Terri Austin

The board meeting focused on several key administrative and operational items. The board recognized the outgoing student trustee and swore in the new student trustee. Key action items approved include the engagement with Filli for an enrollment business process review, the approval of the Inno Nelson window bid with a reallocation of health, life, and safety funds, and a new structure for the team. Additionally, the board approved a facility license agreement for catering and authorized the president to execute an agreement with ImpramAPA. The board also received reports regarding ongoing capital projects and expressed appreciation for a retiring executive team member.

The Strategic Plan for Lewis and Clark Community College is dedicated to student success and community prosperity, aiming to empower individuals by raising aspirations and fostering achievement through dynamic learning experiences. The plan is structured around four key directions: improving enrollment and retention, investing in program and curriculum development, enhancing internal and external stakeholder engagement, and transforming data and technology.

The board meeting focused on a review of the annual culture survey results, highlighting strengths in teamwork and leadership while noting areas for improvement in communication, compensation, advancement, and recruitment. Discussions included the balance between professional development and institutional needs, strategies to enhance inclusivity and belonging, and plans to implement spot awards for employee recognition. The board also discussed the importance of clarifying growth pathways and maintaining honest communication regarding compensation realities.

This strategic plan outlines the long-term direction for Lewis and Clark Community College, an achievement-driven institution dedicated to student success and the prosperity of its communities. The plan is structured around four key directions: creating enrollment and retention improvements, investing in program and curriculum development, improving internal and external stakeholder engagement, and investing in data and technology transformation. These directions guide the college's aspirations and commitment to agility and adaptability in achieving its goals.

The meeting featured an audit presentation for the fiscal year ending June 30, 2025, delivered by representatives from Sheffield Boille. The audit resulted in an unmodified (clean) opinion on the financial statements, and unmodified opinions on state adult education grants and enrollment data. The GASB opinion noted no significant deficiencies or material weaknesses in internal control over financial reporting. However, the Uniform Guidance (Single Audit) identified four compliance findings related to the Student Financial Aid cluster, including issues with income reporting, verification form sign-offs, rounding methods, and late notification letters. The presentation highlighted a net position increase of $13.8 million, driven by a significant decrease in non-current liabilities due to debt payoff, despite an increase in operating expenses of $2.6 million. A new accounting standard, GASB 101 concerning compensated absences, required restatement of the prior year's beginning fund balance. The meeting also included an update on enrollment efforts focused on retention.