>> PRESENT, IN ACCORDANCE WITH CHAPTER 551 WITH THE TEXAS OPENS MEETING ACT, I
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CALL TO ORDER THE BOARD OF TRUSTEES FOR DALLAS COLLEGE FOR JUNE 28TH, 2022.>> MEMBERS OF THE PUBLIC FOLLOWED THE INSTRUCTIONS ON THE DALLAS COLLEGE BOARD OF TRUSTEES WEBSITE WHO HAVE REGISTERED TO SPEAK DURING THE PUBLIC COMMENTS PORTION WILL BE GIVEN 5 MINUTES TO SPEAK.
THIS WORK SESSION IS BEING BROADCAST OVER THE INTERNET AND A RECORDING AND TRANSCRIPT OF THE MEETING IS BEING MADE AND WILL BE AVAILABLE ON THE BOARD'S WEBSITE AT A LATER DATE.
CHANCELLOR WILL YOU CERTIFY THIS MEETS WAS POSTED ACCORDING TO LAW.
[2. Certification of Notice Posted for the Meeting]
>> I CONFIRM THAT THIS MEETS WAS POSTED ACCORDING TO TEXAS LAW.
>> CHAIR BRAVO: WE'LL BEGIN WITH OUR FIRST PRESENTATION OF THE DAY.
>> I'LL START BY SAYING THIS IS A CONTINUING CONVERSATION THAT HE WITH STARTED LAST DECEMBER WITH THE BOARD AS WE BEGAN TO REFLECT ON THE STRATEGIC PRIORITIES THAT WOULD GUIDE US OVER THE NEXT YEAR AND NEXT SERIES OF YEARS, QUITE HONESTLY.
AND, IN MARCH, WE REVIEWED THIS, WE MADE EDITED TO THIS, THAT, MARY WILL GO THROUGH AND DANIELLE WILL HAVE AN UPDATE ON THE FRAMEWORK THAT WE FIRST TALKED ABOUT IN MARCH.
BUT, IT'S DIFFERENT FOR US, THAT HAS THE METRICS AND THE (INDISCERNIBLE) AND ASSOCIATED GOALS OF THE EXECUTIVE TEAM, THE LEADERSHIP TEAM HAS DEVELOPED AND BEEN WORKING ON UNTIES THE STRATEGIC PRIORITIES.
SO, AGAIN, THIS IS VERY NEW AND DIFFERENT FOR US, IN FIRMS OF PROCESS.
BUT, WHAT I'M HOPEFUL FOR IS THAT AS MARY REVIEWS WHERE WE HAVE MADE CHANGES THAT WILL REFLECT THE CONVERSATION THAT WE HAD A FEW MONTHS AGO, WE COULD SIMPLIFY THOSE, AND, UM, AGREE THAT THESE ARE THE STRATEGIC PRIORITIES THAT WILL GUIDE US.
AND THAT HAS CERTAINLY HELPED IN OUR BUDGET DEVELOPMENT THAT WILL HELP
[6.1. Approval of Amendment to Policies Concerning Technology Resources - CR (LOCAL)]
OVER THE NEXT YEAR AS WE GET INTO SOME OF THE ACCOUNTABILITY AND EVALUATION MEASURES THAT I WOULD LIKE TO PUT IN PLACE THAT WOULD BE GROUNDED.>> IN SUPPORT OF EXACTLY THAT AND OUR EFFORTS OVER THE LAST WEEK OR SO, WORKING WITH JOHN AND HIS TEAM, IN THE BUDGET PROCESS, WE HAVE REALLY TAKEN THAT TO REAL HEART TO LOOKING AT OUR MISSION AND OUR PRIORITIES.
AND, UNDERSTANDING THE THINGS THAT WE DON'T KNOW THAT WE DON'T KNOW, THAT ARE NOT THERE, THAT WE'RE NOT SEEING.
AND SO, TO ME, TODAY AND TOMORROW IS GOING TO BE SOME REAL NEW WAYS OF LOOKING AND THINKING ABOUT THINGS, BUT, WE'VE BEEN WORKING HARD, JOHN AND HIS TEAM HAVE BEEN
[7.1. Consideration and Action on Proposed Separation Incentive Plan for Eligible Faculty and Authorizing the Chancellor or Designee to Negotiate and Execute Plan Documents Regarding Same]
TRYING TO LOOK AT HOW TO TOTALLY ALIGN OUR BUDGET RECOMMENDATIONS TO THOSE OF THE MISSION OF THE COLLEGE.AND SO, WE'RE IN TOTAL AGREEMENT ON THE BUDGET SIDE.
>> THANK YOU, MR. FINANCE CHAIR.
>> THANK YOU, VERY MUCH, CHAIR BRAVO, VICE CHAIR, AND MEMBERS EFFORT BOARD.
THE DALLAS COLLEGE BOARD OF TRUSTEES BEGAN DEVELOPING THE STRATEGIC PRIORITIES IN JUNE OF 2015.
AND SINCE THEN, THE BOARD HAS REVIEWED, MODIFIED AND ALIGNED THE PRIORITIES TO ALIGN WITH CHALLENGES AND A LANDSCAPE OF NEEDS OF OUR STUDENTS AND FACULTY.
[8. Policy Items - First Reading]
IT'S A PROCESS THAT PRODUCES CHANGE WHILE SERVING TO GUIDE FOLKS TO ANSWER WHY WE EXIST AND THE PURPOSES WE SERVE IN OUR DECISION ON SERVICES, BUDGETS, AND CONSIDERATION OF NEW OPPORTUNITIES.AND AS WE MENTIONED WE CONTINUE THAT PROCESS THIS YEAR.
PURPOSE TODAY IS TO RECAP THE CHANGES THAT HAVE OCCURRED SUNDAYS THE IT DISCUSSIONS BEGAN IN DECEMBER OF 2021.
AND AT THE END TO REQUEST ACCEPTANCE BY CONSENSUS OF THE WHOLE BOARD.
SO, WITH THAT, I'M GOING TO BE DEALING WITH THE MISSION AND STRATEGIC PRIORITIES AND DR. VALLE WILL BE TALKING ABOUT THE STRATEGIC PRIORITIES.
JUST A SUMMARY OF CHANGES AND THIS IS FROM YOUR DISCUSSION IN DECEMBER AND MARCH.
A FINAL PARAGRAPH UNDER MISSION NOW INCLUDEDS THE EXTENDED STATEMENT ON THE ANNUAL ASSESSMENT OF PROGRESS ALIGNED WITH THE GOALS.
KPIS AND MEASURES IN THE FOUR STRATEGIC GOALS FROM INSTITUTION EFFECTIVENESS.
PRIORS WERE RE-ORDERED TO MOVE CAREER CONNECTED LEARNER TO NAVIGATION TO THE
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TOP OF THE LIST.A NEW PRIORITY WAS ADDED ON THE BUILDING FOR THE FUTURE.
AND CHANGES WERE MADE TO THE PRIORITIES.
>> ON THE MISSION VISION, AND THE OVERALL PURPOSES, THE FIRST OF THOSE ARE TRANSFORM LIVES AND COMMUNITIES THROUGH HIGHER EDUCATION OVERALL PURPOSES, TO ENSURE THE CHANGE.
THE CHANGES IS DALLAS COLLEGE LEADERSHIP AND THE CHANCELLOR ARE COMMITTED TO AN AN NEWLY ASSESSMENT OF PROGRESS AND IMPACT OF THE STROP USING APPROPRIATE GOALS, KPIS, AND MEASURES IDENTIFIED IN THE STRATEGY PLAN.
THE CHANCELLOR WILL PROVIDE A COMPREHENSIVE ANNUAL STRATEGY PLAN REPORT TO THE BOARD.
THIS MELDS THE TWO, THE STRATEGIC PRIORITIES AND THE GOALS WITH THE KPIS.
>> SO, THIS REPORT WILL BE PRESENTED TO US, YOU'RE SAYING, ANNUALLY, WILL IT BE DURING THE BUDGET MEETINGS?
>> WELL, FIRST OF ALL, WE'LL DO QUARTERLY UPDATES THROUGHOUT THE YEAR, LOOKING AT THE KPIS AND METRICS IN EACH QUARTER.
AND FOLLOWING THIS BUDGET PLANNING PROCESS IS WHEN WE WILL COME BACK AND DO A FULL REVIEW.
AND ALSO, THAT WAS PART OF THE EVALUATION OF THE CHANCELLOR.
>>> JUST TO REMIND YOU, STRATEGIC PRIORITIES NOW STAND, THE STRENGTHEN THE CAREER CONNECTED LEARNER NETWORK AND EMPALE MEANT THE STUDENT-CENTRIC ONE COLLEGE ORGANIZATION.
STREAMLINE AND SUPPORT NAVIGATION TO AND THROUGH OUR COLLEGE AND BEYOND.
IMPACT INCOME DISPARITY THROUGHOUT OUR COMMUNITY.
FOSTER AN HE CAN QUITABLE,DY VEERS, AND INCLUSIVE ENVIRONMENT FOR PLEAS, STUDENTS, AND SUPPLIERS.
CREATE A HIGH-PERFORMANCE WORK AND LEARNING CULTURE THAT DEVELOPS LEADERS AT ALL LEVELS, INCREASES KILL PROFICIENCY AND THE SUPPORTS COLLABORATION AND HE CAN QUIT.
SERVE AS THE PRIMARY PROVIDER IN THE TALENT SUPPLY CHAIN IN THE REGION.
LEVERAGE COLLEGE FACILITY THE, LAND, TECHNOLOGY AND PROGRAMS PARTNERSHIPS AND OTHER CAPABILITIES TO STRENGTHEN.
>> IS THE LAST ONE, TRUSTEE BOYD AND MYSELF ON THE ISSUES, OF THE PRIORITIES.
>> SO, Y'ALL ENCOMPASSED ALL OF THAT INTO THIS ONE PRIORITY?
>> JUST TO DRAW YOUR ATTENTION TO THE ONE CHANGE ON THE ANNOTATION UNDER THE CAREER CONNECTED LEARNING NETWORK, IS COMMUNITY ENGAGEMENT TO CREATE WELCOMING ENVIRONMENTS THROUGH ADD MISS BEL SUPPORT SERVICES COUPLED WITH INCREASED OUTREACH TO SURROUNDING COMMUNITIES, PARTNERS AND EMPLOYERS.
AND THAT WAS PART OF THE DISCUSSION IN DECEMBER AND MARCH AS WELL.
BECAUSE, THE FIRST TIME WE WROTE THAT PARTICULAR STATEMENT, IT REALLY WAS THEM COMING TO US.
ADDING THOSE FEW WORDS INCREASES THE (INDISCERNIBLE) >> IT GOES BOTH WAYS.
>> WE HAD A DISCUSSION, I CAN'T REMEMBER IF IT WAS IN DECEMBER OR MARCH, AND AS WE WERE CONTINUING TO DEVELOPING OUR STRATEGY PRIORITY ON DIVERSITY.
WE TALK ABOUT THE IMPORTANCE AS WELL, EMPHASIZING CIVIC VALUES, CITIZENSHIP, YOU KNOW, THE PLEDGE WE ALL TAKE TO THE COUNTRY AND INSTITUTIONS, AND IN THAT LINE OF THINKING AS WELL.
AND I WAS WONDERING HOW YOU CAPTURED THAT THOUGHT IN THE REVISIONS.
>> IF WE GO TO THE NEXT SLIDE, WE MAY HAVE AN ANSWER, AND THAT'S SOMETHING THAT WE CERTAIN CONSIDERED.
>> IS THAT THE LEARNING CULTURE?
>> IT'S COMING UP, UNDER LEARNING CULTURE.
>> CREATIVE HIGH PERFORMANCE AND VALUE CULTURE.
>> (INDISCERNIBLE) >> THE LANGUAGE IN WHICH YOU ARE STATING?
>> FOR SOMEBODY YOU KNOW, FIRST GENERATION STUDENTS, UM, YOU KNOW, AND WE DO A LOT IN THIS AREA.
AND TO RECOGNIZE AND CAPTURE THE ALIGNMENT P AND PRIORITIES AS IT SHOULD BE, IN MY OPINION.
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REPRESENT RAMOS WAS TALKING ABOUT HOW SHE TOOK STUDENTS WHO ARE IMMIGRANT STUDENTS, PRIMARILY, TO AUSTIN AND EXPOSED THEM TO STATE GOVERNMENT AND STRUCTURED AND THEY JUST NEVER KNEW OR HAD A CLUE HOW THAT WORKS.
>> IS THAT KIND OF -- >> EXACTLY.
IT IS ALSO PART OF YOUR REQUIREMENTS FOR THE ACADEMIC ASSESSMENT.
>> AND ALSO, YESTERDAY IN THE OPEN HOUSE THAT WE HAD AT THE CEDAR VALLEY.
WE HAD TESTIMONIALS OF STUDENTS ON HOW THE COLLEGE AFFECTED THEIR LIVES.
AND AMAZINGLY, A LOT OF THEM SAID OUR LIVES ARE NEGATIVELY IMPACTED WHEN WE'RE NOT IN CLASS.
FOR ME, WE STILL TALKED ABOUT WHAT WE DELIVERED WITH DISTANT LEARNING AND SO FORTH, BUT THE STUDENTS IN THEIR VIDEO SAID IT'S JUST NOT THE SAME TO GET OUT OF BED AND TURN ON A COMPUTER AS IT IS TO GET TO CLASS.
AS WE THINK ABOUT IT IN OUR BUDGET CYCLE AND TALK ABOUT HOW MUCH WE CAN MAY BE MOVE.
I THOUGHT THAT IMPUT INPUT WAS VALUABLE.
>> AND ANOTHER THING THAT I WOULD SAY AROUND THAT, IS THAT WE CERTAINLY INTEREST NON-TRADITIONAL STUDENTS.
STUDENTS THAT ONLINE IS MORE OF AN OPTION.
SO, AS WE GET INTO THE BUDGET CONVERSATION, PROVIDING THAT FLEXIBILITY TO MEET STUDENTS, ALSO WITH WHERE THEY ARE.
>> BUT, AS WE GET THERE THIS, IF THAT'S NOT REFLECTED APPROPRIATELY ABOUT CREATING RESPONSIBLE CITIZENSHIP.
>> WHEN IMPACT INCOME DISPARITY THROUGHOUT OUR COMMUNITY FROM THE
(INDISCERNIBLE) >> SHOULD WE INCLUDE GOVERNMENT?
(INDISCERNIBLE) WE PARTNER WITH YOU KNOW DIFFERENT AGENCIES (INDISCERNIBLE) >> CONSIDER IT DONE.
>> THE PIPELINE STRENGTH EDUCATION PIPELINES PARTNERING WITH SCHOOL DISTRICTS, COMMUNITY ORGANIZATIONS, OTHER AGENCIES AND EMPLOYERS.
>> I'M SORRY, I WAS AT THE WRONG PLACE, THAT'S WHY I WAS ASKING.
ONE MORE, AND THAT'S THE NICE PART ABOUT THIS.
>> IN READING THROUGH THIS, I REALIZED THERE'S AN OMISSION, COMMUNITY PROGRAMMING SOUNDS TERRIFIC, BUT ONE OF THE THINGS THAT'S HAPPENING AT DALLAS COLLEGE IS WE'RE GETTING RID OF MANY OF THE LANGUAGES SUPPORT AND NONE OF THIS WILL MEAN ANYTHING UNLESS ALL YOUNG PEOPLE WHO LEAVE US OR OLDER PEOPLE, SPEAK ENGLISH GRAMMATILY AND CAN READ AND WRITE IT.
I WOULD LIKE TO SEE THAT WORKED INTO THE PROGRAMS SO THAT WE HAVE GRADUATES WHO CAN HOLD ON TO THE JOBS AND THAT WE'RE PROUD OF.
SO, I'M NOT SURE IF ANYONE DOES THAT, BUT THAT WAS ONE OF THE THINGS THAT I HEARD MOST OF ALL WHILE CAMPAIGNING.
WHEN I SPOKE ABOUT, EVERYBODY HAS A STORY WHERE PEOPLE FAILED US IN COMMUNICATION.
I WOULD LIKE TO SEE THAT ADDED SOMEWHERE WHERE THEY'RE ABLE TO COMMUNICATE AT A CERTAIN LEVEL.
I DON'T CARE ABOUT AN ACCENT OR ENGLISH AS A SECOND LANGUAGE, I WOULD LIKE THEM TO BE ABLE TO SPEAK ENGLISH.
>> I THINK THAT'S THE CONTEXT OF LARGER CITIZENSHIP.
WE'RE MULTICULTURAL SOCIETY, FOR SURE, BUT, IS LANGUAGE ONE OF THE UNDERPINNINGS THAT, YOU KNOW, CREATES MORE SOCIAL COHESION AND DOES THE COLLEGE HAVE A ROLE IN DOING THAT, SO, THAT MIGHT BE SOMETHING THAT YOU LOOK AT AS WELL AS THE OTHERS.
[00:15:05]
>> WELL, CHANCELLOR CAN YOU TALK ABOUT HOW OUR STUDENTS ARE REQUIRED TO HAVE A CERTAIN LEVEL OF ENGLISH TO OBTAIN COLLEGE CREDIT?
>> IT'S A CONVERSATION TO HAVE IN THE CONTEXT OF THE ACADEMIC PROGRAMS AND OFFERINGS THAT WE DO.
I DON'T KNOW IF THAT WOULD BE SPECIFICALLY, NECESSARILY, REFERENCED HERE, BUT, I WOULD SPEAK TO WHAT THE REQUIREMENTS ARE AROUND ENGLISH PROFICIENCY?
>> IN GENERAL EDUCATION, THE REQUIREMENTS FOR ALL STUDENTS IS TESTING THAT THEY TAKE PRIOR TO ENTERING CERTAIN COURSES SO IT ALL DEPENDS ON THE LEVEL THEY COME IN AT, SOME STUDENTS COME IN AT THE DEVELOPMENTAL LEVEL, AND SOME COME IN BECAUSE THEY LACK ENGLISH LANGUAGE SKILLS.
BUT GENERALLY SPEAKING IT COULD BE ANYWHERE FROM GRAMMATICAL THINGS TO EDUCATION.
THERE'S SCREENING FROM ENTRANCE, SOME STUDENTS COME FROM HIGH SCHOOL AND SOME STUDENTS NEED A BRUSH UP FOR COLLEGE AND THAT'S DEVELOPMENTAL.
I WAS LOOKING FOR A STATEMENT, A DECLARATION, THAT WE WOULD STAND FOR AND MAKE CERTAIN THAT THAT IS A CERTAIN AND NOBODY IS HERE WITHOUT THAT LEVEL.
AND IT SEEMS TO ME LIKE WE'RE LOSING THAT EMPHASIS.
I WANT TO TRAIN PEOPLE, BUT THEY'RE NOT GOING TO BE ABLE TO HOLD THEIR JOBS IF THEY CAN'T COMMUNICATE WITH THEIR CO-WORKERS.
I WANT A NURSE THAT CAN READ THAT VIAL AND UNDERSTANDS EXACTLY WHAT IT MEANS SO THEY CAN COMMUNICATE TO SOMEBODY IN THE EMERGENCY SITUATION AND I WANT TO BE SURE THEY'RE AT THAT LEVEL.
>> SO, CURRENTLY IN PARTICULAR WITH NURSING, THERE ARE STANDARDS PRESCRIBED OUTSIDE OF OUR ORGANIZATION BOY THE NURSING BOARD SO THEY WOULD HAVE TO BE PROFICIENT IN ORDER TO ENTER THAT SPACE.
SO, THAT THEY KNOW THAT THEY'RE PROFICIENT IN THE DISCIPLINE ENOUGH TO SERVE THE POPULATION THAT THEY'RE SERVING.
LIKEWISE WITH THE THEORY COURSES, THERE ARE OBJECTIVES AND SKILLS REQUIREMENTS THAT STUDENTS NEED TO COMPLETE AND BE COMPETENT IN IN ORDER TO PASS OUT OF THAT COURSE WITH A C OR BETTER.
MOST OF THE COMMUNICATION SKILLS THAT INCLUDE LANGUAGE, BOTH READING, SPEAKING, WRITING, HOW TO COMMUNICATE WITH OTHERS, THAT WILL BE THE COVER FOR THAT AREA TO ENSURE THAT THEY'RE ABLE TO ARTICULATE NOT JUST IN WRITING, BUT IN THE SPOKEN WORD AS THEY COMMUNICATE WITH INDIVIDUALS ABOUT THEIR GIVEN DISCIPLINE.
>> I WAS JUST, WHAT'S INTERESTING ABOUT NURSING AND NOT TO GET TOO SIDE TRACKED TALKING ABOUT NURSING, BUT, YOU PROBABLY KNOW, PARKLAND HAS ABOUT 300 OR SO MEDICAL INTERPRETERS THAT THEY EMPLOY.
SO, WE'VE HAD CONVERSATIONS WITH THE HEALTH CARE COMMUNITY ABOUT EMBEDDING, SPECIFICALLY, SPANISH AND VIETNAMESE AND OTHER LANGUAGES INTO OUR HEALTH AND NURSING PROGRAMS SO THERE WOULDN'T BE THE NEED, ACTUALLY FOR SOME OF THOSE MEDICAL INTERPRETERS.
SO, AS WE TALK ABOUT OUR FOUR-YEAR DEGREE IN NURSING, WE SHOULD TALK ABOUT ACTUALLY ADDING LANGUAGES TO THE DEGREE SO IT'S AN INTERESTING DYNAMIC THAT'S WHAT WE'RE DOING WITH EMPLOYERS, THAT IN FACT, THEY WOULD LIKE IF OUR GRADUATES WERE ABLE TO SPEAK SOME DIFFERENT LANGUAGES WHEN THEY'RE EMPLOYED.
>> AT ONE POINT I THOUGHT WE WERE TEACHING ESL IN PARKLAND ITSELF.
FIRST OF ALL, THERE HAS TO BE A BASIC ENGLISH LANGUAGE COMPETENCY JUST TO BE ABLE TO GET A CERTIFICATE AND PROGRESS THROUGH OUR ACADEMIC TRACK, THAT'S ONE THING.
BUT, WE ALSO HAVE A SET OF PROGRAMS DESIGNED TO REMEDIATE STUDENTS NOT PROFICIENT IN ENGLISH LANGUAGE.
>> IN THE ENGLISH MODEL SIDE WE HAVE THE RECOVER I INFORMATION.
SIMULTANEOUSLY WHILE IN AN ENGLISH COURSE, SO THAT THEY'RE SKILLED UP AND BY THE END IF THEY COMPLETE THAT COURSE SEQUENCE THEY HAVE NOT ONLY COMPLETED THE DEVELOPMENTAL BUT SURPASS THAT BY ENGAGING IN THE ENGLISH 1301 COURSE LEVEL WORK.
PART OF THE MODEL WAS CREATED BECAUSE SO MANY STUDENTS WERE COMING TO US UNDER PREPARED AND IT WAS PUTTING THEM BACK IN THE DEVELOPMENTAL COURSE WORK.
[00:20:07]
WE REDUCED THAT TO TWO SEQUENCE ALONG WITH ENGLISH SO THEY ARE ABLE TO GO THROUGH AND ENTER THE FIRST TERM WITH US IF THEY'RE SUCCESSFUL IN THAT COURSE WITH A C OR BETTER, IT'S LIKELY JUST STARTING COLLEGE.BECAUSE THEY COULD GO RIGHT INTO ENGLISH 1302, THAT SECOND COURSE SEQUENCE IN THE CORE WHICH IS PART OF THE FUNDAMENTAL GENERAL EDUCATION REQUIREMENTS WHERE STUDENTS ARE HELD COMPETENT IN COMMUNICATION AND PERSONAL SOCIAL ENGAGEMENT.
ALL OF THOSE SKILLS THAT GO ALONG WITH THE DEGREE AND THE HARD CORE SKILLS THEY'RE LEARNING IN THE COURSES.
>> I'M NOT JUST INTERESTED IN THE PEOPLE WORKING TOWARDS A DEGREE, I'M INTERESTED IN TRAINEES, CARPENTERS, I DON'T THINK THAT YOU CAN USE A SKILL UNLESS YOU COULD COMMUNICATE WITH THE OTHER WORKERS AND MANAGERS AND BOSS.
MY CONCERN IS THAT WE KEEP SECOND GUESSING AND PUTTING IT IN OTHER COURSES AND NOT MAINTAINING A CORE OF, MAYBE I JUST NEED TO VISIT WITH YOU MORE, BECAUSE IT'S MISSING FOR ME RIGHT NOW.
THIS IS SOMETHING THAT WE TALK ABOUT WITH OUR WORK COLLEAGUES, BECAUSE THERE'S AN EMBEDDED SKILLS REQUIREMENTS, THERE WOULDN'T BE AS MANY AS ROBUST AS A DEGREE RETAINMENT, BUT CLEARLY IT'S IMPORTANT FOR US TO HAVE OUR STUDENTS BE ABLE TO COMMUNICATE WRITTEN AND SPOKEN AND HAVE HAVE INTERPERSONAL SKILLS.
I UNDERSTAND WHAT YOU ARE TALKING ABOUT, SO THERE ARE COURSES EMBEDDED INTO THOSE CERTIFICATES TO ENSURE STUDENTS GET THOSE SKILLS AND ARE CAPABLE OF COMMUNICATING THAT WAY.
BUT ALSO WE NEED TO TALK ABOUT WHAT LEVEL THAT NEEDS TO BE.
IS IT ENOUGH IS IT MORE WHERE ARE WE DOING IT AND IS IT CONTEXTUALIZED FOR THE LEARNERS.
>> I'LL SPEAK WITH YOU MORE, TO ME IT'S STILL MISSING.
>>> OTHER THAN THIS DISCUSSION, LET ME GO TO THE NEXT ONE.
AND THIS IS WHERE I THINK THE CITIZENS POSSIBLY NEEDS TO GO.
THE OVERALL PRIORITY IS TO CREATE A HIGH-PERFORMANCE WORK AND LEARNING CULTURE THAT DEVELOPS LEADERS AT ALL LEVELS, INCREASES SKILL PROFICIENCY AND SUPPORTS COLLABORATION AND EQUITY.
IN THAT WE DID MAKE ONE CHANGE BASED ON CONVERSATIONS EARLIER, IN SUPPORT LEADERSHIP DEVELOPMENT AND CREATING A CULTURE OF PROFESSIONAL GROWTH AND ACCOUNTABILITY RECOGNITION AND REWARDS FOR HIGH PERFORMANCE.
WHICH PERMITS US TO DEAL WITH THE MERIT ISSUE THAT WE'RE LOOKING AT ACROSS THE BOARD.
THAT CHANGE WAS PUT IN PLACE TO COVER THAT PARTICULAR CONVERSATION THAT WE HAD
>>> MOUNTAIN LEARNING CULTURE, PROMOTE OPPORTUNITIES FOR LAB RATION ACROSS THE COLLEGE FOR CREATING NEW OPPORTUNITIES AND SOLVING PROBLEMS FOR UNDERSTANDING AND ADAPTING IN NEW LEARNING ENVIRONMENTS AND EX-SPECKTATIONS FOR COMPLEX NICKS OF STUDENTS AND FOR ENCOURAGING GROWTH AND INCREASED VALUE FOR OUR EMPLOYEES.
AND SYSTEMS, CONTINUE TO ALIGN JOB DESCRIPTIONS AND POSITIONS WITH THE WORK OF DALLAS COLLEGE AND INCORPORATE BEST PRACTICES FOR POSITION ALIGNED WITH EXPECTATIONS AND EVALUATION OF PERFORMANCE.
THIS IS TO BE SURE THAT THE SYSTEM'S SUPPORTED.
AND FINALLY IN THE SERVICE, PROVIDE THE SUPPLY CHAIN IN THE REGION.
CONTINUES TO EXPAND, NONTRADITIONAL ACCOUNTABILITY MEASURES, WE'RE CONTINUING TO HAVE CONVERSATIONS WITH THE STATE AND OTHER ENTITIES IN THE HIGHER EDUCATION REALM, AND WE'RE LOOKING AT ALL THE STUDENTS, WHICH IS NOT SOMETHING THAT'S HAPPENING IN ACCREDITED PROGRAMS. TRUE OF THE VERY TARGETED TRAINING THAT THIS INDUSTRIES ARE COMING TO US AND THAT NEEDS TO BE -- WE NEED TO BE HELD ACCOUNTABLE FOR AND WE ALSO NEED TO BE COUNTED FOR.
WHICH IS A SLIGHTLY DIFFERENT PHRASING OF THAT, BECAUSE RIGHT NOW IT'S VERY, VERY, RECOGNIZED IN THE MEASURES THAT ARE USED BY THE STATE AND OF COURSE, SUPPORT DEVELOPMENT, AND EXPANSION IN MAUL.
>> LEADERSHIP IS ONE, AND THE CHANGE OF ACTABILITY THERE AS WELL AS CREATING THE ACCOUNTABILITY AND RECOGNITION AND WE REGARDS FOR HIGH PERFORMANCE.
IT'S VERY DIFFERENT AND WE HAVE A LONG WAY TO GO.
WE PICKED THE WORD "CREATING" BECAUSE IT SUGGESTIONS THAT WE'RE NOT
[00:25:05]
QUITE THERE YET AND IT'S SOMETHING THAT WE NEED TO BUILD.AND THE LEADERSHIP WILL COME FROM DOZENS, IF NOT HUNDREDS OF PEOPLE, THIS IS NOT ONE PERSON WHOSE GOING TO LEAD, WE NEED LEADERS ACROSS THE BOARD IN EVERY DEPARTMENT AND EVERY ACADEMIC FACIT.
FIGURING OUT HOW THE CULTURE IS CREATED AND IMPLEMENTED.
SO, I APPLAUD THE WORDS THAT YOU CHOICE AND I WANT YOU TO KNOW THE CHALLENGE THAT WE FACE WITH DOING THIS AND THE LEADERS THAT WE WILL NEED TO BE INVOLVED.
>> I CERTAINLY ECHO WHAT TRUSTEE RITTER SAID BUT CREATING AND SUSTAINING A CULTURE, IT'S NOT ENOUGH JUST TO CREATE IT BUT TO SUSTAIN THIS CULTURE.
AND IN TERMS OF, AND I HAD A DISCUSSION WITH THE CHANCELLOR YESTERDAY ON THIS, BUT WE NEED TO BE SURE THAT WE'RE ENGAGING IN STRATEGIC HUMAN RESOURCE MANAGEMENT SO WE DON'T GET THROUGH SITUATIONS THAT WE DID BEFORE WE WENT THROUGH THE TRANSFORMATION AND HAD THREE OR 400 EMPLOYEES THAT WE NEEDED, NOBODY WAS MINDING THE STORE AND NOBODY WAS TAKING THE TEMPERATURE, DO WE HAVE THE NUMBER OF EMPLOYEES WE NEED, TOO FEW, TOO MANY, ET CETERA? AND WE NEED TO LOOK AT THAT CONSISTENTLY, I WOULD ADVOCATE THAT BE A PRIORITY AS WELL, OR WORDING ADDED TO ONE THAT WE HAVE WHERE IT MOST FITS.
>> I THINK THAT'S SOMETHING WE'RE CERTAINLY MINDFUL OF, AND IN THE CONVERSATION OF THE BUDGET THAT WE'RE ABOUT TO HAVE, SO, WHAT I WOULD OFFER IS THAT I HOPE IT'S EMBEDDED IN THE WORD "OPERATIONS" THERE AND THE "ACCOUNTABILITY".
IN THE RECOGNITION OF THIS IS NOW AND DIFFERENT WHAT WE'RE TALKING ABOUT.
PUTTING A PERFORMANCE PLAN IN PLACE AND SO, THEN HOW DO RE HOLD EVERYBODY ACCOUNTABLE ALONG THE WAY FOR THEIR RESPONSIBILITIES, WHICH ALSO INCLUDES THEIR RESPONSIBILITIES RELATED TO THE OBLIGATIONS AROUND HIRING DECISIONS.
AND, SO, TO YOUR POINT, TRUSTEE FLORES HOW WE IDENTIFY THE APPROPRIATE STAFFING LEVELS IS SOMETHING WHICH IS ONGOING, CERTAINLY COMING OUT OF THE RESTRUCTURING, THAT WE HAD THERE ARE AREAS THAT WE MAY BE NEED TO REEVALUATE AND MAY BE IT WILL BE DIFFERENT.
BUT WE DON'T WANT TO GET, AND I KNOW JOHN'S OVER MY SHOULDER SAYING AMEN, IS JUST BUILDING BACK WILLIE NILLY.
>> AND THAT IT STRATEGIC HUMAN RESOURCE MANAGEMENT, I DON'T KNOW IF IT'S ENOUGH TO ASSUME THAT TEST EMBEDDED IN THE WORD "OPERATIONS" BECAUSE FOR US, WHAT'S NOT WRITTEN DOWN, WE CAN'T HOLD AND SPEAK ON.
SO, IF Y'ALL COULD -- LET US TALK AND IT MAY BE COVERED IN STRATEGIC GOALS.
>> SO, IF IT IS, PLEASE POINT IT OUT.
>> WE ISSUE THE CONCEPT OF EMPLOYEE EMPOWERMENT.
IN THE HIGH-PERFORMANCE CULTURE AND PRIORITY, BECAUSE, WE'RE GOING TO GET PEOPLE IN THIS ORGANIZATION FEELING THAT THEY'VE GOT A LEVEL FOR US TO DO THEIR JOBS.
AND THAT WE'RE NOT, YOU KNOW, THE BUREAUCRACY WHICH WILL GET MIRED WHEN MAKING THIS CHANGE.
SO, HOW DOES EMPOWERMENT REFLECT ON THIS?
>> EMPOWERMENT IS SOMETHING THAT ENABLES A CULTURE.
>> IF I MAY, THE POINT OF IT IS THAT WE'RE WORKING TO CREATE HIGH-PERFORMANCE TEAMS WHICH INCLUDE EMPOWERMENT, TO SAY WHAT YOU MEAN, AND TO ACTUALLY WALK THE TALK.
BUT THAT WORK THAT'S BEGINNING TO BE DONE IS PART OF THE CHANGE THAT WE'RE ADDING TO THAT.
SO >> SO, THE MOST IMPORTANT WORD ON THIS WHOLE PAGE TO ME IS REQUEST THE CULTURAL ".
WE'RE BUILDING A NEW DALLAS COLLEGE CULTURE.
THERE ARE MULTITUDES OF WHAT WE COULD COMPRIZES CULTURE.
IT'S IMPORTANT THAT WE'RE INVESTING IN OUR EMPLOYEES, I THINK IT'S IMPORTANT THAT WE'RE FOCUSSING HEAVILY ON PROFESSION DEVELOPMENT AND GROWTH IN A WAY THAT WE HAVEN'T BEFORE.
AND THE TEAM BUILDING PART AND ASPECT OF THIS WE HAVE A LOT OF NEW PEOPLE IN NEW
[00:30:07]
ROLES FIGURING OUT THEIR NEW ROLES AND FIGURING OUT HOW TO WORK WITH THEIR EMPLOYEES.AND I ABSOLUTELY WANT THEM TO FEEL EMPOWERED AND ENGAGED AS PART OF THAT TEAM.
OUR CULTURE HAS NOT ALWAYS BEEN THAT.
AND SO, WE'RE HAVING TO WORK AGAINST SOME.
>> IT'S SOMETHING LIKE THAT TO DEFINE TERMS TO GO THROUGH.
>> AND THEN, ON PROFESSIONAL GROWTH, SO, RIGHT NOW, WE'VE GOT IT AT THE TOP, LEADERSHIP ON DOWN TO MANAGERS, IS THE INTENTION TO BE ALL LEVELS OF THE ORGANIZATION FROM THE HIGHEST TO THE LOWEST PAID POSITION?
AND PROFESSIONAL GROWTH, CERTAINLY THERE'S PROFESSIONAL DEVELOPMENT, TRAINING, OPPORTUNITIES, THAT IS THROUGHOUT THE ORGANIZATION.
AND ALSO PROFESSIONAL GROWTH MEANS CAREER LADDER AND PROVIDING SUPPORT FOR THEM IN THAT NEXT STEP OF WHATEVER THEY'RE PROFESSIONAL GROWTH IS GOING TO BE.
AND, SO, AGAIN, THE STRATEGIC HUMAN RESOURCE MANAGEMENT IS A BIG PART OF THIS, AND SO, THE ACCOUNTABILITY ON OUR HUMAN RESOURCES OFFICER TO MAKE SURE THESE FOUNDATIONAL THINGS ARE IN PLACE.
AND AGAIN, AS WE TALKED BEFORE, IN A WAY THAT THEY HAVEN'T BEEN PREVIOUSLY.
AND THAT'S PART OF WHAT I'M TALKING ABOUT WITH THE FOUNDATIONAL THINGS AND CULTURE, THAT, THE OLD STRUCTURE WE HAD SEVEN DIFFERENT HR SHOPS AND WE HAD THE OVERALL DISTRICT ONE.
AND SOMETIMES THERE WERE ALIGNMENTS AND SOMETIMES THERE WASN'T.
SO, NOW, IT'S A HAD MUCH BIGGER STRATEGIC VIEW TO PUT THAT TOGETHER.
>> AND ONE OF THE THINGS THAT I WOULD ADD IS THAT ONE OF THE THINGS THAT WE'RE LOOKING OUR LEADERS TO DO IS TO HONESTLY, ASSESS A WHAT THEY HAVE AND IF IT'S NOT A GOOD FIT, HELP THEM FIND SOMETHING.
AT THE SAME TIME, IT'S CREATING THE BEST POSSIBLY TEAM THAT YOU CAN AND AT THE SAME TIME ALLOWING PEOPLE TO GROW INTO NEW ROLES.
IT'S A MULTITUDE OF OPERATIONS THAT COME TOGETHER AROUND THAT.
AND I DON'T KNOW IF A WE COULD CAPTURE IT HERE EXCEPT WITH THE CULTURE AND LEARNING THAT SEEMS TO BE A PART OF THAT, AND ALSO, THE EMPLOYEE ENGAGEMENT SURVEY WHICH WE WILL TALK ABOUT IN JUDGE U.S.
>> BEFORE YOU DO THAT, YOU KNOW, INTERESTINGLY, I WOULD HEAR OFTEN ABOUT AN EMPLOYEE WHO WAS SO FEARFUL OF VOICING ISSUES OR THEIR PARTICULAR SITUATION, ET CETERA, ET CETERA, I HAVE NOT HEARD THAT IN THE PAST FEW MONTHS, SO, I DON'T KNOW IF A NEW CULTURE IS BEGINNING TO TAKE HOLD BECAUSE OF EMPLOYEE SURVEYS?
>> WE'RE CERTAINLY WORKING ON IT.
>> BUT, ANYWAY, SITTING HERE, I JUST NOW REALIZED THAT I HAVEN'T HEARD THAT IN THE PAST COUPLE OF MONTHS.
>> IT'S GOOD TO HEAR, AND I'VE BEEN HERE LONG ENOUGH TO KNOW WHAT YOU'RE TALKING ABOUT.
AND I'M HOPEFUL THAT THIS IS REFLECTIVE OF A DIFFERENT ENGAGEMENT STRATEGY.
HOW WE'VE DONE THE LISTENING SESSIONS AND THE LUNCH AND LEARN, AND THE TOWN HALLS AND THE VIDEOS THAT WE'VE DONE TO ENGAGE PEOPLE.
SO, HOPEFULLY, THEY IT DO FEEL MORE ENGAGED AND MORE EMPOWERED TO CONNECT.
AND THEN WHEN WE DO GET TO THE EMPLOYEE ENGAGEMENT SURVEY, THAT'S THE FIRST TIME THAT WE'LL HAVE DEALT WITH THOSE IN A LONG LONG TIME.
>> YOU AND I, MAY BE, PROBABLY.
I ONLY GO BACK SO FAR, BUT, I THINK THAT IN IT SELF, THAT WE'RE GOING TO DO ONE, WE RECOGNIZE THAT THERE ARE MORALE ISSUES AND CHALLENGES.
AND WE'RE GOING TO ASK ABOUT ALL OF THAT IN A DIRECT, FORMAL SORT OF WAY AN THEN PUT A PLAN IN PLACE TO BE ABLE TO ADDRESS WHAT WE CAN.
>> THE NEW PRIORITY TO LEVERAGE COLLEGE FACILITIES, LAND, TECHNOLOGY, PROGRAMS, PARTNERSHIPS, AND OTHER CAPABILITIES TO STRENGTHEN AND BUILD OUR COMMUNITIES
[00:35:04]
FOR THE WORKFORCE, NOW AND FOR THE FUTURE.IT CONTAINS A ONE COLLEGE APPROACH, VIEW ASSETS AS AN OPPORTUNITY TO ACHIEVE STRATEGIC PRIORITIES WITH THE ATTENTION TO UNIQUE AND INNOVATIVE POSSIBILITIES AND PARTNERSHIPS AND STEWARDSHIP OF RESOURCES ENTRUSTED TO THE COLLEGE BY CONSTITUENTS TO ENHANCE QUALITY OF LIFE AND ECONOMIC SUCCESS IN PRESENT AND FOR THE FUTURE FOR RESIDENTS, EMPLOYERS, AND OTHER VITAL ENTITIES WITHIN THE REGION.
HOWEVER DALLAS COLLEGE GOES IS THE WAY DALLAS COUNTY GOES.
AND BUILD COMMUNITIES AND A WORKFORCE, DEVELOP A STRATEGIC MISSION IN THE ACTIVE ROLE OF THE DALLAS COLLEGE IN THE FUTURE OF THE REGION'S ECONOMY EDUCATION ACHIEVEMENT, AND COMMUNITY DEVELOPMENT.
THAT'S A HUGE ROLE THAT WE TAKE ON.
>> SO, CHANCELLOR, HOW WILL YOU OPERATIONALIZE THAT LAST BULLET POINT, HAVE YOU BEGUN TO THINK THAT THROUGH?
>> I LIKE THAT THAT'S THE LAST BULLET POINT ON THE STRATEGIC PRIORITIES PLAN.
BECAUSE, I THINK EVERYTHING HOLDS TO THAT ONE.
>> BUT YOU HAVEN'T ANSWERED THE QUESTION.
>> I HAD ADVOCATE THAT WE HAVE A CONVENING SESSION OF ELECTED AND APPOINTMENTED LEADERS, THROUGH KIND OF, BRAIN TRUST TYPE EXERCISE.
WHERE ARE WE AND WHERE TO WE NEED TO BE, AND HOW DO WE STAY AHEAD OF THE CURVE VERSUS WORKING TO CATCH UP.
>> I THINK THAT WOULD BE A GOOD APPROACH.
>> I THINK THAT WE COULD CONSIDER HOW TO BRING THAT TOGETHER.
>> CHAIR BRAVO, IF YOU THINK THIS IS SOMETHING THAT THE BOARD SHOULD BE INVOLVED IN
IN TERMS OF PLANNING AND CONVENING, I VOLUNTEER." >> CHAIR BRAVO: OKAY.
>> (INDISCERNIBLE) >> THINK HE HAD EITHER THAT OR (INDISCERNIBLE) >> HARD TO TELL.
>> A LOT OF DISCUSSION AROUND EMPLOYEES BEING OUR MOST VALUABLE RESOURCE AND ALL OF THE DISCUSSION AROUND DEVELOPING TRUST AND CULTURE, WOULD YOU CONSIDER OFFERING THE NUMBER ONE PRIORITY FROM CAREER CONNECT TO LEARNING NAVIGATION TO PEOPLE?
>> SO, WE TRY NOT TO NECESSARILY SAY THESE ARE IN ORDER OF IMPORTANCE, BUT THOSE HAVE BEEN IN DIFFERENT ORDERS AT DIFFERENT TIMES.
WE HAD THE DISCUSSION, WHICH COMES FIRST? THE TWO PARTS OF ACADEMIA WHICH MAKES OUR STUDENTS SUCCESSFUL ARE THE STUDENTS THEMSELVES, AND THEIR ABILITY TO NAVIGATE AND ACCESS ALL THAT THE SCHOOL HAS TO OFFER.
YOU KNOW, WE WANT TO BE VERY STUDENT CENTRIC, AND NOT HAVEN A SPECIFIC ORDINAL RANKING PER SE, BUT THAT IT GOES TO ALL STUDENTS.
>> AND I WOULD MAINTAIN THAT PEOPLE THAT IMPACT STUDENTS, PROVIDE EXPERIENCE TO PEOPLE
WHO ARE FRONT-FACING, OR THE ONES THAT HAD THE RECENT (INDISCERNIBLE) >> THE DIFFERENCE IS THAT WE'RE GOING TO DO IT ALL.
>> CHAIR BRAVO: TRUSTEE GARCIA?
>> THERE'S A BIG WORD MISSING UP THERE, STUDENTS.
THE WHOLE THING SOUNDS LIKE THE COLLEGE WILL BE DOING THIS GREAT JOB AND NO WHERE ARE WE LISTING THE STUDENTS.
NOWHERE ARE WE LISTING, I DON'T KNOW IF THE STAFF INCLUDES ALL THE INSTRUCTINSTRUCTERS AND ADJUNCTS.
I'M TALKING ABOUT WHAT WE'RE TALKING ABOUT NOW, I WOULD LIKE THAT INCORPORATED IN
[00:40:01]
THIS.WHERE IT SAYS DIVERSITY FOR EMPLOYEES, STUDENTS AND MAY BE IT'S THE EMPLOYMENT ENGAGE SURVEY, WE DO A STUDENT ENGAGEMENT SURVEY, BUT DO WE GET A THAT THROUGH THE EVALUATION THAT WE DO AT THE END OF EACH CLASS?
>> LET ME SUGGEST THIS, LET'S PUT A PIN IN THIS DISCUSSION AND GIVE YOU MORE INFORMATION ABOUT WHAT'S GOING ON WITH THE STRATEGIC PRIORITIES.
BECAUSE THIS IS AN OVERARCHING AND THEN IT GETS TO HOW TO SPREAD THE WORK AND THIS IS FOR US TO KNOW THAT WE HAVE THE RIGHT GUIDE TOOLS IN MIND.
WE KNOW WITH THE KPIS AND OBJECTIVES AND THOSE TYPES OF THINGS, SO, HOLD ONTO THAT JUST A MOMENT AND LET ME TURN OVER TO MY DISTINGUISHED COLLEAGUE TO THE RIGHT.
>> I'M DANIELLE VALLE AND I'M THE LIAISON AND RESPONSIBLE FOR THE OFFICE OF INSTITUTIONAL EFFECTIVENESS.
AND SO, WE'LL BACK UP AND GIVE CONTEXT.
SO, HISTORICALLY, THE STRATEGIC PRIORITIES OF THE BOARD WITH DRAFT AND AFFIRM THE INDIVIDUAL SEVEN COLLEGES WOULD THEN TAKE AND CREATE THEIR OWN STRATEGICIC PLAN.
>> YOU SAID THE INDIVIDUAL COLLEGES?
>> SO, PRIOR TO CONSOLIDATION, THAT'S HOW THIS WORKED.
THE BOARD WOULD SET THE MISSION AND STRATEGIC PRIORITIES AND THE COLLEGES WOULD TAKE THAT AND MAKE THEIR INDIVIDUAL STRATEGIC PLANS.
SO, NOW THAT WE'RE ONE DALLAS COLLEGE, THIS IS OUR OPPORTUNITY TO CREATE A COMP PREHENCESIVE STRATEGIC PLAN WHICH IS TO TAKE THE STRATEGIC PRIOR PRIORITIES AND ALIGN OUR WORK TO THOSE PRIORITIES.
THE LEADERS OF OUR FUNCTIONAL AREAS IDENTIFIED FOUR OVERARCHING DALLAS COLLEGE GOALS IN THE AREA OF STUDENT SUCCESS, EMPLOYEE SUCCESS, COMMUNITY ENGAGEMENT.
AND INSTITUTIONAL EFFECTIVENESS, IN THIS CASE, INSTITUTIONAL EFFECTIVENESS MEANS HOW WE'RE WORKING INTERNALLY AND EXTERNALLY TOGETHER.
SO, THAT FIRST STRATEGIC GOAL IS ALL ABOUT STUDENT SUCCESS.
A COUPLE OF THINGS THAT YOU ARE LOOKING THROUGH THIS SO KEEP IN MIND, THIS IS ABSOLUTELY NOT INTENDED AND CANNOT BE COMPREHENSIVE FOR ALL THE ACTIVITIES THAT WE'RE ENGAGED IN ACROSS DALLAS COLLEGE.
SO, THE LIGHT BLUE LINES ARE THE KEY PERFORMANCE INDICATORS, THIS IS NOT REPRESENTATIVE OF EVERYTHING WHICH IS IMPORTANT OR EVERYTHING THAT WE'RE GOING TO TRACK, BUT, THESE ARE THE THINGS THAT WE'RE GOING TO PULL TOGETHER AND THINK OF AS BEING OUR OVERARCHING INSTITUTION STRATEGIC PRIORITIES OR ACTIVITIES THAT WE'RE GOING TO TRACK AND HOLD PEOPLE ACCOUNTABLE TO OVER TIME BUT THIS IS NOT EVERYTHING.
SO, YOU WILL CERTAINLY, AS YOU LOOK THROUGH THIS THINK "WHAT ABOUT THIS OR WHAT ABOUT THAT?" IT'S NOT MISSING FROM OUR ACTIVITY IT'S JUST WE HAVE TO BE SELECTIVE.
IF THE PLAN GETS TOO LARGE AND GRANULAR, IT BECOMES TOO DIFFICULT TO MATTER.
THESE ARE THINGS ELEVATED IN LEADERSHIP FOR THESE AREAS.
>> HEY, DANIELLE, CAN YOU SAY WORDS ABOUT STATE DEFINED PERFORMANCE AND FUNDING AND WETHER OR NOT OUR STUDENT'S SUCCESS IS ALIGNED WITH THAT?
>> WE HAVE SEVERAL WAYS TO GAUGE THAT, ONE BEING SUCCESS POINT FROM THE STATE.
DIFFERENT MEASURES OF STUDENT PROGRESS AND COMPLETION AND THAT PART IS ATTACHED TO OUR FUNDING AND IT NEEDS KEY PERFORMANCE AND PEER METRICS FOR SURE.
BECAUSE, WHAT WE WANT TO ENSURE IS THAT WE'RE BEING PURPOSESFUL AND THOUGHTFUL ABOUT WHAT'S BEING GOOD FOR STUDENTS AND ENSURING WITHIN OUR WORK THAT WE'RE DOING THE WORK THAT IMPORTANT AND BENEFICIAL FOR DALLAS COLLEGE.
>> IF I COULD ADD, THANK YOU FOR BRINGING THAT UP TO INFORM THE NEW TRUSTEES.
SO, BEFORE WE BEGAN ON THE ROAD TO TRANSFORMATION INTO ONE COLLEGE BY THE STATE OF TEXAS HIRING THE COORDINATING BOARD, ALL OF OUR COLLEGES WERE DEAD LAST.
EL CENTRO BEING OUT OF 50, THE 50TH IN SCHOOL PERFORMANCES.
THERE'S NO WAY THAT WE COULD HAVE DONE SOMETHING DRASTIC.
THE REASON THAT WE WENT THROUGH THE TRANSFORMATION, THERE WERE MANY REASONS, BUT THAT WAS LIKE SOMEBODY KNOCKING YOU OVER THE HEAD WITH A SLEDGE HAMMER OR
[00:45:04]
SOMETHING.WE WERE DEAD LAST IN STUDENT'S SUCCESS POINTS.
AND THIS WAS AN OUTSIDE BODY, A FUNDING BODY FROM THE STATE OF TEXAS EDUCATION BOARD LOOKING AT ALL THE RANKINGS, WE WERE DEAD LAST.
>> YOU KNOW, FIVE OF OUR SEVEN WERE.
>> WELL, ELCENTRO WHERE WE HAVE THE FACULTY.
>> WHEN LOOKING AT THESE TABLES, THE WHITE LINES ARE OUR MEASURES, THAT'S THE SPECIFIC DATA THAT WILL BE TRACKED AND COMPARATIVELY ANALYZED TO ENSURE THAT IF WE'RE MOVING THOSE OF DATA INTO THAT DIRECTION THEN WE'RE MOVING THAT KEY PERFORMANCE INDICATOR IN THAT DIRECTION.
>> >> DO WE HAVE A CURRENT LOOK AT WHERE WE FALL IN TERMS OF STUDENT SUCCESS IN THE STATE OF TEXAS?
>> NOT IN THE CONTEXT THAT TRUSTEE FLORES WAS JUST SAYING, ONE IS THAT WE'RE STILL, A LITTLE TOO NEW IN THE CONSOLIDATION WITH THE COORDINATING BOARD TO CATCH UP WITH HOW THEY'RE EVALUATING THAT.
NOW, WE DO HAVE SOME OF THE SPECIFIC MEASURES UNDERNEATH THESE, YOU KNOW, THESE SPECIFIC GOALS THAT ARE THAT WE'RE STARTING AS OUR BASELINE.
AS WE BUILD THIS OUT AND WE HAVE THE RESTORED VIEW THAT HELPS GUIDE US AND WHERE WE'VE BEEN.
AND THIS WHOLE THING SHOWS US WHERE WE'RE GOING AND WHAT WE'RE TRYING TO ACCOMPLISH.
>> BUT THERE'S NOT THE ARGUMENT OUT THERE SOMEWHERE IN THE PUBLIC ASSUMPTION THAT SAYS WHERE WE ARE IN TERMS OF STUDENTS?
>> THE COORDINATING BOARD IS THE ONE THAT GENERATES THAT AND SO, IT THE MOST RECENT
ONE WE WOULD HAVE, I WOULD HAVE TO LOOK BACK AND IS IT STILL -- >> UNFORTUNATELY THAT'S STILL NOT AVAILABLE TO US.
>> DOES NOT SEE US AS DALLAS COLLEGE YET.
AND I KNOW, JOHN, YOU GET SOME OF THAT DATA FOR THE BUDGET AND THEY'RE STILL BEHIND AS WELL?
>> AND THE REASON WHY I'M ASKING IS THAT DALLAS COLLEGE AND I'M TRYING TO DECIDE WHERE I'M GOING TO GO TO SCHOOL AND I'M DOING RESEARCH AND I WANT TO SEE WHERE WE RANK IN SOME OF THERE'S AREAS, WHERE DO I GO, AND WHAT AM I LOOKING AT? IS IT CURRENT OR OUTDATED? AND IF IT'S OUTDATED, WHAT ARE WE SAYING?
SO, IT IS OUTDATED AND THERE ARE THINGS THAT THE COORDINATING BOARD THAT HAS COMPARATIVE POINTS, DATE POINTS AMONG COLLEGES AND UNIVERSITIES.
THE DEPARTMENT OF EDUCATION AT THE FEDERAL LEVEL HAS A SCORECARD WHERE YOU COULD DO SOME OF THAT EVALUATION.
AND AGAIN, SOME OF THE CHALLENGE WITH THAT EVEN WITH THE DEPARTMENT OF ED'S SCORECARD, WHEN WE CONSOLIDATED THEY MAINTAINED EL CENTROS BASED ON THE OLD SYSTEM.
>> WELL, YOU KNOW, I WOULD LIKE TO KNOW WHAT'S BEING SAID AND HOW WE'RE BEING LOOKED AT THESE DAYS AS AN INSTITUTION.
SO, WHEN SO WE UNDERSTAND OUR CHALLENGES AND WHAT WE NEED TO DO TO IMPROVE OUR IMAGE.
>> THIS IS AN ENTIRELY NEW PROCESS ESPECIALLY FOR THE NEW BOARD MEMBERS, HOW WE SORT OF JUDGE OUR INSTITUTIONAL HEALTH.
THIS IS REALLY AGAIN TO HELP US TRACK WHERE WE'VE BEEN UNDER ALL OF THESE MEASURES, WHERE ARE WE CURRENTLY, AND WHERE ARE WE TRYING TO GET TO, AND TO YOUR POINT ALSO,
[00:50:01]
IT HELPS US THEN REDEPLOY OUR RESOURCES WHERE WE NEED TO.WE TOOK THE LONG VIEW OF THIS, I TALKED ABOUT BUILDING THIS TO DALLAS COLLEGE 2030, TAKING A LONG LOOK ON WHAT WE NEED TO DO TO GET TO THESE MEASURES.
IF WE SEE WHAT WE'RE DOING IS NOT ALLOWING US TO GET THERE, WE COULD MAKE A SHIFT AND TO IT IN A DIFFERENT WAY.
I WANT THIS TO BE A TRANSPARENT SET OF DOCUMENTS FOR INDIVIDUALS LOOKING FOR THOSE MEASURES AS WELL, THAT WE'RE PRODUCING THEM AND PUTTING THEM UP.
>> CHAIR BRAVO: I THINK IT WAS TRUSTEE BOYD, AND THEN VICE CHAIR.
>> MY QUESTION WOULD BE, AND I THINK THIS IS WHAT TRUSTEE IS ASKING TOO, WE MAY NOT BE ABLE TO GET THE COORDINATION OF BOARDS OF BUT IF WE KNOW WHAT OUR RESULTS ARE INTERNALLY, THOSE, I THINK, WILL BE GOOD TO SHARE WITH US ON A QUARTERLY BASIS SO THAT WE GET THAT UPDATE.
AND IT WOULDN'T PREPARE US BUT GIVE US AN UNDERSTANDING OF WHAT WE'RE ACCOMPLISHING IN OUR RULES OF MEASUREMENT.
>> THAT'S ABSOLUTELY WHAT YOU CAN EXPECT IS THAT WITH THIS, WE'RE GOING TO COME BACK, MAY BE IT'S NEXT QUARTER, WE'RE GOING TO LOOK AT STRATEGIC LEVELS 1.1.
AND WE'LL HAVE THE HISTORY, THE CURRENT MEASURES AND THEN WE'LL IDENTIFY WHAT SORT OF GOALS WE'RE TRYING TO GET TO WITHIN THESE THINGS.
>> AND I THINK THAT THAT SHOULD BE AS WE TALKED ABOUT HAVING REGULAR UPDATES ON A QUARTERLY BASIS GOING FORWARD, EVEN THOUGH WE DON'T HAVE A COMPARISON, WE KNOW THAT WE'RE MAKING PROGRESS OR SLIDING BACK.
SO, I WOULD ENCOURAGE US TO DO THAT.
>> WETHER OR NOT THE PRIORITIES WE SET (INDISCERNIBLE) >> YOU KNOW.
AND SOMETHING NEEDS TO BE TWEAKED, OH, YOU KNOW, WE NEED TO LOOK AT IT IN A
DIFFERENT WAY WITH A DIFFERENT MINDSET (INDISCERNIBLE) >> ABSOLUTELY.
I REALLY VIEW THIS PROCESS AS A TOOL THAT WE HAVE NOT HAD, THE BOARD'S NOT HAD AND WE'VE NOT HAD AS AN INSTITUTION.
THE PUBLIC HAS NOT HAD IN A WAY BEFORE.
WE'VE DONE MORE, WE MAY DO SOMETHING ON AN ANNUAL BASIS OR DIRECTIONALITY ON HOW TO DO IT, BUT THIS GETS INTO THE SPECIFICS OF THE DETAILS WHICH ARE IMPORTANT TO ALL OF US AS WE MEASURE HOW WE'RE DOING AS AN INSTITUTION TO ADDRESS THESE THINGS.
>> YOU KNOW, UM, (INDISCERNIBLE) >> I DON'T KNOW, AND I DON'T REMEMBER IF I'VE SEEN IT, BUT, UNLESS WE CAN SHOW SOME DATA THAT BASICALLY TELLS US THAT THESE THINGS ARE (INDISCERNIBLE) AND WE'RE DOING ALL THE THINGS AND BY (INDISCERNIBLE).
BUT, YOU KNOW, WHAT (INAUDIBLE) >> AND WHAT TOOLS ARE YOU ALL GOING TO PROVIDE THAT WILL GIVE US THAT INFORMATION.
WHAT WE CAN MENTION OURSELVES.
>> YEAH, AND I THINK WHAT YOU'RE SEEING HERE IS THE MISSING LINK, THAT'S EXACTLY WHAT YOU DESCRIBED.
THAT WOULD BE THE THINGS THAT WE WANT TO DO AND THAT WERE OUR ATTENTION CAN ACCOMPLISH.
THIS TELLS US HOW WE'RE DOING IN THAT ACCOMPLISHMENT.
>> AND THE PUBLIC IS THE KEY PART OF DETERMINING OUR SUCCESS.
>> YOU KNOW, I WANT US TO PAY ATTENTION, OBVIOUSLY, AND CELEBRATE WHERE WE'RE DOING THINGS WELL AND RECOGNIZE WHERE WE'RE DOING THINGS WELL.
BUT, I ALSO WANT TO USE THIS TO SHINE A SPOTLIGHT ON WHERE THE ISSUES AND CHALLENGES ARE.
LIKE, OKAY, WE'RE LISTENING AT THIS POINT AND THEN LET'S PEEL BACK WHY WE'RE MISSING THAT MARK AND REDEPLOY RESOURCES NECESSARILY TO BE SURE THAT WE ADDRESS IT AND SO THAT WE DON'T FALL BEHIND.
YEAH, THERE ARE SOME THINGS WHICH WILL BE TIDE DIRECTLY TO THE EXPECTATIONS OF THE COORDINATING BOARD'S PLAN, USED TO BE KNOWN AS 6530, BUT THE NAME'S BEEN UPDATED.
AND THAT'S WHY I TALKED ABOUT DALLAS COLLEGE 2030 AS WELL, IS, WHAT ARE WE DOING TO NOT ONLY ACCOMPLISH WHAT WE NEED TO ACCOMPLISH, OUR RESPONSIBILITIES HERE IN
[00:55:01]
DALLAS COUNTY, FOR TEXAS AND OUR CONTRIBUTION AS A REGION TO THE STATE'S OVER ALL GOALS OF INCREASING AND PRODUCING MORE QUALIFIED FOLKS INTO THE WORKFORCE THAT WE'RE MOVING STUDENTS TO UNIVERSITIES, TRANSFERRING TO UNIVERSITIES TO BE SUCCESSFUL, SO, THERE ARE LINKAGES TO THE STATE PART, AND SOME OF THINGS ARE THINGS THAT WE'RE ALSO SELF-IDENTIFYING AND SAYING, "THIS IS IMPORTANT".SO, WE'LL PUT IT ON THE LIST AND ADDRESS IT OVER A MULTIYEAR TERM.
>> SO, UM, TO FOLLOW UP WITH TRUSTEE COMPTONS QUESTIONS, WE GOT A REPORT IN MAY OF STUDENT'S SUPPORT.
AND WE HAD A DISCUSSION OF WHY PEOPLE COME THROUGH OUR DOORS AND THE REASONS THEY'RE COMING TO US.
IT'S NOT JUST THE TRADITIONAL STUDENT.
AS A MATTER OF FACT, 20% ARE THE TRADITIONAL STUDENTS, ENROLLING AND GRADUATES, AND 75% OF OUR STUDENTS WITH THE DATA THAT WE HAVE RIGHT NOW, EARLY DATA, 61% OF STUDENTS INDICATED A SPECIFIC REASON THEY CAME TO US, AND OUT OF THOSE 60% EXITED MEETING THAT GOAL.
SO, I THINK THAT WE'RE ALREADY SHOWING SOME SUCCESS.
SO, THE QUESTION ON THESE METRICS, IS HOW MUCH OF THE STATE'S SUCCESS POINTS ARE ROLLING INTO THESE METRICS.
>> SO, THE STATE PART AND THE FEDERAL PART, YOU TALKED ABOUT THE FIRST TIME, FULL TIME THAT WENT DIRECTLY IN AND GRADUATED WITHIN 2 YEARS AND HISTORICALLY THAT'S 10% OF OUR POPULATION.
AND SO, AT THE FEDERAL LEVEL WITH THE TRADITIONAL MODEL, AT THE STATE LEVEL EVEN WITH SOME OF THE SUCCESS POINTS, WE ARGUE IS NOT TRULY REFLECTIVE OF OUR STUDENTS AND WHAT THEY'RE TRYING TO ACCOMPLISH.
SO, WE CERTAINLY EMBED AND BRING THESE THINGS, AS I SAID, TIE THEM INTO 65/30, AND THEN GO A STEP FURTHER TO IDENTIFY WHAT OUTCOMES ARE STUDENTS TRYING TO ACHIEVE.
AND THAT 61% REFLECTS THAT AND THAT'S OUR OWN INTERNAL LOOK AT IT IN A WAY THAT WE'RE NOT GETTING CREDIT FROM THAT FROM THE STATE OR FED BUT IT'S IMPORTANT TO THE INDIVIDUAL, ARE WE DOING WHAT THEY NEED.
THAT MEANS, THEY COME AND TAKE A COUPLE OF CLASSES WHICH HELPS PREPARE THEM FOR WHAT THEY'RE GOING TO DO NEXT.
AGAIN, THAT'S A SUCCESS FOR THE STUDENT.
NOT A SUCCESS ACCORDING TO THE STATE OR TO THE FEDS BUT FOR THE INDIVIDUAL THAT'S A SUCCESS.
SO, THAT PRESENTATION WOULD BE REFERENCED, AND LOOK ADD IT AS THOSE VANTAGE POINTS ARE STUDENTS GETTING WHAT THEY NEED TO COME HERE.
AND THAT'S GOING TO BE PART OF WHAT WE CONTINUE TO LOOK AT ON GOING AS WELL, WHY STUDENTS COME HERE AND MEASURING.
>> (INDISCERNIBLE) >> DO YOU SURVEY OR INTERVIEW STUDENTS SO WE KNOW WHERE THEY'RE HERE.
DO WE HAVE AN EXIT INTERVIEW? DO WE ALSO KNOW WHY THEY LEFT?
>> THERE ARE A COUPLE OF WAYS THAT WE FIND OUT THAT INFORMATION, WE CALL STUDENTS, AND WE HAVE THAT QUESTION ON THE APPLICATION, WE HAVE FOCUS GROUPS AND THERE ARE A VARIETY OF DIFFERENCE SOURCES OF INFORMATION.
IN TERMS OF WHY STUDENTS LEAVE, IN GENERAL, THEY PROVIDE THE "FOR PERSONAL REASONS", SOME OF THEM LATELY HAS HAD TO DO WITH WORK.
"I NEED TO WORK MORE HOURS AND SCHOOL IS NOT SOMETHING THAT I COULD HANDLE WITH THEIR WORK LIFE.
>> I LIVED THAT LIFE, I KNOW WHAT IT'S LIKE TO BE THAT KIND OF STUDENT.
I'M ASKING YOU WHAT WE'RE DOING TO HAVE THE FACTS ON WHY THEY CAME AND WHY THEY LEFT.
I DON'T WANT A FOCUS GROUP HERE OR A SURVEY THERE, IF WE HAVE ONE CATEGORY, IT MAKES SENSE COMPARING APPLES AND ORANGES, WE HAVE ONE WAY THAT WE ADJUST THIS AND I WONDER ARE WE DOING THAT?
>> WELL, WE GET THE INFORMATION FROM THEIR APPLICATION, THAT'S ONE WAY IN WHICH THEY TELL US THIS IS WHY I'M HERE.
[01:00:02]
AND THE OTHER IS PROBABLY THE CONVERSATION THAT WE HAVE WITH STUDENTS AND SOMETIMES, THE REASON THEY CAME, INITIALLY CHANGE, OF COURSE, RIGHT.SO THESE EVENT COURSES KEEP TRACK OF THAT.
MAY BE, THEY CAME FOR A 2-YEAR DEGREE AND THEN THEY'RE GOING TO CHANGE TO A CERTIFICATE.
WE TRACK THOSE CHANGES SO WE KNOW WHY THE STUDENT COMES TO US FROM THE DATA THAT WE SUES IN THE APPLICATION THAT SHOWS THE STUDENTS THAT SAY "I CAME HERE TO DO THIS." AND HOW MANY STUDENTS ARE ABLE TO ACCOMPLISH THE GOAL THAT THEY SET WHEN THEY CAME TO US.
SO, WE DO HAVE THAT INFORMATION AND TRACK IT.
>> THAT'S WHAT I'M ASKING FOR ON A QUARTERLY BASIS.
CAN WE HAVE THAT SO WE KNOW WHAT'S HAPPENING HERE.
BECAUSE WHEN I WAS CAMPAIGNING FOR THE BOARD OF EDUCATION, AND THOSE ARE THE NUMBERS I REPORTED.
AND IF THEY WANTED TO SEE EL CENTRO, I DON'T CARE, THOSE ARE THE NUMBERS FROM THE DEPARTMENT OF EDUCATION.
AND THAT'S THE WAY PEOPLE SEE US, AND IF WE WANT TO CHANGE THAT, WE'RE GOING TO HAVE TO COUNTER THAT WITH NUMBERS.
>> THERE ARE DATA POINTS WITH EACH ONE OF THESE THAT WILL BE REVEALED QUARTERLY.
>> AND BY THE DEPARTMENT OF EDUCATION STANDARDS, AND STATE OF THE TEXAS STANDARDS, ALL COMMUNITY COLLEGES MEASURE THE TRADITIONAL STUDENTS.
(INDISCERNIBLE) >> IF BY THOSE STANDARDS.
NOW, MY QUESTION ABOUT THE METRICS ON STUDENT'S SUCCESS, DO THEY TRACK ON THE COORDINATING BOARD'S SUCCESS POINTS?
>> I WOULD HAVE TO LOOK, DANIELLE.
WHEN WE CAME UP WITH THESE ITEMS FOR THE STRATEGIC PLAN WE USED OUR MISSION MORE THAN THE MEASURES FROM THE BOARD OR FROM THE DEPARTMENT OF ED, THERE'S OVERLAP BECAUSE COMPLETION IS PART OF STUDENT'S SUCCESS, BUT IT'S JUST THAT WE HAVE THOSE AND, SO, WE HAVE SOME MEASURES THAT ARE ABOUT ENROLLMENT AND SOME WHICH ARE ABOUT COMPLETION BUT WE ALSO HAVE WORKFORCE TRANSFER AND THE KINDS OF THINGS WHICH ARE IMPORTANT TO US AND IMPORTANT TO OUR STUDENTS AND COMMUNITIES, BUT ARE NOT NECESSARILY PART OF THE REPORTING TO THE DEPARTMENT OF ED.
>> SO, NOT NECESSARILY EMBEDDED IN THE STRATEGIC PLAN AND METRICS, ET CETERA, BUT COULD WE TRACK THOSE METRICS AS WELL, THOSE DATA POINTS?
>> THAT'S UNDER THE CATEGORY OF NOT EVERYTHING IS REFLECTED IN THE PLAN.
THERE'S A WHOLE HOST OF DATA POINTS THAT WE TRACK WHICH ARE JUST NOT PART OF THIS DOCUMENT.
>> AND QUICKLY, ON GOAL NUMBER ONE, STUDENT'S SUCCESS OR STUDENT CREDENTIAL PER SE.
>> THAT CAN BE GRADUATION FROM A PROGRAM, THAT'S THE COMPLETION AT ANY OF OUR PROGRAMS. UM, BUT, I WOULD SAY, THAT I BELIEVE THAT MOST OF THE CE WORK IS BEING TRACKED MORE AND MORE FOR WORKFORCE DEVELOPMENT.
BUT, YOU'RE RIGHT, THAT IS A COMPONENT OF STUDENT'S SUCCESS.
THAT, AGAIN, I BELIEVE IS CERTAINLY BEING TRACKED AND COUNTED.
BUT, MOST OF WHAT WAS FOCUSED ON THIS PLAN WAS CENTERED AROUND CREDIT AND COMPLETION BECAUSE THAT'S THE BULK OF THE WORK THAT GETS RELATED IN THE ACADEMIC AND STUDENT'S WORKFORCE.
>> I KNOW THAT WE HAVE HANDS UP, I KNOW THAT WE HAVE MORE WORK TO DO.
I KNOW THAT WE HAVE RUN OVER TIME.
CAN WE GO OVER MORE SLIDES AND THEN GET TO YOUR QUESTIONS?
>> WELL, SHE HAD HER HAND UP FIRST, THOUGH.
>> SINCE WE'RE TALKING ABOUT THE BOARD'S.
[01:05:06]
>> WE'RE TALKING ABOUT 3.3, SOMETHING IS WRONG WITH THAT NUMBER.
>> SO, YOU WOULD LIKE, SO, FROM WHAT I'M HEARING, IS THAT YOU WOULD LIKE SOMETHING DIRECTLY ADDRESSING COMPLETION OF NON-CREDIT.
>> STUDENT'S SUCCESS, AND WE HAVE A LOT OF NONACCREDITED STUDENTS, THINK ABOUT THE STUDENTS GETTING CERTIFICATES, HOW DO WE MEASURE THE SUCCESS OF STUDENTS IN THE EMERITUS PROGRAMS?
>> WE'RE NOT GOING TO DO IT NOW, BUT I THINK SOME THOUGHT NEEDS TO BE PUT INTO THAT AND PROVIDE ADDITIONAL MEASURES.
BECAUSE WE HAVE MORE EMPHASIS NOW ON WORKFORCE.
AND GETTING THE STUDENTS OUT WITH THE CREDENTIAL IN THE INDUSTRY AREAS, AND I THINK THAT WE'RE MISSING THE BOAT IF WE DON'T CAPTURE THE METRICS ON THAT, THOSE SUCCESSFUL IN COMPLETING THE WORK EDUCATION AND NOT THE CREDITED STUDENTS.
>> THIS IS THE POINT THAT WE HAVE THE STATE CONVINCING FOR A COMMUNITY COLLEGE TRUSTEE, AND STUDENT'S SUCCESS WAS ONE OF THE MOST VOCAL POINTS BUT ALSO RELATED TO THE FINANCE COMMITTEE, THE COMMITTEE WHICH IS BEING EVALUATED NOW ABOUT STATE FUNDING AND ONE OF THE BIGGEST POINTS WAS THE VALUE OF THE COMMUNITY COLLEGE, THE NON-CREDIT PROGRAMS IS NEVER GETTING ENOUGH WEIGHT.
AND EVERYBODY WILL TESTIFY THAT THOSE ARE THE DRIVERS OF WORKFORCE DEVELOPMENT AND THAT'S WHERE THE REAL VALUE OF COMMUNITY COLLEGE.
SO, FOR US TO BUILD A PROGRAM THAT CLEARLY DEFINES THAT, WE COULD BE DEVELOPING WHAT COULD BE PROMOTED AS A STATE MODEL ABOUT HOW YOU REALLY EVALUATE THE VALUE OF THE COMMUNITY COLLEGE.
SO, THAT WAS TOTALLY DRIVING THAT AS WE WERE GETTING THE WORD OVER TO THE LEGISLATIVE BODY THE TRUE VALUE OF THE COMMUNITY COLLEGE IS TOTALLY NOT APPRECIATED.
THE REASON IS THAT WE'VE NEVER PROVEN OR TOLD OUR STORY.
WE'VE NEVER PROVEN IT WITH THIS TYPE OF DATA.
>> SO, I THINK, I APPRECIATE THE CONVERSATION AND I THINK IT'S AN IMPORTANT PART OF WHAT WE DO.
AS FAR AS WHAT WE HAVE AS AN EXECUTIVE TEAM.
I WOULD STATE MY FRUSTRATIONS, IF YOU GO TO THESE MEETINGS, CONFERENCES OR WHATEVER, OFTEN TIMES PEOPLE START THE CONVERSATION WITH "HOW'S YOUR ENROLLMENT" AND WHAT THEY'RE FOCUSSING ON IS CREDIT ENROLLMENT, AND THAT'S AN IMPORTANT PART OF WHAT WE DO, OBVIOUSLY, BUT THERE'S A WHOLE OTHER PART WHICH IS TRANSFORMATIVE TO INDIVIDUALS AND EMPLOYERS WHICH WE DON'T WANT TO GET LOST.
AND AS WE HAVE THE CONVERSATIONS WITH THE EXECUTIVE TEAM, WE ARE EXPANDING NON-CREDIT OFFERINGS, FOR A MULTITUDE OF REASONS, BUT ESPECIALLY IN THIS ECONOMY, PEOPLE NEED SHORT TERM SKILLS AND GET INTO THE WORKFORCE.
THINGS LIKE 113 IS FOCUSED ON THAT, I DON'T WANT THE FOCUS JUST TO BE ON THE CREDIT.
>> THIS IS THE GOAL THAT WE HAVE THE MOST HISTORIC DATA ON AND NOW WE'RE ABLE TO TAKE THAT DATA AND SET 1-YEAR, THREE-YEAR, AND FIVE-YEAR GOALS.
AND AS JUSTIN SAID THAT THE INTENT IS TO HAVE REGULAR UPDATES ON ALL THE STRATEGIC PLANS.
>> STRATEGIC GOAL 2, EMPLOYEE SUCCESS.
THIS IS CENTERED AROUND, AS WE MENTIONED BEFORE, THE EMPLOYEE ENGAGEMENT AND EXPERIENCE SURVEY THAT WE'RE GOING TO BE DOING IN THE FALL.
SO, WE EXPECT THAT WE WILL HAVE DATA AND BASELINE INFORMATION FOR THIS IN THE SPRING.
COMMUNITY ENGAGEMENT, THIS IS REALLY FOR THE WORKFORCE AND DEVELOPMENT AREA.
THE KEY PERFORMANCE INDICATORS THAT THEY IDENTIFIED AGAIN, COMING UP WITH THAT DATA ACROSS DALLAS COLLEGE IS THE WORK THAT WE WILL BE ENGAGED IN PRIMARILY IN THE FALL, SO, THIS COMING YEAR WE WILL GET THE BASELINE DATA AND THEN WE WILL BE ABLE TO SET STRATEGIC TARGETS BASED ON INFORMATION AFTER THAT.
[01:10:05]
THE STRATEGIC GOAL FOUR IS INSTITUTIONAL EFFECTIVENESS, THIS IS INTERNAL OPERATIONS.THERE ARE SOME COMPONENTS PART OF THE EMPLOYEE SURVEY AND SOME COME THERE'S SOME RELATED TO 4.2 WHICH IS PRIMARILY IT AND FACILITIES WHICH WE WILL GET THAT BASELINE DATA ACROSS THEFALL.
AND ONCE WE HAVE THAT, WE'LL HAVE REGULAR ACCESS TO DASHBOARD SO THEY COULD SPEED UP THAT INFORMATION AS IT'S UPDATED.
AND THAT INFORMATION AS ALL OF THESE MEASURES CHANGE ACROSS THE YEAR, THOSE WILL BE INCLUDED IN THE REPORTS TO THE BOARD.
>>> ONE OF THE STEPS THAT WE'VE TAKEN IS TO REALLY MAKE THE STRATEGIC FRAMEWORK A TOOL IS THE DEVELOPMENT OF ADMINISTRATIVE UNIT ACTION PLANS, THIS IS AN OPPORTUNITY FOR LEADERS AND TEAMS ACROSS THE COLLEGE TO IDENTIFY A FEW KEY PROJECTS OR INITIATIVES THAT THEY WOULD BE ENGAGED IN.
AND YOU HAVE AN EXAMPLE THAT I HAVE HANDED TO YOU.
THIS IS A ABOVE AND BEYOND NORMAL OPERATIONS.
THEY'RE NOT INTENDED TO BE COMPREHENSIVE OR A DESCRIPTION OF THE NORMAL WORK THESE FOLKS ARE ENGAGED IN.
THERE'S ARE FOR THEM TO IDENTIFY PROJECT DURATION SPECIFICALLY ALIGNED TO OUR KEY COMPONENTS OR MEASURES IN THE STRATEGIC PLAN THAT THEY ARE GOING TO BE ENGAGED IN OVER THE NEXT ACADEMIC YEAR TO MOVE THAT MEASURE FORWARD.
IT WILL BE PART OF AN EVALUATION PROCESS, SO, EARLY NEXT YEAR, THEY WILL BE TAKING THESE PLANS AND EVALUATING HOW IT WENT.
YOU SAID YOU WERE GOING TO MEASURE YOUR SUCCESS IN THIS WAY WAS THIS INITIATIVE SUCCESSFUL, IS IT GOING TO BE CONTINUED OR COMPLETED OR REPLACED.
AND THE TIMING OF THAT EVALUATION WILL ALIGN WITH THE BUDGET BUILD.
SO THAT IN THE NEXT CYCLE AS THEY'RE THINKING ABOUT PROJECTS AND INITIATIVES FOR THE NEXT YEAR, THEY CAN IDENTIFY SPECIFIC RESOURCES THEY NEED AND INCLUDE THAT IN THEIR JUSTIFICATION OF ANY REQUEST.
WE HAD EXAMPLES FROM THOSE FAMILIAR WITH THESE TYPE OF PLANNING IN STRATEGIC PROCESSES THAT THEY DID NEXT YEAR.
BUT, IT WILL BE IN OUR NEXT CYCLE ANYBODY THAT ASKING FOR SPECIFIC RESOURCES ABOVE AND BEYOND NORMAL BE ABLE TO IDENTIFY AND ALIGN THOSE WITH THE STRATEGIC PLAN.
>> SO, ONCE WE HAVE OUR BASELINE DATA, THE NEXT STEP IS TO SET TARGETS.
SO, THAT'S WHAT WE'RE ENGAGED IN WITH STUDENT'S SUCCESS, THAT THEY WILL BE DOING SHORTLY.
FOR OTHER AREAS, WE'RE LOOKING AT BASELINE DATA AND ONCE WE HAVE THAT, IT WILL BE THE EXPECTATION THAT TARGETS WILL BE BASED ON THAT BASELINE DATA AND CONNECT THOSE TO THE BUDGETING PROCESS.
WE EXPECT THIS TIME NEXT YEAR WE WILL HAVE THAT STRATEGIC PLAN FULLY POPULATED WITH DATA SO YOU WILL BE ABLE TO SEE IN ADDITION TO THE FRAMEWORK YOU SAW TODAY, YOU'LL SEE WHERE THE DATA IS, AND WHERE WE ARE AND THE TARGET OF WHERE WE INTEND TO BE AS WE GO OVER THE NEXT SEVERAL YEARS.
THE INTENT IS THAT THIS REALLY DOES BECOME A TOOL, NOT ONLY FOR LEADERS TO BE ABLE TO GUIDE THE ACTIVITY OF THEIR TEAMS BUT FOR US TO BE PURPOSEFUL IN CONNECTING THE ACTIVITY AND THE BUDGET AND ALIGN THAT TO THE GOALS, KPIS, AND MEASURES OF THE STRATEGIC PLAN.
>> I DON'T WANT ANY OF THAT TO GET LOST.
AGAIN, BACK TO HOW DIFFERENT THIS IS FOR US.
SO, AGAIN, THIS GETS DOWN TO THE INDIVIDUAL CONTRIBUTOR AS AN EMPLOYEE OF HOW THEY'RE CONTRIBUTING AND CONNECTING TO THE STRATEGIC PLAN.
I THINK THAT IN IT SELF, HELPS WITH ENGAGEMENT SIDE OF IT.
THESE ARE NOT JUST WORDS THAT SAY THIS, WE LOOK, AND TRACK THE DATA AND CONNECT THAT TO BE HELD ACCOUNTABLE.
>> CHAIR BRAVO: TRUSTEE FLORES?
>> SO, ON THE 16, WHERE YOU HAVE, OKAY, PERCENT ON THE IT.
THE PERCENTAGE OF STUDENTS AND EMPLOYEES OR OTHER STAKEHOLDERS WHO REPORT SATISFACTION, ET CETERA, SO, HOW DO YOU GET THAT INFORMATION FROM STUDENTS?
>> SO, ON ALL OF THE METRICS, NOT JUST THIS ONE, WE HAVE IDENTIFIED THE
[01:15:01]
LEADERS WHO HAVE IDENTIFIED THAT MEASURE ARE AUTOMOBILE RESPONSIBLE FOR IDENTIFYING HOW TO GET THIS DATA.SO, WE DIDN'T WANT PEOPLE TO SAY WE'RE GOING TO MEASURE SOMETHING THAT THEN COULDN'T BE MEASURED, SO, SOME OF THAT WILL BE PART OF THE EMPLOYEE OPERATION SURVEY FOR EMPLOYEES AND THEN THERE'LL BE SPECIFIC QUESTIONS ADDED TO THE STUDENT SURVEYS.
LET'S SEE, THERE ARE SEVERAL OF THEM THAT WE DO ON A REGULAR BASIS THAT YOU COULD ADD CUSTOM QUESTIONS.
SO, IF THE SURVEY DOESN'T INCLUDE THOSE QUESTIONS, WE COULD ADD THOSE.
>> I THINK THAT WOULD BE HELPFUL, TO SHOW WHAT THE SURVEY IS AND THE DIFFERENT QUESTIONS THAT GO ON THEM.
THAT MIGHT GO TO WHAT TRUSTEE GARCIA WAS ASKING REGARDING THE STUDENTS.
I THOUGHT, SHOULD WE HAVE A STUDENT ENGAGEMENT SURVEY, BUT IF THAT'S WHAT THAT COVERS, IT WILL HELP US TO HAVE A BETTER UNDERSTANDING IN STUDENTS BECAUSE WHEN I WAS DOING THE CLASS TO FINISH MY MASTERS, WE SURVEYED STUDENTS, AND WE GOT VERY FEW RESPONSES, HOWEVER, IT WAS INTERESTING ON SOME OF THOSE, THEY COMPLAINED ABOUT OUR REGISTRATION PROCESS BEING TOO DIFFICULT, AND THEY DON'T HAVE ANYBODY TO REALLY TALK TO.
AND I'VE GONE THROUGH THAT MYSELF, WHEN I TRIED TO REGISTER FOR A POWER POINT CLASS.
THERE WERE THREE PEOPLE THAT HAD TO HELP ME BECAUSE OF PARTICULAR SITUATIONS WHEN I WAS A STUDENT IN THE PAST.
SO, THERE ARE THINGS THAT CAN HAPPEN, BUT WE DON'T KNOW WHAT TO ADDRESS IF WE'RE NOT ASKING THEM WHAT DIFFICULTIES THEY'RE HAVING, ET CETERA.
>> SURE, AND WE CAN SHOW AN EXAMPLE OF THOSE.
>> AND THEN, HAVING TAKEN A COURSE IN MY MASTERS WORKS, IN STRATEGIC PLANNING, I DON'T KNOW HOW TO DO STRATEGIC PLANNING, I DON'T KNOW ENOUGH YET.
SO, HERE WE'RE ASKING OUR EMPLOYEES TO ENGAGE IN STRATEGY STRATEGIC PLANING, HAVE THEY BEEN TRAINED IN THAT?
>> BECAUSE IT IS NEW AND DIFFERENT, SOME ARE FAMILIAR WITH IT AND SOME ARE NOT.
>> OUR OFFICE, EVERY STEP OF THE WAY AND MARY AS WELL, ANYTHING THAT WE DEPLOY COMES WITH TRAINING, SO THEY HAVE ACCESS TO UNDERSTANDING OF EXACTLY WHAT WE WANT THEM TO DO AND SUPPORT TO COMPLETE THE WORK.
FOR EXAMPLE, FOR 95% OF THE WAY HAVE COMPLETED DEPARTMENTAL ACTION PLANS THERE WERE A FEW WHO HAD OTHER REASONS WHY THEY WERE DELAYED AND THEY HAVE SUPPORT DIRECTLY WITH FOLKS FROM MY OFFICE TO SUPPORT THEM THEM IN THE COMPLETION OF THE WORK TO ENSURE THAT THEY UNDERSTAND IT BUT NOT JUST THAT THEY UNDERSTAND TO COMPLETE THE FORM BUT HOW TO MAKE IT MEANINGFUL FOR THEM AND THEIR TEAM.
>> AND THE OTHER QUESTION IS HOW (INDISCERNIBLE) ARE OUR COURSES? THE SUCCESS COACH THAT THEY WILL NEED, THEY DIDN'T KNOW WHAT ACRONYM TO WORK UNDER TO GET TO THE CLASS.
>> DANIELLE CAN SPEAK TO THAT.
>> (INDISCERNIBLE) >> DIFFICULTY (INDISCERNIBLE) >> AS WELL, SO, WE HAVE A LIST OF ACRONYMS THAT THEY ARE ABLE TO REFERENCE.
THEY'RE ABLE TO REFERENCE TO BE ABLE TO LOOK IT UP.
AND OUR GOAL IS THAT ONCE WE HAVE THAT SYSTEM, THAT WILL BE SIMPLIFIED.
>> SO, IS THERE A LIST OF THE ACRONYMS AVAILABLE ON THE WEBSITE?
>> (INDISCERNIBLE) >> THEMSELVES? I'M NOT 100% SURE, BUT I CAN FIND OUT.
[01:20:03]
>> SO, IF THERE WERE ON THE WEBSITE WHERE I OR ANY STUDENT UNDERSTANDS WHAT PUMP VERSUS PUS, ET CETERA.
>> AND IF I COULD GET A LIST OF THOSE ACRONYMS.
>> WHAT YOU ARE DESCRIBING TO US IS A VERY METRICS.
THERE'S A LIST FOR DOING THAT FOR US, AND ESPECIALLY IN TERMS OF US MAINTAINING OUR PROPER POSITION OF POLICY.
AND ONE OF THE CHALLENGES IS THAT WHEN YOU HAVE SO MANY METRICS, THAT'S WRONG AND YOU HAVE WHACK A MOLE.
AND WE MAY NOT HAVE OR DON'T HAVE ABILITY IN AND PROBABLY SHOULDN'T HAVE THIS ABILITY IN.
I THINK ONE OF THE BEST INNOVATIONS THAT'S COME OUT OF THIS PROCESS IN THE PAST YEAR, AND TRUSTEE BOYD MADE A COMMENT ABOUT HOW TO BUILD A METHODOLOGY TO EVALUATE THE PERFORMANCE IN COMMUNITY COLLEGE IS WHAT STAFF PRESENTED ON THE FACILITY'S CONDITION INDEX.
HE TOOK A VARIETY A FACTORS AND TETHERED THEM TOGETHER AND STUFFED THEM IN 20 DIFFERENT METRICS, AND THERE WAS A BUNCH IN THERE BUT WHAT HE DESIGNED IS WHAT'S THE OVERALL CONDITION OF THE FACILITIES.
AND THAT'S THE LEVEL THAT WE AUTO COMPLY WITH AS A BOARD.
SO, I WOULD ENCOURAGE YOU GUYS TO LOOK AT THESE STRATEGIC PRIORITIES AND THINKS ABOUT WHETHER THERE'S ALGORITHMS THAT CAN PERFORM HIGHER LEVELS OF METRICS.
SO WE COULD KEEP TRACK OF STUDENT PERFORMANCE INDEX AND THAT MANAGEMENT GOT IT'S FINGER ON THE PULSE.
I'VE LESS OF THAT IN SOME AREAS WHERE WE'RE JUST BEGINNING TO EVOLVE OUR METRICS INFORMATION.
>> YES, AND I WOULD SAY THAT THIS IS DEFINITELY, TO YOUR POINT, THIS IS ITERATION ONE OF IDENTIFYING THOSE MEASURES, AND SOME OF THOSE MEASURES ARE WHAT THEY ARE, AND IT IS NOT THE END GAME AS WE BUILD THE INFRASTRUCTURE THAT WE'RE ABLE TO GET RELIABLE DATA THAT WE CAN TRUST AND USE CONSISTENTLY ACROSS DALLAS COLLEGE.
SO, THERE ARE POINTS WHICH ARE ON HERE NOW THAT ARE NOT WHAT I WOULD LIKE TO SEE OR MY OFFICE WOULD LIKE TO SEE, BUT YOU COULD DEFINITELY PICK AT THEM.
BUT, THERE ARE, THEY ARE WHAT THEY ARE AND IN ANY CASES FOR REASONS.
AND SOME OF THAT IS THE WAY THAT WE'RE LIMITED TODAY BUT WE'RE TAKING VERY SPECIFIC ACTIONS SO THAT WE'RE NOT LIMITED IN THE SAME WAY IN THE FUTURE.
SO, WE EXPECT THOSE TO EVOLVE AND GET MORE ROBUST AND SOPHISTICATED WITH TIME.
>> AS WE GO THROUGH, YOU KNOW, THE NEXT VERSIONS OF THIS AS WE BUILD THIS, THERE COULD BE, TO YOUR POINT, EVEN LOOKING AT WHAT ARE SOME OF THOSE INDEXES WHICH ARE IMPORTANT.
>> DID YOU HAVE ANYTHING ELSE?
>> TRUSTEE COMPTON, DID YOU HAVE YOUR HAND UP?
>> I WANT TO GO TO THE INCENTIVE PERFORMANCE EVALUATIONS WITH THE VISION AND VALUES.
CAN YOU EXPLAIN EXACTLY WHAT THAT MEANS? IF EVERYBODY ELSE UNDERSTANDS, THEN, MAY BE.
>> THE INTENT THERE IS TO TAKE SOMEBODY LIKE THIS DEPARTMENTAL ACTION PLAN AND PUT IT AT THE INDIVIDUAL EMPLOYEE LEVEL.
SO WHEN EACH INDIVIDUAL EMPLOYEE DOES THEIR PERFORMANCE EVALUATION, THEN THEY SET THEIR INDIVIDUAL GOALS FOR THE COMING YEAR, THAT THEY, JUST LIKE THIS PLAN, THEY'RE IDENTIFYING HOW THEIR WORK ATTACHES TO A SPECIFIC KPI METRIC OR STRATEGIC PLAN.
>> SO THAT TECHNOLOGY YOU'LL HAVE ON SITE?
>> RIGHT, SO THAT MEANS THAT WHEN I MAKE MY INDIVIDUAL GOALS WHICH I'M IDENTIFYING WHICH KPIS OR MEASURES THOSE ARE ATTACHED TO, THAT MEANS I HAVE THE DIRECT CONNECTION TO THE STRATEGIC PLAN WHICH ALIGNS WITH THE MISSION AND THE STRATEGIC PRIORITIES.
THAT GOES TO ME AS THE INDIVIDUAL IN MY WORK BEING CONNECTED TO THE STRATEGIC PLAN AND THE VISION AND VALUE SUBMISSION.
>> THINGS AND WHEN YOU SAY, IN CITE, THIS IS WHAT I WAS HOPING FOR.
>> WHEN I FIRST HEARD IT, IT TOOK ME A MINUTE TO PROCESS, IT'S BASICALLY ARE YOU DOING
[01:25:06]
THE BIG-PICTURE GOAL.>> I'M SURE IT'S JUST WORDING.
>> AND SO, I HAVE A QUICK QUESTION, I THINK THEORY QUESTION THAT WE HAVE METRICS AND KPIS TO THE STRATEGIC PLAN ISN'T THAT CORRECT?
>> BECAUSE OF OUR CONVERSATION LAST YEAR AT THIS TIME THAT WE SAID, NOW WE NEED THIS.
SO, I'M GLAD TO HEAR THIS IS EVOLVING AND THEY WILL CONTINUE AND WILL CONTINUE
TO (INDISCERNIBLE) >> BUT NOW I EQUATED IT TO WHAT SCOTT DID WITH THE FACILITIES.
>> I THINK ONE OF THE WARNINGS OR EXCITING PART OR BOTH, IS BEING PREPARED FOR WHAT YOU MIGHT HEAR AND WHAT YOU MIGHT SEE AS FOR REDIRECTION OR CORRECTION FOR EN CHANCEMENT.
IT'S A NEW DAY, AS I SAID THE OTHER DAY AT ONE OF MY OPEN HOUSES, THERE'S A NEW SHERIFF IN TOWN AND THE POLICIES ARE RIGHT BEHIND HIM.
>> WE'RE SHINING THE SPOTLIGHT ON AREAS OF CONCERN OR NEED IN A MORE DIRECT WAY.
>> AND THAT'S VERY IMPORTANT BECAUSE TYPICALLY, WHEN YOU HAVE CEOS OF AN ORGANIZATION, THEY DON'T WANT THEIR BOARD OFTENTIMES TO SEE RED FLAGS OR WARNING SIGNS, IN MY OPINION, IT TOOK A LOT OF COURAGE BY CHANCELLOR MAY TO BRING THOSE METRICS TO US FROM THE STATE BECAUSE I DON'T SIT ON THE COORDINATING WEBSITES TO LOOK, WHEN IT SHOWED WE WERE LAST, I THOUGHT, WE ALL OUGHT TO BE VOTED OUT OF OFFICE IF THIS CONTINUES.
>> ON THIS, WE ACTUALLY ADDED TWO WORDS TO THE STRATEGIC PRIORITIES.
ONE WAS TO INCLUDE GOVERNMENTAL ENTITIES IN THE PIPELINE AND THE OTHER WAS TO CREATE AND SUSTAIN THE CULTURE OF PROFESSIONAL GROWTH.
WITH THAT, JUST FOR CONSENSUS PURPOSES FOR THIS HERE, FOR 2022-2023, THE SET OF STRATEGIC PRIORITIES, WE'RE OFFERING THE MINOR CHANGES BECAUSE THEY ABSOLUTELY DRIVE EVERYTHING ELSE.
AND IF YOU KNOW FROM THE PROCESS, THIS WILL CONTINUE TO CHANGE JUST AS DANIELLE'S WILL.
BUT, I DO NEED THAT SENSE OF CONSENSUS.
WELL, WE'LL MOVE FORWARD WITH THIS AND BEGIN TO USE IT FOR THE 2022-23.
HOW WOULD YOU LIKE TO DO THAT?
>> I SAY WE SCRAP IT ALL AND START ALL OVER?
>> I'M JUST THINKING IT'S REALLY IMPORTANT THAT WHAT SHE'S SAYING AND WHAT WE'RE TALKING ABOUT WITH WORKING WITH THE GROUP IN STRATEGIC PLANNING, THEY NEED TO BE HANDED A DOCUMENT WHICH ARTICULATES WHAT WE AS A BOARD BECAUSE THAT BECOMES THE FRAMEWORK WHICH GUIDES THEM.
SO, I THINK THAT'S A GREAT REQUEST ON YOUR PART.
>> THAT'S IMPORTANT WITH THE FACILITIES PART WHICH I STARTED WITH, AND IT'S IMPORTANT WITH THE LEADERSHIP TEAM AND FOR ALL OF US, RIGHT, AN INSTITUTION FOR EMPLOYEES, TO SAY "OKAY, THIS IS WHERE WE'RE GOING, THIS IS DIRECTLY WHERE WE'RE GOING" AND IT'S ALL GOOD FOR NOW AND WE'LL CONTINUE.
SO, I APPRECIATE YOUR THINKING AND YOUR CONVERSATION AND YOUR SUPPORT OF IT.
>> CHAIR BRAVO: DID YOU WANT TO SAY SOMETHING?
>> ARE YOU ASKING FOR A VINDICATION OF?
>> THIS IS JUST A CONSENSUS, WE'RE GOOD TO GO FOR THE MOMENT.
WE KNOW THAT IT'S GOING TO CONTINUE TO CHANGE BUT WE'VE NEVER GOT A FORMAL VOTE ON THIS.
>> IN TERMS OF, YEAH, YOU COULD PICK APART PIECES OF THIS, BUT IN TERMS OF PROCESS, DEPTH, AND THE PIECE THAT'S HERE, WE'RE STARTING OFF (INDISCERNIBLE).
>> THE ACCREDITATION PROCESS, AND CERTAINLY, BUT THIS IS THE PROCESS AND DIRECTION AND THE STRATEGIC PRIORITIES OF THE INSTITUTION.
>> I THINK THAT WE HAVE OUR CONSENSUS.
>> I JUST WANT TO MAKE A COMMENT THAT I THINK THIS IS ALL VERY WELL DONE AND A VERY GOOD "BUSINESS PLAN", THAT I THOUGHT WE WERE ABOUT STUDENTS AND TEACHING, BUT I
[01:30:02]
SEE NO INPUT OR INVOLVEMENT FROM FACULTY.AND, WHAT DID THEY, THEY ALSO HAVE IDEAS ABOUT HOW WE ARE TO TEACH AND I JUST, I THINK THAT WHOLE THING JUST SEPARATED, WE'RE SUPPOSED TO BE ADMINISTRATIVE AND THE TEACHING PORTION OF THIS.
SO, I'M LIKE, WHERE ARE THEY COMING IN AND BEING INCLUDED AND IN PARTNERSHIP?
>> WELL, SO, THERE IS THE WHOLE SIDE OF THIS THAT'S FOCUSED ON THE STUDENT'S SUCCESS SIDE, THE EMPLOYEE ENGAGEMENT SIDE, THAT THE ACADEMIC SIDE HAS HAD A PROCESS ENGAGING IN THIS, THERE ARE ONGOING OPPORTUNITIES FOR INPUT WITH THE FACULTY'S LEADERSHIP, WE HAVE TWO GROUPS OF FACULTY LEADERSHIP THAT I MEET WITH ON A MONTHLY BASIS.
WHERE WE'RE SEEKING THEIR INPUTS ON DEVELOPMENT OF THESE THINGS.
AND AGAIN, HOW WE TAKE ALL OF THIS, OPERATIONALIZE IT CERTAINLY BECOMES IMPORTANT, SO, THERE ARE A MULTITUDE OF WAYS WITH WHICH WE'RE ENGAGING OUR THREE DIFFERENT EMPLOYEES GROUPS ALONG THE WAY ON HOW TO OPERATIONALIZE THIS THING.
>> AND I THINK, POSSIBLY THROUGH TRUSTEE GARCIA, WITH THE ONBOARDING PROCESS.
THERE'S A PROCESS BY WHICH FACULTY ARE CONSTANTLY, CONSISTENTLY ENGAGED.
AND I THINK THAT WOULD HELP YOU TO GET THAT INFORMATION DURING THE ON-BOARDING AS WELL.
SO, QUICKLY, AN ACCREDITATION UPDATE.
WE HAVE GOOD NEWS, OUR LEVEL CHANGED FROM A LEVEL 1 INSTITUTION ABLE TO COHORT ASSOCIATE DEGREES, TO LEVEL 2 ABLE TO AWARD BACHELOR'S DEGREE.
AND WE ALSO HAVE 11 ADDITIONAL HIGH SCHOOLS COMMITTED TO THE SACSCOC BOARD AS APPROVAL AS OFF-CAMPUS LOCATION SITES WHICH MEANS WE COULD EXPAND THE DUEL-CREDIT OFFERINGS WHICH WE HAVE AVAILABLE AT THOSE LOCATIONS.
OUR QUALITY ENHANCEMENT PLAN WHICH IS A REQUIRED COMPONENT OF OUR ACCREDITATION WORK.
WE WILL BE APPLYING A LEADERSHIP TEAM IN THE FALL TO IDENTIFY THAT TOPIC.
YOU MAY NOT HAVE, I'M NOT SURE WHAT YOUR LEVEL OF EDUCATION IS WITH THE QEP PLAN WAS, THIS WILL BE OUR FIRST COMPREHENSIVE DALLAS COLLEGE QUALITY ENHANCEMENT PLAN AND REAFFIRMATION FOR ACCREDITATION, CALLED THE CLASS OF 2025, THAT'S THE BOARD MEETING THEY WILL CONSIDER BUT OUR COMPLIANCE CERTIFICATION IS IN 2024 WITH COMPLIANCE IN 2024.
>> THAT'S GOOD NEWS, THE SECOND BULLET ABOUT 11 ADDITIONAL HIGH SCHOOL CREDITS.
FOR THOSE WHO WERE ON THE BOARD BACK WE SAID WE WANTED MORE DUEL CREDIT OFFERINGS.
I NEVER THOUGHT HE WOULD TAKE US TO WHERE WE ARE NOW TO JUST ABOUT EVERY HIGH SCHOOL NOT ONLY PUBLIC BUT CHARTER IN DALLAS COUNTY.
AND BACK THERE, THERE WERE SCHOOL DISTRICTS FIGHTING US BECAUSE THEY WERE SO TIED TO AP.
THEY DIDN'T WANT US TO GET IN.
AND THOSE WHO DIDN'T GET INVOLVED, NOW, THE PARENTS ARE PUSHING WHY? WHY CAN'T WE HAVE WHAT DALLAS COLLEGE IS OFFERING.
IT'S SUCH A HUGE SUCCESS AND I THINK THAT WE LEAD THE NATION IN THE NUMBER OF DUEL CREDIT PARTNERSHIPS THAT WE HAVE IN THE HIGH SCHOOLS AND BEYOND THAT, THE PROGRAMS AND THE EARLY COLLEGE HIGH SCHOOL PROGRAMS AND NOW THAT WE HAVE CAREER ACADEMIES IN SCIENCE.
>> WAS IT THE PARTNERSHIP WITH THE ISD.
>> THE MULTITUDE OF LEGISLATION THAT WE HAVE, THE LARGEST NUMBER OF PTECS IN THE COUNTRY.
AND, I THINK, TO YOUR POINT, YOU KNOW, WHAT PARENTS, WHAT STUDENTS, WHAT SCHOOL DISTRICTS HAVE FOUND ARE THE OUTCOMES AND WHAT A DIFFERENCE THESE PROGRAMS MAKE.
I MEAN, AGAIN, WE'VE HAD OVER 2,000 STUDENTS GRADUATE, HIGH SCHOOL
[01:35:01]
STUDENTS GRADUATES WITH ASSOCIATE'S DEGREE CREDENTIAL FROM US THIS YEAR.SO, THAT'S A HUGE NUMBER OF STUDENTS.
OTHERWISE THESE TYPES OF OPPORTUNITIES WOULD NOT HAPPEN.
>> AND WOULDN'T PAY A DIME IN TUITION OR BOOKS.
FOR THOSE FAMILIES WHO STRUGGLE FINANCIALLY IT'S A HUGE ADVANTAGE.
AND WHEN WE HAVE THE PROGRAMS, A COMMENT MADE WAS WHEN WE HAVE THESE PROGRAMS THE CURRICULUM IS WATERED DOWN AND I WAS SAYING THAT MAY BE THAT SHOULD BE REQUIRED IMMEDIATELY -- ANYWAY, LAST MONTH, I HAD ASKED AND I DON'T KNOW WHAT WENT ON BUT WE HAD ACTUALLY SURVEYED STUDENTS WHO TRANSFERRED TO THE UNIVERSITY AND FOUND THAT THE SURVEY RESULTS THAT THEY DID GOOD AS OR BETTER THAN THE NATIVES FROM THE UNIVERSITY.
SO, ARE WE GOING TO BE DOING THAT AGAIN, WE NEED TO DISPEL THAT UNTRUTH, THAT THING THAT IS NOT TRUE THAT WE WATER DOWN OUR CURRICULUM.
>> WE WILL BRING THAT DATA BACK.
AND WE'LL FIND THE TIME AGAIN IS THAT OUR STUDENTS, THE TRANSFER UNIVERSITIES DO BETTER BECAUSE THEY'RE BETTER PREPARED AND MOTIVATED WHEN THEY LEAVE HERE.
>> AND WE MAY PUT IN A QUESTION: "HOW ARE YOU BETTER PREPARED TRANSFERRING BECAUSE YOU WENT TO US FIRST? ".
>> OBVIOUSLY, A LOT OF DEBS FROM THE ACCREDITATION SIDE.
AS AN INSTITUTION WHICH IS LESS THAN 2 YEARS-OLD AS DALLAS COLLEGE.
WE'VE HAD MULTIPLE REVIEWS FROM OUR ACCREDITTORE.
HAVING THAT OUTSIDE LENS AND VIEW OF EVERYTHING THAT WE'VE BEEN DOING AND THEN, FOR THE LEVEL CHANGE TO HAVE AUTHORIZATION TO MOVE TO THE FOUR-YEAR DEGREE.
THERE'S A LOT TO CELEBRATE AND GOOD WORK THAT'S HAPPENS OVER THE YEARS ON THESE TWO MAJOR, MAJOR THINGS THAT OFTEN TIMES THAT ARE DISPROVED WHEN ACCREDITERS COME TO REVIEW.
DANIEL, WHEN SHE LOOKED AT THAT LAST BULLET POINT, WE'LL BE BACK IN PRETTY QUICKLY JUST BECAUSE OF THE CYCLE THAT WE'RE ON.
>> THANK YOU, FOR ALL OF YOUR WORK ON THIS.
>> IT'S GREAT NEWS THAT WE'RE LEVEL TWO, BUT WE HAVE NO PLANS OF TRANSFERRING TO BECOMING A FOUR-YEAR UNIVERSITY?
>> I JUST WANTED THAT ON THE RECORD.
SECONDLY, THE ADDITIONAL COLLEGE CREDIT VOCATIONS, EXPLAIN HOW THAT WORKED.
I NEVER PERCEIVED THAT CREDITORS GOT INVOLVED IN WHERE WE OFFER OUR COURSES?
>> AND THIS IS CORRECTLY FROM THE DEPARTMENT OF EDUCATION, ANYTIME IT'S LITERALLY BY LOCATION, SO, BY ADDRESS.
IF WE'RE AT A NEW PLACE AND OFFERING LESS THAN 25% OF A PROGRAM, WE DON'T HAVE TO DO ANYTHING.
IF WE'RE 25-49% OF THE PROGRAM, WE HAVE TO SEND NOTIFICATION LETTING THE ACCREDITING BODY KNOW WHERE WE'RE OPERATING AND WHAT PROGRAMMING WE'RE OFFERING THERE.
WHEN WE GET 50% OF A PROGRAM OR MORE, YOU HAVE TO HAVE APPROVAL FOR THAT LOCATION?
>> FOR EXAMPLE, IF WE'RE OFFERING AN ASSOCIATE'S DEGREE THAT'S 60 HOURS, 30 CREDIT HOURS.
WE HAVE TO INCLUDE VERIFICATION THAT THERE'S ADEQUATE EQUIPMENT AND BASICALLY EVERYTHING THAT YOU WOULD TO DEMONSTRATE THAT'S AN APPROPRIATE INSTRUCTIONAL SITE.
SO FOR THESE 11 LOCATIONS, WE WANTED TO MOVE THAT PROGRAMMING ABOVE THAT 50% OFFERINGS, SO WE HAD TO SEEK APPROVAL FOR EACH LOCATION.
ONCE APPROVED, YOU COULD ADD ADDITIONAL PROGRAMS WITHOUT ANY ADDITIONAL WORK.
BUT, YOU HAVE EACH SPECIFIC ADDRESS, SO FOR ALL OF THE HIGH SCHOOLS THAT WE'RE OPERATING ON, THOSE ARE ALL CONSIDERED OFF-CAMPUS INSTRUCTIONAL SITES FOR US.
>> IT'S A GREAT QUESTION AND IT'S SOMETIME BURDENSOME QUITE HONESTLY, BECAUSE TO BE FAIR TO THE CREDITOR, THEY'RE TRYING TO BE SURE THAT THIS IS NOT A FLY-BY-NIGHT PROGRAM OPENED IN AN ABANDONED SHOPPING CENTER SOMEWHERE, THAT'S THE
[01:40:06]
DENT.AND WE'VE HAD SFRGSS WITH SACSCOC, THAT IF WE'RE OFFERING A PROGRAM IN HIGH SCHOOL, THAT THAT HIGH SCHOOL HAS SOUND RESOURCES AND FACILITIES, BUT WE STILL NEED TO JUMP THROUGH THE SAME HOOKS AND THERE'S ALSO A COST WITH EACH OF THESE OFF-CAMPUS INSTRUCTIONAL SITES THAT WE HAVE TO CONSIDER AND HAVE TO SUBMIT TO THEM.
SO, IT IS, A BURDENSOME PROCESS AT TIMES.
>> (INDISCERNIBLE) >> EVER SINGLE ADDRESS THAT WE'RE OFFERING MORE THAN 25% OF A PROGRAM, WHICH IS NOT RAKING IT OVER THAT THRESHOLD, IF YOU'RE DOING A FEW CLASSES, YOU'RE PROBABLY ALL RIGHT.
BUT, YES, THAT IS THE REQUIREMENT OF THE SITES AND THEY DON'T THINKS -- THAT'S VERY BLACK AND WHITE, IT'S ONE PROCESS SO THEY DON'T MAKE ANY CONCESSIONS FOR THE FACT THAT WE'RE TALKING ABOUT A SITE WHICH IS ALREADY AN EDUCATIONAL SITE APPROVED AND OVERSEEN BY MULTIPLE AGENCIES ACROSS THE STATE OF TEXAS.
IT DOESN'T MATTER, IT'S THE SAME PROCESS THAT IF WE WERE POINTING TO A RANDOM SITE.
>> WE'RE GOING TO TAKE A SHORT BREAK.
>> FIVE MINUTES, SO THAT THE NEXT TEAM CAN SET UP.
>> I'M GOING TO PASS OVER TO YOU.
>> WE WILL PICK UP AT 11:26 OUR DISCUSSION THAT WILL CARRY US INTO OUR BUDGET DISCUSSION AND FINANCING, FOR OUR NEW BOARD MEMBERS THAT WE HAVE, THIS REALLY BECOMES THE DRINKING FROM THE FIRE HYDRANT EXERCISE WHICH OCCURS QUICKLY.
JOHN AND I TALKED ABOUT, WE REALLY, IN THE FUTURE AND NEXT YEAR, THIS PROCESS SHOULD START SOONER.
WE'RE ALREADY GETTING BEHIND THE CURVE BECAUSE ONE OF THE THINGS THAT I'VE LEARNED IN SPENDING THE TIME WITH THE FINANCE TEAM IS THAT YOU KNOW, WE AS POLICY MAKERS ARE NOT RESPONSIBLE FOR EXECUTING THE THING, BUT WE'RE RESPONSIBLE FOR HAVING A FULL UNDERSTANDING OF WHAT HAS BEEN CONSIDERED TO SUPPORT THE PRIORITIES THAT WE JUST SPENT THE LAST COUPLE OF HOURS TALKING ABOUT.
AND SO, WHAT WE'VE GOT TO DO IS FIND OUT AND BE ASSURED THAT IF SOMEBODY AT THE VERY LOWEST LEVEL IS REQUESTING FUNDING FOR SATISFYING THE MEASUREMENT THAT THEY'RE GOING TO BE HELD RESPONSIBLE FOR, THEN THEY HAVE TO BE RESPONSIBLE OR BE GIVEN THE OPPORTUNITY THAT THE MONEY IN THEIR AREA IS SPENT WHERE IT NEEDS TO BE SPENT.
IT'S NOT THE FINANCE TEAM'S FINAL DECISION.
THAT'S THEIR FINAL DECISION SO SAY HOW MUCH MONEY IS THERE, BUT IT BECOMES UP TO THE CHANCELLOR AND HIS TEAM AS TO WHERE THE PRIORITIES WILL SPEND WHATEVER FUNDS ARE AVAILABLE.
AND SO, IF THE BUDGET PROCESS IS GOING EFFECTIVE, THERE'S GOT TO BE THAT TYPE OF GIVE AND TAKE THROUGHOUT THE TIME.
AND IT MAY BE NEEDS TO START SOONER RATHER THAN LATER.
I CAN JUST TELL YOU AGAIN, I WANT TO BE, I WANT TO THANK THE TEAM, WE SPENT QUITE A FEW HOURS OUTSIDE OF OUR MEETINGS HERE GOING THROUGH AND TALKING THROUGH AND, I TRIED TO BE A SOUNDING BOARD, THE BEST I CAN.
BUT I CAN ONLY BE MYSELF, WHICH IS WHY WE HAVE THE COMMITTEE MEETINGS THAT WE DO, BUT THEY WORK HARD AND THEY'RE VERY COMMITTED AND I CAN TELL YOU THAT THEY WATCH EVERY DOLLAR AS IF IT'S THEIR DOLLAR, THEY'RE VERY, VERY, CAUTIOUS ABOUT THAT.
SO, I JUST WANT US TO START THIS PROCESS WITH JOHN IN THE PRESENTATION AND HAVING TWO NEW BOARD MEMBERS IT'S REALLY IMPORTANT THAT WE SPEND MORE TIME TODAY TRYING TO GO THROUGH AND UNDERSTANDING A LOT OF THE PROCESS AND STRUCTURES, AND SO FORTH AND THEN WE'LL GO THROUGH THAT FAIRLY QUICKLY.
AND I CAN TELL THE TWO TRUSTEES WHEN YOU DO YOUR MORE IN--DEPTH ORIENTATION, THIS WILL GIVE YOU THE OPPORTUNITIES TO GET INTO THE DETAILS OF WHY AND WHAT.
BUT, THIS IS BE A GOOD OVERVIEW OF THAT.
[01:45:01]
AND WE'LL GET INTO THE PROCESS OF REVIEWING THE NEEDS AND I'VE ASKED JOHN AND JOHN AND HIS TEAM'S BEEN RECEPTIVE TO THIS.I WOULD LIKE THE FELLOW TRUSTEES TO BE AT THIS STAGE, NOW, REALLY INVOLVED IN THE DISCUSSION ABOUT PRIORITIES.
WE'VE BEEN HEARING THEM ALL MORNING, IT'S OUR JOB THEN TO MESH AND MAKE SURE THAT WHATEVER RESOURCES THAT WE HAVE WE'RE SPENDING IT THE MOST APPROPRIATE TO DELIVER THOSE PRIORITIES.
THERE'S GOING TO BE MORE INVOLVEMENT FROM THE TRUSTEE'S POINT OF VIEW THAN THEY'VE BEEN AND MORE THAN LAST YEAR AND EVERY YEAR HOPEFULLY, WE'LL HAVE A LITTLE BIT MORE OF UNDERSTANDING AND THE IMPORTANCE OF YOUR INPUT CANNOT BE OVERSTATED.
>> SO, WITH THAT, JOHN, IF YOU'LL GO AHEAD AND LET'S PROCEED THROUGH HERE AND WE'LL GET THROUGH IT.
AND JOHN SAYS WE'LL GO ABOUT AN HOUR.
MADAM CHAIR, WE'LL GO ABOUT AN HOUR AND WE'LL BREAK, IS THAT RIGHT?
>> YES, I THINK I HAVE IT WRITTEN DOWN FOR WHAT WAS SLATED FOR 12:30 SO, WE'RE A LITTLE OFF.
SO, WE USUALLY GET PRESENTED THE BUDGET BEFORE GETTING THE HARD COPY TO STUDY AND WORK ON OURSELVES.
I DIDN'T GET ONE, DID YOU GET ONE?
>> NO, THE BUDGET HASN'T BEEN PRODUCED YET.
I WANTED TO START IS SOONER NEXT YEAR SO THAT WE'LL BE FURTHER DOWN THE ROAD.
YOU HAVE NOT GOTTEN THE BUDGET.
>> I'M JOHN ROBERTSON, I'M THE CHIEF FINANCIAL OFFICER FOR THE COLLEGE AND TO MY RIGHT, IS DEPUTY CHIEF BUSINESS OFFICER, JESSICA THOMAS, THIS IS HER SHOW.
I DIDN'T BRING THE DUCT TAPE, BUT WE WILL GO THROUGH THIS FAIRLY QUICKLY.
WE DON'T WANT TO NOT ANSWER QUESTIONS AS WE GO ALONG.
LET'S GET THROUGH THE FIRST SESSION BEFORE LUNCH AND THEN WE'LL HAVE TIME THIS AFTERNOON.
>> IS THAT A POLITICAL STATEMENT?
>> GOOD MORNING, CHAIR BRAVO, AND TRUSTEES.
WEEKEND WELCOME, TRUSTEE MAYER AND GARCIA.
WE HAVE AN AGENDA ON WHAT THE BUDGET LOOKS LIKE.
SO, WE'RE GOING TO TALK ABOUT THE STRUCTURE, AND APPROACH TO OUR BUDGET FIRST, AND THAT'S A REEDUCATION AND EDUCATION TO SEE WHERE THIS COMES UP, THIS TIME OF YEAR.
WE'RE GOING TO TALK ABOUT THE USE OF FUNDS, GO OVER THE REVENUE FORECAST AND THIS AFTERNOON WE WILL REVIEW OUR EXPENSES.
THIS IS JUST AN OVERVIEW OF THE OFFICE OF THE FINANCE.
SO, OF COURSE, JOHN ROBERTSON AND MYSELF AND ALL THE AREAS THAT GO UNDER THE OFFICE OF FINANCE BUDGET, BUDGET, OPERATIONS, TREASURY, PROCUREMENT, ACCOUNTS RECEIVABLE/GRANTS AND ACCOUNT'S PAYABLE.
>> THAT'S OUR BANKING PORTFOLIOS.
>> AND AS WE'VE DONE WITH THE DALLAS COLLEGE REORGANIZATION, WE USED A MATRIX BUSINESS TEAM.
SO, NOW THAT WE ARE NOT SET IN SEPARATE COLLEGES, THE COLLEGES EACH HAVE A CLUB.
SO, YOU'LL HAVE A SCHOOL OF AND GROUP THAT THAT'S A TEAM DEDICATED TO BE THEIR RESOURCE FOR ALL OF THEIR FINANCE NEEDS.
SO, NO MATTER WHERE THEY FORM THEIR PARTICULAR ROLE IN THEIR LOCATION, THEY HAVE A TEAM WITH A DESIGNATED IT PERSON THEY WILL CALL AND YOU CAN TALK TO.
SO THEY'RE FAMILIAR WITH THAT -- YES, MA'AM?
>> HOW MANY PEOPLE MAKE UP A TEAM? LIKE, ACCOUNT'S PAYABLE, WHAT ACCOUNT'S PAYABLE STAGE ACCOUNTS, THEN YOU HAVE THE ACCOUNTS RECEIVABLE TEAM, HOW MANY PEOPLE MAKE UP THE TEAM? BASICALLY, (INDISCERNIBLE) WHEN WE MERGED OUR COLLEGES, IT WAS TO CUT DOWN, WELL, ONE OF THE RESULTS IS THAT YOU DIDN'T NEED AS MANY PEOPLE AT EACH CAMPUS THAT
[01:50:07]
PERFORM THE SAME FUNCTION.SO, HOW MANY PEOPLE MAKE UP A BUSINESS MANAGEMENT IN THE CAMPUS.
>> I DO NOT HAVE THAT ANSWER FOR YOU RIGHT NOW, I CAN GET IT FOR YOU, BUT ROUGHLY WE HAVE ABOUT 200 TOTAL FOR OFFICE OF OF FINANCE.
THAT'S THE TOTAL NUMBER THAT WE HAVE.
>> I'M CURIOUS ABOUT THAT NUMBER, BECAUSE I SAID, ONE OF THE BIG THINGS ABOUT THAT CONSOLIDATION AND I DON'T WANT TO BE UNDER ASSUMPTION THAT YOU WOULDN'T HAVE AS MANY PEOPLE.
>> CERTAINLY, THERE WERE DUPLICATION EFFORTS IN A NUMBER OF AREAS WHERE SOME OF THOSE LEVELS WERE READJUSTED, AND, YOU KNOW, THE BUSINESS OFFICE, THE BUSINESS FUNCTION LIKE EVERYTHING ELSE, IT WAS UNEVEN FROM CAMPUS TO CAMPUS, YOU KNOW, HOW MANY FOLKS THEY HAVE.
THE SCOPE AND OPERATIONS WERE DIFFERENT.
>> AND WE REDEFINED THOSE TEAMS. SO, THE ACCOUNT'S RECEIVABLE TEAM NOW HAVE TEAMS DEDICATED, LIKE, JUST FOR SPONSORED BILLING, JUST FOR GRANTS.
SO, WE REDEFINED THE PROCESS OF THE WAY THE TEAMS HANDLE.
THEY HANDLE DIFFERENT FUNCTIONS.
>> THIS IS ALL STILL IN THE WORKS? I CAN'T REMEMBER.
AND YOU ALL CORRECT ME IF I'M WRONG, BUT (INDISCERNIBLE) THAT WE CAN STOP THE FINAL, HOW MANY EMPLOYEES WHAT THE TOTAL REORGANIZATION LOOKS LIKE AND SO FORTH, SO, DO YOU PLAN ON INFORMING THE BOARD ON THAT?
>> (INDISCERNIBLE) >> WELL THEY'RE GOING TO ONE COLLEGE.
THIS IS WHAT WAS SUPPOSED TO BE THE PRODUCT.
I WANTED TO SEE WHAT IT LOOKS LIKE.
>> AND UNDERSTAND ALSO WHAT (INDISCERNIBLE) >> OKAY.
>> SO, YOU TALKED ABOUT ALL COLLEGES HAVE A CLUB, DID YOU MEAN ALL CAMPUSES?
>> SO, I REALLY DIDN'T UNDERSTAND THAT, WOULD YOU MIND REPEATING WHAT YOU SAID ABOUT THAT?
>> SO, LET'S USE CEDAR VALLEY FOR EXAMPLE, CEDAR VALLEY AT THAT LOCATION, ALL BUSINESS FUNCTIONS ARE HANDLED FOR THAT ENTIRE SCHOOL AND WORK FOR OBJECTIVE PROFIT.
THEY'RE (INDISCERNIBLE) >> IF THEY HAVE ANY PROCUREMENT NEEDS OR BUDGET NEEDS, ANYTHING THAT HAS TO DO WITH ANY PROGRAMS THAT THEY HAVE RESPONSIBILITY FOR, THEY HANDLE THAT AT THAT OFFICE AT CEDAR VALLEY, AND THEN OTHER OFFICES OFFER THEIR'S.
>> SO, COULD YOU PROVIDE THAT INFORMATION IN TERMS OF WHICH HUBS AND SCHOOLS ARE PHYSICALLY LOCATED AT WHICH CAMPUS.
BECAUSE, I THINK THAT'S NEW INFORMATION.
ANYWAY, I THINK THAT WOULD BE GOOD FOR US TO KNOW THAT.
>> FROM A BUSINESS OFFICE STANDPOINT, NOT NECESSARILY FROM AN ACADEMIC STANDPOINT AS TO WHAT THEY'RE DOING, BUT WHAT WE WANTED TO HAVE IS BUSINESSND PROCUREMENT REPRESENTATION STILL ON THE CAMPUS BUT ALSO THERE'S NEW ORGANIZATION WITHIN THE SCHOOL AND INVOLVING THE HUB IS THE SECTION, THEY DON'T JUST HAVE CAMPUS RESPONSIBILITY, AND THEY'RE NOT DUPLICATED, THEY'RE RESPONSIBLE FOR TWO PIECES.
>> SOLELY FOR THE BUDGETING SIDE, THESE HUBS ARE SOLELY FOR THE BUDGETING SIDE, YOU'RE SAYING?
>> THIS IS A SERVICE FUNCTION TO THE CAMPUS AND TO THE SCHOOL HUB.
>> ANYWAY, IF YOU GIVE THAT INFORMATION -- >> (INDISCERNIBLE) >> FINANCIAL OFFICER?
>> AND THAT'S WHAT I'M SAYING, THIS WAS ALL IN THE WORKS, AND, I REMEMBER
SEEING WHAT THE (INDISCERNIBLE) >> YOU KNOW (INAUDIBLE) I JUST WANT TO UNDERSTAND HOW EVERYTHING WORKS IN TERMS OF BUSINESS, AND NOW YOU'VE GONE TO A NEW MODEL AND WITH THE WORK I WANT TO UNDERSTAND WHAT THAT NEW MODEL IS.
>> I THINK THAT SOME OF THE EXPLANATION THAT WE HAVE TODAY IS THE MODEL'S, THIS
[01:55:05]
IS THE FIRST BUDGETING SESSION THAT WE'VE GONE THROUGH.SO, WE'RE GOING TO BE DOING A LOT OF EXPLAINING OF HOW WE MOVE TO THAT MODEL, NOT NECESSARILY IN THE DETAILS THAT WE COULD GET YOU THAT YOU MAY HAVE ASKED, BUT WE WILL TRY AND SHOW THAT IN NOT ONLY THAT, BUT HOW DOES THIS SERVE A NEW ORGANIZATION IN THE SCHOOL'S HUB BUT STILL RETAINING THE IDEA OF DEALING WITH THE CAMPUSES.
>> SO, HOW IS THIS DIFFERENT THAN WHAT WE USED TO HAVE BEFORE WE CONSOLIDATED? IT SEEMS TO ME THAT WE HAVE THE SAME THING AGAIN ONLY WITH THE PROCUREMENT PART.
BEFORE WE CONSOLIDATED, EACH CAMPUS HAD THEIR OWN FUNCTIONS, YOUR ACADEMIC FUNCTIONS, MARKETING, FACILITIES, EVERYTHING HAD TO BE IN THAT ALLOCATION FOR THAT LOCATION.
THOSE ACTIVITIES SO THEY'RE NOT LOTIONAL RIGHT, WE'RE MOVING ESSENTIAL SERVICES.
SO, NOW, THE PROCESS FOR ADMINISTERING THE BUDGETS FOR INSTRUCTIONAL GROUPS OR WORK GROUPS, THOSE ARE THE ONLY THINGS THAT WE HAVE TO ADMINISTER AS FAR AS THE LOCATION GOES.
IT HAS TO DO WITH THE WAY OUR BRP IS DESIGNED THAT WE'RE ABLE TO BREAKOUT THOSE LOCATIONS TO MANAGE THAT.
SO, WE'VE DISCUSSED THIS A LITTLE BIT IN OUR ORIGINAL BUDGET AND THEN, WE HAVE TALKED ABOUT IT.
BUT, WE'LL LAY IT OUT BETTER TO SHOW EXACTLY.
>> YOU USED TO THE TERM BRP >> ENTERPRISE RESOURCE PLANNING TOOL.
>> IT'S (INAUDIBLE) >> JUST MANAGEMENT CONFUSION.
>> I JUST WANT TO HIGHLIGHT SOMETHING JOHN SAID.
MUCH LIKE THE CONVERSATION THIS MORNING, NEW AND DIFFERENT, THIS REALLY IS KIND OF THE FIRST FULL YEAR OF WHAT A NEW BUDGET FOR DALLAS COLLEGE LOOKS LIKE.
YOU KNOW, WE HAD MANAGED A LITTLE BIT OF THE OLD BRINGING IT INTO THE NOW OVER THE LAST COUPLE YEARS, WE HAD THE PANDEMIC ASPECT AS WELL.
SO, THIS IS THE FIRST ITERATION WITH THE NEW BUDGET AND NEW STRUCTURES AND SYSTEMS IN PLACE.
AND AGAIN, I SHOULD ADD, ALSO HAD A TIME WHERE THERE'S DIFFERENT CHALLENGES THAT EXIST FROM AN ECONOMIC STANDPOINT THAT WE WILL BE TALKING ABOUT TODAY AND TOMORROW.
AND I JUST WANT TO REITERATE WHAT WAS JUST SAID, THE FINANCE TEAM OF WORKING ON THIS NEW, ITERATION OF THIS, AND, DOING IT AT A TIME WHERE WE'RE STILL AS A LEADERSHIP TEAM, THERE ARE STILL A LOT OF THINGS WHICH WE ARE CONSIDERING THAT YOU'LL SEE LATER ON WHICH ARE A PART OF ULTIMATELY WHAT WE WILL RECOMMEND TO THE BOARD IN THE WAY OF THE BALANCED BUDGET.
>> AND NEXT YEAR, THE KPI WILL BE MORE OF A PROCESS THAT WILL DRIVE A LOT OF THE OUTCOME.
SO, WE'RE IN AN EVOLUTION TO GETTING TO SOMETHING BETTER.
AND TRUSTEES ARE COMING IN AT A VERY GOOD TIME, BECAUSE YOU'RE GOING TO GET TO COME IN -- LIKE, I GOT TO COME IN IN THE FIRST YEAR OF THE HYBRID BUDGET.
SO, I DIDN'T HAVE THE PRECONCEIVED IDEAS OF THE PAST, SO, I GOT TO BE OPEN-MINDED ON HOW WE DID IT LAST YEAR, AND NOW THIS YEAR WE'RE FORMULATING BETTER WITH THE KPI PROGRAM.
IT'S JUST MORE, IT'S MORE JUSTIFIED AND SUBSTANTIATED AS TO WHY YOU DO WHAT YOU DO, WHEN YOU COULD SHOW A RETURN ON INVESTMENT AND BALANCE IT WITH ALL THE ASPECTS OF THE HUMAN SIDE OF WHY BUDGETS CAN'T BE JUST A MACHINE PROCESS.
>>> SO, THIS IS YOU WE GO ABOUT THE BUSINESS OF BUDGETING, WE HAVE A STRATEGIC DIRECTION NEEDS ARE ALL ABOUT OUR DECISIONS AND IT HELPS US WITH CHALLENGES THAT WE HAVE.
WE UTILIZE A ZERO BASED BUDGETING METHODOLOGY, WHICH IS A JUSTIFICATION FOR ALL OF THE REQUESTS.
AND YOU COULD SUES THE ZERO-BASED BUDGETING METHODOLOGY, WE DO PAST PERFORMANCE EXPENDITURES.
WE HAVE A CONSTANT COLLABORATION WITH ALL UNITS, NOT JUST AT BUDGET TIMES, WE HAVE BUDGET MANAGERS DEDICATED TO THESE TEAMS IN ORDER TO UNDERSTAND THE CHANGING DYNAMICS OF EACH UNIT AND WE ADJUST ACCORDINGLY WHERE NECESSARY.
AND MAKING SURE TOO THAT THE THINGS WE SEE IN OTHER AREAS THAT THEY'RE NOT BEING
[02:00:04]
DUPLICATED.THERE'S AN OWNER AND WE CONNECT THE TEAM AND EVERYBODY UNDERSTANDS HOW THIS HAPPENS AN HOW TO UTILIZE ONE ANOTHER AS A RESOURCE.
WE MAKE SURE THAT OUR METHODOLOGY IS FORWARD-THINKING, WE LOOK TO SEE THAT IT'S SUSTAINABLE AND THAT WE COULD AFFORD OR NOT AFFORD TO DO SOMETHING.
IT'S NOT JUST ABOUT THE FINANCES, WE MAKE SURE TO LOOK AT MARKET VIABILITY FOR OUR EFFORTS AND IF WE HAVE PARTNERS OUT THERE THAT CAN ALLEVIATE SOME OF THE FINANCIAL STRESS, WE GET INTO THOSE CONVERSATIONS AND BRING THOSE LEADER TO THE TABLE IF WE NEED TO.
AND THEN WE CHECK INTO HOW THIS WILL PLAY OUT INTO OUR FUTURE CONSIDERATIONS.
IS IT GOING TO CONTINUE TO BE VALUABLE WITHIN THE MARKET.
AND ALSO IF THERE ARE CONSIDERATIONS THAT WE NEED TO ADDRESS AS FAR AS COST ESTIMATATIONS OF THE CHOICES WE MAKE, WE DO AN ANALYSIS ON THAT.
>> CAN YOU EXPLAIN A LITTLE MORE WHEN YOU SAY, (INDISCERNIBLE) AUDIT AUDIT
>> >> SO, BRINGING FINANCE WITH THE BUSINESS SIDE.
TO UNDERSTAND WHAT TYPE OF WORK THAT YOU DO, AND THEN LETTING US BE AN ARM OR SUPPORT TO THAT.
SO, WE DON'T UNDERSTAND ALL THE BUSINESS, SO WE HAVE THE PROCESSES SO THAT THEY CAN TEACH US WHAT THEY DO AND WE HAVE A BETTER UNDERSTANDING SO THAT WE COULD JUSTIFY AND ALLOCATE THOSE REQUESTS.
>> YOU SEEN THOSE WHO WORKED AT THIS.
>> THOSE WOULD BE THE PEOPLE AT THE GRASS ROOTS ON THE FRONT LINE DOING THE WORK AND THEY UNDERSTAND EXACTLY WHAT IT IS THAT THEY'RE ASKING FOR.
THE FOLKS WHO WORK ON THE BUSINESS, THAT'S THOSE OF US WHO ARE (INDISCERNIBLE) WHAT THEY'RE DOING.
>> NOW, THOSE WHO WORK THE BUSINESS?
>> THEY'RE THE GRASS ROOTS, THEY'RE THE ONES ON THE FRONT LINE.
SO, IF WE'RE TALKING ABOUT STUDENT SERVICES, RIGHT, THEY'RE ASKING FOR SOMETHING, THEY NEED, WE NEED TO TALK TO THE ADVISOR SO THEY COULD EXPLAIN TO US EXACTLY WHAT THE THINGS ARE THAT THEY'RE ASKING FOR.
>> AND THEN THE PEOPLE WHO WORK OUTSIDE OF THE BUSINESS, FROM THE PEOPLE WHO ACCOMPLISH?
IS THAT WHAT -- >> I THINK THAT SUPPORT WOULD BE BETTER.
(INAUDIBLE) >> THE PEOPLE THAT ACTUALLY SUPPORT THE BUSINESS SIDE.
>> I HAVE SEVERAL QUESTIONS, FORTHE NEXT, STAFF BUDGET WORK BEGINS IN FEBRUARY.
SO, ONE OF MY QUESTIONS IS, IS THAT ENOUGH TIME TO DO STRATEGIC BUDGETING WHICH IS IDENTIFIED ON THIS SLIDE?
>> SO, THE STRATEGIC BUDGETING CONVERSATION BASICALLY THEY START AGAIN, AFTER SEPTEMBER 1ST.
WHEN THE BUDGET'S RELEASED, WE ALL GO INTO PLANNING, AND WE ALWAYS MAKE IT THREE YEARS OF WORK, PAST, AND PRESENT, AND FUTURE.
>> FEBRUARY'S IS WHEN YOU START TO PUT THE NUMBERS TOGETHER?
MY QUESTION WAS IS THAT ENOUGH TIME FOR COLLABORATIVE DISCUSSIONS AND BOARD MEETING DECISIONS.
AND YOU MAY HAVE ANSWERED THIS WHEN YOU ANSWERED TRUSTEE COMPTON, WHAT LEVELS OF LEADERSHIP ARE INVOLVED IN STRATEGIC BUDGETING, IN OTHER WORDS HOW MANY REPRESENTS DOWN?
>> WE USUALLY GO TO THE FOURTH OR FIFTH LEVEL ON COLLABORATION.
>> WHICH IS WHAT? WHAT ARE THE FOURTH OR FIFTH LEVEL?
>> THAT WOULD BE THE MANAGER AND SUPERVISOR LEVEL.
THEY TALK TO THE FRONT LINE WORKERS AND THEY REPORT TO THE MANAGER SUPERVISOR AND THAT MANAGER/SUPERVISOR WORK WITH THE LEADERSHIP LEVEL WOULD BE, AND THEN WE GET TO LEVEL TWO OR THREE AND THAT'S CHANCELLOR COURSE.
>> AND THAT PARTS BEGINNING IN FEBRUARY OR WHEN?
>> THAT PART GOES ON CONTINUOUSLY.
WE HAVE A LARGE LEADERSHIP RETREAT IN NOVEMBER WHERE WE HAD DISCUSSIONS WITH THE LEVEL TWO AND THREES AND SOME FORWARD, ALSO WHERE WE LAID OUT THE PLAN AND LAID OUT WHAT OUR GOALS WILL BE AND TALKED ABOUT WHAT OUR CURRENT BUDGET LOOKS LIKE AND WHAT WE CAN ANTICIPATE, DISCUSSED FUNCTIONS, PROCESSES, AND THEN THAT'S
[02:05:02]
WHEN THEY GO BACK AND START THOSE CONVERSATIONS WITH THEIR TEAMS SO THEY HAVE A BETTER CONVERSATION AND COME TO THE TABLE AND START TO HAVE THOSE CONSIDERATIONS AND MEETINGS IN FEBRUARY.WHERE WE THEN SEND OUT BUDGETS TO THEM AND THEY SCHEDULE MEETING ITS TO HAVE WITH THE TEAMS.
>> AND THEN FORWARD MEETING DECISIONS? THAT'S PART OF THE STRATEGIC BUDGET.
>> IDENTIFY WHAT FORWARD LEADING POSITIONS ARE?
>> WHAT CONCEPTS ARE YOU GETTING?
>> SO, I'LL CLICK ON JIM PARKER FOR JUST A SECOND.
WE DECIDED TO GO ON-SITE, THAT MANAGEMENT, AND (INDISCERNIBLE) MANAGEMENT.
>> SO, FORWARD MEETING DECISION IN THIS CONTEXT IS AS TO FINANCES, NOT AS TO THE ORGANIZATION IT'S UPHOLDING.
>> THIS IS EXACTLY WHY I SAID TEST IMPORTANT THAT THE TRUSTEES HAVE INPUT BECAUSE AS YOU HEARD, THEY START TALKING IN NOVEMBER ABOUT NEXT YEAR.
SO, THEY GOT TO KNOW IF THAT LEVEL OF DISCUSSION, BECAUSE IF WE'VE SHIFTED GEARS AND ARE MORE FOCUSED OR THIS OR THAT AS A PRIORITY TO THE BOARD, IT DOESN'T MAKE SENSE FOR THEM PAINTING THOSE AS PRIORITIES.
AND BEFORE, WHAT'S HAPPENING, AND IT APPEARS TO ME, I MAY BE WRONG, BUT IT APPEARS TO ME, THAT THEY'RE DOING THEIR NOVEMBER, JANUARY, FEBRUARY, AND PRETTY WELL MADE THE MODEL AND COME TO YOU, AND THE ONLY CHOICE THAT WE HAD WAS LIKE IT OR DON'T, OTHERWISE YOU SEND IT BACK TO THE BOARD AT THE WRONG PHASE OF THE CYCLE.
SO, I WANT US TO BE EXPRESSING OUR INTENTIONS AND OUR PRIORITIES AS WE DID EARLIER THIS MORNING MUCH SO THAT WHEN THEY MEET IN NOVEMBER, THEY'RE TALKING TO THAT GROUND LEVEL OF PEOPLE TO BUILD UP.
>> AND THE ADMINISTRATION IS OUR BUDGET ADMINISTRATION IS STILL VERY DYNAMIC, RIGHT, SO AS COMMITTEE MEETINGS ARE BEING HAD AND SOME INITIATIVES CHANGE, WE'RE GOING TO BE ABLE TO CHANGE WITH THAT, THAT'S THE REASON THAT WE HAVE A MID-YEAR BUDGET EVALUATION.
BECAUSE, IF WE HAD INITIATIVE THAT COME UP IN ONE PART OF THE PLAN, WE COULD MOVE AND SHIFT AND GET STARTED ON THAT INSTEAD OF WAITING A YEAR.
>> AND THAT'S WHY IT'S SO IMPORTANT WITH THE PRESENTATION THAT YOU SAW EARLIER TODAY, WITH THE METRICS OF WHAT WE'RE DOING, TO A CERTAINLY DEGREE, I THOUGHT, YES, THIS MAY BE OUR SCHEDULE, BUT IT'S TURNING TO BE MORE (INDISCERNIBLE) IT'S ALWAYS EVOLVING, AND HAPPENING.
IF WE DEVELOP OR HAVE TO SET A BUDGET, THAT STAYS.
BUT AT THE SAME TIME WE WANT TO BE ABLE TO REACT TO THINGS AS WE SEE THEM COMING UP AND BE FLEXIBLE ENOUGH.
AND YOU'RE GOING TO SEE THAT LATER ON, PROBABLY IN TOMORROW'S PRESENTATION OR I GUESS, LATE TODAY'S PRESENTATION.
AND THAT'S PART OF THE THING IS THAT WE USED TO HAVE THE STRUCTURE TO ACADEMICS, YOU KNOW, WE STARTED ON A CERTAIN DAY, WE DID ENROLMENT THAT DAY AND WENT THROUGH THE PROCESS, AND IT'S CONTINUOUS NOW.
AND EVERYTHING THAT WE'RE DOING HAS A MORE CONTINUOUS BASIS OF UPDATING.
>> WE GOT OFF CYCLE, REALLY, IN OUR STRATEGIC PLANNING BECAUSE THAT TYPICALLY HAPPENS IN NOVEMBER.
AND IT DID HAPPEN BUT WE DIDN'T FINALIZE IT UNTIL THE DISCUSSION TODAY.
BUT, I THINK IF WE GET BACK ON CYCLE, AND THAT WAS THE REASON TO INFORM Y'ALL AS YOU BEGIN YOUR BUDGETING PROCESS, AND I THINK WHAT TRUSTEE BOYD IS SAYING, AND I THINK IT TOTALLY MAKES SENSE, THAT'S WHEN WE GET THAT EARLY INPUT INTO THE BUDGETING IN NOVEMBER.
ONCE WE'VE FINALIZED OUR STRATEGIC PRIORITIES FOR THE INCOMING YEAR.
WHERE IS THERE INPUT FROM THE FACULTY LIKE I'M A SHOP TEACHER, AND I'M GOING TO NEED ALL THIS EQUIPMENT, WHERE IS THEIR INPUT? SAY I'M A LAB PERSON?
THAT'S ACTUALLY WHERE THE RUBBER MEETS THE ROAD.
THAT'S WHO THEY TALK TO FIRST.
>> I DIDN'T HEAR YOU USE THE WORD FACULTY.
>> SOMETIMES IT'S A MANAGER OR SUPERVISOR, BUT THERE'S AN ORGANIZATIONAL STRUCTURE THAT WE HAVE AND PEOPLE HAVE INPUT TO THAT, MAY BE NOT DIRECTLY BUT THEY HAVE IT
[02:10:04]
WITH THE MANAGEMENT AND SAY WHAT'S IMPORTANT TO THEM.AND THEN IT'S UP TO THAT DEAN, VICE PROVOST, OR THE PROVOST, I'M USING INSTRUCTION, HERE, TO DECIDE IF THOSE ARE REALLY NECESSARY ITEMS WITH THE CERTAIN PRIORITY THEY MAY HAVE.
>> OFTEN WE TALK ABOUT THESE PROCESSES AS IF THEY'RE ISOLATED, BUT WE'RE IN AN ONGOING ENVIRONMENT OF CONTINUOUS ACTIVITY, SO, THERE'S ALWAYS COMMUNICATION WITH THE FACULTY AND THE CHAIR, THE DEANS AND THE CHAIR, WITH THE CHAIR,ED DEANS, AND THE VICE PROVOST ABOUT NEEDS, WHETHER IT BE ADDITIONAL INSTRUCTORS, LAB ASSISTANTS, BOOKS, DIFFERENT EQUIPMENT.
>> I CAN'T EMPHASIZE ENOUGH THAT THEY HAVE AN AUDIENCE WITH DR. AND MYSELF, NOT THE ENTIRE FACULTY, BUT THEY REPEATEDLY BRING UP CONCERNS ABOUT OPERATIONS, SHORT FALLS, AND WE CONTINUE TO TAKE THAT INFORMATION BACK.
WORK THEM THROUGH THE PROCESSES WITH THE DEANS, CHAIRS, AND VICE PROVOSTS, SO THAT WE COULD PRESENT A BUDGET THAT WE ARE REQUESTING WHICH IS REFLECTIVE OF THOSE NEEDS T IT'S ONGOING.
THESE ARE CONVERSATIONS THAT OCCUR CONTINUOUSLY, BECAUSE WE'RE CONSTANTLY BEING APPROACHED BY BUSINESS IN THE INDUSTRY AS WELL AS DEAL WITH THE INFLATION IN MARKET, LIKE EVERYWHERE ELSE.
AND WE SEEN IT A LOT WITH MANUFACTURING AND INDUSTRIAL TECHNOLOGIES IN DIFFERENT AREAS WHERE COSTS HAVE INCREASED.
SO, A LOT OF TIMES WE HAVE TO HAVE THOSE CONVERSATIONS AND MEET WITH OUR BUDGET FISCAL MANAGERS TO SEE WHERE WE COULD AUGMENT OUR PROSUNSHINES OR PULL FUNDS FROM AND WHAT WE CAN USE.
>> IF WE HAVE AN INCENTIVE FROM THE DEAN TO KEEP OUR PRICES DOWN, A PERSON DOWN HERE WHO NEEDS THIS STUFF WHO CAN PROBABLY GET IT IF THEY GOT A WAIVER AND PURCHASED IT DIRECTLY.
I MEAN, IT SEEMS TO ME THAT WE HAVE SUCH A SEPARATION FROM THE PERSON NEEDING THE EQUIPMENT AND THE PEOPLE WHO DON'T UNDERSTAND OR DO THE JOB SUPERVISING.
>> THERE'S CONSTANT COMMUNICATION OF ANY NEED.
WE'VE NEVER BEEN TOLD TO KEEP (INDISCERNIBLE) >> AND TO SAY THAT WE CAN'T USE, WHAT WE PRESENT THEM WITH ARE THE ACTUAL COSTS THAT WE GET FROM THE DIFFERENT VENDORS THAT WE TALK TO AFTER WE HAVE THE CONVERSATIONS WITH FACULTY, CHAIRS, DEANS, AND PEOPLE WHO DO THE WORK AND PEOPLE WHO ENGAGE WITH THE PROCESS WITH THE SOFTWARE ET CETERA AND TAKE THAT INFORMATION AND PROVIDE IT TO OUR FISCAL MANAGER SO WE COULD MAKE THE DECISION.
>> I THOUGHT THAT WE CONSOLIDATED SO WE HAVE LESS PEOPLE WORKING FOR US?
>> THEY WILL NEVER GET EVERYTHING THAT EVERYBODY WANTS.
WHEN YOU'RE ON THE CAMPAIGN LISTENING TO THEM, THEY'RE THE ONES MOST MISTREATED, BUT THEY DON'T UNDERSTAND THE BALANCE THAT MUST OCCUR IF YOU HAVE THREE OR FOUR UNITS UNDERNEATH YOU, THE ONE DOWN HERE SAYING "I DIDN'T GET WHAT I WANTED OR NEEDED", WELL, THAT'S BECAUSE IT DOESN'T OVERALL BEAR THE MISSION THAT THE THREE UNITS HAD TO DELIVER.
BECAUSE THAT THEN WAS DECIDED TO BE THE MOST PRIORITY.
IT'S LIKE, RIGHT NOW, IF I ASKED JOHN AND THEM TO TELL YOU WHAT THAT NUMBER WAS OF THE VALUE THAT WAS REQUESTED AT THAT NOVEMBER MEETING, HOW MUCH THAT WOULD BE, BEFORE TIMES WHAT WE HAVE TO SPEND, SO, THERE'S A PROCESS THEN, AND ALL WE HAVE TO DO IS MAKE SURE AND UNDERSTAND THAT THE PROCESS IS EVALUATING AGAINST OUR PRIORITIES THAT WHEN WE ULTIMATELY GET TO WHAT WE HAVE TO SPEND, THAT WE EXPEND IT IN THE MOST ALIGNMENT WITH WITH THE PRIORITIES.
>> AND SO, THERE ARE GOING TO BE MORE UNHAPPY PEOPLE THAN THERE ARE HAPPY PEOPLE.
AND WHETHER IT WAS AT PARKLAND, OR THE CITY OF DUNCANVILLE, IT'S ALWAYS THE SAME EXERCISE EVERY YEAR THAT JUST DON'T EVER HAPPEN.
IT DEPENDS ON WHO YOU ARE LISTENING TO OR WHO IS SPEAKING, HOW RIGHT OR ROC OUR DECISIONS ARE.
I THINK THAT I'M MORE INTERESTED IN US UNDERSTANDING AND MAKING SURE THAT THE PROCESS THAT WHEN THE PROVOST ULTIMATELY WILL BE THE ONE MEASURED AGAINST HER SUCCESS, SHE HAS TO MAKE SOME DECISIONS THAT GO ONE DIRECTION.
IT'S NOT THE DECISION OF THE FINANCE TEAM, THEY'RE ONLY THE ADMINISTERS OF THE MONEY.
SO, THAT'S THE REAL PROCESS, AND IF NONE DOESN'T GET IN THE RIGHT DEPARTMENT, THEN,
[02:15:03]
I'M GOING TO BLAME THE PROVOST FOR NOT HOLLERING LOUD ENOUGH OR SCREAMING ENOUGH.I THINK THAT WE HAVE TO BE ASSURED THAT THE PROCESS, THESE PEOPLE ARE BEING HEARD.
IT'S BEING EVALUATED AND THAT'S ALL WE REALLY CAN DO, WE HAVE TO LET THEM OPERATE.
THEIR MEASUREMENTS, THEIR KPIS, THAT'S WHY WE WANT TO GET INTO PERFORMANCE MEASUREMENTS BECAUSE HOW WELL THEY BUDGET AND DELIVER WILL BE HOW WELL THEIR MISSION GETS EVALUATED.
SO, WE'RE GOING TO LEARN MORE, BUT IT'S NOT A PERFECT SYSTEM AND THIS YEAR IS AN IMPROVEMENT OVER LAST YEAR AND NEXT YEAR WILL BE AN IMPROVEMENT OVER THIS YEAR.
AND SO, I BELIEVE THAT THE SYSTEM IS -- I WON'T SAY IT'S BROKE, BUT I'LL SAY IT HAS FLAWS AND I THINK WE KNOW WHAT THEY ARE AND WE'RE ENHANCING THEM EVERY YEAR TO GET BETTER.
THAT'S ALL I CAN SAY IS THE EFFORT TO GET BETTER YEAR OVER YEAR.
>> AND IN REFERENCE TO THE TRAINING, WE'LL HAVE THE DIFFERENT EMPLOYEE GROUPS THE MAJOR ONES BEING FACULTY, SUPPORT STAFF AND ADMINISTERING.
SO, YOU'LL ALWAYS HAVE THOSE VERY MISTREATED TO USE YOUR WORD, ET CETERA, BUT, ESPECIALLY IN THE FACULTY RANKS WE TRY TO KEEP OUR SALARY AT THE TOP OF THE RATINGS COMPARED TO THE OTHER INSTITUTIONS AND COMMUNITY COLLEGES, AND WHAT IS OUR ATTRITION RATE FOR FACULTY? 3%, 4%, IN OTHER WORDS, VERY FEW FACULTY LEAVE.
AND THEY LEAVE BECAUSE WE'RE SO BAD.
SO, IF WE WERE SO BAD AS WHAT YOU HEARD NEED TO LOOK CAMPAIGN TRAIL OR IN THE REGULAR COURSE OF BUSINESS WE HAD GET THAT DATA OF ATTRITION RATE.
IF WE WERE LOSING LARGE AMOUNT OF FACULTY, THAT'S A RED FLAG AND WHAT WE NEED TO LOOK ATT HERE?
>> I APPRECIATE THE FACT THAT YOU HAVE A LOT OF QUESTIONS, BECAUSE I'LL TELL YOU, WHEN I CAME ON LAST YEAR, I HELD UP EVERY MEETING BECAUSE I ASKED QUESTIONS, AND I STILL DO, THAT'S THE AUDIT TORE IN ME.
SO, I DON'T WANT YOU TO EVER FEEL LIKE WE'RE NOT GOING TO ADDRESS IT, SOMETIMES IT'S BETTER FOR THE GROUP TO ADDRESS IT, WHEN YOU START TOOLING AROUND, YOU'LL GET A MORE IN-DEPTH UNDERSTANDING AND I THINK THAT WILL ANSWER YOUR QUESTIONS.
>>> SO, LET'S REVIEW OUR REVENUE STREAM.
WE HAVE THREELE MAJOR SOURCES OF REVENUE, STATE APPROPRIATIONS, TUITION, TAXES, AND TAX, MAKE UP 60% AND TUITION AND APPROPRIATIONS 20% EACH.
BUT THERE ARE GUIDELINES AS TO HOW WE CAN UTILIZE THOSE FUNDS.
FOR STATE APPROPRIATIONS WE HAVE COSTS BLENDED INTO TWO, INSTRUCTAL, ACADEMIC SUPPORT AND STUDENT SERVICES.
TUITION, THE SAME THREE ITEM, AND THEN TAXES, BASICALLY BONDS AND EVERYTHING ELSE THAT WE HAVE.
ANY OVERFLOW OF STATE APPROPRIATIONS AND TUITION DID NOT NEED THE NEEDS OF THESE THREE AREAS AS WELL AS OUR INSTITUTIONAL SUPPORT.
OTHER STUDENT NEEDS THAT WE MAY HAVE.
AND WAIVERS AND SCHOLARSHIPS AS WELL AS ALL OF OUR MAINTENANCE AND OPERATIONS OF OUR PHYSICAL PLAN.
THAT'S ALWAYS FUNDED OUT OF TAX DOLLARS.
>> AND I NEED TO GO BACK TO THE HISTORY, AS I ALWAYS DO, 1970, THE STATE USED TO GIVE US 80% OF OUR MONEY, THAT CAME FROM THE STATE.
I'M GLAD THAT YOU ARE DOING THIS, BECAUSE I DON'T HAVE TO GO DOWN THE HOLE, BUT WE'RE TO THE POINT NOW THAT THE STATE OVERALL FUNDS LESS THAN MOST COLLEGES, LESS THAN 25-30%.
AND THEY'RE AWARE OF THAT WITH WHAT THEY'RE DOING, BUT THERE ARE LIMITED DOLLARS WITHIN THE GENERAL REVENUE BUDGET IN THE STATE.
AND THERE ARE ONLY A CERTAIN AMOUNT OF DOLLARS TO SPEND.
>> STATE APPROPRIATIONS FOR THIS YEAR ARE FUNDED ON A TWO YEAR CYCLE.
AND WE'RE IN OUR SECOND YEAR, SO, FY '22 WILL BE THE SECOND YEAR.
WE RECEIVED A 3% DECREASE FROM OUR PRIOR APPROPRIATION BILL.
AND THAT WAS BASICALLY DUE TO THE CONTACT DECREASE DURING THE PANDEMIC IN 2020.
AND AN EVEN YEAR IS A COUNTING YEAR.
2020 WAS A COUNTING YEAR SO WE LOST THOSE DOLLARS.
WE ENDED UP WITH A $3.3 MILLION DECREASE PER YEAR BUT, MAINLY BECAUSE THE
[02:20:04]
STATE NEW WE COULD BE ABLE TO SUSTAIN THAT PAUSE WE HAD THE CARES MONEY.WE WERE ABLE TO SUPPLEMENT THAT LOSS WITH THAT MONEY.
THERE ARE OTHER SOURCES OF FUNDS WHICH WE RECEIVED IN OUR STATE APPROPRIATIONS BILL AND THAT IS TO FUND SMALL BUSINESS FUNDING CENTER, AND THAT'S $1.5 MILLION.
WE HAVE STAR LINK WHICH IS OUR PROFESSIONAL DEVELOPMENT ARM WHICH WE DEVELOP CONTENT AND SELL IT TO OTHER INSTITUTIONS AND THAT'S $278 MILLION AND WE AUGMENT PROGRAMS. AND WE TAKE 219 AND THEN WE HAVE TO SUPPLEMENT THE REST OF THOSE FUNDS.
ALL OF THOSE THREE BUDGETS ARE RESTRICTED BUDGETS SO THOSE ARE NOT INCORPORATED INTO THE OPERATIONAL BUDGET BUT THOSE ARE WHAT WE RECEIVED IN STATE APPROPRIATIONS GIVEN.
>> WHICH SPEAKS TO THE INCREASE THAT WE HAD, IT WAS MAINLY IN CONTACT FUNDING.
OUR SUCCESS POINTS WENT UP AND NETTED THAT OUT TO WHERE IT WAS ONLY A $3.3 MILLION DECREASE.
AND WE'LL GO INTO MORE DETAIL ABOUT THIS LATER.
THIS SUCCESS POINT FUNDING, THERE ARE TWO COLLEGES, DALLAS AND (INDISCERNIBLE) WHO GET THE MAJORITY BECAUSE IT'S STILL BASED ON SIZE.
(INDISCERNIBLE) WE EXPLAINED THAT BY TAKING IT ON AN FTD BASIS.
HOWEVER, WHEN YOU LOOK AT THE POINTS THAT WE GET, WE GET MORE THAN ANYBODY ELSE.
BECAUSE IT'S A SIDE RELATED THING.
AND WE HAD SEVERAL DISCUSSIONS WITH THE COORDINATING BOARD AND THE COMMITTEE WORKING ON IT.
TALKING ABOUT HOW THIS DOESN'T REALLY HELP A SMALLER INSTITUTION BECAUSE WE'RE SCARFING UP THE MONEY.
>> WE'RE TRYING TO UNDERSTAND THE DIFFERENCES BETWEEN INSTITUTIONS, BETWEEN COMMUNITIES, AND THE DIFFERENCE IN THESE REVENUE MIXES AND AS WE TALKED ABOUT BEFORE, WE IDENTIFIED AND REALLY WITH JOHN'S LEADERSHIP HELPING THE STATE UNDERSTAND THE FIVE DIFFERENT BUSINESS MODELS OF THE REVENUE MIX.
AND SO, THE SERVICE AREA, THE TAXES JURISDICTIONS, THOSE CAN VARY WIDELY AMONGST THE MUNICIPALITIES IN THE STATE.
THAT'S WHAT THIS REVIEW THAT'S GOING ON RIGHT NOW WITH THE LEGISLATURE TO HELP BETTER UNDERSTAND, AND HELP, ELEVATING THE CONVERSATION ABOUT WHAT ROLE OF THE COMMUNITY, THE PROPER OUTCOMES, THE PROPER WAY OF MEASURING, AND THE PROPER WAY TO FUND COMMUNITY COLLEGES.
BECAUSE AS JOHN SAID, WHEN YOU LOOK AT THE HISTORIC TREND LINE OF REVENUE TO STATE TO COMMUNITY COLLEGE SUNSHINE ON A DOWNWARD DECLINE, EVEN WHEN THEY PUT NEW MONEY INTO THE ALLOCATION, THE REST OF THE REVENUE MIX IS PICKING UP A LARGER PERCENTAGE OF OPERATIONS.
AND SO, THAT'S WHAT THAT PRE-COLLEGE FUNDING REVIEW IS DOING RIGHT NOW.
AND HOPEFULLY, THERE'LL BE RECOMMENDATIONS WHICH WILL COME OUT OF THAT THAT DIDN'T
GO INTO THE RECOMMENDATIONS (INDISCERNIBLE) >> PRETTY MUCH THE HEART OF OUR CONVENTION LAST WEEK WAS INVOLVING AROUND THAT BECAUSE OF THE INEQUITIES.
A YOUNG MEN AND WOMAN LEAVING ON TAXES DOESN'T HAVE A CHANCE FOR DUEL CREDIT.
THERE ARE CERTAIN PEOPLE IN THE STATE SAYING THAT THE EQUITY ISSUE IS SO OUT OF BALANCE WITHIN THE STATE, AND SO, THEY'RE GOING TO COME UP WITH SOME TYPE OF PLAN TO MAKE IT MORE EQUITABLE TO ALL THE STUDENTS THROUGHOUT THE STATE.
AND THERE'S ONE COMMON TAXING AUTHORITY THAT EVERY ONE OF THOSE ARE ASSOCIATED WITH AND THAT'S AN ISD, AN INDEPENDENT SCHOOL DISTRICT, IT CAN BE A CONSOLIDATED OF MULTIPLE CITIES OR ONE.
BUT, MAYBE THAT'S THE SOURCE WHICH WILL HAVE TO RAISE THE FUNDS AND CONTRACT WITH PEOPLE LIKE US, WITH DISTRICT LEARNING, WE CAN THEN PROVIDE, THEY DON'T HAVE TO BUILD ANOTHER COMMUNITY COLLEGE BUT THEY HAVE TO HAVE THE FUNDS TO BE ABLE TO OFFER THAT EQUITABLE DEAL.
I REALLY THINKS IT'S A GREAT TIME.
AND THAT'S WHAT, YOU KNOW, I'M REALLY ENJOYING BEING A PART OF THE ASSOCIATION, BECAUSE I GET TO HEAR THE INPUT AND FEEDBACK FROM PEOPLE WHO ARE UNLIKE US AND
[02:25:06]
WHY THEY'RE SAYING WHAT THEY'RE SAYING, WHY WE HAVE TO HAVE THIS TIME OF KPI TO SUPPORT WHAT CAN BE DONE AND HOW IT CAN BE DONE.AND SO, WE'RE STAYING INVOLVED, COLIN COUNTY AND HOUSTON, LONE STAR, PULLED OUT OF OUR ASSOCIATION BECAUSE THEY REALIZED THEY HAD NO COMMONALITY WITH THE TEXAN.
THAT DOESN'T SOLVE THE PROBLEM.
SO, I'M ENJOYING THAT, I'M SERVING AS AN OFFICER IN THAT GROUP AS WELL AS I'M ON THE LEGISLATIVE COMMITTEE.
AND SO, I'M GETTING A CHANCE TO GIVE OUR INPUT ABOUT HOW YOU GUYS AS OUR STAFF AND OUR POLICY GROUP REALLY TAKES THIS STUFF ON AND TAKES IT SERIOUS.
SO, I ENCOURAGE ALL OF YOU TO PARTICIPATE, EVERY TIME WE GATHER, IF YOU COULD, YOU NEED TO GO.
BECAUSE IT'S ENLIGHTENING TO HEAR SOME OF THE STUFF THAT THE SMELLER COLLEGE DOES BETTER THAN WE DO AS A BIG COLLEGE AND WE COULD INCORPORATE THAT.
I PROMISED THE CHAIRMAN THAT I WOULD MAKE THAT SPEECH AND I JUST MADE IT.
I PROMISED THE CHAIRMAN OF MY ASSOCIATION.
BECAUSE WE HAD 200 TRUSTEES AND WE SHOULD HAVE HAD FOUR HUNDRED TRUSTEES.
>> I'M TALKING ABOUT THE CHAIRMAN OF THAT BOARD.
SCOMBR SO, WHEN WE LOOK AT TUITION WE CALCULATE FROM GROSS TUITION VERSUS NET, OUR GROSS TUITION IS THE RATE TIMES THE NUMBER OF HOURS THAT WE RECEIVE AND THAT STUDENT TAKE.
AND SO, CURRENTLY IT'S AT 7 D D D 5D 25D 5D 5D 5D THEM WAY STUDENTS HAD ALL THE MATERIALS AND WERE FINANCIAL AID OR SO WOULDN'T BE ABLE TO GET MATERIALS.
WAIVERS AND SCHOLARSHIPS, THAT'S NET TUITION.
NET TUITION IS (INDISCERNIBLE) REVENUE ON.
WE CURRENTLY HAVE ABOUT 50% DISCOUNT RATE.
OF THAT GROSS TUITION, ABOUT HALF OF IT IS GIVEN AWAY.
>> YOU'RE TALKING ABOUT THE >> YOU'RE TALKING ABOUT THE (INDISCERNIBLE) >> .
(MULTISPEAKERS) >> OVER THE LAST YEARS, WHICH IS STILL SUPPORTED BUT IF IT WASN'T FOR OUR TAX BREAKS WE WOULDN'T HAVE -- .
LET'S TALK ABOUT WHERE WE ARE AS FAR AS STATE AVERAGE.
WE'RE AT 7 D #EN RE DED D D CAN $79.
AND WE ALSO DON'T OFFER E-LEARNINGCAN $79.
AND WE ALSO DON'T OFFER AND WE ALSO DON'T OFFER E-LEARNINGWE ALSO DON'T OFFER E-LEARNING MATERIALS.
>> WE ESTIMATED THAT WOULD SAVE US $27 MILLION IN TUITION AND NOT HAVING TO MAKE THE INDIVIDUAL PURCHASES AT A PRICE POINT IF NOT FOR THIS PLAN.
>> I'M SORRY, YOU ARE JUST (INDISCERNIBLE) >> I CAN UNDERSTAND AND HEAR BUT YOU LADIES COME UP HERE AND (INDISCERNIBLE).
>> JUST (INAUDIBLE) >> WHAT THEY SAID, I DON'T UNDERSTAND.
CAN WE SPEAK UP OR JUST A LITTLE BIT?
>> SHE HAS THAT VOICE, I DON'T KNOW WHAT YOU WANT TO HEAR?
>> I WANT TO HEAR AND UNDERSTAND WHAT I'M TRYING TO INTERPRET AND SAYING TO MYSELF, NOW, WHAT IS SHE SAYING.
((INAUDIBLE) >> (MULTIPLE SPEAKERS) (INDISCERNIBLE) >> PUT YOU IN THE ROOM ON THE PHONE WITH HER FRIENDS, I COULD HEAR YOU DOWN THE STREET.
I ASK YOU THE QUESTION AND IT'S LIKE (INDISCERNIBLE) >> SO, PLEASE, SPEAK UP.
[02:30:04]
I'M SO TIRED OF SAYING THAT.>> PROBABLY ASCERTAIN THAT THEY ACTUALLY GOT ALL THE LEARNING MATERIALS BECAUSE AGAIN, I'M ON THE CAMPAIGN, SO, I HEARD ALL THE TIMES THAT THEY DIDN'T GET IT.
SO, HOW ARE WE, WE CAN'T JUST SAY WE'RE GOING TO DO SOMETHING, I WANT CHECK SYSTEMS AND WAYS THAT THE STUDENTS DID GET THEM.
SO, THAT, THEY GET WHAT THEY PAID FOR.
>> SO, BECAUSE IN DALLAS COLLEGE, WE BECAME DALLAS COLLEGE DURING THE PANDEMIC.
SO, OUR (INDISCERNIBLE) >> SO, THE BOOKS WERE A CHALLENGE, HOW WE KNOW WETHER OR NOT THE STUDENTS GOT THE BOOKS, WE HAVE MADE EVERY INTENT TO PROVIDE THE LEARNING MATERIALS AND JOHN KNOWS THIS PAIN STAKINGLY, BECAUSE WE'RE IN COMMUNICATIONS WITH THE PRIMARY PROVIDER FOR OUR BOOK RESOURCES.
BUT, THERE ARE OTHER BOOK PROVIDERS WHICH ALSO PROVIDE MATERIALS WHICH ARE SOURCED TO THEM TO PROVIDE TO US.
DURING THE PANDEMIC, THERE WERE MULTIPLE PROBLEMS, SO, CLASSES STARTED, YET SOME CLASSES STARTED WHICH DID NOT HAVE ALL OF THEIR LEARNING RESOURCE MATERIALS.
WE WERE SUCCESSFUL IN BEING ABLE TO GET STUDENTS DIGITAL RESOURCES WHICH IS WHY WE STRONGLY ENCOURAGE DIGITAL RESOURCES.
IT BECAME A PROBLEM WHEN STUDENTS NEEDED A PHYSICAL RESOURCE TO SOURCE THEM DURING THE PANDEMIC.
JUST LIKE PROS AND EVERYTHING, WE WEREN'T IMMUNE TO WHAT WE SAW IN THE NEWS, TANKERS WITH ITEMS, WE WERE CAUGHT IN THAT, I WOULD HAVE TO GET A SPECIFIC REPORT TO YOU TO LET YOU KNOW WHAT COURSES EVEN WITH IMPACT, WORKING IN THE BUDGET OFFICE, WE WERE ABLE TO DO OTHER THINGS.
SOMETIMES WE HAD TO GO OUT AND SCORE AND SEE WHAT MATERIALS WE COULD GET TOGETHER FROM LOCAL AREAS TO PROVIDE A SCIENCE KIT ET CETERA, SOMETIMES, THEY WERE JUST NOT AVAILABLE.
SO, IT REALLY DEPENDED ON THE COURSE, RESOURCE, AND WHERE IT WAS COMING FROM, BUT, I DON'T HAVE THE LIST IN FRONT OF ME TODAY TO TELL YOU EXACTLY WHO GOT WHAT WHEN.
WE HAD PROBLEMS DURING THE PANDEMIC LIKE EVERYBODY ELSE.
>> BUT, ALSO THIS, FROM THE PANDEMIC STANDPOINT, WE WERE BETTER POSITIONED TO PROVIDE THOSE MATERIALS TO STUDENTS THAN OTHER INSTITUTIONS THAT HAD NOT GONE TO THE SOURCE, BECAUSE THE SUPPLY CHAIN ISSUES THAT SHE JUST MENTIONED, MOST INSTITUTIONS THAT WAS THE NORM, THEY WERE WAITING ARE FOR BOOKS COMING FROM WHERE EVER THEY CAME FROM.
WE WERE AHEAD OF THE CURVE BY MOVING TO THIS MODEL.
SO, I CERTAINLY WANT TO BE SURE THAT STUDENTS GET WHAT THEY NEED AND WHAT THEY HAVE PAID FOR, BUT WE WERE BETTER POSITIONED DURING THIS VERY STRANGE ERRATIC TIME PERIOD TO PROVIDE WHAT STUDENTS NEEDED AN OTHERS.
>> WERE WE IN THE PANDEMIC LAST YEAR?
>> THE SUPPLY CHAIN ISSUES HAD STILL BEEN A FACTOR.
>> DID WE REFUND THE MONEY FOR THE PEOPLE WHO DID NOT GET THEIR BOOKS? THEY PAID FOR?
>> WE SEEN OUR BOOK SUPPLIER, WE'RE RUNNING BETWEEN 95-98% SUCCESS OF PRYING LEARNING MATERIALS.
WE MADE OPTIONS JUST LIKE WHEN SOMEBODY CAN'T LEARN ONLINE, AND WE HAVE TO PROVIDE HARD COPY INFORMATION, WE JUMP OVER BACKWARDS TO BE SURE THAT THEY GET WHAT THEY NEED.
OUR BOOK STORE DOES A GOOD JOB OF OF WORKING ON THAT.
WE TRY TO MAKE SURE THAT EVERYBODY'S GOTTEN EVERYTHING THEY NEED.
BECAUSE WHAT WAS MORE IMPORTANT, SAY THE STUDENT'S MONEY WAS IMPORTANT, BUT GETTING THEIR LEARNING MATERIAL BEFORE THE FIRST DAY OF CLASS HAS, I THINK, AND DR. JOSEPH, YOU TELL ME IF I'M WRONG, IT'S HELPED US WITH SOME OF THE NUMBERS THAT WE SAW LAST MONTH WITH THE IMPROVEMENTS ON STUDENT'S SUCCESS BECAUSE THEY HAD THEIR MATERIALS.
THERE WERE STUDENTS THAT WERE ABLE TO RETURN AT HIGHER RATES THAN THEY DID BEFORE BECAUSE THEY HAD THE MATERIAL AND DID BETTER ACADEMICALLY AS WELL.
(INDISCERNIBLE) >> I NEVER BE TOLD THAT (INDISCERNIBLE) >> (MULTIPLE SPEAKERS.
[02:35:04]
) >> SO, HAVING INSTRUCTIONAL MATERIALS OBJECT THE FIRST DAY OF CLASS IS CRITICAL.
AND WE'VE SEEN THE STUDENTS BEING THERE ACADEMICALLY AND THEY'RE RETURNING AT SUBSEQUENT TERMS AT HIGHER RATES THAN THEY HAVE IN THE PAST.
ALL OF THOSE THINGS ARE A CONTRIBUTING FACTOR.
>> ONE OTHER THING, AND ABOUT THIS COMMUNICATION, ALL OF THESE ACRONYMS. YOU HE NO, THE PEOPLE WHO WORK WITH THIS STUFF EVERYDAY, THEY'RE USED TO IT AND KNOW IMMEDIATELY WHAT IT MEANS.
BUT WHEN YOU ALL ARE USING THE ACRONYMS, I HAVE TO GO BACK TO MY MEMORY BANK TO REMEMBER.
>> >>> LET'S REVIEW OUR TAX REVENUE.
OUR AD VALOREM TAX IS BASED ON OUR REVENUE.
IT'S BASED ON OUR TAXABLE ACCESS VALUE DIVIDED BY 100 TIMES THE RATE AND CATEGORIES ARE LISTS HERE, COMMERCIAL, BUSINESS PROPERTY AND RESIDENTIAL.
WE HAVE EXEMPTIONS TO ADD ADDITIONAL TAXPAYER SAVINGS, AND WE WANT TO MENTION THE TAX RATE, WE HAVE TWO PARTS, MAINTENANCE AND OPERATION RATE AND OUR INTEREST AND SINKING RATE WHICH IS A DEBT SERVICE RATE.
SO, THERE ARE TWO PARTS WHICH MAKE UP OUR TOTAL RATE AND WE'LL GO INTO WHAT THAT MEANS IN SLIDES.
>>> SO IN SUPPORT OF THE SLIDES THAT WE TALKED ABOUT EARLIER, WHICH IS WHAT ITEMS WE'RE ALLOWED TO UTILIZE FOR CERTAIN PARTS OF OUR REVENUE ON.
THESE ARE JUST DEPICTIONS OF HOW THIS WORKS.
WHEN WE TALK ABOUT ONES THAT WE MAX OUT, HOW THEY OVERFLOW INTO OTHER SOURCES.
THESE NUMBERS ARE JUST FOR ILLUSTRATION PURPOSESES AND BASED ON OURSPRING BUDGET.
THIS IS JUST FOR EDUCATIONAL PURPOSES.
WE TALK ABOUT STATE APPROPRIATIONS AND SAID THERE ARE THREE MAJOR AREAS WE UTILIZE THOSE STATE APPROPRIATIONS, STUDENT SERVICES, ACADEMIC SUPPORT AND INSTRUCTION.
SO, INSTRUCTIONAL COST, A TOTAL FOR THIS BUDGET WAS $100 MILLION OVER WHAT OUR STATE APPROPRIATIONS IS.
THEN THAT BLEEDS OVER INTO THE TUITION.
SO, THE NET TUITIONS THAT WE COLLECT THEN WILL COVER THE AMOUNT FOR INSTRUCTION.
SO, GROSS TUITION AT $123 MILLION CLEARED THE DEFICIT THAT WE HAD FOR INSTRUCTION.
NOW, WE INDUSTRIAL HAVE ACADEMIC SUPPORT THAT WE HAVE TO ADDRESS.
WE HAVE A DEFICIT FROM ACADEMIC SUPPORT AND WHERE DOES THAT GO? NOW IT FLOWS INTO TAXES.
SO, NOW WE HAVE MET THE NEEDS OF THREE AREAS WE'VE MET THE NEEDS OF INSTRUCTION, AND ACADEMIC SUPPORT AND THAT COMES FROM THE REVENUE WE RECEIVE FROM TAXES.
INSTITUTIONAL SUPPORT INCLUDES THE MAJOR AREAS THAT WE SEE HERE IN ADDITION TO AUDIT, RISK MANAGEMENT, SAFETY AND SECURITY IS INSTITUTIONAL SUPPORT.
AND OUR BUSINESS CONTINUITY WHICH IS A NEW OFFICE WHICH WE'VE SEEN FROM THE PANDEMIC IS HIGHLY NECESSARY SO WE ARE SURE THAT THE BUSINESS KEEPS FUNCTION AND ALL SECTORS KEEPS BEING SUPPORTED TO OPERATE.
WE HAVE A TON OF THOSE THAT COME DOWN FROM THE LEGISLATURE THAT WE HAVE NOT FUNDED FOR BUT NEED TO BE PART OF OUR OPERATIONAL BUDGET.
TUITIONAL, THERE ARE ONES WE GIVE AS AN INSTITUTION BUT THERE ARE OTHERS MANDATED BY THE STATE.
OUR TREASURY OPERATIONS, THERE ARE REPORTING GOING ON WITH THOSE OPERATIONS.
THESE ARE UNFUNDED THINGS THAT WE RECEIVE.
>> WOULD THE PROGRAM BE IN THE CATEGORY OF THE STATE MANDATE?
>> NO, IT'S PART OF INSTRUCTION.
>> BECAUSE THE STATE IS WHO REQUIRES US TO GIVE THEM SIX HOURS, RIGHT?
[02:40:01]
>> THAT'S CONSIDERED A WAIVER.
>> THERE ARE PARTS OF THOSE THAT THE EMERITUS PROGRAM HAS.
THERE ARE LIMITS TO WHAT THEY CAN AND CANNOT DO.
GENERALLY, IT'S A GOOD EXAMPLE WHICH TELLS US IF YOU'RE OVER 6.5, YOU HAVE THE RIGHT TO WAIVE IS FEE.
>> FIRST RESPONDERS KILLED IN A LINE OF ACTION OR INJURED IN A LINE OF ACTION, THERE ARE A LOT WAIVER WHICH DEAL WITH THOSE THAT THEY GET FREE TUITION, AND IT'S NOT JUST US, IT'S UNIVERSITIES ALSO.
>> (INDISCERNIBLE) >> (INAUDIBLE).
>> SO, AS WE'RE GOING THROUGH OUR REVENUE FORECAST, THERE ARE ONLY CERTAIN NUMBERS THAT WE HAVE ON THIS SLIDE RIGHT NOW IS STATE APPROPRIATIONS.
BECAUSE IT IS A BINDING ALLOCATION.
WE KNOW YEAR TO YEAR THAT IS THE ONLY NUMBER THEY'VE IS SELF CERTAIN.
EVERYTHING ELSE THAT WE HAVE IS A FORECAST THAT WE HAVE TO DO IN THE OFFICE OF FINANCE.
AND WE DO THAT BY PLANNING THE ACTIVITIES THAT WE TALK ABOUT, AND LESSONS LEARNED FROM PRIOR TIMES WE HAVE DONE THIS EXERCISE.
SO, WE START TO LOOK AT WHAT WE THINK THE FORECAST WILL BE.
SO, FOR THIS YEAR, WE HAVE THE STATE APPROPRIATIONS $91.2 MILLION.
WE'RE ESTIMATING OUR GROSS TUITION LESS OUR WAIVERS AND SCHOLARSHIPS AT $30 MILLION.
SO, NEXT TUITION WILL BE $93 MILLION.
LOCAL SUPPORT THIS IS WHERE WE HAVE THE GREATEST AVENUE FOR VARIANCE WHEN WE LOOK AT OUR FORECAST BECAUSE WE DO NOT RECEIVE CERTIFICATION FROM THE DALLAS COUNTY APPRAISAL DISTRICT UNTIL LATE JULY.
SO, WE HAVE CONVERSATIONS WITH YOU ALL FROM NOW THROUGH THE MIDDLE OF THE SUMMER BEFORE WE COME BACK IN AUGUST, THESE ARE ESTIMATES AND WE USE HISTORICAL TRENDS ON HOW WE SEE THE MARKET SHIFT TO MAKE THE ASSUMPTIONS.
WE DO REALLY GOOD AT THAT BECAUSE LAST YEAR WE CAME TEN FOE MILLION DOLLAR OF OUR RECEIVABLE.
WE UTILIZE THE SERVICES OF FINANCIAL ADVISORS TO SEE THE TRENDS AND TO KNOW WHAT THEY'RE SEEING IN THE MARKET.
WE HAVE GREAT RELATIONSHIPS WITH OUR REPRESENTATIVES FROM DALLAS COUNTY APPRAISAL DISTRICT, THEY ANSWER OUR QUESTIONS AND GIVE US FEED BACK AND AGAIN, IF THEY'RE MAKING THEIR ESTIMATE WE GET THE LIVE UPDATES TO TWEAK OUR MODELS AS WELL.
AS PART OF OUR FORECASTING, WE HAVE TO DO A BLIND DANCE AND REALLY WORK THROUGH THE PROCESS ON MONITORING OUR CASH FLOW BECAUSE WE HAVE TO PAY THE BILLS.
AND SO, THE ONLY THING THAT WE GET BACK IS CERTAIN COMING IN IS THE TUITION.
THE TUITION IS PAID BASED ON ENROLLMENT.
SO, (INDISCERNIBLE) >> S THE STATE APPROPRIATIONS, HOWEVER WE RECEIVE ON A 10-PAY CYCLE.
SO THERE ARE TWO MONTHS OUT OF OUR 12-MONTH FISCAL YEAR WE DO NOT RECEIVE THOSE APPROPRIATIONS FUNDS.
OUR FAX REVENUE IS 60% OF OUR REVENUE.
BUT, WE ONLY RECEIVE TAX REVENUE IN JANUARY AND FEBRUARY.
IRONICALLY, THE SAME TWO MONTHS THAT WE DON'T RECEIVE ANY STATE APPROPRIATIONS.
SO, AS WE ARE DOING OUR CASH FLOW ANALYSIS, WE HAVE TO KEEP THESE DYNAMICS IN MIND AND UNDERSTANDING THAT TREASURY TEAM IS RESPONSIBLE FOR $2.3 MILLION.
WHERE THEY'RE WATCHING THE MARKET AND WAITING FOR CALLS TO HAVE THIS CONSTANT CASH FLOW TO PAY THE BILLS.
>> WHAT IS THAT SCENARIO A BASED ON VERSUS 10-B?
>> YES, SO, RIGHT NOW WE'RE AT $368 BILLION ON THE TAXABLE ASSESSED VALUES FOR TAXES RIGHT NOW.
>> SO, THAT'S (INDISCERNIBLE) >> NO, THE CURRENT, WHAT DALLAS COUNTY APPRAISALAL DISTRICT HAS GIVEN US SO FAR IS $365 BILLION, BUT THAT'S NOT THE CERTIFIED NUMBER.
THAT'S BASED ON HISTORY BECAUSE WE KNOW THAT'S NOT GOING TO COME IN AT THAT NUMBER, SO WE'RE SAYING IF IT COMES INTO $350 BILLION, WHAT OUR TAX DOLLARS WILL BE.
SO, WE HAVE TWO DIFFERENT SCENARIOS THAT WE'RE LOOKING AT.
[02:45:02]
THAT AFFECTS OUR RATE THAT WE SET WHICH AFFECTS OUR REVENUE.>> THAT HAPPENED TO US A COUPLE OF YEARS AGO WHERE WE CHANGED UP THAT $7 BILLION SWING AND THE BUDGET IN JUNE WE HAD TO AMEND IT.
SO, I TEND TO BE A LITTLE LESS ON THAT, SO THAT WE DON'T HAVE TO MAKE THAT LARGE OF A CHANGE.
ALSO, I FEEL IT'S PRUDENT FOR US TO VIEW THE ESTIMATE AT A LOWER VALUE ON WHAT WE THINK OUR ACTUAL RECEIVABLES WILL BE.
BECAUSE IF AT ANY POINT IN TIME, WE'RE BUDGETING TO THE MAX, I THINK THAT WE'RE SETTING OURSELVES UP TO FALL OFF A CLIFF, RIGHT?
>> SO THAT WHICH WE SET THE BUDGET LOWER IT HELPS US CURB OUR EXPENDITURES AND HELPS OUR CREDIT RATING ALSO.
>> SO, THAT'S WHERE YOU GOT $542 MILLION VERSUS THE $539 MILLION, WHICH WAS BASED ON WHAT YOU PROJECTED ON THE TAX RATE?
>> AND WHEN THE TAX BILLS GO OUT FROM THE APPRAISAL DISTRICT, WHEN THEY'RE ASSESSMENT, OR THE APPRAISALS GO OUT, THE APPRAISAL GIVES US AN ESTIMATE, $374 BILLION.
>> THEY WILL BE HERE IN PROTEST THROUGH THE MONTH OF JUNE?
>> FOR THE MOST PART IT GOES ON INTO JULY.
NOW, WE WATCH IT STARTING AFTER JULY 15TH, WE'LL START TO GET A BETTER FIGURE AND MAY BE THAT $10 MILLION SPREAD -- OR $10 MILLION MAY DROP TO 3-$5 BILLION SPREAD BECAUSE WE HAVE GOTTEN IT TIGHTER IN KNOWING WHICH NUMBER WILL SHOW UP.
>> IT MIGHT BE A LITTLE ABOVE $350 BILLION, BUT THE WAY THINGS ARE TRACKING RIGHT NOW WITH THE WORK THAT WE'VE DONE IN THE PAST AND LOOKING AT IT, I'M HANGING MY HAT ON $350 BILLION, BUT IT COULD GO LOWER.
ONE OF THE PRESSURES THAT THE APPRAISAL DISTRICT HAS IS THEY CAN'T CERTIFY NUMBERS ON JULY THE 25TH UNLESS 10% OF THE PARCELS ARE UNDER DISPUTE.
MEANING IF THEY HAVE A WHOLE LOT OF DISPUTES AND WE'LL WATCH THAT NUMBER TOO, IF THEY HAVE A WHOLE LOT OF DISPUTES, THEY'RE GOING TO WORK HARDER TO GET RID OF THOSE DISPUTES.
I'M TELLING PEOPLE FROM A PROTEST STANDPOINT, GO OUT AND DO IT NOW BECAUSE THERE'S PROBABLY A BETTER CHANCE TO GET A LOWER APPRAISAL VALUE BECAUSE THEY'RE TRYING TO GET THOSE THINGS SET.
>> (INDISCERNIBLE) >> (INDISCERNIBLE) >> OKAY.
SO, WE'LL NEED TO TAKE A PAUSE.
SO, NOW, WE'RE GOING TO INTO EXECUTIVE SESSION OVER LUNCH.
THIS COULD BE CONSULTATION WITH ATTORNEY REGARDING LEGAL MATTERS, PERSONNEL MATTERS, RELATED TO APPOINTMENT, CONSOLIDATION, EMPLOYEES, DELIBERATE REGARDING REAL PROPERTY SINCE OPEN DELIBERATION WOULD A AN AFFECT OR DELIBERATE REGARDING SECURITY DEVICES IN THE DEPARTMENT OF FINANCE.
(MEETING IN EXECUTIVE SESSION)
>> WE'RE BACK FROM EXECUTIVE SESSION.
AND WE'LL CONTINUE WITH OUR WORK SESSION.
>> OKAY, WE'RE GOING TO WALK THROUGH THIS PROCESS.
THIS IS SOMETHING THAT PROBABLY WILL GENERATE MORE QUESTIONS THAN ANSWERS.
SO, IF WE CAN, WE'LL GET THROUGH IT BUT WE WANT TO CERTAINLY ANSWER QUESTIONS OF CONCERN THAT ANYONE MAY HAVE, AND ESPECIALLY IF THERE ARE THINGS THAT YOU NEED ANSWERS TO, YOU COULD ASK YOUR QUESTION AND LET Y'ALL GET ANSWERED BACK TO THEM.
BECAUSE A LOT OF THAT WILL BE RESEARCHABLE TYPE OF STUFF.
AND WE'LL FIND OUR FIRST POINT AND WE'LL DEPART FROM THE PROGRAM, VERY QUICKLY.
>> SO, WE'LL RESUME TALKING ABOUT LOCAL SUPPORT WHICH IS OUR TAX REVENUE.
>> AS WE HAVE SHOWN EARLIER, WE HAVE SCENARIO A AND B.
AND A WHICH IS LISTED IS THE $350 BILLION THAT WE DISCUSSED.
WE RECEIVED INFORMATION FROM DALLAS COUNTY APPRAISAL DISTRICT THAT WE WERE
[02:50:05]
EXPECTING IT TO BE ANYWHERE FROM 17-24% INCREASE AND SO, HERE'S OUR CONSERVATIVE APPROACH HERE AT 17% TAB.SO, WHERE WE HAVE THE DIFFERENCES IN OUR SCENARIO A AND B IS MAINLY IN OUR TAX RATE CALCULATION.
OUR TAX RATE CALCULATION IS BASED ON NO NEW REVENUE WHICH IS NNR, WHICH IS PRODUCING THE SAME AMOUNT OF TAXES THAT WE HAD FROM THE PRIOR YEAR WITH THE SAME PROPERTIES EXCLUDING NEW PROPERTIES.
AND OUR VAR, IS THE VOTER APPROVAL RATE WHICH WE GET OUR REGULAR RATE PLUS 8%.
SO, THE VOTER APPROVAL RATE IS ANYTIME THAT WE AAT THAT PARTICULAR TIME A RATE AT OR ABOVE THAT IT HAS TO GO THROUGH THE TAX PAYERS TO APPROVE THAT RATE.
SO, THERE'S AN INCREASED REACTION TO OUR TAV PRODUCTION OR OUR CERTIFIED TAV TO THE TAX RATE THAT WE ADOPT.
AND WHAT I MEAN BY THAT IS THAT THE HIGHER THE TAV INCREASES, THE RATE DECREASES, THE LOWER IT IS, THE RATE INCREASES.
>> SO WE SHOW OUR CURRENT RATE AT 10.4 CENTS ON OUR MAINTENANCE AND OPERATION, YOU SEE AT SCENARIO A WE ARE PROJECTING $350 BILLION, OUR RATE WOULD BE 10.155, AND OUR INS RATE IS SET BY THE AMOUNT OF DEBT THAT WE HAVE.
NO MATTER WHAT HAPPENS, THAT RATE IS SET.
SO RIGHT NOW, OUR RATE ACCORDING TO OUR DEBT IS $0.02.
SCENARIO B PROJECTS THAT 10% DECREASE THAT WE ESTIMATED, $340 BILLION SHOULD WE MOVE TO THAT LEVEL.
AS WE TALK ABOUT THE INVERTED AFFECT OF THE TAX RATE IT GOES FROM 10.985% WHICH TAKES US TO THAT 10.4 CENTS.
AND THE INS RATE REMAINS STAT TICK BECAUSE IT'S THE 40-1 OUTSTANDING DEBT THAT WE HAVE.
>> WHAT'S THE TOTAL THAT WE YIELD IN TERMS OF REVENUE WITH THESE TWO SCENARIOS?
>> SCENARIO A WOULD BE $352 MILLION VERSUS SCENARIO B WITH $350 MILLION, SO THERE'S A $2 MILLION DIFFERENCE THERE.
>> SO, WE PLANNED THIS BUDGET, WE ALWAYS HAVE CHALLENGES.
WE HAVE CHALLENGES THAT ARE JUST CERTAIN TO OUR INDUSTRY, WHAT HAPPENS IN OUR INDUSTRY, AND THEN WE HAVE THE CHALLENGES THAT PERTAIN TO US IN THIS CURRENT BUDGET YEAR AND THAT'S WHAT WE HAVE LISTED HERE.
OUR BIGGEST CHALLENGE THAT WE HAVE HERE IS OUR COME PEN STATION STRUCTURE, THAT IS GOING TO BE A THING THAT YOU HEAR THROUGHOUT THIS YEAR ESPECIALLY WITH THE CONSULT P TAINTS THAT WE HAVE COMING IN TO TO MARKET STUDIES ON WHERE OUR SALARY BANDS ARE.
AND OUR CURRENT MAINTENANCE PROPOSAL FOR RAISES FOR EMPLOYEES.
AND CAN IF, BECAUSE OVER 70% OF OUR BUDGET IS SALARY AND BENEFITS THAT'S GOING TO BE THE LARGEST SENSE OF CHANGE THAT WE WILL TRY TO MANAGE.
WE HAVE THE ECONOMIC FACTORS WHICH WE ARE HAVING TO ADDRESS, ESCALATION IN THE COST OF LIVING AND THAT'S HUGE AND THAT'S COUPLED WITH THE CONCERN THAT WE HAVE ON THE COMPENSATION FOR EMPLOYEES, GAS PRICES HIGHER, RENT SPIKING, AND WE HAVE TO BE SURE THAT WE HAVE COMPETITIVE WAGES FOR OUR EMPLOYEESES TO BE COMFORTABLE.
AND WITH THE ESCALATION OF MATERIAL COSTS AND SUPPLY CHAIN INTERRUPTIONS, AS WE PUT THE BUDGET TOGETHER WHEN WE HAVE THOSE COST ESTIMATES WE HAVE TO FACTOR THAT IN.
SO, THINGS THAT WE PAID $10 FOR LAST TIME IS NOW $16 AND THAT TENDS TO ADD UP.
AND OF COURSE, THOSE ARE SMALL METRICS BUT THEY ADD UP OVER TIME.
>> EXCUSE ME, SO, IN REGARDS TO OPERATIONAL FUNDS, ARE COMMUNITY COLLEGES ALLOWED TO INCUR DEBT?
>> NO, NO, NO, JUST OPERATING FUNDS, WHAT WE PAY THE BILLS WITH, PAY OUR SALARIES?
>> SO, OFF OF THE OPERATING BUDGET, WE CAN NOT INCUR DEBT?
>> WE COULD ONLY INCUR DEBT ON THE CAPITAL EXPENDITURES, BOND FUNDS TO BUILD A BUILDING?
GENERAL OBLIGATION BONDS AND REVENUE BONDS.
>> THAT'S THE ONLY WAY WHERE WE COULD TAKE ON DEBT?
[02:55:06]
>> BUT ON THE REVENUE SIDE AND EX-PENSION SIDE FOR OPERATIONS, WE CAN NOT TAKE ON DEBT?
>> AND THAT IS AGAINST THE LAW, CORRECT, BY STATUTE?
>> WE CAN ON REVENUE BOND ON THE OPERATING BUDGET.
SO, WE CAN NOT, FOR THE MOST PART, TAKE ON SHORT-TERM LOANS, THAT IS NOT SOMETHING THAT WE COULD DO.
THAT'S ONE OF THE REASONS WE'RE PUSHING BALANCED BUDGETS AND HAVE THOSE RESERVES.
>> AND VEFR TAKEN ON REVENUE BONDS FOR OPERATIONS?
>> NOT FOR OPERATIONS, BUT IT IS AN OPERATING BUDGET ITEM.
>> SO IT'S AN OPTION, IN OTHER WORDS?
>> BUT, HAVE WE EVER TAKEN ON REVENUE BOND DEBT FOR OPERATIONS?
YOU BASICALLY CAN'T FUND YOUR NORMAL OPERATING, SALARY, GENERAL OPERATING SUPPLIES, UTILITIES ALL THAT.
>> REVENUE BOND DEBT CAN ONLY BE USED FOR LACK OF (INDISCERNIBLE) >> SO, IN OTHER WORDS WHATEVER BUDGET THAT YOU PRESENT TO US, WE HAVE TO OPERATE WITHIN THAT BUDGET.
WE CAN NOT EXCEED -- LET'S SAY IT'S $500 MILLION, WE CAN'T SAY WE COULD DO OPERATIONS BUT IT WILL BE $510 MILLION.
BECAUSE WE HAVE TO HAVE THE MONEY FOR THE BUDGET THAT YOU ARE RECOMMENDING US TO APPROVE, CORRECT?
>> YOU CAN'T APPROVE USE OF RESERVE, THOSE ARE LIMITED TO A ONE-TIME.
>> YOU CAN'T HAVE AN OPERATING LINE OF CREDIT?
>> AND THAT'S ALL BY STATUTE, OR BY BOARD POLICY?
I BELIEVE IT'S BY STATUTE THAT SAYS.
>> BECAUSE WE'RE LIMITED TO USE OF THE FUNDS.
NOTHING IN OUR USE OF FUNDS ALLOWS US TO PAY DEBT.
>> THE BOARD POLICY IN >> IT'S BOTH A TEXAS STATUTE AND THE CONSTITUTIONAL STATE OF TEXAS.
WITHOUT THE PROVISION, THEREFORE, IT UNDERGOES BONDS, REVENUE BONDS AND OTHERS.
>> NO, THE THREE REVENUE STREAMS THAT YOU TALKED TO US ABOUT, WHICH WAS TUITION, STATE APPROPRIATIONS, AND PROPERTY TAXES, THOSE ARE THE THREE THINGS THAT WE HAVE FOR OPERATING FUNDS?
>> AND AGAIN, TO REPEAT, YOU WOULD NEVER RECOMMEND A BUDGET TO US THAT EXCEEDS THE REVENUE STREAMS, THE TOTALITY OF THE REVENUE STREAMS?
>> SO WHATEVER YOU BRING TO US AS YOU RECOMMEND AS A BUDGET OR BUDGET EXPENDITURE IS BECAUSE WE HAVE THE MONEY?
>> WHEN WE BRING YOU THE FORMAL BUDGET IN AUGUST, IT IS REQUIRED TO BE A BALANCED BUDGET.
>> BUT, BUT, YOU CAN MOVE WITHIN THAT BUDGET.
>> SO, FOR OUR PROGRAMMING NEEDS CHANGED AND SLID OVER HERE, WE WOULD JUST HAVE TO STAY WITHIN THAT DOLLAR AMOUNT.
>> YOU MAKE BUDGET ADJUSTMENTS AS NEEDED, TYPICALLY AT THE SIX MONTH LEVEL, RIGHT?
>> I JUST WANTED TO MAKE CLEAR THAT WHATEVER IS PRESENTED TO US, IT'S BECAUSE WITH YOUR CALCULATIONS WE HAVE THE MONEY TO COVER IT.
THE OTHER ITEM IS MAKING SURE THAT WE'RE ALLOCATING OUR RESOURCES TO OUR MOST CRITICAL AREAS AND PRIORITIZING WHAT THOSE ITEMS ARE WITHIN CERTAIN WORK GROUPS.
BECAUSE, OF COURSE WE HAVE COMPETING ITEMS SO WE HAVE TO TAKE THAT INTO CONSIDERATION, USE OF FUNDS AS WE WERE JUST TALKING ABOUT, THAT'S ANOTHER THING THAT WE TALKED ABOUT THE APPLICATION OF RESOURCES AND THE TYPES OF FUNDS THAT YOU ARE ALLOCATING, ARE THEY RESTRICTED OR UNRESTRICTED FUNDS AND HOW WE DO THAT.
AND WHEN ALLOCATING FUNDS FOR THESE EFFORTS, WE HAVE TO WATCH AND SEE WHAT THE IMPACT WILL BE TO OUR OVERALL BUDGET.
SO, WE JUST TALKED ABOUT THE APPROVAL FEE, UTILIZING CASH RESERVES, FOR INSTANCE, HOW THAT BECOMES ABSORBED INTO OUR OPERATE CAN BUDGET.
IF WE DO MOVE A PROGRAM WE'RE ALLOWED TO USE THE OPERATING SERVICE FOR A START UP AND THEN ABSORB THAT PROGRAM LATER ON DOWN THE LINE SO WE HAVE TO LOOK AT THOSE IMPACTS AS WELL.
WE HAVE DECISIONS ON PROGRAMS WE'RE LOOKING AT, WHAT NEW PROGRAMS WILL WE DO AND HOW WILL WE, PANNED.
AND DR. FLOYD AND HER TEAM WILL BE DOING PROGRAM REVIEWS TO SEE WHAT THINGS NEED TO BE INVESTIGATED AND MAKING SURE THAT OUR SALARIES ARE COMPETITIVE AND THEY HAVE THE TECH NULLING THEY NEED.
STUDENT RETENTION, THE COST OF OUR ERP, OUR RESOURCE PLANNING TOOL WHICH WE USE THAT DOES ALL OF OUR FINANCES, OUR STUDENT RECORDS AND ALL THAT.
[03:00:02]
WE ARE UNDERGOING AN IMPLEMENTATION OF THAT NEW SYSTEM AND IT'S COSTLY AND DRAINING ON THE STAFF BECAUSE YOU HAVE PEOPLE TRYING TO MANAGE BOTH WORLDS.SO, THEY'RE TRANSITIONAL AFFECTS THEY ARE HAPPENING THERE.
OUR REORGANIZATIONATION, WE'RE STILL REALIZING SOME EFFECTS OF THE REORGANIZATION.
IT GAVE US AN OPPORTUNITY TO LEVEL SET OUR SERVICES AND AESTHETICS THAT WE SEE THROUGHOUT THE COLLEGE.
BUT, AGAIN, TERRE THINGS THAT WE HAVE TO THEN GO BACK AND ADJUST.
WE MADE ENHANCEMENTS FOR TECHNOLOGY, IN ORDER FORCE US TO BE ABLE TO DELIVER STUDENT SUCCESS AND PLEA SUCCESS.
THERE'S TRAINING THAT WENT ALONG WITH THIS ORGANIZATION AS WELL.
AND AGAIN, AS THE DOCTOR MENTIONED EARLIER, WE DID A REVIEW AND PLANNED OUT STAFFING STRUCTURE, BUT NOW THAT THE RUBBER'S MET THE ROAD ON THAT, WE MAY HAVE TO REEVALUATE THAT THAT LOOKS LIKE, SOME AREAS MAY HAVE BEEN OVERBILLED AND UNDERBILLED.
AND SO WE'RE MAKING ADJUSTMENTS WITH THAT.
AND ALSO, CHANGE IS NOT FRIENDS FOR EVERYONE AND SOME FOLKS DIDN'T WANT TO COME ALONG FOR THE RIDE AND THEY'RE NOT PERFORMING AS THEY SHOULD OR THEY MAY NOT HAVE THE TOOLS SO WE HAVE TO FIGURE OUT TO GET THEM THE TOOLS OR MAKE THE DECISIONS WITH THAT.
SO, THAT'S WHERE WE ARE WITH THE CHALLENGES THAT WE'RE DEALING WITH NOW.
>>> SO, HERE WE'RE SHOWING A FIVE YEAR REVENUE AND EXPENSE TREND.
WE HAVE 2021 AND 2022 AND '23 ARE PROJECTED.
AS YOU COULD SEE WE STARTED '19 AND '20, SO TRUSTEE FLORES WILL TALK ABOUT THE BALANCE BUDGET EFFECT.
WE STARTED 2019 WITH EXPENSES BELOW REVENUE.
BUT BECAUSE OF THE INITIATIVE THAT WE HAVE UNDERTAKEN THAT TREND STARTS TO CHANGE A LITTLE BIT AND LET'S TALK ABOUT HOW TO SUPPLEMENT THESE EXPENSE ITEMS VERSUS WHERE WE SEE THE REVENUE IS.
THE REVENUE WILL ALWAYS LOOK LIKE THE THREE MAJOR STRUCTURES, WE TALKED ABOUT, THE SOURCES.
IN 2020 WE HAD COVID COSTS AS WELL AS WE WERE CONTINUES TO UPGRADE OUR IT ACROSS THE CAMPUS.
AND IN 2021, WE HAD WHAT SOME WITHED CONSIDER A TUITION SPIKE, BUT THAT WAS AN AFFECT OF A TUITION INCREASE THAT WITH DID.
AND THEN WE HAD ANTICIPATED A LITTLE LOWER TAX COLLECTION DUE TO COVID.
WE WERE STILL ABLE TO PERFORM MOVE OUR EXPECTATIONS FOR THE COLLECTIONS THAT WE DID DURING COVID TIMES.
THE EXPENSES FOR 2021, WHERE YOU SEE THE EXPENSES DROPPED OFF FROM THE YEAR BEFORE WAS BECAUSE, NOW WE HAD THE CARES ACT FUNDING THAT WENT INTO PLACE.
SO, WE WERE ABLE TO MOVE SOME EXPENSES THAT WOULD HAVE BEEN IN ORGANIZATION AS OPERATING EXPENSESIOUS WE WERE ABLE TO MOVE THOSE EXPENSES OVER AND HAVE CARESING FUNDS UTILIZE THOSE.
AND IN 2021 SHH WE WERE STILL SLOWLY COME CAN BACK TO THE OFFICE, WE HAD LESS TRAVEL, LESS PROFESSIONAL DEVELOPMENT, LESS CONSULTING AND THOSE OTHER TYPES OF PURCHASE SERVICES THAT WE WERE USING THERAPY LESSER IN 2021, BECAUSE WE WERE STILL THAT PANDEMIC EFFECT.
CONSTRUCTION SLOWED CONSIDERABLY DURING THAT TIME.
SO, WE DIDN'T HAVE CONSTRUCTION THINGS KICKING IN FULL GEAR THE WAY THEY WOULD HAVE BEEN IF SAID KEPT IT LIKE WE HAD IN THE PRIOR YEAR.
2022, THIS IS THE YEAR WE'RE IN NOW, THIS IS WHERE WE'RE ESTIMATES WHAT WE NEED NOW.
AND WE HAVE A SPIKE HERE IN 2022, IS WE DID INTERIM FINANCING ON A LOT OF PROJECTS.
WE HAD A STALLED LAWSUIT, AND THESE WERE PROJECTS WHICH WERE OF CONSIDERABLE IMPORTANCE TO THE COLLEGE SO WE DID INTERIM FINANCING BECAUSE WE HAD A HEALTHY CASH RESERVE.
>> AND WE SET IT DOWN DIDN'T WE?
>> WE CHANGED THE POLICY FROM 42%.
AND THAT'S BECAUSE, WE DID SPEND IT DOWN.
WE HAD, WE DID THE ANALYSIS AND PRESENTED IT AND WE WERE SOMEWHERE AT 8-10 MONTHS OF PAST RESERVE AND THE POLICY WAS BETWEEN 2 AND FOUR FOR OTHER INSTITUTIONS SO, WE DID TWO MONTHS OF CASH RESERVES OF OPERATING REVENUE, SO THAT NUMBER WILL CHANGE OVER TIME DEPENDING ON WHAT OUR REVENUE ESTIMATES ARE.
SO, WE WERE ABLE TO AFORRD THAT AND STILL BE ABLE TO HAVE OUR REQUIRED CASH RESERVE PLUS STILL HAVE CASH RESERVE.
>> SO, I'M STILL LEARNING, THAT GOING DOWN DID NOT AFFECT OUR RATING?
[03:05:02]
>> NOT AT ALL PAUSE WE ALWAYS HAVE EXCESS.
>> THIS LINE IS STRICTLY THE BUDGETING?
>> BUT, YOU TALKED ABOUT BOND PROJECTS IN TERMS OF WHY EXPENSES ARE LARGER THAN REVENUE.
>> SO, THE WAY IT'S REPORTED, IT STILL ROLLS TOGETHER ONCE WE START TALKING ABOUT THE CASH OUTRATE.
BECAUSE FINANCES ARE NOT MY STRONG SUITE, SO, THAT'S WHY, SOME OF THE YEARS, EXPENSES WE HAVE MORE THAN REVENUE?
>> BUT THAT DOES NOT MEAN THAT WE EXCEEDED THE OPERATING REVENUE?
>> IT HAS TO DO WITH BOND MONEY?
>> IT HAS TO DO WITH THE CASH RESERVE THAT WE TRANSFERRED IN.
>> USING OPERATING MONEY TO PAY FOR THINGS THAT WE WOULD HAVE PAID FOR WITH BONDS.
WE JUST MOVED IT AND USED IT FOR THAT OUT OF THE -- IT ACCUMULATED OUT OF THE OPERATIONAL SIDE AND THEN WE USED IT, AND YOU CAN GO THAT WAY BUT YOU CAN'T GO THE OTHER WAY, YOU DON'T USE BOND MONEY TO OPERATE.
BUT YOU CAN USE EXCESS RESERVE TO FUND AN ASSET.
SO, WE LOANED OURSELVES MONEY.
>> KEY HERE, WE LOANED OURSELVES THE MONEY.
>> WE'RE CHEAPER THAN GOING OUTSIDE.
>> IN '23 WE ANTICIPATE THAT WE WILL SEE INCREASE ON THE EXPENSE SIDE.
HERE AND AGAIN THAT'S DUE TO EVALUATING OUR COMPENSATION STRUCTURE AS WELL AS PRICE AND INFLATION ON OTHER THINGS.
SO, SLIDE 19 AND THEN SLIDES 20 AND 21, 20 AND 21 BREAKOUT FOR ILLUSTRATION PURPOSES SCENARIO A AND THEN SCENARIO B HERE ARE SIDE-BY-SIDE WHERE YOU COULD SEE THE DIFFERENCE BETWEEN THE $350 BILLION, VERSUS THE $340 BILLION TOTAL REVENUE OF $541 BILLION, VERSUS THE $539 MILLION, SO IT'S A $2 MILLION DIFFERENCE.
WE DO STILL HAVE OUR SCHOLARSHIPS PLANED AT $30 MILLION.
AND AGAIN, FOR THE COMMENT WHICH WAS MADE EARLIER ABOUT OUR CONSERVATIVE APPROACH TO BUDGET, AND HOW WE DON'T WANT TO BUILD TO A MAXIMUM SO THAT WE MAKE SURE THAT WE CAN SUSTAIN THIS MOMENT, WE'RE TRY TO GO RECESSION-PROOF OUR ORGANIZATION, BECAUSE, AS LONG AS WE COULD BE MORE CONSERVATIVE NOW AS WE MOVE FORWARD INTO WHAT WITH WE ANTICIPATE THE ECONOMY WILL BE, IT WILL HELP US TO MAKE THOSE ADJUSTMENTS NEEDED HERE.
SO, AGAIN, WE TALKED ABOUT JUST MAKING SURE THAT, YOU KNOW, WE HAVE AN AMPLE AMOUNT OF CASH RESERVE, IT HELPS OUR CREDIT RATING AND LET'S THEM KNOW HOW STABLE WE ARE.
>> EXPLAIN A LITTLE BIT, I MEAN, I HEAR CHANGES IN TERMS OF ADDITIONAL REVENUE TO THE DISTRICT, 12.7% UNDER SCENARIO A AND 12.1% IN SCENARIO B THAT'S AN ADDITION THAT WILL DOLLARS COMING INTO THE DISTRICT.
AND FOR THE TAX PAYERS, WE HAVE THIS DISCUSSION EVERY YEAR, THE TAX PAYERS WILL SAY, HEY, THERE'S A LOT OF THINGS THAT DALLAS COLLEGE NEEDS TO DO, BUT ENROLLMENT IS DOWN, WHY ARE YOU RETAINING ALL THE INCREASE IN OUR BUDGET? AND IN PAST YEARS WE'VE DONE TO TWICE, SINCE I'VE BEEN ON THE BOARD, WE FUNDED MODERATE INCREASES FOR ELDERLY AND DISABLED CITIZENS, BUT WE NEVER TOUCHED THE RATE EXCEPT WHEN THE STATE MADE US DO IT UNDER THE OPERATION OF THE STATE LAW.
BUT, YOU KNOW, TALK ABOUT THAT A LITTLE BIT.
BECAUSE, SOME OF THE CONTEXT IN PAST BOARD DISCUSSIONS WERE, YOU KNOW, WE'RE ENJOYING A LOT OF OF REVENUE COMING IN, WE'RE NOT GOING TO CUT THE RATE BUT WE MAY FIND OURSELVES IN AN OPPOSITE POSITION WHERE THE REVENUE IS NOT COMING IN, BUT WILL WE RESPECT THE TAX PAYERS BY NOT INCREASING OUR RATE AT THAT TIME.
>> I'LL START AND THEN DEFER TO OUR CFO.
[03:10:03]
>> AGAIN, OVER 70% OF OUR BUDGET BEING SALARIES AND BENEFITS.
OUR SALARIES ARE THE GIFT THAT KEEPSEN GIVING.
THE FIRST PLACE TO DECREASE YOUR RATE IS MAKE A SUBSTANTIAL IMPACT WOULD BE OUR SALARIES AND REVISIT OUR STAFFING LOADS.
AND WITH ALL OF THOSE THINGS THAT WE'RE TRYING TO DO, THOSE STAFFING LOADS ARE NECESSARY.
THAT WOULD BE THE FIRST PLACE WHERE WE WOULD HAVE TO LOOK.
AGAIN, WE WERE SO BEHIND IN OUR TECHNOLOGY THAT THAT WAS NECESSARY EXPENDITURES THAT WE HAD TO DO, AND WE COULDN'T DO THAT ON THE INCOME THAT WE HAD.
WE ONLY SUSTAINED THAT LEVEL OF INCOME BECAUSE WE WERE YEARS BEHIND, DECADES BEHIND ON MAKING THE IMPROVEMENTS THAT WE NEEDED TO MAKE.
AND SO, NOW THAT WE'RE MAKING THOSE IMPROVEMENTS, WE'RE REALIZING WHAT THAT IMPACT IS TODAY AND WHAT IT MAY LOOK LIKE FOR THE FUTURE AS WE CONTINUE TO TRY AND DO THAT SO, JOHN?
>> AND TOO, BOTH IN SCENARIO A AND B, SHE TAX ON THE EXPENSES IN THE REVENUE.
WHEN YOU TAKE IT IN ISOLATION AND LOOK AT IT, I AGREE, IT LOOKS LIKE A HUGE INCREASE.
BUT, WE'RE GOING TO SHOW YOU -- AND WE HAVEN'T DONE IT BEFORE, UNDER THESE SCENARIOS, WE'RE GOING TO SHOW YOU AN UNBALANCE BUDGET.
WE'RE BASICALLY $30 BILLION IN THE DEFICIT WITH THE EXPENDITURES THAT WE SEE COMING FORWARD OVER NEXT YEAR.
WE WILL GET TO THAT, I THINK IT'S BETTER EXPLAINED WHEN WE GO TO THE CITY COMMISSION SIDE OF THIS.
>> AND WE'RE GOING TO SHOW YOU SOME $35 MILLION WORTH OF PROGRAMS THAT MAKE UP THAT AMOUNT THAT WE HAVE NOT PUT IN THE BUDGET YET.
UNDER CHAIR BOYD, WE WERE LOOKING FOR INPUT, NOT NECESSARILY LINE ITEMS, BUT JUST TO GET SOME STRATEGIC DIRECTION ON WHETHER WE SHOULD BE GOING AND DOING WHAT THE BOARD WANTS US TO DO.
WE HAVEN'T DONE THAT BEFORE, THIS IS A NEW KIND OF BUDGET BEING BORN.
NOT ONLY ARE WE BRINGING A BALANCED BUDGET.
>> YOU'LL SEE THE LIST OF THINGS UNDER CONSIDERATION THAT WE, THAT THE TEAM IS STILL WORKING THROUGH AND THINKING THROUGH.
AND SO, WHEN WE GET INTO THAT PART I WOULD LIKE TO ENGAGE IN THAT CONVERSATION AND GET YOUR THOUGHTS AND PERSPECTIVES THAT WE COULD TAKE BACK AS WE FINALIZE.
>> AND I THINK THE OTHER THING IS THAT MOST TYPICAL GOVERNMENT ENTITIES FAIL TO RECOGNIZE THEIR UNDER FUNDED APPRECIATION.
WE HAVE DEFERRED MAINTENANCE AND SUCH, SO, WHENEVER YOU DON'T FUND SOME OF THE MAINTENANCE, IT DOESN'T SHOW UP UNTIL SCOTT, WILL TALK TO US IN THE NEXT FEW DAYS ABOUT ALL THE CATCH-UP MONEY THAT WE'RE HAVING TO SPEND, WHICH IS WHY WE'VE ENDED UP WITH EXCESS MONEY.
HAD WE BEEN REALLY FUNDING WHAT SHOULD HAVE BEEN DONE, WE WOULDN'T HAVE HAD THIS EXCESS RESERVES.
>> YEAH, AND TELL ME IF YOU SEE IT IN A DIFFERENT WAY, BUT, YOU KNOW, I'M SEEING AT LEAST TWO PRIORITIES THAT WE MADE WITH THESE REVENUES COMING IN FROM THE TAV IS MAKE A TENT IN THE MAINTENANCE.
AND SECOND IS THE FUND EARLY COLLEGE NIGHT SCHOOL TUITION.
SO, WE'VE BEEN TAKING THIS FROM THE TAV AND REINVESTING IT BACK, AT THE SAME TIME WE HAVE TO GO COGNIZANT THAT THE TAX PAYERS ARE HURTING TOO, AND, UM, WE HAVE A LOT OF REVENUE, THEN THE STATE LAW WILL DISCIPLINE US TO A CERTAIN EXTENT TO BE BALANCED.
>> BUT THE THING THAT YOU LOOK AT, IF YOU TRIED TO COMPENSATE THE TAX PAYERS INDIVIDUALLY ON THIS INCREASE, IF YOU DID IT ON A HOUSEHOLD BASIS, THEY WOULDN'T GET TWO STARBUCKS COFFEE'S WORTH OF SAVING, WHEREAS FOR THE COLLEGE WE SPEND THAT MONEY COLLECTIVELY FOR THE BENEFIT OF EVERYBODY.
>> WELL, YOU COULD TURN THAT AROUND AND SAY, A DOLLAR TO THE TAXPAYER DOESN'T MATTER TO THE TAXPAYER, AND I BELIEVE IT DOES.
>> I HAVE BEEN ON THE CAMPAIGN TRAIL AND I WOULD ASK FOR A TAX INCREASE, WE'VE BEEN HAVING TO SPEND MONEY REALLY WELL, BUT IF IT GOES THE OTHER WAY, WE MAY BE IN A FISCAL RESTRUCTURE AND THAT'S NEVER BEEN ANYTHING THAT'S HAPPENED SINCE I'VE BEEN ON THE BOARD.
>> BUT, MY POINT IS THAT WE HAVE THE OPPORTUNITY FROM WHERE WE SIT TO BENEFIT IN
[03:15:03]
THE WORKFORCE WORLD AND IN THE TAX PAYERS.FOR EXAMPLE, AND WE'LL GET INTO IT LATER, TOWARD THE END, BUT IN OUR EARLY CHILDHOOD EDUCATION PROGRAM, WE HAVE SUCH A GOLDEN OPPORTUNITY, THE IRON IS SO HOT RIGHT NOW THAT WE HAVE TO DO THAT, BECAUSE YOU TALK ABOUT SOMETHING THAT JUMP STARTS OUR ECONOMIC DEVELOPMENT AND EVERYTHING IS THAT WE HAVE A CHANCE TO BE THE ABSOLUTELY TOTAL LEADER IN THAT INDUSTRY, WE CAN'T NOT HIRE ENOUGH TEACHERS.
AND THE SECOND PROGRAM WE TALKED ABOUT THIS MORNING IS NURSING.
WE HAVE, IT'S GOING TO COST A LOT MORE MONEY TO PRODUCE NURSES OTHERWISE, WE'LL BE LIKE ALL THE REST OF THE NURSING SCHOOLS AND HAVE STUDENTS WHO WANT TO GO TO NURSING SCHOOL AND WE HAVE THE FACILITIES BUT WE DON'T HAVE ANY INSTRUCTORS, SO, WE'LL GET TO THAT TOWARD THE END.
AND THIS IS KIND OF THE CONSIDERATIONS, AND I'VE ASKED JOHN AND THEM, AT THIS POINT IN THE CYCLE, I WANT THE TRUSTEES ENGAGING IN THESE DISCUSSIONS ABOUT WHAT THEY'RE GOING TO BUILD THAT BUDGET WITH AND HOW THEY'RE GOING TO SPEND THAT MONEY AND DO IT ON THE FRONT END.
>> THERE'S ANOTHER REASON WE USE THAT $350 BILLION OR ABOVE, THE TAX RATE GOES DOWN.
$340 BILLION OR BLOW, THE TAX RATE REMAINS THE SAME.
THAT WOULD BE OUR RECOMMENDATION TOO.
>> AND YEAR OVER YEAR, JUST SO THAT WE CAN UNDERSTAND WHERE THIS CONVERSATION'S GOING.
YOU'VE ALWAYS SEEN A BUDGET IN THE NICE BOW BY THE TIME WE COME TO YOU AND WE GO LINE ITEM.
BUT EVERY YEAR, THE ASK THAT WE GET IS ALWAYS GREATER THAN THE REVENUE.
AND SO, WE DO MOST OF THAT WORK BEHIND THE SCENES BEFORE IT COMES TO YOU, BUT, THERE TIME IT'S OUT HERE BECAUSE THE THINGS THAT WE'RE DOING ARE LARGE SCALE AND IMPACTFUL FOR THE ORGANIZATION.
SO, WE FELT LIKE THIS WAS THE OPPORTUNITY FOR US TO HAVE THIS CONVERSATION AND BE VERY TRANSPARENT ABOUT SOME OF THE CHALLENGES THAT WE'RE HAVING.
LAST YEAR WAS EVEN WORSE, AND WHEN I TALKED TO DR. LONDON AND JOHN ABOUT IT, THEY HAD NO IDEA THAT WE WERE GOING THROUGH IT THE WAY WE WERE TRY TO GET THIS BALANCED BUDGET.
SO, YEAR OVER YEAR WE HAVE THIS CHALLENGE, BUT IT'S BECOMING A THINK THAT NEEDS TO BE A NOTE WORTHY CONVERSATION AT THIS POINT AND AGAIN, BECAUSE OF OUR CONCERN ABOUT SUSTAINABILITY OF US MOVING FORWARD.
>> DIDN'T WE HAVE A FIGURE AT ONE TIME ABOUT FOR EVERY DOLLAR IN TAXES YOU PAY TO DALLAS COLLEGE, IT RETURNS AS MUCH TO THE COMMUNITY, DO YOU REMEMBER THAT?
WE PARTICIPATED IN A ECONOMIC IMPACT STUDY ALONG WITH ALL COLLEGES IN THE STATE OF TEXAS THAT'S BEEN A DOZEN YEARS AGO SINCE WE JOINED IN THAT, BUT, AT THE TIME, I THINK IT WAS FOR, YOU KNOW, EVERY DOLLAR SPENT IT WAS AN $8 RETURN.
>> IT'S PROBABLY SOMEWHAT SIMILAR, ALTHOUGH -- >> WE SHOULD PROBABLY MAKE THAT AVAILABLE AND HAVE THAT AS A DATA POINT FOUR US.
>> I THINK IT'S -- I'LL FIND IT.
>> LET'S REVIEW OUR CASH RESERVE POSITION SINCE WE'VE HAD CONVERSATION BIZ THESE FUNDS.
SO, CASH RESERVE IS THE MONEY THAT WE HAVE LEFTOVER IN THE OPERATING BUDGET AT THE YEAR CLOSE.
WHAT'S THE DIFFERENCE BETWEEN THE REVENUES AND ACTUAL EXPENSES AND THAT FLOWS INTO CASH RESERVE.
IT USED TO BE CALLED FUND BALANCE AND IT'S NOW CASH RESERVE.
WE HAVE A POLICY WHICH STATES THAT WE HAVE TWO MONTHS OF CASH RESERVE MATCH TING OPERATING REVENUE.
SO, THIS YEAR THERE'S A TOTAL FOR THAT WHICH IS JUST UNDER $90 MILLION.
OUR CARRY FORWARDS OUR YEAR IN COMMITMENT, WHAT IS THAT? THAT IS AT THE END OF THE YEAR, IF WE HAVE ITEMS WHICH ARE OUTSTANDING THAT WE HAVE MADE COMMITMENTS TO VENDORS TO PROCURE AND THEY HAVE NOT DELIVERED AND WE HAVE NOT RECEIVED THAT, THAT'S A YEAR-END COMMITMENT.
SO, WE HAVE SEVERAL THAT MAY BE OUTSTANDING.
HERE WE ALLOWED $5 MILLION, JUST SO THE BOARD UNDERSTANDS, THIS NUMBER COULD BE ANYWHERE FROM 15 TO $20 MILLION.
AND NO THAT'S A USER FRIENDLY SYSTEM WITH MORE CAPABILITY FOR BOTH PARTIES SO WE'RE ABLE TO LOWER THAT ITEM.
OUR SPECIAL ITEMS ARE WHAT WE WOULD USE OUR CASH RESERVE FOR ONE-TIME ITEMS, LIKE IF WE WANTED TO UTILIZE FOR INTERIM FINANCES OR PROGRAM STARTUPS, WE HAVE THINGS IN THE PAST FOR WI-FI REFRESH, EQUIPMENT REPLACEMENT, IT OR TECHNOLOGY NEEDS OR INSTRUCTIONAL EQUIPMENT WHICH WAS PREVIOUSLY FUNDED OUT OF THE CASH RESERVE, MOST OF THOSE THINGS NOW WE HAVE TRANSLATED INTO OUR OPERATING BUDGET SO WE HAVE A BETTER SCHEDULE OF REPLENISHMENT NOW SO THAT WE
[03:20:04]
DON'T HAVE DILAPIDATED EQUIPMENT THROUGHOUT THE COLLEGE.THAT'S PART OF THE BALANCING THAT YOU WOULD SEE AS WE MOVE FORWARD HERE.
SO, AVAILABLE CASH RESERVE AFTER OUR REQUIRED COMMITMENTS AND OUR ANTICIPATED THINGS IS $169 MILLION, ROUGHLY, THREE AND-A-HALF OR FOUR MONTHS WORTH OF CASH RESERVES.
JOHN, WILL HAVE A CONVERSATION ABOUT HIS PROPOSAL FOR UTILIZING SOME OF THAT FOR CONTINUED INTERIM FINANCING WHEN HE TALKS ABOUT THE CAPITAL BUDGET TOMORROW.
>>> SO, AS TRYING AS ONE OF THE PREVIOUS SLIDES MAY HAVE BEEN HOW WE EXPENDING REVENUE AND EXPENDITURE, WE HAVE A AAA BOND RATING.
WE HAVE BEEN AFFIRMED WITH FITCH AND THEY BELIEVE THAT THEY WILL CONTINUE.
AND SO, THAT IS ON WHAT TYPE OF VALUE DOES A AAA HAVE VERSUS A AA OR AN A.
WHEN WE LOOKED AT INTERIM FINANCING LAST SUMMER AND TALKED AND ASKED THEM JUST GIVE US A SCENARIO IF WE HAD LESSER CREDIT WHAT WOULD THAT LOOK LIKE, IN AND THEY SAID IT WAS $3 MILLION.
AND THAT'S A $3 MILLION SAVINGS.
IF WE HAVE BETTER CREDIT WE GET A BETTER RATE.
WE HAVE TAXPAYER SAVINGS OF $68 MILLION TO DATE BASED ON BOND REFUNDING.
EAR THE REFUNDING OR THE BONDS.
SO, TAX PAYERS SAVE $68 MILLION FOR US BEING PROACTIVE ON HOW TO USE SOME OF THOSE ITEMS WORKING WITH OUR FAS, OUR CURRENT OUTSTANDING DEBT WILL BE ON THE NEXT SLIDE.
OUR CURRENT OUTSTANDING DEBT IS FROM OUR INITIAL 2008 GO BOND WHICH WAS $450 MILLION, WE'RE NOW DOWN TO ABOUT $7 MILLION.
AND OUR SUPPLEMENTAL FUNDING THROUGH TAX NOTES TO DO THE ADDITIONAL FACILITY ENHANCEMENTS AND THAT WAS OVER AND ABOVE OUR OPERATING BUDGET.
SO, WE WERE TALKING ABOUT, WE WENT TO THE TAX PAYERS TO HAVE A DISCUSSION ABOUT THE GO BOND ISSUANCE, AND OUR POINT HERE WAS THAT WE COULD DO ALL OF THAT BECAUSE WE HAD THE CAPACITY TO MAKE THE $1.4 MILLION OFFERING WITHOUT HAVING TO RATE OUR TAX RATE.
SO, AGAIN, WE HAVE BONDS IN THE MARKET WHICH ARE COME PET ACTIVE, OUR COST OF CAPITAL IS LESS BECAUSE OF THE WAY THAT WE STRUCTURE THEM.
>> SO, EARLIER, WE DID JUST KIND OF DID AN EDUCATION ABOUT USE OF FUNDS AND WE HAD SOME NUMBERS FOR SPRING.
AND THIS IS WHAT IT LOOKS LIKE FOR THE CURRENT YEAR WHEN TALKING ABOUT OUR USE OF FUNDS.
STATE APPROPRIATIONS, RIGHT NOW, AS YOU COULD SEE, AGAIN, IT STILL DOESN'T MEET THE COST OF INSTRUCTION.
AND REMEMBER, INSTRUCTIONAL COST WE PRIORITIZE.
THE FIRST PLACE WE GO IS SAY WHAT'S THE BUDGET FOR INSTRUCTION AND DOES THE APPROPRIATIONS MEET THAT AND HISTORICALLY IT'S GOING TO BE, NO.
IT'S NOT ALWAYS GOING TO BALANCE THAT.
SO, WE HAVE TUITION HERE THAT WILL TAKE CARE OF THE DEFICIT THAT WE HAVE, WE HAVE ACADEMIC SUPPORT, WE STILL HAVE A DEFICIT THERE.
AND WE ROLL OVER AGAIN TO TAXES.
THIS IS AGAIN, THE LARGER SOURCE OF REVENUE.
AND THE STUDENT SERVICES IS 110 FUNDED THROUGH TAXES.
EVEN THOUGH STUDENT SERVICES IS A RELIABLE EXPENSE.
STUDENT SERVICES IS ALWAYS PLACED HERE.
ONE THING THAT I WANT TO MENTION ABOUT THE STUDENT SERVICES BUDGET, THAT IS THE MONEY THAT IS WE ALLOW FOR DART, IT AS WELL AS ROLLS INTO THAT BECAUSE THE MONEY THAT IS WE RECEIVE FROM THE STUDENTS, THE $20 WHICH WAS THE INCREASE THAT WE DID FOR TUITION DOES NOT COVER DOLLAR OR DOLLAR WHAT IT COSTS US FOR THE MATERIALS.
AND SO ALL OF THAT IS DIRECT BENEFITS TO STUDENTS.
>> SO, WE TALKED ABOUT INSTITUTIONAL SUPPORT AND WE OUTLINED THOSE ITEMS OF INSTITUTIONAL SUPPORT.
AND WE HAVE THE REMAINING AMOUNT IS $35.1 MILLION T NEEDS TO COVER ALL THE SCHOLARSHIPS, TUITION DISCOUNTS AND TO A TUNE OF $65 MILLION, AS YOU COULD
[03:25:08]
SEE WE ONLY HAVE $35 MILLION LEFT.(INDISCERNIBLE) >> ON THE NEW AND EXPANDED PROGRAMS, MORE OR LESS HOW MUCH IS BUDGETED FOR THAT?
>> I KNOW THAT YOU HAD IT LUMPED IN HERE, BUT, MORE OR LESS, THE AMOUNT?
>> FOR NEW AND EXPANDED PROGRAMS?
>> WE DON'T HAVE THE NUMBER FOR YET BECAUSE THE PROGRAM REVIEW IS NOT YET COMPLETED.
>> AND I KNOW IT'S NOT AN APPLES TO APPLES COMPARISON BECAUSE SOME YEARS WE MAY HAVE 2 OR THREE PROGRAMS AND OTHER YEARS FIVE OR SIX.
>> SO, OUR BUDGETS ARE STRUCTURED ACCORDING TO WORK GROUPS OR SCHOOLS.
INSTRUCTION MAKES UP THE SCHOOL'S HUB.
THAT'S THE ENTIRE IN ADDITION TO ACADEMIC SERVICES AND E-LEARNING.
EARLY COLLEGE HIGH SCHOOL PROGRAMS ALL FALL UNDER INSTRUCTION AS AS FAR AS THE BUDGET ADMINISTRATION GOES.
>> ARE THESE ARE THE FUNCTIONS?
>> ARE YOU MAKING SMALLER ONES?
>> WE HAVE GROUPED TOGETHER FOR THE PURPOSES HERE, BUT THESE ARE THE MAJOR FUNCTIONS.
>> ONCE WE MOVE TO THE NEXT SLIDE, I WOULD LIKE TO POINT OUT THAT WE HAVE THE LARGEST AREAS TO GROW IN HEALTH SCIENCES, ON THE DAY INDICATION, AND MANUFACTURING INDUSTRIAL TECHNOLOGY.
THOSE ARE OUR THREE BIG SCHOOLS RIGHT THERE.
>> I LOVE THAT HE HAVE AN MIT.
>> THAT THROWS ME OFF WHEN I SEE THAT.
>> HERE WE'LL TALK ABOUT THE BALANCE SUPPORT, IN SUPPORT OF ACADEMIC SUPPORT E-LEARNING AND HEALTH SCIENCES AS THEY GO TO ATTRACT NEW FACULTY STAFF IN ORDER TO SUPPORT THOSE PROGRAMS. AS WE DISCUSSED, WE MOVED EQUIPMENT INSTRUCTIONAL ESTIMATE REPLACEMENT AND REPLENISHMENT AND MOVED THAT INTO THE OPERATING BUDGET AWAY FROM THE CASH RESERVE.
AND THAT'S MOSTLY ATTRIBUTED TO CULINARY ARTS AS WELL AS MIT AND WE HAVE INCREASED COST FOR THE SUPPORT OF EARLY COLLEGE HIGH SCHOOL.
SO, WE SO THAT REFLECTED IN THESE NUMBERS.
>> WHAT CAUSED THE DECREASE IN PURCHASE SERVICES?
>> YOU'LL SEE DECREASES THERE, BUT YOU'LL SEE INCREASES IN OTHER AREAS, YOU MAY SEE THAT IN OPERATIONS BECAUSE THERE MAY HAVE BEEN AS FAR ASS DONE IN OTHER AREAS THAT THEN WENT AND MOVED UNDER TECHNOLOGY.
>> SO, IT'S NOT THAT THE EXPENSE WENT AWAY IT WAS IN A DIFFERENT CATEGORY.
>> >> FOR THE BENEFIT OF THE GROUP, PURCHASED SERVICES WOULD INCLUDE THE OPERATING THINGS LIKE CLOUD SERVICES, CONTRACTED SERVICES, UNPROFESSIONAL DEVELOPMENT, PROFESSIONAL DEVELOPMENT MAY GO INTO OPERATIONS.
TRAVEL, SUPPLIES, UTILITIES, VEHICLE MAINTENANCE.
THAT'S WHAT YOU WOULD LOOK AT IN OUR OPERATING LINE ITEM.
AND SUPPLIES AND EQUIPMENT, THAT WOULD BE FROM OUR COMPUTERS TO AV EQUIPMENT, AND EQUIPMENT BIOLOGY AND CHEMISTRY.
>> THE AMERICAN'S PROGRAM IS AN INSTRUCTED BUDGET?
>> (INDISCERNIBLE) >> THAN YOU.
I KNOW WERE YOUR COMING FROM, BUT I HAVE TO GO.
>> SO, STUDENT SUCCESS, THESE ARE THE GROUPS UNDER DR. JOSEPH'S PURVIEW.
THE ENROLLMENT MANAGEMENT, STUDENT SUCCESS, STUDENT WELLNESS AND SUPPORT, SERVICES AND ATHLETICS.
>> WE HAVE INCREASED SALARIES HERE FROM THE STAFF ORIENTATION, OUR PURCHASE SERVICES REFLECTS THIS BECAUSE OF OUR STUDENT CALL CENTER THAT WE WANT TO SET UP AND ALL OF THOSE RELATED EXPENSE.
AND THEN, OPERATIONS, WHEN WE SAID THAT WE COULD HAVE PROFESSIONAL DEVELOPMENT, THIS IS A LINE ITEM THAT YOU WOULD SEE HERE FOR PROFESSION DEVELOPMENT AND STUDENT SERVICES AND THEN TRAVELING IS NOW OR TRAVELING TO GO TO AND ENJOY CONFERENCES AND THINGS.
SUPPLIES AND EQUIPMENT, THAT INCREASE IS ATTRIBUTED TO ATHLETIC EQUIPMENT AS WE START TO REPLENISH IT THROUGHOUT THE CAMPUSES AS WELL AS TESTING CENTERS, AND
[03:30:01]
WE'RE DOING THINGS THERE STARTING WITH (INDISCERNIBLE) >> AND IN TERMS OF BUDGET AND THE DISCUSSION THAT WE HAD EARLIER, IT DOESN'T NECESSARY FIT HERE, BUT KIND OF DOES.
DO WE HAVE ENTRY-LEVEL POSITIONS? IT'S MORE A OF AN HR QUESTION, BUT, DO WE HAVE ENTRY-LEVEL POSITIONS AND IN WHAT AREAS? BECAUSE, I THINK THAT WE'RE MISSING THE MARK OF BRINGING IN RECENT GRADUATE TO BEING THE STUDENT SUCCESS COACHES OR OTHER WHYS WHERE THEY'RE FRESH FROM THE EXPERIENCE THEMSELVES AND CAN BETTER RELATE, BUT NEED THE ON THE JOB TRAINING TO SERVE IN THOSE ROLES, AND I DON'T THINK WE DO ENOUGH OF THAT.
SO, WE'RE NOT DEVELOPING THE TALENT, WE'RE EXPECTING THE TALENT TO COME DEVELOPED.
>> WE DID HAVE ENTRY-LEVEL POSITIONS, BUT KIND OF A BREAKDOWN OF WHAT AREAS, AND AGAIN, TO WHAT (INDISCERNIBLE) FOR FOLKS.
AGAIN, WE TALK A LOT ABOUT DEVELOPING MENTORSHIPS, AND WE WANT TO BE PART OF THAT SOLUTION AS WELL, SO FOLKS CAN COME FORK FOR US.
>> FOR EXAMPLE, REAL WORLD COMES INTO MY WORLD, SO, THERE'S VERY FEW TRAINED LATINOS IN THE UNIVERSITY.
WE HAVE THE UNIVERSITY OF NORTH TEXAS HUB PROGRAM IN THE MEMBER OF THE CHAMBER AND THEY HAD A VERY EXPERIENCED LATINA IN HER HUB PROGRAM AND I ASKED HER HOW SHE BROKE IN.
AND BASICALLY SHE WAS HIRED BECAUSE SHE HAD DEBRE CUSTOMER SERVICE SKILLS, NO EXPERIENCE IN DIVERSITY BUT SHE HAD GOOD CUSTOMER SERVICE SKILLS AND WE'RE MISSING THE BOAT BY NOT DOING THAT AS WELL.
THE SAME ON THE FACULTY SIDE, I KNOW THAT WE USED TO HAVE A THREE-YEAR REQUIREMENT, AND I THINK IT'S GONE DOWN TO 1 YEAR, BUT, I REMEMBER STILL, IS HE STILL ALIVE? I REMEMBER AS THEY WERE HAVING AEN RECEPTION FOR HIM AND HIM CALLING AND GOING THROUGH THE DIFFERENT UNIVERSITIES TO TALK WITH THE MASTER STUDENTS WHICH ARE GOING TO BE GRADUATING AND WE DON'T IT DO THAT ANYMORE, WE MISSED BOAT ESPECIALLY IN REGARDS TO DIVERSITY, EQUITY AND INSOLUTION.
>> ESPECIALLY ON THE WORKFORCE SIDE AND THIS HAS.
BEEN LIKE THIS THROUGHOUT THE YEARS SO WE COULD GET EXTRA ATTENTION TO THAT AS WELL.
AND IT HELPS TO BRING FOLKS INTO THE RANKS AND HELPS TO DIVERSIFY THE WORKFORCE AS WELL.
AND ON THE FACULTY SIDE ONE OF THE THINGS WE TALK ABOUT IS THE COMPENSATION REVIEW AND WE SAID LET'S START WITH OUR LAW ENFORCEMENT FOLKS, WHICH WE DID.
AND THE NEXT PART THAT WE'RE LOOKING AT IS THE STARTING SALARY FOR FACULTY.
BECAUSE, I DO THINK THERE'S ADJUSTMENT THAT WE NEED TO MAKE THERE AND THEN WE NEED TO LOOK AT WHAT QUALIFICATIONS FOR THOSE ENTRY-LEVEL JOBS LOOK LIKE.
>> SO, WHEN CAN WE GET A REPORT FOR THOSE AREAS AND THOSE WE IDENTIFIED THAT WE COULD CHANGE TO ENTRY-LEVEL?
>> THE ENTRY-LEVEL POSITIONS ALL WE HAVE TO DO IS IT LOOK AT THE JOBS.
WE COULD GET THAT TO YOU PRETTY FAST.
>> WORKFORCE ADVANCEMENT, THESE ARE THE AREAS THAT REPORT TO HER.
>> THE LARGEST INCREASE HERE WAS DUE TO THE INCREASED FLIGHT MANAGEMENT TEAM.
AS WE CAN SEE HERE, WE HAD SOME OTHER DECREASES IN THESE AREAS AND THEY WERE COMPARED TO COSTS THAT WERE ABSORBED THROUGH CARES FUNDING OR THINGS THAT WEREN'T ON ITEMS THAT WE DID BECAUSE OF THAT, OR THINGS THAT WERE SET IN OTHER AREAS.
[03:35:02]
>> CENTRAL OPERATIONS, WHERE YOU WOULD SEE THE INCREASE OF THINGS THAT WE SHIFTED TO CENTRAL OPERATIONS.
NEW TECHNOLOGY, (INDISCERNIBLE) AND WE HAVE OTHER THINGS THAT WE HAVE AS FAR AS CLOUD SERVICING AND DATA CENTERS.
AND THEN THE TECHNOLOGY, THAT WE PREVAIL SUPPLEMENTED THROUGH THE CASH RESERVES IS SUPPLEMENTED HERE.
YOU COULD SEE UNDER SCENARIO A, WE'RE AT $27 MILLION OVER BUDGET.
THIS PROPOSAL INCLUDES $13 MILLION IN RAISES.
THERE'S A FLAT-RATE INCREASE WE'RE PROPOSING THAT IS ROUGHLY 5%.
THERE'S A CONTINGENCY HERE FOR THE HOME STUDY WHICH THIS WILL NO MEANS ADDRESS EVERYTHING THAT WE ANTICIPATE BUT THIS GETS US STARTED.
>> THE RECOMMENDATION INCLUDES A 5% ACROSS THE BOARD SALARY ADJUSTMENTS FOR EMPLOYEES.
WE RECOGNIZE THE INFLATION RATE AND WE'RE PAYING ATTENTION TO THAT AND THAT'S WHY WE WANT TO BUILD ON WHAT WE DID RECENTLY WITH THE $1,500 ACROSS THE BOARD ADJUSTMENT FOR FULL-TIME PERSONNEL.
AND WE DON'T THINK THAT WHEN WE DO GET THE RESULTS BACK, THIS AMOUNT WILL COVER WHAT ALL OF THOSE ADJUSTMENTS NEED TO LOOK LIKE.
THIS WILL BE A MULTIYEAR SORT OF ADJUSTMENT AND THIS IS SETTING POSITIONS TO MARKET DATA IN A WAY THAT WE HAVEN'T.
SO, WHEN WE START TO TALK ABOUT MULTI-YEAR BUDGET, CHANGES ARE COMING, CHANGING IN THE ECONOMIC CONDITIONS.
THIS IS AN AREA THAT WE HAVE TO ACCOUNT FOR AND PLAN FOR OVER THE NEXT, YOU KNOW, IOUS TWO OR THREE BUDGET CYCLES.
>> SE >> SO, WHEN WE LOOK AT THIS PICTURE, IT'S BASICALLY SHOWING US THAT OUR SERVICES HAVE WITHIN ELEVATED TO MEET OUR STUDENT'S NEEDS.
WE HAVE ACCOUNTED FOR THE DIFFERENT MODALITIES FOR THE DELIVERY OF INSTRUCTION AND WHAT THOSE COSTS ARE, OUR PHYSICAL INFRASTRUCTURE, AND OUR TECHNOLOGY INFRASTRUCTURE, ARE THEY SUPPORTED BY THE BUDGET HERE? AND THEN, YOU KNOW, JUST BEING PART OF THIS, A LITTLE BIT BUT OUR EARLY CHILDHOOD DEVELOPMENT SCHOOLS ARE NOT FREE TO US, THEY COST.
WE HAVE LABORS AND STATION ISSUES AND THOSE ARE IMPACTED IN THESE NUMBERS THAT YOU SEE.
AND THEN, AGAIN, CAUTIONING AND WE TOOK THE APPROACH TO BE TRANSPARENT WITH THESE NUMBERS AND WHAT'S IN HERE TO CAUTION US AND TO BE MORE CONSERVATIVE WITH OUR USE OF CASH RESERVES SO THAT WE'RE NOT ARTIFICIALLY SUPPLEMENTING OUR OPERATING BUDGET.
AND WE ALSO HAVE COST IN HERE, AS YOU COULD SEE WE HAVE A GRANTS MATCH LINE ITEM HERE.
SOMETIMES WE HAVE TO MATCH AND COSTS THAT WE HAVE TO PROVIDE ALSO IN ORDER FOR US TO RECEIVE THOSE ITEMS.
>>> >> THIS IS A DEPICTION OF THE SALARY RECOMMENDATIONS WE DISCUSSED.
>> I ALSO WANT TO POINT OUT THE FLAT RATE AND THIS IS A CONVERSATION AND DIALOG THAT WE HAVE WITH THE FACULTY LEADERSHIP AS WE HAVE TALKED ABOUT HOW TO BRING A 5% RATE TO THE BOARD FOR CONSIDERATION.
AND SO, WE TAKE THAT AMOUNT THAT WOULD BE ALLOCATED FOR THAT FACULTY ADJUSTMENT AND ENGAGE IN A CONVERSATION ABOUT WETHER OR NOT TO APPLY IT ACROSS THE BOARD OR TO APPLY THIS FLAT RATE FEE.
AND THROUGH THE YEARS IN YOUR CONVERSATIONS WITH FACULTY LEADERSHIP, THEY'VE
[03:40:04]
HAD, THEY'RE THINKING THAT IT'S GOOD TO DO THE FLAT RATE.SO, WHEN YOU SEE THAT FLAT RATE, THAT IS A DIRECT RESULT WITH OUR CONVERSATION AND DIALOG WITH THE FACULTY LEADERSHIP THAT IS THEIR RECOMMENDATION THEY HAVE MADE TO ME THAT WE BUILD IN HERE.
>> WELL, THE FLAT RATE TENDS TO MORE POSITIVELY IMPACT THE LOWER PAID FACULTY.
AND THAT'S, AGAIN, A DETERMINATION AND CONSULTATION WITH THEM, WITH
THAT PREFERENCE FOR THEM (INDISCERNIBLE) >> BECAUSE IT'S A PERCENTAGE, THIS WILL MORE THAN LIKELY BE BELOW THE $3,000.
>> THE FLAT RATE IS 5% OF THAT P 7 (INDISCERNIBLE) THAT'S WHERE WE GET THE NUMBER AND THEN JUST ASK FACULTY COUNCIL DO YOU WANT 5% OR DO THE FLAT RATE AND FOR MANY YEARS THEY HAVE CHOSEN THE FLAT RATE JUST TO BENEFIT THE LOWER PAID.
>> AND SO, WITH THE COMPENSATION REVIEW AND STARTING WITH THE REVIEW OF FACULTY SALARIES, STARTING FACULTY SALARIES, AGAIN, I BELIEVE THERE ARE ADJUSTMENTS THAT NEED TO BE MADE THERE.
AND SO, WE HAD THIS CONVERSATION WITH THEM NEXT YEAR AND IT WILL BE A VERY DIFFERENT CONSIDERATION THE FLAT RATE VERSUS THE PERCENT.
>> THE SLIDE 37, SHOWS YOU KNOW, $7.4 MILLION REDUCTION IN SALARIES (INDISCERNIBLE)
>> YET, WE'RE RECOMMENDING -- SLIDE 38 SHOWS AN INCREASE, IN SALARIES THAT YOU ARE PROPOSING?
>> NO, THIS IS THE COST OF THE RATE.
>> RIGHT, SO, THEY'RE NOT EXACTLY CONNECTED DOLLAR FOR DOLLAR AS YOU COULD SEE.
ACCORDING TO THE WAY THE BUDGET WAS BUILT FOR FY '22, THEY WERE ALLOWED TO MAKE FY '23 LESS CONTRACT IN THERE, SO, WHAT WE BUILT OUT IN '22 MAY NOT LOOK THE SAME WHEN IT COMES TO '23 IF WE HAVE LESSER AMOUNT OF STAFF SALARIES, WE HAVE A LESSER AMOUNT IN BENEFITS ALSO.
WHEN WE MOVE OVER TO THE SLIDE 38, THIS SLIDE DEPICTS ALL OF THE ADMINISTRATIVE STAFF, FACULTY, AND THEN ALSO WILL FAVORABLY ACKNOWLEDGE OUR PART TIME OR WORK STUDY AS WELL AS OUR ADJUNCT FACULTY.
(INDISCERNIBLE) >> THESE TWO SLIDES ARE SIMILAR BUT, THE SLIDE 38 BE CALCULATED BASED ON CURRENT SALARIES, BUT ON SLIDE 37, THERE ARE SEVERAL FACTORS GOING INTO THAT AS TO HOW MANY PART TIMERS WE HAVE AND FULL TIMERS WE HAVE WETHER OR NOT WE'RE EXPANDING THE POSITION.
SO, WHEN YOU'RE TAKING POSITIONS OUT OF THE MIX, THAT COULD HAVE AN IMPACT ON THIS NUMBER, BUT WHERE WE LOOK AT THE SALARIES BY THEMSELVES, THAT'S JUST THE INCREMENTAL INCREASE ON WHAT THE SALARIES WILL BE.
>> THE SALARY SCHEDULE, YOU ARE PROPOSING AN INCREASE, BUT THE NUMBERS OF POSITIONS, THE MIX OF POSITIONS, WHEN THAT SALARY SCHEDULE IS APPLIED WILL RESULT IN A TOTAL REDUCTION?
>> SO, BACK UP TO SLIDE 37, YOU HAVE TOTAL REQUEST EXPENDITURES WE'RE SHOWING AN INCREASE OF $75 MILLION.
AND, YOU KNOW, EARLIER WE SHOWED REVENUE INCREASES OF 42-$40 MILLION, SO, NEAR IN LIES OUR DILEMMA FOR THE BUDGET, RIGHT? BECAUSE WE CAN'T AFFORD ALL OF THIS STUFF?
AND SO, IN KEY IN HERE, (INDISCERNIBLE) >> IT'S THE COMPENSATION THAT WE'RE MOST CONCERNED ABOUT.
WE'RE TALKING ABOUT $14 MILLION WORTH OF RAISES AND PUT AGO I SIDE A BALLPARK NUMBER $15 MILLION FOR THE COMPENSATION STUDY AND WE'VE DONE SOME, I HAVE NO IDEA HOW TO REALLY PROJECT THAT, ALTHOUGH I KNOW HAVING DONE IT BEFORE, YOU CAN'T AFFORD
[03:45:01]
THEM ALL IN ONE YEAR, IT'S A MULTIYEAR FUNCTION.IT'S GOING TO BE PROJECTED OUT.
AND TO PROVE WHAT WE SHOULD BE DOING WE HAVE A $15 MILLION CONTINGENCY, YOU'RE GOING TO SEE, WE HAVEN'T FIGURED EVERYTHING OUT.
THERE ARE A LOT MORE IDEAS STILL OUT THERE THAT WE MAY BE ABLE TO DO THAT WE HAVE TO BE ABLE TO HAVE THE MONEY FOR SO.
>> BUT, YOU SAID, WE CAN'T AFFORD ALL OF THAT STUFF.
THE STUFF'S THAT'S ALREADY IDENTIFIED.
WHAT I'M WANTING THIS TO BE ABOUT IS WHAT IS IT THAT WE DON'T KNOW THAT WE DON'T KNOW THAT WE DON'T KNOW? BECAUSE THAT'S WHAT'S GOING TO GET YOU IN ANY BUSINESS OF LIFE, BECAUSE IF YOU DIDN'T KNOW ABOUT IT, IF YOU DID KNOW ABOUT IT, YOU'RE GOING TO DO SOMETHING ABOUT IT.
THIS IS THE TIME THEY SAW AS THE STUFF THAT NEEDED TO HAPPEN.
BUT, WE'RE THE ONES WHO STèRE BEEN TASKED WITH THE JOB AND RESPONSIBILITY FOR SETTING THE POLICIES IN ORDER TO REORIENTING AND REDIRECTION THAT NEEDS TO BE GIVEN GUIDANCE TO THE MANAGEMENT OF THE COMPANY HERE THAT WOULD IMPACT WHAT WE WOULD PUT IN THE BUDGET.
IT DOESN'T MEAN THAT WE WILL IT'S NOW THE TIME TO TALK ABOUT IT.
I BROUGHT UP TWO OF THEM IN MY MIND WHICH ARE CRITICAL AND TIMELY THINGS TO TALK ABOUT WHICH IS THE NURSING PROGRAM AND THE EDUCATION FOUR-YEAR PROGRAM.
AND WE TALKED ABOUT THAT AND JUST A FEW MINUTES.
BUT, THAT'S WHAT I'M TALKING ABOUT, THAT'S NOT IN HERE, BUT SHOULD IT BE IN HERE?
>> AND IT'S TIMING ON THE STATEMENTS TOO.
BECAUSE AS WE SAID EARLIER WITH THE APPROPRIATION, EVEN NUMBER OF YEARS ARE THE ACCOUNTING YEARS FOR US.
SO, IF WE START A PROGRAM IN AN ODD-NUMBERED YEAR, IT WILL BE THREE YEARS BEFORE WE RECEIVE ANY TYPE OF COMPENSATION OR APPROPRIATION FOR THOSE PROGRAMS, SO, TIMING MAKES A BIG DIFFERENCE ON WHEN WE IMPLEMENT THEM.
BECAUSE WE'RE GOING TO HAVE THE EXPENSES ON DAY ONE BUT WE WON'T GET THE REIMBURSEMENT FROM THE STATE FOR THREE YEARS.
SO, WHERE OUR PROGRAMS STAND RIGHT NOW IS GOING TO IMPACT WHAT THAT ALLOCATION WILL LOOK LIKE FROM THE STATE WHEN WE START TO DO OUR BUDGET FOR '2425 AND SO THAT'S HUGE.
AND SO, KEEPING IN MIND AS WE LOOK TOWARD A CONVERSATION ON A POTENTIAL DECREASE IN STATE FUNDING, BECAUSE WE'RE GOING INTO A POSSIBLY ECONOMIC RECESSION, WE'RE GOING INTO A LEGISLATIVE SESSION AND THEN THERE MAY BE A PULL ON COMMUNITY COLLEGE FUNDING AND WE MAY TRY TO FIGURE OUT WHERE THAT'S GOING TO BE IMPACTED ONCE WE GO FORWARD INTO THE PLANNING OF THE COMING YEARS, SO, THAT'S AN ISSUE FOR US.
AND THE THIRD THING THAT YOU HAVE TO BE MINDFUL OF IS THIS BUDGET IS SUPPLEMENTED BY THAT $3.3 MILLION THAT WE HAD IN COERCION REVENUE FOR LOST REVENUE.
WE WON'T HAVE THAT GOING FORWARD.
SO, IF THE NEXT BILL COMES DOWN FROM APPROPRIATIONS IS LESS, WE'RE STILL LESS THAN THE $6 MILLION THAT WE DON'T MAKE UP.
WE'RE ONLY GOING TO SEE THAT BASED ON OUR PERFORMANCE.
IT'S NEVER GOING TO BE PUT BACK IN THERE BECAUSE OH, YEAH, BY THE WAY, (INDISCERNIBLE) IT'S NOT GOING TO HAPPEN, IT'S GOING TO BE BASED ON REPORTS.
>> SO, TRUSTEE BOYD WANTED US TO HAVE EARLIER BOARD ENGAGEMENT IN THE BUDGET PROCESS, AND I GET WHAT YOU'RE BRINGING US.
YOU'RE BRINGING US, WHAT WE SEEING AT THIS STAGE OF THE PROCESS IS A $35 MILLION DEFICIT WITH OTHER CONTINGENCY RISKS AND WE DON'T KNOW HOW THEY'RE GOING TO PLAY OUT.
AND THAT DOESN'T CONTEMPLATE THE FUNDING OF ADDITIONAL PROGRAMS, THE FOUR-YEAR PROGRAMS AND THAT TYPE OF STUFF THAT WE MAY OTHERWISE WANT TO DO.
SO, WHAT DO WE SEE NEXT IN THE BUDGET DEVELOPMENT PROCESS, WILL YOU BRING US OUR RECOMMENDATIONS ACROSS THE BOARD IN TERMS OF HOW WE GET TO A BALANCED BUDGET?
>> WHEN WE COME HERE IN AUGUST, WITH OUR BANDAGES AND WOUNDS, SITTING AROUND WITH THESE GUYS, YOU'LL KNOW WHY, BECAUSE THEY'RE GOING TO TAKE US TO TASK.
THIS IS TRYING TO DEMONSTRATE TO YOU ABOUT THE HARD CONVERSATIONS THAT WE HAVE TO HAVE AND AS FINANCE, WE GO BACK TO LEADERSHIP AND HAVE THIS CONVERSATION OUT THERE.
BECAUSE, EVERYBODY WILL LOBBY FOR THEIR THINGS, AND THE THINGS THEY NEED TO GET DONE.
BUT THEY ARE COMPETING FOR THE SAME DOLLARS AND WE CAN'T DO IT ALL AND WE DON'T WANT TO BE THE NAY SAYERS TO EVERYTHING.
IT'S NOT OUR JOB TO SAY NO, IT'S OUR JOB TO SUPPORT THE DECREASES THAT THE BOARD WANTS TO GO.
HAVING THIS CONVERSATION AND HAVING THE CONVERSATION EARLIER WITH DANIELLE, HELPS US TO FIGURE OUT WHERE THE FINANCE IT IS NEED TO BE TO SUPPORT THE ORGANIZATION.
[03:50:06]
>> I DON'T RECALL THAT WE CLOSED THE LOOP, IS NOW THE WAY THAT EXTRA SERVICE CONTRACTS OR WHATEVER THE CORRECT TERM IS WITH FACULTY TEACHING OVERLOAD WHEN NEEDED, IS IT A FAIR AND EQUITABLE PROCESS OF WHO GETS THOSE TEACHING ASSIGNMENTS, BECAUSE BEFORE, WHAT THE STUDY REVEALED WAS THE GROUPS WHICH WERE GETTING FIRST DABS AND EVERYBODY ELSE YOU GOT THE SCRAPS.
>> IF YOU WERE, THERE WERE 13 POLICIES THAT WE BROUGHT AT THAT TIME TO ADJUST AND COUNT FOR THAT, ONE WAS INEQUITY BETWEEN LECHETURE/LAB.
AND NOW, AT ADMINISTRATIVE SERVICE PART THROUGH THE SCHOOLS OF MODEL, PROVIDES MORE EQUITABLE VIEW ON DISTRIBUTION OF THOSE WHERE THOSE ARE LOCALIZED DECISIONS BEFORE.
AND SO, YOU HAVE THE VICE PROVOST AND THE CHAIRS MAKING THOSE DETERMINATIONS.
>> SO, IT SEEMS AS THOUGH WE HAVE A MORE EQUITABLE DISTRIBUTION?
>> AND WHAT ARE OUR STRATEGIES FOR INCREASING FACULTY DIVERSITY? AND YOU DON'T HAVE TO GO BACK TO THAT NOW, BUT HOPEFULLY, A SOON TO BE PRESENTATION.
IS THERE FUNDING FOR A PROGRAM TO WORK ON AND ACHIEVE INCREASED FACULTY DIVERSITY.
AND IN TERMS OF WHAT WAS JUST SAID ABOUT "THIS IS WHAT WE WANT, BUT WE DON'T HAVE THE MONEY FOR THAT", HAVE WE LOOKED AT OUR STAFFING NUMBERS? ARE WE OVERSTAFFED IN ANY AREA, MAY BE WE COULD LOOK AT MONEY THAT CAN BE REDIRECTED.
I THINK THAT WE'RE UNDERSTAFFED IN SOME AREAS, I DON'T KNOW IF IT'S TRUE OR NOT.
ANYWAY, THIS STRATEGIC HUMAN RESOURCE MANAGEMENT PROCESS IT'S IMPORTANT BE DONE ON A CONSISTENT BASIS, VERSUS, WHENEVER SOMEBODY THINGS ABOUT IT.
>> AS YOU'LL SEE ON THE NEXT SLIDE, THERE'S $10 MILLION WORTH OF STAFFING REQUESTS THAT THE AREAS HAVE MADE AND SAID "WE NEED MORE STAFF".
SO, THAT'S SOMETHING THAT WE'RE GOING THROUGH AND EVALUATE THOSE ASKS AS BEST WE CAN.
>> YEAH, BUT, IS IT THE FOUNDATION OF THOSE INCREASE STAFFING REQUESTS FOR MANAGEMENT BECAUSE WHAT WE HAD BEFORE IS A SEEK AND ASK YOU SHALL RECEIVE, VERSUS, THERE'S A REAL RHYME OR REASON IN DATA TO SUPPORT THIS REQUEST.
SO, THAT'S WHAT WE TALKED ABOUT BEFORE, SO, BY MINDING THE STORE, AND MAKING SURE THAT THE REQUESTS ARE VALID REQUESTS, VERSUS, YOU KNOW, I WANT A RAINBOW, AND HERE IT IS.
>> AS THESE FOLKS SITTING HERE CAN TELL YOU, THERE'S A DIFFERENT PROCESS THAT IS EVALUATED BETWEEN HR, FINANCE, AND THE LEADERSHIP TEAM IN CONSIDERING THOSE THINGS.
I THINK THAT THE FRUSTRATION THAT WE HEARD BEFORE, IS THAT PEOPLE WOULD SAY, OH, IT'S IN THE BUDGET.
>> SO, THAT $10 MILLION FOR STAFFING HAS NOT YET BEEN VETTED?
>> IT'S PASSING THE FIRST HURDLE.
THERE ARE SEVERAL THINGS ON THIS LIST AND WE'RE ASKING TO PICK AND CHOOSE, BUT LOOK AT THAT, WE CAN'T AFFORD $14 MILLION OF SALARY INCREASES AND $15 MILLION OF POTENTIAL HOME STUDY AND ANOTHER $10 MILLION IN NEW POSITIONS AND WE HAVE THE DOWNTOWN LEASE THAT WAS $3 MILLION A YEAR.
OF ANYWHERE UP TO $15 MILLION.
WE'RE LOOKING FOR SOME HELP NOT TO LOOK AT THE INDIVIDUAL ITEMS, BUT STRATEGICALLY DIRECTING US OF WHERE YOU THINK WE'RE GOING.
AND MY FRIEND, THE CHAIR, IS ALSO TALKING ABOUT WHAT ELSE DO WE NOT KNOW THAT WE DON'T KNOW THAT YOU WANT TO TELL US TO KNOW.
>> HE SAID, YOU DON'T KNOW WHAT YOU DON'T KNOW THAT YOU DON'T KNOW.
[03:55:07]
AND BECAUSE IF YOU KNOW THAT YOU DON'T KNOW SOMETHING, YOU DO SOMETHING ABOUT IT.BUT WHEN YOU DON'T KNOW THAT YOU DON'T KNOW, THAT'S WHEN WE HAVE SURPRISES.
AND IT'S OUR JOB FOR US NOW IS NOT TO HAVE SURPRISES.
(LOST AUDIO) (LOST AUDIO FEED) >> TO AT LEAST DOUBLE THE PROGRAM FROM WHERE WE HAD IT CURRENTLY WITH THE 450 STUDENTS TO GET IT TO 900, SO, $1.2 MILLION ASK TO INCREASE WITH THE STAFFING THAT HE NEEDS TO SUPPORT THAT KIND OF EXPANSION OVER THE NEXT TWO YEARS.
>> AND SO, WE'RE ONLY DEALING WITH THE OUTPUT GOING TO ONE SCHOOL DISTRICT, WHAT HAPPENS WHEN WE START ASKING FOR THE OTHER SCHOOL DISTRICTS TO SAY, WELL, Y'ALL STEP UP WITH THE SAME COMMITMENT AS RICHARDSON DID.
THIS IS THE KIND OF PROGRAMMING THAT I THINK WE NEED TO BE KNOWING ABOUT AND HEARING ABOUT BECAUSE THAT'S OUR PURPOSE.
WE CHANGE THE LIVES OF THE STUDENTS -- NOT ONLY DO WE CHANGE THE LIVES OF THE STUDENTS BUT THE ELEMENTARY KIDS AND PAL IF AS AFFECTED BY THAT.
THAT TO ME IS HOW TO DECIDE ON WHERE WE BEST SPEND OUR MONEY.
WE ALSO KNOW IN THE NURSING SITUATION, WHEN YOU PUT MORE NURSES OUT, YOU AFFECT SOCIETY AS A WHOLE AND MAKE AN IMPACT IN THE COMMUNITY.
AND SO, WE NEED TO HAVE PROGRAMMING THAT GOES TO THE HOSPITALS IN OUR AREA AND SAYS, WELL, YOU GIVE US PARTNERS FOR X-NUMBER OF NURSES AND X-SALARY SO WE KNOW WHAT WE'RE GAINING BY DOING THAT.
THEN THAT WILL ATTRACT MORE STUDENTS BECAUSE THEY KNOW THAT THEY HAVE A JOB IF THEY FINISH THE PROGRAM.
SO, TO ME, IT'S KIND OF LIKE, HOW DO WE GET INVOLVED IN THAT LEVEL OF TALK OR DISCUSSION?
>> YOU KNOW, I HEAR WHAT YOU'RE SAYING, BUT, I THINK THAT WE'RE NOT IN A POSITION FISCALLY TO RELY ON ECONOMIC MULTIPLIER AFFECT THE WHICH ARE IMPORTANT TO THE COMMUNITY, TEACHING, HEALTH, AND ALL ARE IMPORTANT.
WE NEED TO BE IN A CONVERSATION ABOUT HARD DOLLARS TO UNDERWRITE OUR ROLE IN FILLING THESE WORKFORCE SHORTAGES.
WE HAVE EXPERIENCE AND SUCCESS IN THAT, LIKE THE PARTNERSHIP TO BUILD THE CONSTRUCTION MANAGEMENT BUILDING WITH INDUSTRY.
BUT, YOU KNOW, WHERE ARE THE DOLLARS COMING IN ON HEALTH CARE? YOU KNOW, FROM THE PEOPLE WHO ARE BE ON THE JOB, ARE THEY WILLING TO HELP US? BECAUSE WE CAN'T AFFORD TO DO EVERYTHING THAT THE PEOPLE WANT US TO DO.
AND THAT'S WHY I'M SAYING, YOU SET DOWN HAVING COME FROM THE SEAT OF THE HOSPITAL, I KNOW, YOU'VE WRITTEN A BIG CHECK.
>> IF I WAS FRED RIGHT NOW, AND I'M NOT SPEAKING FOR YOU, FRED.
>> HE JUST TEXTED ME THREE MINUTES AGO.
>> I WOULD WRITE YOU A BIG CHECK IF YOU WOULD DELIVER ME X-NUMBER OF NURSES EVERY YEAR.
I HATE TO USE THIS ANALOGY BUT I'LL DO IT ANYWAY.
THE WAY THE CATTLE INDUSTRY WORKS, IS SWIFT BACKING MEETS X-NUMBER OF CATTLE.
THEY GO OUT TO THE MARKETPLACE AND SAY TO THE FARMERS, WE NEED X-NUMBER HEAD OF CATTLE.
THE FEED LOT PEOPLE GO OUT AND FIND THOSE HEAD OF CATTLE, THEY BRING THEM IN AND FEED THEM.
WELL, WE DON'T FEED THEM, WE EDUCATE THEM.
WE GO OUT AND FIND THE STUDENTS AND BRING THE STUDENTS IN, BECAUSE WE ALREADY HAVE THEM SOLD, MEANING, THAT WE'VE ALREADY HAD COMPENSATION TO AFFORD THE EDUCATION.
AND IF WE GET INTO A MOTT PAL OF FORWARD-LOOKING LIKE THAT, AND WE KNOW THAT THE PRODUCTION IS SOLD, THEN WE CAN SPEND MORE MONEY BECAUSE WE HAVE PARTNERS PAYING FOR PART OF THE COST.
>> I THINK THAT WE'RE SAYING THE SAME THING BECAUSE WE HAD TALKED ABOUT
[04:00:01]
PUBLIC/PRIVATE PARTNERSHIPS FOR SIX YEARS IN THE CONTEXT OF CAPITAL AND FACILITIES MANAGEMENT.BUT, I DON'T KNOW THAT WE HAVE BEEN THIS INTENTIONAL IN TALKING ABOUT IT IN TERMS OF UNDERWRITING WORKFORCE DEVELOPMENT PROGRAMS. AND WE MIGHT NEED TO GET IN THEY GOT A $35 MILLION HOLE, AND WE MIGHT WANT TO SAY, WE'RE GOING TO SPEND OUR MONEY BUT IT'S GOING TO BE LEVERAGED.
>> WE'VE BEEN MAKING THAT STATEMENT, LATELY, ABOUT USING OTHER PEOPLE'S MONEY.
>> I'M LOOKING AT SLIDE 37, AND IS IT A REASONABLE (INDISCERNIBLE) TO MAKE BASED ON THESE NUMBERS THAT IF YOU'VE GOT THE DEFICIT THAT PURCHASE SERVICES AND
OPERATING EXPENSING (INDISCERNIBLE) >> BECAUSE THESE WHY, I BELIEVE.
>> OKAY, SO, THAT MAKES SENSE BECAUSE YOU TONIGHT HAVE A LOT OF CONTROL ON BENEFITS.
THOSE ARE PRETTY MUCH FIXED THAT REGARDLESS OF WHAT WE DO, WE HAVE TO PAY IT.
AND THEN THE SALARIES REQUEST FOR 22 EMPLOYEES RATES MUCH LOWER, NOW, THE COMPENSATION STUDY.
(INDISCERNIBLE) >> COST US AN ADDITIONAL $15 MILLION, IS THAT?
>> $15 MILLION TO BE PART ONE.
PHASE ONE TO GET SOMETHING DONE.
WE HAVE NO IDEA, FACULTY WE'VE DONE SOME ESTIMATES, BUT IT'S A BIG NUMBER.
>> IF WE JUST COMPARE WITH OUR RAISES, THAT'S $30 MILLION AT 5%.
I DON'T THINK THAT THE STUDY WILL COME IN 5% ACROSS THE BOARD, THE $15 MILLION WILL NOT COVER ALL OF THE REQUESTS, BUT THAT'S WHAT WE PUT IN HERE JUST TO BE SAFE FOR HOW TO START IMPLEMENTING.
THAT'S SOMETHING THAT HAS TO BE SUSTAINABLE.
>> IT'S WHAT KEEPS US UP AT NIGHT.
>> NOW, YOU ALL, WENT OFF ON THESE (INAUDIBLE) FRIENDSHIPS? AND THIS IS GOING TO BE REAL UGLY WHEN I SAY IT, BUT, FOR THE LAST I WOULD SAY TWO YEARS, I'VE BEEN SITTING HERE AND EVERYBODY IN TOWN, AND I THINK THAT I MENTIONED THIS TO DIFFERENT PEOPLE HAVE THESE PROJECTS, AND HAVE THESE DEVELOPMENTS THEY WANT TO DO AND WE HAVE ALL OF THESE PEOPLE RUNNING IN HER WANTING TO PARTNER WITH US, AND ONE THING THAT I NOTICED ABOUT EVERYBODY IS THEY WANT US TO GO ASK FOR MONEY.
AND INDIRECTLY THEY'RE BENEFITTING, AND WE GET TO DO ALL THE BOOKKEEPING AND ALL THIS KIND OF STUFF.
AND I SEEN US IN PARTNERSHIPS WHERE AT THE END OF THE DAY (INDISCERNIBLE) FOR US, AND WE ENDED UP HAVING TO COST US MONEY OR HAVING BEEN BROUGHT A LONG WAY FROM IT.
AND I SAID SOMETHING AND YOU SAID SOMETHING THAT MADE WE THINK, YOU WANT TO PARTNER WITH US, IT'S GOING TO COST YOU $2 MILLION FROM JUMP STREET IF YOU COME IN HERE AND ASK US THIS FOR US TO CONSIDER GOING WITH YOU DOWN THIS PATH.
AND LIKE I SAID, I KNOW IT'S -- WELL, WE NEVER ASKED FOR ANY FUNDING TO MAKE SURE THAT WE'RE SUCCESSFUL IN THESE PARTNERSHIPS.
AND LIKE I SAID, I NOTICED THAT, (INAUDIBLE) IN TOWN, RUNS IN HERE, AND THEY WANT TO PARTNER WITH US, AND THEY WANT US TO GO ASK FOR THE MONEY AND THAT'S STRICTLY THE COST FOR AN EDUCATIONAL INSTITUTION.
SO, WHERE'S THE BID TO US FROM JUMP STREET, NOT DOWN THE ROAD, BUT INITIALLY? AND THAT THE MIGHT BE IF WE CAN LEGALLY DO IT TO FIGURE OUT GET OUT OF THIS HOLE.
[04:05:02]
THEY NEED TO BE PAYING US TO COME ALONG.>> I THINK THERE'S, UM, YES, I THINK THAT THERE ARE PROBABLY MANY PEOPLE THAT WOULD LIKE TO PARTNER WITH US, AND CERTAINLY PARTLY SOME OF THE REASONS THAT YOU'VE GIVE P, BUT I THINK IF WE'RE COLLECTIVE ABOUT WHAT THE PARTNERSHIPS LOOK LIKE AND THE BENEFITS AND THE OUTCOMES THAT WE TRY TO LOOK AT, WHAT IMPACT DOES THAT HAVE ON THE COMMUNITY IF WE COULD LEVERAGE DOLLARS, OUR'S AND THEIR'S AND OTHERS, AND PERHAPS SERVE THE COMMUNITY IN A WAY THAT WE COULDN'T ON OUR OWN.
I THINK THAT'S IMPORTANT AS WE CONSIDER PARTNERSHIPS TO COME UP WITH THAT EVALUATION.
>> CAN YOU GIVE US EXAMPLES OF PARTNERSHIPS WHICH DIDN'T WORK OUT?
>> ONE I CAN THINK ABOUT IS THE WHITE ELEPHANT THAT WE HAD, THAT OLD BUILDING THAT THE CITY PAWNED OFF ON US, I I REMEMBER THAT ONE.
AND WEREN'T WE IN A SETTLEMENT OF UNT LAW SCHOOL AFTER WE HAD INVESTED MILLIONS IN RENOVATING THAT BUILDING, THAT ONE I REMEMBER WAS A STAPLE.
GIVE ME A DAY OR TWO AND I CAN THINK OF MORE, BUT NOW, THAT WHITE ELEPHANT, I DO REMEMBER THAT ONE.
AND THEN, UM, THE EDUCATION CENTER RIGHT THERE CEDAR HILL, BASED ON WHAT INITIALLY PUT INTO IT AND BUILT IF FOR AND OPERATED, WE LOST A LOT OF MONEY ON THAT.
AND WE REALLY WHEN WE FLIPPED IT OVER, WE DIDN'T GET BACK NEARLY WHAT WE INVESTED INITIALLY TO GET IT DONE.
BUT, ALL OF THESE, SOME WAY, AND I UNDERSTAND IT'S TAX PAYERS' MONEY AND SO FORTH, BUT, IF WE FIND OURSELVES IN A HOLE, IT HAS GOT TO BE A WAY TO LEVERAGE PARTNERING WITH US WHERE WE COME OUT AHEAD AND LIKE I SAID, NOT AND THE PEOPLE PUTTING MONEY IN THEIR FOR THEMSELVES.
BUT THAT WOULD WEED OUT ALL OF THE JUNK STUFF.
PEOPLE MAY NOT BE HAPPY, THAT I SAID SOMETHING, BUT, YOU KNOW, I TOLD YOU, THE OLDER I GET, I'M LIKE MY GRANDMA, WHAT COMES UP COMES OUT.
>> AND I THINK ONE OF THE OTHER THINGS TOO THAT COMES TO MIND, AND I SPENT MOST OF MY LIFE IN THE CONSULTING TYPE WORK WITH MY MONEY AND BUSINESSES AND SO FORTH, ONE OF THE FIRST THINGS THAT, AND THINGS START TO COME UP, YOU START TO LOOK FOR WHAT YOU CAN CUT AS OPPOSED TO WHAT YOU CAN ADD.
SO, I WANT US TO HAVE A MENTALITY AND A MINDSET, AND I DON'T DISAGREE WITH YOU, THAT ADD WOULD BE THEIR MONEY COMING INTO OUR PROJECT AS WELL, SO, SOMETIMES WHEN WE'RE SHORT, WE DON'T HAVE TO CUT THIS, THIS, OR THAT, WE GOT TO GET ADDITIONAL REVENUES FROM SOME OTHER SOURCE, I'M NOT SAYING THAT WE SHOULD, I'M JUST SAYING WE SHOULD CONSIDER IT.
AND THAT'S WHAT MOST PEOPLE, WHEN YOU LOOK LIKE YOU'RE GOING TO GET A SHORTFALL, IT'S WHAT CAN WE CUT, AND THAT'S NOT ALWAYS THE RIGHT ANSWER, THE ANSWER COULD BE WHAT CAN WE GAIN IN REVENUE FROM SOME SOURCE AND STILL ACCOMPLISH THE DYNAMICS OF WHAT WE'RE TALKING ABOUT.
>> AND THAT'S WHAT I'M SAYING.
>> I DO, I KNOW THAT'S WHAT YOU ARE SAYING AND AGREE WITH YOU, AND WE'VE ALL MADE THOSE DECISIONS IN OUR PERSONAL LIFE AND BUSINESS LIFE, WHERE IF WE COULD DO IT ALL AGAIN, WE WOULD HAVE OTHER PEOPLE SIGNING THE CHECKS.
THE BEST PART OF THE CHECKS IS NOT ON THE FRONT BUT ON THE BACK.
>> I JUST SAID, STRAIGHT UP, YOU HAVE THIRD MILLION DOLLAR SHORTFALL, WE NEED YOU TO PAY IT AND WE'LL PARTNER ALL DAY LONG.
>> I JUST WANT TO POINT OUT, CERTAINLY WE HAVE EXAMPLES WHERE WE HAVE PARTNERSHIPS AND WHERE WE SUPPORT PROGRAMS, TEXAS INSTRUMENTS TO SUPPORT OUR TECHNOLOGY
[04:10:01]
PROGRAM, WHERE, YOU KNOW, THEY WROTE A CHECK FOR $500,000 THEY WROTE A CHECK TO SUPPORT THAT PROGRAM.AND THEN THE CONSTRUCTION PROJECT, THEY PUT IN THE DOLLARS FROM THE GET-GO TO PARTNER WITH US, TO THEN HELP EXPAND THE AVAILABLE NUMBER OF CONSTRUCTION JOBS THAT EXIST.
SO, WE HAVE SOME EXAMPLES OF EXPERIENCE DOING THAT AND SO, LIKE I SAID, I THINK IT'S JUST EVALUATING WHAT THE PARTNERSHIP LOOKS IS THE IMPORTANT PART.
>> I DON'T THINK WE'RE IN FINAL DISAGREEMENT HERE, TO BE HONEST WITH YOU.
BECAUSE, THERE'S VALUE IN SPENDING OTHER PEOPLE'S MONEY TO ADVANCE OUR MISSION, ESPECIALLY WHEN WE DON'T HAVE MONEY, RIGHT?
>> AND THERE'S, TWO PRIMARY FLAVORS OF THAT, I THINK THERE'S CAPITAL REAL ESTATE DEVELOPMENT AND LONG-TERM FACILITY DEVELOPMENT THINGS AND WE MAY NEED TO BE LOOKING AT THOSE OPTIONS MORE AGGRESSIVELY, IN LIGHT OF THE THINGS GOING ON.
BUT THERE'S ALSO AN OPPORTUNITY FOR PARTNERSHIPS IN THE WORKFORCE DEVELOPMENT AND THE TYPES OF THINGS THAT WE HAD ORDINARILY FUND OUT OF OUR OPERATING BUDGET.
AND THAT'S WHERE WE COULD MAY BE GET NOR AGGRESSIVE.
WE SHOULD BE LOOKING TO SAVE EXPENSES.
AND YOU KNOW, A LOT OF INSTITUTIONS TEND TO COMMIT RESOURCES TO THINGS THAT DON'T GENERATE THE HIGHEST ROI.
AND WE NEED TO BE CUTTING THAT STUFF AND PUT THE TAX PAYERS MONEY WHERE IT WILL GENERATE THE BIGGEST ROI, AND IT'S NOT EITHER OR, BUT BOTH.
>> AND I THINK THAT'S THE TRUTH.
AND I THINK THAT'S EXACTLY WHAT WE DO ALL THE TIME.
I JUST DON'T WANT IT TO BE ONE-SIDED, I DON'T WANT TO ALWAYS LOOK AT CUT CUT CUT, BUT THAT'S NOT ALWAYS THE RIGHT ANSWER.
IN FACT, MOST OF THE TIME IT'S NOT THE RIGHT ANSWER.
YOU'RE MISSING REVENUE OPPORTUNITIES BECAUSE YOU'RE NOT IN THE MINDSET TO LOOK FOR THEM.
AND WE NEED TO BE PROTECTIVE BUT WE ALSO NEED TO BE AGGRESSIVE, I THINK.
>> ON THE THINKS IN CONSIDERATION THE SCHOOL OF MIT IS THAT EXPANDING THE FOOTPRINT? ADDING TO THE BUILDING? WHICH IS THAT?
>> THAT'S THE FACILITIES AND PROGRAMMING.
I JUST SPENT A LOT OF TIME MAKING ACCURATE FIGURES BASED UPON WHAT THEY PUT IN THEIR BILL VERSUS WHAT THEY'RE WAITING TO APPROVE.
IT'S A $2.7 MILLION ASK TO IMPROVE THE EQUIPMENT NEEDED AS WELL AS THE ADDITIONAL EMPLOYEES NEEDED TO COMPLETE THAT EXPANSION WHICH IS PART OF OUR TRUE PATHWAYS AND DIRECTED RELATED TO SERVICES WHICH ARE ONGOING AND PROVIDING FOR OUR COMMUNITY RIGHT NOW WITH THE CREDIT AND NON-CREDIT PATHWAYS.
IF THEY GET THE GRANT WHICH WE'RE PRETTY SURE IT WILL BE APPROVED.
IT DROPS FROM A $2.7 MILLION ASK TO A $2 MILLION ASK, THIS IS THE TRUTH PATHWAYS INITIATIVE THAT WE SET UP AND WE'RE A LEADER FOR IT IN THE STATE AND WE WOULD LIKE TO EXPAND AND CONTINUE BASED UPON THE INTEREST EXPRESSED.
>> SO, IT'S A PROGRAM EXPANSION, NOT AN EXPANSION OF SQUARE FOOTAGE ON THE FACILITIES?
>> WE'RE UPGRADING THE FACILITIES THERE AS WELL AS THE EMPLOYEES.
>> WELL, I HATE TO BE A WET BLANKET BUT I DON'T HAVE (INDISCERNIBLE) >> WELL THEN DON'T TALK.
>> I ABSOLUTELY WE HAVE SEEN A HYPER EMPLOYMENT OF TAV, SET IN JANUARY, COMING THIS NEXT JANUARY, I DON'T THINK THAT THE FED CONTROLS RATES AND INTEREST RATES WITHOUT CAUSING A RECESSION, I HOPE THEY DO, BUT THEY DON'T HAVE A GOOD HISTORY, BUT, WE MIGHT BE IN A RECESSION AS WE GET INTO JANUARY FIRST, HOUSES ARE STARTING TO STABILIZE IN THE MARKET.
Y'ALL READ THIS STUFF, I DON'T HAVE TO SAY.
BUT, WHAT I DON'T SEE IS THAT WE'RE GOING INTO A LEGISLATIVE SESSION WITH EVERYBODY SAYING WE NEED TO GIVE COMMUNITY COLLEGES MORE MONEY, THE FIRST THING OUT OF LVBS MOUTH IS SHOW US A 5-10% CUT.
THAT'S MY HISTORY, I HAD TO LIVE WITH THIS IN MY YEARS IN HIGHER ED.
THAT'S PROBABLY THE FIRST THING OUT OF THEIR MOUTHS FOR GENERAL REVENUE THAT IT'S NOT A (INDISCERNIBLE) AND SO WE'RE GOING TO BE GOING INTO THIS WITH ALL OF THESE BRAND NEW IDEAS, I DON'T EXPECT TO SEE A WHOLE LOT OF MONEY COMING FROM THERE.
I WOULD EXPECT THIS TO SLOW DOWN BEFORE THE LEVEL OF THE IT TAV IS ACHIEVED, SO WE'RE
[04:15:04]
NOT GOING TO SEE SHE'S INCREASES BUT WE'LL HAVE THE ADDED EX-PENSIONOMING UP IF WE DON'T HAVE THE REVENUE, AND IT'S JUST A MATTER OF TIME BEFORE WE START COMING BACK TO THE BOARD AND TALK WITH TUITION INCREASES.THERE WERE ALREADY INCREASES WHERE WE PROVIDED READING MATERIAL WHERE WE'RE CURRENTLY FUNDING $2.75.
AND THAT WE ALWAYS SAID WOULD BE A CLOSER.
RIGHT NOW, THE EXPENSES ARE MORE THAN WHAT WE HAVE.
AND WE HAVE A GREAT RELATIONSHIP WITH ACADEMIC WORK TO HELP DRIVE THAT STUFF DOWN.
BUT PUBLISHERS ARE WORKING AGAIN AND THEY KEEP BREAKING STUFF.
AND SO, WE'LL SEE A POINT IN TIME THAT WE'RE GOING TO HAVE TO CROSS THAT BRIDGE WITH SOME OF THESE THINGS, WE'RE GOING TO GET ALL THE OTHER PEOPLE'S MONEY THAT WE COULD GET.
BUT AT SOME POINT IN TIME WE HAVE TO LOOK AT WHAT HAPPENS TO US.
>> IF YOU HAVE TO BRING THAT RECOMMENDATION, JUST REMIND US HOW MANY YEARS IT'S BEEN SINCE WE'VE RAISED TUITION?
AND THEN, THE PEL GRANT THAT STUDENTS GET, IS IT ENOUGH TO COVER OUR TUITION?
>> IT'S BEEN INCREASING WHILE WE HAVEN'T INCREASED TUITION.
>> SO, IF WE HAD TO INCREASE THE TUITION, THOSE STUDENTS WHO GET THE GRANT IT WILL COVER THE TUITION?
>> WOULD YOU GIVE US SOME WHYTTS ABOUT IDEAS ON HOW YOU WANT TO APPROACH, BUT ULTIMATELY WE NEED YOU TO BRING IN THE FOCUS WITH THE TEAM AND ALL, AND WE'VE BEEN ENLIGHTENED THAT THERE'S MORE THAT WE COULD DO AND ALL THAT.
BUT IT WOULD BE BENEFICIAL IF YOU CAME BACK AND YOU PRIORITIZED IT FOR OUR CONSIDERATION FROM YOUR PERSPECTIVE AND LET US INTERACT WITH YOU.
BECAUSE THAT'S REALLY WHERE IT SHOULD HAPPEN.
BUT I REALLY APPRECIATE YOUR ATTITUDE IN ALLOWING US TO HAVE THIS KIND OF CONVERSATION OPENLY ABOUT, BUT ULTIMATELY, IT WILL COME BACK FOR YOU AND GIVE US ALL PRIORITY OF THESE CONSIDERATIONS AND WHY AND THEN ALLOW US THE OPPORTUNITY TO GET WITH OUR INDIVIDUAL THOUGHTS.
>> YES, THAT'S FAIR AND LET ME START WITH THIS.
SO, I WAS HAVING A CONVERSATION WITH SOMEONE EARLIER THIS MORNING THAT LOOKED AT THE SLIDES AND SAID "OH, MY GOSH", WE'VE GOT A TOUGH BUDGET.
BUT, AS WAS SAID EARLIER, WE HAVE AND TYPICALLY DO HAVE, MORE ASKS THAN WE CAN ACCOMMODATE.
WE'RE PULLING BACK THE CURTAIN ON WHAT THE PROCESS LOOKS LIKE.
FIRST OF ALL, THE SKY'S NOT FALLING.
AND, BUT WE HAVE A LOT OF COMPETING INTERESTS TO FIGURE OUT AND WORK THROUGH.
AND SO, THERE ARE THINGS THAT HAVE BEEN ON THE CONSIDERATION LIST.
THAT I THINK ARE IMPORTANT TO US AND WE CARE ABOUT, BUT IN MY MIND, SOME OF THOSE THINGS HAVE GOTTEN PUSHED OUT OF THE LIST AS FACTORS CHANGE.
SO, I WANT TO GO BACK WITH THE LEADERSHIP TEAM, LOOK AT THE LIST AND THE OTHER LIST OF THINGS THAT YOU ALL BROUGHT UP AND FOR US TO VET THOSE, WHITTLE THEM DOWN A BIT SO CERTAINLY WHEN WE COME BACK IN AUGUST, WE'RE BRINGING A BALANCED RECOMMENDATION.
>> A LOT OF THIS AND LISTEN TO HOW HE'S ASKING ABOUT THE CONTINGENCY FUNDS.
IS THAT IT'S NOT THE STUFF THAT YOU KNOW ABOUT, >> LET THE RECORD SHOW, MS. THOMAS KEPT US ON THE SCHEDULE.
[04:20:15]
>> IF THERE ARE NO OTHER COMMENTS OR QUESTIONS, WE WILL BREAK UP, AND GO TO.
>> WE HAVE THE MEETING (INDISCERNIBLE) >> YEAH, >> WE HAVE ANOTHER MEETING.
SO, 3:58 WE'RE ADJOURNING
THIS SESSION AND GOING TO GO
INTO THE REGULAR SESSION? (INAUDIBLE).
* This transcript was compiled from uncorrected Closed Captioning.