>> OKAY, WE'RE GOING TO GET STARTED.
[1. Roll Call - Announcement of a Quorum]
[00:00:05]
ACCORDING TO THE TEXAS MEETING FACT.I CALL ON THE BOARD OF TRUSTEES, DALLAS COLLEGE MARCH 1, 2022.
MEMBERS OF THE PUBLIC, FOLLOWING THE INSTRUCTIONS ON THE COLLEGE BOARD OF TRUSTEES WEBSITE, FOR REGISTERING TO SPEAK DURING THE PUBLIC COMMENT PORTION WILL BE GIVEN FIVE MINUTES.
THE COMMITTEE MEETING IS BEING BROADCAST OVER THE INTERNET.
AN AUDIO TRANSCRIPT OF THE MEETING, IS BEING MADE AND WILL BE AVAILABLE AFTER THE MEETING.
AND YOU COULD CONFIRM THE, THE MEETING IS IN ACCORDANCE TO LAW.
[2. Certification of Notice Posted for the Meeting]
>> TEXAS GOVERNOR CODE 551.052.
>> DO WE HAVE ANY CITIZENS DESIRING TO ADDRESS? SEEING NONE, WE HAVE NO CITIZENS, DESIRING TO ADDRESS THE BOARD.
WE WILL GO AHEAD AND GO INTO OUR PRESENTATION.
[4.1. Dallas College Strategic Overview]
>> AND THIS IS A FOLLOW-UP WITH THE FOLLOW-UP IN DECEMBER, WHEN I SUBBED IN FOR MARY AS WE'RE REVIEWING THE STRATEGIC PRIORITIES.
AND WE TALKED ABOUT THE FRAMEWORK I'LL BE DESIGNING, PERHAPS SOME GOALS UNDERNEATH THE STRATEGIC PRIORITIES, AND WE CAN LOOK AT THE SHORT TERM AND LONG-TERM THAT, YOU KNOW, WILL HELP BUILD OUT, WHAT ITEMS, AS DALLAS COLLEGE, SEE SOME ASPIRRATIONAL THINGS.
YOU WILL SEE BITS AND PIECES AND REALLY, WE ALSO TALKED ABOUT HOW WE WILL ENGAGE, THE PLANNING PROCESS QUARTERLY IN THE GOVERNANCE COMMITTEE.
AND THIS IS A REFLECTION OF THAT CONVERSATION.
IT'S A PLEASURE TO BE WITH YOU IN THIS SESSION.
LAST TIME, I WASN'T AVAILABLE.
WITH THAT IN MIND, WE WILL BEGIN WITH THE DALLAS COLLEGE MISSION AND STRATEGIC PRIORITIES.
ESSENTIALLY, THIS IS A CONTINUATION OF DECEMBER 7TH.
AT THAT POINT, WE REVIEWED THE RESULTS.
WE HAVE A GREAT DEAL OF INFORMATION, PEOPLE WERE CONCERNED ABOUT, AND THINGS WE'RE WORKING AND WE'RE JUST CONTINUING ON THOSE.
WE INVITED PEOPLE TO RESPOND, SO WE HAVE AN ENGAGED POPULATION ACROSS THE BOARD.
THE OTHER THING WE DID THAT DAY WAS TO REVIEW AND UPDATE THE 2021, 2022 PRIORITIES.
AND AS A RESULT OF THE CONVERSATION, THERE WERE TWO DIRECTIONS.
ONE, REORDERING WAS QUESTIONED TO THE SHIFT CAREER.
AND SECOND, THE PRIORITY WAS REQUESTED REGARDING LAND USE, INNOVATION AND DEVELOPMENT OF PARTNERSHIPS WAS REQUESTED.
AND WHAT WE'VE DONE IS EXACTLY THAT.
AND SOME REMINDERS, MISSION TRANSFORM LIVES, AND COMMUNITIES THROUGH HIGHER EDUCATION THAT CONTINUES.
AND TO ENSURE DALLAS COUNTY IS VIBRANT, GROWING AND ECONOMICALLY VIABLE CURRENT FUTURE GENERATIONS.
AND PROVIDES TEACHING AND LEARNING ENVIRONMENT THAT EXCEEDS THE LEARNER EXPECTATIONS AND MEETS THE NEEDS OF OUR COMMUNITY AND EMPLOYERS.
AND DALLAS COLLEGE, TO CONTINUE TO GUIDE THE WORK OF THE COLLEGE AND IN ITS MISSION TO TRANSFORM LIVES, IN ACHIEVING.
ONE OF THE THINGS YOU SEE HERE IS CHANGE THAT'S BEEN ADDED.
WE USED TO HAVE THE BOARD COMMITTED ANNUAL AMOUNT, OF PROGRESS AND IMPACT OF THE STRATEGIC PRIORITIES AND APPROPRIATE GOALS AND METRICS.
IN THIS STATEMENT, THE CHANCELER AND DALLAS COLLEGE, COMMITTED TO ANNUAL ASSESSMENT OF PROGRESS AND I AM KT PA OF THE STRATEGIC PRIORITIES, AND THE CHANCELER WILL PROVIDE A STRATEGIC PLAN REPORT TO THE BOARD.
SO THIS IS THE 2-SIDED APPROACH THAT WE'RE TAKING.
WE HAVE THE PRIORITIES AND THE GOALS AND SPECIFIC GRANNIALITY.
AND IT'S A SENSE OF WHERE WE'RE HEADED AND ALSO, REQUIREMENT RELATION.
[00:05:08]
>> AND DID YOU SAY, DOCTOR DID YOU SAY WE WILL HAVE QUARTERLY UPDATES?
WE'LL GET TO THAT IN A MOMENT.
>> THIS IS JUST CONFIRMATION, TO CONNECT TO THE LEARNING NETWORK AND COLLEGE ORGANIZATION.
STREAMLINE IS AN IMPORTANT NAVIGATION AND THROUGH OUR COLLEGE AND BEYOND.
AND THAT'S CONTINUED IN THE SPREAD.
AND IMPACT INCOME DISPARITY THROUGHOUT OUR COMMUNITY.
FOSTER AND EQUITABLE DIVERSE, INCLUSIVE ENVIRONMENT FOR EMPLOYEES, STUDENTS AND SUPPLIERS.
SUPPLIERS IS THE WORD YOU HAVE TO ADD, BECAUSE AGAIN, THE WORK WE'VE BEEN DOING,
IS EXCEEDINGLY POOR >> TO DEVELOP LEADERS, AND INCREASE SKILL PROEFFICIENCY, IN SUPPORT OF COLABRATION AND EQUITY.
AND THESE WERE THE THINGS THAT CAME THE STRONGEST THAT WE NEED TO BE DOING.
THESE ARE THE OUTCOMES TO PARTICIPATE.
WE HAVE ONE THING THAT WAS ABOUT A PARAGRAPH LONG.
AND THE WORDS CHOSEN VERY CAREFULLY.
TO LEVERAGE, WHICH IS A VERY POWERFUL TERM, FACILITIES, LAND, TECHNOLOGYIES, PROGRAMS, PARTNERSHIPS AND OTHER CAPABILITIES TO STRENGTHEN AND BUILD OUR COMMUNITIES AND WORKFORCE NOW AND FOR THE FUTURE.
IT'S LOFTY, AND CONTAINS MANY ELEMENTS, BUT IT PROMISES A NUMBER OF THINGS WE CAN DO.
SO WITH THAT, THE OTHER THING I HAVE FOR YOU HERE, AS YOU REQUESTED, AS WE ALWAYS DO, IS THE ADAPTIVE LIST, FOR THE BOARD, ABOUT WHICH ONE INCLUDES.
FOR EXAMPLE, STRENGTH AND PRIORITIES, STRENGTH AND LEARNER NETWORK.
AND LAST YEAR, WE STARTED ADDING THE SUBHEADS.
THE NEW STRUCTURE, COMPLETING THE DALLAS EDUCATIONAL STRUCTURE.
TECHNOLOGY SUPPORT AND SOFTWARE SUPPORT AND CONSOLIDATION.
CAMPUS IMPROVEMENTS TO MEET THEÂ -- FOR THE APPROPRIATE FACILITIES, FOR THE PROGRAM AND LOCATIONS.
WHERE ARE THEY? ARE THEY READY.
GROUPS AND PARTNERSHIPS TO THE NETWORK.
QUESTIONS ON ANY OF THIS? BASICALLY WHAT YOU SAID.
>> THERE'S ONE GREAT WELCOMING ENVIRONMENTS.
WONDERING, IF IT SHOULD BE MOVED TO THE PRIORITY, LIVING FACILITIES.
I DON'T TEND TO THINK OF THE ENVIRONMENT AND THE CRITICAL LEARNING.
EYE THINK IT MORE OF THE RELATIONSHIPS OF EDUCATIONERS AND STUDENTS AND EMPLOYERS.
>> I PREFER YOU DON'T DO THAT.
>> ENVIRONMENT NOT ONLY ENCOMPASSES PHYSICAL ENVIRONMENT BUT ALSO THE CULTURE OF THE BUILDING.
AND IF ONE ENTERS, THIS IS THE PLACE, TO COLLABORATE.
WE CAN PROBABLY CHANGE A WORD, BUT I THINK IT REALLY IS NOT THE PHYSICAL ASSETS.
IT'S THAT ENGAGEMENT AND OPENNESS TO CHANGE AND TO INVOLVING PEOPLE.
SO YOU'RE NOT PLANNING ON THEM.
YOU ARE PLANNING WITH THEM >> MAYBE WE CAN ADD THE DEFINITIONS.
>> AT THE END, DO YOU HAVE A LIST OF ACRONYMS, SO WE KNOW, WHEN WE'RE USING CERTAIN TERMS, WE'RE WORKING WITH A COMMON DEFINITION, VERSUS WHAT ENVIRONMENT MEANS TO YOU.
>> COULD CERTAINLY DO END NOTES.
YOU KNOW, WHEN THE WHOLE INCH AND AND A HALF.
[00:10:06]
WE'LL FIND A WAY TO DO THAT .>> AND THAT AREA, OF COMMUNITY ENGAGEMENT.
YOU KNOW, CREATE A WELCOME, YOU KNOW, THAT'S SOLELY RECEIVING SIDE OF THE COMMUNITY ENGAGEMENT.
WHAT I WANT TO SEE IS SOMETHING THAT STATES HOW WE FOSTER MORE COMMUNITY ENGAGEMENT.
YOU WANT TO STRENGTHEN SOMETHING.
IT TAKES CHANGING AND BUILDING, WHETHER IT'S MORE MUSCLE OR MORE MASS OR WHATEVER.
WE TALK ABOUT COMMUNITY ENGAGEMENT, I DON'T THINK IT'S GOOD ENOUGH JUST TO TALK ABOUT BEING READY AND WELCOMING AND ALL OF THAT.
I WANT TO KNOW, WHAT WILL WE DO IN OUR PRIORITIES TO DO WHAT WAS KIND OF DONE NOT DO THE OTHER DAY, WHEN WE ENGAGED THE HISPANIC COMMUNITY WITH A VALET? LIKE I TOLD YOU BEFORE, I SERVED AS MAYOR AND COUNCILÂ -- I NEVER ONCE WAS INVITED TO YOUR CAMPUS.
SO SOMETHING ABOUT COMMUNITY ENGAGEMENT IS BROKEN.
WE NEED TO MAKE IT A REAL PRIORITY THAT WE'RE DRAWING THOSE PEOPLE TO THE ENVIRONMENT YOU'RE TALKING ABOUT CREATING.
I DON'T KNOW WHERE YOU FIT THAT OR IT FITS IN.
MAYBE MOVE IT OUT IN THE STREET AND THE REST OF THEMÂ -- I WANT MORE OF THAT.
I WANT MORE OF US BRINGING THE COMMUNITY ON OUR CAMPUS FOR OUR PURPOSE, DRIVEN, IDEA, ACTIVITY.
>> WELL, IN LINE WITH THAT, UNDER THE STRATEGIC PRIORITIES, YOU HAVE THE NEW LANGUAGE ABOUT LEVERAGE.
>> BACK IN THE HISPANIC HERITAGE MONTH WE HAVE HINOJOSA, NATIONALLY RENOWN JOURNALIST, HAS A PROGRAM ON PBS.
AND THEN WAS IT LAST WEEK, IT WAS DR. SHABA.
ONE OF MALCOLM X'S DAUGHTER, THESE ARE NATIONAL FIGURES, THAT THE COMMUNITY AT LARGE DOESN'T GET EXPOSURE TO.
HERE, WE ARE PAYING A LOT OF MONEY TO BRING THEM IN FOR STUDENTS.
HOWEVER, WE CAN LEVERAGE AND MAKE THIS KNOWN IN THE COMMUNITY.
SO THE COMMUNITY COULD HEAR, THOSE WHO WISH TO ENGAGE, COULD HEAR FROM THE NATIONAL FIGURES THAT REALLY ARE IMPACTFUL.
I DID LISTEN, MAYBE 15 MINUTES IN, AND THE REST OF THE SESSION, TO DR. SHABA.
MS. HINOJOSA, HAD TROUBLE LOGGING IN.
IF I WERE A COMMUNITY MEMBER, AND I KNEW THE NATIONAL FIGURES WERE BEING BROUGHT IN.
I WOULD LOOK AT THE EFFORTÂ -- AND I WILL CERTAINLY MAKE AN EFFORT TO ATTEND.
AND WHEN WE HAVE PROGRAMS LIKE THAT, WE HAVE TO REALLY INVITE COMMUNITY.
WHETHER IT BE DURING LUNCH, BE IN THE MORNING, OR EVENING, WE NEED TO LET THE COMMUNITY KNOW.
AND SINCE BALANCE IS WORKING ON A RACIAL EQUITY PLAN AND WE NEED TO HAVE THIS TYPE OF EXPOSURE.
THE COMMUNITY IS STILL PART OF WHO WE ARE CLEARLY.
SO WE WANT TO, WE WANT TO IDENTIFY, IN WAYS, THAT BOTH OF YOU ARE REFERENCING.
WE DO HAVE SOME NEW TEAMS, NEW FUNCTIONS THAT ARE FOCUSING ON THAT.
AND I KNOW, TRUSTY BRAVO HAD A TOWN HALL THE OTHER DAY, IN THE SAME BUILDING, THE COMMUNITY, MEMBERS TO PARTICIPATE ON THAT.
WE DO WANT TO USE ALL OF OUR DIFFERENT TOOLS, IF WE CAN.
PEOPLE ON CAMPUS AND PROVIDE MORE AWARENESS OF WHAT WE'RE DOING.
>> AND IN RESPONSE TO THE COMMENTS, I THINK IT'S STILL COMMUNITY ENGAGEMENT.
>> AND SINCE WE'RE TALKING ABOUT COMMUNITY ENGAGEMENT.
ONE OTHERÂ -- YOU FIGURE OUT, WHERE IT MAY WORK.
A LOT OF THE WORK THAT DALLAS COLLEGE, THE PAST COUPLE OF YEARS, WE HAVE BEEN DOING KIND OF DOWN STREAM INTO THE YOUNGER DEMOGRAPHICS AND BUILDING OUR PARTNERSHIPS WITH K-12.
THAT'S BEEN ABSOLUTELY THE RIGHT THING TO DO AND TO GREAT SUCCESS.
AND TO TAKE ALL THOSE PROGRAMS. WE'RE EXPERIENCING GREATER, AND RESKILLING IN THE ADULT EDUCATION, WORK YOU TYPE OF
[00:15:06]
PIECE.I WOULD URGE TO CONSIDER, AS WELL OUR SENIOR CITIZEN POPULATION AND NOT SEND A MESSAGE, HEY, WE'RE JUST FOR YOUNG KIDS AND PEOPLE ARE LOOKING FOR NEW JOBS.
WE'RE HERE FOR LIFELONG LEARNING.
AND NOTICE THE DALLAS, THE AMERTAS PROGRAM.
AND THERE'S A LOT OF GREAT WORK TO RETHINK.
AND I THINK THERE'S VALUE FOR THE COLLEGE AND INSTITUTIONS TO FACILITATE, RELATIONSHIPS AND PROGRAMS. IF WE CAN CAPTURE THAT AS A COMPONENT IN A PRIORITY, WHEREVER YOU THINK THE BEST PLACE TO DO IT, I WOULD ASK THAT WE DO SO.
I THINK IT'S RECRAFTING THE STATEMENT.
WE'RE TALKING ABOUT LEVELS OF ENGAGEMENT, BEING WELCOMING AND THE OUTREACH, TO MAKE SURE IT'S COMPREHENSIVE.
BACK TO YOU AND APPRECIATE THE OBSERVATIONS THAT IS SPOT ON.
CONTINUING TO STREAMLINE AND SUPPORT NAVIGATION TO AND THERE OUR COLLEGE AND BEYOND.
TECHNOLOGY AND TRAINING, WE HAVE ALL KINDS OF TOOLS.
THIS GOES ALL THE WAY BACK TO THE STUDENT EXPERIENCE STUDY.
DEMONSTRATE SENSITIVE AND MEETING EXPECTATIONS FOR TIMELY AND ACCURATE RESPONSES.
AGAIN, THE NAME OF THE MISSION, IN THE DECEMBER 7TH.
THE NEED TO MAKE SURE, THEY GET AN ANSWER AND THEY GET IT IN A TIMELY FASHION.
>> THIS IS MORE AS REVISED, THE EXTERNAL.
>> SO WE NEED TO KIND OF REFERENCE THAT IN HERE? BECAUSE FEEDBACK I GET INTERNALLY, PEOPLE ARE SECONDING THE REQUEST AND THEY GO TO THE BLACK HOLE.
NOW NOT SAYING EVERY TIME, BUT I GET THE FEEDBACK ENOUGH, WHERE IT'S CONCERNING.
DO WE HAVE AND I DISCUSS THIS WITH YOU.
DOCTOR, WHEN I WAS AT MOUNTAIN VIEW ON A SATURDAY, WE HAVE A WELCOMING DAY.
IN TERMS OF THE SUCCESS COACHES, WE DON'T HAVE A TIME LINE, EXPECTATION OF BY X AMOUNT OF DAYS OR HOURS OR WHATEVER, YOU ARE TO RESPOND.
SO THEREFORE, IT'S OPEN ENDED.
>> WE HAVE PUT THAT IN PLACE NOW.
WE SPEAK TO WHAT THE TIME LINE IS.
CLEARLY, WE WANT TO BE RESPONSIVE TO THE EXTERNAL, INTERNAL.
AND WE WANT TO MAKE SURE, THERE'S A FEEDBACK.
>> AND THE SAME THING FOR INTERNAL.
IF SOMEONE SENDS A REQUEST THROUGH, I NEED SOME DIRECTION AND IT GOES INTO A BLACK HOLE, OR MAYBE PUTS THROUGH A CONCERN AND THERE'S NEVER A RESPONSE.
THAT'S NOT HELPING US BUILD A GOOD CULTURE FOR THOSE PARTICULAR PEOPLE.
IS THERE AN EXPECTATIONS, WITHIN A CERTAIN TIME, YOU WILL RESPOND.
>> WITH THE INTERNAL, IF THERE ARE DEFINED PROCESSES BY WHICH, IN MECHANISMS, PEOPLE SEND THINGS THROUGH.
I CAN'T SPEAK TO MANY OF THE SPECIFICS.
SOME OF THEM MAY BE AROUND HR AND WHAT THE TIME LINE AND DEADLINE IS.
AND THE DOCTOR, TO SPEAK TO THE STUDENT SIDE.
IF IT'S JUST, YOU KNOW, E-MAIL THAT COMES IN, WE DON'T SPECIFICALLY HAVE
SOMETHING DEFINED AROUND THAT >> AND ON THE FLIP SIDE, TWO BUSINESS DAYS.
SO FOR THAT PARTICULAR, WE GET E-MAILS ON FRIDAY, FOR EXAMPLE, STUDENTS WILL KNOW, IN TWO BUSINESS DAYS.
>> WE KNOW THAT, IT'S BEEN COMMUNICATED AND THERE'S A LINK FOR EVERYBODY'S SIGNATURE, EVERY E-MAIL WILL HAVE A SIGNATURE.
THEY CAN SAY, HEY, TELL US HOW WE'RE DOING.
>> ALSO -- >> YOU WILL GET SOME OF THE RESULTS.
THANK YOU >> MOVING AHEAD, AND RESOURCES CONTINUES TO INCREASEÂ -- FOR HIGH VALUE JOBS.
IT COVERS A GREAT DEAL ON WHAT THE COLLEGE IS DOING.
THE ADVANCED DEGREES, TO EXPLORE, AND BYÂ -- AND TRANSFERS FOR DOING BOTH.
NURSING PROGRAM AND ALSO, WHAT'S ABOUT TO BE.
WE'RE ABLE, THE LEGISLATURE HAS ENABLED US TO DO IT IN THREE AREAS; RIGHT?
[00:20:03]
IN TERMS OF THE BACHELOREATE.AFTER RECENTÂ -- FROM THE VIEW TEAM, CAME OUT FAVORABLE.
>> YOU COULD KIND OF REMIND US?
>> I DIDN'T KNOW WE MOVED FIVE.
>> AND LAST THING ON THIS, CONTINUOUSLY MONITOR THE QUALITY FOR RIGOROUS RESEARCH.
THAT'S OUR NEW RESEARCH INSTITUTE AS WELL AS THE WORK ON THE STRATEGIC ANALYTICS.
IT'S A REMINDER FROM YOU, TO BE CONSTANTLY ON TIME.
AGAIN, NO SIGNIFICANT CHANGES TO IMPACT, THE DISPARITY.
IT'S THE CAREERS, AWARENESS, AND SUSTAINABLE CAREERS.
THE UNDER SERVED AND PARTNERSHIP, UNDER SERVED COMMUNITIES, FOR YOUTH AND ADULTS, AND BROADER SPAN.
PROVIDE SCHOLARSHIP SUPPORT, LEADING TO THE CAREERS.
INCREASED SUPPORT FOR LIFE ISSUES, SUCH AS HOUSING, FOOD.
CHILD CARE EMERGENCY AID, TRANSPORTATION AND WE HAVE MAJOR THINGS GOING ON IN EACH ONE OF THE CATEGORIES.
TO STRENGTHEN THE EDUCATIONAL PIPELINE, TO GAEN GAUGE WITH STUDENTS, PARTNERING, SCHOOL UNIVERSITIES ANDÂ -- AND IT'S THE WHOLE RANGE OF
POSSIBILITY >> LET'S GO BACK TO THE STREAMLINE AND SUPPORT LINE.
AND TO EXPLORE, THE BACHLOREATE.
MEDICAL STUDENTS START OR TAKE PART IN THE COMMUNITY COLLEGE.
WE CAN BUILD A PIPELINE WITH THE GRADUATE SCHOOLS AS WELL AND MAYBE WE SHOULD MENTION IT.
FOSTER AND EQUITABLE AND ENVIRONMENT, FOR THE EMPLOYERS, STUDENTS AND SUPPLIERS.
THE FIRST ONE, FOR EMPLOYERS, TO SUPPORT DIVERSION, FOR THE RESOURCE GROUPS, THAT'S GOING STRONGLY.
THE OTHER PROGRAM, WE'RE ALSO.
IF THEY ARE NOT, WE HAVE PROGRAMMING AVAILABLE TO THEM.
AND THAT WORK IS GOING ON IN OUR OFFICE.
ONE OF THE THINGS WE'RE LOOKING AT IS MULTI-CULTURAL COMMUNITY COMING TO US.
IN THIS UNWITH, DESIGNED TO INCREASE AWARENESS OF THE RICH DIVERSITIES AND CULTURE, TO ADDRESS THE EQUITIES AND ENGAGEMENT OF ALL INDIVIDUALS IN THE LIFE OF THE COLLEGE.
AND IT'S THE BROAD SPAN, AND PUTTING FOLKS AGAIN IN SOME THINGS.
IF WE CREATE A MULTIÂ -- THE FACT THAT WE CAN HAVE DIFFERENT LANGUAGES AT ANYTIME, IT'S PART OF THAT.
AND AGAIN, IT'S A BROAD STATEMENT.
>> DEVELOP AND MAINTAIN, TO PARTICIPATING.
PROVIDING EQUAL ACCESS AND STRENGTHEN RESOURCES FOR THE ALPHABET ROOTS THAT ARE THERE.
THE IMPORTANT PART IS WHAT'S BEING DONE.
REACHING OUT INTO THE GROUPS AND PROVIDING THINGS IN WAYS THAT'S MOST HELPFUL TO THEM.
>> YOU KNOW, I'M JUST THINKING ABOUT WHAT'S HAPPENING IN THE PAST COUPLE OF WEEKS IN THE COUNTRY AND THIS WORLD.
TO THINK ABOUT THE ROLE OF THE COLLEGE.
I ALWAYS IMAGINE, ONE OF THE ROLES WE PLAY, THAT WE SHOULD ARTICULATE, IF WE'RE ABOUT, AND IF THERE'S CITIZENSHIP AND WHAT BINDS US TOGETHER.
THE COMPONENTS OF THE COUNTRY AND INSTITUTE THAT WE HAVE HERE, THAT ARE,
[00:25:08]
THAT ARE IMPORTANT, TO SUSTAIN OUR SOCIETY.COULD WE IMAGINE SOMEWHERE IN OUR STRATEGIC PLAN, HAVING THAT AS WELL, AND, IN ADDITION TO DIVERSITY.
IF THE DIVERSITY PART IS REALLY, REALLY IMPORTANT.
I THINK THE UNIFIER WE PLAY IN THE COMMUNITY AND COUNTRY, ESPECIALLY FOR SO MANY FIRST GENERATION STUDENTS AND SO FORTH.
THAT IS WORTHY OF SPELLING OUT >> I WOULD SAY, PROBABLY THAT'S BEST CAPTURED NOW IS THE CORE OBJECTIVES.
THEY ARE PART OF THE CORE CURRICULUM FOR PRINCIPLE ACT TIFLT.
 -- ACTIVITY AND WE HAVE INSTITUTIONAL, AND HOW OUR STUDENTS ARE LEARNING AND ACHIEVING THOSE STUDENT OBJECTIVES.
THEY ARE NOT ARTICULATED HERE, BUT SOMETHING THAT IS CENTRAL TO THE CURRICULUM
WE HAVE FOR OUR GENERAL, AND IT'S PART OF THE ASSESSMENT PROCESS >> I THINK THAT'S PERFECTLY FINE I THINK IT'S A VERY IMPORTANT NOTE, FUND AMMAL
THAT WE PLAY >> WE TALK ABOUT THE SOCIAL.
AREN'T THEY ALMOST IDENTICALLY MIRRORED TO THEÂ -- OF EDUCATION.
IN OTHER WORDS, HOW COULD WE REALLY HIGHLIGHT THAT? IN OTHER WORDS, WE LEARNED IN THE HEALTH CARE WORLD, MEDICATIONS AND ALL OF THAT, WAS NOT THE REASON THAT PEOPLE ARE UNHEALTHY.
SOMETIMES, DO WE REALLY ADDRESS THE REAL REASONS WHY PEOPLE AREN'T EDUCATED.
REALLY CLEARLY DEFINED, WE SEEK OUT AND IDENTIFY.
WE TALK AROUND IT A LOT OF TIMES, SO THE FIRST MEETING, WE HAD A PRESENTATION, MAYBE WE WILL START PROVIDING HOUSING.
WE WILL START PROVIDING DAY CARE: THAT'S WHY PEOPLE ARE NOT MAKING THE EDUCATION.
I THINK IT'S, WE DON'T HAVE TO REINVENT THE WHEEL.
I THINK WE CAN LOOK AND SEE, THERE'S GOING TO BE A REAL CORRELATION, BETWEEN WHY PEOPLE AREN'T HEALTHY AND WHY THEY ARE NOT EDUCATED.
I'M NOT ONE TO REDEVELOP ONE OURSELVES.
I KNOW, THERE'S A TON OF INFORMATION DOWN TO THE ZIP CODE AREA AND THAT PARKLAND POSSESSES.
I WOULD LIKE TO ENCOURAGE A WAY, TO FIND OUR PEOPLE, OUR STAFF, AND TOTAL G WITHÂ -- WORK THAT'S ALREADY BEEN DONE, IDENTIFIES THOSE ISSUES.
AND THEN LOOK IF UP WITH IS ADDRESSED TO THE OTHER.
AND WE'RE BOTH COUNTY OPERATED, HIGHLY FUNCTION.
>> AND I THINK YOU'RE REALLY, TALKING ABOUT SOMETHING THAT'S ACTUALLY GOING ON.
AND OUR CONCERN OF HEALTH CARE, CHILD CARE THAT'S HAPPENING ON.
AND THE LIGHT ISSUE STATEMENT, I THINK WHERE IT COMES TOGETHER, WITHOUT HAVING TO GO THIS KIND OF PARTNERSHIP.
KNOWING THAT OUR STUDENTS, LIST THE NEEDS, THAT WE ARE CHOOSING TO WORK WITH ON AN VIED BASIS.
>> WHEN I TALK ABOUT, AND YOU TALK ABOUT SOME OF THOSE, THAT WE TALK ABOUT, AROUND TRANSPORTATION AND CHILD CARE.
AND OVER THE NEXT COUPLE OF YEARS, I REALLY DO WANT TO TALK ABOUT, HOW DO WE DEVELOP, ADDITIONAL OPPORTUNITIES FOR CHILD CARE.
[00:30:01]
CERTAINLY FOR MENTAL HEALTH AND MENTAL HEALTH SCREENING.HEALTH CARE, DURING THE PANDEMIC, THE IMPORTANCE OF HAVING QUALITY HEALTH CARE.
AND OFTEN TIMES, THE POPULATION WE SERVE IS SIMILAR TO THE POPULATION OFÂ -- PARKLAND.
AND WE WANT TO FIND WAYS TO ENRICH THAT PARTNERSHIP AND ADDRESS THE BARRIERS WE CAN FOR INDIVIDUALS.
THE ONE THING THAT WAS REFERENCED EARLIER AROUND OR RESEARCH TEAM, WE HAVE A FUNCTION RESPONSIBILITY, THAT'S PUTTING TOGETHER AN ANNUAL RESEARCH PLAN, THAT WILL HELP US IDENTIFY, WHERE ARE THE GAPS AND BARRIERS, AROUND HOMELESSNESS.
>> AND I KNOW THERE'S A LOT OF STUFF GOING ON, A LOT OF ACTIVITY AND ALL OF THAT
>> THAT'S WHY I THINK, WE'RE TALKING ABOUT NOW.
IF WE DON'T PUT IT ON OUR AREA, THEN THAT'S WHAT I DO KNOW IS GOING ON.
THE MORE I GO TO THE ACTIVITIES AND GET TO KNOW EVERYBODY IN THEIR DEPARTMENT BETTER.
AGAIN, I'M JUST CONTINUED TO BLOW AWAY ABOUT WHAT WE'RE ALREADY DOING.
WE'RE NOT EVEN, WE'RE NOT AWARE OF A LOT OF IT.
WE'RE NOT MAKINGÂ -- AND THAT'S WHAT I'M WANTING TO MAKE A PRIORITY IN OUR EFFORT TO NOT REINVENT THE WHEEL.
IT COULD BE DOCUMENTS THAT FLOW, OR SOMEHOW MAKE US AWARE OF THE ACTIVITIES.
>> WE CAN CERTAINLY, WE CAN CERTAINLY DO THAT.
I THINK WHEN WE GET INTO THE FRAMEWORK THAT DANIEL TALKED ABOUT.
>> WE PUT IN PLACE TO WORK WITH THE PARTNERS.
MARY AND HER TEAM, WILL DO THE CONVENIENT WORK, WHILE WE BRING SOME PEOPLE IN THE TABLE.
AND BACK TO THE RESEARCH ASPECT.
THE FOOD BANK HAS DATA, WE HAVE DATA, TO USE OUR CONVENING OPPORTUNITY.
WE CAN LOOK AT THAT TOGETHER, SO WE CAN GET SOME CLOSURE.
>> MAKE SURE WE DON'T LOSE THAT THOUGHT >> NEXT TWO, CREATE A CULTURE THAT DEVELOPS WORKERS AND OTHERS, AND SUPPORTS COLABRATION AND EFFORT.
AND HAVINGÂ -- AND AS WELL AS, YOUR NEED TO GO HERE.
AND LEADERSHIP, AT ALL LEVELS.
>> ALTERNATIVE PROGRAM AND STUDENTS, WITH OPERATIONS AND AS WELL AS, CREATING AN ENVIRONMENT AND ACCOUNTABILITY.
>> AND QUESTION, IN TEMS OF I MENTIONED IT EARLIER, ABOUT HOW DO WE KNOW IT'S TAKING HOLD SUPPOSEDLY GOING BACK, TO THE SAME OLD, AS OPPOSED TO APPLYING THE INFORMATION THAT WE LEARNED.
WHAT DO WE DEVELOP, OR WHAT DO WE DEVELOP THE EXPECTATIONS, BASED ON WHAT THEY ARE LEARNING IN PROFESSIONAL DEVELOPMENT T FIND OUT IF THEY REALLY ARE USING SOME OF THE STRATEGIES, THEY ARE EXPOSED TO VERSUS SAME OLD, SAME OLD, AND WE HAVE THE SAME CULTURE THAT'S NOT WORKING FOR US, ET CETERA, ET CETERA.
>> SOME OF THE ACCOUNTABILITY IS FROM THE SUPERVISOR.
>> WHEN IT IS SUPERVISOR TO THE LEVEL.
THEY WILL BE HELD ACCOUNTABLE AS WELL.
>> ABSOLUTELY ALL ALONG THE WAY.
WE TALKED ABOUT WE WILL HAVE DIFFERENT ACCOUNTABILITY MEASURES.
THE, THE PERFORMANCE EVALUATION.
THE ADULT, JUST COME TO ONE AND DONE, THROUGHOUT THE YEAR.
>> WE CAN'T UNDERGO, EXTENSIVE, LEADERSHIP >> 270 OF THE ADMINISTRATORS.
AND I'VE BEEN FOLLOWING UP WITH THE FACILITATORS WITH SOME OF THE COMMON THEMES.
I COULD TELL YOU, ANECDOTALLY.
I LEARNED THIS, I LEARNED THIS.
TO YOUR POINT, WE WILL TAKE THE COMMON THEMES, PRESENTED TO THE FACILITATOR AND WORK THAT INTO THINGS, LIKE SOME OF THE STRATEGIC PLANNING,
[00:35:12]
INTO THE BEHAVIORAL, AND YOU HEARD THEM TALK ABOUT, BUILT TO THE PERFORMANCE AS WELL.THERE'S DEFINITELY AN INTENT TO CONTINUE TO BUILD ON THAT.
THIS TERMS OF THE ACTUAL MEASURE, THAT'S A LITTLE BIT DIFFICULT.
WE'RE RELYING UPON, THAT TYPE OF THING.
AND WE'RE FOLLOWING UP IN THE TPD TYPES OF THINGS >> I HEARD THE QUALITY IS GOOD.
I HEARD WE'RE NOTÂ -- AND OTHER THAN GENDER, AND THE CONSULTANTS.
AND THAT, WHEN AN ISSUE OR CONCERN IS BROUGHT TO THEÂ -- OF THE PERSON OF COLOR, THE CONSULTANTS ARE NOT ABLE TO DEAL, KIND OF BRINGING OUT WHAT WE WILL ADDRESS IN THE AREA.
ISM AS YOU KNOW, WE DID AN RFP.
THEY PROVIDED US, WITH THE TWO FACILITY.
THAT'S A GREAT POINT TO TAKE BACK TO THE COMPANY.
I HAVEN'T HEARD, THE FACILITATORS, WERE NOT WILLING OR ABLE >> WE HAVE ANOTHER CONTRACT, BE PART OF THE CONTRACT.
THOSE ARE GOING TO BE PROVIDING THE TRAINING, THOSE PEOPLE TO DEFLECT DIVERSITY, OTHER THAN GENDER.
THEY WERE GREAT FACILITATORS, BUT THE DIVERSITY VARY WITH EACH ONE.
>> IT'S VERY WELL WORDED AND STATED.
I THINK THERE'S SOMETHING MISSING.
IN THE COMMUNITY MOVEMENT, IN THE EDUCATIONALÂ -- HAS BEEN A MUCH NEEDED MOVEMENT TOWARDS REWARDING.
LESS THAN A CORNERSTONE OF THE ACADEMIC, SUCCESS, DALLAS SCHOOL DISTRICT.
THEY ARE REWARDING, FOR THE BEST TEACHERS, DOING THE BEST JOBS, WITH THE HARDEST STUDENTS.
WE HAVE LANGUAGE ABOUT ALIGNMENT AND EVALUATION.
WE ARE PURSUING THAT, WITH CONTACT WITH THE CHANCELER.
THERE'S COMPENSATION OPPORTUNITY AND EVER HISTORY OF THE COLLEGE.
I WOULD ENCOURAGE US TO HAVE A PERFORMANCE.
>> AND ADD THAT TO THE RECOMMEND NITION.
>> AND THE ONE ON LEADERSHIP RIGHT HERE, IT SAYS, CREATING A RECOGNITION AND ACCOUNTABLITY.
THE RECOGNITION, INCLUDESÂ -- LOVING COURSE TO THAT >> WE WILL PAY YOU FOR IT.
AND IT'S ABOUT ENTERTAINING OUR BEST PEOPLE BY REWARDING THEM AND
[00:40:03]
FINANCIALLY.AND A LOT OF WAYS, AT THE END OF THE DAY.
>> THAT'S A GOOD SEGWAY TO THE NEXT PRESENTATION >> THAT WILL BE AVERAGED ON THERE.
AND THEN, WE'RE GOING TO CASCADE THAT THROUGHOUT THE ORGANIZATION.
PART IS GETTING THE EVALUATION PORTION IN PLACE.
THAT'S ONE ASPECT WE'RE WORKING ON, AS WE BUILD ON ADDING PERFORMANCE.
>> AND ESPECIALLY IN THE BACK, IT'S NOT A ONE SIZE FITS ALL MUCH YOU'RE IN THE PROCESS OF THINKING OF THAT AS WELL.
>> AND VICE CHAIR RITTER, AND HE'S AGREED TO ZERO SALARY UNLESS HE PERFORMS.
>> AND EXCELLENT COMMENTS, WILL TAKE THEM INTO ACCOUNT.
AND THE STATEMENT ON SYSTEMS, WHICH I THINK SPEAKS DIRECTABLE, AND CONTINUE TO LINE JOBS, WITH THE WORK IN THE COLLEGE AN INCORPORATE THE BEST COLLEGE, ALLIANCE EXPECTATIONS AND EVALUATION OF PERFORMANCE.
WE PROBABLY NEED TO MAKE IT MORE SPECIFIC.
AND THEN THE LAST ONE, SERVICE, THE PRIMARY PROVIDER, IN THE REGION.
AGAIN, THIS IS ONE IS NOT CHANGED, THE SYSTEM WENT ALL OVER THE PLACE.
WE'RE CONSCIOUS OF OUR TIME, WE WILL MOVE TO THE LAST PRIORITY, COMING FORWARD.
AND IT'S NOWÂ -- AND WHATEVER WE DO.
AND KEEPS UP, FOR QUITE SOME TIME NOW.
ON THIS ONE, THE UNDERLYING, ISÂ -- YOU ACCESS, THE TENSION, INNOVATIVE POSSIBILITIES, PARTNERSHIPS AND STEWARD SHIPS OF RESOURCES AND TRUST TO THE COLLEGE, AND ENHANCE QUALITATIVE LIFE, WITH FUTURE PRESENCE, AND OTHER VITAL.
AND THIS IS FAIRLY COMPREHENSIVE.
IT'S NOT ONLY ABOUT LOOKING ABOUT INDIVIDUAL PARTNERSHIPS, BUT EXTRAORDINARY STEWARDS OF THE RESOURCES.
MAKING SURE WE'RE MINDFUL OF THAT.
THE LAST, IS TO BUILD COMMUNITIES.
AND IT SPEAKS DIRECTLY TO YOUR INTEREST.
TO DEVELOP STRATEGIC, TO THE SCHOLARS AND THE FUTURE OF THE EDUCATIONAL ACHIEVEMENT IN DEVELOPMENT.
I WORK ON THE ARBORETUM ON A NUMBER OF THINGS.
ONE OF THE COMMENTS, HOW DOES DALLAS COLLEGE, GOES DOWN AS DALLAS COUNTY.
IT'S SOMETHING, TO CONTINUE, AND OUR ABILITY TO TAKE THAT ACTIVE ROLE, WHO WILL BE HOW WE WILL BECOME.
>> KEN BARK WAS RUNNING THE MEMBERSHIP COMMITTEE >> LEADER AND EDUCATIONAL LEADER.
>> I THINK THOSE COMMENTS, IT'S LIKE ANYTHING ELSE.
THE MOST CRITICAL THING, WE AS A POLICY BOARD, HAVE AT THE TAKE OWNERSHIP.
WE HAVE TO REALIZE, WE ARE THE CORE OF THAT.
WE ARE THE PERSON WHO COULD LEAD DALLAS COUNTY TO A DIFFERENT LEVEL.
THAT'S MEASURED IN A LOT OF WAYS.
NOT JUST IN DOLLARS, BUT CHANGING LIVES.
CHANGING THE SOCIAL ECONOMICS OF FAMILIES.
WE HAVE TO KEEP TELLING OURSELVES AND BELIEVE IN WHAT WE ARE, AND WHAT WE
HAVE A CHANCE TO BE PART OF >> WITH THAT, I WILL TURN IT TO YOU.
[00:45:12]
I'VE BEEN WORKING WITH JEREMY ANDERSON.HE'S OUR NEW ANALYST AND WITH PARTNERSHIP IN MIND, AND A WORK WITH THE FUNCTIONAL, AND SPACE TO HELP US TAKE THE STRATEGIC PRIORITIES AND TRANSLATE THEM INTO ACTUAL GOALS FOR DALLAS COLLEGE.
THE FRAMEWORK IS TO BEING ABLE TO ARTICULATE THE ACTIVITIES, BUT OUTCOME.
AND GIVE CLARITY TO THE EMPLOYEES, SO WE WILL HAVE A DIRECT LINE OF SIGHT.
THEIR WORK TO THE KPR'S AND GOALS AND IT IS IMPORTANT TO NOTE, THIS IS A SELECTION OF OUR GOALS AND KEY PERFORMANCE INDICATORS.
IT IS NOT COMPREHENSIVE OF THE WORK WE'RE DOING AT DALLAS COLLEGE.
FOR DALLAS COLLEGE TO BE MEASURING ON.
THIS IS ONE TOOL WE'RE GOING TO USE, TO GIVE YOU A QUARTERLY UPDATES AND COMPREHENSIVE ANNUAL UPDATE, ON HOW DALLAS COLLEGES IS DOING IN THE BIG PICTURE.
WE TOOK THE SEVEN PRIORITIES AND WE TRANSLATED TO FOUR GOALS FOR DALLAS COLLEGE.
THOSE CENTER ON COMMUNITY ENGAGEMENT AND INSTITUTIONAL EFFECTIVENESS.
EACH ONE OF GOALS IS A CONNECTED MORE THAN ONE OF OUR STRATEGIC PRIORITIES.
FOR STUDENT SKWES SUCCESS, WE WANT TO PROVIDE, EQUITABLE ENVIRONMENT FOR STUDENT SUCCESS.
AND FOR EMPLOYEES SUCCESS, WE WANT TO DEVELOP THE LEADERS TO PROMOTE AND
EQUITABLE CULTURE AND NOW WE HAVE, IDENTIFIED HERE >> GOAL THREE, TO LEVERAGE THE PARTNERSHIP, TO STRENGTHEN, THROUGH CONNECTED LEARNING AND TALENTS SUPPLY CHAIN.
AND FOUR, IS INSTITUTIONAL EFFECTIVENESS.
CONTINUOUSLY IMPROVE, TECHNOLOGICAL AND OTHER CAPABILITIES, WITH FOCUS OF
EFFECTIVENESS, AND QUALITY >> IT'S A CONTRIBUTING FACTOR TO ALL OF THIS.
AND SO, THIS IS THE FRAMEWORK THAT WE HAVE IDENTIFIED, WITH OUR KEY PERFORMANCE INDICATORS, FUNCTION AREA LEADS WITH THE DIRECT REPORT.
WITH THE ROYAL BLUE, YOU HAVE THE STRATEGIC GOAL.
THE KEY INDICATORS THAT WERE IDENTIFIED.
THIS IS THE PIECES THAT WILL SHOW US, ARE WE TRACKING TO ACHIEVE OUR MISSION OR NOT? EACH OF THE LINES, ARE THE SPECIFIC MEASURES, WE WILL BE LOOKING AT OVER TIME, TO GIVE US A CLEAR PICTURE.
ARE WE MAKING THE PROGRESS TOWARDS THE KEY PERFORMANCE EDUCATOR? NOT JUST, ARE WE HEADING IN THE RIGHT DIRECTION? ARE WE RECEIVING THAT PACE.
>> WHAT'S THE BASELINE FOR EACH ONE OF THE MEASURES?
>> WE'RE WORKING WITH JEREMY'S OFFICE.
>> A LOT OF THIS, HAS THE BASELINE.
FRESHING, IN EMPLOYEE'S SUCCESS, THE FIRST YEAR ACTIVITY WILL BE SERVING
THE OBTAINING THE BASELINE >> ALWAYS GET UNCOMFORTABLE WHEN IT'SÂ -- VERSUS THE, THE EXACT NUMBER WE'RE WORKING TOWARDS.
THEN YOU WILL EXPLAIN THE RIGHT SIDE >> WE'VE SEEN THIS BEFORE, AND THESE ARE THE KPI'S AND MEASURES THAT ARE IDENTIFIED THAT'S SOLID.
NEXT STEP IS IDENTIFYING THE MEASURES.
>> WE'RE CIRCLING BACK WITH OUR KEY LEADERS.
I THINK OUR GOAL, WOULD BE, WE WOULD HAVE THAT IN PLACE BY THE END OF THE TERM.
>> TERM MEANING >> MEANING NET.
>>ND A THE THING YOU REFERENCED EARLIER.
[00:50:04]
THIS WILL PROVIDE, HOW ARE WE DOING.>> IT PROVIDES A TRANSPARENT WAY, WHERE WE'RE DOING WELL, WHERE WE'RE NOT DOING WELL: AND THEN ADDRESSES THE RESOURCES AND TALENTS TO ADDRESS THOSE.
WHEN WE FIRST WENT TO THE BOARD, ANDÂ -- I LIKE WHAT YOU'RE SAYING ABOUT WHERE WE'RE DOING GOOD AND NOT DOING GOOD?
>> THANK YOU FOR NOT TRYING TO HIDE.
I'M REALLY LOOKING AT WHAT DO WE WANT THE INSTITUTION LOOK LIKE.
THERE'S A LOT OF MOVING PARTS IN BETWEEN NOW AND THEN, AND THINGS THAT MAY SHIFT.
WE WANT TO LOOK AT THE THINGS, ON ONE, THREE, FIVE YEAR BASIS.
AND THEN ADD SOME INSPIRATIONAL THINGS WE WANT TO ACHIEVE.
THIS WILL SHOW US IN OUR AREA, AND HOW WE'RE DOING? WE'RE NOT GOING TO DO GREAT RIGHT OUT OF THE GATE.
WE'RE NOT GOING TO DO GREAT IN A PERIOD OF TIME.
WE WILL BE ABLE TO SEE IT AS AN INSTITUTION TOGETHER AND IDENTIFY WHAT WE NEED TO DO FROM THERE.
>> AND NOT ONLY, THE INTENT OF THE DOCUMENT TO DRIVE CONTINUING IMPROVEMENT AND PRACTICE.
>> IT'S NOT GOING TO BE HOW GREAT THE REPORT IS GOING.
AND THIS IS HOW THINGS ARE GOING AND THIS IS WHERE WE WANT TO PUSH FOR THE NEXT SEVERAL YEARS.
WE DON'T TO EXPECT TO RORN EVERY QUARTER OR EVERY YEAR.
>> BECAUSE WE WANT, TO SET THE TARGETS HIGH ENOUGH THAT THEY ARE A STRETCH.
WE WANT TO HELP FOLKS, UNDERSTAND HOW IT CONTRIBUTES TO THEIR SUCCESS, SO WE CAN CALIBRATE OUR ACTIVITY TO REACH OUR OUTCOMES.
AND AGAIN, YOU'LL SEE, PARTICULARLY, WITH 2.2, FOCUS ON DIVERSITY, EQUITY ANDÂ -- TO BE PART OF THE GOAL AND ALSO, SO AS FAR AS FIRST YEAR, BENCHMARKING ACTIVITY, FOR 2.3, PROMOTING ENGAGEMENT AND EXPERIENCE.
THAT'S THE, THE ACTIVITY OF THE FIRST YEAR, TO DEPLOY THE TOOLS AND GET THE BASELINE DATA AND TO SET TARGETS, BEYOND THAT.
THAT'S ONE OF THE EXAMPLESES, WE DON'T HAVE BASELINE DATA TODAY.
THAT'S THE FIRST ORDER OF BUSINESS.
>> AS SHERRY'S OFFICE IS REDEVELOPING THE EMPLOYEE EVALUATION PROCESS.
WE'RE EMBEDDING IN THAT, EACH INDIVIDUAL, ALIGNED TO KPI'S AND MEASURES IN THE STRATEGIC PLAN, SO THEY CAN ALIGN THEIR INDIVIDUAL WORK GOALS TO ITEMS IN THE STRATEGIC PLAN.
>> THAT MEANS, IF I'M A STUDENT SUCCESS COACH, IF I COULD SEE IN IT FOR MYSELF, I COULD SEE IT ALIGN TO A MEASURE IN THE FIRST GOAL, THAT'S ALIGNED TO THE KPI.
WE CAN CONNECT THE DOTS FOR OUR INDIVIDUAL GOAL TO THE DEPARTMENT GOALS, TO THE DIVISION GOALS ALL THE WAY TO DALLAS COLLEGE GOAL AND, IN CHANGING LIVES AND HIGHER EDUCATION.
>> LINE OF SITE, MEANS HOW IT'S CONNECTED, THE THINGS YOU KNOW ABOUT?
[00:55:02]
>> YES YES THAT'S THE IP TENT THAT EVERY EMPLOYEE WOULD BE ABLE TO KNOW HOW
THEIR WORK IS DIRECTED TO ALL OF THOSE THINGS >> I WANT TO ACKNOWLEDGE, ENGAGEMENT AND ALSO EXPERIENCE, APPLAUD THAT.
WE NEED TO DO IT FOR A LONG TIME.
THAT'S SOMETHING WE VALUE OR YOU ON QUSLY VALUE.
>> WE KNOW IT'S A CRITICAL TIME PERIOD.
THE EMPLOYEES HAVE BEEN THE LAST COUPLE OF YEARS.
WE ARE GOING TO ASK FOR ALL OF THAT AND I EXPECT WE WILL HEAR A GREAT DEAL.
>> AND THEN THE STRATEGIC GOAL, NUMBER 3 IS CENTERED AROUND COMMUNITY ENGAGEMENTS.
3.2 IN PARTICULAR, IS ABOUT THEÂ -- TO OUR COMMUNITY PARTNERS AND WE'VE IDENTIFIED COMMUNITY AND FAITH-BASED ORGANIZATION, SMALL BUSINESSES AND ALSO EVALUATING WITH THE STEAK, AND INCREASING THE CORPORATE PARTNERSHIPS FOR WORKFORCE TRAINING.
IT'S CERTAINLY WHERE A LOT OF THIS, HAS BEEN ACROSS IN DEVELOPING OUR COMMUNITY PARTNERSHIPS.
>> SINCE THE LIST, I HAVE THAT LIST, BUT I'M CONFIDENT THAT.
>> FOLKS WHO IDENTIFY THE MEASURE.
>> AND WHAT I SAY IN THE MATTER, WE TALKED TO OTHER INSTITUTIONS THAT HAVE DONE THOSE SORT OF THING.
THERE'S DIFFERENT COMPANIES, THAT DO THE TYPE OF ENGAGEMENT, THAT WE CAN HELP FEED INSTITUTIONS, THAT WE WILL HEAR FEEDBACK FROM.
WE ARE WORKING ON THE TIME LINE.
I DON'T HAVE THE TIME LINE ON THE EXTERNAL >> THERE'S SOMETHING MISSING.
>> YES, MA'AM, WE'LL GET THAT FORM.
>> AND MR. BOYD'S COMMENT EARLIER, BEING THE QUARTERBACK, IF YOU WILL FOR COMMUNITY COLLEGE, LIFE ISSUES AND THINGS LIKE THAT.
WE HAVE INCREASING PARTNERSHIPS, WITH SOME OF OUR STUDENTS.
I WOULD THINK ABOUT, THOSE PARTNERSHIPS, NOT JUST SERVING THOSE OF DALLAS COLLEGE, BUT THROUGH THE ENTIRE LEARNING.
SCHOOLS ARE BEING, COULD WE, THE COLLEGE, WORK WITH OUR EDUCATIONAL PARTNERS, THAT EDUCATE, SEAMLESS STUDENT SERVICES.
WE'VE DONE ALL THIS STUCH, THE STUDENT SERVICES, AND THEY POINT TO DALLAS COLLEGE STUDENTS.
WHERE THE STUDENTS HAVE A SEAMLESS ACCESS TO ALL THE SERVICES, THAT THEY NEED,
[01:00:06]
DURING THE ENTIRE COURSE OF THE JOURNEY THAT WOULD BE A DIFFERENT, THROUGHOUT THE COURSE OF THE METRIC.>> THE QUESTION IS, WHAT SORT OF DATA WOULD WE HAVE.
>> AND YOU ANDÂ -- AND ARE WE DOING A LOT OF THINKING ABOUT HEALTH CARE AND THOSE SORT OF THINGS.
WE'RE PROBABLY THE THOUGHT LEADER ON THAT.
IF WE DON'T HAVE IT AROUND, THEY WILL FALL OFF, EITHER.
>> I WOULD SAY, WE ARE LIMITED BY WHAT WE CAN MEASURE TODAY.
AND WE WANT TO BE VERY THOUGHTFUL AND CAREFUL THAT THE MEASURES WE GET TO THE DOCUMENT.
>> THERE'S AN OPPORTUNITY, AS WE'RE BEING INTENTIONAL TO GET DATA AND USE IT AS WE INCREASE OUR CAPACITY, WHEN IT COMES TO ACCESSING DATA.
THERE'S AN OPPORTUNITY, WHEN WE GET TO THE POINT, OF GETTING ABLE TO GET TO THE BETTER METRIC THAT WE REPLACE IT WITH BETTER METRIC, IF WE CAN.
ALSO, TO KNOW, THESE SPECIFIC MEASURES ARE CERTAINLY NOT THE ONLY MEASURES, WE ARE TRAPPING.
EACH ONE OF THE DEPARTMENTS WILL HAVE THEIR OWN SORT OF ACTION PLANS.
IT'S POSSIBLE, IF THERE'S SOMETHING WE FEEL THAT'S NOT CAPTURED HERE, IT IS LIKELY, IT WILL BE CAPTURED AT THE DEPARTMENT LEVEL AND COULD BE REPORTED OUT TO YOU: ACCESS TO THE SPECIFIC REPORTING ABILITY FOR YOU.
I THINK WE WERE BEING CAREFUL, THE FIRST ROUND TO ONLY PUT THINGS OUT HERE WE CAN DELIVER.
>> THIS IS A CORNERSTONE FOR BUDGETING, FOR CONVERSATION >> MAYBE THERE'S A SET OF POPULATION METRICS AND HEALTH CARE, EDUCATION AND INCOME AND SO FORTH.
YEAH, WE DON'T CONTROL ALL THE THINGS THATÂ -- AND HAVE IT VISIBLE IN THE FORM
AND BUDGETING AND PROGRAM PRIORITY >> OUR FOURTH GOAL, IT CENTERS ON THE INTERNAL OPERATIONS.
SO 4.1, RESPONSIBLE AND SOUND.
AGILE, AND THIS IS OUR IET AND DIGITAL EXPERIENCE BOXES >> TO BUILD AND MAINTAIN, THAT'S SUSTAINABLE AND DELIVER OPERATIONS.
HOW ARE THINGS GOING, AND THAT INTERNAL OPERATIONAL EXPERIENCE.
AND THE NEXT THING, IS TO TAKE THE THINGS WE'VE IDENTIFIED AND ACCEPT THE 1 AND 5 YEAR BENEFITS.
IF THERE'S ANY ITEMS, WE DON'T HAVE THE BASELINE DATA FOR, JOB NUMBER ONE IS TO GET THOSE MEASUREMENTS DEPLOYED SO WE CAN GET THE BASELINE DATA THIS YEAR.
EACH OF THE ADMINISTRATIVE DEPARTMENTS WILL DEVELOP THE, THE ACTION PLANS, SO THEY WILL TAKE THE STRATEGIC PLAN AND IDENTIFY THEIR TOP 2-3 INITIATIVES OR PROJECTS, THEY WILL BE WORKING ON IN THE COMING YEAR.
IDES FY SPECIFICALLY, THE KPI MEASURES THAT IS ALIGNED TO.
AND THROUGH THE INDIVIDUAL PROCESS, THE INDIVIDUAL GOALS WILL HAVE THE OPPORTUNITY FOR EACH INDIVIDUAL EMPLOYEE TO ALIGN THEIR WORKFORCE WITH THE UPPER, MEASURES, CLOSELY ATTACKED TO THEIR WORK.
AS WE GET THE DATA TOGETHER, LEADERS WILL HAVE DASHBOARDS, TO SEE, AS
[01:05:09]
FREQUENTLY, THEY WILL HAVE ACCESS TO IT.THIS IS NOT A PROJECT, THAT GETS DONE AND SOMETHING THAT THEY ARE MONITORING WITH THEIR TEAMS ON A REGULAR BASIS.
THE BOARD WILL RECEIVE, QUARTERLY REPORTS ON STRATEGIC PLANNED DATA.
AND THERE'S SOME MEASURES THAT ARE UPDATED ANNUALLY.
YOU WON'T HEAR ABOUT THOSE ONES, BUT AS FREQUENTLY AS THE DATA IS UPDATED, IT
WILL BE REPORTED IN THE QUARTERLY REPORTS >> QUESTION, WHERE ARE WE IN THE LAND USE POLICY.
>> WE'RE CURRENTLY, FINISHING PRESENTATIONS AND WE HAVE A MEETING THIS FRIDAY, TO REVIEW THE PRESENTATIONS AND HOPEFULL FIND A FINALIST.
>> THE COMMITTEE THAT WAS TO RESELECT, TO DEVELOP OUR LONG-TERM STRATEGIC PLAN ON FACILITIES, REAL ESTATE AND OTHER THINGS.
IT'S A LOT, FOR THE NEW 7 STRATEGIC GOAL TO COME, TO TRY TO WORK >> HOW DOES IT RELATE TO A LAND USE POLICY, RECOMMENDED TO THE BOARD?
>> I THINK IN ONE OF THE THINGS WE LOOKED AT WHEN WE FIRST STARTED TALKING ABOUT LAND USE POLICY, IT WAS TOO LIMITED.
WHAT WE ARE TRYING TO DO IS BUILD IT OUT FURTHER TO LOOK WHAT NEEDS TO BE DONE, 30-40 YEARS OUT WHAT WE ARE TRYING TO BE DOING.
LAND USE, PARTICULARLY, WILL SET THE GOAL.
THE STRATEGY, WE'RE NOT GOING TO DO TATTOO PARLORS.
WE WANT TO KEEP THIS IN A HIGH NOTE LEVEL.
QUITE FRANKLY, THE HARD PART WITH EVERYBODY, THEY WANTED TO DO IT IN DUE PROJECT.
IT'S SOMEBODY TO DEVELOP THE PLAN, TO HAVE THE VISION.
I GO BACK TO THE ORIGINAL TRUSTEES, WHO CAME AND 55 YEARS AGO.
AND LOCATED THE LAND THAT WE HAVE CURRENTLY.
WHAT DO WE NEED TO DO WITH THAT FOR THE NEXT -- >> AND THE POLICY.
WE MADE THE DECISION, OR EXPRESSED THE DECISION TO HAVE A LAND USE POLICY.
THAT WOULD ARRIVE, ACCESS OF THE LAND USE PLAN.
AT THE SAME TIME, WE GO OUT AND FIND OURSELVES, QUALIFIED CONSULTANT WHO WILL COME IN, NOT ONLY WORK ON THE LAND USE PLANNING BUT WORK ON THE BOARD IN DEVELOPING.
WE ANTICIPATE THE FIRM, IN THE PROCESS, WILL BE ABLE TO ASSIST THE DEVELOPING
THE PROCESSES >> BASICALLY, WHAT YOU'RE SAYING.
>> I DID >> BECAUSE YOU TALKED ABOUT POLICY.
PLUS, I WAS GOING TO GO THERE EVENTUALLY.
IN THAT REGARD, THE POLICY IS ESSENTIAL TO PLANNING, STRATEGIC PLANNING AND EVERYTHING ELSE.
AS WE WERE TALKING ABOUT, IN THE INITIAL FOR THE THOUGHT OF BRINGING IN OUTSIDE CONSULTANT, WE HAVE TO WORK, TO DO THE KIND OF PROCESSES, THAT WE HAVE TO FOLLOW, TO DEVELOP POLICIES AROUND LAND.
OR MAKE THE DECISION TO GO OUT AND BROUGHT THE CONSULTANT.
NOT NECESSARILY HAVE THE SKILLS, AND NOT ONLY WITH PLAN USE POLICY ASPECT BUT
ALSO WITH LAND USE IN THE COLLEGE >> AND TO GET OUT WITH THE CONSTITUENTS, BUT EXTERNAL CONSTITUENTS, OF BEING ABLE TO HAVE SOMEBODY GET THE EDUCATION.
ROB AND I WERE NOT THE ONLY ONES.
[01:10:03]
>> I DON'T REMEMBER THE DISCUSSION, FOR THE BOARD, WHAT IS BOTHERING ME, AND WE SPENT A LOT OF MONEY, ON WHAT WE THINK, THE PEOPLE WITH CAPABILITIES.
>> LAST PART, WE WERE TALKING ABOUT REAL ESTATE ISSUES >> IT'S AN ONGOING DISCUSSION.
AND WITH THAT SAID, WE HAD A DISCUSSION ON LAND USE POLICY.
CERTAINLY IT WON'T BE APPROPRIATE, WITH LAND USE POLICY.
AND WHEN WE LOOKED, NECESSITY TO HIRE THE ASSIST.
THEY HAVE THE CAPABILITY TO DEVELOP AS WELL.
>> WHEN WE TALKED ABOUT CONSULTANTS, AND IT JUST, BOTHERS ME THAT WE SPEND ALL THIS MONEY.
BUT WITHÂ -- WE SPEND MONEY IN TERMS OF CONSULTANT >>.
>> IN THE SELECTION PROCESS TO HIRE, YOU KNOW, PEOPLE.
>> AND LOOK, AND WHO COULD PERFORM SOME OF THESE, RESPONSIBILITIES, TAKING ON DIFFERENT PROJECTS.
WE SHOULD GIVE, OUR ABILITY TO TAKE ON OPPORTUNITIES.
WE'RE NOT CONSISTENTLY, HIRING CONSULTANTS FOR THINGS I THINK WE SHOULD HAVE SOMEBODY IN THE ORGANIZATION TO PAY FOR AND TAKING RESPONSIBILITIES.
CERTAINLY AS IT RELATES TO, THROUGH THE RESTRUCTURING AND CONSOLIDATION, WE CERTAINLY, TO GIVE PEOPLE THE OPPORTUNITY, THAT WE ARE ALREADY HERE.
WE HAVE SOME LEVELS OF EXPERTISE TO BE ABLE I HEAR WHAT YOU'RE SAYING.
THAT'S THE BALANCE >> I THINK, THERE'S SOME TIMES, WE'RE DEPENDING ON OUR INTERNAL STAFF, THAT POSSIBILITY DON'T HAVE THE BROADER EXPERTISE THAT WE NEED TO LOOK AT, WHEN LOOKING AT THE LARGE INVESTMENT OF TAXPAYERS DOLLARS, BUILDING ET CETERA THAT WE'RE PURSUING, IT'S GOOD TO GET THE EXPERTISE.
>> I THINK THE USE OF CONSULTANTS ARE USED IN A ROLE, YOU DON'T DAY IN AND DAY OUT, OF THE MAG TUT, WE'RE ASKING FOR IN THE CONSULTING ENGAGEMENT.
IT WOULD BE TOO EXPENSIVE TO REPLICATE, WHAT WE CAN BUY, TWO MONTHS, THREE MONTHS, WORTH OF TIME AND THEN WE DON'T NEED THAT.
WITH THE INFORMATION, I'M EXPECTING TO GAIN, IS FOR US, TO THEN MAKE THE POLICY TO BUILD, OUR GOAL WE HAVE AS TRUSTEES.
WE NEED TO WORK WITH OUR STAFF WE HAVE TO DEVELOP A PLAN OF ACTION FOR THE NEXT 3 TO 7, 10, 20 YEARS.
AND THE REASON, MY OPINION, THAT I ALWAYS LIKE TO HAVE THE CONSULTANTS IN THE ROLE, IS BECAUSE NONE OF US, THAT WILL HAVE THAT TYPE OF MIND-SET IN DEVELOPING LONG RANGE PLAN.
SOMETIMES, BOARDS HAVE PEOPLE LIKE THAT, BUT IN OUR CASE, THE PROFESSIONS AND THE LIVES WE'VE ALL LED ARE NOT IN THE ROLE.
I THINK IT'S BECAUSE IT'S A FUTURISTIC PART, WE DON'T HAVE ACCESS.
IN OTHER WORDS, WE HAVE TO HAVE THESE MEASUREMENTS THAT WE'VE BEEN TALKING ABOUT, HOW WE MANAGED WHAT WEÂ -- GAIN MEASURE TO MANAGE IT.
[01:16:27]
MY POINT, IS THAT THE DATA, THAT'S AVAILABLE ON WHAT'S HAPPENING AND I'LL PICK ANYTHING FROM AUTOMOUS VEHICLES TO ANYTHING IN THE NEW FINANCIAL WORLD OFCRYPTO CURRENCY, >> ALL THE THINGS, THAT WE, WE BUILD LIVES WITH, IN OUR LIVES AND BUSINESSES, THAT WE HAVE TO KNOW ABOUT.
IT TAKES PEOPLE, WHO BASICALLY SPEND THEIR LIFE LOOKING INTO THE FUTURE, NOT IN THE PAST.
WE TAKE THAT INFORMATION AND BUILD A FUTURE PLAN FOR THE COLLEGE.
IT'S NOT THAT WE'RE DEFICIENT.
IF YOU HAVE NOT BEEN EXPOSED, YOU DON'T KNOW, WHAT YOU DON'T KNOW.
IF YOU KNEW IT, YOU WOULD DO SOMETHING ABOUT IT.
IF YOU DON'T KNOW, WHAT YOU DON'T KNOW IT, AND THAT'S WHY WE HIRE PEOPLE TO HELP US KNOW ABOUT IT.
AND THEN WE DEVELOP A PROCESS TO DEVELOP IT.
>> YOU HAVE NO WAY OF KNOWING, WHAT THEIR LIFE EXPERIENCES ARE YOU CANNOT SAY, WE DON'T HAVE IT.
YOU MADE A STATEMENT, WE DON'T HAVE THIS, YOU DON'T HAVE THIS.
>> IT'S MY OPINION AND I HAVE AN OPINION AND I COULD MAKE THAT STATEMENT, IF I WANT TO.
>> I WOULD APPRECIATE IT FROM NOW ON, IF SOMETHING COMING UP, ASK ME.
>> AND I TRY NOT TO SPEAK FOR OTHER PEOPLE, BECAUSE I DON'T KNOW WHAT EVERYBODY, AND WHAT THEY'VE DONE AND UNTIL THEY TELL ME WHAT THEY WANTED.
YOU MAKE THAT BROAD STATEMENT.
I THINK WE KIND OFÂ -- EVERYBODY VOICED THEIR OPINION ON POLICY >> I'M
[01:20:01]
GOING TO SHUT-UP.>> WE WILL CONCLUDE WITH APPRECIATE YOUR THOUGHTS AND INPUT ON THIS CONVERSATION HERE.
CERTAINLY, WHAT WE'RE DEVELOPING WITH THE FRAMEWORK, IS NEW AND DIFFERENT, CONVERSATION ON THE TABLE.
IT'S NEW AND DIFFERENT AS AN INSTITUTION.
I'M PROUD OF THE WORK THE TEAM IS DOING THUS FAR.
THERE'S MORE TO BUILD ALONG THE WAY.
SOMETHING YOU COULD BE ON AND GET EXCITED ABOUT.
I THINK THE FRAMEWORK, FOR THE EVALUATION OF THEÂ -- AS WE TALK ABOUT THE HEALTH OF INSTITUTION.
AS I'M CHARGED WITH THAT, THIS COULD BE, WE CAN USE THIS AS ELEMENT FOR A CHANCE TO EVALUATE.
THE MORE CONVERSATIONS I HAVE WITH THEM.
NOT JUST BY YOU GUYS, BUT THE ORGANIZATION THAT PUT IT TOGETHER.
>> SO THE NEXT ITEM ON THE AGENDA IS THE COMMITTEE NOTES FROM THE LAST
[5.1. Committee Notes]
COMMITTEE MEETING.WE'RE NOW GOING TO ADJOURN TO EXECUTIVE SESSION.
[6. Executive Session]
CONSULTATION, ATTORNEY, REGARDING THE MATTERS, PENDING AND CONCENTRATED, ON COMMON OFFERS.PERSONAL MATTERS, LEADING TO THE APPOINTMENT, EMPLOYMENT EVALUATION, ASSIGNMENT, DUTIES.
AND DELIBERATE REGARDING
REAL PROPERTIES, SINCE OPEN
DELIBERATION, THE FACT, NEGOTIATION WITH,
SECURITY ITEMS. WE'RE NOW ADJOURNING
TO EXECUTIVE SESSION.
* This transcript was compiled from uncorrected Closed Captioning.