to recognize that we all are here with a common purpose, and our dedication to that purpose can be harnessed in productive ways; increased listening and collaboration on all sides regarding budget and other campus-wide issues is likely to result in both creative solutions to difficult problems as well as a collective responsibility for the decisions that are made.

  7. Build a business plan. Social entrepreneurship is on the rise in conjunction with b-corps and revenue generating nonprofits, proving we are
    moving towards socialism. I believe this is a maturing of our society toward what Adam Smith called a strong “fellow feeling” as we move to share more and more collectively (Adam Smith: The Theory of Moral Sentiment). Stable socialism has to be built on the best practices of what business has learned from the competitive market place, or there will be inefficient bureaucracy and lack of sustainability. While LCC has a big heart and a deep philosophy (and an excellent mission), the on the ground, in action services internally and externally need major refinements. The best practices from business applied to LCC in Operations, Marketing, and Revenue Modeling with a well researched cross reference to colleges that are thriving could help LCC define a direction towards financial sustainability and fulfilling its mission.

  8. Agenda Item: Much earlier substantive engagement with faculty, staff, students and the larger Lane County community on the part of the Administration during the budget development process. Require that from the beginning the Administration create a collaborative environment that includes frequent & meaningful communication with the Budget Development Sub-committee and which allows for timely development & consideration of alternative plans for addressing potential cuts & lay-offs with the engagement of the above-mentioned stakeholder groups in the process. If cuts & lay-offs are judged by the Administration to be the only viable options for balancing the budget, then require the Administration to announce them early enough so that there is adequate time for the affected parties to formulate thoughtful responses, including alternative plans, for consideration by the Budget Committee — and adequate time for the Budget Committee to consider these responses and plans.

  9. I’d like to see the Board discuss expanding online classes and marketing them to advanced high school seniors and students outside the service area, as well as creating online degree programs. Properly staffing Enrollment Services, fixing the registration funnel and improving local marketing will stem the bleeding, but expanding online offerings is the only way to assure the long-term financial health and stability of the college. Growth, not cuts to faculty, staff and programs, is the only way to put the college on a sound financial footing.

    I’d also like to see the Board discuss utilizing full-time faculty in their administrative capacity to help address college-wide enrollment and financial issues, including helping with outreach, marketing and creative revenue generation projects. This is a superior alternative to approving draconian mid-April budget cuts proposed by the Administration. Full-time faculty should seen as a resource to be taken advantage of, not dead weight to be cut.

  10. Lane Community College is a great place to work and takes care of the employees that work here. The short fall is the lack of investment that is put back into the college buildings are parking lot. The lack of investment into the college building has a long term affect that I am sure everyone understands but it seams to always be passed over until another year. Facilities is facing two issues, aging facilities and lack of investment.

  11. I would like to see a budget process that reflects the amortization and depreciation of major infrastructure items that impact, not only the Campus as a whole, but also classroom equipment. Buildings need upgrading, equipment becomes obsolete and not repairable, yet there is no budgeting process to deal with these upgrade and replacement issues.

    A complete overhaul of the Lane web-presence. Please bring the Campus web system into the current digital age! Our Campus teaches this stuff our students.

    Remove roadblocks to registration. Our department alone sees approximately 20% of interested students going elsewhere for education because the registration process is so convoluted and frustrating. This ties back to an effective web presence.

    Marketing – Lane Community College must have a more robust marketing presence. If the big issue for the College is declining enrollment, up the marketing and promotion, and expand the area of advertising. We should have a stronger State-wide presence. Professional-Technical programs should be encouraged to send faculty or staff to the regional and national forums in their respective disciplines. Lane needs to get known at the State, regional and national level.

  12. I’ve got a few suggestions. I see the backlog of deferred maintenance as a serious problem on this campus and others have focused on this in their comments, whether it is roof repair, or other infrastructure components like instructional equipment, classroom safety measures, etc. I’d like more efforts towards longer range planning – the 5 year development of a financial plan is a start, but where do we desire to be in 10, or 20 years as a college in terms of financial health, learning environment, physical environment, climate resiliency?

    We also need to be smart about how we work with students, in terms of students accessing help (enrollment services mentioned already), but also in terms of moving on for those with other goals. Do we track our graduates? Do we know where they land, at school or in the workforce? How do we measure success? Why do we not measure success as someone who starts a career-tech program, moves on to a transfer program, and then transfers to a University without a certificate or degree? I’d say that should earn that student a gold star and some acknowledgment of success for the college. [Sometimes it’s ok for us at Lane to say we may not be the best fit for you – go here instead!] Do we know where students land who started at Lane but finished a degree elsewhere? Did we help them or not in their journey?

    For students working online, there should be ways to facilitate their learning and self-assessment as to their own readiness – is this online/hybrid learning environment for you? It is not just about navigating the learning management system used, but also time management and communication skills need to be addressed. Should there be a competency/readiness check before a student can take an online/hybrid class?

    Sometimes barriers can be good things to have – I don’t think it is our goal as educators to remove all barriers to student success. Not coming across well, perhaps, here. But bear with me. Registration stops might be useful if a student is off-track – for example, instructors may be able to waive prerequisites for a student that can generate competency. But for a particular degree program that has mindfully put in place learning objectives and outcomes that are key to further develop later as part of the student’s intellectual or skill development, something can easily be missed. Honor the work done by staff and faculty who put time into assessment and development of learning strategies and outcomes and think how there could be targets or smart barriers that students have to achieve at certain levels – maybe even badges!

    Hire more full-time faculty and also make long-term investments in faculty sooner by allowing searches to happen much sooner; these are the people who help lead curriculum resiliency and have the most contact with students and disciplinary work. It would be less stressful on search committees to be able to conduct these searches sooner and be in a very competitive manner.

  13. For years now it has been apparent that we can no longer count on the State of Oregon to create a stable income base for the Community College system. Rather we can count on an ever decreasing percentage of the Colleges expenses coming from the State. We can either acknowledge this and move onto find other sources of funding or continue to exercise the futile attempts to lobby the State for more finding.

    Let’s say we agree this is a fact. Where do we find new sources of funding that are sustainable? I agree with our current Board President that continuing to place this burden on the shoulders of our students is wrong.

    With just a little effort it’s not hard to find plenty of evidence (http://billmoyers.com/story/right-wing-assault-public-universities/ ) that there is an assault on our public education system.

    We need to come up with new models for funding. You may have heard Dennis Gilberts idea of mortgaging College land;
    Gilbert Proposal, 5/8.17, email
    To impact next years’ budget, I suggest we, members of the Lane community college staff, consider thinking and acting outside the box to increase funding in a yet to be completely worked out version of the following:
     
    1. In shares of $10,000 and $1,000 staff are offered the opportunity to take part in a non-profit entity to purchase a significant amount of land owned by LCC at its current market value, assuming Lane agrees to sell it.
     
    2. LCC could buy back this land within 5 years at a cost reflecting a small yearly increase.  After that, a person with shares could individually claim a portion of the land or maintain ownership within the non-profit entity. 
     
    3. There would be restrictions worked out based on general public interest, the interest of LCC and the interest of the staff-owners.

    Perhaps you have heard of the Mondragon University in Spain (http://www.mondragon.edu/en) which uses a cooperative model to fund the institution. Mark Harris has been talking about inner city funding of business start ups using the Mondragon Coop model and has talked about using this model for Lane.

    I’ve have been told that it would be impossible to go to the Lane County voters and ask them to fund people rather than buildings. Perhaps we should give our voters more credit than the experts give them and try funding part of our on going expenses with a bond.

    OSU has a Four Year Program in Fermentation Science perhaps we should have a two-year degree program in Fermentation, a Fermentation institute.

    Currently Cannabis studies in public higher education is far and few between but the list is growing, Harvard, Ohio State, Vanderbilt, Oregon State, Hofstra, Denver University, and Anne Arundel Community College. However, there are dozens of private schools with this curriculum.

    These are just a few ideas of how to offset the diminishing support the State is providing. I’d like to see the Board build a projected estimate of the State decline and then try to find realistic ways to bring new funding into the College.

    In addition to our diminishing funding foundation we have problems with our enrollment process. Too many to list. Let me share a personal example. I have earned 48 credits at Lane and recently wanted to add Chinuk Wawa to the list. Even though I had taken more than a dozen credit classes at Lane the College had me listed as a non-credit enrichment student which was preventing me from registering in the Fall Chinuk Wawa class. I had to re-apply to the College to get that status changed. Which I have done but I’m still unable to enroll in the class. The re-enrollment process had several flaws. I would encourage each of you to try out the process for yourself.

    We have been aware that the College has enrollment issues. I question the wisdom making changes without having a study done by a company that specializes in this area. If we use recommendations from people that work inside the school they can only work within the paradigm that they know. We need to make a major shift.
    In a couple of recent discussions, with staff that know that are intimately familair with the enrollment problem I had similar results. They said we are working on this part of the issue and that other problem belongs to another department. You’ve seen it how many times? “We have our issues taken care of but that issue belongs to department xyz…“

    I’d like to see the Board Of Education contract with a group like https://www.claruscorporation.com/ to have them make recommendations on how we can fix our enrollment issues and then create a priority to make sure the recommendations are carried out.

    I’m hoping you’ve all seen our enrollment funnel. https://dashboard.lanecc.edu/sem/funnel/ Last Fall we had 2782 applications 738 were registered. What if we could have gotten half registered?

  14. Hello Board Members,

    Thank you for asking for agenda items and for navigating last years budget cut challenges.

    My agenda item request is a discussion of policies and procedures (along with timelines) for notifying programs being recommended for elimination due to financial shortfalls.

    On April 12th at 11:30 a.m. ECE faculty members were contacted (on our personal phones) to ask if we could attend a meeting in 30 minutes. We were told that several administrators along with union reps and HR. would be in attendance. It was at this emergency meeting where we were told, for the first time, our program was being proposed for elimination and they wanted us to be personally notified before it was publicly announced to the Board that night.

    Needless to say, we were shocked and blindsided.

    Programs who are at risk for elimination due to budget cuts need to be notified in a more timely and respectful fashion. The college needs procedures and processes that begin in the fall.

    I’d also like to apologize for any harsh or overly passionate comments that might have been slung during public testimonies. However, I feel if you understood the way in which we were notified you might sympathize with our outrage.

    Thank you.

    Kathleen

  15. The Core Mission, vision, values and strategic directions are too long, too wordy, not friendly to the community, are not promoting a brand, are not actively read, use too many jargon words and appears to be written not to say who we are; but to protect us from complaints and grievances. Is it not about time that you thought about the community instead of our own elitism in crafting community documents??? I have wondered if the board can even track all the elements included. Please discuss options.

    The community does not like us as much as some think. The disappointment throughout the area is real, at least for folks trying to use our services. Please ask if your decisions are serving the community and the college.

    The board age and economic status and equity composition does not reflect the student body or the staff. I have not wanted to believe this, but it really does seem if classified are not seen as valuable as they really are. I would like there to be an honest conversation about what the board is doing to perpetuate this perception and to look at your language and how it represents what bias you might not be aware of. Self-reflection on the boards’ part would need to be authentic for this to be understood.

    I also think the board needs to discuss how to re-earn the respect and trust of the college staff and faculty. There are many on campus who talk about this.

    Discuss whether you are really applying the Equity Lens to your decision making at the system/organizational level that you are responsible for guiding. Do you know how to do this, are you sure?

    Thank you for discussing any or all of these general comments.

  16. I agree, the front page of our website is very unfriendly, hard to read, and does not convey who we are. Are we only the student services or the center building at night?

    I too, have had the issue of having to re-register and still be unable to enroll in the class I want. No direct solutions. I agree with all others on enrollment services nightmare’s, including how students are treated once they make it to a representative, or are able to understand the registration website.

    I agree that an outside consultant on the remodel is vital. If our internal minds were unable to resolve this problem, which is years and years old, what makes us think that the similar or same stakeholders will get it right this time around? So many managers, so many complicated names, so much middle management, that it seems like a student services fiefdom, successfully dividing it from instructional and operations. Our attempts at changes for OCR and accreditation issues seems to be built to justify rather than to actual serve.

  17. The structure of public comment during meetings needs to be redesigned. At 4j meetings, public comments are received and board members provide direct responses to speakers. The announcement that the board will not comment, but refer to the president is not the current practice. The board often comments on speakers, both indirectly and directly, but well after the fact and not directly to the speaker.

  18. I would like to see a comprehensive look at the way the budget process is managed. I don’t see a need for more feedback, but a need for a process that is clear to the entire campus (especially to students) from start to finish. Some simple, clear communication in layperson’s terms, without dozens of acronyms and assumptions about the reader, could go a long way in this respect.

    What we need is clarity and understanding of the process, priorities, and how to participate in a meaningful way. What we don’t need are more opportunities to scream and cry and yell and protest and point fingers. We’ve got plenty of that, and it hasn’t led us to a good place.

  19. The College, faculty, students and our service community would greatly benefit if the Board would work to require more transparent survey research and reporting of student career outcomes in career-technical degree programs. Some C/T programs, particularly in the Health Professions area, require that these data be gathered for accreditation purposes. Good for them! The College should work to ensure that we have actual data on whether, where, and how graduates of *all* C/T programs are finding jobs related to their degree, and how much they’re earning in these jobs one month, six months, and two years after graduation. Prospective students and faculty leads for our C/T programs need no longer rely on outdated and broadly-generalized (OLMIS) projections based on what percentage of students find gainful employment after graduation, and what their wages are. We need financial resources allocated to research and present these findings in an open, transparent place so that any member of the public, the Board, prospective students and faculty can see it. This is truly important work for program review, institutional effectiveness, and providing real evidence of the return on investment for our prospective students in C/T programs.

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