Director, Business Services at Clackamas Community College
Employing Organization
Team
Decision makers at Clackamas Community College
Applied IT Specialist – Library
Associate Dean, Enrollment and Student Services
Associate Dean of Institutional Effectiveness and Planning
Career Services Specialist
Chief Diversity, Equity and Inclusion Officer
Key decision makers in the same organization
RFP Activity
These public RFPs list Elizabeth Cole as a point of contact.
Posted
Oct 9, 2026
Nov 3, 2026
Clackamas Community College is seeking proposals for the replacement of three electronic messaging boards at its Harmony and Oregon City campuses.
Organization Signals
Board meetings, strategic plans, and buyer signals from Elizabeth Cole’s organization
Key discussions centered on capital projects and facility updates. The board discussed applying for state matching funds for large capital projects, specifically noting the Natural Resources Center, with potential construction completion in 2029. Significant time was spent reviewing the Wilsonville campus master planning, including engaging with local partners and the Wilsonville school district regarding potential student housing or commercial space development. Progress on athletics fields was reported, detailing the replacement of softball and baseball dugouts, installation of tension netting poles, and upcoming track replacement with collegiate-level dimensions and a new soccer field with turf, along with new grandstand seating featuring a solar array. Design efforts for the Natural Resources Center (NRC) building, utilizing mass timber construction, were detailed, including schematic design status, anticipated construction document completion in the fall, and an expected construction start in November, with move-ins projected for early 2028. Financial and scheduling aspects related to the $15.1 million in OSU Extension 4 District funding for the NRC building were also discussed, including invoicing timing relative to construction milestones.
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The session included presentations regarding the Diversity, Equity, and Inclusion (DEI) committee's activities, focusing on their panel-style 'snack and learn' program designed to meet Oregon state law requirements for cultural competency and build community. Key topics covered included supporting various student populations like first-generation and Pell Grant-eligible students, and resource sharing from 13 different campus areas. A partner from Workforce Development Services discussed how their collaboration with the Cougar LEAP office strengthened operational practices, particularly concerning the allocation of training dollars through a structured reflection process called the 'Cougar Pause' to ensure equitable decision-making. The presenters also noted ongoing challenges such as declining federal funding and policy shifts requiring continuous review of eligibility criteria.
The Cougar Pause is a Strategic Equity Resource designed to guide decision-making toward more equitable outcomes. This toolkit provides critical questions and a non-linear framework, encompassing five iterative phases: Foundation, Collaborate, Implement, Communicate, and Evaluate, Learn, Revise. Its purpose is to promote intentional reflection, broaden perspectives, and facilitate continuous improvement, ultimately leading to richer and more equitable work products.
The meeting primarily focused on presenting and discussing the results and subsequent actions related to the employee climate survey. Key discussion points included the survey's background, development process (which included literature review and focus groups), and high overall job satisfaction (95%). Concerns highlighted included 30% of employees witnessing mean or disrespectful behavior, prompting the development of a respectful workplace policy. Another major concern was that 44% of employees could not find necessary information to perform their jobs, leading to the implementation of a new internal SharePoint site for knowledge management. Additionally, 40% of employees reported heavy workloads, particularly administrators and department chairs, leading to a review of departmental structures and institutional priorities to reduce fatigue. The survey also indicated dissatisfaction with HR support due to staffing limitations in 2023, though the team is now fully staffed and has redesigned its service processes. Finally, the session detailed the factor analysis that distilled approximately 200 survey questions into nine core factors, and outlined the plan for a smaller pulse survey to be conducted in September 2026.
Extracted from official board minutes, strategic plans, and video transcripts.
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