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Voters approved a $42.8 million general obligation bond for Lane Community College in 1995. This gave the college money to build and remodel facilities for job preparation, employee training, and other instructional programs; to address health and safety issues; and to increase community access. Thanks to interest earnings and additional sources, funds were leveraged to $62 million. Additionally, work by college trades people saved the college about a half-million dollars. Building began off-campus in 1995, with the construction of a new learning center in Cottage Grove; this was followed by an addition to the Florence learning center, and, over the next four years, the construction of eight Community Learning Centers at district high schools. Work began on main campus in 1999.

Building and remodeling sponsored by the bond include Workforce Training Building, Welding Technology Building, Addition to Campus Services Building, Parking Lot Improvements, Child Care Center, Math-Science Addition, LTD Bus Station, Sewage Lagoon Upgrade, Student Services Building, Central Plant Upgrade, Health Tech., P.A.-P.E. ramp, Addition to Performing Arts, Center Building remodel, Library remodel, and temporary space for Archives have all been completed.

When the administrators at Lane Community College decided to implement Process Redesign in the mid-1990s, they felt that Lane needed to undergo a major change in the way it operated. The College faced increasing demands for its services, at the same time that resources were declining.

The Process Redesign project intended to improve and enhance the teaching/learning environment; to improve the quality, effectiveness, and scope of services to students and other customers of the college; to improve the efficiency of college processes; and to relieve the workload stress on employees. It was an innovative, holistic approach to recreating organizational structures. The project focused on six key process areas: facilities/support, grants/contracts, personnel/payroll, planning/budget/financial transactions, procurement, and services to students.

Through a series of committees and groups, the staff reinvented the way the college operated, making the organization more cost effective, efficient, and student-oriented. The project collected and analyzed student and staff input to devise a way to divide Lane into four groups: Instructional Services Group, College Operations Groups, Executive Services Group and Student/Learner Services Group.

The first phase of Process Redesign focused on administrative services to students, and became known as Students First! The focus of this project was to achieve significant change and improve performance in meeting the service needs of students, such as enrollment services, student records, student financial services, and financial aid. The initial planning timeline was from March 25 to July 26 1996; the project was launched for students' use in 1998. Students First! was renamed Enrollment Services in 2004.