Spencer Brayton

The special meeting included institutional reports and presentations. The Finance and Administration report covered the FY2027 budget planning process, a five-year financial outlook projection, and considerations for 2026-2027 tuition and student fees. A facilities master planning overview detailed current financial status, investment plans, and capital project priorities, including the renovation of Collins Hall and a recommendation to terminate the Erickson Hall HVAC project. The Foundation reported on the launch of the Spring 2026 Employee Foundation Campaign to increase awareness and participation. The Talent, Culture and Diversity Division presented an update on Human Resources structure, hiring activities, departure trends, and identified opportunities to enrich the employee experience. The board subsequently convened an executive session to discuss matters pertaining to employee employment and compensation, litigation, collective bargaining, and security procedures.

The meeting included presentations such as the "Waubonsee Voices" segment featuring a student speaker sharing experiences regarding educational opportunities, financial struggles, and support received at Waubonsee. New administrators were introduced to the Board. Institutional reports covered the executive summary of financial reports and the adoption of Resolution No. 26-06 concerning the issue and sale of not to exceed $9,000,000 of Working Cash Fund Bonds. Discussions also included updates from the Faculty Council and the Student Trustee, approval of the FY2027 meeting and administrative work calendars, and a review of the 2026 Special Board Meeting agenda. The President's Report highlighted attendance at the AAC&U Annual Meeting, the launch of a free campus shuttle bus service, and a new Early Interest/Admission Agreement with Aurora University. The Board also approved the main Consent Agenda items, including Personnel Reports and most Financial Reports, with one specific bid/purchase item regarding professional engineering services for reservoir cleaning removed for individual consideration and subsequently approved.

The meeting commenced with public hearings regarding the Board's intent to sell bonds not to exceed $9,000,000 of Working Cash Fund Bonds and the intent to adopt the FY2025 aggregate tax levy; both hearings concluded without public comment. Key institutional discussions included the adoption of Resolution No. 26-05 to Establish the 2025 Aggregate Tax Levy. An update was provided on the RISE 2030 Strategic Plan's priority concerning community relationships, highlighting progress on new and existing programs and partnerships. The board granted pre-approval to finalize a gift agreement for the naming of the baseball field after the Prince Family. Approval was granted for the purchase of a compensation and classification study agreement from salary.com for $139,500. Business also included updates from the Faculty Council and Legislative Events Report, and a discussion regarding Waubonsee's Free Speech and Expression Board Policy. The board moved into executive session to discuss personnel matters, litigation, collective bargaining, and security procedures, later reconvening to approve the Consent Agenda, which included personnel actions such as new appointments and separations, and various financial reports including two payroll reports and accounts payable for the period ending November 30, 2025. Additionally, purchases for industrial maintenance training equipment ($105,295, grant funded) and a transit shuttle bus ($59,900) were approved.

This Strategic Enrollment Management (SEM) plan outlines a comprehensive strategy to enhance student success and access. It focuses on three main goals: fostering a culture of care to strengthen student success through improved recruitment, retention, and support services; enhancing access and support for adult learners by exploring funding, expanding credit for prior learning, and increasing capacity; and redesigning processes to be more student-friendly through simplified onboarding, improved financial experiences, and strategic communications.

This strategic plan, titled 'REDEFINE -- RISE 2030,' aims to redefine the institution's relationship with the community by fostering a culture of service, collaboration, and engagement. A key strategic action involves establishing an Employee Volunteer Program (EVP) to increase employee and community engagement, and decrease turnover. The plan outlines phases for planning, implementation, and assessment, including metrics for success.