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THIS OPEN MEETING OF THE BOARD OF TRUSTEES IS AUTHORIZED IN ACCORDANCE WITH THE TEXAS GOVERNMENT CODE, 551.001 THROUGH 551.146. VERIFICATION OF NOTICE OF MEETING AND AGENDA ARE ON FILE IN THE OFFICE OF THE CHANCELLOR. PER TEXAS GOVERNMENT CODE 551.1282, THIS MEETING IS BEING BROADCAST OVER THE INTERNET IN THE MANNER PRESCRIBED BY TEXAS GOVERNMENT CODE, 551.128.
COUNTY COMMUNITY COLLEGE DISTRICT, DO CERTIFY THAT A COPY OF THIS NOTICE WAS POSTED ON THE 31ST OF AUGUST 2018, 1) IN A PLACE CONVENIENT TO THE PUBLIC IN THE DISTRICT OFFICE ADMINISTRATION BUILDING, 2) TO JOHN F.
[1. Certification of Notice Posted for the Meeting]
OF DALLAS COUNTY, TEXAS, AND 3) ON THE BULLETIN BOARD AT THE GEORGE ALLEN, SR. COURTS BUILDING, ALL AS REQUIRED BY THE TEXAS GOVERNMENT CODE ♪551.054.[2. Implementing the Student Centric Network Presenter: Dr. Joe May]
>> SO WE WILL BEGIN THE EDUCATION WRKFORCE COMMITTEE MEETING WITH A PRESENTATION BY CHANCELLOR.
>> YES, CHAIR BAVO, IF I COULD STATE THAT THE COMMITTEE MEMBERS FOR THIS ACADEMIC YEAR ARE VCE CHAIR JAMESON AND MYSELF WITH YOU AS THE CHAIR.
>> W. JAMESON: THANK YOU VERY MUCH.
I WILL WALK THROUGH TWO KIND OF BACK-TO-BACK PRESENTATIONS.
THEY ARE BOTH RELATED TO EACH OTHER AND THEY BOTH PLAY OFF OF TWO THINGS.
REPORT FOR THE BOSTON CONSULTING GROUP AND THE OVERALL PLAN THAT I HAVE LAID OUT TO THE BOARD FOR THE UPCOMING YEAR.
AS WE GET INTO THIS WE WANTED TO SHARE A COUPLE THINGS WE ARE WORKING ON BOTH AS A LEADERSHIP TEAM BUT ALSO SOME ITEMS THAT YOU HAVE SEEN SEPARATELY HOW THEY ALL ARE GOING TO BE KNITTED TOGETHER AS WE GO FORWARD.
AS WE LOOK AT TODAY, WE HAVE A COUPLE OBJECTIVES ON THIS.
WE WANT TO LOOK AT FROM A PERFORMANCE SIDE HOW WE COMPARE TO OTHER COLLEGES ACROSS THE STATE OF TEXAS, UNDERSTAND HOW WE GOT TO WHERE WE ARE TODAY AND DISCUSS THE NEED TO MAKE BOLD MOVES AND ENACT URGENCY AS WE TRANSFORM SOME OF THESE AREAS.
LY -- I WILL PUT UP A SLIDE I HAVE SHOWN MORE THAN ONCE, JOHN ROBERTSON WOULD OFTEN SHOW, LOOKING AT HOW WE COMPARE ON PERFORMANCE METRICS ON THE COORDINATING BOARD KEY METRICS, THIS IS DIFFERENT FROM THE DCCCD MTRICS WE HAVE INTERNALLY.
AS YOU CAN SEE, WE HAVE CONSISTENTLY BEEN, OVER THE LAST SEVERAL YEARS ON THE LEFT-HAND SIDE OF THIS PARTICULAR PAGE AS WE LOOK AT THESE METRICS.
IF I COULD SHARE, AND I GET IN DETAIL IN AFEW MOMENTS, WHEN WE BREAK OUT THE INDIVIDUAL COLLEGES, IT'S CLEAR WE DON'T STACK UP WELL AGAINST OTHER INSTITUTIONS WITHIN THE STATE.
I WILL TALK ABOUT SOME OF THE REASONS FOR THAT, I DON'T THINK IT'S NECESSARILY A REFLECTION ON INDIVIDUAL COLLEGES BUT I DO THINK WHEN YOU SEE THIS IT REFLECTS A SYSTEM CHALLENGE THAT WE FACE AS WE LOOK AT MOVING FORWARD.
WHEN COORDINATING BOARD GETS IT, THEY ACTUALLY WASTE SOME OF THESE SUBSTANTIALLY SO THAT CERTAIN THINGS ARE WORTH MORE THAN OTHER THINGS AND THE COORDINATING BOARD METRICS BUT I WANTED TO SHOW THIS ON IMPACT ON STUDENTS.
IF WE WERE TO WORK TO REACH THE MEDIA.
WE WANTED TO REACH THE TOP QUARTER.
THAT WOULD BE ABOUT A THIRD INCREASE IN TERMS OF WHAT WE WOULD HAVE TO DO TO GET THERE.
IF WE JUST WERE ABLE TO MOVE UP TO THE MEDIAN, THAT WOULD RESULT I ALMOST $1.2 MILLION OF ADDITIONAL STATE DOLLARS COMING TO US FROM THE STATE.
BUT THE POINT BEING, THE STATE PUT THE DOLLARS AS AN INCENTIVE.
I NEED TO POINT OUT THIS NUMBER WILL GROW BECAUSE THE TEXAS ASSOCIATION FOR COMMUNITY DOLLARS SET PERFORMANCE POINTS AS OUR NUMBER ONE PRIORITY, REALLY ASKING THAT MOVE UP BY ALMOST 25% FOR THE UPCOMING YEAR SO THAT BECOMES INCREASING IN THE IMPORTANT PART OF WHAT WE ARE DOING AS A DISTRICT.
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>> C. ROGERS COMPTON: I APOLOGIZE, I WAS DOING SOME HOUSEKEEPING THINGS SO I WASN'T PAYING ATTENTION DOING THE SLIDES, BUT SLIDES 3 AND 4, WE HAVE SEEN SLIDE 3 BEFORE WHERE IT SHOWS PERFORMANCE ON COORDINATING BOARD'S KEY METRIC WHERE'S WE ARE THIRD FROM THE LAST.
AND THEN ON SLIDE 4, IT IS SHOWING WHERE OUR COLLEGES RANK IN THOSE METRICS BY COLLEGE, NOT BY SYSTEM.
ONE AS A SYSTEM WHERE WE RANK BUT TWO WHERE THE INDIVIDUAL COLLEGES RNK AND I DON'T THINK IT'S GOING TO BE A SITUATION WHERE IT'S JUST ALL ON THE COLLEGES BUT IS YOUR PRESENTATION GETTING INTO HOW WE ARE GOING TO ADDRESS THIS? THAT'S WHAT YOU TRANSITIONED TO?
THAT'S WHY I'M TALKING ABOUT THIS AND GOING FORWARD SO WE CAN LAYOUT.
ONE THING THAT I KNOW THAT OUR COLLEGES AND OUR FACULTY AND OUR STAFF AND LEADERSHIP CARE ABOUT ARE STUDENTS AND THEY CARE ABOUT STUDENTS BEING SUCCESSFUL MOVING THROUGH OUR CLASSES AND GRADUATING AND GETTING THE KNOWLEDGE SILLS AND ABILITY THEY ARE LEAVING.
WHAT THIS REALLY REPRESENTS THOUGH, WE ARE LEAVING A LOT OF PEOPLE BEHIND IN THE PROCESS THAT NEED EXACTLY WHAT WE HAVE TO OFFER.
NOW LET'S BE CLEAR, WE ARE DOING A LOT, THEY ARE IMPLEMENTING AND FRANKLY RUNN ING REALLY FAST RIGHT NOW TO TRY TO MAKE SURE WE ARE ADDRESSING STUDENT NEEDS, WE HAVE INVESTED IN NAVIGATORS WE HAVE EXPANDED ADVISORS WE HAVE IDENTIFIED WHERE CERTAIN CHOKE POINTS ARE WHERE WE ARE LOSING FOLKS.
ALL OF THIS MATTERS AND IT'S ALSO, IT'S NOT GOING TO BE ONE OR TWO THINGS THAT MAKES A DIFFERENCE.
IT'S A THOUSAND THINGS WE NEED TO ADDRESS AND WE REALLY ARE RELENTLESSLY FOCUSING ON WHAT THOSE ARE, BUT I WANT TO PUT IT IN PERSPECTIVE.
I'M USING AN AVERAGE, YOU GET THE GENERAL GIST.
SOME ARE OBVIOUSLY FURTHER ALONG IN THE PROCESS THAN OTHERS AND SOME AREAS ARE DOING RELATIVELY WELL WHEN WE LOOK AT IT COMPARED TO PEERS, PARTICULARLY WE SET THE MEDIAN AS A GOAL.
BUT IN ORDER TO KIND OF LOOK THROUGH THIS, IF YOU LOOK HERE, WE WOULD NEED TO INCREASE THE OVERALL NUMBER OF DEGREES BY 22% IN ORDER JUST TO GET TO THE MEDIAN HOURS, DEGREES, IT'S IN CRITICAL FIELDS.
THE BOARD IDENTIFIES, THESE AE MOSTLY STEM-RELATED FIELDS IN TECHNOLOGY AREAS THAT AE CRITICAL TO OUR ECONOMY AND STATE.
SOME COLLEGES DO BETTER THAN OTHERS.
I WILL TELL YOU WHEN WE LOOK AT THE PROGRAM MIX SOME OF THEM HAVE AS HIGH AS ALMOST 50% GETTING DEGREES IN CRITICAL FIELDS.
SOME AS LOW AS 22-23% IN CRITICAL FIELDS.
THAT REALLY IS ABOUT LOOKING AT THE PROGRAM MIX.
I WANT TO SAY THIS, IF THE PROGRAMS DON'T ALIGN WITH THE CRITICAL FIELDS THEY ARE GOING TO REALLY TAKE A DOUBLE HIT ON THIS BECAUSE THEY ARE NOT GRADUATING IN CRITICAL FIELDS AND THEY MAY NOT BE GRADUATING WITH CERTIFICATES OR AWARDS BECAUSE, IN EFFECT, THOSE STUDENTS COUNT FOR FIVE POINTS, EACH STUDENT IS WORTH THAT BECAUSE THEY GET 2.5 WEIGHT ON CRITICAL FIELDS, 2.5 AGAIN ON THE DEGREE.
THIS REALLY ADDS UP WHEN YOU YOU ARE GETTING TO THE 16.2%.
I WILL TALK ABOUT THAT MORE LATER.
>> YOU SAID TO REACH THE MEDIAN, IS THAT ENOUGH?
>> I DON'T WANT TO BE AVERAGE.
>> IN THE CONTEXT, A LOT OF THESE SUCCESS POINTS --
>> THAT'S RIGHT, JUST RACHING THE MEDIAN.
>> WE HAVE DONE AN AMAZING JOB THIS YEAR BRINGING MORE STUDENTS IN, ENROLLMENT LOOKS SMALL.
WE STILL AREN'T ON TRACK EVEN IF WE INCREASE THE PERCENTAGE OF GETTING THEM OUT.
YOU ARE CORRECT, WE REALLY NEED TO BE LOOKING BEYOND THIS.
THEY ARE SIMILAR, CAN WE REACH 22%?
>> I BELIEVE WE CAN, I THINK AGAIN WE ARE ADDRESSING A LOT OF THE ISSUES BUT I THINK WE ARE PROBABLY GOING TO, I WILL GET TO THE POLICY CHANGES AND SOME OTHER THINGS.
IT'S NOT JUST, IN MANY WAYS WE ARE PRODUCING WHAT WE ARE DESIGNED TO PRODUCE.
I THINK OUR INCENTIVES AREN'T ALIGNED TO DO TIS SO WE WANT TO LOOK AT THIS.
>> TO GET TO THE MEDIAN, YOU ARE TALKING ABOUT INCREASE BY 6.2%.
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SLIDE, THAT WOULD BE IF YOU WERE TO LOOK THAT'S ROUGHLY AROUND 2.4, 2.44 SOMEWHERE IN THE NEIGHBORHOOD IS WHERE THAT HITS.>> C. ROGERS COMPTON: THAT WOULD BRING, NOT ONLY OUR COLLEGES BUT THE DISTRICT AS A WHOLE.
DISTRICT AS A WHOLE, SOME OF OUR COLLEGES ARE CLOSER TO IT THAN OTHERS AND SOME HAVE FURTHER TO GO IN THAT PROCESS.
WHEN WE GET INTO THE INDIVIDUAL ANALYSIS, IT TENDS TO FALL VERY HEAVILY IN A FEW AREAS WHERE WE CAN SEE THE DISCREPANCY ON THERE.
IT'S NOT EVERY AREA BY ANY MEANS BUT A COUPLE CRITICAL.
>> C. ROGERS COMPTON: HOW LONG WOULD IT TAKE TO GET TO THE MEDIAN? WE REALIZE WE HAVE TO CHANGE A LOT OF POLICY.
WE REALIZE WE HAVE TO MAKE THAT STRUCTURAL CHANGE FOR I.T., WE ARE HOPING WHAT WE ARE DOING WITH BOOKS BUNDLED INTO TUITION THAT WILL REALLY MAKE AN IMPACT SO REALISTICALLY WHAT DO YOU THINK THE TIME LINE IS TO GET US JUST TO THE MEDIAN SO WE CAN CONCENTRATE ON GETTING ABOVE AVERAGE?
>> I'M GOING TO LAYOUT ABOUT A THREE-YEAR TIME LINE FOR YOU IN A FEW MINUTES AND KIND OF LOOK THROUGH THAT.
THAT'S THE NEXT PRESENTATION WHEN WE GET THERE BUT I WILL WALK THROUGH THE STEPS AND WHAT IT WILL LOOK LIKE.
TRANSFER IS STILL A CHALLENGE FOR US, WE SHOWED YOU THIS PREVIOUSLY OVER THE YEARS.
OUR GAPS THERE, GETTING STUDENTS THAT COMPLETE 15 HOURS.
I THINK LEARNING MATERIALS IN THE HANDS COULD HAVE A REAL IMPACT ON THIS ONE.
WE JUST BELIEVE TOO MANY STUDENTS COME IN THE DOOR AND THEY DON'T FINISH THAT FIRST COURSE SUCCESSFULLY FOR A WHOLE LOT OF REASONS.
THE OTHER THING THAT WILL HELP WITH THIS IS MORE WORK WITH CO REQUISITE WHERE WE ARE COMBINING THE DEVELOPMENTAL WITH THE REGULAR CLASSES, SO THERE'S A LOT OF STRUCTURAL THINGS.
PATHWAYS WILL HELP WITH THIS AS WELL.
WE HAVE A ROAD MAP AND I KNOW WE HAVE THE BIDS COMING IN ON THE GUIDED PATHWAY SYSTEM.
WE THINK THE NAVIGATORS ALL WILL HELP AND WE ARE SEEING SOME RESULTS THERE ALREADY.
BUT I THINK IT'S OBVIOUS WE GOT TO GET PEOPLE COMPLETING THAT FIRST 15 HOURS OR WE CAN'T GET TO THE IMPROVED AWARDS AND IMPROVED DEGREES IN CRITICAL FIELDS.
>> LET ME ASK ANOTHER, WHAT ABOUT HIGH SCHOOL STUDENTS THAT WE HAVE GADUATING WITH ASSOCIATES DEGREES.
>> THEY ARE INCLUDED IN EVERYONE OF THESE BUT THE TRANSFER ITEM.
WE ARE GOING TO FACTOR THAT IN.
THAT ACTUALLY TAKES CARE OF A LITTLE BIT OF THAT, THE COORDINATING BOARD GIVES US CREDIT FOR EVERY SINGLE ONE OF THESE BUT IF THE STUDENT GRADUATES FROM US BEFORE THEY GRADUATE FROM HIGH SCHOOL AND THEY DON'T NEED TO COME TO US AT ALL AND THEY GO TO A 4-YEAR INSTITUTION, THEY ARE COUNTED AS BEING IN THEIR FIRST YEAR OF THAT 4-YEAR INSTITUTION.
>> C. ROGERS COMPTON: I THOUGHT THE HIGH SCHOOL STUDENTS, AS THEY WERE, I KNOW THIS HAS HAPPENED, THEY WERE RECEIVING THEIR HIGH SCHOOL DIPLOMA, THEY WERE RECEIVING THEIR ASSOCIATES DEGREE FIRST.
YOU SAID IF THEY GET THEIR ASSOCIATES FIRST BEFORE THEIR DIPLOMA, ARE THEY EARNING DUAL CREDIT AND INDEPENDENTLY ENROLLED WITH US?
>> THEY COUNT IN THE DEGREES IN CRITICAL FIELDS.
THEY COUNT AS A SUCCESS WITH DEGREE IT'S CERTIFICATIONS AWARDED.
THEY COUNT ON ALL THE READINESS SKILLS.
THEY COUNT ON COMPLETE 15 AND 30 AND FIRST MAP COURSE AND SO ON.
THE ONE THING WE DON'T GET CREDIT FROM THE COORDINATING BOARD ON I FOR THAT ROUGHLY 2,000 STUDENTS THAT COMPLETED
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THE ASSOCIATES DEGREE AND THEN WENT TO THE A FOUR-YEAR INSTITUTION, WE DON'T GET CREDIT FOR THE TRANSFER PIECE OF THAT.>> FIRST COLLEGE LEVEL MATH COURSE THEY WOULD BE IN AFTER.
IF THEY TAKE DEVELOPMENTAL UP HERE THEN WHAT WE ALSO THEN LOOK AT IS HOW ARE THEY DOING IN THE FIRST COLLEGE-LEVEL MATH COURSE.
WE REALLY AREN'T FAR BEHIND ON THAT ONE.
THEY WILL NEVER MOVE ON AND GET A DEGREE.
I WILL HIT THE NEXT SLIDE HERE.
THE TOP FOUR TILE WOULD BE 2.6.
IF WE LOOK AT THIS, THERE ARE THREE COMPONENTS THAT ARE REALLY RESPONSIBLE FOR MOST OF THE SUCCESS POINTS.
IF YOU GET THESE, YOU WILL DO VERY WELL IN IT.
TODAY IF YOU LOOK AT THE NUMBER, DEGREES AND CERTIFICATES AWARDED, WE GOT COUNTED FOR THAT, 9,936.
ACTUALLY TE HIGHEST NUMBER IN THE STATE, WHEN WE LOOK AT IT IN TERMS OF HOW IT IMPACTS PERFORMANCE YOU SEE THAT.
TRANSFERS, 5,336, DEGREES AND CERTIFICATES IN CRITICAL FIELDS 1,847.
IF WE WERE TO ALTER THESE THAT WOULD BE 20% INCREASE IN EACH OF THESE AREAS THAT WOULD TAKE US TO 11,923.
WE WOULD BE ABLE TO GET THE DEGREES UP TO 2659 IN A CRITICAL FIELD SO ABOUT 800 MORE THAN NOW.
IF WE DID THAT IT WOULD PRODUCE ALMOST 4 MILLION IN ADDITIONAL REVENUE FOR US AT THE TOP QUARTILE.
3 MILLION AT THE MEDIAN AS WE LOOK AT.
>> YOU SAID IF THEY GRADUATE WITH ASSOCIATES DEGREE BEFORE THEY GET HGH SCHOOL DIPLOMA AND THEY GO ONTO THE FOUR YEARS THEY AREN'T COUNTED AS A TRANSFER STUDENT.
DO WE NEED TO ADDRESS THROUGH THE COORDINATING BOARD.
>> W HAVE BEEN TALKING WITH THE COORDINATING BOARD AND LEGISLATURE TO SEE HOW THAT CAN WORK.
WE COUNT FOR IT INTERNALLY WITH OUR MODEL.
WE GET THE COLLEGES CREDIT IN TERMS OF WHAT THEY DO BUT THE STATE DOESN'T GIVE US OVERALL DOLLARS FOR IT.
>> C. ROGERS COMPTON: AGAIN, CAN THE COORDINATING BOARD JUST MAKE A RULE CHANGE OR POLICY CHANGE OR WHATEVER?
>> C. THE COORDINATING BOARD, DIRECTED WTH THE MATRIX AND PROCESS AWARDING POINTS.
>> C. ROGERS COMPTON: WE DON'T HAVE TO WORK WITH THE LEGISLATURE BUT IF THE COORDINATING BOARD DOESN'T WANT TO MAKE THE CHANGE WE MAY TO LE THE CHANGE.
SINCE WE HAVE A COMMISSIONER NOT THAT SUPPORTIVE OF EARLY COLLEGE HIGH SCHOOLS.
>> YEAH, OBVIOUSLY WE ARE ADVANTAGED BY THIS IN OTHER WAYS WE ARE SEEING OVERALL SUCCESS GO UP, WE COUNTED COMPLETION AND CRITICAL FIELDS SO WE ARE GETTING TWO OUT OF THREE WHEN THEY GRADUATE FROM HIGH SCHOOL SO IT'S STILL A SIGNIFICANT IMPACT AND WE STILL SEE MOST OF THEM COMING TO US.
>> C. ROGERS COMPTON: AGAIN, ARE YOU GOING TO GET IT TO THAT EXCHANGE?
>> YES, I'VE HAD THAT CONVERSATION.
LET'S LOOK AT, I THINK ONE OF THE THINGS WE HAVE TALKED ABOUT THIS, WE ARE SEEING AN ENVIRONMENT REALLY CHANGE.
WE HAVE ENVIRONMENTS CHANGING FASTER THAN THE STATE AS A WHOLE.
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SHIFTING POPULATION, RIGHT NOW WE HAVE ABOUT 395 PEOPLE A DAY MOVING INTO NORTH TEXAS.THEY ARE COMING FROM ALL OVER THE WORLD.
THERE'S ALSO A BG RURAL TO URBAN SHIFT TAKING PLACE IN THE STATE.
WE ARE SEEING GROWTH, MOST SMALL COMMUNITIES IN THE STATE ARE LOSING NUMBERS.
WE ARE SEEING, JUST TAKE DALLAS COUNTY, MEDIAN INCOME DROPPED BY 16% SINCE 1999 WE HAVE SEEN THAT CONTINUE TO DECLINE AS WE GO FORWARD.
AT THE SAME TIME WE ARE TRYING TO GET MORE STUDENTS COMING IN THE DOOR.
THEY ARE NEEDIER THAN EVER BEFORE, LIKELY TO BE ELIGIBLE FOR THE PELL GRANT, ONE REASON WE ARE LOOKING FOR THE BOOK COSTS.
>> C. ROGERS COMPTON: IN TERMS OF ALL OF THESE FACTORS CREATING A CHALLENGING ENVIRONMENT, WHAT DO WE AS A DISTRICT OR COLLEGES DOING TO STAY ABREAST OF THIS AND BE RESPONSIVE IN THE WAY THEY HAVE TO BE IN TERMS OF PROGRAM, POSSIBLY THE WAY CLASSES ARE SCHEDULED ETC., ETC.
>> YEAH, AND IF YOU DON'T MIND --
>> C. ROGERS COMPTON: YOU WILL GET TO THAT?
>> I WILL GET TO THAT AND THE DETAILS OF IT, WE WILL BE HITTING SOME OF THIS AS WE GO FORWARD.
WE ARE SEEING A REAL EFFORT ACROSS THE ENTIRE STATE.
LOOKING AT HOW WE CAN USE THINGS LIKE GUIDED PATHWAYS, SPECIFIC INTERVENTIONS TO IMPROVE THAT TIME TO DEGREE AND THOSE WORK AS WE GET INTO IT.
LET ME KIND OF GET INTO THE DETAILS.
WHILE THEY ARE CERTAINLY ALWAYS INSTITUTIONAL VALUES WE HAVE HYPOTHESIZED THERE'S A SYSTEMIC ISSUE --
>> C. ROGERS COMPTON: WE ARE MISSING A SLIDE? IT'S OUT OF ORDER.
OR DID YOU SKIP ONE? BECAUSE OF THE WAY STUDENTS ARE ENGAGING US, WE HAVE HISTORICALLY HAVE BEEN INSTITUTION CENTRIC VERSUS STUDENT CENTRIC, RECOGNIZING STUDENTS ARE CHARTING THEIR OWN PATH TODAY.
AND THIS DOES LEAD TO, WE DOCUMENTED THIS, SUB-OPTIMAL STUDENT EXPERIENCE BOTH INSIDE AND OUTSIDE THE EXPERIENCE, WHEN THEY HAVE TO CREATE THEIR OWN PATHWAY WE AREN'T GUIDING HOW TO GET THERE.
WE JUST GET DIFFERENT EVERY INSTITUTION TREATS DIFFERENT, THEY HAVE DIFFERENT PROCESSES, THEY ENGAGE DIFFERENTLY, STUDENTS GOING TO MULTIPLE COLLEGES THEY GET CONFUSED BY THIS.
THEY TALK EARLIER, 24,000 GOING TO MULTIPLE COLLEGES AT THE SAME TIME WITH OUR SYSTEM.
WE HAVE A DIFFERENT TEXTBOOK POLICY OVER HERE, IT CONFUSES THEM IN THE PROCESS.
>> INADEQUATE AND MISALIGNMENT OF FACILITIES AND TECHNOLOGY.
THERE'S A REASON WHY SOME COLLEGES HAVE MORE THAN OTHERS.
THEY WERE BUILT WITH OTHERS IN MIND, THAT'S WHY AS WE LOOK AT FACILITIES IN TECHNOLOGY WE HAVE DONE A LOT OF TALKING WITH THE BOARD ABOUT THAT, IT'S REALLY NOT ADEQUATE FOR US TO ACHIEVE OUR GOAL BY 2030 AND GETTING THERE SIMPLY BECAUSE WE NEED TO MAKE SURE PROGRAMS ARE MATCHING THE NEED.
WE REALLY LACK A SYSTEMATIC WAY TO MEASURE QUALITY OR FACULTY PERFORMANCE THAT'S NOT BEEN PART OF THE HISTORY.
THAT MATTERS AS WE LOOK AT, MORE TO PROVIDE FEEDBACK, FACULTY WHEN WE TALK, VERY PROUD OF THE WORK THEY DO IN THE CLASSROOM THEY WANT TO ENSURE WE ARE PROVIDING THE HIGHEST QUALITY LEARNING ENVIRONMENT, THAT'S UNIVERSAL OUT THERE, WE NEED TO BE ABLE TO SUPPORT AND PROVIDE FEEDBACK TO MAKE THAT HAPPEN.
WE HAVE MAINTAINED FRAGMENTED SYSTEMS AND DATA, IT'S REALLY AN INCOMPLETE PICTURE JUST TO GET THE DATA I SHOWED YOU EARLIER TOOK MONTHS OF LABORIOUS WORK TO GET THERE, TO LOOK AT ANALYSIS BOSTON CONSULTING GROUP DID, YU REMEMBER THAT, IT TOOK MONTHS TO GET THERE.
WE ARE REALLY LOOKING AT DATA SYSTEMS. WE HAVE A DISCONNECTED PROCESS,
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GET TO THAT WHERE WE DON'T REALLY TIE THE EDUCATION PLAN, TALENT AND BUDGET PLAN IN A COHESIVE WAY.HISTORICALLY WE HAVE DONE EACH OF THEM AS A SEPARATE ENTITY MEANING THEY WEREN'T LINKED THEY WEREN'T COORDINATED IN A LOGICAL WAY.
WE TALK ABOUT THE NETWORK BUT HISTORICALLY -- WE HAVE OPERATED MORE AS A FEDERATION RATHER THAN A TRUE NETWORK.
WE REALLY HAVEN'T LEVERAGED THE POWER OF THE ENTIRE SYSTEM MEANING SOME OF TE GOOD THINGS GOING ON AT ONE COLLEGE AREN'T ALWAYS TRANSLATED AND TRANSFERRED TO ANOTHER COLLEGE IN THE PROCESS.
SO AN EXAMPLE OF THIS, I'VE GOT THREE HERE.
THE ISSUE DESCRIBED BY THE BOSTON CONSULTING GROUP, SCHEDULING COURSES AT THE COLLEGE LEVEL VERSUS SYSTEM LEVEL.
AGAIN, STUDENTS ARE ACCESSING THE ENTIRE SYSTEM.
THEY AREN'T NECESSARILY HONED IN ON ONE INSTITUTION.
WHERE THE STUDENT TOOK 25% OF COURSES GETS THE AWARD OR DEGREE.
STUDENTS GOING ACROSS, THEY MAY GO TO ALL 7 COLLEGES TO GET THERE, YOU WANT TO BE THE INSTITUTION ARGUE FOR THAT BUT WE NEED TO LOOK AT, THERE'S ACTUALLY TALK AT THE FEDERAL LEVEL CREATING SYSTEM ACCREDITATION AND OTHERS TO ELIMINATE SOME OF THESE NEEDS, RECOGNIZED AS AN ISSUE THAT PERHAPS MADE SENSE STUDENT IT WAS ALL ABOUT THE DEGREE INTEGRITY, TODAY WE ARE LOOKING AT AS A NETWORK AND MAKE SURE THE NETWORK HAS INTEGRITY.
>> IT'S ACTUALLY COMING OUT OF FEDERAL LAW, OR FEDERAL REGULATIONS AS IT RELATES TO IT.
REALLY LOOKING AT A SYSTEM TYPE OF APPROACH TO THE RECOGNITION.
MAKE SENSE? SO, AS WE LOOK AT HOW DO WE MEET THESE CHALLENGES, I BELIEVE WE REALLY NEED TO TRANSFORM ACROSS THREE KEY PILLARS.
I THINK, AND I KIND OF DEBATED WHERE TO START THE ORDER BUT CERTAINLY FIRST THING AND WE ARE WORKING ON THIS THROUGH THE NETWORK.
THE NETWORK APPROACH IS HOW DO WE OPTIMIZE THE ORGANIZATION.
HOW DO WE ADDRESS ORGANIZATIONAL BARRIERS, PERFORMANCE MANAGEMENT, DATA SYSTEMS. WHY DO WE NEED TO PUT IN PLACE TO MAKE SRE THAT WE CAN SUPPORT THE ENTIRE NEEDS OF THE NETWORK? THEN MOVING TO THE NETWORK MODEL WE ALSO IDENTIFIED AS KEY.
CREATING INTEGRATED STUDENT EXPERIENCE, MEANS THAT WE REALLY FOCUS ON THE NEEDS OF INDIVIDUALS, EMPLOYERS IN OUR COMMUNITIES AS WE GO FORWARD SO WE ARE REALLY USING ALL OF OUR RESOURCES IN A WAY.
AND PERHAPS THE LAST ONE IS THE MOST CRITICAL AND MAYBE THE HARDEST HERE, THAT'S TO BUILD ORGANIZATIONAL CAPABILITIES THAT WOULD REQUIRE THE TYPE OF INTERNAL CAPABILITIES SUCH AS PROJECT MANAGEMENT WHICH WE HAVE ALREADY STARTED TO INVEST IN, SHARED OWNERSHIP.
WORKING ACROSS DIFFERENT COLLEGES WE ARE HAVING CONVERSATIONS AND COLLABORATION.
WE WILL NEED TO DO ALL THESE TO
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REALLY IMPLEMENT LARGE TRANSFORMATION.GIVEN WHERE WE ARE AND GIVEN THE NEED, I WANT TO GIVE YOU SOME CONSIDERATIONS AS WE LOOK AT THIS.
INITIATIVES MAYBE AS DISTINCT PER COLLEGE AND RATHER THAN ALWAYS HOLISTICALLY.
WE NEED TO LOOK AT EVERYTHING IN TERMS OF HOW IT FITS IN THE BIGGER PICTURE.
HOW DOES IT FIT IN THE LARGER FRAMEWORK WE ARE TRYING TO ACCOMPLISH.
HOW DO WE MAKE SURE WE CREATE SYSTEMS RATHER THAN CREATING SILO ONE-OFF INITIATIVES THAT MAY ACTUALLY DO GOOD WORK.
THAT'S NOT TO BE CRITICAL BUT IT DOES MEAN WE MAY NOT BE CREATING A SHARED EXPERIENCE ON THE PART OF THE STUDENTS THAT ARE AL ABLE TO BENEFIT.
WE NEED TO CREATE A CENTRAL NERVOUS SYSTEM TO MANAGE THE CHANGE.
AND THIS IS REALLY NOT JUST TECHNOLOGY AND IT'S NOT JUST PEOPLE BUT WE REALLY NEED TO LOOK AT FOCUSING ON HOW ARE WE BREAKING DOWN SILOS OUT THERE, HOW ARE WE CREATING INTERDEPENDECIES AND DUPLICATIONS.
WE ARE STARTING THAT NOW WITH SOME OF THE WORK ON THE PROJECT MANAGEMENT SIDE.
>> D. FLORES: HOW WOULD THIS HAPPEN? WOULD IT BE VICE CHANCELLOR OR CABINET LEVEL? HOW WOULD IT HAPPEN?
IT WILL TAKE REALLY THE LEADERSHIP OF BOTH THE COLLEGES AND DISTRICTS WORKING HAND-IN-HAND.
I WISH I COULD CREATE A DEPARTMENT TO MKE IT HAPPEN BUT IT'S USING COMMON METRICS AND COMMON APPROACHES.
LOOKING AT HOW WE LEVERAGE THE KNOWLEDGE FROM ONE PLACE TO ANOTHER IN VERY DIFFERENT WAYS.
IF SOMEONE IS VERY GOOD AT SUSTAINABILITY, HOW DO WE LEVERAGE THAT ACROSS THE ENTIRE DISTRICT? HOW DO WE TAKE TALENT FROM OVER HERE AND LEVERAGE IT OVER HERE RATHER THAN EVERYONE GOING OUT AND TRYING TO CREATE THEIR OWN.
AND THAT'S REALLY THAT MANAGEMENT FOM KIND OF A CENTRAL NERVOUS SYSTEM POINT OF VIEW THAT IT'S NOT ABOUT CENTRALIZING.
IT'S ABOUT MAKING SURE WE ARE USING OUR RESOURCES IN A WAY THAT MAKES SENSE AND THAT WE HAVE A WAY OF EVALUATING NEW INITIATIVES TO SEE IF THEY ACTUALLY TIE-IN AND CONTRIBUTE TO OVERALL GOALS.
NOT JUST SOMETHING THAT WOULD BE INTERESTING OR FUN TO DO OR THE NEWEST SHINY THING BUT DOES IT MAKE SENSE? THE LAST ONE ON HERE IS THE HARDEST FOR ME, TO TAKE TIME TO PREPARE FOR IMPLEMENTATION.
I WANT TO PULL THE TRIGGER NOW ON SOME OF THIS.
THE REALITY IS SOMETIMES YOU HAVE TO GO METHODICALLY IN ORDER TO GET THERE FAST.
WE ARE IN THE PROCESS OF DEVELOPING PLANS, DEVELOPING COMMON FORMATS.
WE ARE LOOKING AT WHAT WE ALWAYS, NOT ALWAYS HAVE DONE I DETERMINE HOW WE MEASURE SUCCESS AND YOU SAW THAT WHERE I STARTED THE PRESENTATION TODAY WHERE PERHAPS WHAT WE ARE DOING, ARE GOOD THINGS IN ALL CASES, BUT MAYBE WE HAVEN'T ALWAYS FOCUSED ON THE RIGHT METRICS IN TERMS OF HOW WE ARE DOING, HOW WELL WE ARE DOING FOR OUR STUDENTS AND FOR OUR COMMUNITY.
YOU ASKED ABOUT A TIMELINE AND I WILL GET MORE DETAILS ABOUT THIS.
OF KIND OF LOOKING AT BOTH THIS YEAR AND THE NEXT FEW YEARS AS WE MAKE THIS HAPPEN.
IT REALLY IS, I THINK WE ARE IN THE PROCESS RIGHT NOW OF SETTING THE STAGE FOR MOVING FORWARD.
WE HAVE BEEN TALKING ABOUT IT, WE HAVE BEEN GETTING INPUT, PLANNING ON IT, WE ARE AT THE POINT WE ARE REALLY LOOKING AT MAKING SURE WE HAVE THE RIGHT PRIORITIES THAT ARE ALIGNED AT THE BOARD LEVEL.
WE ARE REALLY PUTTING TOGETHER THE CORE TEAM IN VARIOUS AREAS WHETHER IT BE I.T., WHETHER IT BE THE WORK IN THE FOUNDATION, WHETHER IT BE WORK IN WORKFORCE ECONOMIC DEVELOPMENT.
WE ARE GETTING THOSE IN PLACE.
WE BRING WORKING WITH OUR SENIOR LEADERSHIP TO BRING THEM ON BOARD IN THE PROCESS.
TO MAKE SURE THEY UNDERSTAND THE EXPECTATIONS AND WE HAVE BEEN GATHERING DATA TODAY TO REALLY LAYOUT HOW CAN WE MEASURE THIS GOING FORWARD AND THERE'S BEEN A LOT OF THESE
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EFFORTS GOING ON.AS WE LOOK AT THESE NEXT FEW WEEKS WE ARE LOOKING AT RAPID ASSESSMENT OF WHAT DO WE NEED TO BE DOING, TYING IN STRATEGY OPERATIONS AND FINANCES TO THE BEST OF OUR ABILITY.
WE WILL BE WORKING TO SET SPECIFIC TARGETS IN SOME AREAS.
WE WILL TALK ABOUT THOSE IN DETAILS LATER.
BUT THESE ARE THE LOW-HANGING FRUIT WE NEED TO GRAB A HOLD OF WE NEED QUICK PAY OFF AT LITTLE COST.
SOME OF THESE AREAS WE WILL NEED TO HAVE GROUPS OR INDIVIDUALS GOVERNANCE SO WE ARE TRACKING WHAT'S HAPPENING IN HERE AND WE WILL BE ALIGNING OUR LEADERSHIP HERE AND WE WILL BE GREATLY ARTICULATING TE CASE FOR CHANGE IN EACH OF THESE AREAS.
MAKE SENSE? OVER THE NEXT 2-3 MONTHS WE WILL BEGIN TO LOOK AT BOTH THE PLANNING AND WHAT ARE SOME OF OUR LONGER-TERM MOVES WE NEED TO DO, WE KNOW NOT EVERYTHING CAN HAPPEN AT ONCE.
WE WILL BE LOOKING AT BROADER TEAMS LOOKING FOR THE QUICK WINS WE COULD GET.
WE WILL BE PREPARING FOR FUTURE INITIATIVES THINGS LIKE I.T.
SYSTEMS AND OTHERS THAT ARE OUT THERE.
WE RALLY WILL CREATE THE GOVERNANCE INTERNALLY AS WE LOOK AT WHOSE GUIDING THIS SHIP GOING FORWARD AND BUILDING A CHANGE ENABLEMENT.
WE HAVE TALKED A LOT ABOUT CHANGE BUT WE HAVEN'T ALWAYS INVESTED IN CHANGE MANAGEMENT WITHIN OUR SYSTEM.
WE WANT TO LOOK AT, I THINK IT WILL BE 1-36 MONTHS DEPENDING ON THE AREA TO GET THE FULL VALUE WE NEED.
I WILL BREAK THIS DOWN FURTHER LATER ON.
>> D. FLORES: QUESTION, IN THE TRIAGE RAPID ASSESSMENT, 3-4 WEEKS, IT'S GOOD YOU HAVE AN AGGRESSIVE TIME LINE.
YOU HAVE BEEN TALKING ABOUT MAKING SOME OF THESE CHANGES OR STUDYING THE ABILITY TO MAKE SOME OF THEM SINCE THE SECOND YEAR YOU WERE HERE, IF I REMEMBER CORRECTLY, 2015.
WHAT HAPPENS IF WE HAVE A LOT OF HESITANCY AND NOT BUY-IN OR GROUPS, DEPARTMENTS OR AREAS THAT DON'T WANT TO MOVE AS QUICK AS WE NEED TO MOVE?
>> THAT'S REALLY A COMBINATION OF BOTH LEADERSHIP AND MANAGEMENT QUESTION AS WE GET THERE.
I THINK IT'S UP TO OUR CAMPUS LEADERS TO HELP CARRY OUT THE VISION TO ARTICULATE THAT, TO INSPIRE INDIVIDUALS TO BE ON BOARD.
TO LOOK AT HOW THEY CAN SUPPORT.
DO WE NEED TO PROVIDE TRAINING.
THERE WILL BE CHANGES TAT OCCUR TOO, SOME JOBS OUT THERE, HOW WE ARE SUPPORTING THAT GOING FORWARD, HOW WE IDENTIFY AND SELECT PEOPLE THAT MEET THE CRITERIA GOING FORWARD.
AND RECOGNIZE TAT IT WILL NOT BE A PERFECT FIT FOR EVERYONE BUT YES, GO RESPECT PEOPLE IN THE PROCESS OF WHAT WE CAN DO TO SUPPORT THEM WHETHER IT BE ANOTHER POSITION OR SOMETHING OF THAT NATURE.
>> D. FLORES: THIS IS A QUESTION I HAVE ASKED MORE THAN ONCE, HOW CAN WE BE SURE THE LEADERS OF THE CAMPUSES FROM THE PRESIDENT DOWN THE HIERARCHY THAT THEY ARE LETTING THE VERY LAST LEVEL OF THEIR ORGANIZATION KNOW THIS IS COMING?
>> I DON'T KNOW I AWAYS HAVE A PERFECT ANSWER FOR THAT ONE, BUT AS WE PERFECT OUR DATA AND ACCOUNTABILITY AND THE GOVERNANCE MODEL, IT WILL BE BECOMING CLEAR, THERE WILL BE FOLKS IF THEY AREN'T REALLY BRINGING FOLKS ALONG THAT WILL BECOME EIDENT QUICK BECAUSE THE METRICKS WILL REFLECT IT.
>> M. LIRA BRAVO: AND WHAT IF THE METRICS CHANGED FROM STATE FUNDING?
>> I'M SHOWING THE STATE FUNDED ONES HERE ONLY BECAUSE THAT REFLECTS WHAT THE COORDINATING BOARD HAS DONE.
AND JOHN HAS SHARED THAT, WE ADD IN THE GAINFUL EMPLOYMENT THAT TISKA TALKED ABOUT LAST TIME.
WE HAVE TAKEN INTO CONSIDERATION, WE RECOGNIZE ALL OF THE ACTUAL PERFORMANCE AND INTERNAL FUNDING MODEL IT'S A LITTLE DIFFERENT THAN THIS.
IT'S RELATIVE TO WHAT IT IS T 60 X 30.
>> C. ROGERS COMPTON: HOW MANY YEARS HAVE THEY BEEN AWARDING THESE?
>> BEFORE MY TIME, THE 83RD LEGISLATURE, I THINK.
>> THAT WOULD HAVE BEEN ABOUT 2012 THAT WOULD HAVE GONE INTO PLAY.
[00:40:21]
WE DID NOT AS A DISTRICT, THEY DIDN'T PASS ON, WE CONTINUED OUR OLD FORMULA WAY OF THAT TIME AND WHEN WE CHANGED THAT WAS WHEN WE CREATED NOT ONLY PASSED ON THE WHEN WE CREATED OUR ON PERFORMANCE WHEN WE ADDED THE GAINFUL EMPLOYMENT THAT'S WHEN THE COLLEGES STARTED BECOMING AWARE OF T. UP UNTIL THEN THEY DIDN'T KNOW.WE STARTED EASING INTO THIS TWO YEARS AGO $3 MILLION ON TOP OF THE $7 FROM THE STATE.
ADDED GAINFUL EMPLOYMENT AND OUR PRESIDENTS AGREED ON THOSE EIGHT WITH THE WEIGHT AND PRIORITY SO WE HAVE BEEN DOING IT OURSELVES.
>> C. ROGERS COMPTON: I CAN GO BACK TO THE STATES AND LOOK AT.
WHEN W ASK QUESTIONS AND YOU IN THE AUDIENCE ANSWER THEM THERE'S NO WAY THE AUDIO PICKS UP.
IF YOU COULD COME TO THE MICROPHONE SO THE PUBLIC CAN HEAR WHAT YOU ARE SAYING WHAT THE RESPONSE TO OUR QUESTIONS ARE.
IF YOU WOULD PLEASE REMEMBER THAT.
>> I WILL BE SURE TO DO THAT WHEN I'M SPEAKING AND WE WILL MAKE THAT HAPPEN.
>> D. FLORES: SO WE DON'T HAVE TO KEEP REPEATING.
>> IT'S 2:50, IF WE COULD FINISH THIS PART.
>> AS WE GET IN, THE EXECUTION BECOMES IMPORTANT, WE HAVE TO ACTIVELY MANAGE ALL THE WORK.
WE WILL HE REALLY BE BUILDING CAPACITIES OF BOTH SENIOR LEADERSHIP AS WELL AS FRONT LINE, WE WILL EXPAND AS WE ALREADY HAVE OUR PROFESSIONAL DEVELOPMENT IN THESE AREAS TO SUPPORT THIS AND THE GOAL IS TO REALLY CREATE AND ENERGIZE PEOPLE BY ENGAGING THEM IN THE DIALOGUE, ENGAGING IN THE PROCESS.
WE SAW THIS WORK VERY WELL WHEN WE DID THE STUDENT EXPERIENCE STUDY.
PEOPLE DON'T WANT TO BE ENGAGED.
WHEN WE ASKED TO SERVE, THEY SAID THEY ARE WILLING TO.
I DON'T KNOW IF I WILL DO ANYTHING WITH THIS OR NOT.
NOTHING HURTS CHANGE MORE THAN GOING THROUGH THE MOTION BUT NOT MAKING IT.
AGAIN JUST KIND OF LOOKING AT BREAKING THIS OUT, WE AE LOOKING AT A SEQUENTIAL APPROACH TO IT.
LIKE A LOT OF TIMES, UNFORTUNATELY, THE TRUE VALUE ISN'T GOING TO BE REALIZED RIGHT AWAY IN SOME OF THESE AREAS, IT WILL TAKE SOME TIME TO DO IT.
SO WE WILL DO THE PREPARATION AS I HAVE LAID OUT HERE, THE PLANNING AND REALIZE THE VALUE, WE WILL HIT THE NO REGRET MOVES FIRST AND BEGIN WORKING ON THE IMPACT MOVES THAT ARE OUT TERE AND IDENTIFY THE LONGER TERM BECAUSE SOME THINGS WE AREN'T SET UP TO DO AND REALLY THE NEW INITIATIVES WILL BE LAUNCHED THROUGHOUT THE ENTIRE JOURNEY.
[00:45:13]
>> WHAT ARE THE DEFINITIONS FOR THOSE? LIKE NO-REGRET MOVES?
>> THAT WOULD BE THE LOW-HANGING FRUIT.
POLICY WILL BE THE BIG ONE WE COULD GET INTO RIGHT AWAY.
WE CAN CERTAINLY DO THAT, WE COULD GET THE APPROPRIATE INPUT, WE COULD HAVE A PRETTY QUICK IMPACT IN SOME AREAS THAT WILL BE PRETTY IMPORTANT, IF WE HAVE TO CREATE THE NEW I.T.
SYSTEMS OR OTHERS, THAT'S OBVIOUSLY A LONGER TERM STRATEGY IN ORDER TO DO THAT.
WE KNEW THAT WOULD HAVE A BG IMPACT I TERMS OF GETTING MORE STUDENTS OUT OF HIGH SCHOOL INTO COLLEGE.
I THINK A SOMEONE HERE SAID TO ME, IT'S GREAT WE ARE UP 40% BUT NOW WE HAVE TO GET THEM TO GRADUATE, IF WE JUST GET THEM IN THE DOOR AND DON'T GET THEM OUT THE DOOR, THAT'S NOT THE IMPACT WE WANT TO HAVE.
MAKING SURE STUDENTS ARE SUCCESSFULLY TRANSFERRED TO GET THERE.
THOSE ARE REALLY THE THREE THINGS.
>> D. FLORES: IF WE NEED TO MOVE RATHER QUICKLY IN SOME AREAS AND THIS IS AN AREA OF POLICY, IT MIGHT WORK, THIS IS KIND OF A BOARD QUESTION, TO HAVE THEM PRESENT IT TO US ALL AT ONCE AND DO A SESSION JUST ON THE FIRST READING VERSUS HAVING THEM PUT IN A NOTE BOOK SO WE HAVE ENOUGH TIME THERE WILL BE SEVERAL COMING TO US AT ONCE, JUST DO IT IN A WORK SESSION, VERSUS HOW WE ARE DOING IT NOW BECAUSE OF THE NUMBER WE ARE GOING TO BE ASKED TO APPROVE.
IF YOU TAKE AT THEM ONE AT A TIME, IT WON'T HAVE THE IMPACT, IT'S THE ENTIRE PACKAGE AS WE LOOK AT THAT.
THAT'S THE CASE, I WILL MOVE A LITTLE QUICKER HERE.
JUST SOME EXAMPLES OF THE PAY OFF OF A FEW OTHER SYSTEMS. YOU COULD LOOK AT THIS WHEN YOU HAVE THE CHANCE BECAUSE I KIND OF WANT TO MOVE FORWARD.
SINCE I HAVE GONE A LITTLE LONGER HERE THAN I INTENDED.
BUT AS WE LOOK AT IT, THIS REALLY IS ABOUT HOW DO WE TRANSFORM LIVES, WICH WE SAID IS PART OF OUR DESIRE AND PURPOSE AS AN INSTITUTION.
REVAMP OUR ROLE IN THE COMMUNITY.
AND REALLY CREATE A SYSTEM THAT IS THE LIGHT HOUSE FOR OTHERS WOULD BE THE ULTIMATE GOAL THAT WE WOULD HAVE HERE.
>> LOOKING BACK AT SLIDE 5, LISTENING TO ALL THIS, I'M TRYING TO GET MY MIND AROUND THE MAGNITUDE OF THE CHALLENGE.
YOU GO BACK TO WHAT WILL IT TAKE TO IMPROVE IN TERMS OF CERTIFICATION, TRANSFER TO FOUR-YEAR INSTITUTIONS AND DEGREES AND CERTIFICATIONS TO CRITICAL FIELDS TO GT TO THE TOP QUARTILE.
YOU W HAVE TO COME UP WITH 3285 DEGREES, 1280 TRANSFERS TO FOUR YEAR DEGREES, 443 DEGREES AND CERTIFICATIONS IN CRITICAL FIELDS.
I MEAN, THOSE ARE ACHIEVABLE NUMBERS.
WHEN THIS DISTRICT BEHAVES AS A NETWORK, WE KNOW HOW TO MOVE NUMBERS LIKE THAT.
WE HAVE LIKE WHAT, 10,000-12,000 STUDENTS IN EARLY HIGH SCHOOL COLLEGE PROGRAMS BECAUSE OF THE NETWORK.
WE HAVE 8,000 MORE STUDENTS WHO HAVE ENROLLED THIS YEAR BECAUSE OF THE VLUE OF WHAT WE DO.
SEEMS WE COULD CONTINUE TO DRIVE THIS NETWORK MENTALITY AND BEHAVIOR, THESE NUMBERS WE OUGHT TO BE ABLE TO HIT AND HIT THEM QUICK.
THE ONLY COMMENT, YOU CAN'T SNAP YOUR FINGERS AND DO IT ALONE.
IT'S BEEN BEST FOR ME ABOUT CAMPUS TOURS, METING THE ACADEMIC LEADERS AND H.R.
MANAGERS ON EACH CAMPUS THE LEVEL OF THE DEPTH OF LEADERSHIP WE HAVE IN THIS DISTRICT I DISTRIBUTED AND
[00:50:01]
DEEP AND SEEMS TO WANT TO WORK TOGETHER TO MOVE THIS FORWARD AND IF WE CAN KEEP THAT, AND MAINTAIN THAT, THIS BOARD CAN CONTINUE TO SUPPORT THAT IN ANY WAY HELPFUL TO YOU AND ALL YOUR LEADERS, I'M REALLY EXCITED ABOUT THIS AND THE WAY YOU BROUGHT ALL THIS TOGETHER AND I THINK W CAN HIT THESE NUMBERS.>> I AGREE IT IS DOABLE AND TO GO BACK TO THE PRESENTATION OF THE PRESIDENT AND OTHERS YOU HAVE HEARD EXAMPLES OF THINGS IN MOTION.
EVERY SITUATION IS DIFFERENT, WE HAVE SEEN IT IN THE PAST WHEN WE HAVE TACKLED THE DEVELOPMENTAL ISSUE AND MADE THAT HAPPEN.
MOVE UP IN ITS RANKINGS TO A B-SCHOOL DISTRICT.
BECAUSE OF THE WORK WE HAVE DONE WE DRAMATICALLY REDUCED THEIR DROP-OUT RATE.
>> C. ROGERS COMPTON: YOU KNOW AT ONE POINT, WE INVESTED IN -- STRATEGIES --
>> I THINK THAT REALLY IS THE ISSUE.
IF YOU LOOK AT IT, WE DIDN'T GET INTO COURSE-TO-COURSE COMPLETION.
WE COULD HAVE TALKED ABOUT THAT.
I TINK PART OF IT, LEARNING MATERIAL ISSUE, 18% DON'T FINISH THEIR FIRST COURSE THAT ENROLL WITH US.
I ALSO THINK IT'S A TIME ISSUE.
I THINK WE WILL SEE IMPROVEMENT WITH THE BROADER BASE ROLL OUT WITH THE 8-WEEK COURSES.
WE KNOW WHAT HAPPENS THAT STUDENTS ABOUT THE FIFTH WEEK IN ARE TAKING FIVE COURSES.
ALL THEIR EXAMS COME AT ONE TIME.
THEY CAN'T PREPARE FOR ALL OF THEM.
THEY END UP NOT DOING IT, THEY DROP A COURSE, OR SOMETHING HAPPENS ALONG THE WAY.
I WOULDN'T BE HERE TALKING ABOUT IT IF WE DID.
QUESTIONS? I COULD MOVE ITO THE NEXT ONE, MADAM CHAIR, IF YOU WOULD LIKE?
>> THIS IS TAKING THIS GOING FORWARD AND HOW WE GO ABOUT IMPLEMENTING IT AND WHATLY TRY TO DO IS TIE TOGETHER A NUMBER OF DIFFERENT THINGS INTO THE SINGLE PRESENTATION AS WE DEAL WITH IT.
IT LOOKS AT SOME OF WHAT WE ARE TALKING ABOUT FROM TALENT HUMAN RESOURCES, ALL OF IT TOGETHER BECAUSE IT'S NOT ONE THING THAT WILL GET US THERE, IT'S RALLY WORKING WITH ALL OF US.
I WILL RECAP YOUR APPROVED VISION TO TRANSFORM TO A STUDENT-CENTRIC NETWORK, GET INPUT AND BOARD ALIGNMENT ON THESE STEPS OF WHAT WE NEED TO DO.
LOOK AT NEXT STEPS AND SEE IF WE ARE IN AGREEMENT.
I'M NOT GOING TO WALK BACK OVER IT.
THESE REALLY ARE THE PILLARS AS WE LOOKED AT OPTIMIZE ORGANIZATION, MOVE TO THE NETWORK MODEL, BUILD ORGANIZATIONAL CAPABILITIES IN ORDER TO GET THERE.
THESE ARE ALL THREE THAT WE HAVE TO BE WORKING ON ALL THE TIME.
WE ARE LOOKING AT IF WE CAN MEET THE NEEDS OF INDIVIDUAL EMPLOYERS, COMMUNITY AND ALL RESOURCES TO MAKE THAT HAPPEN.
SEE THE DEFINITION OF A NETWORK MODEL.
OUR STRATEGY HAS BEEN AND THIS IS NOT NEW TO YOU, IS TO NOT ONLY LEVERAGE NETWORK INTERNALLY BUT ALSO EXTERNAL TO US.
[00:55:10]
WE WORK WITH I.S.D.'S, WE WORK WITH NON-PROFITS SUCH AS COMMIT, WE COMMITTED THROUGH OUR FOUNDATION AND WORKING WITH NOW THE DALLAS COUNTY PROMISE, THE DALLAS COUNTY PROMISE.WE CERTAINLY STUDENTS ENROLL, WE PUT IN TE NAVIGATORS WHICH ARE DESIGNED TO MOVE THROUGH.
WE HAVE DONE MY COMMUNITY SERVICES WHICH IS THE BERTHA, THE ABILITY TO ACCESS DIFFERENT RESOURCES.
WE HAVE BROUGHT IN FAITH-BASED ORGANIZATIONS.
WE HAVE WORKED WITH FOOD BANK, THE UNITED WAY, CREATED WORK-READY U, WHICH ALIGNS WORK ED WITH SKILLS DEVELOPMENT AND TRANSPORTATION.
THE THING OF IT IS, ALMOST EVERY SINGLE ONE OF THESE EXISTED BEFORE.
WE DIDN'T CREATE THEM, WE AREN'T DUPLICATING THEM, WHAT WE ARE FOCUSING ON WHAT IS IMPORTANT ARE THE LINES CONNECTING THEM, NOT THE THINGS THEMSELVES.
THAT'S TRUE ABOUT THE COLLEGES AS WELL.
IT'S ALL ABOUT THE LINES CONNECTING US IF YOU GO BACK TO THE PREVIOUS SLIDE.
RELENTLESSLY FOCUSING ON HIGH SCHOOL TO COLLEGE, COLLEGE TO WORK OR EASTVALE OR EL CENTRO OR BROOK HAVEN TO UNIVERSITY OF NORTH TEXAS, DALLAS.
AS WE LOOK, THERE'S A BROAD SET OF BENEFITS.
IT COMES BACK TO THE OUT COMES, WHAT DO WE WANT TO SEE, ACHIEVE BY WORKING COLLABORATIVELY.
WE WANT BENEFITS FOR STUDENTS.
I WANT TO SEE BENEFITS FOR THE FACULTY AND INSTITUTION AS A WHOLE AS WE ARE MEETING THE NEEDS OF INDIVIDUALS.
CERTAINLY WE ALREADY TALKED ABOUT THE NEED TO IMPROVE STUDENT OUT COMES.
THAT'S GOING TO BE IMPORTANT AS WE GO FORWARD.
WE NEED TO ALSO, TALKED ABOUT IMPORTANCE OF ATTRACTING AND INCREASED RETENTION OF FACULTY.
WE WANT THAT TO BE THE CASE AND TALKED WITH THE BOSTON CONSULTING GROUP THE INEQUITIES THAT EXIST ACROSS THE DISTRICT.
WE WANT TO CREATE OPPORTUNITIES FOR NEW FACULTY THAT BETTER REFLECTS THE STUDENTS THAT WE SERVE AND OUR STUDENT BODY IN OUR COMMUNITY.
EXAMPLE OF OUR COMMUNITIES WE ARE LOKING AT OUR CLASSES BEING UPWARDS OF 48% HISPANIC TODAY.
WE NEED TO FOCUS OUR ENERGY ON THESE TOP PRIORITIES.
THERE'S A LOT OF THINGS THAT ABSORB OUR MANAGEMENT TIME AND PULL US AWAY FROM IT, THE MAIN THING NEEDS TO BE THE MAIN THING.
AND WE REALLY, AS WE PRODUCE SAVINGS, AS WE WILL, THROUGH SOME OF THESE EFFORTS AS WE IMPROVE EFFICIENCIES WE NEED TO BE LOOKING AT HOW WE CAN REINVEST, WHETHER IT WILL BE, WHAT WE WILL BE DOING IN H.R.
AND I.T., WHAT WE WILL BE DOING AS WE MOVE TO A NEW SCHEDULING MODEL TO OTIMIZE SPACE AND IMPROVE EFFICIENCY, AND THIS WILL CREATE ANNUAL SAVINGS ON OUR BEHALF.
>> D. ZIMMERMANN: IF I MIGHT ASK, AS WE MAKE SURE WE GO ECONOMIES TO SCALE, MAKE SURE THERE'S NOT THREE PEOPLE DOING ONE JOB.
WHY WOULD WE NEED MORE FACULTY? IF WE FINALLY FIGURE OUT EXACTLY WHAT WE ARE DOING, AND WE ARE DOING IT WELL AND WE ARE USING OUR TALENT AS WE NEED IT?
>> I THINK ONE, WE ARE ALWAYS GOING TO BE HAVING PEOPLE RETIRE AND ATTRACT NEW FACULTY.
TWO, I THINK WE WILL CONTINUE TO SEE SOME GROWTH AS WE GO FORWARD.
I DON'T KNOW THE FINAL, I THINK WE ARE UP ABOUT 8,000 STUDENTS, THE LAST TIME I LOOKED, ACROSS-THE-BOARD HERE.
SO THAT IN IT SELF REQUIRES MORE.
PART OF OUR CHALLENGE RIGHT NOW IS REALLY A FACILITIES ISSUE AS MUCH AS ANYTHING ELSE.
BECAUSE REALLY, OUR CLASSES ARE ALL PRETTY LIMITED IN SIZE.
THEY WERE ALL DESIGNED FOR ABOUT 24-25 STUDENTS.
WITH A FEW EXCEPTIONS THAT ARE OUT THERE.
THERE'S A LIMITATION ON THAT SIDE.
ONE OF THE THINGS WE WANT TO DO REALLY IN ORDER TO MAKE THIS HAPPEN, WE NEED TO MOVE TO AN INTEGRATED NETWORK MASTER PLAN.
[01:00:01]
ON THIS PARTICULAR SLIDE.KIND OF LIKE THE METRICS ARE ON THE PREVIOUS ONE.
THESE MUST BE THE MOST IMPORTANT SLIDE THAT IS HERE.
IN SOME WAYS IT LOOKS SIMPLE BUT IT'S NOT BEEN DONE HERE BEFORE AS SUCH.
WHERE WE REALLY TRY TO DO AN INTEGRATED MASTER PLAN THAT TAKES INTO ACCOUNT EDUCATION PLANNING, TAKES INTO ACCOUNT FACILITIES PLANNING, PEOPLE AND TALENT, TAKES INTO ACCOUNT BUDGET AND FINANCE AS WE GO FORWARD SO WE ARE REALLY PUTTING TOGETHER AN EDUCATIONAL PLAN THAT IS DESIGNED TO MEET THE NEEDS OF STUDENTS AND EMPLOYERS IN THE COMMUNITIES THAT WE SERVE, BOTTOM LINE.
THE FACILITIES WHEN WE LOOK AT IT, I NOT JUST ABOUT ADDING A BUILDING HERE AND A PARKING LOT AND STRUCTURE HERE.
IT'S ABOUT HOW DO WE REALLY OPTIMIZE OUR SPACE ACROSS THE ENTIRE DISTRICT TO REALLY ALIGN WITH THAT EDUCATIONAL PLAN.
IF THE EDUCATIONAL PLAN SAYS WE NEED TO EXPAND PROGRAMS IN CERTAIN AREAS THAT ARE OUT THERE, OUR FACILITIES LOOK DIFFERENT FROM THAT, WE HAVE TO ASK OURSELVES WHY, WHY IS THAT HAPPENING? WHY WHEN WE SAID THERE'S A PRIORITY IN CONSTRUCTION OR HEALTH CARE OR I.T. OR SOME OTHER AREAS THAT WE ARE NOT ALIGNING THOSE.
WE WANT TO BE A GREAT PLACE TO WORK.
FROM THE BOSTON CONSULTING GROUP WORK THAT WAS DONE, WE WEREN'T TREATING EVERYONE FAIRLY IN THE PROCESS.
IT WASN'T EQUITABLE TREATMENT ACROSS THE DISTRICT.
AND FRANKLY, WHILE WE HAVE BEEN ABLE TO RETAIN PEOPLE, WE STILL NEED TO BE ABLE TO ATTRACT PEOPLE THAT WILL REFLECT THE POPULATION THAT WE SERVE.
ALL OF THESE HAVE TO WORK TOGETHER IN UNISON AS WE GO FORWARD.
SO AS W ARE TALKING ABOUT ANY OF THESE, THE QUESTION WE NEED TO ALWAYS BE ASKING, -- IF THE PEOPLE PLANNING DOESN'T, IF THE FACILITIES DOESN'T, WE HAVE TO ASK OUR SELF WHY WE ARE GOING IN THIS DIRECTION.
THIS WILL BE EVERY YEAR FOREVER THAT WE WILL BE LOOKING AT UPDATING THE EDUCATIONAL PLAN, FACILITIES, PEOPLE, BUDGET PLAN AND CNTINUOUS IPROVEMENT CYCLE AS WE LOOK AT IT.
WE HAVE SEEN THAT ALREADY IN SOME AREAS BUT IT'S GOING TO TAKE SOME TIME TO GET THERE.
THE GEARS, EACH OF THEM REPRESENT THE TRANSPARENT LOOKING ONE, OR THE WHITE ONE REPRESENTS THE EDUCATIONAL PLAN.
THE BLUE, THE FACILITIES, THE ORANGE, THE YELLOW THE PEOPLE, AND THE ORANGE THE BUDGET.
SOME HAVE AN IMPACT IN A FEW AREAS.
ALIGN PROGRAMS AND SERVICES ACROSS THE ENTIRE DISTRICT.
NOT JUST ONE COLLEGE BUT EVERYWHERE.
THE RIGHT SIZE PROGRAM OFFERINGS TO MATCH ANTICIPATED DEMAND.
IF WE AREN'T PRODUCING ENOUGH IN SOME AREAS BUT TOO MUCH IN OTHER AREAS, LET'S GET THOSE IN ALIGNMENT AND MAKE SENSE.
WE ARE GOOD AT UNDERSTANDING THOSE NEEDS.
REDUCE DUPLICATION OF HIGH-COST OFFERINGS BY REDUCING LEAD AND SIGNATURE PROGRAMS IN THE COMMUNITY.
USE SPACE MORE EFFICIENTLY AND REDUCE FACILITY OPERATING COSTS.
WHEN WE LOOK AT THIS COST THE VARIANCE IS AS MUCH AS 50% ON OPERATING COSTS ACROSS THE DISTRICT.
ATTRACT, DVELOP AND RETAIN DEVELOPMENT AND STAFF THAT SUPPORT THE NETWORK CONCEPT.
PRIORITIZE SUCCESS AND COMPLETION AND PREPARE STUDENTS FOR THE COMPLEXITIES OF LIFE/WORK.
>> WHICH IS THE THEORY MIC] IS ATTACHED FOR EDUCATIONAL AND PEOPLE PLAN? --
THE FACILITY DRIVES THAT, OR THE EDUCATIONAL PLAN DRIVES IT AND PRODUCES IT.
I COULD, I'M NOT GOING TO DISAGREE WITH YOUR ARGUMENT, I THINK IT'S ALL RELATED.
JUST LOOKING AT IT, AS WE LOOK AT THE FACILITIES DESIGNING THEM, I THINK WE ARE THINKING ABOUT WITH COST IN MINE, EFFICIENCY, HOW DO WE SUPPORT SUSTAINABILITY, HOW DO WE LOOK
[01:05:01]
AT UTILITY COSTS AND THOSE THINGS AS WELL AS CAPACITY TO MEET PROJECTED NEEDS IN THE PROGRAM AREAS WHICH IS THE PART YOU ARE MENTIONING.>> C ROGERS COMPTON: I'VE GOT A QUESTION TOO.
IN TERMS OF THAT LAST ONE, ATTRACT, DEVELOP, RETAIN, ETC., DIVERSE FACULTY AND STAFF, I THINK IT WOULD DO US GOOD.
WE NEVER REALLY LAID THE GROUNDWORK FOR INSTITUTION, WE JUST ASSUME THAT WILL HAPPEN BUT WE CAN'T DENY THERE'S TENSION AND SO WE MIGHT, AS A BOARD, DECIDE WE REALLY NEED TO LAY THE GROUNDWORK IN THAT AREA BY ALSO HAVING SOMEONE COME, KIND OF LIKE TE BOSTON CONSULTING GROUP SAY, OR SOMEONE WHO HAS EXPERTISE IN THIS AREA TO DO FOCUS GROUPS AMONG THE DIFFERENT GROUPS WE HAVE WITHIN THE DISTRICT AND THEN MAYBE ONE WHOLE ONE.
IN OTHER WORDS WHAT THE APPROACH, LEARNING REAL TENSIONS OUT THERE, HOW DO WE ADDRESS AND ALLEVIATE SO WE REALLY BECOME A WELCOMING PLACE AND DON'T HAVE DISSENSION HERE AND GRUMBLING THERE.
WE HAVE NEVER REALLY LAID THE GROUNDWORK.
WE SAY WE WANT DIVERSITY BUT IT'S NEVER REALLY HAPPENED.
WE NEED GROUNDWORK TO KNOW HOW TO USHER IT IN IN A HEALTHY WAY.
>> I WANT TO HEAR MORE THOUGHTS TO SEE WHAT THAT WOULD LOOK LIKE.
WE HAVE DONE SOME THINGS BUT AGAIN, IT'S NOT UNIVERSAL.
IT'S OFTEN COLLEGE AND LOCATION SPECIFIC.
-- WHILE WE CAN'T PREDICT THE FUTURE, WE CAN LOOK AT THE PRESENT AND SEE HOW WELL WE ALIGN.
AS A MENTIONED, MANY OF THESE ARE IN CRITICAL FIELDS.
ABOUT THE LOW END OF ABOUT 23% ALIGNED.
HIGH-END, I THINK IT MIGHT BE 56% ALIGNED WHEN WE LOOK AT ALL OUR COLLEGES BUT WE NEED TO LOOK AT IT HOLISTICALLY.
LEVERAGE CAPITAL FOR FACILITIES FOR MODERN, FLEXIBLE LEARNING ENVIRONMENT THAT'S COULD BE READILY ADAPTED TO NEW USES AS CIRCUMSTANCES WARRANT.
ONE THING WE HAVE LEARNED WHEN WE BUILT INITIALLY, WE DIDN'T ANTICIPATE THE FUTURE BEING WHAT IT WAS TODAY.
WHILE IT MAY COST A LITTLE MORE ON THE FRONT END TO CREATE FLEXIBILITY IT MAKES IT EASIER WHEN THINGS CHANGE.
THAT'S THE MEASURABLE IMPACT WE WANT TO SEE.
ESTABLISH STRATEGIC PARTNERSHIPS WITH EMPLOYERS AND COMMUNITIES WE SERVE, AGAIN THAT'S BEEN KEY TO MEET SOME NEEDS IN HIGH SCHOOLS.
>> IT WOULD SEEM TO ME THE PRIORITIZATION OF INVESTMENT IN NEW FACILITIES REALLY BELONGS ON THE PREVIOUS PAGE.
THOSE ARE SUCH LONG-TERM PLANNING.
PRIORITIZATION REALLY SEEMS LIKE IT SHOULD BE DONE EARLIER THAN WHEN WE GET TO A POINT WHICH IT'S TIME TO TAKE ACTION.
>> THIS ISN'T NECESSARILY A TIME LINE BUT IT'S LAYING THESE OUT IN TERMS OF WHAT WE NEED TO HIT.
BUT WE WILL HAVE TO DO THAT BY SPRING, JOHN, OF THIS YEAR.
THAT WILL BE ON US PRETTY QUICKLY.
THE PARTNERSHIP ONE IS CRUCIAL AS WE LOOK A THE FUTURE.
INCREASE THE NUMBER OF COMPLETERS THROUGH FOCUS INITIATIVES INCLUDING WHAT WE ARE DOING WITH DLLAS COUNTY PROMISE.
WE WILL TRY TO ADD 12 HIGH SCHOOLS A YEAR.
THIS YEAR WE ARE 43, THEY ARE AT 107.
THAT'S OUR GOAL GOING FORWARD.
EARLY COLLEGES WE WILL ADD MORE EVERY YEAR, OUR WORK WITH VETERANS, WORK READY-U.
UNITED PATHWAYS WE CONTINUE TO REFINE THOSE.
I THINK THE 8-WEEK COURSES WE ALREADY KNOW FROM DATA ELSEWHERE THIS HAS AN IMPACT BY PUTTING IT INTO THESE FIELDS WE WILL SEE SOME POSITIVE RESULTS.
CO REQUISITE, WHERE HE REQUIRED BY LAW TO HAVE 25% OF OUR DEVELOPMENTAL CO REQUISITE BUT IT HAS AN IMPACT.
AND EVALUATE LAND ASSETS TO EXPLORE POSSIBILITIES OF PARTNERS.
I HAVE MENTIONED KIND OF A SIDEBAR SOME OF YOU.
[01:10:03]
THIS BOARD WOULD NEED TO AGREE AND SUPPORT.WE WOULD KIND OF LIKE THE PROMISE NETWORK WOULD WANT TO DO OURSELVES.
OTHERS DO IT BETTER, BUT WE COULD PARTNER WITH THEM WITH WAYS WE HAVE BEFORE.
IS THERE ANYTHING WE HAVE LEFT OUT AS WE THINK ABOUT IT.
>> D. FLORES: ARE THESE THE GUIDING PRINCIPLES PUT BEFORE US BEFORE? OR AS IT RELATES T THE STUDENT-CENTRIC NETWORK?
MARY, WHY DON'T YOU COME UP AND EXPLAIN WHY THESE CAME FROM?
>> I HAVE A TIN SISTER AND IF ONLY ONE OF US WERE A GOOD SIX FEET TALL.
IT CAME OFF THE LONG RANGE PRINCIPLES FROM WORKING WITH THE BOARD MEETING COMMUNITY EMPLOYERS THEY ARE THERE TO HELP GUIDE DECISIONS AND AS WE HAVE WORKED WITH THEM, WE HVE BEEN LISTENING TO YOU AND CAPTURE, JUST AS I THINK TRUSTEE RITTER SAID, ISN'T THIS THE STUFF WE ARE ALREADY DOING? IT'S IN WRITTEN FORM WE KEEP COMING BACK TO.
THERE MAY BE THING THAT'S COME UP SUDDENLY.
MATCHING WITH THE GUIDING PRINCIPLES ESTABLISHED WE DON'T HAVE TO GO BACK FOR THE ENTIRE CHAIN OF MAKING A LONG-TERM DECISION.
TWO SESSIONS AGO IN A WORK SESSION WE SAID THIS IS HERE IN FRONT OF YOU.
WE MADE SOME MODIFICATIONS OF FACULTY AND STAFF AND WE ALSO ADDED THIS ONE, FOCUS INITIATIVES INSTEAD OF JUST ONE OR TWO, BUT THAT'S THE INTENTION.
IT'S JUST A PLACE TO STOP AND SAY HOW WILL WE MAKE THIS DECISION AND WE COULD MOVE MORE RAPIDLY BECAUSE THE GUIDING PRINCIPLES ARE THERE.
>> YOU HAVE SEEN THEM JUST NOT LOOKING LIKE THIS AND NOT TIED TO THE PLANNING PROCESS.
>> IT COULD IMPACT ALL PARTS OF THE PLANNING.
WE ARE JUST TRYING TO SEE WHERE THE PRIMARY IMPACT WAS AS WE ASSIGN THOSE.
>> D. FLORES: SO THESE ARE ONLY A CERTAIN NUMBER OF THE GUIDING PRINCIPLES? BECAUSE I DON'T SEE ANYTHING ON FACULTY OR STAFF IN HERE.
>> IT'S ON THE ONE BEFORE THIS.
>> CHAIRWOMAN, I THINK IT'S ABOUT SLIDE 5 OR 6, ANNUAL PLANNING CCLE FOR THE INTEGRATED MASTER PLAN.
IT HAS EDUCATION FACILITIES PEOPLE AND BUDGET.
I'M TRYING TO THINK WHAT THE DIFFERENCE IS ABOUT THAT.
WE HAVE AN ANNUAL BUDGET THAT WE DO, THAT PIECE IS KIND OF IN PLACE.
WE DON'T REALLY HAVE FACILITIES PLAN TODAY.
WE HVE A MASTER PLANNING PROCESS, MULTIYEAR MAY LEAD TO FINANCING MECHANISMS. AND WE WILL MVE TO A CAPITAL BUDGET.
SO I COULD SEE THAT FALLING INTO PLACE, IN TERMS OF AN ANNUAL PLANNING PROCESS.
BUT HOW IS THE EDUCATION PLAN GOING TO WORK? AND HOW IS THE PEOPLE PLAN GOING TO WORK IN TERMS OF OUR ANNUAL PLANNING CYCLE.
>> MARY, IF YOU YOU COULD EXPLAIN THAT.
>> THERE ARE FOUR INTEGRATED PLANS THAT BECOME THE MASTER PLAN FOR THE ENTIRE NETWORK.
OUT OF THAT EDUCATION PLAN DRIVES EVERYTHING AT THE HEART BECAUSE THAT'S WHY WE EXIST.
THAT WILL IMPACT WHAT WE DO WITH THE PEOPLE.
IT WILL IMPACT THE BUDGET AND CERTAINLY HAVE A IMMEDIATE IMPACT ON FACILITIES PLANNING GOING ON.
YOU HVE ALREADY SEEN ALLUSIONS TO THE STATEMENT, WE HAVE WITH THE LAST 4-5 YEARS.
ONE THING WE HAVE DONE WITH COLLIER AND OTHERS, AND JOHN, HELP ME IF I GOT IT WRONG IT COME UP WITH A WAY TO PRIORITIZE WHAT NEEDS TO BE DONE IN TERMS OF THE GUIDED PRINCIPLES AND THINGS WE KNOW OUR COMMUNITY NEEDS.
FOR EXAMPLE, WE PROBABLY DON'T NEED X NUMBER OF MULTIPLE HIGH-EXPENSE -- ADVANCED MANUFACTURING IS A GOOD EXAMPLE.
WE PROBABLY DON'T NEED SEVEN OF THEM.
WE PROBABLY DON'T NEED SEVEN CRIMINAL JUSTICE PROGRAMS. WE PROBABLY NEED TO LOOK AT CONSOLIDATION ALLIED NURSING.
IT MAKES SENSE IF YOU TREAT IT AS A ENTIRE COMMUNITY NEED AS OPPOSED TO SINGLE COLLEGE REQUEST.
ALL WILL COME TOGETHER BUT FACILITIES AND CAPITAL PLANNING IS COMING.
THE PEOPLE PLAN WILL COME AS WELL.
[01:15:09]
>> EDUCATIONAL PLAN WILL HAVE AN EFFECT.
WE AE LOOKING TOMORROW AT SELECTING FINALISTS ABOUT MANAGING THAT EDUCATIONAL PLAN, BECAUSE WE DON'T HAVE ONE.
WHAT WE HAVE DONE IS RESPOND, COLLEGE BY COLLEGE, THE NEEDS AS THEY ARISE.
THEREFORE WE'VE GOT DUPLICATION AND PERHAPS REDUNDANCIES THAT NEED TO BE ADDRESSED.
>> SO, THE COMMENT OF THE EDUCATION PLAN DRIVES EVERYTHING.
IT'S THE BIGGEST GEAR, THE BIGGEST COG IN THE MACHINE.
THINKING AHEAD FOR THE NEXT 6-9 MONTHS, ARE WE GOING TO SEE AN EDUCATION PLAN BEFORE OUR NEXT --
>> IN SOME WAYS IT WILL PROBABLY COME OUT INITIALLY LIKE THE BUDGET PLAN A COUPLE YEARS AGO.
WE WILL DO AN INITIAL RUN AND PERFECT IT AND GET BETTER AT IT YEAR AFTER YEAR.
>> THE ANSWER THAT'S THE ANTICIPATED MODEL.
>> THAT'S WHY I'M TALKING ABOUT IT TODAY.
BECAUSE WE ARE TALKING ABOUT ALL FOUR OF THESE IN SOME FASHION BEING IN PLACE DURING THIS UPCOMING YEAR.
WHERE IN THE FIRST WEEK OF A NEW ACADEMIC YEAR, BY AUGUST 31ST IT'S MY INTENT WE WILL HAVE ALL FOUR OF THESE IN PLACE.
>> I THINK THE THING ON ANNUAL, WHEN WE TALKED WTH YOU ABOUT THE GUIDING PRINCIPLES TO BEGIN WITH.
THE MODEL IS NOT ONE ABOUT A PLAN, IT'S ABOUT A PROCESS FOR PLANNING WE WILL CONTINUALLY RENEW BECAUSE THE THING WE ALL KNOW OUR ENVIRONMENT CHANGES RADICALLY JUST ABOUT EVERYDAY AND WE HAVE GOT TO BE IT TOO WHAT'S HAPPENING AROUND CHANGES WITH OUR OWN COMMUNITY, WHAT'S HAPPENING EDUCATIONALLY.
JUST SOMETHING, NOT AS SIMPLE AS, BUT SOMETHING AS IMPACTFUL.
IT'S WHAT HAPPENS WHEN ARTIFICIAL INTELLIGENCE TAKES AWAY 40% OF THE JOB.
WE HAVE TO BE IN ADVANCE OF THIS CHANGE, WHICH IS WHAT THE BOARD HAS BEEN DOING BY THE STRATEGIC PRIORITIES AND MOVING TO THESE GUIDING PRINCIPLES ABOUT DECISIONS.
>> D. FLORES: IT'S DOES AS YOU ALL HAVE UNDERTAKEN REALLY ASSESSING WHAT IS THERE, NOT THERE, ETC. THAT YOU HAVE IDENTIFIED AREAS THAT WE ARE NOT IN RIGHT NOW.
WE ARE GETTING, SPEAKING FOR MYSELF AS A TRUSTEE WHO HAS BEEN HERE SEVERAL YEARS, WE ARE GETTING MUCH MORE SUBSTANTIVE DEEP INFORMATION THAN WE HAVE EVER GOTTEN BEFORE.
AND IT MAKES SENSE, I TERMS OF WHERE WE ARE TRYING TO GO, IN REGARDS TO THE BOARD'S PRIORITIES, GOLDEN PRIORITIES.
AND HOW TO GET US THERE BY ESTABLISHING A COHESIVE PLAN, WITH EDUCATION BEING, AS YOU SAID, TRUSTEE, RITTER, THE BIGGEST COG IN THIS.
>> AS YOU THINK ABOUT THE EDUCATION PLAN, I MEAN, WE HAVE SO MANY TREMENDOUS EDUCATIONAL ASSETS IN THIS DISTRICT.
THE PROGRAMS AND THE FACULTY AND STAFF THAT EXISTS AT THE COLLEGES TODAY.
JUST BEING ABLE TO KIND OF MAP THE EDUCATION ASSETS THAT COLLECTIVELY EXIST IN EACH OF OUR COLLEGES WITH THE NETWORK PERSPECTIVE AS A STARTING POINT IN YEAR-A, WHAT'S CHANGING THIS YEAR TO NEXT YEAR.
I KNOW I DON'T HAVE A VIEW OF OUR NETWORK EDUCATIONAL ASSETS IN TOTAL ACROSS THE 7 CAMPUSES AND WHERE THEY NEED TO BE MOVED TO IN ORDER TO MEET COMMUNITY NEEDS.
>> AND I DON'T THINK WE ARE THERE YET, IN TERMS OF T IT.
I THINK WE HAVE DONE SOME GREAT WORK, PATHWAYS HAS TAUGHT US A WHOLE LOT IN THIS PROCESS.
THE FACILITIES MASTER PLANNING HAS CAUGHT US A LOT AS WE GET IN TRYING TO COORDINATE THAT, OUR BUDGET PROCESS.
BUT YOU ARE RIGHT, WE AREN'T THERE AND I STILL THINK WE HAVE A LOT TO LEARN IN THIS AREA.
WE HAVE TO BUILD THE ORGANIZATIONAL CAPACITY.
[01:30:17]
APPROXIMATE[01:31:19]
PLEASE STAND BY PLEASE STAND BYY[01:31:22]
PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY.>> WITH INSTRUCTION IN OTHER WORDS IF, WELL BEYOND WE DON'T HAVE THE SAME PAYMENT SCHEDULE FOR A DIFFERENT COLLEGE.
THEY'VE DONE IT INDEPENDENTLY TO A STANDARDIZE US ACROSS THE DISTRICT.
WHEN FIND REGULAR AND MAXIMUM BLOWS BASED ON HOURS.
DETENDING ON OUR INTERPRETATION OF THE POLICY IT MEANS DIFFERENT THINGS.
LET'S CLARIFY THE POLICY IN THIS AREA.
LET'S CLARIFY MAXIMUM OF LESS THAN 10 CONTACT HOURS A WEEK FOR PART-TIME FACULTY.
ESTABLISH CLEAR GUIDELINES WHEN THEY ARE ELIGIBLE TO TEACH.
IT'S NOT CLEAR AT ALL UNDER WHAT CIRCUMSTANCES.
THE EXPECTATIONS FOR INSTITUTIONAL SERVICES FOR FACULTY.
WE HAVE IT IN THEIR LETTER OF APPOINTMENT AND IT'S IN THE POLICY AND JOB DESCRIPTION THAT THEY'RE INVOLVED IN INSTITUTIONAL SERVICE.
WHAT DOES THAT MEAN? THEY FEMAL FEEL LIKE SOME ARE OVERLOADED AND SOME ARE GOING HOME.
AND THEY'RE CONCERNED ABOUT THAT.
THE RELEASE TIME BUDGET FOR EACH COLLEGE.
RIGHT NOW WE'RE AT 8% AND IS THAT TOO HIGH OR LOW? LET'S COME UP WITH SOMETHING CONSISTENT.
WE GO FROM A LOW OF 1% TO HIGH OF 19%, AVERAGES IS ABOUT 8.
DEVELOP CLEAR GUIDELINES AND GET TO A SINGLE-SOURCE ABOUT PERSONNEL AND HUMAN RESOURCES.
CREATE A PROCESS TO UPDATE OPERATING GUIDELINES AND PROVIDE TRAINING ON RELEVANT INFORMATION.
THE LACK OF KNOWLEDGE IS A PROBLEM.
THESE ARE WHAT WE WOULD LIKE TO BRING ABOARD.
THERE ARE A COUPLE WE CAN HOLD OUT TO YEAR TWO BUT MOST OF THEM WE'RE GOING TO NEED TO DO QUICKLY.
IS THERE A SECTION IN HE POLICY WELL FACULTY OR ANYONE INTERESTED WITH LOCATE ALL THOSE POLICIES THAT CREATE TO FACULTY?
[01:35:01]
IS IT POSSIBLE TO SET IT UP ON THE WEBSITE?I'M NOT EVEN SURE SOME OF THESE ARE AGREEMENT ON WHAT THE POLICIES ARE.
>> THE REASON I'M ASKING IS BECAUSE FACULTY IS REALLY GOOD THAT EFFECTS THEM DIRECTLY COMING AND TELLING IF IT'S NOT WORKING.
>> AS YOU HEARD THEY'VE HAD A LOT OF INPUT NO THIS PROCESS SO IT'S GOOD.
>> THEY'RE REALLY ENTER DEPENDENT UPON 1A AND 1B.
>> C. ROGERS COMPTON: YOU SEE THE TITLE.
THE FIRST HALF OF THE YEAR AND SECOND HALF OF THE YEAR IS WHAT WE'RE LOOKING AT.
>> C. ROGERS COMPTON: ARE THE H.R. GUIDELINES AND POLICIES ON THE WEBSITE HERE?
>> THEY ARE NOT BECAUSE WE HAVE TO CLARIFY THEM UP.
THEY'RE NOT IN A ORM THAT THEY'RE CONSISTENT ACROSS THE AREA AND THEY'RE CONFUSING.
>> C. ROGERS COMPTON: IT'S BEEN TWO OR THREE YEARS THAT I'VE HEARD FROM PEOPLE THAT WERE LOOKING FOR H.R. POLICIES AND I WAS TOLD THEY WERE AND IT'S THE LAST TIME I HEARD I CAN'T REMEMBER IF IT WAS SOMEONE THAT SUSAN HAD PUT IN CHARGE.
>> WE'RE TALKING ABOUT THE H.R.
>> C. ROGERS COMPTON: THAT'S BEEN HAPPENING.
>> I KNOW WE'RE WORKING ON THAT.
WHY DON'T YOU GO TO THE MICROPHONE?
>> C. ROGERS COMPTON: WHAT CONCERNED ME WAS THAT THE POLICIES NOT BEING AVAILABLE FOR EMPLOYEES TO USE AS A REFERENCE POINT AND THE QUESTION THAT WAS ASKED TO ME, EVEN IF THEY'RE BEING REWRITTEN, THE BOARD HAS NOT APPROVED THEM.
>> THE BOARD DOESN'T APPROVE THEM.
>> THE POLICIES ARE OUT THERE, YEAH.
>> THESE ARE NOT POLICIES, THESE ARE THE PROCEDURES THAT HAVE TO BE WITH H.R. OPERATIONS.
THEY ARE BEING REVIEWED CURRENTLY.
ALL OF THE H.R. DIRECTORS HAVE ACCESS TO THEM.
THE OLD VERSION, BUT THERE'S A NEW VERSION BEING REVIEWED BUT THAT WON'T COME TO THE BOARD FOR APPROVAL BECAUSE THOSE ARE OPERATING GUIDELINES.
>> THE QUESTION IS WHEN CAN WE PUT IT ON THE WEB?
>> C. ROGERS COMPTON: I WAS TOLD AT ONE POINT, THE H.R. POLICY MANUAL, WAS BEING REWRITTEN.
THAT'S NOT -- THE CHAPTER -- THE HUMAN RESOURCES GUIDELINES ARE BEING REVIEWED AND REWRITTEN.
THE POLICY IS IN CHAPTER D AND THE BOARD POLICY MANUAL HAPPENS AND THAT'S NOT BEING REVIEWED.
OTHER THAN AS WE DO AN ORDINARY COURSE WE DO POLICIES FROM TIME TO TIME.
>> AND THE H.R. POLICIES ARE ONLINE?
THE BOARD POLICY MANUAL IS ONLINE, YES.
>> D. ZIMMERMAN: AND H.R. POLICY IS IN THERE?
>> I DON'T WANT TO CONFUSE THE ISSUE.
BOARD POLICY IS ONLINE AND IT IS ACCESSIBLE AND ALWAYS HAS BEEN ACCESSIBLE.
THE HUMAN RESOURCES OPERATING GUIDELINES, USED TO BE ONLINE.
THEY WERE TAKEN OFF LINE AND ALL THE H.R. DIRECTORS HAVE A HARD COPY OF THE ACCESS.
>> C. ROGERS COMPTON: WHEN SHOULD THAT BE COMPLETE?
WE HAVE A COMMITTEE AND TASK FORCE WORKING ON IT AND OTHERS ARE WORKING.
MY CHARGE WAS TO TRY TO GET IT COMPLETED BY THE END OF THE YEAR.
>> D. FLORES: SO THEY HAVE TO GO TO THE ACCESS?
>> IF IT'S A OPERATING GUIDELINE AND THEY ARE ACCESSIBLE FOR THAT.
>> JUST LOOKING THROUGH THE LIST, THINKING THROUGH THE PROPER ROLE OF THE BOARD AND STRATEGY AND POLICY AND THE PROPER ROLE OF MANAGEMENT IN TERMS OF THE PERATIONS.
THAT SLIDE SAYS THE BOARD TO APPROVE NEW POLICIES.
[01:40:02]
WE'RE NOT GOING TO APPROVE THOSE.THOSE ARE THINGS THAT SEEM TO BE THE DOMAIN --
>> THESE WOULD BE REQUIRED BOARD POLICIES.
THIS LIST IS INBOARD POLICY NOW AND ALMOST EVERY ONE OF THESE EXISTS ABOARD POLICY.
THIS IS TO CLARIFY CHANGE AND ALIGN THEM WITH WHAT WE'RE TRYING TO ACCOMPLISH.
>> IF I MIGHT, I AM SORRY I HAD TO STEP OUT ON ANOTHER ISSUE.
THERE RE THINGS IN BOARD POLICY THAT PROBABLY DON'T BELONG IN BOARD POLICY THAT BELONG IN A OPERATING GUIDELINE THAT THEY RESIDED IN BOARD POLICY.
WE WILL BRING ANY AMENDMENTS THAT MIGHT REMOVE THOSE THINGS.
THERE ARE THINGS IN BOARD POLICY THAT REMAIN IN BOARD POLICY THAT HAVE TO BE CHANGED AS A RESULT OF THIS EFFORT.
>> JUST A COUPLE OF THESE ARE OBVIOUS AS WE LOOK A IT.
I EAN, BECAUSE IT TERMS PAY, WE WANT TO CONFINE CONTACT HOURS IF THAT'S WHAT WE GO.
WE WANT TO DEFINE THE AREAS BECAUSE IT DOES DETERMINE PAY FOR QUOTES THAT ARE DESPERATE.
>> C. ROGERS COMPTON: MY POINT BEING ABOUT THE WHOLE THING, IS THAT IF IT'S SOMETHING THAT NEEDS TO BE APPROVED OR IT'S BEEN REWRITTEN, AND I BELIEVE YOU AY REMEMBER THIS CONVERSATION, AND I ASKED HESE QUESTIONS OF YOU AND SUSAN, DID WE HAVE A NOTICE UP ON THE WEBSITE WITH EMPLOYEES GOING, TRYING TO FINDFI INFORMATION?
>> I DON'T KNOW THE ANSWER TO THAT QUESTION.
>> C. ROGERS COMPTON: AND WELL, IF WE HAVE HAVE INFORMATION UP THERE THAT IS OUTDATED THAT MAY CAUSE AN EMPLOYEE, BY GOING TO LOOK AT THIS STUFF AND READ IT, AND DO SOMETHING AND LATER ON YOU COME BACK AND IF IT WAS STILL UP ON THE WEBSITE, THAT UNTIL IT WAS OFFICIALLY CHANGED, THAT THE PREVIOUS POLICY WOULD BE THE ONE THAT WOULD BE EFFECTIVE?
>> WELL, THE PROBLEM WITH THE EXISTING DOCUMENT, WAS WHAT THE BOSTON CONSULTING GROUP POINTED OUT.
THINGS CONTRADICTED EACH OTHER.
>> C. ROGERS COMPTON: I UNDERSTAND WHAT THEY WERE SAYING AND THE WHOLE NINE YARDS.
BUT LIKE I SAID, THIS IS THE ISSUE THAT I'M SURE IT'S BEEN A GOOD THREE YEARS OR TWO AND A HALF YEARS WHEN I BROUGHT THIS ISSUE UP AND IT APPEARS THAT STUFF IS STILL NOT CONSISTENT AND CORRECT WHERE EMPLOYEES CAN BASICALLY RELY ON THE INFORMATION THEY'RE GOING TO LOOK AT AND I'M NOT SURE THAT THAT'S THE CASE.
>> I APPRECIATE -- THERE ARE SEVERAL LAYERS.
OPERATING GUIDELINES, HERE IS WHERE GO TO GET YOUR INFORMATION.
IF WE DON'T HAVE IT WE'LL MAKE SURE IT'S P THERE.
ONE OF THE ISSUES WE HAD WHEN SUSAN MADE THE DETERMINATION TO PULL THOSE OFF LINE IS WE HAD SO MANY ARCHIVE OR VERSIONS OF AN H.R. OPERATING GUIDELINE AND -- WE HOPE TO SAY FROM HERE.
>> THERE WERE 1100 PAGES IN THAT GUIDE.
I WOULD JUST PERSONALLY ENCOURAGE A BUY AS TOWARDS, YOU KNOW, MANAGEMENT H.R. AND COMPENSATION POLICIES BEING NOT DECIDED BY THIS BOARD.
WE'LL TAKE A LOOK AT THAT AND F YOU ARE COMFORTABLE WITH THAT, WE'RE FINE WITH THAT.
>> SMALL GROUP INSTRUCTION PENALTY.
>> WE'LL HEAR THEM ALL TOGETHER OR TRY TO BUNCH THEM UP TOGETHER?
>> WE'LL LOOK AT THEM ALL TOGETHER AND.
>> C. ROGERS COMPTON: MOVING FORWARD, ON THESE PRESENTATIONS, COULD WE FIGURE OUT 1A THROUGH 1B BUT COULD WE GET EVERYTHING THAT DEALS WITH H.R. THAT ALL OF THOSE BULLET POINTS ARE AGAIN?
[01:45:02]
>>> D. ZIMMERMAN: TO UNDERSTAND, EVERYTHING THAT IS LISTED HERE IS AS IT DIRECTLY EFFECTS FACULTY?
THIS IS GOING TO TAKE CLEAR LEADERSHIP ACROSS THE ENTIRE DISTRICT.
WE'LL HAVE TO REALLY PAY ATTENTION TO OUR TALENT AND HOW WE USE OUR RESOURCES.
IT HAS TO BE A SHARED OWNERSHIP OR WE'RE NEVER GOING TO GET THERE AND WE NEED ALIGNMENT AND TIMING ON THOSE AND PROJECT MANAGEMENT IS GOING TO BE A KEY THAT WE HAVE TO GET THERE AND IT'S A CHALLENGE AND WE HAVE TO COLLABORATE AND WAYS WE'VE NEVER COLLABORATED AND -- AGILITY TO MOVE INCLUDING ARE WE SUPPORT OUR STUDENTS IN A NETWORK MODEL.
SOUTHWESTERN AND UNTD AND OTHERS AS WE DEVELOP THIS AND DEVELOP DETAILED INITIATIVE PLANS THAT ARE PRESSURE-TESTED TO ENSURE QUALITY.
PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY PLEASE STAND BY AND ASSIGN OWNERS TO MANAGE EACH OF THESE ON AN ON GOING BASIS.
OUTLINE THE NEW POLICIES AND IT SHOULD ADD PROCEDURES TO SORT THE STUDENTS-CENTRIC NETWORK FOR YOUR CONSIDERATION.
VEM HDEVELOP THE GUIDE TO ACCOMY THE POLICIES AND SHARES THE FACULTY ADMINISTRATORS AND STAFF SO WHERE WE ARE WRAPPING UP AND IT'S WHERE I SEE WE NEED TO DO THAT.
YOU HAVE SOME BACK UP MATERIAL IN HERE THAT YOU ARE WELCOME TO GO THROUGH.
I GUESS I JUST NEED A REACTION.
>> IT MAKES A OT OF SENSE TO ME.
>> D. ZIMMERMAN: YOU HAVE TAKEN A GOOD, DEEP DIVE.
A COMPREHENSIVE LOOK AND IT'S VERY HEALTHY FOR THE ORGANIZATION.
I DON'T KNOW THAT WE'VE HAD AS COMPREHENSIVE AS A LOOK PREVIOUSLY.
THE REASON IT'S IMPORTANT IT'S COMPREHENSIVE IN MY OPINION, IS BECAUSE DIFFERENT AREAS POP UP THAT REALLY NEED ATTENTION AND REALLY NEED ADDRESSING.
IT DOES US NO GOOD TO MOVE TO A NETWORK IF WE'VE GOT THREE OR FOUR OR FIVE OR SIX YEARS THAT TO FACILITATE MOVING THERE, WE'RE NOT ADDRESSING.
>> WELL, THAT'S ALWAYS THE CHALLENGE.
IT'S GETTING IN THE WAY OF THE IMPORTANT.
>> IT'S NOT LIKE Y'ALL DID IT OVERNIGHT.
YOU'VE BEEN IN THIS PROCESS TWO OR THREE YEARS NOW?
LET ME SAY SOMETHING THAT IS BOTHERING ME ABOUT THAT WHOLE ENTIRE THING IS THAT I SEE DIFFERENT BULLET POINTS AND INFORMATION THAT I'VE SEEN SOMEWHERE ELSE IN ANOTHER PRESENTATION.
IT JUST CONFUSES THE ISSUE SOMETIMES FOR ME.
I'M SITTING HERE THINKING, WELL, I'VE SEEN THIS INFORMATION.
AND SOMETHING ELSE THAT WAS GIVEN AT ANOTHER COMMITTEE MEETING OR BY ANOTHER GROUP.
IT MIGHT BE PACK P PACKAGED OR T TOGETHER BUT IT'S THE SAME POINT.
THEY'RE REALLY TRYING TO SHOW WE BUILT OFF OF WHAT YOU, AS A BOARD, HAVE GIVEN US AND PUT TOGETHER.
AND TAKEN THOSE AND CONTINUE TO WORK ON THOSE GOING FORWARD.
>> MAYBE IT WOULD BE HELPFUL TO THAT POINT TO -- IF YOU ARE USING INFORMATION THAT HAS BEEN PREVIOUSLY PRESENTED TO US, DO IT LIKE A RESEARCH PAPER IN TERMS OF WHAT I'M DOING NOW.
YOU SAW THIS SLIDE IN THIS PRESENTATION ON THIS DATE.
>> WE DIDN'T TIE IT INTO WHAT WAS COMING NEXT AND THAT'S WHAT WE WERE TRYING TO DO HERE.
I HINK WE'VE SEEN, LIKE YOU SAID, A LOT OF THIS STUFF IN
[01:50:02]
DIFFERENT PIECES AND NOW WE'RE COMING INTO ONE INCOMPREHENSIVE VIEW OF WHAT WE NEED TO DO NEXT AND WHAT AS REPRESENTATIVES.>> C. ROGERS COMPTON: IT WAS EITHER THE BOSTON CONSULTING GROUP, I'M LOOKING AT ONE PRESENTATION.
>> C. ROGERS COMPTON: I MEAN, IN THE SAME AGENDA.
I DON'T REMEMBER THAT IT WAS ASSOCIATED WITH THIS COMPANY'S NAME.
SO THEN I GO BACK AND START TO SAY OK, WHERE DID I EE THIS? IT WAS NOT RIGHT HERE.
>> C. ROGERS COMPTON: YOU KNOW WHAT I MEAN.
AND LET ME GIVE YOU A LITTLE ANALOGY AND I'VE BEEN THINKING ABOUT THIS.
THANKSGIVING TURKEY AT CHRISTMAS TURKEY.
MY HUSBAND USED TO SAY THAT BY THE TIME I GOT TO THE TURKEY, E KNEW THE TURKEY WAS DEAD.
>> BECAUSE IT HAD BEEN PREPARED SO MANY WAYS AND PUT TOGETHER AND PRESENTED THAT HE NEW BY THE TIME WE GOT TO THE TURKEY SALAD, THERE WASN'T NO MORE TURKEY.
[LAUGHTER] AND THAT'S KIND OF HOW I'M BEGINNING TO FEEL ABOUT SOME OF THESE PRESENTATIONS.
IT'S JUST BEEN PACKAGED IN A DIFFERENT WAY.
I CAN SAY WHERE DID I SEE THIS BEFORE?
DO WE NEED TO DISCUSS THE AGREEMENT AND THE TWIN CHARTER? DO WE HAVE TIME TO DO THAT STILL?
>> I THINK WE SHOULD BECAUSE IT'S BOARD AGENDA.
AS LONG AS WE DON'T START BEFORE THE STATED MEETING TIME, WE CAN START NOW.
>> SO WE CAN TAKE A FEW MORE MINUTES.
>> THANK YOU FOR BEING SENSITIVE TO THAT ISSUE.
[3. Agreement with Olympia Consulting, LLC]
>> I JUST WANTED TO MAKE SURE.
>> WHO WILL PRESENT ON THE AGREEMENT?
THANK YOU FOR GIVING US HIS OPPORTUNITY.
WE TOUCHED ON THIS LAST MONTH.
WE TALKED ABOUT THE CORPORATE TRAINING INITIATIVE GIVING YOU FACTS AND FIGURES AND WE'VE INCLUDED THOSE IN THE BOARD ITEM.
DID A SEGMENT THAT WE FEEL IS BEING UNDER SERVED AND OUR PLAN TO TRY TO RAMP UP TO SERVE THEM AND TO CREATE A STRIKE TEAM THAT FOCUSES ON COMPANIES THAT PRIMARILY HAVE 100 EMPLOYEES OR MORE AND PROVIDING THEM CONSUL TATE TIVE SALES APPROACH.
WHAT DO THEY NEED AND WHAT CAN WE PROVIDE FOR THEM? AS THE CHANCELLOR SAID, THEY NEED SOFT SKILLS TRAINING.
TEAM-BUILDING, THAT SORT OF THING.
NOT SO MUCH THE SHOW UP FOR WORK ON TIME AND CALL IN WHEN YOU ARE SICK.
A LOT OF THEM EXPRESS THEY WANT THAT, THEY WANT THAT ONLINE.
IT DOESN'T PRE CONCLUDE THE FACT IT CAN BE FACE-TO-FACE TRAINING AND TYING THIS IN WITH THE CHANCELLOR EARLIER, WHAT WE CAN LOOK AT IS A GREAT OPPORTUNITY AS YOU GO INTO THESE COMPANIES, LARGER COMPANIES, TO PROVIDE THIS TRAINING.
IT'S A GREAT OPPORTUNITY TO HELP THOSE WORKERS WHO MAY NEED ADDITIONAL COLLEGE HOURS OR ADDITIONAL TRAINING TO GET THAT TRAIN INTERESTING OUR COLLEGES TO REALLY RAMP UP MEETING THE 60X30 GUIDELINES.
INCREASING THE CERTIFICATES AND DEGREE HOLDERS WE CAN GET FOR THE SUCCESS POINTS, ADDITIONAL FUNDING THERE.
SO WE FEEL IT'S A WIN-WIN ALL THE WAY AROUND.
WE'VE LOOKED AT SEVERAL INSTITUTIONS AROUND THE COUNTRY AS WELL.
AND TRYING TO EMULATE SOME OF THAT.
WE ALSO LOOK AT THE WAY THAT THEY'RE STRUCTURED.
THE ONE THING THAT WE HEARD OVER AND OVER IS DON'T PUT A HIGHER-ED PERSON.
THIS IS ATHIS IS A BUSINESS SIT.
THE GUIDELINES THAT WE SENT OUT, BUT THIS IS TRUE BUSINESS TO BUSINESS SALES, BUSINESS-TO-BUSINESS OPERATIONS WE'RE TALKING ABOUT HERE.
>> D. ZIMMERMAN: A NEED OUT THERE IN THE COMMUNITY?
AS WE SAID LAST MONTH, AND IN THE AGENDA ITEM, WE HAVE A 5-POINT% OF THE MARKET.
THAT'S ONE HALF OF ONE PERCENT OF THE MARKET IN THIS.
[01:55:01]
AND MORE IMPORTANT THAN THE DOLLAR FIGURES, THAT IS A BAROMETER AND THIS PART OF THE CUSTOMER BASE IS NOT BEING SERVED WELL AT ALL.>> IT ALSO HELPS US IN A LOT OF AREAS.
THE ABILITY TO GET EARLY UNDERSTANDING OF WHERE THE CERTAIN FIELDS ARE GOING AND WHAT THE NEEDS ARE OUT THERE.
THEY'RE INVESTING IN TRAINING.
WE NEED TO LOOK AT THIS FROM A PROBLEMATIC SIDE.
>> C. ROGERS COMPTON: I HAVE A COUPLE OF QUESTIONS.
ON THIS OLYMPIA CONSULTANT, YOU ALREADY -- YOU HAVE AN AGREEMENT WITH THEM IN 2017 TO DO THIS STUDY?
>> C. ROGERS COMPTON: WAS THAT STUDY SHARED WITH THE BOARD?
>> I BELIEVE WE PRESENTED ON IT.
NOW DID THE FULL COMPLETE STUDY, WE HAVEN'T BUT WE PULLED THE HIGHLIGHTS OUT OF THAT STUDY.
>> C. ROGERS COMPTON: HOW MUCH HAVE WE PAID THIS COMPANY?
>> I WOULD HAVE TO GO BACK AND CHECK THAT.
THEY HAVE BEEN PAID UP TO THIS POINT.
THE STUDY WAS PAID FOR OUT OF A CAPITAL ONE FOUNDATION GRANT THAT WE RECEIVED N THE GRANT THAT IS STILL ON GOING.
SO THE INITIAL STUDY WAS PAID FOR OUT OF THE CAPITAL FOUNDATION GRANT FUNDS.
>> C. ROGERS COMPTON: AND THE BOARD DIDN'T APPROVE THAT?
>> HE WAS UNDER AT THE SAME TIME OF $50,000 THRESHOLD AND THE EXACT AMOUNT, I CAN GET THE EXACT FIGURES OF WHAT WE PAID THEM FOR THAT.
>> C. ROGERS COMPTON: I DO REMEMBER THIS K.P.I.S AND HE PRESENTATION THAT YOU DID.
I DON'T REMEMBER -- AND I MAY HAVE.
I'M NOT SAYING I HAVEN'T, THE NAME OF THIS COMPANY.
I WAS CONCERNED THAT THE ENTIRE BOARD NEVER SAW THIS STUDY AND YOU MAY HAVE IN YOUR PRESENTATION AND SO FOURTH.
AND NOW WE'RE BEING ASKED TO INVEST AS MUCH AS WE'RE GETTING A MILLION DOLLARS.
>> WE PULLED THE HIGHLIGHTS OUT OF IT.
IF YOU WOULD LIKE TO SEE THE COMPLETE STUDY, THAT'S NOT AN ISSUE.
IT'S PROBABLY, I DON'T KNOW, 25, 30 PAGES.
IT HAS SOME OF THE CONVERSATIONS THAT THEY HELD AND SOME OF THOSE OTHER INSTITUTIONS ABOUT HOW THEY SET THEIR PROGRAMS UP AND THE TRUE BUSINESS CASE NUMBERS ARE WHAT WE PULLED OUT AND WHAT WE PUT IN THE PRESENTATIONS.
>> C. ROGERS COMPTON: AND I KNOW YOU TALKED ABOUT IT.
I REMEMBER YOU TALKING ABOUT PROFESSIONAL SALES PEOPLE BUT IT GIVES ME SOME CONCERN THAT IT COMES BEFORE US FOR APPROVAL AT THIS LEVEL AND THE BOARD, THERE'S NOT BASICALLY BEEN BRIEFED OR SEEN THE ENTIRE STUDY.
>> WE DID DO A PRESENTATION TO THE BOARD ON THAT AND THE DOCUMENT ITSELF IS OPERATIONAL DOCUMENT OF HOW TO GO FORWARD AND MAKE THIS HAPPEN.
THAT HAS BEEN SHARED IN THE WORK PORTION EDUCATION COMMITTEE.
>> C. ROGERS COMPTON: I'D LIKE TO KNOW HOW MUCH THEY'VE BEEN PAID SO FAR?
BECAUSE IT WAS NOT DISTRICT OPERATING FUNDS IT WAS A CAPITAL ONE FOUNDATION.
WE CAN GUEST THE TOTAL FOR YOU.
>> C. ROGERS COMPTON: YOU HAVEN'T ASKED MANY, I HAVE.
>> CHANCELLOR MENTIONED THE ASPECT THAT WAS PART OF THIS BUT IN TERMS OF BEYOND JUST THE ESTABLISHMENT OF THE MANAGEMENT OR SALES TRAINING AREA, WHAT DO YOU EXPECT THE COLLATERAL BENEFIT TO THE DISTRICT IN TERMS OF BUSINESS CONTACTS COMMUNITY RELATIONS, THE THINGS THAT ARE MORE INTANGIBLE THAN WHAT WE SEE HERE IN THE DOLLARS AND THE CENTS PRESENTATION IN TERMS OF THE DISTRICT.
>> AND THAT'S HARD TO QUANTIFY BUT TO ME THERE ARE MANY.
BECAUSE THEY'RE NOT THERE TO THAT EXTENT NOW.
IT'S ONE OF THOSE THING THAT I THINK WE CAN DO THAT REALLY MOVES US INTO ANOTHER LEVEL OF SERVING A CUSTOMER BASE THAT WE UNDER SERVED OVER THE YEARS AND IT'S NOT DUE TO THE FACT THAT WE HAVE HIGHER-ED PEOPLE DEALING WITH BUSINESSPEOPLE AND THE CONNECT IS NOT THERE.
WE LOOK AT OUR WORLD AND THE TERMS OF SEMESTER AND IT'S A
[02:00:02]
FORTUNE 500 COMPANY.THEY WANT TO SAY HOW CAN I GET CREDIT CLASSES AND GET A STUDENT TO GET 12 HOURS IN A MONTH.
>> YOU DON'T REALLY GET A SECOND CHANCE.
YOU HAVE TO BE SOMETHING THAT PURPORTS TO BE A VALUE TO WHAT THEY'RE LOOKING FOR WITHIN THE MISSION STATEMENT OR GUIDELINES OF THOSE COMPANIES.
IT'S GOING TO HAPPEN AND IT NEEDS TO BE ESTABLISHED.
DON'T WE HAVE SOMETHING GOING ON WITH WAL-MART THAT THEY'RE LOOKING AT US LIKE WHAT ARE YOU DOING?
>> PART IS BRINGING CONSISTENCY AND THEY MAKE EFFORT TO TRY TO DO THIS BUT THERE'S DIFFERENT POLICIES.
THERE'S DIFFERENT THINGS TO SEE.
BRING SOME CONTINUITY TO THIS AND BRING SOME STANDARDIZATION TO IT SO YOU HAVE A TEAM THAT GOES OUT AND DEALS WITH THE MAJOR OMPANIES.
AND COMPANIES, FOR EXAMPLE, THAT MAYBE NEED 500, 600, 1,000 EMPLOYEES TRAINED IN WHATEVER, THEN YOU HAVE THIS RAPID RESPONSE EAM THAT GOES OUT AND COORDINATES THAT OF THE IT'S A HUGE THING FOR RECRUITMENT.
YOU HAVE A BUSINESS TEAM OUT THERE THAT CAN TALK TO COMPANIES ABOUT EXPANDING OPERATIONS THAT CAN GO UT THERE AND TALK TO COMPANIES ABOUT RECRUITING THEM INTO DALLAS AND THAT OPENS UP MORE OPPORTUNITIES FOR STUDENTS.
IT OPENS UP MORE JOBS SO WE CAN DEAL WITH THESE COMPANIES ON A FACE-TO-FACE BASIS AND SAY HEY, ONE OF THE THINGS THAT WE LOOK AT, WHAT ABOUT OPENING UNOPPORTUNITIES FOR STUDENTS IN THE COLLEGES.
WE'RE NOT JUST TALKING ABOUT ONLINE TRAINING, SOFT SKILLS TRAINING, IT COULD BE APPRENTICE SHIPS AND ANY NUMBER OF THINGS AND CREDIT CLASSES, IT CAN BE NON CREDIT CLASSES.
YOU HAVE TO HAVE A TEAM THAT'S OUT THERE THAT IS OPERATING CONSISTENTLY AND KNOWS WHAT THEY'RE TALKING ABOUT AND THEN YOU HAVE TO HAVE THAT TEAM HAS TO BE THE SUPPORT SO THAT TRAINING CAN BE DELIVERED BECAUSE AS YOU SAID, YOU GET ONE SHOT AND YOU MESS IT UP AND YOU ARE NOT GOING GO BACK IN THERE.
>> D. ZIMMERMAN: NOW, WILL THIS BE AVAILABLE? THIS TRAINING THAT WE'RE WANTING TO TRANSITION TO THAT YOU RECOMMEND WE TRANSITION TO? WILL IT BE AVAILABLE TO THE MAJOR CORPORATIONS BECAUSE THERE'S A LOT OUT THERE THAT DON'T HAVE A LARGE BUDGET FOR TRAINING DEVELOPMENT AND IN TERMS OF HOW WE'RE GOING TO DELIVER, IT MIGHT FIT INTO THE ORGANIZATION BUDGET.
SAY THEY HAVE 200 EMPLOYEES, 100 EMPLOYEES, AND OUT OF THAT THEY NEED 10, 15, 20 TRAINED.
WE WANT TO ESTABLISH THE PROCESS ON HOW THIS CAN WORK AND NO MATTER THE COMPANY'S EYES.
97% OF THE COMPANIES IN DALLAS HAVE LESS THAN 100.
THE THING IS WHAT CAN WE DO TO DEVELOP THAT PROCESS? SOMETHING THAT WE WANT TO BRING VIEW POINTS ON BUT WHEN IT COMES DOWN TO IT, IT'S A BUSINESS APPROACH.
YOU ARE DEALING WITH BUSINESSPEOPLE.
HOW DO YOU DEAL WITH A BUSINESS PERSON TALKING THE BUSINESS LANGUAGE TO THEM AND NOT IN OUR LANGUAGE.
THEY DON'T WANT TO HEAR WE DON'T OFFER THAT CLASS UNTIL JANUARY.
SO IT'S AN ON DEMAND THING AND IT'S A QUICK TURN AROUND AND YOU'VE GOT TO BE QUICK, YOU'VE GOT TO BE EFFECTIVE.
LIKE SAY, THE MONEY WILL BE THERE.
FOR ME PERSONALLY, THE SCORE CARD IS NOT THE MONEY, IT'S THE FACT THAT WE HAVE.A% OF A DOLLAR BEING SPENT IN DALLAS.
THAT'S TELLING ME WE'RE NOT MAKING THE IMPACT WE SHOULD BE.
>> C. ROGERS COMPTON: I REMEMBER WHEN YOU GAVE THAT PRESENTATION.
WHAT WAS BEING DONE IN THIS AREA.
>> WHEN WE EXPECT A RETURN, IT'S AN INVESTMENT?
>> WE'VE SEEN THE -- WE'VE GOT THE --
>> WE BELIEVE IN THE FIRST YEAR THAT THERE'S A RANGE BETWEEN -- WE CAN SEE FIVE TO $10 MILLION WORTH OF REVENUE IN ABOUT A 50% CONTRIBUTION MARGIN ON THAT IN THE FIRST YEAR.
THAT'S ASSUMING, 12 MONTHS WHEN WE GET THIS THING GOING AND GET THE DIRECTOR HIRED AND GET THE SALES PEOPLE HIRED AND START BRINGING THOSE TYPES OF NUMBERS IN.
IT MIGHT BE ON THE SMALL SIDE OF THE 500,000 BUT THE POTENTIAL IS THERE AND THE GROWTH, QUITE
[02:05:03]
FRANKLY, I LOOK AT THIS AS MY FOURTH LEG OF THE STOOL.THIS IS A REVENUE SOURCE THAT COULD BE VERY ATTRACTIVE TO THE DISTRICT TO HELP SUPPORT THOSE OTHER DECLINING AREAS THAT WE MIGHT SEE.
WHILE IT WON'T MAKE -- WE'RE NOT HERE TO MAKE A LOT OF MONEY BUT IT CAN MAKE A SIGNIFICANT CONTRIBUTION TO THE OVER ALL HEALTH TO THE DISTRICT.
>> BUSINESS CAN ONLY TAKE SO MUCH AND IT CAN BE SOLD.
I'VE SAID TYPICALLY IN THE 40 TO 50%.
>> D. ZIMMERMAN: WHEN WE TALK TO THE PRESIDENT R C.E.O. OF THE MANUFACTURERS ASSOCIATION AND HOW THAT PARTNERSHIP HAS BEEN A WIN-WIN, ESPECIALLY FOR HOSE MANUFACTURING OMPANIES THAT NEED AN EMPLOYEE TRAINING.
WHILE THEY'RE COMING TO US, IT CAN BE A REAL WIN-WIN BECAUSE WE GO TO THEM THROUGH THE DISTANCE LEARNING OPTIONS THAT THEY'LL HAVE.
THAT'S JUST ONE LITTLE EXAMPLE THAT WE GOT TODAY IN TERMS OF HOW THIS PARTNERSHIP IS REALLY BENEFITED THE WORKFORCE AND THEN WHAT THOSE COMPANIES CAN DO WITH A BETTER EDUCATION WORKFORCE.
>> WE HAVE SOME PEERS THAT AVE SET UP GOOD ORPORATE TRAINING DEPARTMENTS BUT THEY'RE ALL SPECIALIZED.
ONE OF THEIR ISSUES THEY DO WRONG THAT WE'RE TALKING ABOUT DOING DIFFERENT IS WE NEED BUSINESSPEOPLE SELLING THE BUSINESS.
THEY TYPICALLY SET THOSE UP WITH WORKFORCE ACADEMIC PEOPLE, NOT THAT THEY'RE BAD BUT IT'S JUST A DIFFERENT MENTALITY WHEN YOU WALK INTO.
>> WHAT DO WE GET FOR OUR $900,000?
>> WE GET THE EXPERTISE OF GETTING THIS SET UP THAT WE HAVE PROFESSIONALS THAT KNOW WHAT THEY'RE DOING.
WE GET TO HELP SELECT THE RIGHT PEOPLE.
WE GET THE LEADERSHIPS THEY HAVE WITH BUSINESSES AND WE GET THE EXPERTISE OF A PROFESSIONAL SALES ORGANIZATION THAT IS HELPS US SET THIS UP GUIDE THIS AND HELP US AVOID COSTLY PITFALLS BASED ON PRECONCEIVED IDEAS WE MAY HAVE.
[4. Items for Review]
>> AND WE HAVE THE COMMITTEE CHARTER AND MINUTES FROM THE LAST MEETING N THE BINDER.
I DON'T THINK THERE'S ANY QUESTIONS ON THOSE.
OF
* This transcript was compiled from uncorrected Closed Captioning.