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>> WE WILL NOW START THE GOVERNANCE COMMITTEE MEETING.
IN ACCORDANCE WITH CHAPTER 551 OF THE TEXAS OPEN MEETINGS ACT I CALL TO
[1. Roll Call - Announcement of a Quorum]
ORDER THE GOVERNANCE BOARD OF DALLAS COLLEGE.THIS COMMITTEE MEETING IS BEING BROADCAST OVER THE INTERNET.
TRANSCRIPTS OF THIS MEETING ARE BEING MADE AND WILL BE MADE AVAILABLE TO THE PUBLIC AFTER THE MEETING.
[2. Certification of Notice Posted for the Meeting]
CHANCELLOR, PLEASE CONFIRM THIS MEETING HAS BEEN POSTED IN ACCORDANCE WITH THE LAW.>> THIS MEETING WAS POSTED ACCORDING TO TEXAS CODE 551.054.
ITEM THREE, CITIZENS DESIRING TO ADDRESS THE BOARD.
WE HAVE NONE SIRENED UP TO SPEAK AT TODAY'S MEETING SO WE WILL GO ON TO OUR
[4.1. Strategic Planning Overview]
COMMITTEE PRESENTATION ON THE STRATEGIC PLANNING.WE WILL HAVE DORIS AND DANIELLE PRESENTING.
>> YOU WILL NOTICE THAT THE PRESENTATION REFERENCES -- WHO IS OUR RESPONSIBLE AS OUR CHIEF STRATEGY OFFICER FOR THE DISTRICT FOR PLANNING AND OTHER ASPECTS AND SHE SENDS HER REGRETS AND WE WISH HER HOPEFULLY SHE'LL BE FEELING BETTER VERY SOON.
IT TAKES TWO PEOPLE TO REPLACE MARY.
WHEN WE LAST HAD THIS AVERSION IN JANUARY WITH THE BOARD, WE TALKED AT THAT TIME ABOUT THE CHANGE IN THE SHIFTS AS WE MOVED TO ONE COLLEGE AND THE DIFFERING EXPECTATIONS IN THE WAY WE DID PLANNING AND WHAT THE PLANNING CYCLE WOULD LOOK LIKE.
AND WHAT THE ENGAGEMENT WOULD LOOK LIKE THROUGHOUT THE ORGANIZATION.
AND SO CERTAINLY OVER THAT PERIOD OF TIME, WE'VE BEEN ENGAGED IN QUITE A BIT OF ACTIVITY AND WILL SHARE A BIT WITH YOU AND THEN QUICKLY GET TO A CONVERSATION AROUND THE STRATEGIC PRIORITIES AND GET YOUR INPUT ON THE DIRECTION OF THOSE STRATEGIC PRIORITIES AND THEN THE INSTITUTION HAS -- WILL ENGAGE IN BUILDING SOME GOALS AND METRICS AROUND THOSE THINGS.
WE WILL THEN COME BACK AND VISIT WITH THE BOARD ABOUT AND SO ONE THING IN THE CONVERSATION THAT WE'VE DONE IS WE'VE WE'VE MOVED THESE PLANNING DISCUSSIONS TO A QUARTERLY FORMAT WITHIN THE GOVERNANCE COMMITTEE AND WE WILL BE COMING BACK QUARTERLY TO ENGAGE IN THIS CONVERSATION.
SO I WANT TO GIVE YOU A SENSE OF WHAT WE'RE GOING TO DO TODAY.
WHAT YOU SEE ON THE SCREEN DANIELLE WILL TALK ABOUT A LITTLE BIT AND IT'S WHAT YOU SAW BACK IN JANUARY.
>> THIS CYCLE IS WHERE WE'RE PICKING UP TODAY RIGHT AT THE TOP WITH THE STRATEGIC PRIORITIES AND HAVING A DISCUSSION WITH YOU AS YOU SET THOSE STRATEGIC PRIORITIES FOR DALLAS COLLEGE AND THEN THE NEXT PHASE IN OUR STRATEGIC PLANNING WORK WILL BE MEETING WITH OUR FUNCTIONAL NEEDS TO MEET OUR GOALS AND SPECIFIC ACTION PLANS.
AND THEN WE WILL ON A REGULAR BASIS AS JUSTIN SAID QUARTERLY ONCE THOSE ARE ESTABLISHED WE WILL BE REPORTING TO THE BOARD QUARTERLY ON WITH THAT DATA AND THOSE UPDATES OF PROGRESS ON A QUARTERLY BASIS ONCE THOSE ARE ESTABLISHED.
>> DANIELLE, YOU MIGHT JUST COMMENT BECAUSE PRIOR TO THE -- BECOMING DALLAS COLLEGE IT WOULD HAVE BEEN COLLEGES GOALS PLURAL BECAUSE EACH COLLEGE WOULD HAVE HAD THEIR OWN SET OF GOALS DEVELOPED.
SO YOU MIGHT JUST KIND OF PUT THAT IN CONTEXT.
SO HISTORICALLY, THE MISSION AND THE BOARD PRIORITIES WOULD HAVE BEEN USED BY EACH OF THE INDIVIDUAL COLLEGES AS THEIR OTHER LINEMENT POINT FOR THEIR INDIVIDUAL STRATEGIC PLAN THAT WAS REQUIRED BY STAFF CFC FOR EACH COLLEGE TO HAVE SO THIS IS OUR WORK THAT WE'VE DONE SO FAR AND OUR NEXT STEPS IN
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ESTABLISHING A SINGLE STRATEGIC PLAN FOR DALLAS COLLEGE.WITH THE BOARD PRIORITIES AS OUR ALIGNMENT.
>> COULD YOU GO OVER YOUR TIMELINE AGAIN SNOW REFERENCED THE STRATEGIC PRIORITY THAT WE SET BACK IN JANUARY SO YOU'RE SAYING NOW THAT WE'RE GOING TO REVISIT THOSE AND NOTHING ELSE IS GOING TO BE VALID AT THIS POINT? DID I UNDERSTAND THAT CORRECTLY?
>> THIS THIS MEETING WE'RE GOING TO HAVE -- IN THIS MEETING WE'RE GOING TO -- WE HAVE THE ASTEGEIC PRIORITIES FOR THE BOARD TO REVIEW AND POTENTIALLY REVISE OR REAFFIRM JUST SO THAT WE CAN BE SURE THAT THIS IS OUR ALIGNMENT PLAN FOR OUR FUNCTIONAL LEADS SO THAT THEY HAVE THOSE TO BUILD THEIR GOALS FROM.
SO IN BEGINNING THIS PROCESS WE TALK ABOUT ACADEMIC YEAR 2022.
NOW WE'RE ACTUALLY BUILDING TO BUILD OUT NOW THE 2022-2023 WHICH WILL BE THE BUDGET THAT WILL COME FORWARD.
SO A LOT OF TIMES IT GETS LOST THAT THE PRIORITIES DON'T KICK IN UNTIL SEPTEMBER 1ST SO THE ONES THAT YOU WOULD HAVE DEVELOPED A YEAR AGO WOULD HAVE BEGUN THIS SEPTEMBER.
WE NEED TO -- IT'S IN THE GOVERNANCE AGENDA IF YOU SCROLL ALL THE WAY DOWN.
>> SO WHILE THAT IS HAPPENING, LAST YEAR WHEN WE SET OUR PRIORITIES, WHAT DID THE ORGANIZATION DO THEN TO ALIGN WITH THOSE PRIORITIES?
>> WE LAID THIS OUT AND WE BEGAN FOLLOWING THIS MODEL.
LAST YEAR WE WERE GETTING SPECIFICALLY READY WE WERE SOMEWHAT I GUESS IMPRESSED IN TIME -- PRESSED IN TIME BECAUSE OF THE REQUIREMENTS TO GO THROUGH THE ACCREDITATION CHANGE AND WE REALLY WERE TRYING TO GET IN LINE WITH THE DEADLINES.
NORMALLY WE WOULD PULL THINGS TOGETHER STARTING SEPTEMBER 1ST.
WE ACTUALLY TURNED THESE IN, IN JUNE -- IN MARCH ACTUALLY, FOR THE CONSIDERATION BY THEN BECAUSE THEY WANTED TO SEE WHAT WE WOULD BE AT THE TIME OF THE VISIT AS -- TO CONFIRM ALL OF THAT IF THAT MAKES SENSE.
SO LAST YEAR WAS A BIT UNUSUAL JUST BECAUSE WE WERE OPERATING WITH THE SACKS AGENDA AND NOT JUST THE BOARD AGENDA.
>> THIS NEXT YEAR WILL BE THE FIRST YEAR.
SO BASICALLY, ONCE WE DID THE STRATEGIC PRIORITIES FOR LAST YEAR NOTHING MUCH HAPPENED IN TERMS OF THE -- IT HAPPENED FOR -- BUT NOT NECESSARILY FOR BOARD PURPOSES.
>> IT HAPPENED FOR ALL PURPOSES.
>> I DON'T RECALL AND IF YOU DID, I APOLOGIZE, I DON'T RECALL Y'ALL COMING BACK AND TELLING US THESE ARE THE GOALS, ET CETERA.
AS YOU SEE UP HERE YOU HAVE THE BOARD OF TRUSTEES INVOLVED AND THEN -- THE KPIS, THE ACTION PLANS AND PUT THOSE IN PLACE.
THEN WE HOLD OURSELVES ACCOUNTABLE BY REVIEWING THAT PROCESS WHICH ALL OF THESE -- WELL PART OF THAT WILL BE BUILT IN BECAUSE THAT'S THE ACCOUNTABILITY
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TO WHICH WE WILL PRODUCE OUR ANNUAL OUTCOMES FOR WHICH WE WILL BE INFORMING THE BOARD OF THE RESULTS AS WE DO EVERY YEAR OF WHAT HAPPENS.SO THE BOARD WILL BE INVOLVED IN THE STRATEGIC PRIORITY SETTING AND THEN THE REVIEW OF THE OUTCOMES OF THAT TO DRIVE THE PRIORITIES.
>> SO IN TERMS OF THE STRATEGIC PRIORITIES, WHAT ARE GOING TO BE THE GOALS OF
THE METRICS TIED TO THE STRATEGIC PRIORITIES >> JUST HELP ME UNDERSTAND THE PROCESS.
>> THE FIRST QUESTION DORIS WILL GO THROUGH THE ACTIVITY THAT WE DID EARLIER THIS YEAR THROUGH THE EXERCISE AND OUR ENGAGEMENT WITH OUR EMPLOYEES THAT DPSH.
>> WHAT SOFTWARE ARE YOU USING?
>> THAT'S JEREMY ANDERSON IF THE THEIR OFFICE IS DEVELOPING OUR DATA DASHBOARDS THAT ARE FUNCTIONAL AREA LEADS WILL HAVE ACCESS TO TRACK IT.
AND IF YOU THINK OF THEM A LITTLE BIT OF COURSE WE ACTUALLY HAVE SEVERAL AUDIENCES FOR THAT THAT JEREMY HAS TO WORK WITH.
WE HAVE THINGS WE HAVE TO REPORT TO THE COORDINATING WORDS, SPECIFIC THINGS THAT WE HAVE TO REPORT TO THE FEDERAL GOVERNMENT SPECIFIC THINGS THAT SACS WANTS TO SEE AND THEN OUR OWN INTERNAL.
THAT HAS TO ALL BE CONSOLIDATED IN ONE PLACE.
SO WE'LL WALK THROUGH A LITTLE BIT HER TEAM AND MARY'S TEAM LED THE CONVERSATION AROUND V 2SHGS MOM.
>> IN ANSWER TO WHAT HAVE WE DONE IN THE STRATEGIC PRIORITIES SINCE THAT FIRST DISCUSSION, OVER THIS TRANSITIONAL YEAR, WE TOOK THAT OPPORTUNITY AS THINGS WERE MOVING AROUND AS YOU KNOW DURING THE REORGANIZATION AND MOVEMENT OF PEOPLE TO REALLY HAVE EACH INDIVIDUAL EMPLOYEE BE ABLE TO TELL US HOW THEY CONTRIBUTE TOWARDS THAT MISSION, THAT VISION, THOSE VALUES.
WE USE THAT V2MOM TERMINOLOGY THAT I'M GOING TO GO OVER WITH YOU AND SHARE WITH YOU -- WE WE USE THAT AS A WAY TO ALIGN AS PEOPLE ARE MOVING FROM THEIR DIFFERENT LOCATIONS AND DIFFERENT -- -- THAT V2MOM STANDS FOR VISION VALUES ETHICS AND METRICS AS A PLATFORM AND METHODOLOGY SO THAT WE CAN USE THAT.
THE VISION AND VALUES OF WHAT DO YOU WANT TO DO OR ACHIEVE, WHAT KIND OF BELIEFS GUIDE YOUR VISION, THAT IS IN FACT OUR MISSION, OUR PURPOSE, OUR STRATEGIC -- THAT'S CONSISTENT ACROSS THE COLLEGE.
BUT WHAT DID CHANGE OR WHAT EACH OF THE INDIVIDUAL EMPLOYEES WAS ABLE TO DO IS SHARE THEIR PARTICULAR METHOD.
THEIR PARTICULAR OBSTACLES AND METRICS.
SO METHODS, WHAT DO YOU WITHIN YOUR TEAM TO ACHIEVE THE VISION, THE VALUES OF DALLAS COLLEGE.
IF YOU COULD SPEAK TO THAT INDIVIDUALLY.
WHAT OBSTACLES, WHAT GOT IN THE WAY.
IT WAS VERY INTERESTING TO HEAR ALL OF THAT.
AND HOW WOULD THEY KNOW THEY WERE SUCCESSFUL.
SO THIS, AGAIN, IN A TRANSITIONAL YEAR WAS A GREAT WAY TO BRING ALIGNMENT ACROSS WHERE EVERYBODY WAS.
SO THAT'S WHY WE CHOSE TO USE THIS V2MOM PROCESS.
>> WHEN DID THIS PROCESS BEGIN AND END?
>> I'M GOING TO SHOW YOU A TIMELINE IN A MINUTE BUT IT LAUNCHED IN MARCH SO MARCH 1ST.
AND EVERYONE HAD AN OPPORTUNITY TO PARTICIPATE AT THIS TIME IT CLOSED -- IT
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CLOSED MAY 28TH.WE DESIGNED A PLATFORM FOR PEOPLE TO HAVE -- WHAT TO DO WITH THEIR TEMPLATES SO THAT WAS THIS PAST YEAR.
SO I'M GOING TO GO AHEAD AND SHOW YOU WHAT THAT TEMPLATE LOOKS LIKE.
AGAIN, AS I MENTIONED, WE LAUNCHED THE PROCESS FROM AN EMAIL FROM ARE DR. LOWMAN TO THE DALLAS COLLEGE.
REALLY ASKING PEOPLE TO PARTICIPATE.
WE HAD DONE A LOT OF GATHERINGS OF PEOPLE IN OUR INITIAL STAGES OF BECOMING ONE COLLEGE.
ONE OF THE THINGS WE HEARD ABOUT FROM PEOPLE IS THEY WANTED TO PARTICIPATE AND WANTED A VOICE AND WANTED TO KNOW MORE ABOUT THE DECISION MAKING PROCESS SO THIS REALLY RESPONDED TO THAT.
THIS ABILITY FOR EVERYONE TO USE THIS.
SO THIS TEMPLATE AS YOU SEE HERE THE VISION, THE VALUES ARE OUR STRATEGIC PRIORITIES.
WELL DEFINED SOLID AND STRONG.
AND THEN EACH OF THESE BOXES WERE ABLE TO TAKE THEIR TOP THREE METHODS THAT THEY WERE UTILIZING THAT REALLY SUPPORTED ANY OF THOSE STRATEGIC PRIORITIES -- THOSE STRATEGIC PRIORITIES, THE OBSTACLES AND METRICS.
WE WANTED TO MAKE SURE TO GIVE PEOPLE THE ABILITY TO SHARE WHAT THEY WANTED TO SHARE AND TO KEEP IT BRIEF SO EACH OF THESE BOXES ALLOWED FOR ABOUT 40 WORDS THAT PEOPLE COULD EXPRESS WHAT THEY WERE WANTING TO SHARE WITH US.
THIS RIGHT HERE IS A TEMPLATE THAT WE USED FOR EACH INDIVIDUAL.
>> SO BECAUSE AGAIN WE WERE IN THAT TRANSITION SO THE -- >> AUDIO].
>> IT'S SUCH A TINY SLIVER THAT THIS KIND OF -- >> BUT A VERY IMPORTANT SLIVER.
>> AND WE CREATED A SITE FOR ALL EMPLOYEES THAT PROVIDED VIDEOS, WE PROVIDED RESOURCES, WITH PROVIDED A LOT OF INFORMATION ABOUT DEFINING WHAT STRATEGIC PLANNING IS AND ALSO DEFINING WHAT THE ROLE IN THIS TRANSITIONAL YEAR WAS.
SO I THINK THAT HELPED A LOT IN ENGAGING PEOPLE TO PARTICIPATE.
>> WHEN YOU -- OUT OF THE 25, 33, DO YOU HAVE ANY KIND OF MEASUREMENT THAT KIND OF LIKE LOOKING AT REVIEWS ON A PRODUCT, THE FIVES VERSUS THE ONES, DID YOU -- DO YOU HAVE ANYTHING THAT TALKS ABOUT ANY ONE SEGMENT THERE THAT WAS REALLY SKEWED TOWARDS A NEGATIVE ATTITUDE OR EVERYTHING WAS WRONG AND I DON'T KNOW HOW TO FIX IT?
SO WHAT WE DID IS A QUALITATIVE ANALYSIS.
SO IF YOU IMAGINE 2,500 DOCUMENTS AND EACH WITH A SERIES OF METHODS, DOCUMENTS, AND METRICS, WE WERE ABLE TO REVIEW ALL OF THAT DATA AND LOOK ACROSS HOW MANY TIMES DID WE HEAR A PARTICULAR THING.
WHETHER POSITIVE OR MORE NEGATIVE, WE WERE ABLE TO GROUP THAT INTO WHAT WERE WE HEARING THE MOST OR WHAT WERE WE HEARING THE MOST AS FAR AS OBSTACLES.
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WE DID A VERY DETAILED R0RDING ACROSS ALL -- RECORDING ACROSS ALL THE AREAS, ACADEMICS, STUDENT SUCCESS, OPERATIONS, ADVANCEMENT, THAT SHOWED AREAS THAT PEOPLE MAY WANT TO MEET WITH THOSE EMPLOYEES OR WITH THOSE LEADERS AND HAVE MORE CONVERSATIONS ABOUT THEM.SO IN THAT WE ACKNOWLEDGED THE TEAM THAT DID ALL OF THAT ANALYSIS WORK IN OUR STRATEGIC INITIATIVE SO MYSELF, OUR SENIOR DIRECTO OF OPERATIONS ANTHONY DENNY, MANY OF YOU KNOW ANTHONY.
MOLLY SOLOMON WHO IS ALSO HERE IN THE ROOM PARTICIPATED.
A SMALL GROUP OF ABOUT SIX OF US WHO REVIEWED THIS OVER A SIX-WEEK PERIOD TO DO THIS DEEP ANALYSIS SO WE WANT TO THANK EVERYONE FOR THE WORK THAT THEY DID.
SO WE DID MAKE A COMMITMENT TO READ AND REVIEW EVERY SINGLE DOCUMENT REGARDLESS OF THE FORMAT IN WHICH IT WAS SUBMITTED.
SO WE HAD A LOT OF DIGITAL SUBMISSIONS, WE HAD HANDWRITTEN SUBMISSIONS.
WE ALSO HAD SUBMISSIONS IN SPANISH.
EACH SUBMISSION THAT WAS SUBMITTED WAS REVIEWED.
SO WE -- AS I MENTIONED, WE LOOKED AT PEOPLES' SUBMISSIONS ON METHODS AND OBSTACLES AND GATHERED THOSE COMMON WHERE HADS AND GROUPED THEM AND ROAR GOING TO SEE SOME OF THOSE THEMES.
WE LOOKED AT WHAT PEOPLE WERE WANTING TO USE TO MEASURE SUCCESS.
ON A PARTICULAR METHOD OR CHALLENGE THAT THEY HAD.
BUT WE ALSO LOOKED AT UNIQUE IDEAS.
WE LOOKED AT SOMETIMES EVEN THOUGHAL AN IDEA CAME FORWARD THAT WAS NOT MENTIONED A LOT, WE MAYBE DIDN'T HEAR THAT PARTICULAR IDEA A LOT BUT IT WAS VERY INTERESTING AND UNIQUE, SOMETHING WE MIGHT CONSIDER WE MADE NOTE OF THAT FOR THAT PARTICULAR LEADER IN THAT REPORT.
>> EACH LEADER GOT A REPORT OF WHAT THEIR RESPONSES?
EVERYBODY GOT -- EACH LEADER GOT AN IN DEPTH REPORT.
SOME ARE ALREADY MEETING WITH FOLKS AND LOOKING AT HOW CAN WE TAKE WHAT IS HERE AND START PUTTING THAT TOWARDS OUR GOALS AND OUR OBJECTIVES.
IN ADDITION TO THE METHODS AND METRICS, WE PAID ATTENTION TO WHAT PEOPLE WERE DOCUMENTING AS OBSTACLES.
SO WE LOOKED UNDERSTANDING THAT THIS IS A SNAPSHOT IN TIME, MARCH 20TH MAY, SO A LOT OF PEOPLE IN TRANSITION.
A LOT OF WHAT WE'RE DOING NOW HAD NOT YET TAKEN PLACE SO WE'RE HEARING IT IN THAT VOICE.
OUR COMMUNICATION, WE HEARD A LOT.
ARE -- WHAT WE HEARD THE MOST WAS REGARDLESS OF THE DALLAS COLLEGE STRUCTURE THAT REORGANIZATION MENTIONED IN EVERY SINGLE DEPARTMENT REGARDING STAFFING.
THEIR PERSPECTIVE ON POLICY OR PROFESSION.
AND A LOT OF IT HAD TO DO WITH THE NEED TO UNDERSTAND MORE AND AGAIN WE IS ARE A LOT IN PLACE NOW THAT WAS NOT IN PLACE AT THAT TIME TO ADDRESS THAT.
PROFESSIONAL DEVELOPMENT, RELEVANT AVAILABLE TRAINING AND PERSONAL DEVELOPMENT.
THE DIFFERENT AREAS HAD DIFFERENT -- FOR PROFESSIONAL DEVELOPMENT BUT IT WAS STATED THROUGHOUT.
OUR REAL PASSION ACROSS THE BOARD TO BETTER UNDERSTAND AND ADDRESS CHALLENGES AND OUR RESPONSIBILITIES TO MEETING THOSE.
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SO THAT WAS AN AFFIRMATION AS WE HEARD THAT ACROSS THE WAY.SO THESE WERE THE TOP THINGS THAT -- THEMES THAT WE HEARD.
AS WE MENTIONED IN THE REPORT IT WAS MORE NARROWED DOWN.
FOR EXAMPLE, IN OPERATIONS YOU COULD LOOK AT FACILITIES AND LOOK SPECIFICALLY AT WHAT THOSE NEEDS REPRESENTED THERE SPOKE TO.
>> HOW DID YOU CAPTURE THIS? WHAT DID YOU PUT IT IN TO ANALYZE IT? WHAT SOFTWARE? WAS IT AN EXCEL SPREADSHEET?
>> EVERYONE SUBMITTED THROUGH SHAREPOINT AND THEN WE WERE ABLE TO SCRAPE THAT DATA INTO SPREADSHEETS AND THEN ABLE TO MANUALLY REVIEW THAT DATA ACROSS THOSE AREAS, ACROSS METHODS, OBSTACLES.
>> SCRAPE SOUNDS LIKE A GOOD WORD.
>> IT WAS A LOT OF INFORMATION.
>> THERE'S A LOT OF CROSSOVER.
AS THE FUNCTIONAL LEADS ATHE VICE PROVOST, THE PROVOST, VICE CHANCELLORS HAVE REVIEWED THIS INFORMATION HAVE DONE SO TOGETHER WITHIN THEIR TEAMS BUT TO YOUR POINT THERE'S A LOT OF CROSSOVER.
THERE'S THAT TYPE -- >> AND THEN THE NEXT PART THAT DANIELLE WILL GET INTO AS THE DEVELOPMENT OF THE GOALS AND KPIS, THAT ALSO WILL BE DONE IN CONJUNCTION AS WELL.
>> AND WE SAW THAT IN THIS DOCUMENTATION.
WE SAW A METHOD THAT INVOLVED COLLABORATION.
FACULTY MEMBERS SAYING I'M WORKING WITH A SUCCESS COACH TO X, Y, Z.
WE HEARD STUDENT PREPAREDNESS IN OPERATIONS AND I.T.
SAYING WE ARE DOING THIS TO CREATE A BETTER CLASS ENVIRONMENT SO THERE WAS A LOT OF INTERACTION AND INTEGRATION OF THE AREAS AS WELL.
BUT THE REALITY IS THAT ROLLS UP A LOT OF THINGS ON BOTH THE ACADEMIC, STUDENT SUCCESS SIDE, SOME OF THE OTHER NEEDS THAT STUDENTS HAVE SO THERE'S A LOT THAT GOES INTO THAT.
AGAIN, WE HAVE HUNDREDS OF PEOPLE WORKING EVERY DAY ON THIS SO BREAKING IT DOWN SO THAT WE UNDERSTAND THEIR ROLE AND EXPECTATIONS AND ACCOUNTABILITY.
>> I'M SURE MY PICTURE WAS NOT COMPLETE BUT I HAD AN IMPRESSION OVER OUR FIRST 15 PLUS YEARS THAT -- STUDENT SERVICES AND SO EXCITED ABOUT THIS PROCESS AND WE'RE SORT OF WORKING WITH WET CONCRETE AND CAN REALLY CREATE IT A DIFFERENT WAY AND EVERYBODY CAN GET -- THAT'S WHAT YOU ARE FACILITATING.
>> I WOULD SAY IT WAS INTEGRATED WITHIN THE COLLEGE AND THEY DID WORK TOGETHER VERY WELL AND THEY DID THIS SAME -- WHATEVER THEIR LOCAL PROCESS WAS TOWARDS THEIR SAME RUMS AND -- RESULTS AND OUTCOME.
WHAT IS DIFFERENT NOW IS THIS IS INTEGRATING ALL.
SERVICES TO ALL STUDENTS REGARDLESS OF LOCATION OR WHERE THEY ARE.
SO THAT WOULD HAVE BEEN DEALING WITH A -- PROBABLY OVERSIMPLIFICATION.
IN TERMS OF THAT WE'VE DONE IS REALLY BROUGHT THAT IN A MORE INCLUSIVE WAY.
>> SO THAT HAPPENED ORGANICALLY.
WE DID NOT ASK ANYONE TO SAY WHICH PRIORITY ARE YOU APPLYING YOUR METHOD TO.
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>> WHAT'S MISSING FOR ME, I THINK ALL OF THIS IS REALLY GOOD BUT AGAIN WHAT'S MESSING FOR ME IS ONE OF THE KEY OBSTACLES THAT COULD BE OR RUNT REALLY TALKED ABOUT IS OUR FACILITIES.
SO WHEN YOU SAY STRATEGIC PLANNING TO ME THIS IS ONLY PART AND I THINK THAT'S SOMETHING WE GOT TO FIX BECAUSE WE DO A LOT OF EFFORT AND PLANNING ON HOW TO DEAL WITH OUR PRODUCT BUT WE ARE NOT DOING A LOT ABOUT HOW SOME OF THESE OBSTACLES COULD BE AFFECTED IF WE ALSO INCLUDED THE BIG PICTURE OF OUR FACILITIES AND OUR DELIVERABLE VEHICLE.
SO HOW ARE Y'ALL IN STRATEGIC PLANNING GOING TO INCLUDE THAT AND ALSO INCLUDING THE BOARD? I TOLD HER THE LAST TIME WHEN SHE MADE HER PRESENTATION THAT AS MUCH EFFORT AS Y'ALL PUT IN, SOMEBODY SHOULD BE DOING THE SAME THING WITH US.
AND HAVING US REALIZE WITH OUR VISION HOW WE'RE GOING TO GET THERE.
>> DETAILS OF ALL OF THAT WERE DEFINITELY SHARED WITH THOSE LEADS.
AND THEN IN OUR NEXT STEPS IN STRATEGIC PLANNING, WE WILL SPECIFICALLY HAVE WHAT WORK WE NEED TO FIGURE OUT OUR LANGUAGE BUT FOR NOW I'M CALLING THEM ADMINISTRATIVE UNITS AND FACILITIES AND FINANCE WOULD DEFINITELY BE FACILITIES THAT WOULD BE RESPONSIBLE FOR DEVELOPING THEIR OWN SETS OF OUTCOMES FOR THE
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YEAR AND BE INCLUDED IN THE PROCESS OF EVALUATING ANNUALLY HOW EFFECTIVE THEIR ADMINISTRATIVE UNIT WAS.>> SO THIS NEXT SLIDE WE TALKED ABOUT IT A LITTLE BIT.
THIS IS A TRANSITIONAL YEAR THAT WE'VE BEEN ENGAGED IN AND THERE'S A TIMELINE HERE THAT WE REFERENCED.
AND SO AS YOU'LL SEE WHEN WE GET TO DANIELLE'S PORTION YOU'LL SEE HOW THAT CONNECTS INTO THE NEXT PHASE OF WHAT WE WANT TO DO.
BUT BEFORE WE GET TO THAT NEXT PHASE WE'LL HAVE A CONVERSATION AROUND AT THAT STRAY TUNNELINGIC PRIORITIES AND -- STRATEGIC PRIORITIES AND MAKE SURE THAT WE'RE STILL ON TRACK AND AS WE'RE HERE TODAY AND BUILDING OUT THOSE GOALS.
SO ANYTHING ELSE ON ANY OF THE V2MOM?
>> SOUNDS LIKE IT'S A VERY COMPREHENSIVE PROCESS.
>> WELL, I GO BACK TO I THINK REALLY DRIVEN BY THE BOARD'S PRIORITIES SO THAT'S -- SO THAT PIECE THEN BEGINS TO BLOW THROUGHOUT THE ENTIRE ORGANIZATION.
>> IT ALSO SOUNDS LIKE THAT MIGHT LAY SOME OF THE GROUNDWORK FOR A CLIMATE SURVEY OR WHATEVER TERM WE PUT TO IT BECAUSE BASICALLY THAT'S WHAT'S GOING ON BEFORE IT'S TOO LONG.
>> SO IT WAS ABOUT THIS TIME LAST YEAR THAT THE BOARD REVIEWED AND AFFIRMED THE MISSION IN DALLAS COLLEGE AS THAT WAS PART OF THE CYCLE OF REPORTING FOR COC AND OUR CONSOLIDATION AND SO WE WILL MOVING FORWARD AS THE COLLEGES HAD A HISTORY OF DOING -- WE WILL HAVE REGULAR MISSION REVIEW IN A CYCLE OF EVERY THREE YEARS AND THAT WILL BE AN INSTITUTION-WIDE ACTIVITY WHERE WE GET INFORMATION AND INPUT FROM ACROSS TINS TUITION AND OUR STAKEHOLDERS INCLUDING OUR COMMUNITY AND STUDENTS.
SO THAT'S A PROCESS THAT WE WILL GO THROUGH IN A COUPLE OF YEARS.
TODAY WHAT WE WANT TO TALK ABOUT IS THAT REVIEW OF OUR STRATEGIC PRIORITIES.
THESE ARE THE PRIORITIES FROM THE BOARD THAT WE WILL THEN BUILD OUR DALLAS COLLEGE STRATEGIC PLAN AROUND SO WE WANT TO ENSURE THAT THEY ARE CAPTURING WHAT YOU WANT US TO BE FOCUSED ON AND THAT YOUR INPUT IS DRIVING THAT CLEARLY.
WHAT WE HAVE NOTED IS THAT OUR BOARD STRATEGIC PRIORITIES HAVE BEEN STABLE FOR THE PAST FEW YEARS.
IN MY ESTIMATION THAT'S AN INDICATION THAT WE'RE HONING IN ON THINGS MOST IMPORTANT AND MOST CONSISTENT ACT TOUGHERTIES AND PRIORITIES THAT WE NEED TO BE FOCUSED ON TO ACHIEVE OUR MISSION AS DALLAS COLLEGE.
SO THOSE ARE CERTAINLY GOOD THINGS.
THERE ARE TWO THAT WE'RE RECOMMENDING AT LEAST A CONSIDERATION OF A POSSIBLE REVISION BASED ON SOME OF THE INFORMATION THAT WE HAVE GATHERED FROM THE BOARD.
SO THE FIRST THAT HAS A SUGGESTED UPDATE IS THE FOURTH BULLET DOWN AND OUR RECOMMENDATION FOR AN UPDATE WOULD BE TO ADD THE WORDS AND SUPPLIERS TO THAT RADIO TUNNELINGIC PRIOR -- STRATEGIC PRIORITY.
THAT IS COMING FROM WHAT WE HEARD FROM THE BOARD YOUR INTEREST AND IMPORTANCE YOU'VE ASKED DALLAS COLLEGE TO PLACE ON DIVERSITY AND EQUITY IN THE BUSINESSES THAT WE ENGAGE WITH AND THE SUPPLIERS THAT WE USE IN THE COURSE OF OUR WORK.
SO THAT IS FOR YOUR CONSIDERATION.
WE'RE ALSO RECOMMENDING AN UPDATE FOR A DIFFERENT REASON.
WE WOULD LIKE FOR THESE STRATEGIC PRIORITIES TO BE ABLE TO BE A LITTLE BIT IN THEIR STATEMENT THE LONGER LASTING OR ENDURE A LITTLE BIT LONGER SO WE CAN BUILD LONGER TERM STRATEGIC PLAN WITH THEM.
SO THIS PRIORITY REFERS SPECIFICALLY TO THE REDESIGN OF PROFESSIONAL DEVELOPMENT TO CREATE A DIVERSITY INCLUSIVE LEARNING ENVIRONMENT AND WE WOULD LIKE TO SEE A STATEMENT ABOUT THE WORK CULTURE HERE AT DALLAS COLLEGE THAT WOULD BE LONGER LASTING.
SO WE WOULD HOPE IN THREE TO FIVE YEARS THAT WE'RE NOT STILL WORKING ON REDESIGN, FOR EXAMPLE.
BUT THAT WE CERTAINLY WANT TO RETAIN THAT EMPHASIS AND THE IMPORTANCE OF PROFESSIONAL DEVELOPMENT BUT ALSO BROADER AND OTHER CATEGORIES OF WORK THAT WE WOULD LIKE TO SEE HAPPEN FOR OUR EMPLOYEES AROUND BUILDING A HIGH PERFORMING WORK AND LEARNING ENVIRONMENT.
SO YOU HAVE THE SUGGESTED REVISIONS TO THAT BOARD'S STRATEGIC PRIORITY BUT
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THESE ARE YOUR STRATEGIC PRIORITIES.SO WE WOULD LIKE TO HEAR FROM YOU ABOUT WHAT YOUR THOUGHTS ARE AS FAR AS AFFIRMING WHAT WE HAVE AND IF YOU WOULD LIKE TO HAVE SOME DISCUSSION ABOUT OTHER REVISION OR YOUR THOUGHTS ABOUT THE SUCKED UPDATES.
>> THE -- THOUGHTS ABOUT THE SUGGESTED UPDATES.
>> THESE HAVE BEEN FAIRLY WELL GROUNDED FOR A WHILE.
THEY HAVE BEEN THE FOUNDATION BY WHICH WE DO SO MUCH AND THOSE ICONS AT THE TOP OF THAT SLIDE -- STILL IN AGREEMENT, STILL FOCUSED ON THESE -- BUILDING THE DETAILS AROUND.
>> DON'T WE HAVE SEVERAL BULLET POINTS UNDER EACH PRIORITY?
>> IT WOULD BE GOOD TO HAVE THAT IF WE COULD HAVE EVEN A HARD COPY FOR US TO BE REPRESENTED WE'RE HAVING THIS DISCUSSION.
>> AS FAR AS PRIORITY THAT WE WERE LIKE -- WE DID NOT SEE THAT.
>> YOU KNOW, I HAVE THE SAME INPUT AS EVERY OTHER PERSON BUT OF THE SUGGESTED LANGUAGE OR UPDATE THERE TO ME WE REALLY DID EVERYTHING WE DID AROUND BEING MORE STUDENT CENTRIC AND ADDRESSING EQUITY NEEDS OF INDIVIDUALS ENSURING EMPLOYERS ARE HELPING OUR COMMUNITY BE SUCCESSFUL.
BUT PART OF THAT, WE ALSO CONTINUELY TALKED ABOUT CULTURE AND I THINK THE PHRASE LEARNING CULTURE REALLY FEEDS TO BE CENTRAL IN TERMS OF -- -- I DIDN'T PUT THAT DOWN BUT THE ONLY REASON WE EXIST IS -- I'M NOT TALKING ABOUT JUST STUDENTS.
I'M REALLY TALKING ABOUT OUR EMPLOYEES NEED TO BE LEARNERS AS PART OF WHAT THEY DO AS A BOARD AND CHANCELLOR.
WE NEED TO BE LEARNINGERS AS PART OF THAT WHICH IS WHY BOARD DEVELOPMENT MATTERS IN THAT AREA.
>> I DON'T WANT TO BELABOR THE SUBJECT BUT TO ME HOW WE HAVE OUR STRATEGIC PRIORITY AND NOTHING OF THOSE IDENTIFIES WHAT WE'RE GOING TO DO ABOUT THE FACILITIES.
IT'S NOT EVEN ONE OF OUR STRATEGIC PRIORITIES.
SO IF IT'S NOT ONE OF OUR PRIORITIES, HOW MUCH EMPHASIS DO WE REALLY PLACE
[00:45:03]
ON TRYING TO GET IT DONE?>> SO I THINK THAT THE PRIORITIES ARE THOSE BROAD STATEMENTS OF THE OUTCOMES THAT WE WANT TO SEE IN THE COMMUNITY AND WHEN WE GET INTO OUR STRATEGIC PLAN AND WE HAVE OUR FACILITIES TEAM BUILD THEIR OWN ACTION PLAN AND THAT'S INTEGRATED INTO WHAT WE'RE DOING.
THAT'S HAVING EXCELLENT FACILITIES.
IT'S CERTAINLY SOMETHING THAT WE WANT TO HAVE BECAUSE HAVING APPROPRIATE AND EXCELLENT FACILITIES ARE GOING TO HELP US TO BE ABLE TO PROVIDE THE STUDENT ENVIRONMENT THAT WE WANT TO SEE FOR OUR STUDENTS THAT THEY HAVE THE OUTCOMES IN THEIR WORK IN THE COMMUNITY AS WELL.
SO THAT'S WHERE I SEE THOSE KIND OF -- THAT KIND OF EMPHASIS HAPPENING IN THE MORE HOW OF THIS STRATEGIC PLAN.
>> I THINK BY DOING IT THAT WAY, IT'S NOT SPECIFICALLY SPELLED OUT IN THE BOARD PRIORITIES.
I THINK WE NEED TO ADD A BOARD PRIORITY TO FACILITY AND THAT'S AN IMPORTANT ISSUE THAT MR. BOYLE BRINGS UP BECAUSE WHERE WE ARE RIGHT NOW IN TERMS OF IMPLEMENTING THE REST OF THE PROGRAM, OTHER THINGS THAT WE MAY BE DOING WITH FACILITIES, ET CETERA, ET CETERA.
IT NEEDS TO COME UNDER THE UMBRELLA OR A BOARD PRIORITY SO WE NEED TO ADD
ONE IF YOU HAVE ANY LANGUAGE TO RECOMMEND AND THEN -- >> WE WILL COME BACK WITH LANGUAGE.
>> I'M TALKING ABOUT PRIORITY OF HAVING THE NOT SO MUCH WHAT THEY ARE BUT THE APPROPRIATE FACILITIES.
>> WITH IT BEING CATEGORIZED WE'RE LOOKING AT STUDENT SUCCESS WE'RE LOOKING AT STUDENT -- WE'RE LOOKING AT INSTRUCTOR STUDENT, WE'RE LOOKING AT -- AND SOFA SILTIES ADDS -- YOU HAVE TO HAVE A FACILITY TO GO TO T TEACH OR TO LEARN.
[00:50:04]
THERE'S THAT BUT THE IDEA OF -- WE'RE CRAWLING FIRST BEFORE WE JUMP OUT AND START RUNNING THE MARATHON.SO WE'VE GOT TO KIND OF GATHER THIS IS INCREDIBLE.
SO AT THE POINT THAT WE'VE GOT A STARTING PLACE AND THE INFORMATION NECESSARY THEN YOU CAN KIND OF START LOOKING OUTSIDE OF THAT AND SAYING WHAT MORE CAN WE DO, WHAT MORE CAN WE ADD, WHERE ELSE CAN WE LOOK? BECAUSE IN FIVE YEARS, THIS IS GOING TO BE 2021, YOU KNOW.
SO AS WE START BUILDING AND LOOKING, THAT'S WHEN THE OTHER OPTIONS OF WHERE WE CAN HAVE CLASSES, WHAT WE CAN HAVE CLASSES ABOUT, SOFA SILTIES IS SOMETHING THAT WE'RE SORT OF STUCK WITH AT THIS PRESENT MOMENT BECAUSE AGAIN WE'RE NOT GOING TO GO BUILD AN EXTRA CLASSROOM BECAUSE WE NEED THIS DONE BECAUSE WE CAN FIND EXTRA SPACE OR HAVE IT IN A DIFFERENT HOUR.
SO RIGHT NOW WE JUST NEED TO GET OUR PEOPLE AND OUR STUDENTS UNDER CONTROL AND THEN WE CAN WORRY ABOUT OUR FACILITIES LATER.
I THINK Y'ALL HAVE DONE A WONDERFUL JOB WITH THIS.
>> FIRST OFF, WHEN YOU THINK ABOUT THE FACTORS, THE INPUT FACTORS IN THE ORGANIZATION, IT'S, YOU KNOW, CAPITAL AND PEOPLE.
AND THESE SIX PRIORITIES ARE HEAVILY PEOPLE FOCUSED AND I WOULD SUPPORT CONSIDERATION OF SOME ELEMENT THAT CAPTURES THE CAPITAL ESPECIALLY WHEN WE'RE NOT JUST FACILITIES BUT ALSO THE TECHNOLOGY IN THAT AS WELL.
THE SECOND THING IS WHAT WAS SAID A COUPLE OF MINUTES AGO THE STUDENT CENTRICITY OF ALL THIS WORK.
THIS IS WHY WE DID ONE COLLEGE.
THERE MIGHT BE A VALUE OF REORDERING THIS AND PUTTING OUR -- AT THE TOP OF THE LIST SO THAT'S THE FIRST THING PEOPLE READ AND KIND OF THE HEADLINE FOR IT.
>> SO NOW THAT WE'VE PRETTY MUCH DONE DALLAS COLLEGE 1.0 -- CONTINUING TO DO -- FIND OUT WHERE WE NEED TO TWEAK, WHAT WE NEED TO CHANGE, ET CETERA.
SO THIS IS A BIT OPERATIONAL IN NATURE.
BUT AS THE DISCUSSION I HAD WITH JUSTIN, SOMETIMES HE'S EASIER TO GET AHOLD OF --
>> IS SOME ISSUES COME TO MIND AND IF WE DON'T GET IT RIGHT THEN WE'RE NOT MEETING THE BOARD'S STRATEGIC PRIORITIES.
THAT'S WHY I'M SAYING IT'S OPERATIONAL IN NATURE.
SO I HAD THE -- THE PUBLIC STUDENTS COMMUNITY ET CETERA.
BUT THEY WANT INFORMATION ABOUT US.
I ALWAYS TELL THEM REFER THEM TO A SPECIFIC PERSON AND TELL THEM IF UP DON'T GET A RESPONSE COME BACK TO ME BECAUSE WE'RE SUPPOSED TO RESPOND TO YOU AND GET YOU THE INFORMATION WE NEED.
SO I MADE THAT COMMENT -- TO YOU.
SO I GOT SOMEONE WHO CAME BACK TO ME AND SAID I DIDN'T GET A RESPONSE AND I'M INTERESTED.
SO IN LOOKING INTO THAT I ASKED IF WE HAVE PROCESSES THAT HAVE TO DO WITH CUSTOMER SERVICE IN WHICH WE DEFINE BY X AMOUNT OF TIME YOU WILL RESPOND AND GET THAT POTENTIAL STUDENT OR STUDENT WHAT THEY NEED.
SO I HAD AN ISSUE WITH TRASH PICK UP.
THE CITY OF DALLAS, 311 WITHIN THE THIRD BUSINESS DAY THEY'RE SUPPOSED TO COME PICK UP YOUR TRASH.
SO I HAD TO CALL AGAIN THIS MORNING BECAUSE THE THIRD BUSINESS DAY WAS YESTERDAY.
BUT AT LEAST THEY HAVE A DEFINED PROCESS BY WHICH EVERYONE KNOWS OKAY IF THEY DID NOT GET TO YOU BY THIS TIME THERE'S A PROBLEM AND GET BACK TO YOU.
SO I DON'T THINK RIGHT NOW WITH SUCCESS COACH, WITH ANY OF OUR STUDENT FACING
[00:55:05]
SERVICES WE HAVE AN EXPECTED OR DEFINED PROCESS LIKE WHEN YOU RESPOND TO THOSE STUDENTS AND GET THEM WHAT THEY NEED.SO THAT'S WHY I'M SAYING IT'S OPERATIONAL BUT HOW DO WE BUILD IT INTO OUR STRATEGIC PRIORITIES SO THAT THE ORGANIZATION KNOWS FROM THE BOARD STANDPOINT WE DID NOT GO THROUGH ALL OF THIS FOR NOTHING.
IT WAS ALL TO IMPROVE STUDENT SERVICES AND OUTCOMES FOR THE STUDENT.
BUT IF WE'RE NOT EVEN DEFINING THE PROCESS HOW DO YOU FAULT THE EMPLOYEE IF THEY DID NOT RESPOND IF THERE'S NO DEFINED PROCESS SAYING BY X DATE YOU RESPOND.
>> WELL YOUR QUESTION IS THE RIGHT QUESTION.
THAT REALLY IS NOT NECESSARILY AN EMPLOYEE ISSUE, IT'S A SYSTEM ISSUE.
>> AND IN TERMS OF WHAT WE'VE BEEN ABLE TO PUT IN PLACE SO IN THE PLANNING PROCESS THIS SORT OF THING CAME UP SAYING WE NEED MORE PEOPLE, WE NEED MORE TECHNOLOGY, WE NEED MORE TRAINING.
SO THERE ARE A NUMBER OF THINGS THAT WHEN WE COME BACK AND REQUEST BUDGET NEXT YEAR TO BEGIN TO BUILD THAT OUT AND TO SUPPORT THAT.
SO WE'VE ADDED IN A VARIETY OF AREAS TO DO THAT BUT THAT WILL BE ONGOING ADJUSTMENTS AS WE GET IN PLACE HOPEFULLY THE RIGHT MIX SO THAT HAPPENS LESS AND MORE.
PART OF THIS WOULD BE A TECHNOLOGY ISSUE IN THE SHORT TERM BUT TO BE BLUNT ABOUT IT EVEN IF WE GET THE PEOPLE RIGHT WE'VE GOT TO GET THE RESOURCES THAT REALLY HELP MAKE THIS WORK.
>> SO, QUESTION, IN TERMS OF THE CAREER CONNECTED LEARNER NETWORK WE NEED TO PUT BULLETS UNDER THERE ABOUT CUSTOMER SERVICE AND THE EXPECTATION FROM THE BOARD ABOUT HOW STUDENTS ARE GOING TO BE SERVED.
THIS IS OUR FIRST CYCLE OF ACTUALLY ESTABLISHING FOR DALLAS COLLEGE WHAT DOES EFFECTIVENESS LOOK LIKE FOR STUDENT SERVICES AND ACADEMIC SERVICES AND CERTAINLY RESPONSIVENESS IS A COMPONENT OF THAT AND BUILDING INTO A CYCLE WHERE IT'S NORMAL OPERATIONS FOR DALLAS COLLEGE IN THOSE AREAS TO DEFINE WHAT EFFECT EFTSNESS LOOKS LIKE AND REGULARLY ASSESS THEIR OWN ABILITY TO ACHIEVE THOSE STATEMENTS OF EFFECTIVENESS.
THAT'S GOING TO BE BUILT INTO STRATEGIC PLANNING AND THE INSTITUTIONAL EFFECTISTNESS.
>> I THINK WE NEED A BULLET USING THOSE TERMS CUSTOMER SERVICE IN OUR PRIORITIES.
>> I DON'T THINK ANYONE DOESN'T KNOW WHAT CUSTOMER SERVICE MEANS.
>> WE NEED TO USE THE LEXICON THAT PEOPLE CAN QUICKLY RELATE TO.
>> AND WE DID HEAR A LOT ABOUT CUSTOMER SERVICE AND SETTING GOALS, SETTING ALMOST WORD FOR WORD WHAT YOU SAID.
WHAT IS CONSIDERED CUSTOMER SERVICE, WITHIN 24 HOURS BY EMAIL AND I KNOW THAT THE 1250U7B9 SUCCESS IS WORKING ON A LOT OF DIFFERENT METHODOLOGIES AND PROCESSES FOR THAT BUT WE DO NOT HEAR IT VERY MUCH IN THAT LANGUAGE.
>> WE'RE ALSO TOLD THAT ACCOUNTABILITY WILL BE A LARGE PIECE OF WHAT WE DO.
HOW CAN YOU HOLD PEOPLE ACCOUNTABLE IF YOU DON'T HAVE PROCESSES.
AND ON THAT POINT ABOUT ACCOUNTABILITY THAT'S ONE REASON WE'RE ALSO SEEKING TO BROADEN -- SGLING UNDER THE WAY IT'S CURRENTLY WORDED THE REDESIGN OF PROFESSIONAL
[01:00:07]
DEVELOPMENT THAT LAST BULLET ABOUT EVALUATION SYSTEM WOULD BE GOOD TO INCLUDE THE WORD ACCOUNTABILITY IN THERE.>> AND EMPLOYEES NEED TO KNOW ARE WE MOVING TO A MERIT-BASED SALARY INCREASE?
I'M SURE IT WILL -- WE'RE -- WE'LL BE IN THE PROFESSION OF DOING A COMPREHENSIVE COMPENSATION REVIEW THAT WILL HELP US LEVELIZE AND SET SALARIES TIED TO MARKET DATA WHILE WE'RE ALSO DOING THIS EVALUATION COMPONENT AND THEN BUILD IN BUT OUR PERFORMANCE MEASURES.
>> IS THERE IS AN INCREASE IN SALARY FOR STAFF THAT GET ADDITIONAL DEGREES?
>> SO WE DO THAT NOW BECAUSE THAT'S A QUESTION I'VE BEEN ASKED.
>> IT'S 2% FOR AN ASSOCIATE, 3% FOR BACHELORS AND 4% FOR -- >> IT'S 2% FOR ASSOCIATES.
>> I WAS JUST ASKED THAT QUESTION LAST NIGHT AS A MATTER OF FACT.
AND ALL THEY HAVE TO DO IS SUBMIT IT TO US AND WE'VE BEEN PROCESSING THEM AND IN FACT I'M GETTING READY TO TALK WITH MY COMPENSATION TEAM ABOUT HOW WHEN THEY GET THOSE IN TO ALERT US SO WE AS AN ORGANIZATION CAN CONGRATULATE THEM ON THAT.
JUST A QUICK COMMENT THERE ABOUT THE -- WEAVER ALWAYS ASKED TWO QUESTIONS.
DO WE PAY FOR DEGREES AND OR DO WE PAY ONCE YOU GET THE DEGREE.
WE'VE CHOSEN TO PAY ONCE YOU GET THE DEGREE BECAUSE THAT BECOMES PART OF YOUR BASE SALARY.
IF ALL WE DID WAS COVER THE COST THEN THAT WOULD NOT HAVE THAT IMPACT.
SO THAT'S SOMETHING THAT WE'VE DONE IN THE PAST AND DECIDED WE WANT TO CONTINUE.
>> IT'S AN IMPROVEMENT OVER THE HISTORIC PROCESS THAT WE HAD WHICH WAS A FLAT AMOUNT SO I KNOW WHEN I GOT MY DOCTORATE IT WAS A FLAT AMOUNT AND IT'S CERTAINLY BEEN BENEFICIAL.
>> AND TO THAT POINT IF WE WENT WITH TUITION REIMBURSEMENT WE'RE LIMITED
[01:05:01]
BY IRS RULES TO ONLY REIMBURSE 5250 AS NONTAXABLE INCOME.SO ANY OTHER TWEAKS? WE CAN CERTAINLY TALK ABOUT HOW WE CAN IDENTIFY ON THE FACILITIES SIDE IF THAT'S THE CONSENSUS AND DIRECTION.
>> I THINK THIS IS NOT THE STRATEGIC PLAN.
SO I DON'T THINK WE NEED ANOTHER BULLET FOR FACILITIES WHEN WE ARE GOING TO DO A FACILITIES PLAN SEPARATELY.
>> MAKE THEM PRIOR IF IS SO THAT THEY DO HAPPEN.
IF YOU DON'T MAKE IT A PRIORITY, THEY NEVER HAPPEN.
>> BUT THEY ARE PART OF THIS EVEN THOUGH IT'S NOT SPECIFICALLY STATED.
>> ANYWAY, I AGREE WITH CLIFF.
IF IT'S NOT IN HERE, IT WON'T BE ADDRESSED AS SERIOUSLY AND THAT'S A HUGE PART OF WHAT WE DO ALSO IS MAKE SURE WE HAVE TOP NOTCH FACILITIES BUT NOW THAT WE'RE IN A DIFFERENT TIME AND DIFFERENT DYNAMIC, I THINK IT'S IMPORTANT TO HAVE A STRATEGIC PRIORITY REGARDING THAT.
>> FILLETED HAVE HAPPENED BECAUSE IT'S ALREADY IN THERE.
WE WERE TELLING ADMINISTRATION YOU KEEP CURRENT IN ALL FACETS OF FACILITIES, WE WOULD NOT HAVE BEEN BEHIND THE EIGHT BALL SO TO SPEAK OR BEHIND THE TIMES IN THAT ISSUE.
TWO, WE HAD A CONTROVERSY ABOUT A PARKING LOTAEASTVIEW.
THAT PARKING LOT WAS TERRIBLE.
IF WE HAD A STRATEGIC PRIORITY IN REGARD TO FACILITIES AND OUR CAMPUSES AND ALL OUR FACILITIES, I DON'T THINK ADMINISTRATION WOULD HAVE LET THAT PARKING LOT GET THAT BAD.
THAT'S WHY IN MY OPINION, WE NEED A RADIO TUNNELINGIC PRIORITY STRATEGIC PRIORITY AS TO FACILITIES.
BUT I THINK IT NEEDS TO BE ITS OWN ORB OF INFLUENCE BECAUSE AT THE POINT THAT
[01:10:03]
WE'VE GOT EDUCATION AND BUILDINGS AND SUCH I SEE IT AS TWO DIFFERENT -- I SEE IT AS TWO DIFFERENT BALLS TO KEEP IN THE AIR.IF YOU DON'T INTEGRATE THE PRIORITIES OF AN ENTERPRISE OR AN INSTITUTION, YOU START POCKETING SUCCESS AND LOSING.
>> BUT WE CAN OVERDO THE PLANNING TO THE POINT -- >> I'M ONLY ASKING THAT WE START PAYING APPROPRIATE ATTENTION TO INTEGRATING FACILITIES AS ONE OF OUR PRIORITIES.
I WENT OUT TO MOUNTAIN VIEW AND IT WAS PATHETIC.
IT HAD BEEN NEGLECTED AND WAS NOT PROPERLY PAINTED OR LANDSCAPED.
WE DIDN'T HAVE A STRATEGIC PLAN THAT INTEGRATED THAT INTO THAT.
I'M NOT SAYING THAT IT PUSHES ANY OF THIS OTHER STUFF BUT ALL I'M SAYING TO YOU IS FACILITIES IS PART OF THE INTEGRATION OF THE COLLEGE PLAN.
AS MUCH AS THIS IS INTEGRATION WITH FACILITIES IS CRITICAL AND IMPORTANT.
LIKE EH SHE SAID SO STUFF DOESN'T SLIP THROUGH THE CRACKS AND THEN IT STARTS IMPACTING WHEN THEY FILL OUT THESE SHEETS NEXT TIME THEY'LL START BRINGING IT UP.
AND ALL I'M SAYING IS THAT WE HAVE A -- MOST OF THAT AS YOU'RE APPROPRIATELY SAYING RESTS ON THE SHOULDERS OF THE BOARD TO BE INVOLVED AND AS JOHN AND I HAVE BEEN VISITING MANY HOURS NOW ABOUT BRINGING THE BOARD MORE INVOLVED SOONER THAN LATER ABOUT THESE TYPE OF THINGS.
BUT I'M JUST ASKING THAT WE MAKE FACILITIES PART OF OUR INTEGRATION PLAN IN THE TOTAL PICTURE.
NOT TAKING AWAY FROM ANY OF THIS.
>> WHAT DOES THE ACCURATE STATEMENT AS IT PERTAINS TO FACILITIES? IF YOU WANT TO INCLUDE IT AND I AGREE THAT PRIORITIES.
THE LONG RANGE MASTER PLAN TO BE APPROVED AND THAT WOULD BE THE FOUNDATION FOR THOSE PRIORITIES.
AND WE WANT TO DRAW ATTENTION TO THAT LANGUAGE AND MAKE SURE THAT CAPTURES ADEQUATELY THE WILL AND SPIRIT OF WHAT WE ARE DOING.
>> SO GOING BACK TO REDESIGN AND Y'ALL HAVE RECOMMENDED THAT CHANGE, THE WORDING CHANGE.
BUT I THINK IT WOULD BE GOOD GIVEN WHAT WE'VE GONE THROUGH AND MORALE WAS I DON'T KNOW IF IT STILL IS PRETTY MUCH IN THE TANK, WHAT TO HAVE DALLAS COLLEGE BE A -- WORK TO HAVE DALLAS COLLEGE A BEST PLACE TO WORK BY X DATE, 2030, I DON'T KNOW.
I THINK IF WE ADDED THAT AS A BULLET UNDER PROFESSIONAL DEVELOPMENT, IT WOULD BE GOOD.
>> I THINK WHEN WE COME BACK TO IN THE NEXT GOVERNANCE MEETING YOU'LL SEE OLD OF THAT -- SEE SOME OF THAT LANGUAGE THAT FITS INTO THE GOALS.
AGAIN, OBVIOUSLY, THE MORALE ISSUE IS REAL.
WE AS A TEAM WILL BE SPENDING A LOT OF TIME ON THAT FOCUS AND WHEN I TALK
[01:15:07]
ABOUT LONG TERM WHEN I TALK ABOUT WHAT DALLAS COLLEGE 2030 IS GOING TO LOOK LIKE, THERE ARE GOALS AROUND THAT SHORT AND LONG TERM.WE WANT TO TAKE A SNAPSHOT OF WHEN WHERE ARE WE GOING IN THAT JOURNEY ARUNNING THOSE THINGS BUT CLEARLY, WE ALL WANT THIS TO BE AN INSTITUTION.
ARE THERE ANY THINGS -- THAT WAS NOT IN ONE OF THE PRIORITIES? OR IN ONE OF THE BULLETS THAT WE SHOULD CONSIDER? INCLUDING?
>> EVERYTHING IS PRETTY MUCH ALIGNED.
>> ANY THOUGHTS OR CONSIDERATIONS? WE WILL GO FORTH EVEN ENGAGE WITH OUR TEAMS AND DO OUR OWN WORK A LITTLE BIT AND THEN REPORT BACK TO YOU.
>> SO WHEN ARE WE GOING TO GET A REPORT ON EACH OF THE PRIORITIES AND THEN THE BULLETS? FOR EXAMPLE, ON STREAM LINE AND SUPPORT, ET CETERA, THAT QUALITY DEVELOPMENT AGENDA RESEARCH TOPICS NEEDED FOR STUDENT EXPERIENCE, ET CETERA, HAVE WE DONE THAT? I DON'T REMEMBER SEEING A REPORT ON RESEARCH TOPICS.
SEW SO AS WE TAKE THE BOARD PRIORITIES ONCE WE GET THOSE ADJUSTMENTS MADE, THAT BECOMES THE STARTING POINT FOR US TO GO ACROSS THE COLLEGE AND DEVELOP OUR STRATEGIC PLAN.
BUT BEFORE I GET INTO SOME OF THOSE DETAILS, I WANT TO BE SURE THAT SOME OF THE LANGUAGE I'M USING THROUGH HERE, WE'RE ALL USING IT THE SAME TERMS. SO INSTITUTIONAL EFFECTIVENESS IS THE EVALUATION OF HOW WELL IS DALLAS COLLEGE ACHIEVING OUR MISSION? A FUNCTIONAL AREA WHEN I SAY FUNCTIONAL AREA I'M TALKING ABOUT THOSE FOUR KEY AREAS OPERATIONS, ACADEMICS, STUDENT SUCCESS, AND WORKFORCE AND DEVELOPMENT.
KPIS ARE KEY PERFORMANCE INDICATORS AND MEASURES OR METRICS ARE THE DATA WE'RE GOING TO COLLECT AND ANALYZE TO DETERMINE THE PROGRESS WE'RE MAKING TOWARDS THOSE KEY PERFORMANCE INDICATORS.
TARGETS WE ARE GOING TO BE DEVELOPING ONE YEAR, THREE YEAR, AND FIVE YEAR ACHIEVEMENT OBJECTIVES THAT WE CAN USE FOR EVALUATING OUR INSTITUTIONAL EFFECTIVENESS ACCOUNTABILITY AND LONG TERM PLANNING.
>> THIS IS THE FORMAT THAT YOU ARE -- THAT IS GOING TO BECOME FAMILIAR AS WE BUILD THIS OUT AND THEN HAVE QUARTERLY REPORTS TO APPROXIMATE THE BOARD.
WE WILL HAVE A STRATEGIC GOAL WITH IDENTIFIED KPIS FOR THAT AREA AND MEASURES A SPECIFIC DATA THAT WE'RE GOING TO COLLECT AND ANALYZE TO ASSESS HOW WE ARE DOING AS FAR AS ACHIEVING THAT KEY PER FORM MANS INDICATOR AND ALSO THOSE ONE YEAR THREE YEAR AND FIVE YEAR TARGETS THAT ARE GOING TO BE SET.
AND THEN TO THE RIGHT-HAND SIDE, YOU CAN SEE ACTION PLAN OWNERS.
THESE ARE JUST ILLUSTRATIVE EXAMPLES BUT WE WILL IDENTIFY SPECIFIC LEADERS OFTENTIMES THOSE ARE GOING TO BE FUNCTIONAL AREA LEADERS BUT THEY MAY BE OTHERS IN THE ORGANIZATION IDENTIFIED AS PARTICULAR OWNERS OF -- AND RESPONSIBLE PARTIES FOR THAT PROGRESS AND THE DATA ASSOCIATED WITH IT.
AND AS YOU CAN SEE SOME OF THEM WE GAVE THE EXAMPLE OF HAVING BOTH SO WE'RE REFERRING TO THAT CONNECTION BETWEEN ACT DELL EDGES AND STUDENT SERVICES.
HAVING BOTH OF THOSE FOLKS RECOGNIZED IN THOSE AREAS SO WE KNOW FOR EXAMPLE STUDENT PERSISTENCE ON THE ONE HAND IT'S VERY MUCH A STUDENT SUCCESS ISSUE.
IT'S ALSO VERY MUCH AN ACADEMICS ISSUE.
[01:20:08]
>> THAT'S HOW FREQUENTLY THAT INFORMATION MAY BE UPDATED FOR THE FUNCTIONAL AREA LEADER OWNER.
AND THEN THE BOARD WILL BE GETTING QUARTERLY REPORTS ON THE DATA OUTCOMES.
YOU'LL GET QUARTERLY REPORTS BUT I MIGHT NOTICE A PARTICULAR DATA POINT THAT IS UNCHANGED FROM THE LAST QUARTER AND THEN YOU MIGHT SAY WELL THAT'S SOMETHING THAT'S ONLY UPDATED ANNUALLY SO THAT WOULD BE THE EXPLANATION FOR WHY THAT DATA IS UNCHANGING.
>> SO WE'RE GOING TO GO TO QUARTERLY STRATEGIC PLANNING SESSIONS SO THAT'S WHEN WE WOULD GET THOSE REPORTS.
>> AND THEN THOUGHT I HAD ANOTHER QUESTION.
BUT IT COMES TO ME I'LL ASK IT.
SO THE FUNCTIONAL AREA DASHBOARDS THOSE ARE THE DASHBOARDS THAT DATA ANALYTICS IS DEVELOPING.
>> PARTICULAR GROUPS THAT ARE PART OF STUDENT SUCCESS.
THEY WOULD DEFINING AND IDENTIFYING THE PARTICULAR ACTIVITIES THAT THEY ARE GOING TO BE ENGAGED IN OVER THE COURSE OF THE ACADEMIC YEAR TO IMPACT THEIR KPIS AND MOVE THEIR MEASURES FORWARD.
ONCE THEY DEVELOP THOSE PLANS AND PUT THEM INTO PLACE WE WILL FOLLOW UP IN THE NEXT ACADEMIC YEAR THEY'LL DO THEIR EVALUATION ON HOW WELL THEY DID, WHAT WORKED, WHAT DIDN'T WORK, WHAT SURPRISES THAT THEY HAD.
IS THIS A PLAN THAT'S CLOSED AND COMPLETE BECAUSE THEY MET THEIR OBJECTIVE IF THE SIT SOMETHING THEY'RE GOING TO CONTINUE.
WAS IT SOMETHING THAT WAS INEFFECTIVE AND THEY'RE GOING TO SCRAP IT AND DOPPLER A NEW ACTION PLAN BUT THAT'S THEIR OPPORTUNITY TO EVALUATION THEIR AREA DID IN TERMS OF ACHIEVING THEIR GOALS ACROSS THE PREVIOUS ACADEMIC YEAR.
SO WE'RE EXPECTING OUR DEPARTMENT LEADERS WILL BE WORKING WITH THEIR TEAMS AND DEVELOPING THEIR ACTION PLANS ALIGNED TO THEIR IF ANYTHINGSAL AREAS KPIS.
AT THE ADMINISTRATIVE UNIT LEVEL WE ARE EXPECTING THAT THEY ARE GOING TO TAKE THOSE ACTION PLANS AND ALSO THINK ABOUT IT FROM A LENS OF WHAT RESOURCE SUPPORT THAT THEY CAN PROVIDE OR NEED TO PROVIDE AS AN ADMINISTRATIVE UNIT LEADER ENSURING BUDGET ALIGNMENT.
SO THIS IS AN OPPORTUNITY FOR FOLKS TO BE ABLE TO MAKE DATA DRIVEN REQUESTS FOR PARTICULAR RESOURCES, STAFFING, WHATEVER, TECHNOLOGY NEEDS THAT THEY MIGHT BE REQUESTING IN THE NEXT BUDGET YEAR.
AND THEN AT THE VICE CHANCELLOR AND PROVOST LEVEL THAT THEY ARE LOOKING AT THOSE OUTCOMES IN TERMS OF HOW DID DALLAS COLLEGE DO ACROSS THE PREVIOUS YEAR IN ACHIEVING OUR MISSION.
WHERE DID WE MOVE THE NEEDLE? WHERE ARE WE NEEDED? WHERE DO WE NOT GET WHERE WE WANTED TO BE AND WHAT CAN WE DO TO IMPROVE THAT ACTIVITY AND THAT WORK AND THOSE OUTCOMES OVER NEXT YEAR.
[01:25:18]
PREVIOUSLY ABOUT THE OPPORTUNITY TO SET SOME MERIT-BASED PAY OPPORTUNITIES IF YOU HAVE INDIVIDUALS AND THEIR EVALUATIONS ALIGNED TO THEIR KPIS IN THEIR AREA THAT GIVES US AN OPPORTUNITY TO MEASURE HOW WELL EACH EMPLOYEE IS CONTRIBUTING TO ACHIEVING THAT GOAL AND THAT MISSION.SO THE TIMELINE STARTS WITH WITH THE DECEMBER CONVERSATION THAT WE'RE HAVING FIRST WITH YOU TO DEFINE THE STRATEGIC PRIORITIES BUT THEN TO TAKE THOSE TO OUR FUNCTIONAL AREA LEADS AND DEVELOP COLLEGE DALLAS COLLEGE GOALS AND KPIS ALIGNED WITH THOSE PRIORITIES.
ACROSS JANUARY AND FEBRUARY, THE IE AND ACCREDITATION THE INSTITUTIONAL EFFECTIVENESS AND ACCREDITATION OFFICE THAT'S MY OFFICE AND DR. JEREMY ANDERSON'S OFFICE, DATA ANALYTICS WILL BE WORKING TOGETHER TO FACILITATE WORKSHOPS FOR THE FUNCTIONAL AREAS TO ENSURE THAT WE'VE GOT ESTABLISHED KPIS AND THE RIGHT MEASURES TO GET US THE INFORMATION THAT WE NEED ABOUT OUR PROGRESS.
MARCH THROUGH MAY WE'LL HAVE PEOPLE WORKING TO DEVELOP THOSE ACTION PLANS AND JUNE AND JULY WE'LL CONTINUE TRAINING TO ENSURE EVERYONE UNDERSTANDS HOW TO USE THE DOCUMENT AS BUT ALSO NOT JUST FER REPORTING PURPOSE BUT HOW TO USE THEM ONGOING FOR THAT TO BE THEIR KIND OF GUIDING DOCUMENT FOR THEIR ACTIVITY AND WORK ACROSS THE YEAR.
THAT'S 2 FRAMEWORK BY WHICH WE WILL GO DO OUR HOMEWORK.
>> A LOT OF WORK BUT HOPEFULLY IT WILL GET US MORE AND MORE FOCUSED IN FULFILLING OUR MISSION.
>> THERE WILL BE THE FIRST TIME WE'VE DONE THIS.
SO WE'VE TALKED A LOT ABOUT AT THAT FILLCIES.
[01:30:01]
>> WE HAVE RELEASED A REQUEST FOR QUALIFICATION LOOKING FOR CONSULTANT TO HELP US WITH DEVELOPING THE STRATEGIC REAL ESTATE FACILITY MASTER PLAN.
THIS IS NOT THE SAME OLD MASTER PLAN WE'VE DONE BEFORE.
THIS IS -- WE'RE EMBARKING ON AN AREA WHERE WHAT WE WANT TO DO IS GET IN THE NEXT FIVE YEARS BUT START LOOKING OUT 10, 15, 20 YEARS AND THAT'S WHERE WE REALLY NEED SOME HELP.
DO I KNOW WHAT THE END PRODUCT IS GOING TO LOOK LIKE? NO.
BUT I KNOW IT MATCHES ALL THIS STUFF THAT YOU'VE SEEN TODAY.
BUT WHEN THEY COME UP WITH IT, WE WILL KNOW WHO HAS THE RIGHT PLAN AND WHO IS GOING TO FIT WITH US TO HELP US DEVELOP IT.
BUT WE'VE GOT TO DETERMINE WHAT DOES THAT NEED TO BE AND START MOVING OUT MUCH FURTHER.
EVEN MANY OF OUR PLANS TODAY GO.
SO WHAT WE'RE LOOKING NOR AND WHAT WE HAVE WITH THIS IS WE'VE HAD A MEETING WITH THEM, ALL INTERESTED PARTIES AND THERE WAS ABOUT 20 DIFFERENT FIRMS. WHO WILL -- WHO ARE VERY EXCITED ABOUT WHAT WE'RE DOING OF PUTTING THIS TYPE OF PLAN TOGETHER AND HELPING US.
THIS IS NOT DESIGNING BUILDINGS.
THIS IS NOT DEVELOPMENT OF FACILITIES.
THIS IS A STRATEGIC PLAN TO BE ABLE TO TRY TO HAVE THE BOARD AND US WORK TOGETHER ON WHAT ARE THOSE THINGS WE WANT TO CONSIDER AS WE LOOK INTO ALL THIS PLANNING.
SO IT'S EVEN MORE THAN WE DO WITH BUDGET.
WITH BUDGET WE BASICALLY LOOK OUT NEXT YEAR AND MAYBE EVEN THREE YEARS.
WITH FACILITIES, YOU HAVE A MUCH BIGGER TIME HORIZON.
WHAT WE'RE GOING TO DO IS WE HAVE RFQ RESPONSES DUE BACK JANUARY 18TH.
WE WILL LOOK THROUGH THOSE IF NECESSARY.
I WOULD LOVE TO GET IN HERE FOR THE FEBRUARY 1ST BOARD MEETING.
THAT'S A VERY AGGRESSIVE SCHEDULE.
WE PROBABLY WILL BE HAVING DEPENDING ON WHAT THE RESPONSES ARE WE MAY HAVE ONE GOOD ONE YOU MAY HAVE TEN GOOD ONES THAT YOU HAVE TO GO THROUGH AND PRESENTATIONS CONSUME A LOT OF TIME OF GOING THROUGH THEM.
>> SOMETIMES FAST DOESN'T MEAN GOOD.
>> SO WE'RE GIVING THEM A MONTH? BY THE TIME WE GET THE RESPONSES?
>> THIS IS ALMOST TWO MONTHS BECAUSE WE DID THE PRESENTATION ON DECEMBER 1ST.
BUT THE RFQ RELEASED ON NOVEMBER 18TH OR 14TH SO THEY'VE HAD A COUPLE OF MONTHS TO GET THROUGH THIS.
BUT LET ME CLARIFY SOMETHING HERE AS I DID WITH THEM.
THIS IS HIGH-LEVEL STRATEGY OF HOW WILL YOU -- THE BOARD AND THE ADMINISTRATION GET TO WHERE WE'RE TRYING TO GO.
WE HAVE NOT ASKED FOR SOMETHING LIKE THIS BEFORE.
THIS IS NEW GROUND WE'RE WORKING ON.
AND SO THERE ARE SOME THINGS THAT WE WOULD WANT TO SEE AND WANT THEM TO PRIORITIZE.
BUT IT'S NOT JUST THAT BECAUSE ANOTHER RE FIVE YEARS WE 345I BE ISSUING ANOTHER SET OF BONDS.
SO WE'VE GOT TO HAVE SOMEBODY HELP US PLAN OUT WHEN WE DO IN FACT -- YOU KNOW, WE'RE FIVE YEARS BEHIND ON ISSUING BONDS.
WE SHOULD HAVE DONE THE BOND ISSUE FIVE YEARS AGO.
AND IT WAS TWO YEARS AGO THAT WE DID IT BUT ANYWAY.
BUT WE DO HAVE TO HAVE -- WHAT DO WE DO? WHAT'S OUR STRATEGY FOR LOCATION? WHICH DO WE NEED? WHICH DO WE NOT NEED? HOW IS IT GOING TO HELP US DETERMINE WHAT THE STRATEGY IS AND IT'S NOT JUST FACILITIES.
WHERE DO THESE THINGS AS YOU ALL HAVE BEEN TALKING ABOUT TODAY HOW DO THEY PLAY IN TO WHAT WE NEED TO DO TO STRATEGIC REAL ESTATE FACILITY PLAN.
SO IF WE CAN GET THROUGH THIS IN EARLY FEBRUARY AND GET A FINALIST SELECTED, WE WOULD WANT THEM TO START WORKING WITH THE BOARD ON CERTAIN PRESENTATIONS.
IT WOULD BE AT A HIGH LEVEL MOVING DOWN BRAN EWE LAIRLY -- GRANULARLY.
THIS IS VERY HIGH LEVEL STRATEGIC IDEA.
THEN WHEN WE GET PARTS OF THIS AND WE START GETTING THESE THINGS THAT SEEM TO BE COMING TO ME EVERY DAY, WE START TO THEN HOW DOES ALL THIS FIT TOGETHER AND MAYBE IT'S SOMEBODY ELSE THAT HELPS US DEVELOP THAT DETAILED PLAN FOR THAT
[01:35:01]
SPECIFIC PROJECT.>> SO I GUESS THE ONLY THING THAT CROSSES MY MIND WHEN I THINK ABOUT THIS IS WHATEVER COMES OUT OF THIS WE HAVE TO BE ABLE TO USE IT TO THE NEXT, YOU KNOW, TWO, THREE YEARS AROUND -- NOT BE SO PIE IN THE SKY AND, YOU KNOW, STRATEGIC IS WORTHLESS FROM A PRACTICAL POINT OF VIEW.
>> I THINK THAT'S VERY IMPORTANT BECAUSE ONE THING WE DON'T NEED TO DO THAT WE'VE TYPICALLY DONE NOT JUST RECENTLY BUT HAVING SOME HISTORY, WE DON'T NEED TO JUST DO THIS PLAN AND PUT IT ON THE SHELF.
AND WHAT YOU'RE TALKING ABOUT IS REALLY ARE HELP US GET TO WHAT WE HAVE AND START TO IDENTIFY THOSE AREAS THAT WE NEED TO GO GET SOMEBODY TO HELP US SPECIFICALLY THINGS SUCH AS DOWNTOWN.
TO EVALUATE SPECIFIC PROJECTS AND NOT HAVE IT WAY OUT THERE.
ARE WE GOING TO ANSWER THE QUESTION OR DO HOUSING, FOR EXAMPLE? THERE'S STRATEGIC AREAS THAT WE HAVE SO WE CAN DEVELOP HOW DO WE ANALYZE AND PRIORITIZE THOSE PROGENTS AS THEY BECOME AVAILABLE.
>> I'VE TOLD JOHN AND I'LL SAY -- THIS IS WHAT OUR TAXPAYER LOOKED FOR US TO DO, THIS STRATEGIC PLANNING AND THIS TYPE OF INPUT WILL GIVE US THE TOOLS BECAUSE NONE OF US ARE CONSTRUCTION PEOPLE OR LAND PLANNERS OR ANY OF THAT.
SO THIS ONE COMING IN IS ONE THAT WE HAVE GOT TO SADDLE UP AND BE PART OF THE SELECTION SO THAT IT FITS WHAT EVERYBODY AROUND THE TABLE HERE FEELS AND SEES FOR THEIR CONSTITUENTS WHAT THE FUTURE OF THE COLLEGE IS.
WE CAN'T JUST ALWAYS SAY TO THE STAFF Y'ALL GO DO IT AND WHEN WE COME BACK, WELL, I DIDN'T LIKE THAT.
I DON'T WANT TO DO IT THAT WAY.
HOW MUCH DO WE KEEP? DON'T KEEP? TRADE? WHAT DO WITH NOW THAT DON'T REALLY HITS OUR MODEL THAT THEY DESCRIBED AS PRIORITY DIRECTION? SO I THINK IT'S A REAL CROSS ROADS FOR THE COLLEGE JUST LIKE IT WAS WHEN YOU GO AND MAKE THE DECISION Y'ALL DID TO CONSOLIDATE ONE OF THE GREATEST DECISIONS I THINK Y'ALL EVER MADE IN YOUR LIFE.
BUT WE GOT OTHER JOBS NOW AND THOSE SITE PLANS Y'ALL DID FOUR YEARS AGO THEY'RE
[01:40:10]
PROBABLY NOT WORTH MORE THAN THE PAPER THEY WERE WRITTEN ON.>> THAT DOES NOT FIT WITH THE COLLEGE CONSOLIDATED MODEL ON HOW WE ARE DELIVERING.
>> THAT IS MY SERMON OF THE DAY.
[LAUGHING] >> AND THAT WAS THE LAST SLIDE.
[5.1. Committee Notes]
[LAUGHING] HE SAID WE ARE NOT HERE TO ASK FOR MONEY.COMMENTS OR QUESTIONS ON THOSE? OKAY, WITH THAT WE WILL ADJOURN THE GOVERNANCE COMMITTEE MEETING AT 2:59 PM.
WE ARE RIGHT ON SCHEDULE.
* This transcript was compiled from uncorrected Closed Captioning.