Campaign Phone
3076402679
I bring a unique perspective as a carpenter, construction supervisor, and frontline manager with over 30 years of experience. I want to represent and support those working in the trades—careers that rely heavily on LCCC. While current training and certification programs like welding and CDL are vital, we need to expand these opportunities and ensure LCCC is welcoming to all students.
I think a name change is a mistake. It does not clear up any of the issues it claims to solve and at a cost that is financially irresponsible. If the plan was to set up LCCC to become the next University of Wyoming, I believe the proposed name would be very forward thinking, but for the reasons given it falls short. I also believe it creates a rift with the other state community colleges and with the recent attacks on funding, I think it's vital the colleges work together.
Wow, there are so many! Degree/Certificate completion, Transfer Rate, Bachelor attainment, Job placement, License/Certificate pass rates, and Course completion rates are metrics currently used to determine successful/unsuccessful courses. I would not use different metrics; we don't need them. I would however have an honest and open approach to the data. One thing all of these metrics have in common are numbers and numbers tell the story of the compiler.
Our role should be building a skilled work force, through education, training, and connecting. Driving apprenticeships and partnering with companies to make our certificates recognized and sought after would benefit the economic development of the area. Funding should be driven by students, community and business partners as all three will get something positive out of it.
We need to focus on the needs of our students, but also on the needs of the community we serve. We need to look past the numbers and acknowledge that not all our students are looking for a degree or a certificate. I attended LCCC to learn Excel after my first staff meeting because I needed to be able to understand, categorize, and manipulate numbers for my position at that time. I had no desire for a degree; it was about succeeding at work.
We also need to focus on our faculty and staff. I don’t believe success can happen without the faculty and staff, as they are truly the beating heart of the institution and extensions of the community.
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As a father of two daughters, one currently in college and another attending school in Laramie County, I understand the importance of accessible, high-quality education. I am actively involved in our community as a youth sports coach and mentor, a local business owner, and a Financial Advisor with Edward Jones. With my financial background, I would seek opportunities to generate additional revenue and identify innovative solutions to help offset rising operating costs caused by inflation. As a business owner, I have firsthand experience managing budgets, navigating economic challenges, and pursuing strategic growth opportunities. I look forward to bringing a forward-thinking perspective that strengthens LCCC.
I view the proposed name change as a positive step forward. As the state's capital city institution, adopting a broader and more recognizable name can strengthen the college's brand and better reflect its role in serving students from across Wyoming and beyond. Many colleges throughout the state have evolved their branding to better position themselves in a competitive higher education environment. A name such as Wyoming State College has the potential to attract students from new markets, particularly as Wyoming faces enrollment challenges due to demographic changes. Most importantly, the name change represents more than branding. It reflects a commitment to growth, innovation, and expanding opportunities for students.
To evaluate whether existing programs are successful, I would use a combination of workforce demand and student outcomes. Key metrics should include enrollment trends, retention and graduation rates, job placement rates, etc. Programs should continue to align with workforce needs, particularly in healthcare, skilled trades, technology, and other high-growth industries. LCCC should maintain strong partnerships with employers to ensure graduates have the skills needed for in-demand careers that offer long-term opportunities. If labor market data shows declining demand, fewer employment opportunities, or consistently weak student outcomes, the college should evaluate whether the program needs to be updated, redesigned, or replaced.
LCCC should play a leading role in Southeast Wyoming's economic development by serving as a workforce development partner, an educational resource, and a driver of regional growth. The college is uniquely positioned to connect students, employers, local governments, and industry leaders to ensure that workforce training aligns with current and future economic needs.Funding for these efforts should be a shared responsibility. State and local funding should remain the foundation, given the broad economic benefits that workforce development provides to communities. At the same time, LCCC should pursue grants, public-private partnerships, industry sponsorships, and workforce development funds to support specialized training initiatives.
LCCC offers students an affordable, high-quality education with clear pathways to rewarding careers and continued academic success. Whether you're pursuing a degree, certificate, transfer program, or workforce training, LCCC provides personalized support, small class sizes, successful sports programs and strong connections to employers throughout our region. For employees, LCCC is an opportunity to make a meaningful impact on students' lives while being part of an institution that is committed to innovation, community engagement, and workforce development. Our faculty and staff help shape the future of Southeast Wyoming by preparing students for success and supporting the economic growth of our communities.
Campaign Phone
(307)634-1570
This is an exciting time for LCCC as they undergo a transition to Wyoming State College. This will make our Community College more professional, more recognizable, and more attractive to students, I want to help this transition happen.
Qualifications MD from Ks.Univ. Med School, Bd. Certified Pediatrician, Trained at Denver Children's Hospital, Adm. Division of Health & Medical Services, now State Health Dept. for 4 years, Adm. Laramie, Co. Cheyenne City Health Dept. 10 years, Wyoming State Legislator for 10 years. in House of Representatives
The LCCC Trustees have spent several years researching and evaluating this change and feel this is the most practical and reasonable approach to this change. There are lots of suggestions, but this seems to best describe their objective for the LCCC, name change.
How the graduates are viewed in the community and how successful they are in their choice of trade, job, or profession. I think that the College will be more responsive to the educational and work needs of the community.
To educate students to help meet the educational and work needs of the community. I'm concerned about the attempt to reduce property taxes further, so there is less money for education at all levels in the state. Not related, but I'm concerned if Proposition 1 on the Nov. 3rd ballot passes.
To be educated for your own success and to help our community
Campaign Phone
3077608109
My association with LCCC involves time as a student, adjunct faculty, and a professional staff member. That background has allowed me the opportunity to understand how the college and its personnel operate in one-on-one moments, in classroom scenarios, and in service to the community and beyond.
The board needs to work with the president and administration and not simply become a rubber stamp of approval. I’m willing to have the difficult conversations, to be the one who asks “why,” to help find viable solutions, to take a stand when necessary, and to celebrate the people who create the successes.
I’ve been an advocate for this since I worked at the college, and the current landscape of higher education has shown how important this decision is – the prior name created challenges for recruitment, for perceived credibility, and for not truly reflecting the college’s evolving role.
Am I sold on the new name? Not fully, but that’s a moot point. The goal now is how to move forward. Rebranding at this scale involves extraordinary planning and meticulous attention to detail, including the exploration of the continuing costs.
How does the college continue to get buy-in from the community, students, and faculty? How does the college work to mitigate any perceived damage from this change? These are the questions for the board to resolve.
Trustees don’t - or shouldn’t - operate on a micro level to pick-and-choose the college's programs. Experts across LCCC, as well as statewide organizations, engage in a thorough process regarding the creation or elimination of such programs. The board provides the stringent oversight to make that happen, but we also need to trust that the experts on campus are providing the information necessary to strengthen the academic opportunities at LCCC.
That said, it’s vital to keep in mind that student success should be at the forefront of any such decisions, including employment opportunities and viability, operational costs, and the ability to provide a solid education and strong faculty in those programs.
LCCC can and must be a strong partner in our region's economic development. The college must be flexible enough to prepare students for the jobs our region and industries seek, especially by working closely with local employers and key stakeholders to understand those needs. The goal is to maximize LCCC as a way to strengthen opportunities for both businesses and residents. Ideally, funding should come from a mix of state support, local investment, employer partnerships, grants, and foundation dollars. As such, it almost goes without saying that we must be fully transparent and responsible with these resources and funds.
LCCC is bold – and willing to tackle opportunities and challenges differently than any other college in the region. With a new commitment to expand the reach and impact across Wyoming and the neighboring states, the college is committed to student success – whatever that means for each individual. The college is focused on outcomes, which includes an assurance of the best faculty, programs and resources across the campus. For potential faculty and employees, this new vision offers a chance to impact not just students but our communities in ways that go beyond the perception of what a two-year college was perceived to be. For everyone, the goal really is to be the region’s college of choice.
