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1.  Why are you a candidate and what qualifications do you have that make you the best choice? [250 Words]

Continued community service is the primary reason for my candidacy.  I want to contribute to the continued dynamic achievements of the current LCCC Board, Faculty, Staff and Students.  I am interested in bringing forward-looking policies and a bottom-up cooperative management culture. Continuous Improvement principles will be my lodestar. Establish increased interactions and cooperation between LCCC and Secondary level schools for incoming degree and  certificate seeking students.  I would seek to expand and enhance relations between LCCC students and prospective employers and Institutions of Higher Learning. I have forty years of administrative, managerial, and legal education, training and experience. I have served on, and presided as President of many national and local Boards and Commissions as well as worked for and reported to many Boards and Commissions.  Both at the community volunteer level and at the professional State of Wyoming level.  Thus I bring an appreciation for the "policy making" aspects and the "policy implementation aspects. Experience with civil rights entities, credit unions, Head start, Attorney Generals office, WYDOT Director, State Bar Director, Regional and National Transportation entities. I have been a member of the American Bar Association, Wyoming Sate Bar, Laramie County Bar Association, Community Action of Laramie County, Cheyenne Frontier Days Ticket Committee, United Way of Laramie County, WyHy Federal Credit Union, Cheyenne Rotary Club, Cheyenne Exchange Club, US Air Force, and now a Volunteer driver with Meals-On-Wheels.

2. What are the top three issues the Board will face and how do you propose to address each? {650 Words}

A.  ONGOING AND FUTURE FUNDING:  Projections are that LCCC will face a total reduction in funding of approximately $7.0 million dollars in FY 17 and FY 18.  The FY 17 projected $2.5 million reduction has already been somewhat addressed by the thoughtfulness and foresight of the current Board of Trustees. The FY 2017 reductions, while certainly unwelcome and hurtful, they appear to be realistically manageable without massive and hurtful across-the-board cuts.  FY 2018 reductions of $4.5 million certainly presents a substantial challenge.  Research indicates that retained reserves being used currently to lessen impacts are not projected to be available going forward.  Future reductions could be addressed by a tactic I have applied while Director of WYDOT when State budget issues arose in the past. When, and if across-the-board reductions become necessary, I would strongly advocate for equality of cuts throughout the entire enterprise.  My philosophy is that no program under my care should be treated like a "second class citizen."   In order to apply such a philosophy, it is necessary that we conduct a ten year data search of all program budgetary allocations to determine the ten year average budgetary allocations to each individual program of activity.  Under such a policy, the same average percentage allocation of the current budget, regardless of the total budget available, will be allocated as shown by the historical record.Under increasingly dire funding scenarios, and as a legally binding element of trusteeship, I would look at the three "Core" Service areas at LCCC.  Academic Affairs, Student Services, and Administration and Finance.

B. CONTINUOUS IMPROVEMENT:  Notwithstanding projected current and future funding issues, the most important general goal of the institution should be to maintain current levels of excellence and seek to increase both efficiencies and elevated proficiency in all ongoing and future educational and training endeavors.  Continuation and expansion of Deming Continuous Improvement principles and philosophy is imperative to meet currently identified and even future unimagined needs and requirements to meet the educational and training needs of both current and future students and the community as a whole. I had the good fortune to see South Carolina transformed from an agrarian (cotton, peaches, etc.) and textile economy to a dynamic manufacturing economy by introduction of statewide "Technical Schools" which has led to a dynamic ready-made  pool of trained and ready made available employees that is attracting both national and international employers to the state. Yes, such an endeavor took years to come to fruition, but I believe that in order to walk a mile, we must begin with a first step.

C.  COOPERATIVE AND SUCCESSFUL CULTURE:  No successful endeavor can prosper without a caring and cooperative culture.  I would encourage mentoring programs at all institutional levels to enhance developmental coursework, while at the same time engaging with other similarly situated and goal oriented organizations with prospective students to highlight weaknesses of prospective incoming students. Institute such success-driven enhancements as proper study habits; note taking and listening skills training.  Direct efforts towards the level of information retention and understanding of concepts and principles of coursework and instructional material upon completion.  Install forward-looking policies and bottom-up cooperative culture that is respectful of all levels and programs.  Involvement, involvement, involvement.  My experiences have proven to me that increasing and maintaining customer/client involvement of any enterprise, is crucial to establishing, increasing, and maintaining morale and pride in all concerned.  Shared governance, satisfaction surveys, onsite visits and Board of Trustees involvement and interaction with all levels and facets of the institution is imperative.