Richard E. Soller: 2023 candidate for College of Lake County board

Bio

Town: Gurnee

Age on Election Day: 65

Occupation: Retired

Employer: N/A

Previous offices held: None

Q&A

Q: Why are you running for this office, whether for re-election or election the first time? Is there a particular issue that motivates you?

A: I've always believed in service to the community, and now that I am retired from the College of Lake County and able to serve on the Board of Trustees of CLC, I feel my institutional knowledge can be put to good use in this capacity. No particular issue motivates me.

Q: In tough economic times, many students (and working professionals) turn to a community college for its educational value. How do you ensure that a person's financial sacrifice results in an educational benefit?

A: To ensure the quality of an education, a community college should first assess the ability of the student. For example, when I taught public speaking classes, on the first day of class, students completed a survey on their public speaking anxiety. This allowed me to know which students needed the most help. Second, the teaching process should be improved. In my department, we created a communication lab, purchased recording equipment to allow for student self-assessment, authored papers analyzing student public speaking anxiety, and conducted training sessions for all faculty. Third, it is important to evaluate the result, not just at the end of a course but also for longer periods after the course. In my public speaking classes, students completed a public speaking survey a second time so both I and the student could learn of the effect of the course on anxiety. Schools where students transfer to can provide information on the preparation of students from CLC.

Q: How would you describe the state of your college's finances? What issues will your district have to confront in coming years and what measures do you support to address them? If you believe cuts are necessary, what programs and expenses should be reduced or eliminated? On the income side, do you support any tax or fee increases?

A: Currently, CLC has strong financial health. In coming years, decreases in the number of grade school, middle school, and high school could decrease the number of students who potentially would attend CLC. Increasing the percentage of high school students who attend CLC would be one remedy to this. Increase the number of international students is a second possibility. I don't believe cuts are necessary nor is there a need to increase taxes or the total cost of attending CLC. This last phrase is important. I don't see a problem with fees that are increased to match inflation. However, I also think that fees can be increased while the overall cost of attending CLC is decreased by using more open educational resources (OERs) in classes to lower textbook costs, or to offer more online courses that decrease transportation costs for students. Increasing expenditures on wellness can decrease long-term health care costs.

Q: What are three specific non-financial challenges your community college will have to face in the next four years and what are your thoughts about how each should be addressed?

A: First, artificial intelligence (A.I.) makes it possible for students to have computers do work (e.g., write papers, create computer code) that students are assigned. In addition, the same computers are taking away jobs like writing articles for newspapers or creating computer code. The college has to design classes where students cannot use A.I. to complete assignments or they must be taught how to use artificial intelligence to go beyond what A.I. can do.

Second, there is tension between providing rigid pathways to graduation and wanting students to explore a variety of topics. A balance needs to be created between the two. This would require pathways students can follow with the multiple options for certain steps in the pathway.

Third, there are more students attending community college that are not academically prepared. Community colleges may have to reach back into high schools to provide guidance on expectations of college and provide more remedial classes.

Q: Describe your experience working in a group setting to determine policy. What is your style in such a setting to reach agreement and manage school district policy? Explain how you think that will be effective in producing effective actions and decisions of your school board.

A: As a teacher, I served on numerous committees, served as the chair of the faculty senate, and was elected multiple times as the president of the faculty union. I taught small group communication and organizational communication classes. I was the chair of several contract negotiating teams. I am open-minded in my deliberations and interested in the opinions of those affected by my decisions. I am able to put myself in others' shoes and am willing to listen to them. I think this approach makes it clear the values that a decision is based on and how the voices of others was included.

Q: What makes you the best candidate for the job?

A: First, I offer 40 years of experience in higher education, holding leadership and administrative positions including Director of Forensics, Department Chair, Faculty Senate Chair, and several terms as the elected Union President.

Second, I received a wide-ranging education with a B.S. in Economics, an M.A. in Communication Studies, and an Ed.D. in Education. This gives me the ability to understand financial and educational issues and communicate about them effectively. Equally important to me, I debated in high school and college plus coached debate at NIU, UW-Oshkosh, and CLC which honed my advocacy and analytic skills as well as deeply immersing me in legal, social, and political policy issues such as those faced by the Board (e.g., first amendment issues, employment discrimination law, or job sharing).

Finally, I have an easy-going personality. I tend not to take things personally.

Q: What's one good idea you have to better your district that no one is talking about yet?

A: The financial support provided to a community college by the state is adjusted each year by the inflation rate for the month of December. It should be adjusted based on the yearly inflation rate since that is the rate that affects the finances of the college.