Frequently Asked Questions

What is a bond?

Community colleges can borrow funding to pay for the construction, expansion and renovation of grounds and buildings. Voters must approve these funds through a bond election on the ballot. CCC is placing a bond measure on the November 2024 ballot.

Why has this measure been referred to the ballot?

Increasing demand for programs: There are local and regional shortages in high-demand skilled occupations like horticulture, farming, welding and wildland fire.

Students and staff safety: All three campuses need more safety and security measures like automated lockdown systems and modern access controls.

Learning environments: Clackamas Community College aims to upgrade aging classrooms, labs and technology to support workforce training.

Aging buildings: Buildings across the college have aging roofs, siding and HVAC systems.

Does this bond increase my taxes?

The measure authorizes a continuation of the 2024 tax rate of $0.25 per $1,000 of assessed property value. The owner of an average assessed-value home pays $7.22 per month or $86.59 per year.

What would happen if the proposed bond measure did not pass?

If the proposed measure did not pass, the safety and security, infrastructure, repair and renovation projects would not be completed and the current tax rate of $0.25 per $1,000 of assessed property value would not continue.

Why now?

In 2014, the college district approved a first phase of a $90-million bond for us to expand and update our buildings, facilities and grounds. Those projects are now completed. The 2024 bond is a planned second phase of expiring bond funds that is timed so it continues providing funds for the college without raising taxes. This second phase focused less on expansion, and more on taking care of our existing facilities, becoming more efficient, and reducing the amount of annual operating costs.

What planning went into this bond proposal?

To inform the second phase of our bond, we did a lot of research and collection of data. The college developed a concept master plan, an athletic facilities master plan and a mechanical, electrical and plumbing master plan. Projects and needs identified in those plans totaled more than $300 million. We then formed a bond development work group of employees across the college, students and board members. Over a series of meetings, they worked to refine and prioritize the list of projects. We took that list and polled both internally and externally to see how the projects resonated with the college community. Using that information, we categorized the projects into themes.