Planning and Institutional Effectiveness (PIE)
Lane's integrated planning and institutional effectiveness model is designed to support and further the college’s mission, with a focus on student learning and success. The model forms the basis for regular and effective assessment, improvement, accomplishment, and adaptation.
Strategic Directions are established every five years as part of a comprehensive strategic planning process that identifies priority actions needed to support and improve achievement of Lane’s mission, as measured by institutional indicators. Strategic Priorities are established biennially to identify priority areas of focus for the College, based upon assessment of progress toward strategic direction objectives and outcomes, internal and external environmental scanning. Program Review and Department Planning support strategic directions and priorities by operationalizing priorities and improvements at the program and service level.
The following three (3) reports will be written on a three-year rotating cycle. Together, these reports provide valuable information to help stakeholders make evidence-informed decisions.
Economic Impact Study
Lane has a considerable impact on the local economy. According to an Emsi study, during the 2018-29 fiscal year, the college, along with the enhanced productivity of its alumni, generated $721.3 million in added income-the equivalent of supporting 10,777 jobs. Learn more about the economic value of Lane Community College:
Program Demand Gap Analysis
The Program Demand Gap Analysis is based on Lane County and LCC data. It compares job openings and LCC educational program completions to identify opportunities to consider.
A subcommittee of the IEC is beginning the environmental scan research and writing process. The final report is due in November 2022 and will be posted here when complete.