[1. Roll Call - Announcement of a Quorum]
[00:00:10]
11:48 A.M.MEMBERS OF THE PUBLIC WHO FOLLOW INSTRUCTIONS ON THE DALLAS COLLEGE BOARD OF TRUSTEES WEBSITE FOR REGISTERING TO SPEAK DURING THE PUBLIC COMMENT PORTION WILL BE GIVEN 5 MINUTES THE CHANCE TO BE BROADCAST OVER THE INTERNET AND AUDIO RECORDING AND TRANSCRIPT OF THIS MEETING ARE BEING MADE WILL BE AVAILABLE TO THE PUBLIC ON THE BOARD'S WEBSITE AFTER THE MEETING AT A LATER DATE.
[2. Certification of Notice Posted for the Meeting]
CHANCELLOR, CAN YOU CONFIRM THIS MEETING? IS THAT POSTED IN ACCORDANCE WITH LAW? MR. CHAIR, I DO CERTIFY THIS MEETING WAS POSTED ACCORDING TO SECTION 551.05 FOR TEXAS GOVERNOR CODE.WONDERFUL. WE DO HAVE A QUORUM PRESENT.
COMMITTEE MEMBERS MER AND FLORES ARE HERE.
THANK YOU. AND ANYBODY SIGNED UP TO ADDRESS THIS COMMITTEE? NO, SIR. OKAY, VERY GOOD.
ALL RIGHT. WE'RE GOING TO HAVE TWO PARTS.
[4. Committee Presentation]
FIRST, A PUBLIC SESSION AND THEN A CLOSED SESSION FOR DISCUSSION.AND WE AND I WANT TO SAY WE ARE GOING TO BE CO-PRESENTING THE PUBLIC SESSION.
THESE ARE THESE ARE EVALUATION OF THE CHANCELLOR OVER THE COURSE OF THE COMING YEAR.
AND I WANT TO THANK TRUSTEE FLORES AND TRUSTEE MAYOR FOR THEIR ACTIVE PARTICIPATION IN THIS, AS WELL AS CHAIR BRAVO, WHOSE WORK IN NEGOTIATING THE CHANCELLOR'S INITIAL CONTRACT WITH THE DISTRICT IS ONE OF THE CORNERSTONES FOR WHY WE'RE HERE HAVING THIS DISCUSSION TODAY.
I WOULD REMIND THE BOARD OF BOARD MEMBERS THAT WHEN WE ENTERED INTO THE CONTRACT WITH OUR CHANCELLOR EARLIER, EARLIER THIS YEAR, WAS IT NOT LAST YEAR? AND. LESTER BESSER.
YEAH, WE HAD A DISCUSSION ABOUT DO WE WANT TO STRUCTURE HIS CONTRACT DIFFERENTLY THAN WE HAVE WITH PRIOR CHANCELLORS? AND WHAT WE CAME UP WITH WAS THE ANSWER TO YES.
BUT WE ALSO WANTED TO PLACE A SIGNIFICANT PART OF HIS COMPENSATION AT RISK, IF YOU WILL, BASED ON PERFORMANCE AND TO BE AWARDED UPON THE ACHIEVEMENT OF CERTAIN GOALS AND METRICS.
AND OUR CHANCELLOR EMBRACED THAT CONCEPT ENTHUSIASTICALLY BECAUSE OF THE CONSISTENCY OF THAT APPROACH WITH THE OVERALL APPROACH TOWARD THE ORGANIZATION OF BEING DATA DRIVEN, DEFINING SPECIFIC METRICS AND RESULTS, AND THEN AND THEN REWARDING AND PAYING AND COMPENSATING FOR THOSE RESULTS. SO SO THAT'S SORT OF THE THEORY AND THE CONTEXT BEHIND WHICH THE BEHIND THIS DISCUSSION AND WE CAN MOVE ON UNLESS YOU WANT TO MAKE SOME COMMENTS ON THAT RIGHT NOW. YEAH. I MEAN, THE ONLY OTHER THING I'LL ADD IS THAT THIS IS THE FIRST TIME THAT WE'VE WE'VE DONE THIS.
AND SO AS WE AS WE GET INTO IT, IN MUCH MORE FAMILIAR TO THE BOARD AS WE TALK ABOUT THE FOUR SPECIFIC AREAS THAT WE'RE TALKING ABOUT FOR THIS NEXT YEAR. BUT AGAIN, AS I REFERENCED EARLIER, EVEN THAT THAT BLUE SHEET WITH THOSE KPIS AND METRICS THAT WE ARE BUILDING TO MEASURE THE HEALTH OF THE INSTITUTION BECOME AN OPPORTUNITY FOR US TO BUILD IN FUTURE YEARS.
AND SO SO WE CAN REWARD HIGH PERFORMERS.
AND IT ALL GOES IN LINE WITH THE THINGS THAT WE HAVE TALKED ABOUT PREVIOUSLY, ALONG WITH PUTTING NEW EVALUATIONS IN PLACE, NEW ACCOUNTABILITY MEASURES IN PLACE THAT ULTIMATELY WILL LEAD TO THIS PERFORMANCE PROCESS.
YEAH. AND I WOULD JUST ONE OTHER COMMENT TO THAT.
IS THIS MOVING TOWARD A PERFORMANCE BASED.
ASIAN SYSTEM AND A DATA DRIVEN COMPONENT TO THAT IS IS NOT A TAKEAWAY.
[00:05:05]
I MEAN, BUT IT MAY BE THE MEANS LIKELY WILL BE.I MEAN, CERTAINLY WHEN YOU LOOK AT THE RECOMMENDATIONS OF THE TEXAS COMMISSION ON COMMUNITY COLLEGE FINANCING, THEY'RE MOVING THEIR ENTIRE FINANCING SYSTEM TOWARDS FUNDING RESULTS. AND I THINK WE ARE TOO, AS A BOARD, AND WE'VE BEEN DOING THAT FOR A COUPLE OF YEARS, AND THIS IS ALL VERY CONSISTENT WITH THAT DIRECTION.
YOU SEE ON THE SLIDE NOW THE STRATEGIC PRIORITIES THAT HAVE BEEN DEFINED BY THE BOARD.
WE'VE BEEN WORKING ON THIS FOR ABOUT A YEAR AND AND ULTIMATELY THE GOAL IS GOING TO BE TO DEFINE SPECIFIC METRICS THAT ALIGN TO EACH OF THESE STRATEGIC PRIORITIES AND AND IDEALLY METRICS FOR WHICH WE HAVE DATA AND CAN OBJECTIVELY MEASURE RESULTS.
AS WE GOT INTO THIS ABOUT A YEAR AGO, WE DID SOME BENCHMARKING WITH OTHER INSTITUTIONS, OTHER COMMUNITY COLLEGES, OTHER PUBLIC GOVERNMENTS TO TRY TO UNDERSTAND HOW THEY APPROACHED DATA DRIVEN PERFORMANCE EVALUATION.
AND WHAT WE REALIZED IN LIGHT OF A COUPLE OF THINGS THAT ARE UNIQUE TO THAT RIGHT NOW, AND SPECIFICALLY THE INTEGRATION OF SEVEN CAMPUSES INTO ONE CAMPUS, AS WELL AS ESSENTIALLY A COMPLETE OVERALL REDESIGN OF OUR DATA MANAGEMENT SYSTEMS, THAT THERE ARE A LOT OF AREAS THAT WE WOULD LIKE TO PUT METRICS IN THAT ARE ALIGNED TO THE STRATEGIC GOALS.
I MEAN, A KEY EXAMPLE OF THAT IS EMPLOYEE ENGAGEMENT AND OUR EMPLOYEES ENGAGE.
WELL, FOR THE FIRST TIME WE HAVE AN EMPLOYEE ENGAGEMENT SURVEY.
WE DON'T HAVE ANY BASELINE DATA TO COMPARE PRIOR YEAR BECAUSE WE DIDN'T DO A SURVEY, BUT WE'RE GOING TO HAVE THAT DATA BASE MARK THIS YEAR TO JUDGE WHETHER WE'RE MAKING PROGRESS OR NOT IN GETTING FOLKS ON THE BUS, IF YOU WILL.
SO SO THESE ARE OUR STRATEGIC PRIORITIES.
THE TIMELINE THAT OUR COMMITTEE CAME UP WITH IS ON SLIDE THREE.
AND AND YOU CAN SEE IN THE FALL WE DID THE ENGAGEMENT SURVEY.
THAT'S GOING TO BE ONE IMPORTANT PART OF THIS PROCESS.
AND TODAY THE COMMITTEE IS PRESENTING TO THE BOARD AN UPDATE WITH THE CHANCELLOR.
OUR GOAL TODAY IS TO FINALIZE AND REACH CONSENSUS IN THIS MEETING ON THE 2023 2024 METRICS BY WHICH WE WOULD DECIDE WHETHER TO AWARD THE $70,000 IN PERFORMANCE BASED COMPENSATION THAT IS AVAILABLE TO THE CHANCELLOR DURING THIS BUDGET CYCLE.
THAT'S CERTAINLY GOING TO INFORM, AND PART OF THAT CONVERSATION OUGHT TO INCLUDE WHAT TYPES OF METRICS AND ACCOUNTABILITY DO WE WANT TO DESIGN INTO THE STRATEGIC PRIORITIES FOR THE CHANCELLORS REVIEW.
SO SO KEEP THAT IN THE BACK OF YOUR MIND WHEN WE GO INTO THAT MEETING.
WHAT DO WE TALK ABOUT IN LIGHT OF OUR STRATEGIC PRIORITY UPDATE? AND SO IN THE SPRING WE WILL BEGIN TO DEFINE THE KPIS FOR THE NEXT PERFORMANCE RECYCLE, WHICH WILL BE DIFFERENT THAN WHAT WE'RE GOING TO BE DOING THIS YEAR.
AND THEN WE WILL MEET WITH THE CHANCELLOR IN MAY TO DISCUSS THE RESULTS FOR THE PAST YEAR, BUT ALSO THE GOALS FOR THE FOR THE COMING YEAR.
SO THAT'S GENERALLY OUR TIMELINE.
ARE THERE ANY QUESTIONS ABOUT ANY OF THAT? OKAY. ALL RIGHT.
SO NEXT SLIDE, 2023, 2020 OR 2020 TO 2023 PERFORMANCE GOALS FOR THIS CYCLE.
AND THE PROCESS THAT THE COMMITTEE TOOK WAS TO REALLY ASK AND ENGAGE IN A DIALOG WITH CHANCELLOR.
AND THEN EXECUTION OF STRATEGIC INITIATIVES AND INNOVATION.
[00:10:04]
SO THESE ARE THE FOUR FOCUS AREAS THAT WE AS A COMMITTEE PROPOSED TO THE BOARD FOR EVALUATING THE CHANCELLOR'S PERFORMANCE DURING THIS CYCLE.AND SO WE CAN EVALUATE USING DATA A SIGNIFICANT PART OF OUR PROGRESS TOWARDS THIS GOAL.
WE ALSO THINK THE COMMITTEE THOUGHT THAT IT'S IMPORTANT TO HAVE A SUBJECTIVE COMPONENT TO THIS AS WELL, BECAUSE THERE ARE OTHER THINGS THAT HAPPENED IN THE WORLD THAT INFORM DATA OUTCOMES. SO WE ON ENROLLMENT RECOVERY ARE PROPOSING 20% WEIGHT ON THIS PARTICULAR GOAL, 10% BASED ON THE DATA, 10% ON HOW WE VIEW THE CHANCELLOR'S PERFORMANCE. AND LIKEWISE, YOU CAN SEE IN STAFF ENGAGEMENT, WE'RE PROPOSING 30% BECAUSE WE DON'T HAVE ANY STAFF, WE'RE NOT GOING TO REACH THE OTHER GOAL.
SO WE WEIGHTED THAT ONE A LITTLE HIGHER.
WE DON'T HAVE GOOD DATA ON THIS YET.
WE'RE GETTING THE ENGAGEMENT SURVEY.
BUT BUT WE WAY WE ARE PROPOSING 30% ON THAT AND THEN STUDENT POSITIONS 20%.
WE DO HAVE DATA ON STUDENT PERSISTENCE, BUT SIMILARLY WITH ENROLLMENT RECOVERY, WE'RE APPROACHING A 10% ON A SUBJECTIVE CRITERIA THAT THE BOARD WOULD DETERMINE AND THEN 10% ON THE DATA.
AND THEN FINALLY, STRATEGIC INITIATIVES, 30%.
AND AND WE REWARD THIS BASED ON OUR EVALUATION OF THE PROGRESS OF THE CHANCELLOR ON STRATEGIC INITIATIVES THAT HE WILL DEFINE FOR US AT THE BEGINNING OF THE CYCLE. SO THAT'S THE PROCESS IN THE DESIGN OF THE EVALUATION PROCESS THAT WE HAVE COME UP WITH THIS CYCLE.
THE NEXT FOUR SLIDES GO OVER EACH OF THESE AND A LITTLE BIT MORE DETAIL.
WELL, I APPRECIATE THAT, MR. CHAIR. SO AS YOU SEE ON THESE NEXT SERIES OF SLIDES, AS MR. RITTER SAID, IT DRILLS DOWN A LITTLE BIT FURTHER.
AND SO WE HAD SET WE START AT THE BOTTOM KIND OF WORK YOUR WAY UP.
WE SET A 3% GOAL TO TO TO GROW ENROLLMENT.
JOSEFIN TEAM HAS DONE ON ITS FACE, 3% MAY NOT SOUND LIKE MUCH, BUT WE REALLY SAW THIS IS A PRETTY SIGNIFICANT STRETCH GOAL TO BE ABLE TO GET TO IN THIS ENVIRONMENT POST PANDEMIC.
AND AGAIN, AS YOU WORK YOUR WAY FROM THE BOTTOM OF THE TOP, SOME OF THE STRATEGIES THAT WE'RE EMPLOYING TO TO TRY TO REACH THAT GOAL AND THEN OVER THE RIGHT GETS INTO WHAT TRUSTEE RITTER WAS TALKING ABOUT, SORT OF THE THE WEIGHTS AND ASSIGNMENTS AND VALUES OF SOME OF THOSE THINGS, DEPENDING ON HOW HOW WE DO SORT OF AS HOW I DO IN THE HITTING SOME OF THOSE GOALS.
AS YOU SEE AT THE TOP THERE, IF WE HIT THAT 3% TARGET, THEN FOR THIS PORTION OF THE PERFORMANCE ASPECT, THEN I WOULD BE ELIGIBLE FOR FOR THAT 100%.
AND THEN IT'S A CASCADING NUMBER ON DOWN.
VERY SIMILAR AS YOU'LL SEE IN THE NEXT FEW SLIDES FOR THE STAFF ENGAGEMENT AND LEADERSHIP.
THERE ARE KEY FUNCTIONAL AREAS THAT THAT WE WERE WE ARE WITHOUT THE FULL COMPLEMENT OF LEADERSHIP IN THOSE AREAS.
CERTAINLY AS TRUSTEE WAS MENTIONED A COUPLE OF TIMES, DOING THE EMPLOYEE ENGAGEMENT SURVEY IS GOING TO KIND OF GIVE US THE SENSE OF WHAT ARE PEOPLE'S HEADS ARE, HOW ARE WE DOING FROM FROM THEIR STANDPOINT.
BUT THEN OVER THIS NEXT YEAR, AS WE BUILD ALSO THE THE ELEMENTS AND FRAMEWORK OF A BEFORE PERFORMANCE MANAGEMENT SYSTEM THAT WE CASCADE ON DOWN THROUGH THE ORGANIZATION.
[00:15:03]
AND WE ALSO KNOW THAT TRAINING AND PROFESSIONAL DEVELOPMENT ARE TWO AREAS THAT WE'VE DONE QUITE A BIT OF, BUT WE NEED TO DO MORE OF. WE'VE DONE IT WITH OUR SENIOR LEADERSHIP TEAM.BUT AS TRUSTEE FLORES SAID EARLIER, YOU KNOW, WE HAVE A LOT OF NEW FOLKS THAT HAVE BEEN IN NEW ROLES, AND SO THEY HAVE BEEN JUST TRYING TO KEEP THINGS ON TRACK. BUT, YOU KNOW, STARTING WITH GETTING OUR HR PIECE IN PLACE THAT'S GOING TO HELP US SOME OF THOSE FOUNDATIONAL THINGS THAT WE DON'T FULLY HAVE IN PLACE YET.
BUT I KNOW THAT THAT'S GOING TO BE CRITICAL TO THE STAFF ENGAGEMENT PIECE.
THIS AS TRUSTEE SAID, THIS IS SUBJECTIVE.
THEN YOU'LL BE ASSESSING THOSE FOR THIS PORTION OF THE THE PERFORMANCE ASPECT.
SO PERSISTENCE, THIS ONE CERTAINLY WE DO HAVE SOME DATA ON SO.
SO WE SET A GROWTH RATE FROM FROM 1% FROM FALL TO SPRING, WHICH AGAIN, DOESN'T SOUND LIKE MUCH, BUT WE THOUGHT THAT THAT WAS REASONABLE, QUITE FRANKLY, AND STILL A STRETCH GOAL GIVEN THIS THIS ENVIRONMENT IN THE THE CHANGING NATURE OF SOME OF THE THINGS THAT OUR STUDENTS ARE DEALING WITH.
BUT AS WE LOOKED AT THAT FOR NEXT FALL, SET A 5% GROWTH THERE.
THOSE ARE ALL STRATEGIES TO HELP SUPPORT STUDENT PERSISTENCE.
AND WHEN I TALK ABOUT LEARNING THE BARRIER BUSTING BUSINESS, ALL OF THOSE THINGS WE'RE DOING TO HELP WITH THE WRAPAROUND ASPECT TO DEAL WITH THE LIFE ASPECTS THAT STUDENTS DEAL WITH, THAT'S WHAT THESE STRATEGIES WILL HELP WITH.
SOMETHING ON STRATEGIC INITIATIVES AND INNOVATION.
I WANT TO ENSURE THAT THAT WE AS AN INSTITUTION ARE TAKING SOME RESPONSIBLE RISKS.
BUT WE ARE PUSHING THE ENVELOPE.
WE ARE TRYING TO DO SOME THINGS DIFFERENT WITH ACADEMIC INNOVATION, WITH OPERATIONAL INNOVATION.
AND SO THIS IS AN AREA WHERE I THINK AS A NEW INSTITUTION, AS A NEW ORGANIZATION, WE HAVE A LOT OF OPPORTUNITY TO ENSURE THAT WE'RE BEING AS INNOVATIVE AS WE CAN.
AGAIN, WE CREATED SOMETHING HERE AT DALLAS COLLEGE THAT DOESN'T EXIST ANYWHERE ELSE IN THE COUNTRY.
WE LOOKED AT THE DIFFERENT PARTS FROM OTHER INSTITUTIONS.
WE TOOK WHAT WE IDENTIFIED AS THE BEST PARTS OF THAT TO PUT IN PRACTICE HERE.
NOW, AGAIN, DOES THAT MEAN WE'VE GOT IT ALL FIGURED OUT AND EVERYTHING'S WORKING GREAT? OF COURSE NOT. BUT THIS IS THE AREA WHERE I'M CERTAINLY PUSHING AND PUSHING OUR TEAM TO TO BE DOING THAT FORWARD LOOKING VIEW OF WHAT DO WE NEED TO BE DOING, NOT JUST TODAY, TOMORROW, BUT WHAT DO WE NEED TO BE DOING ON A ON A FUTURE FORWARD LOOKING BASIS? WHEN I WAS LOOKING AT THE STUDENT FOR SYSTEMS AND THIS IS THE GOAL INCREASE STUDENT PERSISTENCE BY 1% IN THE SPRING TO SPRING 2023.
SO WHAT MORE? SO WHAT I'M TRYING TO FIGURE OUT IS WHAT MUST WE'RE TALKING ABOUT? BECAUSE TO SAY IT'S 5% IN THE FALL OF 2023, YOUR CONTRACT RUNS THROUGH ALL THE SCHOOLS.
YES. OUR OUR CONTRACTS GO THROUGH ALL THIS.
SO THAT'S THAT'S AN INTERESTING NUANCE THAT YOU PICK UP ON THERE THAT COME.
SO IT IS COMPARING SPRING TO SPRING SEMESTERS AND FALL TO FALL SEMESTERS.
HOW WE'RE LOSING STUDENTS ARE PERSISTING FOR FALL TO SPRING.
SO IN THE SPRING WE'LL HAVE THAT DATA TO SEE IF WE MET THAT 1%.
AS WE LOOK AGAIN IN THE IN SPRING OF 2023, AS STUDENTS ENROLL AND STUDENTS ARE WITH US, WE WILL HAVE THE DATA TO SEE IF WE GREW BY 1% FROM FALL 2022 TO SPRING 2023.
DID THOSE STUDENTS PERSIST AT A LEAST A 1% GROWTH RATE? WE WILL HAVE THAT DATA IN THE SPRING.
[00:20:02]
OKAY. NOW, WHEN YOU SAY THE SPRING, WE'RE TALKING JANUARY THROUGH MAY.YES, MA'AM. THE SPRING SEMESTER.
WE WILL FULLY HAVE THAT YOU PICKED UP ON THE NUANCE OF INTO INTO THE NEW FISCAL YEAR.
SO SO THAT IS ONE WHEN WE FALL TO FALL, FALL 20, 22 TO FALL 2023.
I DON'T KNOW. SO I'M TRYING TO MAKE SURE I GOT THIS STRAIGHT IN MY HEAD 1% DURING THE SPRING AND THEN FROM THE SPRING THROUGH THE CLOSE.
WHETHER OR NOT IT'S CUT BACK TO THE ADDITIONAL 4%.
SO NOW INTO THE SPRING OF 2023.
SO HAVING PERSISTED AT A 1% RATE, DID WE KEEP THEM FROM FALL TO SPRING SEMESTER? AND THEN THE FALL NUMBER, THAT 5% IS FROM FALL TO FALL IS THE WAY WE'RE LOOKING TO 2022 TO 2020.
YES. OKAY, SO YOU'RE LOOKING AT A FULL 12 MONTHS.
ON THE SIDE. WHAT? WHY MAKE SUCH A EXPECTED INCREASE FROM THE ONE TO THE FIVE? AND WHY NOT? 1 TO 4 OR 1 TO 3 TO.
YEAH. SO THAT THAT REALLY IS TRYING TO PUSH OURSELVES AND TO PUSH THE TEAM FOR, FOR A STRETCH GOAL.
AND ONE IS THAT IS YOU HAVE MORE TIME BECAUSE IT'S A IT'S A IT'S A 12 MONTH TIME PERIOD VERSUS A.
FALL INTO THE SPRING SEMESTER TIME PERIOD.
AND THE OTHER PART IS, IS THAT THESE STRATEGIES AND THESE OTHER ELEMENTS THAT WE'RE PUTTING INTO PLACE BETWEEN NOW AND NEXT FALL, WE'RE GOING TO HAVE MORE TIME TO.
TO STABILIZE THOSE AND TO EVALUATE THOSE ALONG THE WAY.
SO WHAT I'M SAYING, I THINK THE PERSISTENCE INCREASE PROBABLY MERITS A GRADUATED REWARD VERSUS A SUCCESS OR A FAIL.
WHAT DOES AN INCREASE FROM THE BASELINE TO SIX EACH 1% INCREASE.
ACCRUED. THAT IS WHAT THE COMMITTEE TALKED ABOUT IS TO.
TO DO A GRADUATED YOU KNOW A VALUE FOR EACH PERCENTAGE RATE OF GROWTH RIGHT HERE ON SLIDE SEVEN OVER ON THE RIGHT SIDE SO IT'S 7% 16.7% OF THE AVAILABLE WORK IN THAT AREA.
SO IT'S MORE THAN IT'S STARTING TO OR 33.43%.
SO IT'S NOT ALL OR NOTHING, BUT STILL GETS A LOT OF TIME, YOU KNOW? YEAH. YOU GOT A CRUSH ON THE SPREADSHEET THAT YOU GAVE US.
DID THAT IDENTIFY? I'M TRYING TO REMEMBER WHAT THEY'RE BASED ON.
WELL, AND I THINK IT'S COMMENDABLE THAT THE CHANCELLOR DOES WANT TO STRETCH GOAL VERSUS PUTTING IN NUMBERS THAT WOULD GUARANTEE HIM GETTING THE FULL PERFORMANCE MONEY.
BUT BUT IN THE WHAT I CAN CALL APPRECIATE THOSE METRICS AND THOSE KPIS, I WANT TO ENSURE THAT WHAT WE'RE DOING IS ACHIEVABLE.
BUT THAT ACHIEVABLE DOESN'T ALWAYS MEAN EASY AND SO THAT WE ARE PUSHING OURSELVES AS AN INSTITUTION.
AND SO THAT'S WHAT MUCH OF THIS IS REFLECTING, THAT NOW THAT WE WILL BE PUSHING TOGETHER TO ENSURE THAT WE TRY TO MEET SOME OF THESE GOALS. NOW, ARE WE READY? SINCE YOU'VE GOT PERFORMANCE METRICS TIED INTO YOUR EVALUATION, ARE WE READY TO MOVE THAT ON DOWN THE ORGANIZATIONAL LINE YET OR WE'RE NOT? NOT YET.
AND AGAIN, PART OF IT ALSO GOES BACK TO TO OUR TO OUR HR CAPACITY.
[00:25:04]
I MEAN, WE'VE GOT GOOD FOLKS DOING GOOD WORK, BUT THESE ARE NEW THINGS WITH SOME NEW AREAS OF EXPERTISE THAT I'VE GOT TO GET SOME OF THAT THAT TALENT IN PLACE TO HELP PUT THOSE LITTLE ONES. COUPLE OF POINTS I WANT TO THANK AND RECOGNIZE OUR CHAIR, JERRY EARTH, FOR THE WAY HE CONDUCTED THE MEETING. IN AN ENVIRONMENT WHERE THE WORLD HAS CHANGED AS SIGNIFICANTLY AS HAS JUST TO JUST ASSIGN PURE NUMBERS TO THINGS THAT MAKE A LOT OF SENSE. AND, YOU KNOW, AND I'M MUCH MORE OF A DATA INFORMED THAN A DATA DRIVEN KIND OF A PERSON.AND I THINK WE'VE SAID IT SEVERAL DIFFERENT WAYS.
BUT TO RECOGNIZE THE CHANCELLOR'S LEADERSHIP IN TERMS OF PUTTING SOUND AT RISK.
BUT HE WANTS TO SET THAT EXAMPLE THAT YOU JUST YOU SAID TRUSTEE FOREST.
SO YOU KNOW THAT THE BALANCE BETWEEN WHAT THE NUMBERS CAN TELL US AND WHAT WE AS A BOARD WILL EVALUATE, I THINK WAS IT WAS A REFLECTION OF LEADERSHIP.
AND I REALLY APPRECIATE THAT AND APPRECIATE WHAT YOU'RE SAYING FROM FROM THE CHANCELLOR.
THANK YOU, PAULA. IT WAS A NICE WAY OF SAYING THAT HE, IN THE END OUTVOTED ME 2 TO 1 ON SEVERAL OF THE ITEMS. LEADERSHIP IS PROVIDED WITH LETTING US COME UP BECAUSE THERE'S A LOT OF THAT.
WE HAD A LOT OF DEBATE ON THIS STUFF.
YOU GOT TO BE A LITTLE LATER. DON'T REALIZE IT.
WELL, I WILL SAY THE COMMITTEE HAS WORKED VERY HARD ON THIS AND IT WILL GET EASIER.
THIS WILL GET EASIER AS AS WE BUILD IT.
BUT THIS YEAR WAS A LITTLE MORE OF A CHALLENGE.
SO IN STAFF ENGAGEMENT AND LEADERSHIP CAPACITY.
SO FOR MYSELF, THAT SAID THIS MORE THAN ONCE A FORMER EMPLOYEE AND WHAT THE WHAT THE WORK ENVIRONMENT WAS LIKE BACK THEN. AND WHAT I HEAR THAT THE WORK ENVIRONMENT IS LIKE NOW, IT DOES SEEM LIKE THERE'S BEEN MUCH CHANGE.
SO I KNOW THAT BACK THEN THE NEW CULTURE OF THE MONTH OR WHATEVER THAT TERM IS FLAVOR OF THE MONTH WAS TCU IN TOTAL QUALITY MANAGEMENT.
BUT A COUPLE AND I DON'T KNOW EVEN KNOW IF THAT'S STILL A THING.
BUT ONE OF THE GOOD THINGS ABOUT THAT WAS HAVING GROUND RULES WHEN EMPLOYEES MEET IN WORK TEAMS. AND ONE OF THE MOST EFFECTIVE TO ME WAS NO RANK IN THE ROOM, BECAUSE BACK THEN I WAS A SECRETARY, I CERTAINLY WASN'T AN ADMINISTRATOR, ETC.
AND BOY, I TOOK THAT WITH NO RANK IN THE ROOM LITERALLY.
LINES ARE JUST NOT BEING HEARD.
AND THEY'RE THE ONES IN A LOT OF RESPECTS CLOSEST TO THE ISSUE, BUT THEY'RE NOT BEING HEARD OR VALUED IS IS WHAT I'M HEARING. AND SO AS WE'VE GONE THROUGH THIS HUGE TRANSITION, WE JUST DON'T NEED THE SAME PRACTICES THAT WERE BARRIERS AMONG OUR STAFF TO CONTINUE. WE REALLY NEED CHANGE BY LEADERSHIP THAT THEN CASCADES ON DOWN TO USE.
I LIKE THAT TERM. SO CAN YOU SHARE WITH THE BOARD THE LEADERSHIP ACCORD THAT YOUR TOP LEADERSHIP SIGNED? CAN YOU SHARE THE SURVEY THAT THE STAFF IS GOING TO BE? I THINK IT'S OUT THERE NOW, RIGHT? YEAH, IT IS ACTUALLY CLOSED.
SO WE'LL BEGIN TO ASSESS SOME OF THAT DATA IN THE SPRING.
AND CAN YOU SHARE THE ACTION 22 STRATEGY 2022 STRATEGIES SO THAT, YOU KNOW, THIS IS ALL OPERATIONAL, BUT AS POLICY MAKERS WHO HAVE INVESTED A LOT OF TAXPAYER DOLLARS, I THINK THERE'S A PLACE FOR US TO ALSO GIVE INPUT ON WHAT OPERATIONAL WE SHOULD CONSIDER TO HOPEFULLY GET THE BEST PERFORMANCE OUT OF EMPLOYEES.
AND DEFINITELY THEN THAT WOULD END UP IN THE ENROLLMENT AND PERSISTENCE OF STUDENTS.
SURE. WELL, YOU MENTIONED THE LEADERSHIP AWARD BECAUSE THAT REALLY DID START WITH THE EFFORT WITH ME AND THE LEADERSHIP TEAM COMING TOGETHER, IDENTIFYING HOW DO WE DO THIS WORK TOGETHER? HOW DO WE SET THE GROUND RULES? AND BEING ABLE TO DO THAT WORK TOGETHER, HOW DO WE CALL EACH OTHER OUT WHEN WE NEED TO TO ADDRESS THAT?
[00:30:05]
SO LET ME GIVE REFERENCE.THAT WAS LAST WEEK IN THIS ROOM WITH THE EXPANDED LEADERSHIP TEAM.
THAT'S WHAT WE STARTED WITH WAS THE LEADERSHIP CORP.
HOW ARE WE DOING? WHERE WHERE DO WE NEED TO DO BETTER? AND THE INTENT IS, IS THAT THAT DOES CASCADE ON DOWN THROUGHOUT THE ORGANIZATION.
SOME OTHER AREAS IT NEEDS TO GO A LITTLE BIT DEEPER.
BUT THAT WAS THAT WAS THE BEGINNING TO SAY WE NEED TO OPERATE DIFFERENTLY IN HOW WE CONDUCT OURSELVES TO DO THE BUSINESS THAT WE NEED TO DO TO MEET THESE GOALS IN THESE METRICS. THE EMPLOYEE ENGAGEMENT SURVEY CERTAINLY, AS I SAID, WILL COME BACK IN THE SPRING WITH WHAT WE FOUND AND WHAT THE RESULTS ARE THAT COME OUT OF THAT.
AND THEN THE ACTION 2022 PIECE, MUCH OF THAT WAS IN RESPONSE TO OUR LISTENING TOURS AND OTHER THINGS THAT WE'D HEARD PREVIOUSLY FROM EMPLOYEES THAT THAT'S ABOUT TO TURN INTO ACTION 2023.
AND SO CERTAINLY I'LL SHARE ALL THEM WELL, AND THEN I DON'T KNOW WHAT WAS IN THE SURVEY THAT YOU USE OR CAN SURVEY OUT THERE, AND MAYBE IT TWEAKED IT, BUT FOR THE NEXT YEAR, AND I DON'T KNOW IF YOU CAN, SINCE THIS IS GOING TO BE BASELINE ONE OR MAYBE GOING TO BE A SUPPLEMENT TO THE BASELINE ONE, INCLUDE THE LEADERSHIP ACCORD POINTS IN FOR EMPLOYEES TO SAY, YES, MY TEAM IS DOING WELL IN THIS AREA OR WE CAN IMPROVE OR WHATEVER, BECAUSE HOW ARE YOU GOING TO KNOW? HOW ARE YOU GOING TO EVALUATE YOUR LEADERSHIP IN TERMS OF USING THE STANDARDS IN THE LEADERSHIP REPORT? WHO WHO DO YOU GET INPUT FROM? HOW DO YOU MONITOR THAT, ETC.? WELL, YOU CAN JUST AGGREGATE THIS AGGREGATE OR SURVEY BY ORGANIZATION.
SURVEY. THE SURVEY WILL HELP INDICATE SOME OF THAT AND CERTAINLY INTENT, AS WE DO THE NEXT VERSION OF THE SURVEY, AND WE WILL HOLD THAT AS CLOSE AS WE CAN TO THE PREVIOUS ONE FOR THE REASON WE JUST SAID THAT WE CAN WE CAN CERTAINLY HAVE BASELINE DATA, BUT WE WILL LOOK TO SEE IF SOME OF THE ELEMENTS YOU JUST SAID, IF THERE ARE GAPS ON HOW WE COULD LEARN NEW THINGS ARE A PART TWO OF THE SURVEY BECAUSE AGAIN, HOW DO YOU REALLY GET THE INPUT THAT YOU NEED FROM ALL LEVELS OF THE ORGANIZATION? ON IF LEADERSHIP AT ALL LEVELS OF THE ORGANIZATION ARE ABIDING BY THE LEADERSHIP RECORD STANDARDS.
NOW, THAT BEING SAID, IS THAT AN EXPECTATION NOW OF ALL LEVELS OF THE ORGANIZATION TO ABIDE BY THESE LEADERSHIP STANDARDS? YES, MA'AM. WELL, I THINK THEN THERE SHOULD BE AN ADDENDUM TO THE SURVEY SO WE CAN GET BASELINE YEAR ON YEAR.
THAT CAN BE AN IMPORTANT CONSIDERATION FOR NEXT YEAR SURVEY.
WHATEVER DATA COLLECTION AND ANALYSIS, BOARD RETREAT AND STRATEGIC DIRECTION BASED ON THE PRIORITIES.
HOW DOES THIS PROCESS EVOLVE NEXT? AND WE'VE GOT DATA WE WANT TO LOOK AT.
HAVE WE GOT A GOOD AGREEMENT ON IT? WHAT ARE WE GOING TO PUT IN THE REVIEW? WHAT STAYS OUT? DO WE HAVE THE RIGHT TYPES OF DATA FOR THE STRATEGIC PRIORITIES, ALL OF THE STRATEGIC PRIORITIES IN THE BOARD, OR WHAT ELEMENTS DO WE NEED TO RETAIN THE SUBJECTIVE COMPONENT AROUND? AND THEN AND THEN THE STRATEGIES FOR PERFORMANCE IMPROVEMENT.
I MEAN, THIS IS MORE OF A ORGANIZATIONAL LEADERSHIP ISSUE FOR THIS GUY.
YEAH, THAT'S JUST YOU PROVIDE TO US WHATEVER.
AND THE BOARD'S PART IS THAT METAL THAT WE NEED TO BE LOOKING AT.
YES. NOW MY QUESTION BECOMES, AND I HAD ALREADY BEEN ASKED A LOT ABOUT THIS AND LOOKING AT IF WE HAVE THAT RETREAT AGENDA, WHERE ARE WE GOING TO HAVE OUR DATA THAT WE NEED TO.
BUT I MEAN, THAT'S MY CONCERN AT THIS POINT.
I'LL ANSWER THAT AND SAY PROBABLY NOT.
BUT THAT'LL HELP US SET AND BRING BACK WHAT WE NEED TO BE BRINGING BACK.
AND THAT IS IT. AND THEN AS IT RELATES TO AS TRUSTEE, VITTER SAID, AS IT RELATES TO THE PERFORMANCE ASPECT, THAT'S REALLY LOOKING THAT MIDDLE PART IS LOOKING AND CONTEMPLATING IF THE BOARD MADE SOME CHANGES IN THEIR STRATEGIC PRIORITIES.
HOW WOULD THAT IMPACT 2324? SO THE NEXT YEAR I'M CONCERNED AND LIKE I SAID, I WAS GOING TO TALK TO HER A LITTLE ABOUT THIS BEFORE I LEFT, WHAT OUR
[00:35:02]
TIMELINE WAS TO BRING THE SAVINGS THAT WE HAD BECOMES DELOITTE.AND IF THAT DATA IS GOING TO BE AVAILABLE FOR US TO CONSIDER IT FOR THE BOARD SURVEY IN APRIL.
AND ON THE ONE WHERE WE WANTED TO SURVEY THE SECOND LOW POINTS, THOSE. SO THE ACT THE BOARD SELF ASSESSMENT WILL BE COMPLETE BY JANUARY 24TH.
AND ACTUALLY I HAVE A PACKET FOR YOU TO DISCUSS.
AND SO I DO HAVE ALL THE COMPONENTS.
AND WE MY GOAL IS TO HAVE THE SECOND AND THIRD LEVEL COMPONENT SURVEYS FOR THE EMPLOYEES THAT YOU'RE REQUESTING READY FOR THE JANUARY 24TH.
AND WHAT'S BEING PROPOSED HERE AS PART OF THE CHANCELLOR'S PERFORMANCE REVIEW IS A SEPARATE SURVEY OF HOW WE EVALUATE THE CHANCELLORS AND THE CRITERIA THAT WE'RE DEFINING TODAY.
OKAY. WELL. WELL, I WAS GOING.
I KNOW WHAT YOU'RE TALKING ABOUT.
WHATEVER. BUT WHEN YOU HAD THAT ON BOARD RETREAT AND STRATEGIC DIRECTION, I SOUGHT TO MAKE SURE WE HAD ALL THE DATA THAT WE HAD SAID WE WANTED TO LOOK AT FOR THAT RETREAT.
I THINK THAT'S GOOD, AND I WOULD SUGGEST THE CHANCELLOR AND THE BOARD CHAIR TAKEN UNDER ADVISEMENT THE AGENDA FOR THAT RETREAT AND GET SOME INPUT FROM PEOPLE AS TO WHAT THEY'RE EXPECTING AND HOW THAT RETREAT WILL BE CONDUCTED.
YEAH, YEAH. WE HAD WE WERE WE HAD TALKED ABOUT THE AGENDA FOR THAT DAY, BUT WHAT WE WENT THROUGH AND I DIDN'T SAY A PROBLEM WITH THAT, BUT THE FACILITATOR THAT WE USE FOR THAT DAY TO GIVE THAT PERSON WHAT OUR GOALS WERE AND WHAT WE'RE GOING.
BECAUSE THEY HAVE HELPED US DEVELOP THAT AGENDA AND HOW WE GET FROM A TO C, AND THEN THE OTHER GIRL'S GOT SOME SOME THOUGHTS THAT WE CAN CERTAINLY TALK ABOUT.
DO YOU GUYS HAVE ANY OTHER QUESTIONS ON THE TRANSFER EVALUATION PROCESS? THE ONE CLOSING COMMENT I'LL MAKE BEFORE WE GO INTO CLOSE SESSION IS THAT THE THE WORDS OF CASCADE AND LEADERSHIP HAVE COME UP OVER AND OVER AND OVER AGAIN. AND YOU KNOW AS WELL AS THE FACT THAT WE'VE GOT SOME CAPACITY RESTRAINTS IN OUR AIR ORGANIZATION RIGHT NOW BECAUSE WE DON'T YOU KNOW, WE'RE IN A SEARCH FOR AN H R LEADER AND THERE'S A LOT OF OTHER STUFF GOING ON THERE THAT SUGGESTS THAT PERHAPS HOW THIS GETS ROLLED OUT, HOW PERFORMANCE MANAGEMENT GETS ROLLED OUT THROUGHOUT THE ENTIRE ORGANIZATION, IS SOMETHING THAT'S GOING TO BE VERY MUCH IN FRONT OF US NOT ONLY NEXT YEAR, BUT FOR THE NEXT YEAR OR TWO GOING FORWARD.
AND AND ONE OF THE THINGS THAT I'VE HEARD LOUD AND CLEAR IN DISCUSSIONS ABOUT PERFORMANCE REVIEW THROUGHOUT THE DALLAS CONVERSATION IS THAT WE HAVE TO BE VERY THOUGHTFUL ABOUT IT BECAUSE THERE ARE BIG DIFFERENCES IN TERMS OF HOW YOU EVALUATE PEOPLE IN STAFF FUNCTIONS AND HOW YOU WOULD EVALUATE FACULTY AND INSTRUCTION.
BUT I WOULD HOPE AND IT'S THAT THAT IF YOUR NAME APPEARS ON PAGE TWO OF THE ANNUAL COMPREHENSIVE FINANCIAL REPORT, THAT MAYBE BY THE BEGINNING OF THE NEXT BUDGET CYCLE, THERE COULD BE SOME NOTION OF WHAT PERFORMANCE MANAGEMENT LOOKS LIKE FOR THE LEADERSHIP OF THIS ORGANIZATION AND THE TOP LEADERSHIP.
THAT MAY NOT BE AN UNREASONABLE GOAL.
SO WE KNOW WHAT THE BOARD LOOKS LIKE.
WE HAVE WE HAVE VISIBILITY TO THAT.
[00:40:03]
THEY ARE EQUITABLE AND FAIR.YEAH, WE HAVE TO PICK THE RIGHT METRICS FOR THE VARIOUS ROLES AND FUNCTIONS THAT WE HAVE.
[6. Executive Session]
EMPLOYMENT, EVALUATION ASSIGNMENTS AND DUTIES OF OFFICERS, EMPLOYEES, REAL ESTATE OR SECURITY.AND SO THEY HAD SOME OF THESE.
YES. YES. YOU RECEIVED AN EMAIL FROM CARLA LAST NIGHT? OH, THAT'S FINE. LAST NIGHT.
YEAH. YEAH. OKAY. IT'S IN THERE, ALONG WITH THE UPDATED AUDIT.
SO. OKAY, WELL, WE'LL GO TO CLOSED SESSION AND WE'LL RETURN TO THE CONCLUSION OF CLOSED SESSION.
TOGETHER WE RETURNED EVERY OTHER SESSION AND AT THIS TIME A CHANCE FOR PERFORMANCE REVIEW
COMMITTEE OF THE BOARD OF TRUSTEES IS NOW ADJOURNED.
* This transcript was compiled from uncorrected Closed Captioning.