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IT IS 12:30 PM AND WE WILL BEGIN WITH THE FINANCE COMMITTEE TODAY FOR THE DALLAS COLLEGE FINANCECOMMITTEE, I WILL BEGIN WITH A QUORUM.
[1. Roll Call - Announcement of a Quorum ]
TRUSTEE BOYD TO CONFIRM.COMMITTEE CHAIR TRUSTEE BOYD, ARE YOU PRESENT? PRESENT.
VICE CHAIR RITTER ARE YOU PRESENT.
TRUSTEE COMPTON ARE YOU PRESENT.
TRUSTEE ZIMMERMAN, ARE YOU PRESENT? I AM PRESENT.
TRUSTEE FLORES ARE YOU PRESENT.
AND CHAIR BRAVO TRUSTEE WILLIAMS WILL NOT BE JOINING US TODAY.
[2. Certification of Notice Posted for the Meeting ]
TRUSTEE BOYD IF YOU WANT TO BEGIN THE FINANCE COMMITTEE MEETING YOU MAY.GOOD MORNING TO YOU ALL AND ALL OF YOU JOINING OUR MEETING TODAY.
IN ACCORDANCE WITH THE SUSPENDED RULES WE CERTIFY THAT THE NOTICE OF THIS COMMITTEE MEETING HAS BEEN POSTED ONLINE FOR AT LEAST 72 HOURS.
ALTHOUGH MEMBERS OF THE BOARD ARE NOT GATHERED IN A CENTRAL LOCATION, WE DO HAVE A QUORUM IN ATTENDANCE AT THE MEETING BY VIDEO CONFERENCE AND TELEPHONE CALL.
WE ARE MEETING BY USE OF CISCO WEBEX SOFTWARE APPLICATION, WHICH ALLOWS TWO WAY COMMUNICATION FOR INVITING PARTICIPANTS AND THE SWAGIT PLATFORM ALLOWS FOR PUBLIC VIEWING THROUGH A POSTED PUBLIC POSTED WEBLINK.
AS WE WOULD AT ANY IN-PERSON MEETING, MEMBERS OF THE PUBLIC WHO HAVE FOLLOWED THE INSTRUCTIONS OF THE DALLAS COLLEGE BOARD OF TRUSTEES WEBSITE FOR REGISTERING TO SPEAK DURING THE PUBLIC COMMENTS PORTION WILL BE UNMUTED FOR FIVE MINUTES TO SPEAK.
IF THE SPEAKER HAS SUBMITTED WRITTEN COMMENTS IN ADVANCE, THE BOARD LIAISON WILL READ THE COMMENTS IN THE RECORD BEFORE AND DURING THE BOARD'S CONSIDERATION OF THAT ITEM.
IF YOU WOULD LIKE TO PROVIDE COMMENTS AT A FUTURE MEETING CONDUCTED BY VIDEOCONFERENCE, OUR TELEPHONE CALLS.
PLEASE FOLLOW INSTRUCTIONS ON THE BOARD'S WEBSITE.
ALL OTHER MEETING PROCEDURES WILL ADHERE TO THE BOARD ADOPTED PROCEDURES TO THE EXTENT POSSIBLE.
THIS MEETING IS BEING BROADCAST OVER THE INTERNET AND AUDIO RECORDING AND TRANSCRIPT OF THIS MEETING ARE BEING MADE AND WILL BE AVAILABLE TO THE PUBLIC AT A LATER DATE ON THE BOARD'S WEBSITE.
THE SOFTWARE APPLICATION ALLOWS FOR ONE THOUSAND PEOPLE TO PARTICIPATE IN THE VIRTUAL MEETING AT OVER TEN THOUSAND OF YOU OVER STREAMING.
WE APOLOGIZE IN ADVANCE FOR ANY UNFORESEEABLE DIFFICULTIES AND APPRECIATE YOUR PATIENCE.
CHANCELLOR, CAN WE CONFIRM THAT THIS MEETING HAS BEEN POSTED? CHAIR BOYD, I CERTIFY THAT THIS MEETING WAS POSTED ACCORDING TO SECTION FIVE FIVE ONE POINT ZERO FIVE FOUR OF THE TEXAS GOVERNMENT CODE.
DO WE HAVE ANY CITIZENS COMMENTS? NO, SIR.
NO ONE HAS SIGNED UP TO SPEAK AT THE FINANCE COMMITTEE TODAY.
WE'VE GOT SEVERAL PRESENTATIONS THAT WILL BE MADE.
[4.1. Human Resources Update and Strategic Plan Presenters: Sherri Enright, Justin Lonon ]
SO WE'LL START OUT TODAY WITH THE HUMAN RESOURCE STRATEGIC PLAN AND [INAUDIBLE] WHO IS GOING TO LEAD OFF OF ON THAT.THANK YOU, MR. COMMITTEE CHAIR.
I'LL KICK US OFF, BUT REALLY SHERRI WILL LEAD THE BULK OF THE CONVERSATION TODAY.
BUT AS AS THEY GET READY TO PULL UP THE SLIDES, I'LL JUST KIND OF LAY THE GROUNDWORK A LITTLE BIT.
YOU KNOW, OBVIOUSLY, HUMAN RESOURCES IS SUCH A TREMENDOUSLY CRITICAL FUNCTION.
AND SO AS WE BEGAN TO THINK ABOUT THE NEW STRATEGIC DIRECTION OF H.R., WE KNEW THAT WE NEEDED TO DO A COUPLE OF THINGS INITIALLY.
AND ONE OF THOSE WAS WE NEEDED TO RECRUIT AND HIRE A SEASONED PROFESSIONAL.
AND THOSE OF YOU THAT THAT WERE AROUND MAY RECALL PRIOR TO HIS ARRIVAL, OUR CHIEF HUMAN RESOURCES OFFICER POSITION HAD BEEN OPEN FOR ABOUT 18 MONTHS.
AND WE APPRECIATE WE HAD ROB STEP IN AS AN INTERIM TO HELP LEAD THAT ALONG WITH HIS OTHER RESPONSIBILITIES.
AND BUT WE KNEW THAT WE KNEW WE NEEDED SOMEONE IN THAT ROLE.
AND THE OTHER PART AND IN THE PHASED IN PLAN WAS TO ADDRESS THE STRUCTURE WE HAD A HIGHLY DECENTRALIZED STRUCTURE AS SHERRI WILL TALK ABOUT.
AND SO AS WE WERE APPROACHING THE UNIFIED COLLEGE, MOVING FROM THE
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SEVEN INTO DALLAS COLLEGE, WE KNEW THAT THE STRUCTURE PART WOULD BE CRITICAL IN GETTING THOSE TWO IN PLACE, THEN WOULD ALLOW US TO TACKLE SOME OF THE OTHER THINGS THAT THE SHERIFF IS GOING TO TALK ABOUT IN GREATER DETAIL.SO THAT'S KIND OF A LITTLE BIT OF THE LAY OF THE LAND OF HOW WE GOT HERE.
SHERRI KIND OF WALK US THROUGH A LITTLE BIT OF A BIT OF A YEAR IN REVIEW IN HER TIME HERE AND THEN ALSO THE LOOK AHEAD OF SOME OF THE STRATEGIC ISSUES THAT WE NEED TO ADDRESS.
SO WITH THAT MR. COMMITTEE CHAIR, SHERRI, I'LL TURN TO YOU TO LEAD OUR CONVERSATION.
THANKS, JUSTIN, AND THANK YOU FOR ALLOWING ME THE OPPORTUNITY TO PRESENT THIS TO YOU TODAY.
AS JUSTIN SAID, I'M HAPPY TO BE HERE TODAY.
AND, YOU KNOW,>> I WOULD LIKE TO GIVE YOU A LITTLE BIT OF A LOOK INTO THE WORK AND EVOLUTION OVER THIS LAST YEAR, BECAUSE WE ALL KNOW THAT IT HAS BEEN A YEAR OF FIRSTS, AS WELL AS A YEAR OF CHANGING ALMOST ON A DAILY BASIS OR A YEAR OF CHANGE.
BUT MORE IMPORTANTLY, I WANT TO SHARE, AS JUSTIN SAID, FOR HR MOVING FORWARD AND THAT FRAMEWORK, AND REALLY ENSURE THAT WE HAVE A VERY STRATEGIC APPROACH TO OUR HR DELIVERY.
I WANT TO ALIGN WITH WHAT THE DALLAS COLLEGE WAS DOING AND FIGURE OUT WITH THE HR STRUCTURE AND THE POLICIES AND PROGRAMS TO SUPPORT THAT AND SO, YOU KNOW WHAT, I WAS OFF TO A GREAT START IN THOSE FIRST 30 DAYS, I MET WITH DISTRICT LEADERSHIP, CAMPUS PRESIDENTS AND EVERY STAFF MEMBER OF HR WHICH INCLUDED 12 DIRECTORS AND ALMOST 65 STAFF FOR 77 MEETINGS AND SO, YEP, WE CAN CHECK THAT ONE AS COMPLETE.
HOWEVER, AS I WAS READY TO BEGIN TO ASSESS AND FORMULATE A MORE STRATEGIC APPROACH, WE TURNED TO MARCH 13TH AND CLEARLY, WE HAD IMPACTS DUE TO SOME THINGS GOING ON AT THAT TIME.
AND SO, EVEN THOUGH THAT PLAN WAS THERE, AND SEVERAL OF THE ITEMS ON THE PLAN DID ULTIMATELY DID GET ACCOMPLISHED AS WE'LL TALK ABOUT, IT DID NOT GET ACCOMPLISHED IN THE MANNER OR IN THE FORM IN WHICH I WOULD HAVE THOUGHT.
AND GO THROUGH JUST A A HIGH LEVEL KIND OF TIMELINE AND PULL OUT SOME KEY POINTS ALONG THE WAY.
AS JUST CONTINUE SAID, I JOINED FEBRUARY 10TH AND I STARTED IN WITH MY LEARNING PHASE.
AND, OF COURSE, WHEN MARCH 13TH CAME ALONG, IT BECAME CLEAR THAT COVID WOULD HAVE A SIGNIFICANT IMPACT ON DALLAS COLLEGE, AS WELL AS THE NATION AND DR. MAY ACTED SWIFTLY AND ESTABLISHED RAPID RESPONSE TEAMS, BUT ALSO ACTED SWIFTLY TO UNIFY KEY OPERATIONAL AREAS, INCLUDING HR TO MAKE SURE WE COULD HAVE A CONSISTENT APPROACH.
SO ALTHOUGH IT SEEMS LIKE EONS AGO TO ME, YOU MAY RECALL CERTAIN OPERATIONAL AREAS REPORTED INTO THE CAMPUS AND HR, MARKETING, IT, BUSINESS AFFAIRS AND SO WE HAD AT LEAST SEVEN FOR EACH CAMPUS AND SOMETIMES PLUS IN THAT ORGANIZATIONAL STRUCTURE AND AS JUSTIN SAID, IT CLEARLY DECENTRALIZED.
COULD YOU GO TO THE PREVIOUS SLIDE, PLEASE.
SO IS THIS NOW, FOR THE CAMPUSES, THIS IS THESE ARE THE STAFF THAT WILL REPORT DIRECTLY TO THE PRESIDENT AND WHAT DOES THIS SLIDE MEAN?
>> NO, THIS WAS PRIOR AND THIS WAS PRE MARCH OF 2020, IS WHAT THE STRUCTURE LOOKED
LIKE AT THE CAMPUS LEVEL AND THE NEXT SLIDE >> BECAUSE IF THAT'S WHAT WAS PRE 2020, THEN YOU ALSO HAVE YOUR VPS, ET CETERA, AND THIS IS A REAL SKINNY ON THAT?
THIS IS THE OPERATIONAL AREAS AND WE'RE NOT INTO THE ACADEMIC PIECES OR THE STUDENT SERVICE PIECES.
THIS WAS THE KIND OF KEY OPERATIONAL AREAS THAT GOT CONSOL DATAD AT THAT TIME.
>> IN RESPONSE TO THE COVID RAPID RESPONSE, IT WAS PULLED TOGETHER QUICKLY.
>> CORRECT, SO WITH THAT UNIFICATION, THOSE OPERATIONAL AREAS OF HR,
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MARKETS, IT T BUSINESS AFFAIRS, THE IDEA WAS TO HAVE A CENTRALIZED FUNCTION SO THERE WERE KEY DECISIONS AND CONSISTENCY.SO AT THAT SAME TIME, AS WE LOOK AT THIS ORGANIZATION, IT WAS CLEAR TO ME, CONTINUING OUR HR OPERATIONS IN THIS FRACTURED ENVIRONMENT WAS CLEARLY NOT GOING TO ALLOW FOR THE CONSISTENT DELIVERY OF OUR HR SERVICES.
IF YOU LOOK AT THE CAMPUS PRE PANDEMIC AND WE HAVE A POP UP FOR THAT, AT THE CAMPUS SITE, GENERALLY, WE HAD A BENEFIT'S COORDINATOR, A RECRUITER AND A PAYROLL SPECIALIST.
SO CAMPUSES HAD PROFESSIONAL DEVELOPMENT BROUGHT IN WITH HR AND SOME DIDN'T.
SOME IT WAS IN ACADEMIC AREAS OR OTHER AREAS.
LIKEWISE, AT MOST CAMPUSES, THERE WAS NO ONE HR PROFESSIONAL AND INSTEAD, THAT WAS GENERALLY LEFT TO THE SITE DIRECTOR.
SO, WHEN I MET WITH THE HR TEAMS IN MY FIRST 30 DAYS, ONE OF THE THINGS I ASKED, WHAT'S WORKING AND WHAT CAN BE APPROVED? THE MOST COMMON RESPONSE WAS LACK OF COMMUNICATION BETWEEN THE LOCATIONS AND THEN AN INCONSISTENT OF POLICIES.
WHEN DR. MAY DID, IN FACT, UNIFY THE AREAS, IT WAS A REAL OPPORTUNITY TO LOOK AT THE CURRENT HR STRUCTURE AND AT LEAST ON AN INTERIM BASIS RELAY SOME INSTRUCTION.
WHAT I DID WAS TO MOVE TO A TEAM APPROACH OR FUNCTIONAL APPROACH AND SO THEREFORE, IF THERE WERE SEVEN RECRUITERS SUPPORTING THE SEPARATE CAMPUSES, THEY ALL CAME INTO THE RECRUITING TEAM SIMILAR WITH BENEFITS.
THE TEAMS YOU SEE HIGHLIGHTED IN THE BROWN ON THIS SLIDE OR BEIGE WERE NEW TEAMS. SO, FOR INSTANCE, IT WAS APPARENT THAT WE WOULD NEED A SIGNIFICANT AMOUNT OF HR DATA OR JUST DATA IN GENERAL.
AND THERE HAD NEVER BEEN, REALLY, A FOCUS ON THAT KIND OF HR INFORMATION SYSTEM AND WE CREATED THAT TEAM.
AND IT WAS ALSO GOING TO BE QUITE APPARENT THAT WE NEEDED SOME CENTRALIZED MECHANISM TO SUPPORT OR EMPLOYEES AND WE CREATED THE EMPLOYEE SERVICE TEAM.
AGAIN, THIS WAS JUST AN INTERIM STRUCTURE.
IF YOU WILL GO BACK TO THE MAIN SLIDE.
THIS TASK FORCE WAS TO GIVE GUIDELINES IN PLACE BECAUSE WE HAD A TELECOMMUTING POLICY AND WE REALLY DIDN'T USE THAT WIDELY.
WE ALSO CLEARLY WANTED TO PROVIDE OUR EMPLOYEES WITH TOOLS AND SO, THAT TEAM CREATED AN EMPLOYEE TOOLKIT AND THAT HAD GUIDELINES AND PLAYLISTS SO THEY COULD WATCH VIDEOS HOW TO MANAGE EFFECTIVELY AND ONE OF THE OTHER THINGS WE NEEDED TO DO WAS TO GET AUTOMATED PROCESSES IN PLACE.
IF YOU RECALL, THERE WAS A PLACE ORDER.
AND SO WE TRIED TO DEVELOP AUTOMATED PROCESSES FOR THAT.
AND THEN, YOU KNOW, CLEARLY, ONE OF THE THINGS I THINK WE'VE ALL REALIZED IS THE EMOTIONAL TOLL AND WE NEEDED WELLNESS RESOURCES.
AND SO THOSE WERE SOME OF THE THINGS IS THAT THE EMPLOYEE CARE AND RAPID RESPONSE TASK FORCE DID.
AND CLEARLY, HOWEVER, WE HAD >> EXCUSE ME.
SO ON THIS ONE, DO YOU HAVE A DASHBOARD, YOU KNOW, HOW MANY TOOLKITS OR HOW MANY AUTOMATED PROCESSES, ET CETERA.
I KNOW IT WAS A GARGANTUAN TASK IN TERMS OF MOVING TO THE REMOTE AREA, BUT IT WOULD BE GOOD TO KNOW I KNOW THE CHANCELOR HAS GIVEN US DATA POINTS, BUT WHATEVER WE
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HAVE HERE, IF WE COULD HAVE ACTUAL DATA POINTS VERSUS THIS VERY HIGH LEVEL, I THINK IT'S IMPORTANT TO KNOW THE SCOPE, THE ENORMITY OF WHAT IT IS THAT WAS DONE WITH DATA POINTS.AND ONE OF THE THINGS WE'RE GOING TO TALK ABOUT IN A LITTLE BIT IS SOME OF THE DASHBOARDS AND REPORTINGS THAT WE WANT TO PUT IN PLACE AND THAT'S GREAT INSIGHT FOR THAT.
AS YOU WAS SAYING, IN ADDITION TO RESOURCES IN A VIRTUAL ENVIRONMENT, WE ALSO HAD TO FIGURE OUT WAYS TO DELIVER SOME KEY HR SERVICES BECAUSE CLEARLY WE HAD TO KEEP THE WHEELS ON THE BUS AND ONE OF THE FIRST THINGS WE DID AND ONE OF THE TEAMS, THE EMPLOYEE RESOURCE TEAMS, WE ESTABLISHED AN ASK HR EMAIL AND CALL CENTER TO PROVIDE A VIRTUAL MECHANISM TO ASSIST OUR EMPLOYEES AND THAT EMAIL COULD TAKE ALL KINDS OF QUESTIONS AND GET IT DISTRIBUTED OUT TO THE APPROPRIATE TEAM TO ACT AS A RESOURCE.
CLEARLY, WE HAD TO FIGURE OUT HOW TO DO VIRTUAL RECRUITING.
I'M NOT GOING GO THROUGH EVERYONE OF THESE, BUT THESE ARE SOME OF THE THINGS THAT WE PUT IN PLACE TO CONTINUE TO DELIVER SOME OF THE KEY SERVICES THROUGHOUT THE PANDEMIC.
>> AND IF I MIGHT JUST ADD, I THINK TRUSTEE FLOREZ, WE MET EVERY MORNING ON THIS AND THIS WAS A MEETING EVERYDAY WITH THE TEAM.
AND WHILE YOU'RE HEARING FROM HR, WE MET AND DISCUSSED EVERY VERTICAL TO ENSURE THE SAME THING.
SO THERE WAS A TREMENDOUS PACE OF CHANGE TAKING PLACE AND IT FEELS MEASURED HERE, BUT THIS WAS DAY TO DAY IN A SENSE OF URGENCY IN THIS PERIOD OF TIME.
>> AND SO, IF YOU CAN GO BACK.
ONE OF THE THINGS, ALSO, AS DR. MAY SAID, THIS WAS IN A FAST AND FURIOUS ENVIRONMENT.
BUT IF YOU RECALL, WE WERE ALSO STANDING UP, THE DALLAS COLLEGE, NEW STRUCTURE AND DETERMINING THE LEADERSHIP ROLE.
AND SO, IN A DECISION TO REALLY TRYING TO FIGURE OUT HOW TO WORK IN THIS NEW WORLD, WE REALLY HAD TO ACCELERATE THE TRANSITION TO DALLAS COLLEGE.
SO, IN FACT AND YOU CAN GO BACK TO THE MAIN SLIDE I WAS OUR LAST IN PERSON BOARD MEETING ON MAY 3RD, WHEN I THINK I MET YOU FORMALLY FOR THE FIRST TIME AND ALSO PRESENTED A GENERAL OVERVIEW FOR THE TALENT POOL PROCESS ALONG WITH THAT TIMELINE.
SO JUST TO JUMP IN TO A REMINDER AND/OR DEEPER DIVE.
WHAT THAT LOOKS LIKE WAS A PROCESS FOR HOW WE COULD TAP INTO AND UTILIZE THE TALENT CURRENTLY AT DALLAS COLLEGE BUT WITH KEY TOOLS AND WE IMPLEMENTED ASSESSMENT AND REVISED JOB DESCRIPTION AND SOME SCREENING TOOLS.
VERY IMPORTANTLY, WE ENGAGED DIVERSE OUTSIDE CONSULTANTS TO ENSURE OBJECTIVITY AND TRANSPARENCY IN THE PROCESS.
AND WE ACTUALLY KICKED OFF OUR FIRST LEADERSHIP POOL ON MARCH 31ST.
SO, REALLY, ABOUT TWO WEEKS INTO THE VIRTUAL ENVIRONMENT, WE WERE KICKING IT OFF.
AND WE FIGURED OUT A WAY TO DO ONLINE AND VIRTUAL WORKFLOWS.
AND YOU KNOW, I THINK FOR WHAT WE WERE FACING IN THE VIRTUAL WORLD, THAT PROCESS WORKED PRETTY WELL.
AND, REALLY, I HAVE A LOT OF QUESTIONS.
I DID STICKY NOTES THROUGHOUT THE PRESS.
I'LL BE SENDING THAT TO BEDLA AND I WON'T TAKE UP A LOT OF TIME HERE, BECAUSE WE HAVE A LOT OF THINGS TO COVER.
BUT UNDER LYING THIS, I'M CURIOUS TO WHAT TRAINING AND DEVELOPMENT, AND I KNOW YOU'LL GO OVER THIS, BUT I WOULD LIKE SPECIFICS IN FULLS AND PERCENTAGES IN THOSE AREAS.
I WILL PROVIDE THE STICKY NOTES.
>> I'LL BE HAPPY TO ANSWER THOSE.
SO WHEN WE LOOK AT THE PROCESS, YOU THINK IT'S IMPORTANT TO UNDERSTAND SOME OF THE VARIOUS STEPS AND THE MEASURES THAT WE HAVE, IN FACT, PUT IN PLACE.
SO THEY KICK OFF WITH EXPRESSIONS OF INTEREST BEING SUBMITTED AND THOSE ARE SCREENED FOR MINIMUM QUALIFICATIONS FOR EXTERNAL AND INDEPENDENT REVIEW.
AND SO THAT WE MAKE SURE THAT THERE'S KIND OF OBJECTIVE LOOK AT THAT AND
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THE NEXT STAGE IS A BATTING STAGE WHERE THE EXTERNAL VETTING FIRMS OR DIVERSE GROUPS ARE LOOKING AT THE APPLICANTS TO SAY WHO SHOULD MOVE ONTO THE INTERVIEW STAGE.AT THE INTERVIEW STAGE, WE MAKE SURE WE HAVE STAKEHOLDERS AND THE HIRING MANAGER.
AND THEN IMPORTANTLY, I'M NOT SURE ONE OF THE THINGS WE ASKED IN DETAIL WITH THE BOARD, BUT AFTER THE SELECTION STAGE, ALL OF THAT COMES BACK INTO HR WHERE WE PERFORM AN EXTERNAL, ADVERSE IMPACT ANALYSIS TO ENSURE THAT DESPITE OUR PREVIOUS EFFORTS, THERE'S NO BIASED.
WE HAVE DONE THAT FOR ALL OF OUR TALENT POOLS AND IN SPEAKING WITH OUR EMPLOYEES, I DO BELIEVE ALTHOUGH OBVIOUSLY NOT EVERYONE IS HAPPY WITH THE OUTCOME, THEY BELIEVE THE PROCESS WAS FAIR.
THAT WAS A KEY PART OF THE DEVELOPMENT FOR MOVING FORWARD.
AND THEN, YOU KNOW, BASICALLY, JUST AS SOON AS WE ALL WENT HOME, IT LOOKED LIKE WE WERE GOING TO BE ABLE TO RETURN TO WORK SO WE STARTED LOOKING AT, KNOW, FOR WORKLOADS ON HOW TO DO THAT.
AND THAT SOUNDS EASY TALKING ABOUT IT HERE.
BUT IN A NUTSHELL, THAT WAS THE FIRST 90 DAYS.
AS DR. MAY SAYS, THIS WAS A FAST AND FURIOUS PACE.
THINGS DIDN'T SLOW DOWN AFTER THE FIRST 90 DAYS.
THE ACCELERATION OF THE UNIFICATION OF THE KEY OPERATIONAL AREAS THAT WE TALKED ABOUT HR MARKETS, ITA, IT GAVE US THE OPPORTUNITY TO START WORKING ON SOME RESIGNS OF THOSE ORGANIZATIONAL STRUCTURES.
AND IN JULY, OUR FIRST TALENT POLL WAS WITH OUR PROVOS AND VICE CHANCELORS AND WE KNEW WE NEEDED OUR UNDERLYING STRUCTURES AND TURNED THE ROLL OUT OF THE TALENT POOLS FOR THOSE, AS WELL.
AT THE SAME TIME, WE NEEDED TO PREPARE PLANS FOR THOSE EMPLOYEES WHO WOULD ULTIMATELY BE IMPACTED BY THE CONSOLIDATION.
THIS BOARD REVIEWED THAT PLAN IN SEPTEMBER OF 2021 AND WE BEGAN AS NEEDED TO IMPLEMENT THAT.
THROUGHOUT THE FALL, WE CONSIDERED OR TALENT POOLS.
WE ALSO ANNOUNCED THE STREAMLINED AND RESIGNED HR STRUCTURE WHICH I'LL TALK ABOUT HERE IN A MINUTE.
BECAUSE WE WERE GETTING SO MUCH INTEREST, WE ALSO DID A MODIFIED TALENT POOL PROCESS AND ESTABLISHED SOME MINI TALENT POOLS WHERE WE COULD RUN THOSE EVEN MORE QUICKLY AND EFFICIENTLY WITH THE SAME PROTECTION.
ONE OF THE THINGS I HAD HEARD IN MY MEETINGS WAS A FEELING THAT SOMETIMES IT WAS DIFFICULT TO ADDRESS PERFORMANCE ISSUES AND THERE WAS A STRONG PERCEPTION THAT THE EXISTING DISCIPLINARY ACTION PROCESS TOOK TOO LONG AND DIDN'T PROVIDE ENOUGH SUPPORT AND IT WAS UNWIELDING AND SO THAT NEWLY CREATED EMPLOYEE RELATION'S TEAM THAT I MENTIONED PREVIOUSLY UNDERTOOK AND IMPLEMENTED A CONSTRUCTED ACTION PROCESS WHICH TOOK OUR ACTION POLICY, TURNED IT UP ON SIDE ITS HEAD.
IT DELINEATED THREE CLEAR STEPS WITH DEFIED TIMELINES AND EXPECTATIONS AND THAT WAS HELPFUL IN UNDERSTANDING ACCOUNTABILITY AND EXPECTATIONS.
OF COURSE, WE HAVE PANDEMIC SPIKES AND WE WERE NEEDING TO FIND A WAY FOR THOSE EMPLOYEES WHO WERE IN VULNERABLE POPULATIONS TO DETERMINE IF THEY COULD WORK REMOTELY AND CONTINUED, OBVIOUSLY, WITH THE NOTIFICATIONS TO THOSE EMPLOYEES WHO WERE IMPACTED, AS WELL AS TALENT POOLS, LEADING, ULTIMATELY, TO FACTS OF THE STRUCTURE AND THE LEADERS THAT WERE PUT IN PLACE.
SO TAKE A BREATH OR I FEEL LIKE WE NEED TO TAKE A BREATH AND THROUGH MARCH OF 2021, JUST WANT TO GIVE YOU AN IDEA AND WE'VE INITIATE 12 TALENT POOLS AND 900 POSITIONS POSTED.
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AS YOU CAN SEE, THERE'S QUITE A CHUNK REMAINING.THE NEAT THING ABOUT THIS IS THAT NEARLY HALF WERE PROMOTIONAL OPPORTUNITIES.
WE'RE TRYING TO STAY ON TRACK WITH THAT.
UNFORTUNATELY, YOU KNOW, WE UNDERSTOOD WITH THE CONSOLIDATION WE'VE HAD AND SEVERAL HAVE BEEN REHIRED AND WE HAVE A MECHANISM TO COMPETE IN THE TALENT POOL.
I REALLY HAVE TO THANK THE BOARD IN PROVIDING EXCELLENT BENEFITS AND SO 80 OF THE EMPLOYEES UTILIZED THE OUTPLACEMENT BENEFITS AND THEY HAVE SUBMITTED PLANS FOR THEIR EDUCATIONAL ENHANCEMENT PLANS.
I REALIZE I SUBMITTED PLANS ON THE TASK, BUT I THINK IT'S IMPORTANT TO UNDERSTAND THE CONTEXT IN WHICH WE WERE OPERATING AND SO I DO WANT TO SPEND A FEW MINUTES TO IDENTIFY SOME OF THE KEY CHALLENGES I FACED AS A LEADER WITH HR, AS WELL AS THE DISTRICT.
SO AS JUSTIN MENTIONED AND AS WE'VE TALKED A LOT ABOUT, WE HAD A DECENTRALIZED STRUCTURE WITH OUR LOCAL BASED APARTMENTS.
AND THAT CREATES A LOT OF ISSUES JUST IN GENERAL, BUT CLEAR IN A PANDEMIC.
AND SO, YOU KNOW, REALLY CONSOLIDATING HR WAS THE FIRST STEP TO BE ABLE TO DO A LOT OF THE THINGS WE DID.
AND A BIG ISSUE, AS I'M SURE YOU ALL KNOW AND PROBABLY HEARD WAS THAT BECAUSE OF THAT DECENTRALIZATION, WE DID, IN FACT, HAVE INCONSISTENT INTERPRETATION AND APPLICATION AND POLICIES, PROCEDURES AND WE'LL TALK MORE ABOUT THAT AS WE MOVE FORWARD WITH THE STRATEGIC PLANNING AND ONE OF THE MOST IMPERATIVE THINGS TO DO WAS TO MAKE SURE THESE TEAMS WERE OPERATING WITH CONSISTENT PRACTICES AND POLICIES AND PROCEDURES.
WE TALKED A LITTLE BIT ABOUT THE LIMITED TOOLS THAT WERE AVAILABLE TO SUPPORT OUR SUPERVISORS AND EMPLOYERS AND THE NEW TOOLS AND TRAININGS.
A BIG ISSUE WAS THE LACK OF A ROBUST FOCUS ON THE AUTOMATED WORKFLOWS.
REALLY, THERE HAD NOT BEEN THAT DEDICATED APPROACH TO EMPLOY DATA, WHICH IS NOT MEANT AS AN HR SYSTEM AND IT WAS ADAPTED INTO THAT.
IT HAD TO CREATE A TEAM RIGHT AWAY TO ENSURE WE COULD GET THE TYPES OF DATA THAT WE NEEDED.
AND, AGAIN, WE TALKED AT LENGTH ABOUT THE TALENT POOL AND THE SILOED HR.
THE MOST RECENT REALIGNMENT OF HR IS REALLY, I THINK, GOING TO BE A GREAT PLACE FOR US TO STREAMLINE THE DELIVERY OF OUR HR SERVICES.
I'M GOING TO GIVE YOU A CHART OF WHAT WE LOOK LIKE RIGHT NOW AS WE SPEAK AND THEN WE'LL MOVE INTO THE MORE STRATEGIC PORTION.
THINKING LONGER RANGE AND THINKING ABOUT HOW WE CAN REALLY BE MORE STRATEGIC IN OUR APPROACH AND PROVIDE VALUE, WE ORGANIZED INTO FIVE TEAMS. AGAIN IT WAS AROUND FUNCTIONAL AREAS BUT A CONSOLIDATED APPROACH.
AND YOU'LL SEE WE HAVE A WORKFORCE PLANNING TEAM AND EVERYTHING WORKFORCE PLANNING HAS CONSOLIDATED INTO THAT.
I'M JUMP INTO THIS MORE, BUT, AGAIN, ONE OF THE CONSTRAINTS OF THE PRIOR ORGANIZATION WAS THE LACK OF AN OVERALL APPROACH TO ORGANIZATIONAL PLANNING OR WORKFORCE PLANNING BECAUSE IT WAS ALL HANDLED INDIVIDUALLY.
NOT ONLY DO WE HAVE A CONSOLIDATED WORKFORCE, BUT WITH THIS TEAM, THERE WILL BE A MODEL WITH PLANNING AND TIE THAT IN, OBVIOUSLY, TO THE PROFESSIONAL DEVELOPMENT AND EMPLOYEE BRAND.
>> SO THIS IS, BASICALLY, YOUR MANAGEMENT TEAM FOR HR?
>> THE FIVE TOP POSITIONS ARE LEADERSHIP.
THE UNDERLYING AREAS ARE FUNCTIONAL AND MULTIPLE STAFF FILL UP THESE AREAS.
[00:30:06]
>> AND DID I UNDERSTAND YOU CORRECTLY THAT YOU'RE FULLY STAFFED UNDER HR?
WE HAVE VACANCIES AT THE STAFF LEVEL THAT WE HAVE PUT OUT IN TELEPOOLS AND SOME WE'VE HAD TO POST BECAUSE WE DID NOT GET APPLICANTS, BUT WE'RE CLOSE TO BEING FULLY STAFFED AND I WOULD SAY WE HAVE, MAYBE, SIX TO SEVEN VACANCIES, BUT THE LEADERSHIP LEVEL IS NOW IN PLACE.
>> IF YOU COULD PLEASE PROVIDE US WITH THE DEMOGRAPHICS OF YOUR STAFF.
I HAVE THAT FOR YOU AND I'M HAPPY TO GIVE THAT TO YOU.
AND ANOTHER TEAM TO POINT OUT IS OUR HR SYSTEMS AND STRATEGY TEAM.
AS I MENTIONED, THERE HAD NOT BEEN A REAL FOCUS ON DATA.
SO TIM MARSHALL ISN'T HERE ANY MORE AND I DON'T HAVE TO APOLOGIZE TO HIM, BUT I STOLE SOMEONE FROM THE AREA AND HE BRINGS A GREAT APPROACH TO HOW WE WILL UTILIZE OUR DATA AND REALLY, YOU'LL HEAR ME TALK ABOUT THIS IN A LITTLE BIT AND I'M SURE THIS IS A BUZZ WORD BUT THIS AREA OF DATA DRIVEN DECISION MAKING.
YOU'LL SEE ANOTHER NEW ROLE, HR PROCESS IMPROVEMENT IN OUR EMPLOYEE SERVICE CENTER.
WE WANT TO MAKE SURE THAT WE ARE LOOKING AT OUR PROCESSES AND REALLY MOVING THEM FORWARD.
AND I'LL GO INTO A LITTLE BIT OF THIS MORE WHEN WE START TALKING ABOUT THE GOALS AND OBJECTIVES, BUT I WANTED TO GIVE YOU A CURRENT LOOK AT THE ORGANIZATIONAL STRUCTURE.
AND I WOULD BE HAPPY TO GET YOU THE DEMOGRAPHICS ON THIS.
SO ONE ASPECT I WANTED TO TAKE A DEEPER DIVE ABOUT IS THE TELL APPROACH AND HOW IT ALLOWED US TO BRING A SIGNIFICANT FOCUS ON DIVERSITY, EQUITY IS INCLUSION OUR STUDENTS CAN SEE THEMSELVES REFLECTED AND THEY FEEL FOR COMFORTABLE AND THEY'RE OBJECTIVE TO SUPPORT FOR ENSURING WE HAVE THAT DIVERSITY AMONG OR WORKFORCE AND I THINK WE UNDERSTAND AND SUPPORT AND ARE PUTTING IN PLACE THE FRAMEWORK FOR THAT.
BUT I JUST WANTED TO GIVE YOU AN IDEA, YOU KNOW, WHY IT IS REALLY IMPORTANT THAT WE CONTINUE TO FOCUS ON THIS.
ANY QUESTIONS ON THIS? SO JUMPING INTO THE STATS, I BELIEVE THE BOARD HAS SEEN THESE IN SOME FORM.
THE TALENT POOL BACK ONE OR FORWARD ONE, I GUESS, THERE WE GO.
THE TALENT POOL HAS REALLY INCREASE THE THE DIVERSITY OF OUR LEADERSHIP TEAM AND, OF COURSE, OUR LEADERSHIP TEAM HAS GROWN, AS WELL AND YOU'LL NOTE THERE ARE FOUR VACANCIES AND TWO OF HOME WE HAVE IDENTIFIED CANDIDATES FOR.
THEY HAVE NOT STARTED YET AND THE OTHER TWO WE ARE IN SEARCH FOR.
BUT THE DIVERSITY OF OUR LEADERSHIP TEAM HAS EXPANDED SUBJECTLY, WHICH I OBVIOUSLY, AS WE LOOK BACK TO THE PRIOR SET ABOUT THE BUSINESS CASE, CLEARLY THAT CAN DO NOTHING BUT HELP THE ORGANIZATION.
AND THE OTHER THING, THAT DIVERSITY, THAT FOCUS, ALL OF THE PROCESSES THAT WE PUT IN PLACE AND THE OBJECTIVE, TRANSPARENT VIEW INCREASED OUR STAFF DIVERSITY AND YOU SEE THERE, WE'VE HAD THE LARGEST INCREASE IN THE LATINO POPULATION, BUT MOST OF THE DIVERSE POPULATIONS HAVE INCREASED IN TERMS OF THE STAFF LEVEL, AS WELL.
AND ANY QUESTIONS THERE? NEXT SLIDE, PLEASE.
>> I CAN'T SEE THE HANDS RAISED, SO I DO APOLOGIZE.
>> I'LL WAIT UNTIL YOU'RE DONE.
WHEN WE DIG DEEP INTO AND LOOK BY DEPARTMENTS, AS WELL, THE FOUR MAIN HIRING AREAS, WE SEE THAT DIVERSITY CARRIES THROUGHOUT THE DEPARTMENTS, AS WELL, AND WE CONTINUE TO INCREASE OUR DIVERSITY ON THE DEPARTMENTAL LEVEL, AS WELL.
[00:35:05]
ANY QUESTIONS ABOUT THAT SLIDE? NEXT SLIDE, PLEASE.THIS SLIDE, I REALIZE IT'S VERY BUSY AND LET ME SPEND JUST A MINUTE EXPLAINING IT.
SO, YOU KNOW, WHEN WE LOOK AT DIVERSITY ON OUR POPULATION, IT'S EASY TO FALL INTO JUST LOOKING AT SOME VERY HIGH LEVEL STATS, BUT WHEN YOU DIG DOWN INTO IT, THAT'S WHERE YOU CAN DETERMINE WHERE ACTIONS ARE NEEDED OR WHERE YOU NEED TO MAYBE FOCUS EFFORTS.
SO AS WE DROVE INTO THE DEMOGRAPHICS OF OUR ORGANIZATION, WHAT WE SAW IS THAT OUR YOUNGER EMPLOYEES TENDENCY TO BE MORE DIVERSE THAN OLDER EMPLOYEES AND THAT OUR NEWER EMPLOYEES THEREFORE, THOSE WITH LESS YEARS OF SERVICE TEND TO BE MORE DIVERSE THAN OLDER EMPLOYEES.
SO WITH THE DATA THAT I MENTIONED EARLIER IN THIS REAL FOCUS ON HR SYSTEMS AND STRATEGY, WE WILL BE ABLE TO TAKE THOSE DEEP DIVES INTO A WIDE VARIETY OF DEMOGRAPHICS TO HAVE TRULY TAILORED AND FOCUSED PLANS IN PLACE FOR CONTINUING TO FOCUS ON DIVERSITY IN OUR ORGANIZATION ANY QUESTIONS ON THIS SLIDE? LET'S TALK ABOUT THE FUTURE.
SO WHERE DO WE WANT TO GO? SO NEXT SLIDE, PLEASE.
SO WHEN WE WERE THROUGH THE TRANSITION, IT WAS BEING REFERRED TO AS ONE COLLEGE.
AND I THOUGHT, MAN, WHAT A GREAT LOGO, ONE COLLEGE, ONE HR AND WE ARE STILL ONE HR.
AND AS I'VE TALKED ABOUT, THAT FORMER DECENTRALIZED STRUCTURE OF HR RESULTED IN HR TEAMS THAT WERE JUST BY NATURE, MORE REACTIVE THAN PROACTIVE AND MORE TACTILE THAT STRATEGIC.
SO MY VISION FOR HR, THIS IS FINDING WAYS TO DELIVER THOSE AND INNOVATIVE SOLUTIONS THAT ARE GOING TO CONTINUE, AS I MENTIONED BEFORE, TO DELIVER THAT ENGAGED WORKFORCE AND LEAD US NOT ONLY THROUGH THIS TRANSFORMATION AND BEYOND.
SO OUR MISSION AND YOU'VE SAID THIS TO THE TEAM ON A WIDE VARIETY OF MEETINGS THEY'RE PROBABLY TIRED OF THIS.
WE WANT TO PROVIDE SERVICE AND THAT IS BEING A PARTNER TO OUR CUSTOMERS AND BEING SOLUTION FOCUSED.
IT USED TO BE WHEN I STARTED IN HR, IT WAS HR MEANS NO.
AND I HAVE NEVER TAKEN THAT KIND OF APPROACH AND DALLAS COLLEGE HR WILL NOT TAKE THAT APPROACH.
WE WILL REALLY FIGURE OUT A WAY TO MOVE FORWARD.
WE WANT TO FIGURE OUT HOW TO GET THE BEST OUT THERE AND HOW TO REWARD THEM AND RETAIN THEM AND WE'LL TALK ABOUT THE CHALLENGES THERE.
AND THEN PROVIDE SUPPORT TO OUR POPULATION, BUT, YOU KNOW, CLEARLY BY PROVIDING SUPPORT TO OUR EMPLOYEE POPULATION, WE'RE PROVIDING THAT BROADER SUPPORT TO OUR STUDENTS AND COMMUNITY.
AS WE THINK ABOUT IT >> I HAVE A QUESTION ON THE VISION.
>> AND SO, YOU TALK ABOUT TRANSFORMATION AND BEYOND.
IN SUCH A FAST PACED, I WOULD THING WE'RE ALWAYS IN TRANSFORMATION.
MAYBE IT'S MORE FOR THE CHANCELOR, APPLIED TO THE WHOLE SYSTEM, NOT JUST TO HR, BUT DO YOU ENVISION US, CHANCELLOR, TO BE OUT OF THE TRANSFORMATION STAGE OR WILL WE ALL BE CHANGING SOME.
>> THAT'S PUTTING ME ON THE SPOT.
PACE OF CHANGE WE'LL EVER EXPERIENCE AND I THINK IS GOING TO CONTINUE AS WE SEE THE NATURE OF WORK CHANGE AND THE EXPECTATION OF EDUCATION CHANGES AND THE ROLE THAT WE PLAY IN OUR COMMUNITY AND, YOU KNOW, I THINK OUR CHALLENGE IS THAT AS WE MOVE FORWARD IN ALL AREAS, I DON'T THINK POLICY AT THE STATE OR FEDERAL
[00:40:04]
LEVEL IS KEEPING UP WITH THIS AT THE CHANGE THAT WE'RE SEEING WITHIN OUR COMMUNITY.I DON'T THINK OUR FUNDING MODELS KEEP TRACK OF THIS, AS WELL.
I THINK THAT'S THE CHALLENGE THAT WE FACE AS AN INSTITUTION.
OUR FUNCTION WILL BE IN THE TRANSFORMATION BUSINESS THAT WE HAVE TO LEAD, AS WELL.
I THINK WE'LL HAVE TO BE IN THE LEADERSHIP ROLE AND I SAY THAT AS IT RELATES TO OTHERINSTITUTIONS AND OTHERS BECAUSE WE'RE A PART OF AN OVERALL SYSTEM.
AS YOU KNOW, HR AND OUR TEAM OR HOW WE GET THERE, WHICH IT MEANS THAT I THINK FOR OUR PEOPLE THAT THIS IS GOING TO BE A CONTINUAL, NOT JUST EVOLUTION AS WE SEE THE CHANGES, BUT I THINK THAT TRANSFORMATION IS THE RIGHT WORD AND YOUR QUESTION IS A CORRECT ONE.
>> IT IS BECAUSE WE IS FALLEN SO FAR BEHIND KEEPING UP WITH THE PACE OF CHANGE AND THE NEEDS, ET CETERA, IN THE WORKFORCE IS EDUCATION, ET CETERA, AND HOPEFULLY, WE WON'T GET TO THAT LEVEL AGAIN TO WHERE WE'RE NOT KEEPING PACE WITH THE CHANGES NEEDED TO BEST SERVE OR STUDENTS AND CONSTITUENCY.
I THINK WHAT YOU'LL SEE, ALSO, WHILE THIS IS FOCUSED ON HR.
AND GENERALLY, I'LL LAY OUT THE BUDGET LATER, BUT WE WON'T DO A DEEP DIVE INTO THE SPECIFICS, BUT WE WILL BEGIN THIS TIME AROUND INVESTING IN AREAS THAT ARE MUCH MORE FUTURE ORIENTED THAN MAINTAINING THE STATUS QUO.
WE HAVE TO DESIGN OURSELVES DIFFERENTLY SO WE'RE ABLE TO RESPONSE TO CHANGE AND NOT JUST REACT TO WHAT MAY BE HAPPENING TO US, BUT RATHER LEAD IN THAT EFFORT RATHER THAN, I GUESS, FALL VICTIM TO IT.
>> I WOULD LIKE TO SAY JUST A MOMENT THAT, YOU KNOW, I THINK THIS IS TOTALLY IN LINE WITH DISCUSSIONS THAT WE HAVE BEEN HAVING ABOUT THE INNOVATION OFFICER OR THE INNOVATION LEADER THAT WE HAVE TO HAVE BECAUSE I THINK MY STATEMENT COMING TO THE BOARD, MY POSITION, I DESCRIBE IT IS THAT I WANT TO GET ON THE OTHER SIDE INSTEAD OF THE BACK SIDE.
WE'VE ALWAYS BEEN AN EDUCATION IN MY OPINION INSTEAD OF AN OUTSIDER, SEEING US IN A REACTIONARY MODE.
AND SO I THINK THAT IF WE GET INTO THE INNOVATION SIDE, IF WE START BEING A PART OF THIS, THEN WE'RE PUTTING TOGETHER AN ORGANIZATION THAT WE'RE NOT JUST FILLING SOMETHING THAT MAY BE COMING UP.
WE NEED TO BE MORE IN LINE WITH FORESEEING THE NEEDS AND HAVING TALENT LINED UP, ALMOST IN A HEAD HUNTER MENTALITY OF WHERE WE ARE LINING UP THOSE FUTURE TALENTS THAT WILL FILL SLOTS BECAUSE WE'LL BE AHEAD OF IT.
I MEAN, THAT, TO ME, IT WILL MAKE PEOPLE WANT TO GO A PART OF THE FUTURE AND WE HAVE TO HELP THEM UNDERSTAND WHAT THAT FUTURE OFFERS.
LET'S GET OUT OF THE REACTIONARY AND GET ON THE OTHER SIDE OF THE CURVE.
THANK YOU AND I COULDN'T AGREE MORE.
I THINK THAT, YOU KNOW, AN IMPORTANT PART OF HR IS THE PROACTIVE PARTNER.
AS WE DO THIS AND EMBARK UPON THIS, WE HAVE SET IN STONE PRINCIPLE, THAT WE AS A TEAM AND ORGANIZATION WILL ADHERE TO.
THESE FIVE WORDS SEEM SIMPLE BUT THEY WILL SET THE STAGE FOR HOW WE CONDUCT OURSELVES
[00:45:03]
AND, ULTIMATELY, IT WILL SHAPE OUR CULTURE.ANY QUESTIONS ABOUT ANY OF THESE? I WON'T SPEND A TON OF TIME ON THIS, BUT THIS AT A HIGH 30 THOUSAND FOOT LEVEL AND, YOU KNOW, HR STRATEGY IS ALL ABOUT DRIVING OUTCOMES FOR THE ORGANIZATION.
AND THOSE OUTCOMES FOR US MEAN MEETING THE NEEDS FOR OUR STUDENTS AND OUR COMMUNITY WHILE BEING FISCALLY PRUDENT.
SO THESE HR PRACTICES AND THESE STRATEGIES THAT WE'RE TALKING ABOUT TODAY DRIVE THE SKILLSETS THE EMPLOYEES HAVE AND DRIVE WHAT THEY DO AND THAT, THEN, IMPACTS OUR OUTCOME AND THAT'S WHY IT'S PUT IN PLACE.
AND SO YOU'RE REFERENCING OUTCOMES HERE AND I HAVE A QUESTION ABOUT THIS ON THE SUBSEQUENT STRATEGIES YOU'LL BE SHARING.
WHAT PERFORMANCE MEASURES ARE YOU DETERMINING THAT THEY'LL BE MET IN EACH OF THESE AREAS?
>> I DON'T THINK WE'VE DETERMINED THAT YET AND I THINK THAT'S A GREAT QUESTION.
I KNOW DR. FLOYD AND DR. JOSEPH AND DR. WILKINS ARE WORKING HARD TO SET UP THEIR ORGANIZATIONS.
SO WE REALLY IMMEDIATE TO WORK THIS CONCERT WITH THEM AND WE NEED TO BE THAT STRATEGIC PARTNER.
AND I'LL TALK A LITTLE BIT LATER ABOUT WHAT THE WORKFORCE PLANNING TEAM WILL BE DOING IS REALLY MEETING WITH THOSE AND SAYING, OK, WHAT DO THOSE OUTCOMES LOOK LIKE.
IS IT MORE ENROLLMENT OR MORE SERVICES.
WHAT TYPES OF PRODUCTIVITY MEASURES WILL WE PUT IN PLACE OR WHAT WILL THE QUALITY LOOK LIKE? THAT'S AN EXCELLENT QUESTION AND WE'RE AT THE INITIAL STAGES OF PUTTING IN PLACE KIND OF THE FOUNDATIONAL LEVEL TO ADDRESS WHAT THE METRICS MIGHT BE AND HOW WE MEASURE AGAINST THEM.
BUT CLEARLY WE NEED TO FIGURE THAT OUT AND BUILD IN HOW WE MEASURE THAT.
>> SINCE THIS IS A WORK IN PROGRESS THEN AND THOSE MEASURES TO DETERMINE IF YOU'RE MEETING OUTCOMES HAVE NOT YET BEEN DETERMINED, WHENEVER WE HAVE THESE TO THE BOARD, IF YOU COULD JUST ACKNOWLEDGE THAT, WE'RE STILL WORKING ON THE MEASURES AND KIND OF A TIME FRAME BY WHEN YOU THINK THAT THOSE WILL BE IN PLACE, SO THAT, THEN, HOPEFULLY ANOTHER REPORT WILL BE MADE TO THE BOARD.
AS POLICYMAKER, WE NEED TO HAVE ACTUAL DATA UPON WHICH TO BASE OUR DECISIONS AND NEED TO KNOW IF THE STRATEGIES, THE LIST OF STRATEGIES BEING PUT BEFORE US ARE BEING ACCOMPLISHED.
AND I'LL HAVE A BIT MORE TO SAY AS YOU GET INTO THE STRATEGIES, THANK YOU.
AND SO WE CAN FLIP TO THE NEXT SLIDE.
YOU RAISE A GREAT POINT BECAUSE THERE IS A CONTINUUM.
AND, YOU KNOW, WITH THE ORGANIZATIONAL STRUCTURE THE BECAUSE IT WAS AS JUSTIN MENTIONED, IN THAT DECENTRALIZED ENVIRONMENT, I'M NOT SURE WE WERE EVEN AT THE FAR RIGHT HAND SIDE OF THE CONTINUUM.
IT STARTS UPON BUILDING UPON THAT AND LEADING THROUGH.
IF YOU WILL CLICK TO THE NEXT SLIDE.
WITH THE INTERIM STRUCTURE, THE PRIOR OR THE PANDEMIC RESTRUCTURE, WE DID, IN FACT, PUT IN PLACE A STRUCTURE TO START FOCUSING ON SOME OF THE SINGLE PRACTICES AT THE JOB LEVEL DESIGNED BY HR.
WITH THIS NEW STRUCTURE, WE ARE NOW MOVING TO THE MIDDLE OF THE CONTINUUM TO IDENTIFY PRACTICES AND SYSTEMS AND WE CAN START TO PUT IN PLACE, YOU KNOW, GOALS AND OBJECTIVES AND METRICS.
TO YOUR POINT NEXT SLIDE PLEASE ULTIMATELY, THAT WILL PROVIDE US WITH THIS HUMAN CAPITAL PLAN AT EITHER THE ORGANIZATIONAL LEVEL OR BUSINESS LEVEL.
AND REALLY, THE ULTIMATE GOAL OF ANY WORKFORCE PLANNING OR HUMAN CAPITAL MANAGEMENT, IT SEEMS TO SIMPLE, RIGHT PLACE AND AT THE RIGHT TIME.
I DO HAVE A TIMELINE AT THE END WHERE WE'LL TALK ABOUT SOME OF THAT AND TRUSTEE EMPLOYED.
>> QUESTION ON THE PREVIOUS SLIDE, PLEASE.
SO WHEN YOU'RE, FOR EXAMPLE, IN THE GOAL OF OBJECTIVE TO MOTIVATE.
SO, AGAIN, IF WE COULD HAVE COMMON DEFINITIONS FOR THESE MAJOR TERMS THAT ARE BEING USED IN THE STRATEGIES SO THAT EVERYBODY KNOWS THAT THIS IS WHAT WE'RE WORKING
[00:50:02]
FROM.BECAUSE MOTIVATE TO SOMEONE COULD MEAN, YOU KNOW, AN HOUR OFF EARLY FOR LUNCH OR IT COULD BE MORE SUBSTANTIAL TO ANOTHER.
IF WE COULD HAVE THE BUZZ WORDS IN THE GOALS, THAT WOULD BE HELPFUL.
I WOULD BE HAPPY TO, THANK YOU.
>> IN THIS SLIDE, AS WELL, I WANTED TO GIVE YOU AN INDUSTRY CONTEXT, SO TO SPEAK, FOR HOW WE VIEW THIS.
AND SO, WITH THAT BACKDROP, AND, YOU KNOW, AS WE MOVE FORWARD, WE WILL, THEN, BE ABLE TO SHAPE THAT PLAN.
SO HERE IS THE WE'RE DRIVING AT NOW AND TO TRUSTEE FLOREZ'S POINT.
NOW THAT IS THE TEAM IS IN PLACE AND I DON'T WANT TO SAW WE HAVE THE PANDEMIC BEHIND US, BUT NOW THAT WE CAN BEGIN TO FOCUS ON EFFORTS, THERE ARE FOUR AREAS OF FOCUS FOR THE ORGANIZATION.
AND WE'LL DIVE INTO EACH OF THESE IN DETAIL.
CLEARLY TO THE DISCUSSIONS WE'VE BEEN HAVING.
WE'VE BEEN TOP OF CLASS, BEST OF PRACTICE, HR SHOP WITH PROVIDING EXCELLENT SERVICE AND INNOVATION.
WE NEED VERY PROACTIVE RECRUITMENT AND RETENTION STRATEGIES AND WE CLEARLY NEED TO CONTINUE TO INVEST IN OUR EMPLOYEE DEVELOPMENT.
AND WE NEED ENHANCE THAT EMPLOYEE EXPERIENCE AND TO YOUR POINT, TRUSTEE FLOREZ, THAT CAN BE DEFINED IN A LOT OF WAYS.
SO LET'S DIVE INTO THE HR EXCELLENCE PIECE OF THIS AND YOU CAN BUILD THE SLIDE.
AS I MENTIONED, WE WANT TO SERVE AS A STRATEGIC PARTNER AND HOW DO WE DO THAT? FIRST WE'VE GOT TO REVIEW THE CURRENT PROCESSES AND FOCUS ON WHERE WE NEED IMPROVEMENTS AND HOW CAN WE DO THAT? AS BOARD MEMBERS, YOU MIGHT RECALL SOMETHING CALLED AN HR OPERATING GUIDELINE AND HROG.
THAT NEEDS A COMPLETE REVAMP AND RELOOK.
THE TEAMS HAVE ALREADY STARTED TO ASSIGN DUTIES IN THAT HROG AS TO WHO WILL BE RESPONSIBLE AND HOW TO EVALUATE THAT.
AND CLEARLY, ONE OF OUR GOALS IS TO STREAMLINE AND REVISE THOSE POLICIES.
AS YOU SEE ON THE RIGHT HAND SIDE, WE HAVE TO REVISE THAT AND COUNTY WITH OUR TRANSITION IN BEST PRACTICES.
FOR EXAMPLE, WE KNOW OUR PARENTAL LEAVE POLICY IS VERY OUT OF DATE AND DOES NOT REPRESENT THE BEST PRACTICES IN TODAY'S WORLD.
THAT'S ON OUR RADAR AND THAT'S ONE EXAMPLE AND WE NEED TO LOOK AT THAT ACROSS THE BOARD.
YOU'VE HEARD ME SAY MANY TIMES, WE HAVE TO USE DATA SYSTEMS TO DRIVE EFFICIENCY AND HAVE MORE SERVICE CAPABILITIES, AUTOMATION.
RIGHT NOW THERE'S A LOT OF MANUAL SPREADSHEETS AND MANUAL REQUESTS.
YOU MOW, WE HAVE TO ENSURE THAT WE HAVE THE APPROPRIATE APPROACH TO HR DATA AS WE MOVE TO THE NEW ERT.
THIS IS CLEARLY GOING TO HAVE TO HELP US TO SHAPE THE DECISIONS.
AND THEN, AGAIN, TO YOUR POINT, TRUSTEE FLOREZ, WE WANT TO POINT OUT METRICS TO MEASURE KEY ANALYTICS.
THIS IS A TEMPLATE WE WOULD LIKE TO BEGIN INTRODUCING AND WHAT YOU'LL BE ABLE TO SEE IS THAT RIGHT NOW, YOU GET NAMES OR YOU GET SOME CHARTS, BUT THIS GIVES YOU THAT STEP BACK BROADER VIEW.
AND THIS HAPPENS TO BE CURRENT DATA THROUGH MARCH 15TH.
BUT THIS IS A MANNER THAT WILL BE EASIER TO TRACK.
WE PROVIDE A LOT OF STATISTICS ABOUT COMPENSATION AND WE CAN PROVIDE COMPENSATION PROFILES AND EMPLOYEE TRAINING PROFILES AND HOW MANY COMPLETIONS.
THIS IS JUST THE INITIAL TYPES OF THINGS THAT WE ARE LOOKING AT AND WE REALLY DO NEED TO DETERMINE WHAT ARE THE METRICS BUT WHAT WILL MOVE THE ORGANIZATION FORWARD?
>> LOCATION PROFILE, WHAT DOES THAT CHART MEAN.
[00:55:07]
>> THAT IS WHAT THEY ARE STAFF, ADMINISTRATION OR FACULTY AND THEN WHERE THEY'RE LOCATED BY GEOGRAPHIC, TO WHERE WE HIRED BY GEOGRAPHIC LOCATION AT THAT POINT?
>> AND THOSE WHO HAVE BEEN HIRED ALREADY?
THIS TEMPLATE IS BASED UPON PRIOR DATA, EXISTING DATA.
>> IN OTHER WORDS, OUT OF CEDAR VALLEY, WE'VE HIRED SIX OR SEVEN?
FOR THE LAST MONTH, WE'VE HAD A LOT OF TALENT POOL MOVE AND YES, THEY WERE AFFILIATED WITH CEDAR VALLEY AT THE TIME THEY GOT THE NEW JOB AND THAT DOESN'T NECESSARILY MEAN THEY'LL STAY THERE, BUT YES, THAT'S A GREAT EXAMPLE OF MAYBE WE NEED TO REVISE THIS AND DIG INTO SCHOOLS AND PROVIDE MORE DATA OR DASHBOARDS ON HOW WE'RE STAFFING OUR SCHOOLS OR THINGS OF THAT NATURE.
BUT THIS IS CLEARLY A WORK IN PROGRESS.
>> BUT THOSE HIRED THIS PAST MONTH, OK, NOT THE TOTALITY SO FAR?
>> NO, THIS IS ESSENTIALLY TAKE THE BOARD REPORT THAT'S IN YOUR PACKET FOR TODAY AND PUTTING IT IN A MORE GRAPHICAL FORM IN THE FUTURE.
>> IN RESPONSE TO CONVERSATIONS WE'VE HAD WITH THE BOARD AND CERTAINLY TRUSTEE FLOREZ, SOME OF THE COMMENTS TODAY, HOW DO WE PROVIDE MORE DATA POINTS ON A MONTH TO MONTH BASIS AS PART OF WHAT'S IN THOSE INFORMATIVE REPORTS?
>> IF YOU'LL MOVE TO THE NEXT SLIDE.
OBVIOUSLY, A VERY KEY STRATEGIC FOCUS AREA FOR US IS RECRUITING AND RETENTION.
THERE'S DIVERSITY FOCUSED INSTITUTIONS TO ENSURE BEYOND THE TALENT POOL.
THOSE TALENT POOLS WILL CEASE AT SOME POINT.
>> EACH OF THE AREAS YOU'VE IDENTIFIED GOALS AND STRATEGIES, IF WE COULD GET WHY THESE PARTICULAR GOALS AND WHY NOT OTHERS? AND THEN, OF COURSE, THE METRICS AND OUTCOMES?
>> THESE FOUR STRATEGIC FOCUSED AREAS, WHEN I SAT DOWN AND LOOKED AT WHAT HR NEEDED TO DO, THESE WERE THE FOUR AREAS WE NEEDED TO SUPPORT THE ORGANIZATION.
WITH RESPECT TO THE INDIVIDUAL STRATEGIES AND GOALS WE'RE IN, I HAD A STRATEGIC MEETING WITH THE TEAM LAST WEEK AND THESE ARE THE RESULTS OF AN ALL DAY, YOU KNOW, LET'S PUT PAPER ON THE BOARD AND ALMOST A MINI COMPRESSION SERIES AND, OBVIOUSLY, LISTENING TO INPUT FROM THE BOARD AND ATTENDING MEETINGS OR THE COURSE OF THE LAST YEAR AND WORKING WITH THE NEW LEADERSHIP IN DALLAS COLLEGE, AS WELL.
THAT'S HOW THEY WERE IDENTIFIED.
I COULD GO THROUGH, YOU KNOW, FOR YOU, AT A LATER DATE AS TO WHY THESE WERE MORE IMPORTANT THAN OTHERS.
>> IF YOU DON'T MIND, I HAVE THE SAME QUESTION ON ALL GOALS AND STRATEGIES.
IF YOU COULD PUT IT IN WRITING AND SHOOT IT TO US.
I DON'T KNOW THEY WANT TO SIT THROUGH A MEETING WHERE YOU'RE BEING SPECIFIC ON EACH AND EVERY ONE.
I HAVE TO BE RESPECTFUL OF MY COLLEAGUES.
[01:00:05]
WE NEED TO LOOK AT OUR RECRUITING WORKFLOWS PART OF THE REASONS THE TALENT FLOW WAS DROPPED IS THAT THE STANDARD PRACTICES WERE NOT WORKING AND THEY WERE TALKING TOO LONG.
THIS ONE IS MORE TACTILE, BUT CLEARLY, IT'S VERY IMPORTANT.
I WANT TO SPEND A FEW MOMENTS ON THE LAST BULLET ABOUT REVISING THE TOTAL REWARDS' PROGRAMS. WE KNOW OUR COMPENSATION STRUCTURE NEEDS REVISION.
WE ARE LOOKING TO WORK WITH AN EXTERNAL CONSULTANT TO HELP WITH PAY PRACTICES, PAY STRUCTURES, MERIT PAY AND DO A PAY AUDIT FOR RACE AND GENDER AND WE'VE IDENTIFIED MARKET GAPS.
FOR INSTANCE, WE KNOW THERE IS A CONCERN THAT SALARIES AND OUR SAFETY ARE NOT IN LINE WITH THE MARKET FOR POLICE OFFICERS.
SO WE'RE WORKING THROUGH THAT PARTICULAR GAP AND WE KNOW WE NEED A LOOK AT THE COMPENSATION STRUCTURE AND HOW TO MOVE FORWARD WITH THAT.
AND IN LINE WITH THAT, ONE OF THE THINGS THAT I WOULD LIKE THE TEAM TO WORK ON DEVELOPING I SHOULDN'T SAY LIKE.
WE ARE GOING TO WORK ON IS THIS CONSET OF A TOTAL REWARD'S STATEMENT.
I DON'T KNOW WHO MAY HAVE RECEIVED THOSE.
THAT'S A STATEMENT FROM YOUR EMPLOYER THAT TELLS THE VALUE OF ALL OF THE COMPENSATION AND BENEFIT'S PACKAGES YOU GET BY WORKING AT DALLAS COLLEGE.
WHAT THIS LOOKS LIKE IS ACTUALLY GOING TO ALL OF THE ORGANIZATIONS.
WE KNOW WHAT IT LOOKS LIKE NOW AND WHAT WILL IT LOOK LIKE IN THREE TO FIVE YEARS? WHAT SKILLSETS DO YOU NEED? CAN THEY ADAPT TO THAT AND WHAT TYPES OF TRAINING? AND SO THAT WILL BE TO YOUR POINT, TRUSTEE FLOREZ, THAT IS NOT JUST A ONE YEAR BUT A TIMELINE ESTABLISHED.
BUT WHAT THESE ALL ARE DRIVING AT IS TO MAKE SURE THAT OUR EMPLOYEES FEEL THAT INCLUSIVITY, THAT THEY ARE ENGAGED AND VIEW DALLAS COLLEGE AS THEIR HOME.
WHEN YOU LOOK AT ENGAGEMENT SURVEYS, THIS IS NOT HOW SATISFIED ARE YOU, BUT WOULD YOU RECOMMEND DALLAS COLLEGE TO A FRIEND? SO WE WANT TO DRIVE AT THOSE STRATEGIES THAT WILL CAUSE SOMEBODY TO SAY, YEAH, I WANT TO WORK THERE AND I WANT TO REFER MY FAMILY AND FRIEND.
[01:05:02]
SO ANY QUESTIONS ON THESE? NEXT SLIDE.SO TO KIND OF CONCLUDE IT, WHEN WE LOOK AT ALL OF THESE TOGETHER, WHEN WE HAVE THE STRATEGIES AND PROGRAMS IN PLACE, ALONG WITH THE EXPERIENCE, BUT THEN WE PROVIDE OUR EMPLOYEES WITH THE KNOWLEDGE THEY NEED AND THE SKILLS AND ABILITIES, THAT'S WHEN WE GET TO THE OPTIMAL PERFORMANCE.
AND I WILL NOT GO THROUGH ALL OF THESE.
I JUST WANT TO KIND OF SHOW YOU A TIMELINE.
MOST OF THESE PROJECTS WILL OCCUR EITHER THEY'LL START AND CONTINUE OR THEY'RE GOING TO START AND BE ONGOING PROJECTS BECAUSE OF THE NATURE AND I'VE TRIED TO INDICATE WHERE THERE WILL BE BUDGET IMPACTS.
THERE WILL BE THE PARENTAL LEAVE POLICY AND THERE WILL BE SOME BUDGET IMPACT.
ONE THAT I WANT TO HIT ON IS THAT REVIEW AND BILL TO THE TOTAL REWARDS' PROGRAM.
THIS WILL HAVE AN IMPACT NOT ONLY IN TERMS OF HIRING THE PROFESSIONAL CONSULTANT BUT AN IMPACT IN TERMS OF IF WE END UP ON AVERAGE, PERHAPS, HAVING TO INCREASE OUR SALARIES BY 5% OR 10%.
CLEARLY WE CAN'T DO THAT ALL AT ONE TIME.
WE HAVE TO LOOK AT A PHASED APPROACH BUT DEFINITE IMPACTS THERE AS WE LOOK AT THAT PROGRAM.
AND AGAIN, AS WE IMPLEMENT SOME OF THE NEW TOOLS, WE WILL HAVE BUDGET IMPACTS, SOME MORE THAN OTHERS AND THE LAST SLIDE, PLEASE.
AND THEN, YOU KNOW, AGAIN, HERE IS AN EXAMPLE, WHERE YOU SEE THESE INITIATIVES STANDING OUT, ALMOST ALL THROUGHOUT THE YEARS, I THINK THERE'S A MISSING CHECKMARK ON 23 OR 24 AND WE WON'T SKIP A YEAR IN OUR COMMUNICATIONS.
AND THIS IS MET TO BE A HIGH LEVEL TIMELINE AND WE UNDERSTAND THAT SEVERAL OF THESE ARE GOING TO TAKE NOT ONLY SIGNIFICANT BACKGROUND WORK, BUT THEY'LL TAKE SIGNIFICANT IMPLEMENTATION WORK.
AND THEN THE WORK TO CONTINUE MOVING IT FORWARD.
AND SO, SOME OF THESE ARE AGGRESSIVE, BUT WE HAVE TO GET MOVING ON THIS AND MOVE FORWARD.
AND I BELIEVE THAT IS MY LAST SLIDE AND WITH THAT, I WOULD BE OPEN TO ANY QUESTIONS YOU MAY HAVE OR ADDRESS ANY ISSUES.
>> THANKS, CLIFF, I APPRECIATE THIS.
I WANT TO THANK CLIFF AND ALSO JUSTIN AND THE CHANCELLOR, FOR PUTTING THIS TOPIC ON THE AGENDA FOR THE FINANCE COMMITTEE.
A COUPLE OF MEETINGS AGO, WE TALKED ABOUT THE IMPORTANCE OF GOING DEEP INTO THE STAFF FUNCTIONS OF THE UNIFIED COLLEGE AND CERTAINLY HR BEING ONE OF THEM.
AND ALSO IT, FINANCE AND MARKETING AND HOPEFULLY, THIS WILL BE A SERIES OF BRIEFINGS AND I MUST SAY, SHERRY, YOU REALLY SET A HIGH BAR WITH YOUR PRESENTATION, BECAUSE I FIND THIS TO BE THOROUGH, COMPREHENSIVE, STRATEGIC AND PRETTY MUCH EXCELLENT IN EVERY WAY.
I PARTICULARLY APPRECIATE THE WAY THAT DEFINE STRATEGIES AND SPECIFIC CASCADED APPROACHES TO IMPLEMENTING YOUR STRATEGIES WHICH YOU CAN HOLD YOURSELF ACCOUNTABLE FOR AND ALSO YOUR TEAM MEMBERS.
YOU MENTIONED THAT YOU ONLY MET THE BOARD ONCE BACK AT OUR MEETING.
>> CAN YOU REMIND US OF YOUR BACKGROUND AND WHAT YOU BRING TO THE TABLE HERE?
>> I WOULD APPRECIATE HEARING THAT AGAIN.
>> I STARTED MY CAREER AS AN ATTORNEY AND I KNOW WE HAVE SEVERAL ATTORNEYS HERE.
I PRACTICED LAW FOR ABOUT 12 YEARS AND I ACTUALLY ENDED UP AS GENERAL COUNSEL AT BLUE CROSS AND BLUE SHIELD OF KANSAS CITY.
AND THEY WERE GOING THROUGH AN EARLY RETIREMENT PROGRAM AND THE CEO CALLED ME INTO HIS OFFICE AND HAD ME SIT DOWN AND SAID, YOU KNOW, YOU'VE ALWAYS WANTED A LAWYER IN HR.
I WOULD LIKE FOR YOU TO BE THE PRESIDENT OF HR.
BUT IT TURNED OUT TO BE ONE OF THE BEST THINGS.
I LOVE HR, I'M PASSIONATE ABOUT HR.
AND I WAS CHRO AT BLUE CROSS AND BLUE SHIELD AT KANSAS CITY.
I DID A STINT FOR CHIEF HUMAN RESOURCES FOR DOMINO'S PIZZA IN ANN ARBOR, MICHIGAN.
IT GOT COLD THERE AND MOVED TO FLORIDA.
[01:10:05]
I TOOK THE FLORIDA BARS AND THREE BARS UNDER MY BELT.DON'T ASK ME WHY I DID THAT 30 YEARS AFTER THE FIRST ONE.
AND REALLY WANTED TO GET BACK INTO THE HR GAME.
SOUTHERN FLORIDA I THINK THERE ARE TWO LARGE CORPORATIONS, CHICOS AND HERTZ AND THEY'RE BOTH STRUGGLING.
I SAID I'LL START LOOKING ELSEWHERE AND I IDENTIFIED THE DALLAS POSITION AND IT WAS EXCITING.
I MET WITH THE TEAM AND A LOT OF CHALLENGES AND THAT'S MY BACKGROUND IN A NUTSHELL.
>> THAT'S QUITE A RECORD OF PROFESSIONAL ACCOMPLISHMENT AND YOU'RE JUST GETTING STARTED WITH US.
I WOULD MAKE THE OBSERVATION, AS WELL, YOU CAME HERE ON THE HOT SEAT, BIG TIME.
GETTING READY TO RESTRUCTURING TO WHERE WE ARE AND THE EXPECTATION THAT THE SPORT HAS PARTICULARLY AROUND DIVERSITY AND INCLUSION AND WHAT'S HAPPENED IN 12 MONTHS, AND WITH THE WAY WE MOVE AND THE SLIDES YOU HAVE SHOWN AND SHOWN IT TO US COUNTIESLY OVER THE PAST YEAR ABOUT WHAT WE ARE DOING TO IMPROVE ON OUR DIVERSITY METRICS AND TAKING ADVANTAGE OF THE RESTRUCTURING, YOU'RE LEADING THAT PROCESS FOR US AND I GIVE YOU A GREAT DEAL OF CREDIT FOR THOSE RESULTS.
YOU CAN'T DO IT YOURSELF AND IT'S REMARKABLE.
I WAS INTRIGUED BY CLIFF'S QUESTION ABOUT STRATEGY INTEGRATING WITH HR.
AND AFTER YOU'VE HAD TIME TO THINK ABOUT IT, I WOULD WELCOME YOUR THOUGHTS AND IT DOESN'T NEED TO BE A LONG PRESENTATION, ABOUT HOW THINGS LIKE THE DALLAS COUNTY PROMISE, FOR EXAMPLE, COULD INFORM OUR RECRUITMENT AND SOURCING STRATEGIES AND WHAT THAT WOULD MEAN IN TERMS OF THE NATURE OF THE PARTNERSHIPS WITH DISD, WITH DALLAS AND CLIFF, I OFFER YOUR COMMENTS, AS WELL.
CLIFF, WHAT WHERE THE HR DASHBOARDS THE BOARD NEEDS TO SEE AND BE CLEAR ON THAT AND STICK TO IT?
>> I NOTED IN THE TRANSMITTAL MESSAGE THIS MONTH THAT WE'RE SEEING ALL OF THE INFORMATION ON THE HIRES AND THE JOB GRADES EXPECT POSITIONS THAT HAVE OCCURRED OVER THE PAST NINE MONTHS.
QUITE FRANKLY, WE SHOULD HAVE BEEN SEEING THAT EVERY MONTH.
THAT WAS THE UNDERSTANDING WE HAD AT THE BOARD WHEN WE MADE IT CLEAR THE CHANCELOR HAS SINGULAR AUTHORITY OVER HIRING AND FIRING.
BUT WE'LL SHARE THAT INFORMATION.
QUITE FRANKLY, WE HAVEN'T BEEN SEEING THAT ON A MONTHLY BASIS AND I'M GLAD DEANNA REQUESTED THAT.
WE NEED TO COME TO A CONSENSUS ABOUT WHAT WE'LL RELY ON IN TERMS OF COMMON INFORMATION.
AND THEN THERE'S A LOT OF STUFF IN THE WEEDS AND TACTILELY THAT YOU HAVE TO MANAGE AND MAY NOT BE AS GERMANE TO BOARD POLICY DECISIONS.
BUT I WOULD LOVE TO THAT HAVE CONVERSATION.
>> THANK YOU, AND I APPRECIATE YOUR INSIGHTS.
>> JUST ONE CORRECTION, THOUGH, TRUSTEE RITTER, WE PROVIDE THAT MONTHLY TO THE BOARD.
>> ONE COMMENT I WOULD LIKE TO MAKE IN THAT THIS IS ONLY MY SECOND MONTH TO HAVE THE OPPORTUNITY TO CHAIR THIS COMMITTEE AND I REALLY APPRECIATE JOHN AND THE EXTRA TIME THAT HE GIVES OF ME.
I SPEND AN HOUR TO TWO HOURS EVERY WEEK WITH HIM WITH HIS TEAM.
ALSO, I TOOK THE SAME LIBERTY TO SPEND IT WITH SHERRY AND I, TOO, TRUSTEE RITTER, WAS IMPRESSED WITH THE OUTSIDE VISION SHE BRINGS TO OUR ORGANIZATION AND I'M A BIG BELIEVER IN THAT.
THE ONE THING I THINK WOULD HELP TO BE MORE INFORMATIVE.
EVERY ONE OF US WILL HAVE AREAS WHERE WE FEEL WE'LL HAVE DETAILED QUESTIONS OR EXPANDING QUESTIONS AND IT'S HARD WHEN YOU'RE THE PRESENTER TO HAVE WHAT SEVEN
[01:15:01]
PRESENTERS WANT TO HEAR.WE HAVE TO GET THESE TO THE TRUSTEES A DAY OR TWO EARLIER.
I THINK THAT WOULD BE PRODUCTIVE IN THESE MEETINGS IF WE HAD OUR TRUSTEES SUBMIT THOSE QUESTIONS LIKE TRUSTEE FLOREZ ASKED.
IT WOULD MAKE THE PRESENTATION FOR COMPLETE AND MORE MEANINGFUL.
WHATEVER WE HAVE TO DO, I THINK THESE PRESENTATIONS, IF THEY'RE PRESENTED TO THE BOARD A DAY OR TWO EARLIER, THEN I WOULD ENCOURAGE MY COLLEAGUE TO SUBMIT THOSE QUESTIONS, THOSE STICKY PADS OR WHATEVER YOU WANT AND LET THE PRESENTER INCORPORATE MEANINGFUL ANSWERING TO THINGS THAT YOU'RE GOING TO WANT TO HEARS A IT RELATES TO THAT PRESENTATION.
SO IT MAY TAKE A LITTLE BIT MORE ADVANCED WORK ON OUR PART, BUT I THINK THAT ALL OF US AS TRUSTEES WOULD BENEFIT FROM YOUR UNDERSTANDING OF THE PARTICULAR AREAS.
AND I DON'T KNOW HOW EVERYBODY ELSE FEELS ABOUT THAT, BUT THAT WOULD BE SOMETHING, I THINK, WOULD ENHANCE AND IMPROVE OUR PRODUCTIVITY AS A BOARD.
AND WITH THAT, IF THERE ARE ANY OTHER COMMENTS OR QUESTIONS >> I HAVE MY HAND UP.
COMMITTEE CHAIR BOARD, YOU HAVE MY HAND UP.
>> YOU DON'T SEE HANDS FOR SOME REASON.
>> I'LL QUIT RAISING IT, THEN.
>> IF YOU RAISE YOUR HAND BACKWARDS, IT GETS BURIED.
YOU HAVE TO TAKE YOUR FINGER LIKE YOUR POINTING AT ME.
>> CAN I COMMENT ON TRUSTY BOYD'S COMMENT? I WANTED TO SAY I'M GLAD YOU BROUGHT THAT UP, BECAUSE WE'RE MOVING TO A NEW PLATFORM.
AS YOU CAN SEE, THE BOARD LOOKS A LITTLE DIFFERENT THIS ROUND.
IN THE COMING MONTHS, WE'LL BE TRAINING EACH OF YOU, IF YOU'RE INTERESTED TO ENGAGE YOU WITH MORE COMMENT AND WE'LL HAVE THE OPPORTUNITY TO ASK THESE QUESTIONS THROUGH THAT PLATFORM AHEAD OF TIME AND YOU THINK THAT TOOL WILL DEFINITELY BE A GOOD WAY TO HAVE THESE QUESTIONS THAT YOU'RE ASKING FOR.
THROUGH TECHNOLOGY, I THINK THAT WILL ALLOW US TO GET THE INFORMATION TO YOU QUICKER, BUT ALSO ENGAGE YOU IN YOUR COMMENTS AND THOSE KINDS OF THINGS.
AND I THINK THIS IS THE BEST WAY TO INTRODUCE THAT.
I'M LOOKING FORWARD TO SHOWING YOU GUYS WHAT WE HAVE TO OFFER.
YOU'LL BE HEARING FROM ME IN THE NEXT FEW MONTHS.
THE PRODUCT IS DILIGENT COMMUNITY AND IT'S COMING.
>> THE HAND IS THE ONE IN THE CHAT FUNCTION AND NOT LITERALLY RAISING MY HAND.
YOUR ESTIMATED TIMELINE TO DEVELOP THE METRICS AND THE ANTICIPATED GOALS AND STRATEGIES?
>> WELL, WE'VE STARTED IDENTIFYING SOME OF THE METRICS RIGHT NOW.
A KEY COMPONENT IS THE OUTCOMES AND IN TERMS OF THE TIMELINE, IT WILL FLOW ALONG WITH THE PROJECT.
OBVIOUSLY, WE'LL BE THINKING OF THOSE UPFRONT.
I CAN TRY TO PUT A LITTLE BIT BROADER TIME FRAMES AROUND THAT TO HAVE SOME IDEA OF THAT, AS WELL.
>> SO WHEN DO YOU THINK YOU'LL HAVE A COMPLETE STRATEGIC PLAN WITH METRICS AND OUTCOMES WITH THE GOALS IS STRATEGIES?
>> I THINK THAT WE HAVE A COMPLETE STRATEGIC PLAN RIGHT NOW WITH THIS SET OF GOALS AND WE HAVE THE TIMELINES.
CLEARLY, THE DETERMINING OF THE METRICS AND THOSE TYPES OF THINGS WILL TAKE A LITTLE TIME AND WE HAVE THE DATA AND I THINK WE CAN IDENTIFY THAT WITHIN THE NEXT THREE TO SIX MONTHS AS WE TRY TO PIECE OUT WHAT THE VARIOUS COMPONENTS ARE AND WE'LL BE THINKING ABOUT THAT THROUGHOUT THE WAY.
>> MAXIMUM SIX MONTHS AND THE REASON I PUSH ON THIS AND YOU ALL WILL HAVE TO FORGIVE ME ABOUT BEING A GRADUATE IN PUBLIC POLICY, BUT WE AS POLICY MAKERS CAN GATHER WHERE OUR FUNDING NEEDS TO BE IS BY HAVING A FULLY STRATEGIC PLAN WITH
[01:20:09]
METRICS AND OUTCOMES, NOT JUST A LISTING OF GOALS IS STRATEGIES.ONE INSIGHT THAT WOULD BE HELPFUL FROM THIS BOARD IS NOT WITH RESPECT TO THE MEASUREMENTS AND OUTCOMES.
WITH CAN SET THOSE, OBVIOUS, BUT WHAT TYPES OF METRICS WOULD GUIDE YOU, AND I THINK IT WAS CHAIR BOYD MENTIONED THAT THE BOARD WOULD LIKE TO BE LOOKING AT A BROADER LEVEL AND WHAT ARE THOSE METRICS THAT YOU THINK WOULD BE INSIGHTFUL AND, OBVIOUSLY, WE WILL FIGURE THAT OUT AND GET THE MEASURES AND OUTCOMES.
YOUR INSIGHTS WOULD BE HELPFUL IN THAT REGARD.
>> THANK YOU FOR THAT FEEDBACK BECAUSE THAT'S IMPORTANT FOR US TO KNOW.
I KNOW AS A BOARD, WE HAVE STAFF WORKING ON BRINGING US, I THINK, THE TEMPLATE THAT WAS SHOWN TO US THAT WOULD THEN PUT IN METRICS AND OUTCOMES.
BECAUSE, AGAIN, THIS IS SOMETHING I LEARNED.
IT DOESN'T DO IT US GOOD AS POLICYMAKERS.
WE NEED THE OUTCOMES ATTACHED.
SO THANK YOU FOR THAT INPUT ABOUT THE CORRECTS FROM THE BOARD.
AND THEN CHANCELLOR, WHEN WE HAVE THE OTHER MAJOR DEPARTMENTS WITHIN THE DISTRICT PRESENT STRATEGIC PLANS, ARE ANY REPORTS THEY PRESENT TO US FOR MYSELF AND IT WOULD DEPEND IF THE OTHERS AGREE, RATIONALES, OK, BUT WHY DID YOU DETERMINE IF THIS IS A GOAL OR STRATEGY THAT YOU NEEDED TO HAVE? WHAT RATIONALE ARE YOU USED SO THAT WE CAN BE CONFIDENT? THESE ARE THINGS NOT PULLED OUT OF THE AIR BUT A DATA DRIVEN DECISION TO INCLUDE THAT IN THE STRATEGY.
>> THAT'S HELPFUL AND YOU THINK DOING THIS IN A WAY TO GET FEEDBACK FROM THE BOARD AND OTHERS, AS WELL, IS GOING TO BE HELPFUL.
MOST OF THE DATA WE COLLECT, I KNOW YOU'RE AWARE OF THIS WAS DONE FOR REPORTING PURPOSES.
IT WASN'T DONE FOR MANAGEMENT PURPOSES HISTORICALLY.
COLLEAGUE WAS SET UP THAT WAY TO REPORT TO THE STATE OR REPORT TO THE FEDERAL GOVERNMENT AS A PART OF WITH HR.
AS WE GO THROUGH THE NEW ERP, WE'LL HAVE THE OPPORTUNITY TO LOOK AT THINGS DIFFERENTLY AND BEGIN COLLECTING NEW DATA AND LOOKING AT THEM IN DIFFERENT WAYS AND THAT WILL BE A CONVERSATION AS WE GO THERE.
WE'LL GO IN ORDER OF FINANCE AND HR AND THOSE ARE AMONG THE FIRST WE TAKE A LOOK AT WITH THE NEW SYSTEM.
SO SOME OF THIS, WE PROBABLY NEED TO HAVE OUTCOMES AND DATA POINTS IN SOME OF THESE AREAS.
BUT TRUTHFULLY, WE DON'T HAVE HISTORICAL DATA BECAUSE IT'S NOT COLLECTED.
SO THIS IS A CHANCE TO BEGIN TO DEVELOP THAT AND PUT IN PLACE, NOT JUST FOR REPORTING PURPOSES BUT FOR DAY TO DAY LEADERSHIP.
IT HELPS TO DETERMINE, OK, ARE WE WHERE WE NEED TO BE OR DO WE WANT TO BE AVERAGE AND WHAT IS AVERAGE AND WHAT IS ABOVE? I LIKE YOUR BACKGROUND BECAUSE IT'S NOT VIRTUAL LIKE MINE.
>> TRUSTEE FLOREZ, I APPRECIATE WHAT YOU'RE ASKING AROUND STRATEGY.
ONE OF THE THINGS I'VE BEEN ASKING, I CALL THIS MY THURSDAY, BECAUSE I TAKE EVERY THURSDAY AND SPEND MOST OF THE DAY WITH SOMEBODY IN THE COLLEGE TO BETTER UNDERSTAND IT.
ONE OF THE THINGS I'LL TAKE MORE TO THE FINANCE COMMITTEE APPROACH, BECAUSE TO ME, THE STRATEGY IS THE SECRET TO ALL OF THE THINGS THAT WE HAVE TO DEAL WITH AND HAVING DETAILS TO BE ABLE TO UNDERSTAND A PROPER STRATEGY.
SO I'M TOTALLY ON BOARD WITH WHERE YOUR HEADED AND WHERE YOUR QUESTIONS TAKE US.
I'M ACCEPT THAT RESPONSIBILITY AND WITHIN THE FINANCE COMMITTEE START BRINGING A WHOLE LOT MORE OF STRATEGY AND AS IT RELATES TO THE DEPARTMENTS NOT JUST THE ONE TODAY SO I THINK THAT'S VERY APPROPRIATE.
AND WE'LL VERY QUICKLY JOHN, YOU'LL OWE ME A LUNCH BECAUSE I'M CUTTING YOUR
[01:25:01]
TIME SO SHORT SO YOU WON'T HAVE TO TAKE MUCH TIME.ONE OF THE THINGS I WANT TO SAY, TOO, IS THAT I JUST IF WE TALK ABOUT OURSELVES BEING FUTURISTIC, I DON'T KNOW WHY WE CAN'T GET RID OF THE WORD HR.
I WISH WE NEVER SAW HR AGAIN, BUT WE START TALKING ABOUT HUMAN CAPITAL.
TO ME, THAT MAKES SOMEBODY THAT'S PART OF IT MORE VALUABLE.
THERE'S SOMEBODY WE VALUABLE AND WE WANT GOOD RETURNS FROM AND IT'S NOT JUST A RESOURCE BUT CAPITAL.
THEY'RE SOMETHING WE INVEST IN.
I WOULD LOVE TO SEE HUMAN CAPITAL AND TALK ABOUT THAT.
WITH THAT, I'LL MOVE OVER TO JOHN.
>> EXCUSE ME, I HAVE A FINAL COMMENT AND FINAL QUESTION.
SO WITH THIS HUGE TRANSFORMATION, WHAT TRAINING AND DEVELOPMENT OPPORTUNITIES ARE BEING PROVIDED FOR EMPLOYEES TO UNDERSTAND THAT WE'RE IN A NEW ORGANIZATIONAL CULTURE AND CLIMATE SOME IT'S NOT ENOUGH TO SAY THIS IS A NEW WAY OF DOING THINGS.
THERE HAS TO BE UNDERLYING FOUNDATIONAL INFORMATION DATA, ET CETERA, TO MAKE A MENTAL SHIFT AND BUY IN.
I THINK BY AND LARGE, THERE'S BUY IN, BUT WHAT ARE WE DOING TO REALLY HELP BUILD A NEW ORGANIZATIONAL, CULTURE AND CLIMATE? IS THERE TIME FOR ATTENTION TO BE PAID TO THAT?
AND OTHERS CAN JUMP IN AND CERTAINLY AS WE BUILT OUT THE INITIAL LEADERSHIP, I THINK I'VE SHARED WITH YOU THAT WE DID BRING IN OUTSIDE INDIVIDUALS TO WORK WITH OUR NEW LEADERSHIP TEAM AND WE'VE GONE THROUGH A SET OF REQUIRED READINGS AND WE'VE GOTTEN WHERE WE'RE MORE INTO THAT NOW AND THAT'S CONTINUING AND WE'RE ALSO INVESTING IN DIFFERENT AREAS ALONG THE WAY.
I THINK WE'RE STILL UNEVEN A BIT THERE BECAUSE YOU'RE CORRECT.
LET'S GET EVERYTHING AT THE TOP OF THE ORGANIZATION ON THE SAME PAGE AND CONTINUE ON THE SAME PAGE GOING FORWARD.
AND SOME OF THAT REQUIRED CUSTOMIZED WORK.
NOT EVERYONE WAS AT THE SAME PLACE.
EVACUEE INVESTED MORE IN SOME INDIVIDUALS AND OTHERS ALONG THE WAY AND NOT TO GET SPECIFIC BECAUSE I DON'T WANT TO CALL ANYBODY OUT.
WE'RE BUILDING AROUND SUCCESS IN INDIVIDUALS AND THE ORGANIZATION.
AND THEN WE'RE LOOKING AT IN SOME AREAS WHERE WE KNOW WE HAVE TO KEEP UP, LIKE ON THE FACULTY SIDE.
THAT'S BEEN PRETTY EXTENSIVE INVESTMENT AT THIS POINT, PARTLY BECAUSE WE WERE SHIFTING TO A REMOTE ENVIRONMENT AND NEEDED TO BRING EVERYBODY UP TO SPEED AS QUICKLY AS POSSIBLE.
BUT THAT'S NOT A ONE AND DONE SITUATION EITHER.
AND SO WE ARE INVESTING, BUT IT'S NOT IN THE WAY THAT I WOULD SAY THERE'S ONE OVERARCHING APPROACH AT THIS TIME.
WE'RE FOCUSED ON WHAT EACH INDIVIDUAL GROUP NEEDS AND WHAT'S OUT THERE.
I DON'T THINK WE THOUGHT THROUGH IT OFF AT THIS POINT.
BUT CERTAINLY, I STARTED AT THE TOP WITH THE ORGANIZATION TO ADDRESS THAT WITH THE GOAL OF BUILDING THAT OUT THROUGH THE ENTIRE COLLEGE.
>> WELL, I THINK CERTAINLY, THE TOP MANAGEMENT AND THE LEVELS THAT HAVE BEEN HIRED THUS FAR IN THE ADMINISTRATIVE LEVEL ARE GOING A GOOD JOB OF REPEATING NEW CULTURE, NEW DAY AND NEW TIME, BUT NOTHING FOUNDATIONAL OR SUBSTANTIVE TO UNDERLIE THOSE WORDS IN TERMS OF, THEN, YOUR LOWER LEVELS OF STAFF.
I KNOW WE'RE NOT TOTALLY THROUGH MAKING THE HIRING THAT WE NEED TO, BUT HOPEFULLY, YOU ALL WILL BEGIN TO THINK ABOUT THAT.
I KNOW YOU'VE HAD SEVERAL, SEVERAL AREAS TO BE DEALT WITH.
BUT OUR HUMAN CAPITAL, WE NEED TO MAKE SURE THAT THROUGHOUT THE ORGANIZATION, TOP TO BOTTOM, BOTTOM UP, ET CETERA, ET CETERA, THE ORGANIZATIONAL, CULTURE AND
[01:30:02]
CLIMATE AND JUSTIFICATIONS TO HAVE BETTER BUY IN.NO MATTER WHAT WE DO, IT WON'T BE AS SUCCESSFUL AS IT COULD BE.
SO THEN >> TO THAT POINT, WHY WE'RE DOING WHAT WE'RE DOING MATTERS MORE THAN WHY WE'RE DOING.
IT MATTERS TO THE FOUNDATION FOR GOING FORWARD AND TO HEDGING MAKE SURE THAT EVERYONE UNDERSTANDS THAT THESE ARE NOT JUST JOBS.
THESE ARE HAVING AN IMPACT ON INDIVIDUAL EMPLOYERS IN THE ENTIRE COMMUNITY.
>> IF WE COULD HAVE A PRESENTATION ON THE TRAINING AND DEVELOPMENT BECAUSE A LOT OF TRAINING WOULD BE GOOD TO KNOW.
TRUSTEE BOYD TO YOUR SUGGESTION ABOUT SUBMITTING OR QUESTIONS IN ADVANCE, I WOULD IN A PERFECT WORLD, YES, BUT SPEAKING FOR MYSELF, OFTENTIMES NOT TO THE MORNING OF THE BOARD MEETING THAT THEY HAVE TIME TO READ THE BOARD MATERIALS.
AND SO, YOU KNOW, IT IS WHAT IT IS FOR ME BECAUSE OF MY WORK SCHEDULE.
I WOULD BE WILLING TO TALK TO OUR BOARD LIAISON TO SEE IF, MAYBE, THERE'S OTHER WAYS OR CERTAINLY, WITH ANY BOARD MEMBERS TO SEE IF WE CAN GET TO WHERE YOU'RE SUGGESTING, BECAUSE OPTIMALLY, THAT WOULD BE GREAT.
THOSE ARE MY QUESTIONS AND COMMENTS.
>> THAT'S WHY I SUGGESTED THESE PRESENTATIONS ARE GENERALLY AVAILABLE DAYS BEFORE WE MAY SEE THEM.
IF IT MEANS PUSHING THE STAFF BACK TO GIVE YOU FOUR OR FIVE DAYS INSTEAD OF ONE DAY, I APPRECIATE YOUR SCHEDULE ON THAT.
AND BEFORE I GO TO JOHN, I HAVE ONE VERY IMPORTANT STATEMENT TO MAKE.
IT'S ALL ABOUT THOSE BAYLOR BEAR.
WHEN YOU GET TO BE THE NATIONAL CHAMPION, WE HAVE TO HOLD OUR CHEST OUT EVERY CHANCE WE GET.
SO I APPRECIATE THE OPPORTUNITY.
JOHN, WITH THAT >> WHAT TOOK YOU SO LONG? WE'RE AN HOUR AND A HALF INTO THE MEETING.
WOULD HAVE BROUGHT THIS UP EARLIER SINCE HE MAKES AN INVESTMENT WITH CAPITAL WITH THAT DAUGHTER OF HIS.
THERE'S SOME REAL GOOD JOKES THAT ARE GOING AROUND.
BUT I WANT TO NOT TAKE ANY MORE TIME IS SAY, JOHN, YOU'VE GOT A FEW MINUTES.
[4.2. FY2020-2021 Spring Budget Update Presenters: John Robertson, Tiska Thomas ]
>> WE'VE TAKEN LESSONS FROM ROB AND I WANT TO TURN THIS OVER TO TISKA.
WHAT WE'LL TALK ABOUT, REALLY, IS UPDATING CURRENT YEAR.
WE'LL GIVE YOU AN UPDATE OF WHERE WE ARE.
TISKA WILL GO THROUGH ALL OF THAT.
ONE SLIDE WILL TALK ABOUT WHAT'S GOING ON FOR THE NEXT BUDGET YEAR AND THEY'RE MAKING DECISIONS IN AUSTIN AND NO TELLING WHAT IT WILL BE LIKE WHEN THE FINAL VERSION COMES THROUGH AND WE'LL GIVE YOU INDICATIONS OF WHERE WE'RE AT.
TISKA, IT'S OVER TO YOU AND WE'LL TAKE QUESTIONS.
OUR ENROLLMENT TREND YEAR OVER YEAR.
THE PANDEMIC EFFECTS TOOK US DOWN BY 11% AND OVERALL, WE WERE 8800 STUDENTS DOWN SPRING TO SPRING.
JUST A QUICK RECAP, AND I'LL GO INTO THIS IN THE NEXT SLIDE AND OUR NET TUITION, AN ENROLLMENT DECREASE AND SO THEREFORE, A REVENUE DECREASE, AS WELL.
OUR TAXES, WE TOOK A CONSERVATIVE APPROACH AND WE'VE BEEN SURPRISED IN THAT WE HAVE A POSITIVE OVERALL POSITION IN ON ORIGINAL ESTIMATE.
[01:35:01]
OUR EXPENSES ARE HOLDING STEADY.WE DON'T HAVE ANY CHANGES THAT WE NEED TO MAKE FOR ANY OPERATING BUDGETS.
WE DID THIS FOR THE BENEFIT SO WE CAN BRING YOU BACK UP TO SPEED OF WHERE WE ARE.
OUR STATE APPROPRIATIONS IN THE SECOND YEAR AND WE DID ANTICIPATE A 5% DECREASE AND THAT DID NOT COME TO PASS.
AS I STATED IN THE PREVIOUS SLIDE, WE'RE STEADY AND THERE WAS NO INCREASE.
THERE'S A $4.7 MILLION INCREASE AND THAT'S OVER WHAT WE BUDGETED.
OUR TAV REMAINS STEADY AND WE PROJECTED A BIT OF A DECREASE OF COLLECTIONS AND OUR COLLECTS STILL MAINTAINED 98% COLLECTION RATE AND SO, INSTEAD OF US HAVING THE 276 MILLION THAT WE ANTICIPATED ON TAX COLLECTIONS, WE ACTUALLY HAVE $290 MILLION.
AND SO, WHEREAS WE ANTICIPATED HAVING A 2.9 MILLION DECREASE OVER THE PRIOR YEAR, WE HAVE A $14 MILLION INCREASE TO OUR TAX BUDGET.
SO OUR TUITION, THERE WAS A MODEST INCREASE OF 5%.
THIS WAS THE FIRST YEAR WE'RE IMPLEMENTING THE ELEARNING MATERIALS AND SO WHERE WE ARE NOW IS AN OVERALL DECREASE OF 11%.
WE DID HAVE LESS SCHOLARSHIPS BECAUSE WE HAVE LOWER ENROLLMENTS IN THE OTHER PROGRAMS AND WE DID GO AHEAD WITH THE ELEARNING AND THERE WERE SOME CONCESSIONS AS FAR AS DELIVERING THAT MATERIALS TO STUDENTS WHO DID NOT HAVE ACCESS TO TECHNOLOGY FOR SOME REASON DURING THE PANDEMIC.
SO WE DID INCUR ADDITIONAL COSTS.
BUT AN OVERALL IMPACT WAS A $10 MILLION INCREASE.
THE OVERALL REVENUE, IT'S FUZZY AS FAR AS WHAT TO DO, BUT WE TOOK THE BIGGEST HIT THIS YEAR BECAUSE OF THE PANDEMIC IMPACTS AND MARKET FLUCTUATIONS AND THE OTHER INCOMER TO RECEIVE INTO THE DALLAS COLLEGE WAS A RESULT OF LEASE AND RENTALS.
WE DIDN'T HAVE STUDENTS ON CAMPUS AND WE DIDN'T PAY THIS OUT, SO IT WAS A NET ZERO AND THEN VENDING COMMISSIONS MADE UP FOR THE OTHER REVENUE AND OVERALL, ABOUT A $2 MILLION DECREASE ON GENERAL REVENUE.
SO OVERALL, WE PROJECTED REVENUES 469 MILLION OVER THE PRIOR YEAR.
WHERE WE ARE IS AT 474 MILLION AND WE ANTICIPATE THAT AS A INCREASE IN THE OVERALL BUDGET.
WHEN WE PROVIDE THIS SUMMARY, WE'RE AT A MID AIR TALKING ABOUT 50% OF OUR BUDGET AND IN SNAPSHOT WAS TAKEN IN MARCH, SO FEBRUARY IS OUR MID YEAR AND WE'RE HOLDING THE LINE ACCORDING TO HOW THE EXPENDITURES ARE ROLLING OUT AND SOME OF OUR EXPENDITURES PACKAGES AND OUR FIP PACKAGES AND THEY'RE PUSHING AND GETTING STUFF DONE OVER THERE.
AND SO THERE ARE IMPACTS THAT WE'VE HAD AND SOME OF WHICH ARE POSITIVE AND SOME
[01:40:05]
OF WHICH ARE NEGATIVE AND THIS IS THE SENSE OF WHAT THE EFFECTS HAVE BEEN ON US FOR THAT.SO, OF COURSE, TRAFFIC HAS BEEN IMPACTED AND THERE'S UNSPENT DOLLARS AND TECHNOLOGY AND ALSO A RELATE OF ONE COLLEGE.
WE HAD TO MAKE ENHANCEMENTS TO SOME OF OUR TECHNOLOGY THAT WE HAVE JUST FOR ACCESSIBILITY AND THINGS, BUT WE HAD THINGS OUT OF NECESSITY IN ORDER TO KEEP EMPLOYEES ENGAGED WITH OUR STUDENTS AS WELL AS WITH ONE AT.
THERE HAVE BEEN CHANGES WITH ONE COLLEGE, WE HAD ADDITIONAL EXPECTS TO INCUR.
OUR PROFESSIONAL DEVELOPMENT, THAT WAS ONE OF THE POINTS THAT WE MADE AS A PART OF OUR BUDGET FOR FY21 AND ALTHOUGH WE HAVE NOT BEEN ABLE TO TAKE A BIG SWING AT IT, I DO SAY A PROFESSIONAL DEVELOPMENT IS CONTINUING BECAUSE WE HAVE STAFF THAT HAVE TAKEN ADVANTAGE OF THE LINE TRAINING PROGRAMS THAT HAVE BEEN AVAILABLE.
THEY'RE AVAILABLE IN OUR CORNERSTONES AT DALLAS COLLEGE, AS WELL AS THE PROFESSIONAL DEVELOPMENTS.
SO THERE ARE PROFESSIONAL DEVELOPMENT OPPORTUNITIES THAT ARE AVAILABLE.
AND OUR UTILITIES, WE HAVE UTILITY IMPACTS FROM A COUPLE OF DIFFERENT THINGS.
WE HAVE THE COVID IMPACTS FROM OUR CAMPUSES NOT OPERATING AT 100%.
WE TOOK A HIT IN FEBRUARY BECAUSE OF THE STORM.
WE DON'T KNOW THE IMPACT BECAUSE OF THAT, BUT THAT'S SOMETHING WE'LL BE MONITORING.
ONE THING TO HIGHLIGHT THAT'S NOT A PART OF THIS SLIDE, BUT THE SERVICE FOR THIS YEAR, WE WERE ABLE TO MAKE A PAYMENT OF JUST UNDER OVER $49 MILLION TO PAY OVER THE GEOBONDS OF $105 MILLION OFF OF THE $450 MILLION.
I THINK WE WANT TO TAKE NOTE OF THAT.
SO WE HAD A CONVERSATION AND WE TALKED ABOUT WE SHOULD BE ANTICIPATING AND RIGHT NOW, THEY'VE EXPECTED TO CERTIFY ALL NUMBERS BY JULY 25TH AND THEY WERE LATE LAST YEAR BECAUSE OF COVID BUT WE'LL HAVE A FIRST PRELIMINARY BY MAY 10TH.
THE NUMBERS FROM THE MEETING WILL BE BASED OFF OF THE NUMBERS FROM THEM.
AND SO FIRST OF ALL, THEY'RE SAYING RIGHT NOW, THE MARKET IS UP 4% AND ON THE OTHER SIDE, WE ALSO KNOW THEY DO ABOUT A THIRD OF RE EVALUATIONS, RE APPRAISALS AND THAT 9% NUMBER IS 3% TO 5% AND THAT'S ALL WE'LL PLAN FOR AS FAR AS TAX REVENUE INCREASE.
RESIDENTIALS, THEY'RE NOT EXPECTING MUCH CHANGE AND NOT A LOT OF CHANGE FOR SPACE TO BUILD, BUT IT'S DRIVING THE SALE'S PRICE UP FOR HOMES ON THE MARKET.
THE MULTIFAMILY PROPERTIES ARE INCREASING AND WE SEE BUILDINGS AND THOSE BIG COMPLEXES GOING UP.
THE COMMERCIAL IS WHERE WE HAVE THE MOST VOLATILITY.
AND ALSO, THE BIG THING IS THAT THEY HAVE A LOT MORE DISTRIBUTION CENTERS ACROSS DALLAS COUNTY NOW BECAUSE OF ONLINE SHOPPING.
I KNOW WE SEE A COUPLE OF THEM OUT HERE NOT TOO FAR FROM WHERE WE ARE.
FOR TUITION, I THINK THAT IF WE CAN HOLD STEADY WITH THE DECLINE SO FAR, WE CAN ANTICIPATE MAYBE WE'LL BE DOWN DURING THE FOLLOWING YEAR.
JOHN, I WOULD LIKE TO SPEAK ABOUT STATE APPROPRIATIONS.
>> WE'RE CONTINUING TO MONITOR WHAT IS GOING ON IN AUSTIN.
AS YOU KNOW, THERE'S TWO BILLS, SENATE BILL ONE AND HOUSE BILL ONE AND A LOT OF THE PARK ZONES ARE THE SAME.
HOWEVER, HOUSE BILL ONE HAS ARTICLE 11 RIDER THAT THEY PUT ON IT, WHICH IS A HARMLESS SITUATION.
DON'T KNOW WHAT WILL HAPPEN WITH THAT.
BUT I WANT TO MAKE CLEAR, WE WILL END UP FLAT AND SOME THINGS THAT ARE MAYBE A $5
[01:45:02]
MILLION DECREASE AND MOST OF THAT IS COMING FROM THE CONTACT HOURS.WE'RE ACTUALLY UP ON THE SUCCESS POINTS.
IT'S ABOUT RIGHT NOW, THE RAW NUMBERS ARE $11 MILLION DOWN IN CONTACT HOURS, BUT UP $6 MILLION IN SUCCESS POINTS.
AND SO, WE'RE CONCENTRATING ON THE RIGHT THINGS AND WE'VE JUST BEEN HAMPERED BY WHAT WE'VE SEEN SO FAR IN THIS.
AND THOSE NUMBERS ARE NOT FINAL BECAUSE THEY STILL HAVE TO GET THE FINAL CONTACT HOURS CERTIFIED AND RUN ALL OF THOSE NUMBERS AND VLBB HAS TO GET A FINAL APPROVAL OF HOUSE BILL ONE WHICH WILL GO TO CONFERENCE.
AND I WILL REMIND YOU, WE HAVE TO LOOK AT THIS, NOT IN SINGULAR, ONE VOLUME TO ANOTHER.
THE PREVIOUS THE CURRENT YEAR WE'RE IN NOW, WE EXPERIENCED AN $8 MILLION INCREASE OVER THE PRIOR ONE AND SO, WHAT WE'RE LOOKING AT NOW IS THAT WE'RE STILL, QUITE FRANKLY, THE LARGEST COMMUNITY COLLEGE BASED ON CONTACT HOURS.
BUT OUR PORTION OF THE PIE GOES DOWN BECAUSE OUR CONTACT HOURS WENT DOWN.
REMEMBER, HOW THIS WHOLE THING WORKS, THE LEGISLATURE DECIDES ON A TOTAL DOLLAR AMOUNT AND THEY DIVIDE IT UP INTO CORE FUNDING, SUCCESS ON HOW WELL YOU'VE DONE AND YOUR ACTUAL CONTACT HOURS.
WELL, CONTACT HOUR FUNDING IS DOWN TO THE POINT THAT IT'S 15%, MAYBE 16% AT MOST OF THE TOTAL REVENUES AND SO, YOU KNOW, THAT'S ONE OF THE THINGS WE WATCH.
IT'S AN IMPORTANT PIECE OF THE STATE FUNDING AND COMPLETION AND THINGS THAT WEAR DOING THAT ARE STUDENT FOCUSED ARE, QUITE FRANKLY, THE MOST IMPORTANT THINGS, NOT HOW BIG YOU ARE.
SO YOU HAVE TO LOOK AT THIS OVER TIME AND LIKE I'VE SAID, FOR THIS WE'VE BEEN UP $8 MILLION A YEAR.
VERY POSSIBLY NEXT YEAR WE'LL BE DOWN AND OVERALL, I REALLY EXPECT NEXT FALL THAT WE'LL SEE AN ENROLLMENT INCREASE AND WE'LL START BACK TO THE POINT OF REALLY HELPING OUT THAT TUITION NUMBER, WHICH IS WHAT THE CURRENT YEAR BUDGET IS SUFFERING THE MONTH FROM AND MOVING MORE TOWARDS THAT.
SO WERE THERE ANY OTHER WEES ON THE BUDGET OR UPDATES? DR. MAY, YOU MAY HAVE SOMETHING.
HONESTLY, I'M NOT EVEN SURE WHEN THE LEGISLATURE FINISHES, IF WE'LL HAVE A FULL UNDERSTANDING OF THE STATE SIDE OF THIS.
AND PART OF THAT IS WHAT THEY END UP DOING WITH THE FEDERAL NUMBERS COMING DOWN.
BUT OVERALL, WHAT WE'RE SEEING THIS YEAR AND THE STATE BUDGET IS A TREND.
THE REQUEST FROM COMMUNITY COLLEGES NUMBER ONE REQUEST RELATED TO THE SUCCESS POINTS, THE LEGISLATURE AGREED WITH THAT APPROACH GOING FORWARD AND NUMBER TWO WOULD BE CORE FUNDING.
THEY KEPT THAT WHERE IT WAS AND OUR YOUR LEAST, NUMBER THREE PRIORITY, WAS THE CONTACT HOUR FUNDING WHICH THAT HAS BEEN ON A EVEN AS A PERCENTAGE STATE FUNDING, A RAPID DECLINE AS THE STATE IN LONGER VALUES ENROLLMENT AND LOOKING AT SUCCESS.
AND WE EXPECT THAT TO CONTINUE.
AND WE ALSO HAVE A PROPOSAL THAT WE BELIEVE WILL BE FUNDED THAT NOT YET REFLECTED IN THE BUDGET AND WE THINK THAT'S OUT THERE AND ALTHOUGH, IT WILL MORE THAN LIKELY COME THROUGH AN APPLICATION OR A PAY PROCESS, NOT A FORMULA PROCESS.
AND THAT'S WHAT THE TRUE INITIATIVE WHICH IS THE WORKFORCE AREA.
SO INCREASINGLY, JOHN, WE'RE SEEING DOLLARS FROM THE COORDINATING BOARD COME FROM, BASICALLY, THEY ISSUE AN RFP, COLLEGES APPLY TO THAT AND GET FUNDED FOR THAT.
AND WE THINK THAT'S GOING TO BE AN ONGOING TREND.
>> ANY QUESTIONS FROM THE BOARD?
>> TRUSTEE FLOREZ, YOU HAVE A QUESTION?
YOU MUST HAVE SEEN MY HAND RAISED IN CHAT, CHAIR BOYD.
[01:50:06]
>> AND SO, YOU SAID THERE'S LOWER RENTALS OF COMMERCIAL PROPERTY.
SO DOES THAT CAUSE THE COMMERCIAL PROPERTIES TO BE DEVALUED OR GO DOWN IN TERMS OF THE TAX VALUE AND PROPERTY TAXES AND THAT'S WHY WE'RE ANTICIPATING A DECREASE?
>> THAT'S ONE OF THE FACTORS, NOT THE ONLY FACTOR, BECAUSE THE OWNER CAN GO TO THE APPRAISAL DISTRICT AND REAPPRAISE THEIR DISTRICT.
>> IS THAT WHAT A GROUP TRIED TO GET THE STATE TO LOOK AT, THE $300,000 IN 300 DAYS OR IS THIS SOMETHING DIFFERENT?
>> NO, THAT'S WHEN THE GOVERNOR ELECTED TO NOT FUND THAT INITIATIVE DIRECTLY FOR IT, WE THEN WENT TO THE CHAIR OF SENATE HIGHER EDUCATION AND HE AGREED TO CARRY A BILL, AND THAT WOULD PUT THIS IN STATUTE.
WE FEEL REALLY GOOD ABOUT THIS.
AS I MENTIONED, THE SPONSOR OF THE BILL AS SENATOR CRAYTON, A SUPPORTER OF THIS, DIDN'T HE IS WHAT'S REFERRED TO AS ARTICLE 3 COMMITTEE, AT THE HIGHER ED BUDGET AND HE'S A PART OF THAT.
HE'S INDICATED VERY STRONG SUPPORT FOR THIS.
AND INITIALLY, THE PROPOSAL WAS TO GIVE EVERY COLLEGE SO MUCH MONEY AND NO ONE REALLY LIKED THAT ON THE LEGISLATOR'S SIDE.
WHAT THEY'RE DOING NOW, YOU THINK IT WILL BE A MINIMUM OF 50 MILLION AND WOULDN'T SURPRISE ME IF THEY KICKED IT UP TO 100 MILLION.
WE TEND TO DO VERY WELL IN THAT PROCESS.
>> SO POTENTIALLY HOW MUCH FUNDING WOULD YOU SEE? HAS THAT BEEN DETERMINED YET?
>> NO, BUT EVERY POOL THAT'S COME OUT, WE'VE DONE WELL.
THAT FALLS UNDER GRANTS AND WE'VE RECEIVED SEVERAL MILLION FROM THE COORDINATING BOARD AND SEVERAL FROM THE TEXAS WORKFORCE COMMISSION, AS WELL.
AND SO, THOSE DOLLARS, AS THEY FLOW TO US, THEY'RE NO IN THE TRADITIONAL MODEL AND HELP US WITH OUR GOALS IN SIMILAR WAYS.
TISKA SAID WE HAVE A BALANCE OF 400 MILLION ON OUR 2004 BOND ISSUE.
>> THERE'S 105 MILLION FROM 2004.
>> WAS THIS FOR 20 YEARS OR 30 YEARS.
>> THERE WAS 30 YEARS AS A MAX ON THAT, BUT OUR SCHEDULE RIGHT NOW HAS US WITH THE LAST PAYMENT IN 2029, BUT, AGAIN, WE HAVE THE ABILITY TO ADVANCE THOSE PRINCIPAL PAYMENTS IF WE DESIRE TO DO THAT AND THAT'S WHAT WE'VE BEEN DOING OVER THE PAST FEW YEARS, REFUNDING AND THEN PAYING OFF PRINCIPAL WHERE WE HAVE TO.
>> WE PRETTY MUCH ACCELERATED PAYMENT, CORRECT?
>> AND TAKING ADVANTAGE OF LOW >> PREVIOUSLY, WHEN WE HAD DONE SOME REFUNDING, THEY JUST KEPT THE SAME MATURITY SCHEDULE AND ONE OF OUR STRATEGIES IS, HOW FAST CAN WE PAY THOSE OFF.
THIS HAS BENEFITED US TO GET US DOWN TO THIS LEVEL AND WE PLAN TO CONTINUE DOING THAT.
BUT WE'RE PAYING FOR REFUNDING PREVIOUSLY WHEN RATES STARTED DROPPING ON THE 2004 BONDS AND THEY JUST KEPT THE SAME MATURITY SCHEDULE WHICH PUT THEM OUT TO 2029.
>> THE ONES THAT WE DID FOR THIS YEAR, THEY WERE ACTUALLY TWO REFUNDING SERIES.
WE REFUNDING ONE IN 2018 AND ONE THIS 2019 FOR A LOWER RATE AND WENT AND PAID THEM OFF THIS YEAR.
>> BY DOING THAT, WE REALIZED SAVINGS TO THE TAXPAYER IN TERMS OF INTEREST, BE CORRECT.
>> ON THIS PAST BUDGET YEAR, WHEN WE LOOKED AT THAT, WE WERE RIGHT OVER $50 MILLION.
[01:55:04]
>> WHAT YEAR ARE THOSE YEARS WE PAID OFF?
>> I DON'T HAVE THAT INFORMATION RIGHT OFF HAND.
>> DEPENDING ON THE RATES IN RELATION, WE CAN HAVE A LOT OF UNEXPECTED ISSUES AND I LIKE HAVING THE LIQUIDITY AS WELL AS I DO NOT HAVING DEBT.
SO IT'S ALWAYS A GOOD BALANCE AND ONE OTHER COMMENT.
I HAD THE PRIVILEGE AND HONOR OF SERVING ON THE BOARD IN A COMMERCIAL DEPARTMENT FOR SEVERAL YEARS AND THE REASON THAT I WOULD BE VERY WARNING WHEN I GOT THE COMMERCIAL DROP IS BECAUSE UNLIKE RESIDENTIAL, IT'S BASED UPON THE REVENUE.
SO IF THESE BUSINESSES HAD BUSINESSES THAT WERE SHUT DOWN TO PROTEST THE TAXES FOR COMMERCIAL, IT'S GOING TO DRIVE THE VALUE OF BUSINESSES DOWN, WHICH WILL, IN FACT, REDUCE OUR REVENUE.
AND SO, I THINK YOUR SYSTEM OF TALKING A MORE CONSERVATIVE APPROACH IS VERY APPROPRIATE BECAUSE I THINK WE'LL SEE A MUCH LOWER RATE ON THE COMMERCIAL SIDE BECAUSE SPECIAL COMPANIES THAT DO THAT ADVISORY WORK WILL TAKE FULL ADVANTAGE OF THOSE INCOME STATEMENTS THAT WILL SHOW LOSSES FROM UNEARNED REVENUE.
>> THE BONDS WERE 3.5% AND THAT WAS THE INTEREST RATE.
>> I'M JUST LOOKING AT THE SITUATION AND THANKS FOR THE PRESENTATION, TISKA.
FROM THE OUTSIDE LOOKING IN, WE'RE EDUCATING 11,000 LESS STUDENTS, I THINK THE NUMBER WAS.
SO WE ARE ENJOYING ALMOST $6,000 MORE REVENUE THAN WE THOUGHT WE WOULD HAVE.
AND WE'VE BEEN PRESENTING AS A RATIONALE FOR THE ONE COLLEGE, APPROACH THE COST SAVINGS FROM NOT DOING SEVEN OF EVERYTHING.
AND WE'RE LOOKING AT A SITUATION AND THIS WAS NOT PRESENTED, BUT AT SOME POINT, SOMEWHERE DOWN THE ROAD WHERE THE FEDERAL GOVERNMENT IS GETTING READY TO POUR A LOT OF MONEY INTO JOB RETRAINING AND THAT WILL UNDOUBTEDLY HAVE A POSITIVE IMPACT ON OUR REVENUE AND OUR BORROWING COSTS REMAIN AT AN ALL TIME LOW.
WITH ALL OF THE CIRCUMSTANCES TAKEN TOGETHER, I WOULD HOPE AND EXPECT, AND I THINK THE PUBLIC WILL LACK TO BRING A BUDGET FORWARD TO BE RELATIVELY FLAT AND, PERHAPS, RETURN SOME SAVINGS TO TAXPAYERS AS WE HAVE IF PRIOR BUDGET CYCLES.
I WOULD WELCOME COMMENTS ON WHETHER THAT'S REASONABLE OR NOT.
WHEN YOU LOOK AT ALL OF THIS TOGETHER, I THINK WE SHOULD PLAN FOR THAT AS WE MOVE FORWARD WITH THAT.
>> WELL, YOU KNOW, WE'VE ALWAYS HAD A BALANCED BUDGET AS WE MOVE FORWARD TO MEET THE NEEDS.
YOU'RE CORRECT IN SEVERAL THINGS BUT THEY'RE WOVEN TOGETHER.
THERE ARE SAVINGS, BUT WE POINTED OUT LACKS OF INVESTMENTS AND THERE ARE SEVERAL HUNDRED NEW POSITIONS THAT WE WILL BE INVESTING IN AS WE GO FORWARD.
>> THIS IS WHAT WE MAKE WHETHER STATE DOLLARS, FEDERAL DOLLARS AND THAT'S WHAT IT'S ABOUT.
COMMUNITY COLLEGES HAVE TO DO MORE AS IT COMES TO IN INVESTING IN THE TYPES OF TRAINING AND WE'LL CONTINUE TO WORK IN THAT AREA TO ENSURE THAT WE USE THE DOLLARS WISELY, BUT ALWAYS KNOWING THAT WE'VE GOT A BALANCED BUDGET IN WHICH WE
[02:00:05]
HAVE TO OPERATE.>> YEAH, I MEAN, THERE'S TO QUESTIONABLE BUDGET.
WHAT'S THE OVERALL LEVEL OF SPENDING GIVEN THESE FAVORABLE CIRCUMSTANCES AND, BASICALLY, EVERYTHING EXCEPT ENROLLMENT.
ONE OTHER VARIABLE TO LOOK AT AS WE GO INTO THE NEXT BUDGET CYCLE, TOO, IS THE CASH RESERVES.
WE CHANGED OUR POLICY ON HOW MUCH TO RETAIN, BUT YOU WOULD EXPECT AND HOPE NOT TO TAP INTO THE RESOURCE IF WE'RE LOOKING AT FAVORABLE OUTCOMES AND OTHER RESOURCES.
I REALIZE THERE'S A LOT OF KNOBS, BUT JOHN, TISKA, YOU'VE BEEN CREATIVE IN TAKING ADVANTAGE OF FAVORABLE CIRCUMSTANCES AND MAKING THE INVESTMENTS WE NEED, BUT LOOKING AT THE CIRCUMSTANCES OF THE TAXPAYERS AND WHETHER WE COULD RETURN SOMETHING THERE, AS WELL.
SO I WOULD MAKE THAT SIMILAR REQUEST.
>> IF I COULD, I'M GETTING TEXTS SAYING WE NEED TO MOVE ON.
IF THAT'S OK WITH THE BOARD, LET GO TO THE IMPROVEMENT PLAN AND TWO AGENDA ITEMS
[4.3. Facility Improvement Plan Presenters: John Robertson, Scott Wright ]
AND WE CAN END THIS.>> YOU WOULD SAY IT'S OK WITH ME.
>> SCOTT, YOU HAVE TO TALK FAST AND GET THE HIGHLIGHTS ON HERE AND THEN, LET'S MOVE ON.
SO YOU MIGHT RECALL THAT THE FACILITY UPDATE PLAN IS OUR METHOD TO IDENTIFY THAT APPROVED FUND AND MANAGE ANY TYPE OF FACILITY IMPROVEMENTS.
THIS IS PROBABLY GOING INTO THE THIRD ITERATION, AND, YOU KNOW, IT KEEPS IMPROVING EVERY YEAR.
THIS PRESENTATION WILL JUST GIVE YOU A MILESTONE UPDATE.
SO I'LL GO THROUGH THE PROJECTS THAT WERE APPROVED FOR THIS FISCAL YEAR AND GIVE YOU A STATUS UPDATE.
AND SO, AT BROOKHAVEN, THESE UPDATES WERE COMPLETE AND WE'RE REPLACING SEVERAL FEDERAL PANELS THERE AND THESE WERE ELECTRIC PANELS AND THE ENGINEERING WAS DONE MOVING INTO A CONSTRUCTION PROCUREMENT PHASE AND CEDAR VALLEY, WE'LL DO THIS IN PHASES TO BASICALLY REPLACE AND/ORINSTALL A SPRINKLE PHASE AT 95% COMPLETE.
NEXT, EASTFIELD, 2.6 MILLION AND WE'RE GOING TO LOOK TO REPLACE THE ENTIRE FIRE ALARM THERE, AS WELL, THE DEVICES AND MAIN PANEL AND THEY HAVE SOME SORT OF OLD ANTIQUATED STEAM BOILERS THERE, AS WELL, AND WE'LL REPLACE THOSE WITH A MUCH MORE EFFICIENT BOILER.
THAT'S FINISHED WITH DESIGN AND 100% COMPLETE AND WE'LL ALSO MOVE INTO CONSTRUCTION SOON.
AND MOUNTAINVIEW IS 6.3, REPLACING THE AIR BOXES AND CONSTRUCTION IS 5% COMPLETE.
AND WE'RE DOING IN HOUSE UPGRADES TO LED'S AND REPLACING HARD DECK CEILINGS WITH A LITTLE MORE WE'RE REMOVING HAZARDOUS MATERIALS AND REPLACING WITH MAINTAINABLE DROP GRADE CEILINGS AND THAT'S 30% COMPLETE AND THREE BUILDINGS ARE 80% COMPLETE.
AS YOU KNOW, WE'RE NOT PUTTING MONEY DOWN HERE BECAUSE OF THE NEW CAMPUS BUT THERE ARE A FEW PANELS HERE AND 5% CONSTRUCTION COMPLETE, AS WELL, THERE.
[02:05:03]
NEXT SLIDE.NORTH LAKE, HVAC, CIVIL WORK, AND YOU CAN SEE THE WATER MANIFOLD, 75% AND THEY'RE TRACKING GOOD EXCEPT FOR THE WATER UPGRADE.
NOW RICHLAND IS ABOUT $3 MILLION AND ABOUT TWO AND A HALF BUILDINGS AND WE'LL REPLACE BOTH CHILLERS AT THE LACROY CENTER AND THAT HAS GONE THROUGH CONSTRUCTION ALREADY AND WE'RE REPLACING FUME HOODS THERE AND PRETTY INTENSE ENGINEERING DESIGN, ABOUT 95% COMPLETE AND LAB RENOVATIONS, LOOKING AT THE BEST WAY, MOVING FORWARD WITH THE CHANGES.
AND AT COLLEGE LEVEL, THERE ARE A COUPLE OF PROJECTS AND THAT MEANS IT DOESN'T AFFECT ONE CAMPUS, BUT IT MIGHT AFFECT THE ENTIRE COLLEGE AND THE THE COLLEGE FACILITY'S ASSESSMENT, I WANT TO TALK ABOUT THAT.
THAT IS A FULL BLOWN TOP TO BOTTOM AND FROM A FACILITY'S POINT OF VIEW.
AND THEY GIVE US A CONDITION ASSESSMENT AND THEN, ALSO, A REPLACEMENT COST AND SO, THAT WILL LEAD US INTO A REAL GOOD NUMBER OF WHAT SOME MAY CALL A TRUE DEFERRED MAINTENANCE NUMBER AND HELP US TO PLAN INTO THE FUTURE FOR FUTURE OF PLANNING.
TMA IS GOING TO BE OUR NEW COLLEGE WIDE SINGLE COMPUTERIZED MAINTENANCE SYSTEM AND THAT'S A WORK ORDER MANAGEMENT SYSTEM THROUGH PROCUREMENT.
IT IS IN THE IMPLEMENTATION PHASE AND MOVING RIGHT ALONG AND THE DATA FROM THE FACILITY'S ASSESSMENT WILL BE UTILIZED IN THE TMA FOR THAT CAPITAL PLANNING PIECE FOR FIP MOVING FORWARD.
REBRANDING, I DON'T KNOW IF ANYBODY HAS BEEN BY THE EAST CAMPUS, IN PARTICULAR, ON I 30, YOU SEE THIS ON THE PERFORMANCE HALL, THIS LOOKS GOOD AND NORTH LAKE AND MOUNTAIN VIEW ARE GETTING SIGNIFICANT REBRANDING EFFORTS, AS WELL.
THAT'S ONGOING THROUGH THE WHOLE COLLEGE AND WE'LL BE LOOKING AT MARQUIS SONS, MONUMENT SIGNS AND THINGS OF THAT SORT.
AND CONTINGENCY, WE SET ASIDE HALF A MILLION AND HAVE NOT TOUCHED THAT YET.
I DID WANT TO BRING UP MWBE NUMBERS JUST QUICKLY AND I APOLOGIZE AND I DID NOT GET THEM ON THE SLIDE.
BUT SO FAR, I HAVE THEM IN TWO DIFFERENT CATEGORIES AND ONE IS CONSTRUCTION AND ONE IS ARCHITECTURE AND ENGINEERING.
ON THE CONSTRUCTION SIDE, TOTAL OF 12 MILLION AND ABOUT 8.2 HAS GONE TOWARD MWMBE COMPANIES AND ON THE ARCHITECTURE AND ENGINEERING IS 2.6 MILLION AND 1.2 HAS GONE TOWARD MWBE FIRMS AND THAT'S 46%.
I WILL SAY A LOT OF GOOD THINGS TO REPORT IN HERE AND APPRECIATE THE SHOUT OUT FROM TISHKA AND HER TEAM FACILITATES THIS AND IT'S A GOOD TEAM EFFORT.
I KNOW I WENT QUICK AND THAT'S WHAT I WAS ASKED TO DO AND HOPEFULLY I GOT TIME BACK.
>> SCOTT, I HAVE DRIVEN BY THE COLLEGE AND IT DOES LOOK GREAT.
>> I WAS PROUD AND IT WAS A LOT OF WORK AND IT LOOKS SPECTACULAR.
>> IN SPEAKING WITH THE FOLKS AT AT APPRAISAL DISTRICT, WAS THAT DISCUSSED?
>> CAN YOU REPEAT THAT? I WASN'T CLEAR.
>> THE MORATORIUM WITH THE CDC, THEY'RE SAYING THAT THIS IS GOING TO BE A MAJOR IMPACT ON MULTIFAMILY UNITS ON HOUSING ACROSS THE UNITED STATES BECAUSE WITH IT BEING A MORATORIUM, THEY HAVE NOT COLLECTED ANY RENT ON THE LOTS OF PROPERTY.
IS THAT SOMETHING TAV HAS TALKED ABOUT?
>> NO, THEY DIDN'T DISCUSS THAT AT ALL.
>> TRUSTEE FLOREZ, DID YOU HAVE A QUESTION?
[02:11:12]
>> JOHN, DO YOU WANT TO TAKE US TO THE NEXT ITEM, PLEASE.
[5.1. Approval of Electrical Easement to ONCOR Delivery Company LLC at the Construction Science Building at North Lake campus ]
>> TWO AGENDA ITEMS AND THE FIRST ONE IS A UTILITY EASEMENT AT OUR REQUEST FOR THE NORTH LAKE CAMPUS NORTH WHICH IS WHERE THE NEW CONSTRUCTION SCIENCE BUILDING AND THIS IS THE FEED AND THIS IS IMPORTANT FOR US TO FINISH THE JOB.
IF ONE OF MY NEXT UPDATES, I'M GIVE YOU PICTURES.
WE NEED THIS ONE APPROVED PRONTO.
THIS TALKS AWHILE TO ORDER THE TRANSFORMERS.
THE OTHER ONE IS THE HIRING A MANAGEMENT FIRM FOR A CHIEF MANAGEMENT OFFICER.
[5.2. Approval for Selection of Management Firm for Interim Chief Technology Officer ]
WE NEED TO FIND SOMEBODY FAST.WE HAVE CONTRACTED WITH DELOITTE.
AND WE NEED TO GET STARTED ON THAT AND PLUS THE OPERATIONS OF BEING ABLE TO DO THIS.
YOU KNOW, TIM DID THIS IN A PRIOR LIFE.
HE WOULD FLY IN AND BE AN INTERIM CHIEF TECHNOLOGY OFFICER FOR 12 TO 18 MONTHS AND MOVE ON.
AND WE NEED THE HELP FINDING THOSE PEOPLE AND THAT'S WHY WE'RE LOOKING AT HAVING A FIRM WHO WOULD HELP US TO SOURCE AND THEN TURN AROUND AND BE RESPONSIBLE FOR TAKING CARE OF THEIR PAY AND BENEFITS.
AND CHAIR BOYD, DID YOU HAVE ANYTHING ELSE THAT YOU WANTED TO ADD TO THAT?
>> I CAN JUST TELL YOU THAT THINK THIS IS A PROPER APPROACH.
YOU THINK WE NEED TO STAY FOCUSED ON TALKING CARE OF OUR IT BUSINESS, BUT AT THE SAME TOKEN, THE JOB JIM WAS DOING, I THINK IT NEEDS FOCUS AND THE CHANCELLOR NEEDS TO TAKE TIME TO GET THAT PERSON HIRED AND I'M ENCOURAGING THE BOARD TO GO FORWARD.
>> CHAIR BOYD, THAT'S MY REPORT.
YOU THINK WE'VE GOT IT DONE AT 2:44, WHICH IS WHAT PEARL WAS ASKING US TO SHOOT FOR.
>> I DON'T WANT TO LEAVE HANDS UP.
>> WITH THAT, WE'LL CONCLUDE THE FINANCE COMMITTEE AT 2:45.
* This transcript was compiled from uncorrected Closed Captioning.