[00:00:03]
OKAY. WE WILL GO AHEAD AND GET STARTED WITH OUR RETREAT.
[1. Roll Call - Announcement of a Quorum]
I DO CONFIRM THAT WE HAVE A QUORUM PRESENT OF THE BOARD IN ACCORDANCE WITH CHAPTER FIVE FIVE, ONE OF THE TEXAS OPEN MEETINGS ACT.MEMBERS OF THE PUBLIC WHO HAVE FOLLOWED THE INSTRUCTIONS ON THE DALLAS COLLEGE BOARD OF TRUSTEES WEBSITE FOR REGISTERING TO SPEAK DURING THE PUBLIC COMMENT PORTION WILL BE GIVEN 5 MINUTES TO SPEAK.
THIS WORK SESSION MEETING IS BEING BROADCAST OVER THE INTERNET IN AUDIO RECORDING, AND A TRANSCRIPT OF THIS MEETING ARE BEING MADE AND 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]
CHANCE TO CONFIRM THIS MEETING HAS BEEN POSTED IN ACCORDANCE WITH THE LAW.I CERTIFY THAT THIS MEETING HAS BEEN POSTED ACCORDING TO SECTION 551.05 FOR TEXAS GOVERNMENT CODE.
FOLLOWING THAT, DO WE HAVE ANY CITIZENS DESIRING TO ADDRESS THE COURT TODAY? WE DO NOT HAVE ANY. AND SO WITH THAT, I WOULD LIKE TO WELCOME EVERYONE AND THANK YOU FOR ATTENDING TODAY'S WORK SESSION, WHICH WILL BE MORE OF A BOARD RETREAT.
BENJAMIN, IF YOU HAVE NOT MET HER BEFORE.
CHAIR OF THE CEO, BOARD AND ON NUMEROUS ACCREDITATION VISITING TEAMS. SHE HAS VAST EXPERIENCE AT THE STATE AND NATIONAL LEVEL IN THE HIGHER EDUCATION LANDSCAPE.
SO WITH THAT, I'D LIKE TO PASS THE BATON.
THE ISLAND INTENT OF THE DAY IS IS DIFFERENT THAN NORMAL.
AND SO JUST APPRECIATE THE SPIRIT IN WHICH YOU'RE ENGAGING IN THIS WORK.
BENJAMIN HELP HELP LEAD US AND GUIDE US THROUGH THAT.
DR. BEN, WE'RE GLAD YOU'RE HERE. THANK YOU VERY MUCH.
AND I WANT TO FIRST EXPRESS MY APPRECIATION FOR BEING ASKED TO ATTEND.
I THINK TRUSTEE COMPTON IS RESPONSIBLE FOR THAT.
I AM A FORMER EMPLOYEE OF DALLAS COLLEGE.
I STARTED MY COMMUNITY COLLEGE CAREER HERE, SO I AM MOST GRATEFUL FOR THAT OPPORTUNITY.
THAT IS WHY I BECAME WHO I AM TODAY.
I STARTED HERE IF I HAD NEVER BEEN HIRED AT C VALLEY COLLEGE.
WHO KNOWS WHAT HAVE HAPPENED, WHAT WOULD HAVE HAPPENED.
SO IT'S A THRILL ACTUALLY, TO BE HERE.
AND I WANT TO THANK EACH OF YOU.
I'VE TALKED TO YOU ON THE PHONE OR YOU HAVE SENT ME BY EMAIL YOUR RESPONSES TO SOME QUERIES.
AND I'M HOPING TRUSTEES THAT YOU SEE SOMETHING THAT YOU SAID TO ME REFLECTED IN THAT AGENDA.
[4. Meeting Outcomes and Agenda Review]
SO WE'RE OFTEN GETTING STARTED THIS MORNING.AND SO I HAVE HERE JUST A STATEMENT.
THIS IS WHAT I CONSIDER TO BE.
AND YOU CAN CHIME IN AND TELL ME IF I'M WRONG.
THE PURPOSE OF YOUR RETREAT AND I HEARD A BIT OF IT TO GIVE YOU AN OPPORTUNITY TO ENGAGE IN CONVERSATION AND ACTIVITIES IN A RELAXED, LESS INFORMAL ENVIRONMENT THAN YOUR REGULAR MEETING STRUCTURE.
AND SO TO GIVE YOU TIME TO THINK SOME BIG THOUGHTS, TO DO SOME REFLECTING AND TO TALK ABOUT THE FUTURE OF DALLAS COLLEGE, WOULD YOU AGREE THAT THAT'S WHY WE ARE HERE TODAY TO GIVE YOU THIS TIME? OKAY, THANK YOU. I SEE SOME HERE TONIGHT AND SO BASED ON MY CONVERSATIONS WITH YOU, I CAME UP WITH TEN OUTCOMES THAT WE EXPECT TO GET TO TODAY AND WE'LL KIND OF REFLECT AT THE END TO SEE IF WE GOT TO ALL OF THOSE.
THE SECOND TO DEVELOP A COMMON UNDERSTANDING OF BOARD ROLES AND RESPONSIBILITIES TO BETTER UNDERSTAND AND TO HAVE A BETTER UNDERSTANDING OF AND RELATIONSHIP BETWEEN AND AMONG YOU AS BOARD MEMBERS TO DEVELOP MUTUAL GOALS AND PRIORITIES FOR THIS YEAR 2023 BETWEEN THE BOARD AND THE CHANCELLOR
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TO HAVE A CLEAR UNDERSTANDING OF THE CURRENT STATE OF THE COLLEGE AND WHAT REMAINS TO BE DONE TO ACHIEVE THE GOALS OF THE REORGANIZATION.BECAUSE YOU'VE BEEN THROUGH A HUGE, HUGE CHANGE IN YOUR ORGANIZATION AND IT'S HAVING AN IMPACT.
AND SO SOME DISCUSSION AROUND THAT.
AND THE SIXTH FOR NEWER TRUSTEES BECAUSE YOU HAVE TWO NEWER ONES.
WHY IN THE WORLD DO YOU DO THIS? YOU VOLUNTEERED, YOU RAN FOR OFFICE.
AND SO WE WANT TO UNDERSTAND SOME OF THAT.
AND THEN THE NINTH ONE PLAN FOR FOLLOW UP ACTIONS FOR THE RETREAT.
AND THEN FINALLY PLANS AND IDEAS FOR IMPROVEMENT REGARDING YOUR SELF ASSESSMENT RESULTS.
DID I MISS ANYTHING? THAT'S HUGE. AND I REALLY DID TRY TO DEVELOP AN AGENDA THAT WILL GET ALL OF THAT.
SO I KNOW THIS IS NOT KINDERGARTEN, BUT I HAVE SOME GROUND RULES AND I HOPE YOU AGREE WITH THESE.
BUT IN ORDER FOR US TO HAVE A GOOD CONVERSATION, I THINK WE NEED TO HAVE SOME GROUND RULES.
AND HERE THEY ARE. THAT YOU LISTEN TO EACH OTHER AS AN ALLY.
SEE THIS AS AN OPPORTUNITY TO LEARN.
AND FOR YOU AS A GROUP, TO PLAN EFFECTIVELY AS A DISTRICT FOR THE DISTRICT.
AND THAT'S WHERE THE DIVERSITY COMES IN.
AND SOMETIMES IT'S ESPECIALLY CHALLENGING WHEN IT GETS TO DIVERSITY OF THOUGHT.
BUT I ABSOLUTELY LOVE DIVERSITY OF THOUGHT BECAUSE THAT'S WHERE YOU GET THE TENSION.
WE NEED TO JUST ACCEPT WHERE WE ARE AND SEE WHAT WE CAN GET TO COMMON GROUND.
AND THEN FINALLY, THIS IS AN IMPORTANT ONE THAT WE'VE JUST HAD TO ADD IN THIS AGE OF TECHNOLOGY, AND THAT IS TO BE PRESENT IN SO TEMPTING TO MULTITASK, TO BE ON OUR COMPUTERS AND OUR CELL PHONES AND ALL OF THAT.
PLEASE DON'T USE YOUR PHONE TO CHECK EMAILS WHILE WE'RE IN DISCUSSION.
IS THERE ANYONE WHO CANNOT LIVE WITH A SINGLE ONE OF THOSE? WE'LL JUST TAKE IT OFF. DO THEY MAKE SENSE TO YOU? YES. OKAY.
ALL RIGHT. SO I'LL CALL YOU ON THEM.
I'M JUST GOING TO TELL YOU. SO YOU JUST AGREED.
[5. Opening Activity: Board Member Relationship Building]
ALL RIGHT, SO THIS FIRST ONE, WE'RE GOING TO GET INTO GETTING TO KNOW YOU BETTER PART.AND SO YOU'RE GOING TO GET 5 MINUTES.
I'M GOING TO USE A TIMER ON MY PHONE AND YOU HEAR A BELL GO OFF.
THEN YOU'LL KNOW THAT YOU USED TOO MUCH TIME.
WHAT I WANT YOU TO DO, AND YOU CAN DO THIS IN ANY ORDER, IS TO SHARE SOMETHING ABOUT YOURSELF WITH THIS GROUP THAT YOU THINK THAT YOU WANT YOUR COLLEAGUES TO KNOW ABOUT YOU, AND ALSO INCLUDE IN THAT WHY YOU CHOSE TO BE ON THIS BOARD.
WHY ARE YOU BRAND? WHY ARE YOU EXPOSE YOURSELF TO THE PEOPLE AND THE PEOPLE ELECTED YOU? WHAT ARE YOUR MOTIVATIONS FOR SERVICE? SO ANY ONE OF YOU CAN START.
I WOULD SAY A PRODUCT OF DALLAS.
I WAS BORN AND RAISED HERE IN THE CITY.
I WAS THE DAUGHTER OF IMMIGRANTS FROM MEXICO.
MY PARENTS CAME HERE THE YEAR BEFORE I WAS BORN.
SO I HAVE LEFT THE CITY BECAUSE THIS IS WHERE I WAS RAISED.
AND SO I HAD TO LIVE AN UNDOCUMENTED LIFE BECAUSE THEY WERE UNDOCUMENTED.
SO I FEEL LIKE THAT'S A PERSPECTIVE I.
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SO THEY THEY SHARE IN THAT LIFE.I WENT TO THE SCHOOLS UNTIL EIGHTH GRADE.
SO I'M VERY FAMILIAR WITH OUR SCHOOL DISTRICT, OUR BIGGEST SCHOOL DISTRICT PARTNER.
I WENT TO AND I WENT TO HOCKADAY, I WENT TO U AND TECH.
PART OF THE REASON WHY I WENT TO A STATE PUBLIC LAW SCHOOL WAS BECAUSE OF FINANCIAL AID.
THAT'S WHERE I COULD AFFORD TO GO AND NOT GRADUATE WITH A BUNCH OF DEBT.
AND SO WHEN I TRY AND MAKE DECISIONS, THAT'S THE LENS THAT I'M ALWAYS GOING TO USE.
YES. SO I'VE BEEN ON THE BOARD FOR, I CAN'T REMEMBER, 25, 26 YEARS.
BUT WHAT MOTIVATED ME, I WAS AN EMPLOYEE OF DALLAS COLLEGE FOR TEN YEARS.
AND AT THAT TIME, WHICH WAS 89.
NO, NOT TO BE USED FOR FROM 89 TO 95.
AND SO THE LATINO COMMUNITY WOULD COME TO THE BOARD MEETINGS WANTING MORE REPRESENTATION IN FACULTY, STAFF, ADMINISTRATORS, CULTURAL PROGRAMING AT THE SCHOOLS, ETC..
AND SO THE CHANCELLOR AND THE BOARD MEMBERS, ETC., WOULD COMMIT.
YES, YES, YOU KNOW, WE WILL DO THAT.
AND SINCE I WORKED IN THE SYSTEM, I KNEW IT WAS SO SO WHEN I HAD THE OPPORTUNITY TO TAKE ANOTHER POSITION AND THEN THE THE SEAT IN MY DISTRICT BECAME OPEN, I DECIDED TO RUN FOR THE BOARD AND I WAS ELECTED.
AND SO EVER SINCE THEN, I REALLY PUSHED ON DIVERSITY, EQUITY AND INCLUSION FOR ALL COMMUNITIES.
NOW, WE STILL HAVE LIP SERVICE IN SEVERAL AREAS.
AND SO I AM ORIGINALLY FROM A SMALL TOWN ON THE SOUTHEAST COAST OF TEXAS.
UNFORTUNATELY, WHEN I WENT TO COLLEGE, THERE WAS NO ONE THERE TO GUIDE ME.
AND MY MOTHER WENT TO THE 11TH GRADE SO THEY COULDN'T GUIDE ME IN TERMS OF WHAT TO DO AT ALL.
SO I HIT COLLEGE, WHICH WAS AT TEXAS, AND I KINGSVILLE, NOT KNOWING WHAT A CREDIT HOUR WAS, NOT KNOWING WHAT THE PLAN WAS, AND NOBODY REALLY CARING AT THE INSTITUTION TO GUIDE ME.
SO I DELIBERATELY TOOK A JOB AT DALLAS.
WHAT WAS THAT? AT THE HEADQUARTERS OFFICE? BECAUSE EL CENTRO COLLEGE WAS ACROSS THE STREET AND DURING LUNCH I COULD TAKE AT LEAST ONE COURSE AT THE TIME.
BUT ANYWAY, SO I'M HERE FOR THAT.
ONCE YOU HAVE A COLLEGE EDUCATED PERSON, TYPICALLY WHEN YOU HAVE A COLLEGE EDUCATED PERSON AND FAMILY, THEN NEW GENERATIONS TO COME WILL FOLLOW THAT PATH WHEN IF NOT, THEN YOU HAVE GENERATIONAL EITHER POVERTY OR LOW TO MIDDLE INCOME FAMILIES VERSUS THE.
I'M GOING TO ROUND HERE. EVERYBODY KNOWS BITS AND PIECES OF PRETTY MUCH OUR LIFE STORY. SCUSE ME.
BUT I HAVE BEEN INVOLVED IN POLITICS IN SOME WAY SINCE I WAS A TEENAGER.
I WORKED FOR A COLLEGE DISTRICT OFF AND ON FOR ABOUT 17 OR 18 YEARS.
AND ONE OF THE BREAKS IN BETWEEN THERE, I WAS OFFERED A JOB AT THE DALLAS BLACK CHAMBER OF COMMERCE IN THE MID EIGHTIES, AND I WENT TO WORK FOR THEM INITIALLY AS THEIR OFFICE MANAGER,
[00:15:07]
BUT IT OPENED A WHOLE NEW WORLD FOR ME BECAUSE WHEN YOU WORK IN A COLLEGE ENVIRONMENT, TO ME THAT IS TYPE OF A SORT OF PROTECTED ENVIRONMENT.SO WHEN I WENT TO WORK FOR THE BLACK CHAMBER, IT OPENED A LOT OF DOORS AND GAVE ME THE OPPORTUNITY TO DO A LOT OF THINGS, MEET A LOT OF PEOPLE THAT IF I HAD CONTINUED TO WORK FOR THE COLLEGE DISTRICT AND NEVER TAKEN THAT BREAK, IT NEVER WOULD HAVE HAPPENED.
I HAVE TWO DAUGHTERS, FIVE GRANDDAUGHTERS, AND NOW I'VE GOT FIVE GREAT GRANDKIDS, THREE GIRLS, YOU KNOW, THREE BOYS AND TWO GIRLS.
BUT ANYWAY, ONE OF THE THINGS THAT I KNOW FOR SURE, I WORKED AND PUT MYSELF THROUGH COLLEGE, WHICH GIVES YOU AN APPRECIATION FOR EDUCATION.
SO I KNOW THAT EDUCATION CHANGES LIVES.
THE LAST JOB I HAD WORKING FOR THE COLLEGE DISTRICT I WAS HANDLING IN MINORITY BUSINESS PROGRAM.
SO I HAD GOTTEN VERY ENTRENCHED INTO THAT WORLD, HELPING MINORITY BUSINESSES AND WORKING WITH THEM, ESPECIALLY HAVING WORKED FOR THE BLACK CHAMBER.
AND ONE OF THE THINGS THAT I REALIZED OVER ALL THE YEARS AND ALL OF THE EXPERIENCES THAT I'VE HAD IS THAT IF YOU REALLY WANT TO AFFECT CHANGE, THAT YOU REALLY NEED TO BE ON THE POLICY LEVEL.
SO THAT WAS INITIALLY WHAT MADE ME DECIDE TO RUN FOR THIS PARTICULAR SEAT.
I KNEW I WANTED TO DO SOMETHING IN POLITICS.
I JUST WAS NOT SURE EXACTLY WHAT IT WOULD BE.
BUT THIS WAS A PERFECT FIT FOR ME, ESPECIALLY SINCE I KNEW THE WEAKNESSES AND THE STRENGTHS OF THE MINORITY BUSINESS PROGRAM THAT THE COLLEGE DISTRICT HAD IN PLACE.
SO THAT'S HOW I ARRIVED ON THIS BOARD.
I'VE HAD, YOU KNOW, AND I'M AT THE AGE NOW WHERE I THINK BACK OVER SOME OF THE THINGS THAT I'VE DONE OVER THE YEARS AND I'VE HAD A LOT OF DIFFERENT JOBS DOING A LOT OF DIFFERENT THINGS.
AND I DON'T THINK A LOT OF PEOPLE KNOW THIS, AND I'M JUST GOING TO SHARE THIS AND THEN I'LL SHUT UP.
BUT I THOUGHT ABOUT HOW PEOPLE DON'T KNOW THAT I WORKED AT ONE TIME AS A DRESSER FOR PROFESSIONAL MODELS FOR THE KIM DOTSON AGENCY.
A FRIEND OF MINE COORDINATED FASHION SHOWS FOR DIFFERENT DESIGNERS.
SO SHE ASKED ME ONE DAY SHE NEEDED SOME HELP AND SHE SAID, YOU WANT TO WORK FOR ME AND WORK AS A DRESSER? I SAID, WELL, WHAT DO I HAVE TO DO? SHE SAID, OH, I SEE. I SHOW YOU WHAT TO DO.
SHE SAID, YOU WORK ABOUT 2 HOURS, TWO AND A HALF HOURS, AND I'M GONNA PAY YOU $250.
I STOPPED ME. AND THAT WAS SO THAT WAS ONE OF THE UNUSUAL THINGS THAT I'VE DONE, YOU KNOW, OVER THE YEARS AND SO FORTH. INTERESTED IN WORKING FOR MODELS.
AND ONE OF THE THINGS THAT I REMEMBER, I WORKED THIS FASHION SHOW WITH YOU, A MALL, AND WE WERE IN A LITTLE TENT, MAYBE ABOUT AS BIG AS THIS AREA, AND IT WAS 40 OR 50 PEOPLE IN THAT TENT.
AND EVERYBODY HAD TWO MODELS THEY WERE HELPING.
BUT AND THIS IS THE LIGHT IN THE MOOD, WHATEVER.
AND SHE TOLD ME, SHE SAID, YOU KNOW, I FEEL LIKE I'M IN A BAD CARTOON.
SO, YOU KNOW, THAT HAPPENS OR WHATEVER, BUT IT LIGHTENS YOUR LIFE.
BUT, YOU KNOW, IN A NUTSHELL, THAT'S.
BUT, YOU KNOW, ONE OF THE THINGS THAT I'VE ALWAYS BELIEVED WORK IS WORK.
A STRAIGHT PERSPECTIVE AS TO WHAT THE PURPOSE OF THIS EXERCISE REALLY WHATEVER.
[00:20:03]
AND, YOU KNOW, MY GRANDMOTHERS ALWAYS TOLD ME, YOU KNOW, AS LONG AS YOU MAKE THAT EXTRA DOLLAR, IT DOESN'T MATTER, YOU KNOW, WHAT YOU DO.AND I'VE ALWAYS BEEN ONE OF THOSE PEOPLE.
YOU PAY ME ENOUGH TO PUT ME IN A CLOSET AND I'M FINE.
WORK THIS WORK. BUT I'M GLAD TO BE ON THE BOARD.
SO. EXCELLENT. THANK YOU SO MUCH.
SO THAT MODEL EXPERIENCE, THAT'S WHY YOU'RE SO FLY TRUSTEE CONTACT.
I TRIED, BUT THIS TIME IN THE GENES.
YOU KNOW WHAT I MEAN? I HEAR YOU.
IT JUST COMES NATURALLY TO YOU.
ALL RIGHT. WHO'D LIKE TO BE NEXT, PLEASE? THANK YOU FOR THAT LEVITY.
BUT I AM INTERESTED IN THE COLLEGE BECAUSE OF ITS MISSION AND EDUCATION.
I GREW UP IN THE EAST COAST AND MY MOM WAS A SCHOOL TEACHER.
MY DAD WAS A UNIVERSITY ADMINISTRATOR AND I GREW UP IN A PLACE CALLED COLUMBIA, MARYLAND, WHICH IS RIGHT BETWEEN BALTIMORE, WASHINGTON, WHICH STARTED IN THE 1960S.
AND IT WAS A PLANNED COMMUNITY, A UTOPIAN COMMUNITY.
AND SO THAT GOT ME REALLY INTERESTED GROWING UP THERE AND IN CITIES AND URBAN PLANNING AND STATE AND LOCAL GOVERNMENT AND AND I KNEW THAT I WANTED TO HAVE A CAREER AROUND BUSINESS AND LAW AND PUBLIC POLICY.
AFTER I'D GONE TO LAW SCHOOL AND AND WORKED AT THE LEGISLATURE THERE.
AND THE REASON I CAME TO TEXAS, IT WAS A TIME OF URBAN COWBOY PICKUP TRUCKS, LONG NECKS, I MEAN, THAT WHOLE TEXAS THING AND, YOU KNOW, GET AWAY FROM WASHINGTON AND THE BELTWAY AND ALL THAT.
BUT I THOUGHT I'D GO BACK AND I NEVER DID.
AND BRANT SUGGESTED MOVING TO DALLAS AND GO TO A BIG CITY, GET ESTABLISHED, AND THEN, YOU KNOW, IF YOU'RE INTERESTED, AS I WAS AND IN IN POLICY AND POLITICS, YOU, AFTER A FEW YEARS, MAYBE FIND SOMETHING TO DO.
AND I WAS THERE FOR 20 YEARS AND THAT'S WHERE I REALLY FIRST STARTED TO ENCOUNTER THE DALLAS COLLEGE IN A SIGNIFICANT WAY AS A BOARD MEMBER OF THE FOUNDATION AND AND JUST BECAME SO IMPRESSED WITH THE PEOPLE HERE.
I GOT I GOT OFF THE FOUNDATION BOARD AROUND 2009 AND WAS AWAY FOR FOUR OR FIVE YEARS.
AND THEN THE PREDECESSOR WHO HELD THE SEAT BEFORE ME CALLED ME UP AND SAID, THERE ARE SOME PEOPLE RUNNING FOR THE SEAT AND THAT MAY NOT NECESSARILY HAVE THE BEST INTERESTS OF THE COLLEGE AT HEART.
YOU KNOW, AND THERE'S A LOT OF IDEOLOGICAL AND POLITICAL AGENDAS OUT THERE RIGHT NOW.
AND AS IT PERTAINS TO EDUCATION AND OTHER THINGS.
AND I WAS MOTIVATED TO RUN BECAUSE I THINK THAT NEEDS TO BE RESISTED.
AND WE CAN NEVER TAKE THAT FOR GRANTED.
AND AND SO I WAS FORTUNATE TO BE ELECTED AND SIX AND A HALF YEARS AGO AND THEN LAST YEAR.
AND IT'S A REAL PRIVILEGE TO SERVE ON THIS BOARD AND AND WITH THIS CHANCELLOR AND WITH MY COLLEAGUES AND THE GREAT STAFF THAT WE HAVE HERE AT DALLAS COLLEGE AND I'M LOOKING FORWARD TO TODAY. GREAT DEAL.
I GREW UP IN A SMALL FARMING COMMUNITY SOUTH OF WACO TOWN HOME TOWN OF CHILTON, TEXAS, HIGHWAY 77.
BACK IN THE DAY, I USED TO GET TO THE COAST.
YOU HAD TO GO THROUGH CHILTON TO GET TO CORPUS UNTIL 35 WAS BUILT.
ANYWAY, I GREW UP THERE AND I'M A PRODUCT OF THE COMMUNITY COLLEGE.
I WENT TO TEMPLE JUNIOR COLLEGE ON BASKETBALL SCHOLARSHIP, PLAYED BALL OVER THERE FOR TWO YEARS.
THEN MY WIFE AND I GOT MARRIED AT THE END OF MY SOPHOMORE YEAR AND I DECIDED THAT BASKETBALL WAS OVER AND I NEEDED TO GO TO WORK TO HELP PAY FOR MY COLLEGE TO FINISH UP.
THAT'S WHEN I WENT TO BAYLOR AND GRADUATED FROM BAYLOR AND WE LEFT TOWN AND A NEW YELLA 66 GTO.
THAT WAS THE TALK OF THE TOWN.
[00:25:01]
BUT WE LEFT TOWN NOT OWING BAYLOR A PENNY.WE BOTH WORKED AND GRADUATED ON TIME.
I WENT TO WORK FOR THE FEDERAL GOVERNMENT FOR 13 YEARS AS AN AUDITOR.
I WORKED WITH THE AIR FORCE AT EVERY LEVEL FROM THE BASE LEVEL ALL THE WAY THROUGH THE PENTAGON.
I SPENT THOSE 13 YEARS LATER WORKING WITH SECRETARY OF DEFENSE DR.
BROWN WHEN HE CREATED THE DEFENSE AUDIT SERVICE.
I BASICALLY WAS RESPONSIBLE FOR AUDITING ALL OF THE LOGISTICS SYSTEMS IN THE ARMY, NAVY, AIR FORCE, ALL THE SERVICES, THE PURPLE SUIT TYPE PERSON. BUT I BECAME SO FRUSTRATED WITH THE POLITICAL INVOLVEMENT IN THE OPERATION OF THE DEFENSE DEPARTMENT THAT I, I WALKED AWAY FROM A VERY HIGH PAYING, VERY SECURE JOB AND STARTED MY OWN BUSINESS IN THE FINANCE WORLD IN 1979 AND NEVER LOOKED BACK BECAUSE I WOULD PROBABLY BE DEAD TODAY IF I'D STAYED IN THAT JOB BECAUSE I WAS SO FRUSTRATED.
DID THAT. I ALSO RESENTED THE HATCH ACT, WHICH KEPT ME AS A CIVIL SERVANT.
COULDN'T HE PUT A SIGN IN MY YARD? AND SO WHEN I CAME TO DUNCANVILLE IN 1976, I RAN FOR CITY COUNCIL A YEAR, 14 MONTHS LATER, BECAUSE IT WAS NONPARTISAN AND IT DIDN'T FALL UNDER THE HATCH ACT.
YOU KNOW, YOU DON'T DO THAT LIKE DUNCANVILLE 30 YEARS OR 40 YEARS AGO.
SO I SERVED AS A COUNCILMAN AND THEN I SERVED AS MAYOR TWO TERMS. AND AFTER I FINISHED THAT, COUNTY COMMISSIONERS TAPPED ME AND ASKED ME IF I WOULD SERVE ON THE PARKLAND BOARD.
SOMETIMES WE GET A BURDEN THAT WHICH HE'S GIVEN US MUCH EXPERIENCE.
WE OWE THAT TO CONTINUE TO GIVE THAT BACK.
IT'S NOT BECAUSE OF WHO I AM, BUT WHERE I'VE BEEN AND WHAT I'VE DONE.
AND SO I USED TO SAY PARKLAND WAS THE BEST KEPT SECRET IN DALLAS COUNTY, BUT I NOW BELIEVE THAT.
AND I SAY NOT EVERYBODY CHOSE TO BE, YOU KNOW, TO BE SICK, BUT EVERYBODY CHOOSES THAT.
THEY KNOW THAT THEY NEED EDUCATION.
AND THAT'S THE BURDEN THAT'S ON US TODAY, IS TO LAY A PLAN, PUT A PLAN IN PLACE, AND WE'RE ALL GONE.
AND IT'LL BE WORKING TO THE GOOD OF THE COUNTY AND THAT'S IT.
OH, YEAH. YOU? YEAH. ME. YOU KNOW, I'VE WARNED YOU ALL BEFORE ABOUT MY.
MY HANDICAPS AND THE NATIVE TEXAN, THIS KID IN THE CHAMBER CURSING, SO.
AND DR. BENJAMIN AND I TALKED ABOUT LIMITING THIS, SO I WROTE DOWN SOME NOTES.
AND I'M A LIFELONG ECONOMIC DEVELOPER.
I SAY LAST LONG, I STARTED MY CAREER IN EDUCATION, ELEMENTARY SCHOOL TEACHER, AND THEN MOVED INTO CHAMBER WORK IN 1977, WHICH STARTED MY WHOLE APPRECIATION FOR WHAT BUSINESSES DO TO BUILD COMMUNITIES.
AND THAT'S WHAT CHAMBERS ARE ALL ABOUT ECONOMIC DEVELOPMENT.
[00:30:01]
THE RESPONSIBILITY OF BUSINESS COMMUNITY AND BUILDING THE ECONOMY OF A COMMUNITY WHEREVER THEY SERVE.SO ONE OF THE THINGS WE'RE SUPPOSED TO DO IS WHAT DO WE BRING TO THE TO THE BOARD AND ITS RELATIONSHIPS? THE COLLEGE HAS BEEN LIFELONG.
THE SCHOOL DISTRICT HAS BEEN LIFELONG BUSINESS AND EMPLOYERS HAVE BEEN LIFELONG.
AND SO WHEN THE CONFLUENCE COMES TOGETHER AND ALL THE ALL THE SUB COMPONENTS OF THAT, TO BUILD AN ECONOMY BASED AROUND PEOPLE'S SKILLS AND THE ADVANCEMENT OF THOSE SKILLS, THAT'S THE FUNDAMENTAL BUILDING BLOCK.
IF WE'RE NOT BUILDING THAT, WE DON'T HAVE AN ECONOMY.
I WASN'T THINKING ABOUT RUNNING FOR ANYTHING.
I WAS ASKED TO THINK ABOUT IT WHEN THE OPPORTUNITY CAME UP SIX YEARS AGO AND LOOKED AT IT AS THE OPPORTUNITY IS AN EXTENSION OF WHAT I DO EVERY DAY AT THE CHAMBER TO BUILD THE ECONOMY OF THIS REGION.
MY MOTIVATION, I WAS ASKED DURING THE CAMPAIGN TO COME UP WITH A THEME AND I THOUGHT ABOUT DIFFERENT KINDS OF THINGS AND I SAID REALLY WHAT I WOULD COUNT AS AS AS A THEME AND SUCCESS IS IT WAS ON MY POSTERS OF BRIGHT FUTURE FOR EVERY STUDENT.
BUT IT HAS TO BE BRIGHT. IT HAS TO BE SOMETHING THAT THAT ELEVATES PEOPLE TO THE NEXT LEVEL.
WE CAN'T WE CAN'T SURVIVE ON MINIMUM WAGE JOBS.
WE CAN'T SURVIVE ON ON LIMITING FOLKS.
WE HAVE TO HAVE THE OPPORTUNITIES TO GROW TO THE EXTENT THAT PEOPLE WANT TO GROW.
SO THAT'S THAT'S WHY I'M HERE.
I'M AWED BY THE OPPORTUNITY AND THE EXPERIENCE AROUND THE TABLE AND CONTRIBUTE ANY WAY I CAN.
THANK YOU SO MUCH FOR SHARING.
THAT WAS WAY TOO SHORT. I WAS HOPING YOU'D BE A LOT LONGER.
WELL, I'M HERE BECAUSE THERE WAS A REVOLUTION IN MEXICO, 1910 TO 1920.
MY FAMILY WOULD HAVE NEVER LEFT.
THEY WERE EDUCATED. THEY KNEW WHAT IT WAS TO LIVE THE GOOD LIFE.
WE CAME HERE AND STARTED OVER.
AND SO I HAVE IN MY FAMILY BACKGROUND A LONG HISTORY OF EDUCATION.
AND AS I GREW UP, WE LIVED IN THE BARRIO IN DALLAS, TEXAS, AND EL PASO, TEXAS.
THAT'S THE POOREST COUNTIES WHERE THE HOUSING PROJECTS ARE.
AND EVERY MORNING, AS I WENT TO SCHOOL, I COULD SEE THE HILL.
IT'S LIKE A MOUNTAIN THAT SURROUNDS EL PASO THAT EL PASO SURROUNDS.
AND REALIZED THOSE WERE PRETTY NICE HOMES OUT THERE.
GOSH, I WISH I HAD ONE OF THOSE.
SO I GREW UP UNDERSTANDING THAT EDUCATION WAS THE DOOR TO EVERYTHING.
SO I WENT TO WORK AT 40 AND WORK MY SELF ESSENTIALLY THROUGH HIGH SCHOOL AND COLLEGE.
AND THEN WHILE IN COLLEGE I RAN INTO THE COUNTY CORONER, AND THE COUNTY CORONER HIRED ME TO TAKE DICTATION DURING AUTOPSIES. WAS FABULOUS BECAUSE AS A PHYSICIAN, YOU HAVE TO UNDERSTAND THE ANATOMY OF THE BODY.
SO I GOT TO WRITE IN THIS TINY LITTLE CITROEN THAT MY HUSBAND HAD JUST TOLD ME THAT THE AIR FORCE AT THE TIME OF WORLD WAR TWO WOULD NOT LET ANY BODY BREATHE ONE ON THE BASE BECAUSE THEY'RE DANGEROUS CARS, BECAUSE IT'S LIKE A SARDINE CAN.
AND HE ESSENTIALLY TAUGHT ME A LOT ABOUT NOT JUST MEDICINE, BUT THE CONCEPT OF WHAT PEOPLE'S LIVES AND HOW IMPORTANT THEY ARE AND HOW SOMETIMES THEY END UP SO VIOLENTLY.
AND THAT WAS A WONDERFUL EXPERIENCE.
SO AT THAT TIME THERE WAS NO SCHOLARSHIP OPPORTUNITY.
A DAUGHTER WANTED TO BE A PHYSICIAN.
SO I DO UNDERSTAND BEING THE ODD MAN OUT POSITION, THAT WAS HARD.
AND I'M HERE BECAUSE I RETIRED IN 2020 AND I HAD BACK SURGERY, WHICH I NEEDED FOR YEARS, AND THEN SAT THERE HEALING, TRYING TO FIGURE OUT WHAT TO DO FOR THE REST OF MY LIFE.
I VOLUNTEERED BY MENTORING YOUNG PEOPLE SINCE THE 1980S, MOSTLY THROUGH THE COURT SYSTEM, ALTHOUGH A PASO DID NOT HAVE A COMMUNITY COLLEGE.
[00:35:01]
WE HAD THE UNIVERSITY OF TEXAS AT EL PASO.IT WAS ON THE OTHER SIDE OF THE MOUNTAIN FROM WHERE WE LIVED.
SO I GOT THE FULL EDUCATION AT ONE SCHOOL BECAUSE OF THIS KIND OF EXPERIENCE. I THOUGHT I SHOULD STAY IN EDUCATION BECAUSE THAT IS THE MOST VALUABLE THING.
I BELONGED IN A POSITION WHERE I AM INVOLVED WITH FACULTY BECAUSE FACULTY ARE THE REASON I'M HERE.
AND STUDENTS OUGHT TO HAVE THE BENEFIT OF THE BEST FACULTY POSSIBLE.
BUT THE FACULTY CAN'T EXIST WITHOUT AN ADMINISTRATION.
SO THIS IS THE ENTITY I DECIDED TO JOIN.
AND I DO NOT. I'M MERELY I'M INTERESTED IN REPRESENTING THIS SCHOOL TO THE COMMUNITY AND BEING A REPRESENTATIVE FOR THE COMMUNITY IN TERMS OF STUDENTS AND FAMILIES WHO KNOW WHAT IT'S LIKE.
I WORK MY WAY THROUGH SCHOOL SO I KNOW WHAT IT'S LIKE TO BE ONE OF THE STUDENTS.
I HAVE THE SAME GENDER AS THEM.
SO I SEE MYSELF AS A CONTRIBUTOR AND I KNOW I'M A TEAM PLAYER BECAUSE I WAS PART OF A SURGICAL TEAM FOR 40 YEARS AND WE WORKED WELL TOGETHER. WE HAD A TREMENDOUS SUCCESS RATE.
WE NEVER LOST A PATIENT IN THE OPERATING.
THAT'S SOMETHING I'M VERY PROUD OF.
BUT IT'S BECAUSE OF TEAMWORK, EVERYBODY.
GET THEIR OWN PART BUT VALUE THE OTHERS.
THANK YOU. THANK YOU VERY MUCH.
AND THANK YOU FOR FOR SHARING.
AND AS YOU CAN SEE, THERE'S GREAT DIVERSITY HERE.
YOU ALL ARE IN THIS ROOM TOGETHER, BUT YOU CAME THROUGH VERY DIFFERENT RANKS TO GET HERE, TO WORK ON BEHALF OF THE COMMUNITY AND THE STUDENTS WHO ARE IN THIS DISTRICT.
AND SO IT'S AN AWESOME RESPONSIBILITY AS SOME OF YOU.
IT. YES, MA'AM. I JUST WANTED TO ADD THAT IN LISTENING TO EVERYBODY, WE SHARE SOME COMMON TRAITS.
EACH ONE OF US. SOME COMMON TRAITS AS MORE RECOGNIZE THEM AND TAKE IT.
TAKING ADVANTAGE OF OPPORTUNITIES.
UNDERSTANDING THAT IF YOU REALLY WANT TO IMPACT AND MAKE A CHANGE, THAT YOU HAVE TO BE ON A DECISION MAKING VERSUS A POLICY MAKING LEVEL.
AND WE ALL HAVE A REASON THAT BROUGHT US TO THIS PLACE IN THIS TIME.
AND IT'S THE FACT THAT WE SAW OUR OPPORTUNITIES AND RECOGNIZED THE NEED IN DIFFERENT AREAS, AND IT GIVES US SOME COMMON COMMONALITY AMONGST OURSELVES.
I JUST WANTED TO GET THAT WELL, AND THAT'S JUST LISTENING.
AND SO HERE YOU ARE AND ALL OF YOU WANT TO MAKE AN IMPACT, HELP OTHERS CHANGE, AND SEE OTHER REACTIONS TO HEARING EACH OTHER'S STORIES, MOTIVATIONS MOVING RIGHT ALONG.
[6. Board Internal Reflection: Self Assessment, Roles and Responsibilities]
I'VE INVITED THIS INTO SEVERAL PARTS.ONE OF THEM. THE FIRST ONE IS BOARD INTERNAL REFLECTION.
SO I NEED TO INQUIRE HERE AS TO WHETHER WE'RE GOING TO WE'RE GOING TO DO YOUR PERFORMANCE ASSESSMENT FIRST, WHETHER WE'RE GOING TO STAY IN OPEN SESSION TO DO THAT OR YOU WANT TO MOVE TO CLOSED SESSION.
I KNOW YOU'VE HAD AN OPPORTUNITY TO LOOK AT THE RESULTS, SO I NEED SOME GUIDANCE.
ARE ARLINGTON AND ALL SECTIONS WE HAVE BEST.
KEEP IT. I JUST WANT TO GO ON WITH THIS.
I'M A LITTLE UNCLEAR AS TO WHAT PROCESS IS BEING SUGGESTED.
SO YOU HAD THOSE QUESTIONS UP THERE.
YOU WANT US TO HAVE SOME DISCUSSION AROUND THE QUESTIONS AND THEN LOOK AT THE DATA FROM THE.
[00:40:01]
I HAVE SOME OF THE DATA UP.I PULLED SOME SLIDES AND I PUT IN ALL YOUR COMMENTS AND WE JUST WALKED THROUGH.
HAVE A DISCUSSION AND I'LL ASK YOU I'M GOING TO ASK YOU CERTAIN QUESTIONS ABOUT WHAT CERTAIN THINGS MAY MEAN THAT WE STATED IT SOUNDS LIKE, SO WE CAN DO A PRETTY GOOD ASSESSMENT. I'M JUST GOING TO ADD THAT IT'S CERTAINLY PERMISSIBLE TO DO THAT IN A CLOSED SESSION ENVIRONMENT AND EVALUATION OF THAT NATURE BECAUSE THE OPEN MEETINGS ACT WOULD ALLOW FOR THAT IF THE BOARD CHOSE TO DO IT IN AN OPEN SESSION AND WOULD HAVE THE AUTHORITY.
WE'VE ALWAYS DONE IT IN CLOSED SESSION, BUT I'VE ALWAYS DONE SOMETHING SOMEWAY DONE WITH THAT.
IT'S CONFIDENTIAL BECAUSE, UH, I PRACTICE BOARD SELF-ASSESSMENT FOR IT.
THAT, THAT WAS A PUBLIC DOCUMENT.
SO IF IT'S A PUBLIC DOCUMENT, IT'S NOT IN THE AGENDA.
PUBLIC. IT'S NOT IN THE PUBLIC AGENDA.
AND I WOULD LIKE TO BEGIN THE EXPLORATION OF EACH OTHER AND THE EVALUATION WITH SOME PRIVACY.
BUT THAT'S MY OPINION. I MEAN, WE'RE COMMITTED.
WE'RE A PUBLIC BODY, A PUBLIC BOARD.
I WASN'T AWARE THAT THAT'S NOT PUBLIC INFORMATION.
I THINK IT PROBABLY SHOULD BE.
YOU DON'T KNOW WHO RESPONDED TO WHAT.
YEAH, EVERYBODY WAS ASSIGNED THE NUMBERS.
SO YOU DON'T KNOW. I MEAN, I'M ACTUALLY OKAY WITH THAT DOCUMENT.
YOU DID PRETTY GOOD. YOU WRITE IT OUT.
BUT THE REASON I WOULD I WOULD ALSO SAY TO GO INTO EXECUTIVE SESSION, IF YOU ENCOURAGE CANDOR AND I DON'T KNOW IF IT'S PUBLIC, BUT YOU DON'T WANT TO CALL ON HOW MANY PEOPLE WANT TO WRITE.
NIGHTMARE. IF I COULD JUST INTERJECT.
YOU MIGHT BE MORE OPEN SECTOR.
NO, I DON'T THINK THAT'S RIGHT.
DO YOU THINK IT'S VERY LIKELY? THIS IS LIKE OUR FIRST DAY IN CLASS.
I WANT TO KNOW WHAT THE MUSIC IS GOING TO BE FIRST.
WE WILL NOW TURN TO EXECUTIVE SESSION FOR ONE OR MORE OF THE FOLLOWING REASONS.
SIMON'S DUTIES TO PLAN FOR DISMISSAL OF OFFICERS AND EMPLOYEES TO DELIBERATE REGARDING WORLD PROPERTIES AND IMMIGRATION EFFECTS AND COMPENSATION IN PERSON REGARDING SECURITY DEVICES AND SECURITY.
NOW. IT'S THE REAL RIGHT? IT IS REALLY NOT.
WE DON'T EVEN KNOW OUR PARTNER.
THE BOARD NEVER COMES. IT IS 11:48 A.M..
WE ARE BACK FROM EXECUTIVE SESSION AND WE WILL BE ADJOURNING FOR LUNCH.
WE WILL BE BACK IN APPROXIMATELY FOUR AND ONE HOUR.
YOU ARE NOW BACK. GOOD AFTERNOON, EVERYBODY, AND THANK YOU VERY MUCH.
ONE THING I FORGOT TO SAY WHEN I INTRODUCED MYSELF THIS MORNING, THAT.
I'VE BEEN IN YOUR SHOES IN ANOTHER WAY.
I STARTED IN THE DISTRICT WHEN I STARTED IN COMMUNITY COLLEGES.
BUT I SERVED AS A TRUSTEE ON A BOARD FOR TEN YEARS.
SO WE'RE GOING TO TALK ABOUT HIGHLY EFFECTIVE BOARDS FOR A MINUTE, WHAT THAT LOOKS LIKE.
AND SO YOU HAVE LOTS OF ATTACHMENTS IN YOUR AGENDA AROUND YOUR POLICIES AND PROCEDURES THAT HAVE TO DO WITH YOUR DUTIES AND RESPONSIBILITIES. THEY'RE JUST THERE FOR YOU TO LOOK AT IN YOUR LEISURE.
AND I'VE CONDENSE THEM DOWN TO A COUPLE OF SLIDES.
[00:45:01]
THE FIRST THING IS THAT YOU FULFILL YOUR FIDUCIARY RESPONSIBILITIES, A DUTY OF LOYALTY, CARE AND OBEDIENCE, AND REALIZE AND ACKNOWLEDGE THAT THE BOARD IS ACCOUNTABLE AND RESPONSIBLE FOR THE REPUTATION AND INDEPENDENCE OF THE COLLEGE IT SERVES.AND SO YOU HAVE A RESPONSIBILITY TO TAKE CARE OF THIS DISTRICT.
NOW, WHO IS IT THAT YOU REPRESENT? WHOM DO YOU REPRESENT? YES. STAFF.
AND THE TAXPAYER. NO, WE DON'T.
WE REPRESENT OUR CONSTITUENCIES.
ARE THE STAFF, THE FACULTY AND THE STUDENTS.
DOES EVERYBODY AGREE WITH THAT? NO. NO. WHY DON'T YOU AGREE WITH THAT? JUST BECAUSE. BECAUSE THOSE ARE ONLY ONE SET OF STAKEHOLDERS.
IT'S SOME PEOPLE VOTE FOR YOU.
DID YOU GET VOTED IN? YEAH. MY CONSTITUENTS.
THOSE PEOPLE WHO LIVE IN DALLAS COUNTY.
WELL, TAXPAYERS, TAXPAYER TAXPAYERS ARE THOSE PEOPLE.
BUT THERE ARE PEOPLE YOU REPRESENT WHO DON'T PAY TAXES TOO.
HE SAID THE FACT OF THE STAFF, I THINK THEY'RE YOUR EMPLOYEES.
A LOT OF THEM ARE COMMUNITY FOLKS WHO VOTED FOR YOU.
NEVER KNOW. WE HAVE PEOPLE THAT WE REPRESENT THAT ARE NOT IN THOSE CATEGORIES.
THAT'S WHAT I WANTED TO MAKE SURE.
DID YOU SAY STUDENTS TOO? YEAH. YEAH. WE HAVE A HUGE REPRESENTATION PIECE, SO YOU HAVE TO THINK BEYOND YOUR SELF INTEREST.
WELL, YOU KNOW, AND NOW THAT I THINK ABOUT IT, RATHER THAN JUST TAXPAYERS, BECAUSE DON'T WE HAVE PEOPLE THAT LIVE IN OUR DISTRICTS THAT DON'T FALL INTO ANY OF THOSE CATEGORIES? THEY DON'T PAY TAXES EITHER ON WHATEVER, BUT THEY LIVE IN THAT DISTRICT.
SO SHOULD WE JUST SAY CITIZENS OR RESIDENTS OF OUR DISTRICT? WHEN YOU THINK ABOUT IT, EVERYBODY FROM TAXPAYERS, SO TAXPAYER RESPONSIBLE FOR THEM.
AND THEN WHEREVER WE GO, WE DON'T GET SALES TAX IN THE WAY WE DO.
THE STATE MIGHT SPEND THAT TO US, BUT DEFINITELY PROPERTY TAX.
WHEN PEOPLE SAY THAT, FOR EXAMPLE, UNDOCUMENTED IMMIGRANTS ARE NOT TAXPAYERS, BUT WHETHER THEY RENT OR HAVE A MORTGAGE, THEY'RE PAYING PROPERTY TAXES, THEY PAY TO GO TO THE GAS STATION, THEY PAY TAXES AND SO FORTH.
SO LET'S THINK ABOUT IT THIS WAY AS WELL.
WHO TAKES ADVANTAGE OF THE SERVICES THE COLLEGE OFFERS? ANYONE WHO WANTS TO BE A PUBLIC.
SO YOU'RE ACTING FOR THE BENEFIT OF OTHER PERSONS OR ENTITIES ON ALL MATTERS WITHIN THE SCOPE OF THEIR RELATIONSHIP. AND THIS WORD FIDUCIARY IS FROM LATIN CONNOTES FAITH, BELIEF, RELIANCE, CONFIDENCE AND TRUST.
AND PEOPLE ARE PLACING ALL OF THAT IN YOU, AND THEY ELECT YOU TO THIS POSITION.
YOU'RE REPRESENTING THEIR INTERESTS.
YOU WANT A HIGHLY EDUCATED, WORKING, EMPLOYABLE CITIZEN.
LAST I HEARD, YOU KNOW, SO YOU'RE OPEN ACCESS.
YOU'RE REPRESENTING AN OPEN ACCESS INSTITUTION.
YES. I WAS GOING TO SAY MAYBE A BETTER TERM.
SEE, WE HAVE SOME PEOPLE WHO ARE NOT CITIZENS OR WHATEVER.
SO WE JUST CAN'T LIMIT IT TO CITIZENS.
WE REPRESENT ANYBODY WHO LIVES IN A PARTICULAR DISTRICT RIGHT ON DOWN TO THE LITTLE BABIES.
[00:50:02]
WHAT DO YOU THINK? AND TRUSTEE READER, I'M THINKING THAT I MEAN, WE ALSO GET 20% OF OUR BUDGET FROM THE STATE AND WE'RE A CREATURE OF STATE.SO WE IN THAT SENSE, WE'RE ACCOUNTABLE TO A BODY THAT EXTENDS BEYOND OUR COUNTY AS WELL.
SAY AGAIN, I'M THINKING I'M THINKING WE REPRESENT THE PUBLIC.
AND FOR ME, THE TERM THE PUBLIC AND THE PUBLIC INTEREST ENCOMPASSES THE VARIETY OF STAKEHOLDERS THAT WE SERVE TAXPAYERS, CITIZENS, RESIDENTS, STUDENTS, FACULTY, STAFF, ALL OF THEM, ALL OF THOSE STAKEHOLDER GROUPS OR COMPONENTS OF PUBLIC.
OKAY. I'M LOOKING AT OUR ATTORNEY OVER THERE AND SEE IF HE HAS ANYTHING TO SAY ON THIS ISSUE.
I COULD INTERJECT, AND I THINK A LOT OF THINGS HAVE BEEN SAID ARE APPROPRIATE.
SPEAK A LITTLE BIT LOUDER. THE FIDUCIARY DUTY IS ACTUALLY OWED TO DALLAS COLLEGE.
IT IS THE ENTITY THAT YOU ARE ALL ELECTED THAT YOU THAT YOU'RE ELECTED TO REPRESENT.
THAT SAID, WHAT I'VE HEARD FROM THE BOARD MEMBERS IS ACCURATE, THAT YOU DO HAVE A RESPONSIBILITY TO REPRESENT THE INTERESTS OF THE COMMUNITY THAT IS SERVED BY DALLAS COLLEGE, AS WELL AS THOSE PEOPLE WHO MAKE UP THAT COMMUNITY.
YEAH. HOW LONG HERE? HOW LONG HAVE WE BOOKED THIS ROOM? BUT. BUT TO TRUSTEE RITTER, VICE CHAIR.
DALLAS COLLEGE IS A CREATURE OF THE STATE.
IT IS CREATED TO REPRESENT THE INTERESTS OF THE PUBLIC.
AND IT IS A PUBLIC INSTITUTION.
SO BY ITS BY EXTENSION, IT COULD BE SAID THAT THE THAT THE OBLIGATION OF BOARD MEMBERS IS TO REPRESENT THE INTERESTS NOT ONLY OF THE CITIZENS AND RESIDENTS OF DALLAS COUNTY, BUT ALSO THE LARGER POPULATION.
AND I WANT YOU TO PAY ATTENTION TO MY LAST SENTENCE THERE.
BEING A FIDUCIARY THUS REQUIRES BEING BOUND BOTH LEGALLY AND ETHICALLY.
ETHICALLY, WE I'M TALKING ABOUT THAT WORD TODAY.
TO ACT IN THE OTHER'S BEST INTEREST.
THAT'S WHAT YOU DO. THAT'S YOU.
HIGH PERFORMING BOARDS CULTIVATE A CULTURE OF INCLUSION.
I DON'T HAVE TIME. I WAS GOING TO EXPAND ON ALL OF THESE, BUT I DON'T HAVE TIME TO DO IT.
UPHOLD THESE FIDUCIARY RESPONSIBILITIES.
I JUST WENT OVER CULTIVATE A HEALTHY RELATIONSHIP WITH YOUR PRESIDENT.
SELECT AN EFFECTIVE BOARD CHAIR.
CONSIDER STRATEGIC RISK FACTORS.
PROVIDE APPROPRIATE OVERSIGHT OF ACADEMIC QUALITY.
THAT'S A REALLY IMPORTANT PIECE.
ESTABLISH A STRONG GOVERNANCE COMMITTEE AND FOCUS ON ACCOUNTABILITY.
THAT'S A LIST OF SOME OF THOSE.
THOSE COME FROM THE ASSOCIATION OF GOVERNING BOARDS.
AND SO I COULD FIND ONE TO GO BACK.
PROVIDE APPROPRIATE OVERSIGHT OF ACADEMIC QUALITY.
I MEAN, HOW DEEP DOES THE BOARD'S ROLE GO IN THAT? BECAUSE I SEE I PERCEIVE ACADEMIC QUALITY AND INTEGRITY TO BE A FUNCTION OF THE ACADEMY AND THE FACULTY.
THE FACULTY? ABSOLUTELY. THEY'RE THE EXPERTS.
ACCREDITATION PROCESSES ARE SOMETHING THAT THE BOARD IS INVOLVED IN TO ASSURE THAT HAPPENS.
BUT WE DON'T GO DEEP IN THAT DUTY.
OR WHAT'S YOUR TAKE ON THAT? WELL, MY TAKE IS THAT THAT CURRICULUM IS YOUR PRODUCT AND YOU NEED TO BE AWARE OF THAT CURRICULUM.
YOU SEE THE PROGRAM, YOU SEE THE OUTCOMES.
BUT HOW DO THEY GET TO THOSE OUTCOMES? AND HAVING SOME GENERAL KNOWLEDGE, AND ESPECIALLY NOW IN THE WAY YOU'RE REORGANIZED INTO SCHOOLS, HOW THOSE SCHOOLS ARE SET UP.
DOES THAT MAKE ANY DIFFERENCE IN THE IN YOUR COURSE COURSE OFFERINGS? YOU NEED TO UNDERSTAND HOW ALL OF THAT WORK.
SOME GENERAL KNOWLEDGE, NOT DELVE TOO DEEPLY.
AND YOU'VE GOT ALL KINDS OF PROBLEMS. YOU'VE GOT STUDENTS COME TO YOU FOR DIFFERENT PURPOSES.
SOME JUST WANT TO GET A CERTIFICATE, SOME WANT A DEGREE, SOME WANT TO TRANSFER.
[00:55:04]
I DON'T KNOW IF YOU HAVE DEANS, DEANS AND OTHERS WHO ARE RESPONSIBLE FOR SUPERVISING THOSE PEOPLE WHO WORK ON THE CURRICULUM THAT IT IS IN FACT WHAT IT NEEDS TO BE.YOU HAVE TO HAVE FACTS. THAT'S HOW YOU.
OK. SO THESE DEFINITIONS I JUST DID A LITTLE MORE ON THIS BECAUSE I THINK IT'S SO IMPORTANT.
YOU SHOW UP AND YOU READ YOUR AGENDA.
YOU'RE PREPARED FOR THE DISCUSSIONS.
DUTY OF OBEDIENCE ENSURES THAT THE COLLEGE OBEYS APPLICABLE LAWS AND REGULATIONS.
THERE ARE LOTS OF THEM FOR YOU TO FOLLOW.
YOU FOLLOW YOUR OWN BYLAWS, YOUR OWN POLICIES.
THERE ARE LOTS OF POLICIES THAT PERTAIN TO WHAT YOU SHOULD DO.
AND I THINK YOU'RE CLEAR ON THAT.
AND THIS FINAL ONE IS IMPORTANT.
THE LOYALTY MEANS THAT YOU'RE REQUIRED TO PUT NO OTHER CAUSES INTEREST.
THIS IS LIKE A DUTY BOUND THING OR AFFILIATIONS ABOVE YOUR ALLEGIANCE TO THE COLLEGE.
YOU SHOULD HAVE NO CONFLICTS OF INTEREST.
AND I'M ASSUMING YOU SIGNED A CONFLICT OF INTEREST FORM ANNUALLY TO SAY THAT YOU AND IF SOMETHING COMES UP ON THE BOARD AGENDA AND YOU HAVE A CONFLICT, YOU STATE THAT YOU DON'T VOTE ON THAT ISSUE.
LET'S SEE. BOARD MEMBERS MUST REFRAIN FROM PERSONAL OR PROFESSIONAL DEALINGS THAT MIGHT PUT THEIR OWN SELF INTEREST OR THAT OF ANOTHER PERSON OF BUSINESS ABOVE THE INTEREST OF THE INSTITUTION. YOU ARE DUTY BOUND TO DALLAS COLLEGE.
REACTIONS. OKAY, SO WE'RE GOING TO DO RELATIONSHIPS.
I WAS GOING TO MAKE THIS LONGER, BUT IT'S GOING TO BE SHORT.
SO WE DID YOURSELF WE WENT OVER YOUR SELF-ASSESSMENT AND WE TALKED ABOUT YOUR RESPONSIBILITIES.
SO I WANT YOU TO WRITE THIS DOWN FIRST, AND IT CAN JUST BE A SENTENCE.
ONE SENTENCE ON WHAT YOU WANT THE RELATIONSHIP TO BE BETWEEN YOU AS BOARD MEMBERS.
AND THEN ONCE YOU WRITE THAT ONE SENTENCE DOWN, I WANT YOU TO.
JUST THINK FOR A MINUTE I WANT YOU RIGHT.
I WANT YOU TO THINK ABOUT IT. THAT'S WHY I'M HAVING YOU WRITE IT DOWN.
THE RELATIONSHIP THAT YOU WANT.
WHAT DO YOU WHAT WOULD YOU DO TO ENSURE THAT THAT RELATIONSHIP IS ACHIEVED? AND THIS WILL GO IN THE MINUTES.
AND YOU'RE GOING TO SHARE IT, OF COURSE.
[01:01:29]
OKAY. I'M GOING TO GIVE YOU ANOTHER MINUTE OR TWO.OKAY. HE'D LIKE TO SHARE FIRST.
I WANT TO INVEST THE TIME REQUIRED TO SPEAK UP JUST A LITTLE.
I WANT TO INVEST THE TIME REQUIRED TO UNDERSTAND BY LISTENING, SHARING, BEING NON-JUDGMENTAL AND MAINTAINING CONFIDENTIALITY.
WOW. AND YOUR COMMITMENT IS TIED UP IN THAT STATEMENT.
THAT'S WHAT THAT'S WHAT THAT'S THAT SOUNDED LIKE YOUR COMMITMENT.
SO WHAT IS THE RELATIONSHIP TO INVEST THE TIME IT TAKES TO DO THOSE THINGS? THEN ALL OF YOU WOULD BE DOING THAT.
THAT'S WHAT YOU WANT IN RELATIONSHIP TO THE OTHER MEMBERS.
BUT YES, YOU'VE GOT TO INVEST THAT TIME.
WELL, YOU HAVE TO. AND I LOVE WHAT YOU SAID ABOUT CONFIDENTIALITY, ESPECIALLY WHERE IT'S REQUIRED.
THAT IS SUCH A CRITICAL PIECE THAT SOMETIMES PEOPLE TAKE THAT LIGHTLY.
BUT WHEN YOU'RE IN CLOSED SESSION AND THAT'S JUST THAT'S JUST THE BOARD.
I DON'T BELIEVE YOU SHOULD REPEAT EVERYTHING THAT YOU HEAR OR EVERYTHING THAT'S SAID TO YOU THAT YOU HAVE TO USE SOME DISCRETION IN YOUR ACTIONS.
RESPECTFUL, COLLEGIAL, TRUSTING ONE MORE WHERE WE CAN LISTEN TO EACH OTHER AND BE HEARD TO EACH OTHER.
AND WHAT AM I WILLING TO DO TO I'M WILLING TO BE PRESENT TO MAKE MYSELF AVAILABLE, TO FOCUS MY ATTENTION, TO BE OPEN MINDED, AND TO SPEAK WITH HONESTY AND CANDOR.
THANK YOU. WHAT IS FIRST TWO? SO WHAT I WANT TO HEAR.
CAN WE JUST SAY AMEN? AMEN. AMEN.
THAT WITH YOU? WHAT ABOUT YOU, TRUSTEE BOYD? YOU GOT AMEN ON THAT.
FLORENCE. SO I GOT SOMEWHAT BY CHAIRPERSON COLLEGIAL AND RESPECTFUL RELATIONSHIPS WITH BOARD MEMBERS AND WITH THE BOARD BEING RESULTS DRIVEN AS REGARDS SETTING AND MEETING STRATEGIC PRIORITIES TO ACCOMPLISH THE MISSION OF DALLAS COLLEGE AND FOR US TO THINK STRATEGICALLY AND TO BE INNOVATIVE, TO STAY
[01:05:08]
ABREAST OF TRENDS THAT AFFECT ACADEMIC AND WORKFORCE PROGRAMS. WOW. AND I'M WILLING TO DO MY PART TO BE COLLEGIAL AND RESPECTFUL AND WORK WITH YOUR TEAMMATES.OKAY. THESE ARE SOME VERY STRONG AND FIRM COMMITMENTS.
YES, MA'AM. MADAM CHAIR, HOW I WROTE BOARD MEMBERS CHOSE FOR EACH OTHER WITH RESPECT AND CONDUCTING BUSINESS AND WILL ACT IN THE BEST INTERESTS OF DALLAS COLLEGE.
AND MY COMMITMENT IS TO DO MY DILIGENCE BEFORE EACH BOARD MEETING AND TO.
BOY, YOU GUYS ARE TOUGH TODAY.
I DON'T HAVE ANYTHING TO COMPARE IT TO.
AS FAR AS THE RELATIONSHIP TO FOSTER OR CREATE A CULTURE OF TRUST AND MUTUAL RESPECT THAT ACKNOWLEDGES THAT WE COLLECTIVELY HAVE MADE THE RIGHT DECISIONS IN THE CONSOLIDATION AND THE HIRING OF A CHANCELLOR AND SUPPORT THOSE TWO DECISIONS TO THE SUCCESSFUL EXECUTION OF OUR STRATEGIC PLAN. MY COMMITMENT IS TO LISTEN, TO LEARN, SHARE.
MY MIND BASICALLY TO THE BOARD IS AS TRUSTED THAT ALL I DO IS BECAUSE I AM DEDICATED TO THE PRESENT AND FUTURE SUCCESS OF DALLAS COLLEGE.
NOTHING I DO IS FOR PERSONAL GAIN AND I MY COMMITMENT TO THE BOARD IS I'LL SHARE MY PERSONAL EXPERIENCES WITH THE BOARD AND EACH INDIVIDUAL BOARD MEMBER. THANK YOU.
THANK. NONETHELESS, WHEN AGAIN.
YES, EVERYBODY'S SO LEARNED SOUNDING.
I WANT US TO BE EQUAL PARTNERS IN EDUCATING ALL WHO ATTEND COLLEGE.
PROVIDING STUDENTS WILL HAVE KNOWLEDGE AND SKILLS TO SELF DETERMINE THEIR FUTURE.
I HAD TO BE PRESENT, PAY ATTENTION, EDUCATE MYSELF ON THE FACTS AND BE COOPERATIVE AND EDUCABLE.
I THINK I NEED TO BE AS EXCELLENT.
SO, PEARL, I HAVE TO ASK IF WE'RE RECORDING THIS.
WE'LL COLLECT THOSE AND THEY'LL GET MAILED BACK TO YOU IN AN EMAIL SO YOU CAN REMEMBER.
AND NEXT YEAR, WHEN YOU HAVE THIS AGAIN, YOU WILL BE REMINDED OF WHAT YOU SAID AND SOMEBODY WILL DO WHAT YOU SAID.
AND YOU GET TO DETERMINE WHETHER YOU DID WHAT YOU SAID YOU WOULD DO IN 2023 WITH THAT COMMITMENT.
AND THERE WERE COMMON THREADS THROUGH ALL OF YOURS.
I THINK THE TWO THINGS OTHERS.
YES, I WAS GOING TO BE FACETIOUS.
I WAS GOING TO SAY IN TERMS OF WHAT WE SAID UP AND YOU DON'T HAVE GEORGE IN HERE.
WE DON'T LIE WHEN WE VISITED NEXT YEAR.
THANK YOU SO MUCH FOR TAKING THE TIME TO DO THAT.
SO NOW WE'RE JUST GOING TO TALK A LITTLE BIT ABOUT THE BOARD'S ROLE AND CHANCE ROLE.
AND YOU DON'T CALL YOURSELF A DISTRICT ANYMORE.
YOU CARRY YOURSELF A COLLEGE, RIGHT? I REMEMBER THAT.
SO BOARD ROAD BOARDS OF TRUSTEES EXERT LEADERSHIP THROUGH GOVERNING THE COLLEGE ON BEHALF OF THE COMMUNITY, THROUGH POLICY DEVELOPMENT.
I HAVE A WHOLE LOT OF STUFF ON THIS.
I JUST PUT A LITTLE BIT IN THE CHANCELLOR LEADS BY ADMINISTERING AND MANAGING THE INSTITUTION IN ACCORDANCE WITH BOARD GOVERNING POLICIES.
HE, IN THIS CASE IS THE ACTOR.
YOU ARE PROVIDING LEADERSHIP AND DIRECTION FOR HIM.
HE EXECUTES WHAT YOU SAY YOU WANT DONE THROUGH POLICY.
IS THERE IN DISAGREEMENT WITH THAT?
[01:10:01]
THAT'S TYPICALLY THE WAY A COMMUNITY COLLEGE BOARD FUNCTIONS.I LET IT SOAK IN FOR A MINUTE.
REACTIONS. TRUE, BECAUSE WE DON'T NEED EIGHT PEOPLE TRYING TO DO THIS.
AFTER DOING ALL THAT WORK, MAKING SURE ALL THAT WORK GETS DONE.
YES. LET'S SEE. TRUSTEE COMPTON AND THEN TRUSTEE RIDDER.
ACCEPTED IN THESE TWO STATEMENTS, OR DOES IT NEED TO BE STATED SPECIFICALLY ADHERENCE TO THE LAW? I DON'T KNOW THAT THIS IS A.
BECAUSE IN DEVELOPING POLICIES, WE HAVE TO CONSIDER THAT WE'RE NOT BREAKING ANY LAW.
AND THEN ON THE CHANCELLOR'S PART, THEY HAVE TO CONSIDER THAT THEY'RE NOT ONLY ADHERING TO THE POLICIES OF THE BOARD, BUT THE LAW.
RIGHT. SOME OF YOUR POLICIES, MANY OF YOUR POLICIES GROW OUT OF THE LAW.
DISCRIMINATION AND ALL THOSE KINDS OF THINGS.
THERE ARE CERTAIN LAWS THEY GET INTERPRETED IN YOUR SYSTEM AS POLICIES.
AND SO THEY REQUIRE CERTAIN THINGS THAT THE DISTRICT HAS TO DO.
AND THEN YOU HAVE PROCEDURES, THOUGH, THAT TELL YOU HOW TO IMPLEMENT THEM AS WELL.
BUT. SAYING AND MAKING THOSE TWO BROAD STATEMENTS.
WELL. EACH POLICY THAT WE HAVE THERE.
AND ROB, YOU MAY CLARIFY THIS FOR ME.
IT'S NOT NECESSARILY ALL BASED ON LAW.
IT'S JUST MAKING SURE THAT WE'RE FAIR AND EQUITABLE AND WE DON'T GO OVERBOARD OR BREAK THE LAW.
YOU UNDERSTAND WHAT I'M TRYING TO DO? YOU HEAR WHAT YOU'RE SAYING? YOU HEAR WHAT YOU'RE SAYING.
YOU HAVE TO ACT WITHIN THE LAW.
SO IF YOU ENACTED A POLICY THAT WAS CONTRARY TO LAW, IT WOULD BE UNENFORCEABLE AND VOID.
AND THAT'S WHAT I WAS WONDERING IF THAT WAS ENOUGH.
OTHER REACTIONS, JUST BASED ON THE CONVERSATIONS THAT I'VE BEEN INVOLVED IN ON THIS BOARD FOR SIX AND A HALF YEARS, I THINK THIS REFLECTS OUR GENERAL UNDERSTANDING OF OUR ROLES AS A BOARD BESIDE ME AS THE CHANCELLOR.
BUT I HAVE A QUESTION FOR YOU.
WHERE WHERE DOES THIS BREAKDOWN? YOU KNOW, IN YOUR EXPERIENCE WITH COMMUNITY COLLEGE BOARDS OR WHAT ARE THE WHAT ARE THE AREAS OF RISK FOR THE INSTITUTIONS WHEN THESE ROLES AREN'T CLEARLY UNDERSTOOD OR WHOSE BOUNDARIES ARE BREACHED? THINGS CAN BECOME CHAOTIC.
I HAVE A COUPLE OF SCENARIOS I WAS GOING TO HAVE YOU WORK ON THAT SHOW, HOBIE REAL LIFE SCENARIOS THAT SHOW HOW CHAOTIC THEY CAN BECOME WHEN INDIVIDUALS STEP OUT OF THE ROLE.
I CALL IT STEP OUT OF THEIR LANE.
THERE'S A TRUSTEE LANE THAT'S CHANCELLOR PRESIDENT LANE AND ASSUMPTIONS THAT THOSE ACTIVITIES I HAD YOU WORKING ON, WERE YOU CHOOSING? SOMETIMES IT CAN BE BOTH, BUT MOST OF THE TIME IT'S JUST ONE OR THE OTHER.
AND SO THERE ARE ANY NUMBER OF WAYS THAT THAT CAN HAPPEN IF SOMEBODY TAKES ON A RESPONSIBILITY THAT THE CHANCELLOR SHOULD HAVE.
AND LET'S LET'S JUST DO ONE NOW.
JUST MAYBE JUST, JUST YEAH, LET'S DO LET'S PLAY A LITTLE GAME HERE.
LET ME FIND IT. HOLD ON A SECOND.
I'LL READ ONE TO YOU AND LET'S LET'S WORK THROUGH IT.
OOH, MAYBE I SHOULDN'T DO THAT ONE.
MAYBE. MAYBE YOU SHOULD RUN FOR THE TOP.
[01:15:05]
BUT THIS IS MORE THAN A ROGUE ISSUE.BUT IT'S A KIND OF FUN. YEAH, THIS HAPPENED TO ME.
BY THE TIME THE TRUSTEE BECAME A MEMBER OF THE BOARD, NOT ONLY HAD THE LAND BEEN PURCHASED.
AND THE MAJORITY OF THE COMMUNITY IN THE AREA OF THE SITE HAD BEEN ENGAGED IN THE EFFORT.
THE NEWLY ELECTED TRUSTEE BROUGHT UP THE ISSUE OF SELECTING A NEW SITE IN HIS FIRST BOARD MEETING TO A VERY NEGATIVE RESPONSE FROM ALL THE TRUSTEES. AT THE NEXT MEETING, THE NEW TRUSTEE BROUGHT TEN COMMUNITY MEMBERS, AS WELL AS ANOTHER HIGH RANKING ELECTED OFFICIAL WHO SUPPORTED THE IDEA.
THEY URGED THE BOARD TO RECONSIDER AND THE BOARD HAD ALREADY SPENT MILLIONS OF DOLLARS.
WHAT ARE THE ISSUES? SO THAT'S A TRUSTEE.
SO WHAT ARE THE ISSUES HERE AND WHAT ACTION SHOULD BE TAKEN AND BY WHOM? YES. WELL, FIRST OF ALL, AS A LOAN TRUSTEE, YOU CAN NEVER PROMISE ANYTHING BECAUSE YOU ALWAYS NEED THE BOAT TO GO ALONG WITH WHAT YOU WANT TO PUSH FORWARD.
SO NOT TO OFFEND THAT PERSON, BUT THAT WAS STUPID.
FOR EXAMPLE, I WAS ASKED WHEN WE DID THE WEST DALLAS CAMPUS, I WAS ASKED BY COMMUNITY SERVICE PROVIDERS THAT THEY NEEDED A FACILITY, BLAH, BLAH, BLAH FOR THE COMMUNITY TO ACCESS.
AND I TOLD THEM, I CANNOT PROMISE YOU THAT THIS WILL GET DONE.
I CAN PROMISE YOU THAT I WILL TRY.
KNOW AND THEN HOW ARE YOU BEING A GOOD FIDUCIARY TO THE TAXPAYER IF YOU'VE ALREADY SPENT MILLIONS OF DOLLARS ON THIS DECISION THAT THE MAJORITY OF THE BOARD MADE AND YOU'RE TRYING TO GET IT UNDONE, WHAT HAPPENS TO THOSE MILLIONS OF DOLLARS, ANYWAY? I COULD GO ON AND ON AND I'M NOT THE ONLY ONE.
YES, SIR. I WOULD SAY THAT THE PROPER THING TO DO THERE IS IT WAS TO RESPECT THE REQUEST OF THE NEW BOARD MEMBER, NOT JUST SAY, BECAUSE WE'VE ALREADY DONE THAT, WE DID THE RIGHT THING.
I THINK YOU WOULD YOU WOULD OWE IT TO LOOK AT THE VALUE, BECAUSE SOMETIMES EVEN THOUGH YOU'VE SPENT $1,000,000, WHAT THAT PERSON IN TEN OTHER PEOPLE MAY BE TELLING YOU THAT IT'S WORTH 20 TIMES IN THE LONG RUN.
WHAT YOU DID WAS SO BAD THAT YOU CAN RECTIFY IT WITH ONLY SPENDING A MILLION AND A HALF.
SO I WOULD SAY THE MOST IMPORTANT THING WOULD BE NOT TO SHUT DOWN THE NEW BOARD MEMBER, TRY TO HELP, HELP JUST EVALUATE WITH RESPECT AND CONSIDERATION AND THEN MAKE A DECISION COLLECTIVELY THAT WILL EITHER STAY THE COURSE OR YOU HAD A GREAT IDEA AND IT'S A GOOD THING YOU WERE ELECTED BECAUSE YOU'VE MADE A GOOD DECISION FOR THE LONG RUN.
SO I WOULD SAY DON'T MAKE AN IMMEDIATE JUDGMENT, BUT EVALUATE THE OUTCOME.
I AGREE WITH THAT. AND, YOU KNOW, YOU THINK I MEAN, THERE WAS NOTHING INAPPROPRIATE ABOUT A NEWLY ELECTED TRUSTEE RAISING AN ISSUE ABOUT A PAST DECISION. IF THEY THINK THAT THERE ARE PROBLEMS WITH THAT DECISION, THAT SHOULD BE RECONSIDERED.
THAT LOSING TRUSTEE WOULD HAVE TO ACCEPT THAT AS A MEMBER OF THE BOARD AND JUST MOVE ON.
I KIND OF HOPE THAT WE WOULD HAVE AT LEAST PART OF IT.
SHOULDN'T THERE BE A PROCESS IN PLACE IF YOU HAVE? BECAUSE TRUSTEES CHANGE ALL THE TIME.
BUT SHOULDN'T IT BE A PROCESS IN PLACE TO RECONSIDER AN ISSUE? AND YOU KNOW, HOW MANY VOTES FOR HOW MANY VOTES AGAINST.
[01:20:01]
BUT IT GIVES THE NEW TRUSTEE A FEELING THAT THEY'RE NOT THEIR ISSUE AND THEY ARE NOT BEING COMPLETELY IGNORED.AND WHAT SHOULD THE CRITERIA BE THAT ADDRESSES ALL OF, YOU KNOW, HOW MUCH HOW LITTLE, HOW MANY PEOPLE, YOU KNOW, EACH TRUSTEE REPRESENTS.
YOU KNOW, BUT THE MAIN ISSUES AND CRITERIA.
YES. I MEAN, I THINK IN THIS SPECIFIC EXAMPLE, IT WOULD BE VERY HARD TO UNDO THE DECISION BECAUSE PROPERTY HAS ALREADY BEEN BOUGHT AND FINANCING OR OTHER THINGS THAT CAN BE SAID.
BECAUSE HE HAS ALREADY GONE THROUGH AND ALREADY GOTTEN THE GUIDANCE FROM THE BOARD AND THEN THIS AND FOLLOW THROUGH ON WHAT THEY WRITE? I DON'T SEE. OKAY, LET'S SEE.
THAT'S THE BEAUTY OF BEING A PUBLIC INSTITUTION.
THERE'S ALWAYS A LOOPHOLE OR A WAY TO UNDO SOMETHING.
IT'S JUST WHAT PROCESS AND WHAT MECHANISMS YOU USE TO DO IT.
SO DO YOU WANT TO KNOW WHAT HAPPENED? OH, GO AHEAD. WELL, AND THEN REFLECTING, BECAUSE THE ONLY EXPERIENCE I HAVE IS THE EXPERIENCE OF BEING ON THIS BOARD AND BEING TO BOND ELECTIONS.
YOU KNOW, THAT'S HOW YOU GET THE MONEY TO BUY LAND AND BUILDINGS.
WE GO THROUGH A VERY DELIBERATE PROCESS.
IT'S A IT'S A DELIBERATE PROCESS.
I KNOW IF OTHER BOARDS JUST, YOU KNOW, MAKE IT AS FULL A DECISION OUT OF THE AIR AND DO IT.
BUT FOR THIS BOARD, WE LOOK AT A LOT OF DIFFERENT ISSUES.
BUT AS THIS BOARD IS NOW FACED WITH, WHEN Y'ALL PASS THE BOND ISSUE AND BECAUSE IT GOT DELAYED AND BECAUSE OF WHAT WE LEARNED TO CODE OTHER THINGS, NOT BUILD NECESSARILY WHAT YOU APPROVED OR THOUGHT YOU'D DO FOR THE BOND ISSUE, WE MAY TOTALLY DO SOMETHING DIFFERENT. WELL, BUT WE WE THAT'S WHY WE KEPT IT SO BROAD.
WE DIDN'T PUT OURSELVES IN A BOX SAYING WE'RE DEFINITELY GOING TO DO THIS, THIS AND THIS.
WE KEPT IT BROAD, BUT YOU KNOW, THERE'S ROOM.
YOU'RE SAYING THERE'S ROOM IN IT? OH, YEAH, YEAH. BUT WE KEPT IT BROAD.
I DON'T KNOW IF ANYBODY'S EVER HEARD THIS BEFORE, BUT I HEARD THIS A LONG TIME AGO.
IF YOU GOT A PROBLEM AND THIS RELATES TO PUBLIC INSTITUTIONS AND PUBLIC BOARDS, YOU MAKE THAT PROBLEM PART OF THE SYSTEM, AND IT COMES DOWN TO DO YOU WORK THE SYSTEM OR DO YOU LET THE SYSTEM WORK YOU? YEAH, AND STRONGEST ALLIES.
ALL RIGHT. WE SEE WE LOVE TO TALK.
AND I'M WRITING THAT LOVING TO TALK WITH YOU.
BUT I'M GOING TO TELL YOU HOW IT GOT RESOLVED BECAUSE WE COULD GO ON THE BOARD.
I THINK IN RETROSPECT AND LOOKING AT IT, WHATEVER NUMBER OF YEARS LATER, I THINK WHAT THEY REALIZED WAS THAT THIS PERSON, THIS IS THIS PERSON'S FIRST MEETING AND THIS PERSON HAD FOUR YEARS AHEAD TO WORK WITH THEM.
THEY'VE MADE THE DECISION TO HALT EVERYTHING THAT YOU CAN IMAGINE HOW I FELT.
I MEAN, WE'RE LIKE 4 TO 6 MONTHS BEHIND BECAUSE IT TOOK US SIX MONTHS TO DO WHAT THEY WANTED TO DO.
A FEASIBILITY STUDY, WHICH WE HAD ALREADY DONE.
WE HAD TO DO ANOTHER AND ALL OF THIS RESEARCH AND WHATEVER TO SHOW THAT THE RIGHT DECISION, THAT THE DECISION THAT WAS MADE WAS NOT AN ERROR.
BUT THAT JUST LOOKED AT IT AGAIN ALL OVER.
AND SO THEY KNEW IN THE END OF THE NEXT SIX MONTHS AND OF COURSE, OUR PRICES, THE COST OF EVERYTHING HAD GONE UP MUCH HIGHER WITHIN THOSE SIX MONTHS. BUT THEY WERE WILLING TO MAKE THAT SACRIFICE.
AND THIS WAS THE COST OF DOING THIS.
YEAH, WELL, THAT WAS THE DECISION THAT THEY MADE, WAS THE COST OF DOING THE FEASIBILITY STUDY BASICALLY WORTH GOING THROUGH THAT PROCESS? NO, IT WAS POLITICS AND HIGH RANKING OFFICIALS FROM THE COMMUNITY WHO CAME IN WITH HIM.
THEY ALL IT WAS A POLITICAL DECISION.
[01:25:03]
BUT AT THE SAME TIME, I THINK THEY WERE TRYING TO TRYING NOT TO.ALL RIGHT. I DON'T KNOW WHAT THE RIGHT WORD IS THAT TRUSTEE.
THEY DIDN'T WANT TO MAKE THAT NEW TRUSTEE.
YEAH, WELL, IT WAS A THEY EXISTED.
THE EXISTING BOARD MEMBERS VERSUS THE NEW TRUSTEE.
WHOSE IDEA WAS IT TO DO A FEASIBILITY STUDY? THAT'S WHAT CAME OUT OF IT.
THEY GAVE IT BACK TO ME AT THE END.
THEY HAD THIS WHOLE DISCUSSION AROUND AND ANSWERED A LOT OF QUESTIONS.
AND THAT'S WHAT I CAME BACK WITH.
I HAD A WHOLE PLAN. OH, SO I DIDN'T DECIDE.
NO. BUT THEY THEY JUST BASED ON THE CONVERSATION THEY HAD PUT TOGETHER.
I DID NOT DO THAT IN ISOLATION, BUT IT WAS IT WAS A COMMUNITY.
AND WE HAD DONE WE DID THE SAME THING TWICE.
MILLIONS OF DOLLARS PREVIEW OF COMING ATTRACTIONS.
I KNOW NOTHING ABOUT YOUR BUSINESS.
YES, PERHAPS JUST BECAUSE I WANT TO TALK TOO MUCH.
BUT I HAVE A VERY SMALL EXPERIENCE LIKE THIS WHERE I BROUGHT UP AN ISSUE THAT HAD ALREADY BEEN DECIDED AND WAS TOLD BY ONE OF THE BOARD MEMBERS VERY HEARTILY. YOU MEAN YOU WOULD PUT ASIDE ALL THE WORK WE DID ON THIS ISSUE? AND I THINK THAT'S ONE OF THE THINGS THAT MADE ME UNCOMFORTABLE ABOUT THIS BOARD, BECAUSE THAT WAS ONE OF MY WELCOMING MEETINGS.
AND I THINK IF WE TALK ABOUT TRUST OR NOT TRUST, THAT'S RESPECT.
AND I THINK IT'S A BIG MISTAKE NOT TO RESPECT THE NEWBIE THAT COMES IN AND ASK QUESTIONS BECAUSE THOSE QUESTIONS WERE PART OF THEIR BEING EDUCATED INTO THE SYSTEM BY THE CAMPAIGN TRAIL, PLUS BY WHAT THEY LEARN FROM ADMINISTRATORS AND FACULTY AND PEOPLE THEY KNEW WITHIN THE SYSTEM.
SO I THINK THAT'S ONE OF THE THINGS THAT LED TO MY NOT BEING COMFORTABLE HERE.
OKAY. I FEEL A LITTLE BETTER, THOUGH.
I SHOULDN'T ASK YOU THAT PUBLIC MEETING.
I WORK WITH THE BOARD CHAIR AND THE VICE CHAIR.
WHAT ABOUT THE OTHER BOARD? WELL, THEY THEY THEY DIRECTED ME TO COME BACK TO THE NEXT MEETING WITH THE RECOMMENDATION.
AND THEY IN PUBLIC SESSION COULD HAVE REJECTED THAT BECAUSE THEY DISCUSSED IT.
I HAD TO COME BACK WITH A WHOLE PLAN, WAS ON THE AGENDA IN ADVANCE, AND SO WE DISCUSSED IT.
WE HAD TO HAVE ALL THOSE PRICES ESTIMATES ALREADY THERE AND EVERYTHING.
BUT YOU SEE WHAT I MEAN BY COMMUNICATION AND HOW SOME FEELINGS COME ABOUT WHEN.
THEY COULD HAVE ACCEPTED, REJECTED, MODIFY, ELIMINATED.
THE WHOLE BOARD HAD THAT OPPORTUNITY IN THE OPEN DISCUSSION.
DID YOU HAVE A BUNCH OF HARD FEELINGS AFTERWARDS AMONGST THE BOARD MEMBER OF THOSE THINGS? WELL, WITH THE STAFF, THE STAFF WAS REALLY ESPECIALLY THE PERSON WHO WAS IN CHARGE OF FACILITIES BECAUSE IT'S PROJECTS BEHIND AND ALL THAT. SO I HAD TO JUST KIND OF GET HIM CALM DOWN.
WE WORKED AT THE DISCRETION OF THE BOARD AND WE CAN'T DO THAT ANYMORE, REALLY.
AND SOMETIMES IT JUST GETS LIKE THAT.
WE WORK FOR THE BOARD ON THE STAFF SIDE.
SO I THINK THERE WERE MORE HURT FEELINGS ON THE STAFF SIDE BECAUSE THERE WAS DUPLICATION OF EFFORT.
THAT'S SOMETHING BOARDS HAVE TO THINK ABOUT AS WELL WHEN YOU ASK STAFF TO DO SOMETHING.
ALL OF THIS JUST TAKES A LOT OF.
ESPECIALLY IF IT'S THE SAME, PRETTY MUCH THE SAME THING THEY'VE DONE.
AND THE FACILITIES GUY IS JUST WATCHING STEEL GO UP.
[01:30:03]
I THINK IN TERMS OF THE RESPONSES THAT TRUSTEES RENDER AND BOARD GAME.YES. AND THERE'S OTHER WAYS THAT I THINK I MEAN, LET THEM DISCUSS THE ISSUE, PUT IT ON THE TABLE.
BUT AT THE END OF THE DAY, THE DECISION IS MADE.
YOU MOVE FORWARD, ESPECIALLY IF YOU'VE DONE YOUR DUE DILIGENCE ON THIS.
YEAH. IN TERMS OF MAKING THE ORIGINAL DECISION TO BEGIN WITH, BECAUSE THEN MILLIONS OF DOLLARS, I DON'T CARE IF SOMEBODY SAYS IT DOESN'T MATTER FOR $1,000,000, THAT'S $1,000,000 THAT WE WON'T GET BACK AND TAXPAYERS WORK HARD TO PUT INTO OUR COFFERS.
YEAH, YOU THINK ABOUT FINANCES, YOU HAVE TO THINK ABOUT ALL OF THAT.
AND I DON'T KNOW IF IT WAS A FIVE.
I'M NOT REMEMBERING RIGHT NOW, BUT YOU THINK ABOUT RELATIONSHIPS, YOU THINK ABOUT THE IMPACT ON THE COMMUNITY AND NOT JUST THE RELATIONSHIPS BETWEEN AND AMONG BOARD MEMBERS, BUT THE RELATIONSHIP WITH THE COMMUNITY WHERE THAT SITE WAS.
THAT WAS REALLY IMPORTANT BECAUSE THEY'RE TAXPAYERS.
THEY'RE HELPING TO PAY FOR THAT AND IT'S IN THEIR COMMUNITY.
SO THERE ARE ALWAYS LOTS OF FACTORS TO CONSIDER AND IT'S ALWAYS GOOD TO TAKE THE TIME.
TO DO THAT AND JUST WORK THROUGH IT.
WE NEED TO TALK HOME AND TALK TO ALL THE PEOPLE.
I'M GOING TO GO BACK TO THAT BECAUSE I WAS IN A HURRY AND I DIDN'T.
POLICYMAKERS, CORPORATE LEADERS, ACCREDITORS AND OTHERS ARE ASKING MUCH MORE OF HIGHER EDUCATION AND INCREASINGLY QUESTIONING ITS QUALITY, EFFICIENCY AND EFFECTIVENESS.
YOU NEED TO BE ABLE TO DEFEND ALL YOUR DECISIONS BECAUSE YOU'RE NOT OPERATING IN A BACK VACUUM.
IT'S NOT AS IT WAS MAYBE EVEN 20 OR 30 YEARS AGO, WHERE IN COMMUNITY COLLEGES I WAS AT A COMMUNITY COLLEGE WHERE THEY SAID, WELL, YOU KNOW, I MEAN, JUST LAST AN HOUR, WE JUST GET STUFF DONE.
PEOPLE ARE NOT GOING TO STAND FOR IT.
AND SO THAT'S WHY IT'S IMPORTANT TO REALLY TAKE THE TIME TO WORK THROUGH SOME STUFF.
AND INDEPENDENCE, AS WELL AS A BOLDNESS THAT ONLY COMES FROM A SMARTER AND MORE FOCUSED LEVEL OF ENGAGEMENT BY BOARDS AND THROUGH COLLABORATION WITH COLLEGE AND IN THIS CASE, COMMUNITY COLLEGE ADMINISTRATORS.
SO THERE'S THINGS CAN TAKE MORE TIME SOMETIMES BECAUSE YOU'VE GOT TO TALK TO MORE PEOPLE.
JUST DOESN'T HAPPEN AS QUICKLY AS IT USED.
ALL RIGHT. I'M MOVING TO THE NEXT SLIDE.
THIS IS A RESPONSIBILITY FOR BOTH.
THE BOARD OF TRUSTEES AND THE CEO ARE BOTH RESPONSIBLE FOR BUILDING AND MAINTAINING A STRONG BOARD CEO PARTNERSHIP, RESPECT, COMMUNICATION AND HONORING THE DIFFERENT RESPONSIBILITIES ARE THE BASIS FOR THE TRUST I SHOULD HAVE PUT IN THESE WORK THAT IS ESSENTIAL TO BEING AN EFFECTIVE GOVERNING LEADERSHIP TEAM.
THIS IS THE HOLDING HANDS AS YOU CROSS THE STREET PARK.
THEY'LL LEAVE HIM OUT THERE BY HIMSELF.
I'M PUSHING FOR TIME. YOU'VE GOT TO BE MIGHTY CLOSE.
SO. WHOSE LINE IS IT ANYWAY? POLICY DEFINES THE GENERAL GOALS AND ACCEPTABLE PRACTICES FOR AN INSTITUTION.
THE BOARD IS RESPONSIBLE TO DISCUSS THE GENERAL VALUES.
CHANCY NEEDS TO KNOW WHERE YOU ARE AND PRIORITIES THAT SHOULD BE REFLECTED IN POLICY.
THE CEO AND STAFF USUALLY DRAFT POLICY STATEMENTS.
JUSTIN, YOU TOLD ME THAT'S WHAT HAPPENS HERE.
YOU JUST LET THEM KNOW WHAT YOU WANT.
AND SOMETIMES THE CHANCELLOR HAS TO BRING IT TO YOU.
YOU MAY NOT EVEN BE AWARE OF CERTAIN THINGS.
MOST OF THEM YOU AREN'T. ESPECIALLY WHEN THEY COME DOWN FROM FEDERAL AND STATE LEVELS.
[01:35:04]
SO THE STAFF USUALLY DRAFT POLICY STATEMENTS THAT INCORPORATE THESE VALUES AND PRESENT THEM TO THE BOARD FOR DISCUSSION AND APPROVAL.THE CEO ALSO ALERTS THE BOARD ABOUT EXTERNAL FACTORS THAT MAY REQUIRE POLICY CHANGES.
I CAN SEE YOU GUYS ARE WELL-TRAINED.
I KNOW YOU HAD A PRESENTATION AND SENT ME THERE, SO BUT I WANTED TO JUST INCLUDE THIS BECAUSE IT'S IMPORTANT FOR ANY INSTITUTION OR EDUCATIONAL INSTITUTION.
BUT YOU HAVE TO BE ACCREDITED AND THE ACCREDITING AGENCY HAS REQUIREMENTS, AND ESPECIALLY YOU'VE GOT TO RUN THE STRONGER ONES IN THE NATION. AND I WANTED TO JUST RUN THROUGH THESE REQUIREMENTS.
AND WHENEVER YOU HAVE TO GO THROUGH THE ACCREDITATION PROCESS, I'M NOT SURE OF ALL THE DETAILS OF YOURS, BUT THESE ARE THE STANDARDS TO WHICH THE COLLEGE HAS TO SHOW IT ADHERES.
YOU HAVE TO PROVIDE EVIDENCE FOR EACH ONE OF THESE THINGS.
SO FOR POINT ONE, THE INSTITUTION HAS A GOVERNING BOARD OF AT LEAST FIVE MEMBERS.
AND THESE FIVE THINGS ABOUT THE FIVE MEMBERS HAVE TO DO THAT.
YOU'RE THE LEGAL BODY WITH SPECIFIC AUTHORITY OVER THE INSTITUTION.
YOU EXERCISE FIDUCIARY OVERSIGHT OF THE INSTITUTION.
DO THAT. YOU ENSURE THAT BOTH THE PRESIDING OFFICER OF THE BOARD AND A MAJORITY OF OTHER VOTING MEMBERS OF THE BOARD ARE FREE OF ANY CONTRACTUAL EMPLOYMENT, PERSONAL OR FAMILIAL FINAL FINANCIAL INTEREST IN THE INSTITUTION.
IS NOT PRESIDED OVER BY YOUR CHANCELLOR OF THE INSTITUTION.
SO THOSE ARE EASY, RIGHT? ME THAT JUST WANT TO JUST.
ESPECIALLY FOR THE NEWER TRUSTEES.
I DON'T KNOW IF YOU'VE LOOKED AT THE STANDARD OR NOT.
THE GOVERNING BOARD ENSURES THE REGULAR REVIEW OF THE INSTITUTIONS MISSION THAT HAS TO HAPPEN.
AND THEY DON'T SAY HOW OFTEN REGULAR IS.
I HIGHLIGHTED B BECAUSE THIS IS WHAT WE'RE TALKING ABOUT HERE.
THE GOVERNING BOARD ENSURES A CLEAR AND APPROPRIATE DISTINCTION BETWEEN THE POLICYMAKING FUNCTION OF THE BOARD AND THE RESPONSIBILITY OF THE ADMINISTRATION AND FACULTY TO ADMINISTER AND IMPLEMENT POLICY.
SO YOU CAN SEE THAT YOUR BABY THIS DISTINCTION A MINUTE AGO ABOUT WHAT THE BOARD'S ROLE IS AND WHAT THE CHANCELLOR'S ROLE IS AND YOUR ACCREDITING AGENCY IS CHECKING HERE APPROPRIATE DISTINCTION BETWEEN THE POLICYMAKING FUNCTION OF THE BOARD.
AND THE RESPONSIBILITY OF THE ADMINISTRATION AND FACULTY TO ADMINISTER AND IMPLEMENT POLICY.
I'M SURE YOU MEET THAT AT FORD TO SEE THE GOVERNING BOARD SELECTS AND REGULARLY EVALUATES THE INSTITUTION'S CHIEF EXECUTIVE OFFICER 4.2 RD THE GOVERNING BOARD DEFINES AND ADDRESSES POTENTIAL CONFLICT OF INTEREST FOR ITS MEMBERS.
I'M ASSUMING YOU HAVE THAT AS WELL.
YES, OF COURSE. YOU KNOW, THAT SURVEY THAT YOU SAID, I THINK HAVE THE 20 QUESTIONS WHEN I WAS GOING THROUGH DOING THAT SURVEY, SOME OF THOSE THINGS THAT WERE LISTED THERE.
WHAT ABOUT DUAL RESPONSIBILITY? WE'RE GOING TO WE'RE GOING TO GO THROUGH THOSE.
AND SOME OF THEM, I THINK, ARE I ALMOST GAVE YOU THE OPTION TO SAY BOTH, BUT I DIDN'T.
[01:40:02]
WE'LL WALK THROUGH THEM. WELL, YOU KNOW, THAT'S WHAT WAS KIND OF IN MY HEAD WHEN I READ SOME OF THOSE QUESTIONS OR WHATEVER, THAT I THINK THE BOARD SHOULD BE ALERT TO THIS.AND THEN THE CHANCELLOR TO ME.
THOSE ARE JUST THE REQUIREMENTS.
AND SO NOW WE'RE GOING TO GO TO THAT ACTIVITY.
SO CARL IS GOING TO PULL IT UP.
THIS IS POLICY VERSUS WHETHER OR NOT AGAINST BUTT AND CEO AND BOARD RESPONSIBILITIES.
YOU CAN HAVE A LITTLE STRETCH, RIGHT? YEAH. OKAY. GO AHEAD.
IT'S GREAT. I FOUND THE WORDING.
YOU KNOW, I'M JUST LAYING ANYMORE.
OKAY, SO WE HAVE A LITTLE QUIZ.
BE WHAT? I REALLY HAVE ABOUT 50 QUESTIONS.
AND YOU DIDN'T. I DIDN'T GIVE THEM OUT TO YOU.
BUT THIS IS TO LIKE, WHOSE JOB IS THIS ANYWAY? SO LET'S SEE HOW YOU DID IT.
WE'RE GOING TO DISCUSS THESE TWO.
SO WHAT YOU HAD TO CHOOSE HERE WAS WHETHER IN THE STATEMENT EXPRESSED WAS THAT A RESPONSIBILITY OF THE BOARD? IS THAT A RESPONSIBILITY OF THE CHANCELLOR? SO, NUMBER ONE, WHO ESTABLISHES POLICIES THAT DEFINE CRITERIA FOR THE ORGANIZATIONAL STRUCTURE AND DELEGATE AUTHORITY TO THE CHANCELLOR TO DETERMINE THE ORGANIZATION? AND ALL SEVEN OF YOU SAID BOARD.
WHAT WAS THE DEAD GIVEAWAY IN NUMBER ONE POLICIES? YEAH, YOU GOT IT. YOU GOT THAT PART.
ALL RIGHT, LET'S GO TO NUMBER TWO.
WHO DETERMINES IN CONSULTATION WITH KEY COLLEGE PERSONNEL.
AND THIS IS CONNECTED TO THE OTHER ONE, AN ORGANIZATIONAL STRUCTURE THAT IS DESIGNED TO ACHIEVE INSTITUTIONAL GOALS AND TO MEET BOARD STANDARDS FOR EFFECTIVE ORGANIZATION. SOMEBODY SAID, WAS IT DEFEND YOURSELF? YEAH. ME? YES. WELL, I MEAN, IT SAYS IT DOESN'T SAY DIRECTORS DETERMINE CONSULTATION.
I MEAN, WE'RE IN THERE FOR A PURPOSE AND A REASON.
AND IF WE CAN'T BE THERE TO CONTRIBUTE, THEN WHY ARE WE HERE? SO THAT'S WHY I FEEL LIKE YOU DO IT IN CONSULTATION, BUT STILL IS ALSO THE JOB WE DO.
BUT DO YOU DO IT IN CONSULTATION WITH COLLEGE PERSONNEL, THESE KEY PERSONNEL? NO. BECAUSE IN NUMBER ONE, YOU ESTABLISH THE CRITERIA, THE POLICY THAT SAYS HOW THE STRUCTURE SHOULD BE DONE.
IS IMPLEMENTATION OPERATIONAL? YOU DON'T HAVE TIME TO BE TRYING TO FIGURE ALL THAT OUT.
ALL THESE OTHER BIG IMPORTANT THINGS YOU'RE DOING YOUR IMPLEMENTATION ON.
WELL, THIS IS ONE OF THE THINGS QUESTIONS THAT WHEN I LOOKED AT IT, I WAS THINKING THAT IT WOULD BE A JOINT TYPE THING, BECAUSE EVEN WHEN THE CHANCELLOR, THE ORGANIZATIONAL STRUCTURES AND THE GOALS AND WHETHER OR NOT IT'S MEETS BOARD STANDARDS ON THE COLLEGE PERSONNEL, THEY'RE ALWAYS THERE.
AND THE BOARD CAN ASK THEM QUESTIONS OR ASK THEM FOR INPUT ON ANY ISSUE THAT COMES UP.
SO THIS IS WHY I SAY THAT'S WHAT I SAY.
WHEN I WAS ANSWERING THIS, THERE WERE A NUMBER OF THINGS THAT I THINK IT WAS LIKE IT SHOULD BE A COLLABORATIVE EFFORT OR I FELT LIKE IT SHOULD BE. ALL RIGHT.
LET'S GO BACK TO NUMBER ONE FOR A SECOND.
MAKIYA, DID I PRONOUNCE YOUR NAME CORRECTLY? OKAY. SO ESTABLISH POLICIES THAT DEFINE CRITERIA FOR THE ORGANIZATIONAL STRUCTURE AND THEN HAND THAT AUTHORITY OVER TO THE CHANCELLOR TO DETERMINE THE ORGANIZATIONAL STRUCTURE, BUT THEN THE BOARD IN DIFFERENT SITUATIONS, THEN THE BOARD BECOME THE FINAL SAY.
SO YOU'RE GOING TO ASSUME THAT YOU JUST DID THIS.
YOU CHANGED YOUR WHOLE ORGANIZATIONAL STRUCTURE.
[01:45:04]
YOU WEREN'T OUT THERE MEETING WITH THOSE PERSONNEL OR CONSULTANTS OR WHOEVER YOU HIRED TO DETERMINE WHAT THAT WAS GOING TO BE.I THINK YOU PROBABLY HAD YOUR CHANCE FOR DOING ALL THAT STUFF.
WE MEET ONCE OR TWICE A MONTH OR WHENEVER YOU MEET, AND YOU DON'T DO ALL OF THAT.
HE GOES AND DOES IT. THAT'S A JOB THAT'S DEPENDING FOR.
HE CAN LET YOU KNOW HIS PROGRESS ON THIS THING IS FALLING APART.
OH, THIS IS GREAT. IT'S GOING GREAT.
WE GOT TO START THE DAY IF WE WANT TO CARRY A BIG STICK.
AND LET'S GO TO NUMBER TWO AGAIN.
THE CHAIRMAN, I THOUGHT IN CONSULTATION WITH KEY PERSONNEL, HOW TO KEEP COLLEGE PERSONNEL.
NO, NOT THAT. THAT'S NO, I MEAN, IN A NEGATIVE WAY.
THEY HAVE HIGH CHANCE OF DETERMINING THAT ORGANIZATION STRUCTURE.
HE HAS TO MAKE SURE THERE THAT ANY OTHER COMMENTS FROM THE SIX PEOPLE OTHER THAN TRUSTEE COMPTON WHO CHOSE OF RESPONSIBILITY ON THAT OKAY LET'S GO TO THREE.
I SAID SHE. SHE HAD ALREADY SPOKEN.
THAT'S WHY I SAID IT THAT WAY.
SO, NO, YOU KNOW, BUT I BASICALLY WENT WITH THAT ANSWER ONE WAY OR THE OTHER.
BUT IT WAS SOME THINGS THAT I, YOU KNOW, THOUGHT THAT, YOU KNOW, IS MUTUAL.
YOU KNOW, IT SHOULD BE JOINT RESPONSIBILITY.
I THINK THERE ARE SOME. NUMBER THREE, PLEASE ADOPT AND FOLLOW POLICIES THAT DEFINED STRUCTURE AND ROLE OF THE BOARD AND ITS OFFICERS AND TO ESTABLISH STANDARDS FOR TRUSTEE BEHAVIOR.
ALL SEVEN OF YOU SAID THAT'S YOUR RESPONSIBILITY AND I MOST CERTAINLY AGREE.
AND THANK YOU, BY THE WAY, FOR COMPLETING THE SURVEY.
PROVIDE SUFFICIENT INFORMATION TO EMPOWER BOARDS TO MAKE WISE POLICY DECISIONS.
WHOSE JOB IS THAT? ONE PERSON SAID BOARD.
DO YOU WANT TO SAY WHY YOU CHOSE BOARD? WITHOUT SUFFICIENT INFORMATION TO GUESS.
I DON'T REMEMBER, BUT IT SOUNDS LIKE SOMETHING I MIGHT CHOOSE BECAUSE I FEEL THAT WE HAVE A CERTAIN RESPONSIBILITY IN GETTING THE INFORMATION SO WE CAN MAKE DECISIONS AND NOT JUST SECOND, WHATEVER HAS BEEN PUT OUT THERE FOR US ALREADY.
OKAY, SO THERE'S AN ITEM ON THE AGENDA, AND I'M TRYING TO TRACK THIS ONE OUT.
LET'S SEE. THAT'S SUFFICIENT INFORMATION TO EMPOWER REPORTS.
SO YOU WANT YOU HAVE TO MAKE A POLICY DECISION OR A RECOMMENDATION OF WHATEVER.
I DON'T KNOW THAT YOU'RE GOING TO GO LOOK FOR ALL OF THE INFORMATION YOURSELF.
BUT IF THAT'S WHAT IT WOULD MEAN, THAT WOULD BE THE WORK.
DIFFERENT SIDES OF THINGS, RIGHT? IT DOESN'T MEAN YOU COULDN'T DO IT.
YEAH. BUT IT WOULD BE WITHIN HIS JOB DUTIES TO DO THAT.
AND I THINK IT'S MY JOB TO BE INFORMED ON EVERYTHING I CAN ON THE ISSUE, NOT JUST WHAT I'M PROVIDED.
YES. OH, IT OCCURS TO ME LIKE ESPECIALLY ON THIS ONE, WHAT IS THE LEGAL COUNSEL FILING TO THIS? I THINK I'M JUST ONE.
RIGHT. YEAH. AND, YOU KNOW, THE GENERAL COUNSEL, AS YOU KNOW, HAS BROAD RESPONSIBILITIES TO THE INSTITUTION, TO THE TO THE BOARD AND TO THE CHANCELLOR.
BUT AS YOU KNOW, WE HAVE THE DAY TO DAY ADMINISTRATION OF.
SO SAY WE WORK TOGETHER ON THOSE THINGS.
NO BOARD MEMBER IS MY CLIENT, NOR IS THE BOARD AS A GOVERNING BODY, MY CLIENT.
[01:50:03]
SO IF SOMETHING IS AMISS THAT NEEDS TO COME TO THE ATTENTION OF THE BOARD, I DON'T STOP AT THE CHANCELLOR'S OFFICE OR ANYBODY ELSE'S OFFICE.I GO TO THE BOARD AND GIVE THE BOARD MY ADVICE AND COUNSEL WITH RESPECT TO THAT.
THAT'S MY LEGAL AND ETHICAL OBLIGATION.
AND LET'S JUST LAY THIS ON THE TABLE WHILE WE'RE ON THIS POINT.
IF A BOARD MEMBER HAS A QUESTION ABOUT ILLEGALITY AND SO FORTH, FUNNEL IT THROUGH YOU.
OR CAN THEY GO DIRECTLY TO LEGAL COUNSEL? BECAUSE I THINK THERE'S BEEN A PRACTICE OF PEOPLE DOING DIFFERENT THINGS OR DOING WORSE.
AND I'VE HAD THAT OPPORTUNITY WITH MANY OF YOU TO TO ANSWER A QUESTION DIRECTLY.
BUT THE CHANCELLOR'S OBLIGATION IS MUCH LIKE MINE.
BUT I WOULD NEVER PROHIBIT A BOARD MEMBER FROM CONTACTING ME DIRECTLY.
I THINK YOU ALL KNOW THAT YOU CAN IF YOU HAVE A CONCERN OF A LEGAL NATURE.
ALL RIGHT, LET'S GO TO NUMBER FIVE, PLEASE.
LEAD AND ADMINISTER THE INSTITUTION.
ALL SEVEN OF YOU SAID THAT'S THE CHANCELLOR'S RESPONSIBILITY.
I SEE THAT BIG SMILE ON YOUR FACE.
CREATE A POSITIVE CLIMATE FOR EFFECTIVE LEADERSHIP THROUGH SUPPORTING INSTITUTIONAL LEADERS AND MODELING INTEGRITY, VISION AND ETHICAL BEHAVIOR.
AND I AGREE WITH ALL OF THOSE AXIOMS. I THINK THAT THE RESPONSIBILITY OF TO RESPONSIBILITY, BECAUSE IF TRUSTEE BOB BRAVO BY SOME I DON'T KNOW, AND IT'S HIGHLY POSSIBLE FOR HER BECAUSE SHE'S AN ATTORNEY, GETS HER NAME IN THE NEWSPAPER OR SOMETHING, SHE'S DONE SOMETHING POSITIVE.
AND ONE OF THE THINGS THAT'S GOING TO BE IN THERE IS THAT SHE'S THE CHAIR OF THE BOARD OF DALLAS COLLEGE OR THAT SHE'S A MEMBER OF THE BOARD FROM DALLAS COLLEGE. THIS RESPONSIBILITY, YOU HAVE THIS JOB, YOU HAVE FOLLOWED YOU EVERYWHERE YOU GO.
PEOPLE HAVE A CAR ACCIDENT OR ANYTHING.
IT'S NOT GOING TO BE JANE TRUSTEE DOE.
IT'S GOING TO BE I MEAN, IT'S NOT GOING TO BE JANE DOE.
IT'S GOING TO BE TRUSTEE DALLAS COLLEGE.
AND SO YOU HAVE TO BE HONEST ALL THE TIME, BECAUSE ALL THE TIME YOU ARE REPRESENTING A COLLEGE AND YOU SHOULD BE MODELING THAT BEHAVIOR THAT BRINGS POSITIVE RESPONSES FOR THE DISTRICT AND ANYTHING YOU DO AND THOSE OF YOU, THEN I WANT TO REMEMBER THAT IS MOST DEFINITELY THE CASE.
SO THAT'S FOR THE BOARD AND THE CHANCELLOR.
SO THAT WOULD DEFINITELY BE DOABLE.
COMMENTS. YEAH, I HAVE A HARD TIME ANSWERING THIS ONE BECAUSE I LOOK LIKE.
OKAY. YEAH, BUT IT'S FOOTBALL.
IDENTIFY AND DISCUSS BOARD POLICY LEVEL VALUES INHERENT IN ISSUES BEFORE THE BOARD.
SO SOMEBODY WHO CHOSE BOARD RESPONSIBILITY, WOULD YOU SAY WHY? SURE. WHY YOU CHOSE THAT AND SOMEBODY WHO CHOSE TO CHANGE, WHY YOU CHOSE THAT, WHICH IS BROAD POLICY LEVEL VALUES.
SO YOU SET A QUESTION. ONE, WHAT'S THE CLUE? I MEAN, IT'S POLICY LEVEL.
YOU KNOW, I MEAN, THIS IS OUR PURVIEW, I THINK, PRIMARILY.
I THINK I THINK THAT THE SUBSTANCE OF WHY IT IS WHAT IT IS IS GOING TO COME FROM THE CHANGE.
BUT YOU KNOW WHAT I WAS GOING TO SAY? SAY WE'RE HAVING A DISCUSSION OR WHATEVER.
AND BECAUSE WE DIDN'T THINK ABOUT IT OR WHATEVER, WE DON'T IDENTIFY IT AND WE DON'T DISCUSS IT.
[01:55:06]
NEED TO CONSIDER THAT, YOU KNOW, WE MAY NOT HAVE THOUGHT ABOUT ON OUR OWN.BUT I THINK THE CHANCELLOR HAS A PRIMARY RESPONSIBILITY TO IDENTIFY THOSE ISSUES BEFORE THEY EVEN BEFORE THEY GET TO YOU THAT THIS HAS SOME POLICY AND.
YOU CAN PICK IT UP. YOU CAN DO IT, TOO.
I'M SAYING, BOB, AND I'M THINKING ABOUT THE AGENDA, THOUGH ONCE THE AGENDA IS DEVELOPED AND THE WAY YOU WRITE UP YOUR ISSUES, YOU COULD SAY YOU COULD PUT A NOTE IN THERE THAT THERE ARE POLICY IMPLICATIONS.
HE GOES OVER THE AGENDA WITH THE CHAIR AND THE VICE CHAIR, AS YOU GUYS WOULD DO, AGENDA REVIEW.
THEN IT COULD COME UP IN THAT DISCUSSION.
IT COULD BE EITHER TAKE THE RESPONSIBILITIES ON BOTH SIDES.
WELL, THE OBLIGATION FOR SURETY IS SOMETHING ELSE THAT OCCURS TO ME TOO, BECAUSE IT IS THE CHANCELLOR. THEY ARE IN THE EDUCATIONAL ARENA AND OUR TYPES OF FORUMS MORE SO THAN I AS A BOARD MEMBER, WHERE, YOU KNOW, SOME CRITERIA, ISSUE OR DISCUSSION CAME UP THAT I WAS NOT PRIVY TO OR DIDN'T HEAR I DON'T KNOW ABOUT.
THAT'S ONE OF THE REASONS WHY I THINK IT'S A DUAL TYPE THING, BECAUSE YOU JUST NEVER KNOW, ESPECIALLY WHEN IT CONCERNS NEW TRENDS IN EDUCATION, THEN DIFFERENT VIEWPOINTS AND THEN DIFFERENT LEGAL OPINIONS FROM DIFFERENT STATES, ESPECIALLY WHEN YOU'RE TALKING ABOUT CHANGE ON THE POLICY. SO THAT'S MY ARGUMENT FOR WHAT YOU GUYS SEE. GENERAL INPUT FROM THE OTHER FROM THE BOARD PRIOR TO DRAFTING A POLICY TRANSCRIPT.
ADOPT POLICIES THAT REQUIRE AND SET PARAMETERS FOR EFFECTIVE PLAN BOARD.
ABSOLUTELY. WHAT'S A DEAD GIVEAWAY? WORK THERE. ADOPT.
ADAPT CAN CONTRIBUTE TO THE DEVELOPMENT OF A POLICY DIRECTION.
ENSURE THAT COLLEGE OPERATIONS AND BUDGETS ARE ALIGNED WITH PLANS OF SEVEN SEPTEMBER? YES. SWELL NAME AND ADMINISTER THE DELIVERY OF HIGH QUALITY EDUCATION PROGRAMS AND SERVICES, INCLUDING PLAN AND DEVELOPMENT PROGRAMS. STAFFORD CHANCELLOR.
AND YOU HAVE TO SEE WHAT THOSE ARE.
TRUSTEE WHEN YOU HAD BROUGHT THIS UP EARLIER ABOUT ACADEMIC QUALITY, ALL THAT COMES TO YOU.
IN MY MIND, WE'VE GOT A SPLIT ON IT.
IT'S A DOC POLICY ADOPT KEYWORD THERE.
POLICY IS NOT THE EXCLUSIVE PURVIEW OF THE COURT, AND THERE'S A SECONDARY LEVEL OF POLICY DEVELOPMENT AND THAT THAT THE CHANCELLOR AND THE STAFF USED TO ADMINISTER A POLICY WE DON'T SEE.
SO TO SAY THAT THESE POLICIES AND THERE'S JUST THE BOARD IS NOT ACCURATE.
SO ONCE THEY PUT THEM ALL TOGETHER YOU HAVE TO APPROVE THEM AND THAT'S WHAT A DOC COMES IN.
YES. WHEN I READ THAT POLICY COMING FROM THE CHANCELLOR, THEIR PROCEDURES ARE THE WAY THEY IMPLEMENT THE POLICY. BUT THE BOARD, IF WE DON'T ADOPT THAT POLICY, IT DOESN'T GO INTO IT GOES NOWHERE, RIGHT? YOU JUST DON'T HAVE ANY POLICIES ANYMORE.
[02:00:01]
AUTHORITY. IT'S NOT THE PROCEDURE THAT FOLLOWS THE POLICY DIRECTION.RIGHT. SO, NO, I AGREE COMPLETELY WITH THAT ASSESSMENT.
MONITOR HOW EFFECTIVE THE INSTITUTION IS IN ACHIEVING ITS GOALS AND STUDENT SUCCESS.
ABSOLUTELY. BOARD RESPONSIBILITY.
IF YOU THINK IT'S JUST THE BORDER, WOULD IT BE A DUAL RESPONSIBILITY? MONITOR HE'S MONITORING.
HE'S MAKING SURE IT ALL GETS DONE.
YOU ARE CHECKING TO MAKE SURE THEY'RE DOING IT.
BUT HE HAS TO MONITOR IT FROM ALL OF THE DIFFERENT DEPARTMENTS OR WHATEVER.
YEAH. HE HAS TO DO MORE THAN MONICA.
I MEAN, YOU WANT TO TELL WHAT YOU DO IN THAT REGARD? WELL, AGAIN, I FEEL THIS ONE, TOO.
SO, I MEAN, I CERTAINLY BELIEVE THAT IT'S THE BOARD RESPONSIBILITY, BUT I FEEL THAT AS WELL AS THE LEADERSHIP TEAM AS WELL, MAKING SURE HE'S MAKING SURE IT GETS DONE OUT THERE AND MORE DETAIL, I WOULD THINK, AND DEPENDING ON OTHERS, THAT'S WHERE THE TRUST COMES IN WITH HIM TO TO TRUST THAT THEY'RE DOING IT BECAUSE THERE'S SO MUCH AROUND ACHIEVING THESE GOALS AND MAKING SURE THAT THAT DATA IS RIGHT.
WE'RE LOOKING AT THE MAJOR, UH, ACHIEVEMENT OF GOALS AND STUDENTS SUCCESS.
YOU'RE LOOKING AT THE MINUTIA.
ESTABLISHED POLICIES THAT SET STANDARDS FOR FISCAL AFFAIRS.
IT SOUNDS LIKE THAT'S RIGHT UP YOUR ALLEY ANYWAY.
SEVEN OF SAID YES AND YOU'RE MOST CERTAINLY.
BECAUSE THIS IS THE OTHER POINT I WANTED TO MAKE ABOUT ACADEMIC FARMING.
HAVE YOU EVER HEARD OF AN INSTANCE WHERE ANYBODY LOST THEIR JOB? AROUND ACADEMIC POLICY? STUDENTS WEREN'T GRADUATING AND CHEATING GOES AWAY AND THINGS THAT HAPPENED, THEN THEY LOSE JOBS.
I GUESS THAT IS WHERE WITH THE MONEY WE SEEM TO PUT MORE EMPHASIS ON THE FINANCES THAN WE DO ON THE EDUCATIONAL QUALITY PIECE. CAN WE JUST SAY THAT AGAIN? I MEAN, THAT'S JUST MY OPINION.
I LIKE TO ENGAGE YOU IN THAT DISCUSSION.
WHAT WE'RE TRYING TO. I'M SORRY.
NO, GO AHEAD. SO WE'RE TRYING TO CHANGE THAT CULTURE.
ABSOLUTELY. YOU'RE DOING THAT.
YOU HAVE REVERSED THAT IN YOUR STRUCTURE.
AND WE'VE ASKED HIM TO FIGURE THAT OUT.
YES. SO THAT'S WHY YOU'RE AHEAD OF THE CURVE.
AND THAT'S WHAT USED TO HAPPEN BEFORE.
PART OF THE REASON WE GOT SO BLOATED BUT IN HIGHER ED, I THINK IN PUBLIC SERVICE, THAT TENDENCY IS THERE TO KEEP THE THE NON PERFORMERS ON AND THAT'S NOT BEING A GOOD FIDUCIARY AND THAT'S NOT PROVIDING THE BEST QUALITY TO OUR STUDENTS AND WE HAVE TO GET AWAY FROM THAT.
DALLAS COLLEGE BUT AT LEAST THAT'S THE EXPECTATION.
I HOPE I SPEAK FOR THE BOARD, BUT IF I DON'T SPEAK FOR ME, DR.
LONDON I THINK IT'S BETTER FOR EVERYBODY.
I MEAN, THAT'S A DIRECTION WITH YOUR HEAD.
ESTABLISH AND ENFORCE ADMINISTRATIVE PROCEDURES THAT IMPLEMENT BOARD POLICY AND ENSURE THE LEGAL, ETHICAL AND PRUDENT MANAGEMENT OF COLLEGE RESOURCES.
CHANCE FOR SURE. HOLDING ON TO.
YEAH. IS IT OVER HERE AT THAT MUCH? GEORGE HERBERT WALKER BUSH USED IT ALL THE TIME.
I DON'T THINK IT WOULD NOT BE PRUDENT, ESPECIALLY NOW.
17 ESTABLISHED POLICIES THAT REQUIRE SELECTION OF THE BEST QUALIFIED PERSONNEL, ADMINISTRATIVE FACULTY AND STAFF, DIVERSITY AND COMPETITIVE SALARIES AND WORKING CONDITIONS WITHIN BUDGET CONSTRAINTS.
I REALLY DON'T KNOW THE ANSWER, BUT NO, I THINK SO TOO, SAID BOARD.
[02:05:06]
SETTLED ESTABLISHED POLICIES.WHO DOES THAT BOARD IS SUPPOSED TO? SEEMS LIKE THAT ONE'S FOR THOSE OF YOU WHO CHOSE CHANCE TO CHOOSE A CHANCELLOR FOR THAT.
I COULD BE WRONG. WELL, YOU KNOW ALL THAT STUFF.
H.R. WORKFORCE MANAGEMENT WITHIN BUDGET CONSTRAINTS.
BUT WHO PICKS THE PEOPLE AND SELECTS THEM? KNOW FACULTY, STAFF. THESE ARE AREAS THAT WE HOLD THE CHANCELLOR ACCOUNTABLE FOR, BUT WE'RE NOT EXECUTING ON THOSE OURSELVES AS A BOARD.
SO THAT'S BASED ON WELL, IF IT'S IS POLICY ESTABLISHED AT THE VERY BEGINNING OF ESTABLISH THE POLICIES THAT MAKE SURE THOSE THINGS HAPPEN, WHICH WILL PUT IT IN THE PURVIEW OF THE BOARD, YOU'RE TALKING ABOUT A POLICY.
BUT COULD YOU SAY ESTABLISH PROCEDURES THAT WOULD MAKE IT A CHANCE FOR BETTER PROCEDURES? WOULD BE THE CHANCELLOR DIFFERENT? RIGHT. THAT'S THE EXECUTION, THE IMPLEMENTATION PROCEDURES.
BUT THE POLICIES ARE ESTABLISHED BY YOU.
OH, AND ANOTHER PROBLEM THAT I HAD WITH THE WAY THIS WAS WORDED.
AND I CAN TELL ME ANY WAY THAT YOU CAN ESTABLISH A POLICY THAT'S GOING TO REQUIRE THE SELECTION OF BEST QUALIFIED PERSONNEL.
I NEED YOUR TRAINING ON THIS SUBJECT.
IS THERE ANY WAY YOU CAN ESTABLISH OR CREATE A POLICY THAT WOULD ENSURE THAT THAT HAPPENS? REALLY, PEOPLE ARE DOING IT.
THAT'S THE THING. AND PEOPLE YOU DON'T NECESSARILY GET THE BEST PERSON OR WHATEVER.
YOU'VE GOT TOO MANY IFS, YOU KNOW, IN THERE WHEN YOU'RE DEALING WITH PEOPLE, YOU KNOW, AT THE END OF THE DAY, I DON'T CARE WHAT YOU PUT IN PLACE, YOU DON'T KNOW THAT YOU GOT THE BEST POLICY, BUT YOU HAVE TO DEFINE BEST BECAUSE THAT'S KIND OF SPLITTING HAIRS.
THAT'S QUALIFIED PERSON. YEAH.
THE SELECTION QUESTION HERE SPEAKS TO POLICY, AND I BELIEVE IT'S APPROPRIATE FOR THE BOARD TO ESTABLISH POLICIES THAT REQUIRE SELECTION OF BEST QUALIFIED PERSONNEL.
BUT THE ACTUAL IMPLEMENTATION OF THAT POLICY RESIDES WHOLLY WITH THE CHANCELLOR.
AND IT'S THE BOARD BELIEVES AT SOME POINT THAT THE BEST QUALIFIED PERSONNEL ARE NOT BEING EMPLOYED.
THEY TAKE ISSUE WITH THE CHANCELLOR AND HIS EXECUTION OF THAT POLICY.
THEY DON'T ACTUALLY THEY DON'T MAKE THE HIRING DECISIONS.
THEY'VE DELEGATED THAT AUTHORITY TO THE CHANCELLOR.
SO I THINK THAT I THINK TO DR.
BENJAMIN'S POINT, THIS REALLY IS BOARD RESPONSIBILITY POLICY, THE POLICY PART, THE IMPLEMENTATION OF POLICY, DEVELOPMENT OF PROCEDURES AROUND HIRING AND THE SELECTION OF THOSE INDIVIDUALS RESIDES WITH THE CHANCELLOR AND HIS SUBORDINATES.
BECAUSE YOU LIKE MOST DISTRICTS, YOU DO NOT THE BOARD DOES NOT APPROVE PROCEDURES.
DO WE HAVE POLICIES AT THE BOARD LEVEL DIRECTING THAT THE BEST QUALIFIED PERSON WILL BE SELECTED? I DON'T THINK SO. DO WE HAVE POLICIES? YOU HAVE HUMAN RESOURCE POLICIES.
THEY'RE NOT THE BOARD. THEY'RE NOT. BUT THE BOARD CAN ADOPT THEM WHEN YOU PLAY THE.
I MEAN, HOLY COW, WE GOT A WHOLE BUNCH OF GAPS FOR THEY UNDER THE ANALYSIS.
WELL I DON'T KNOW THEY DON'T USE THAT LANGUAGE.
THERE'S SOME OF THAT LANGUAGE IN CHAPTER D OF CHAPTER B THAT GO ON AT LENGTH ABOUT ABOUT HIRING AND QUALIFICATIONS, PERSONNEL AND PROCESS BECAUSE IT ALL DELEGATES ULTIMATELY TO THE CHANCELLOR.
WE HAVE A STATEMENT, BUT REALISTICALLY, DO WE HAVE THE EXPERTISE? UH, SO BASICALLY SET A POLICY, LIKE I SAY.
SELECTION OF THE BEST QUALIFIED PERSONNEL.
I KEEP GETTING HUNG UP ON THAT.
HAVE YOU DELEGATED THAT RESPONSIBILITY TO THE CHANCELLOR AND THE CHANCELLOR SUBORDINATE? IF IT'S AN ACADEMIC HIERARCHY, IT'S THE PROVINCE OF.
AND THE BOARD SHOULDN'T ENGAGE IN THAT ACTIVITY BECAUSE IT'S OUTSIDE THE PROVINCE.
YEAH, I THINK THAT'S PROBABLY WHY I TO ANSWER, BECAUSE I HAVEN'T SEEN ANYTHING.
NOTHING HAPPENED FOR US LAST YEAR.
[02:10:03]
THE BARGAINING, YOU KNOW, AND THE BOARD HAS PROPERLY DELEGATED AUTHORITY TO THE CHANCELLOR.THAT'S CORRECT. AND WE HAVE THE LANGUAGE OF THE WORD POLICY WHICH SETS POLICY, AND THE BOARD DOES THE POLICY IN BOARD TO SET POLICIES TO SAY THAT THE CHANCELLOR WILL HIRE PERSONNEL TO FULFILL THE MISSION PURPOSE.
WELL, THOSE ARE THE THAT'S THE BOARD POLICY.
IT DOESN'T SPEAK SPECIFICALLY.
THIS IS A THIS IS OUT OF MY WORLD.
AND IN TERMS OF THE SALARIES, THE SALARY SCALES, THE BOARD, WE HAVE TO APPROVE THE SALARY SCHEDULES.
BUT IT'S BASED ON INFORMATION THAT WE GET FROM AN EXPERT.
YOU KNOW, SOMEBODY WHO'S POOR, I THINK SOMEBODY WHO'S QUALIFIED TO DO SALARY ANALYSIS AND SO FORTH.
BUT WHEN YOU GET INTO THIS REALM COLLECTIVELY AS A BOARD, I DON'T I DON'T THINK THAT WE ARE KNOWLEDGEABLE ENOUGH TO WRITE THESE POLICIES WITHOUT RECEIVING SOME OUTSIDE INPUT AND INFORMATION THAT GIVES US MORE CONCRETE.
WE'RE WORKING WITH A GENERAL STATEMENT ABOUT, I THINK THE POLICIES THAT ARE IN EXISTENCE AND THE FOR POLICY TO EXCEPT THOSE POLICIES THAT ARE NECESSARY IN ORDER TO INSURE TO ENSURE THAT THESE.
18. ADOPT POLICIES THAT DEFINE AND REQUIRE SOUND INVESTMENT PRACTICES, SOUND CASH FLOW MANAGEMENT, ADEQUATE PROTECTION SECURITY, ADEQUATE LIABILITY AND INSURANCE COVERAGE, RISK MANAGEMENT PROGRAMS, AND MONITOR THOSE POLICIES BEING FOLLOWED. I DON'T KNOW WHAT THE PRACTICE IS IN YOUR I DON'T KNOW IF YOUR COMMITTEE LOOKS AT THAT KIND OF THING, BUT AND YOU DO HAVE SUCH POLICIES, RIGHT, ON YOUR INVESTMENT PRACTICES, ETC., AND YOU DO ADOPT THOSE.
SO WE HAD ONE PERSON WHO SAID CHANCE FOR RESPONSIBILITY, AND SOMEBODY OUT THERE DOES ALL THE RESEARCH ON THESE AND BRINGS THESE POLICIES TO YOU FOR REVIEW SO THAT YOUR WORDING CORRECTLY AND COVER THE DISTRICT.
WE ACCEPT THE CHANCELLOR'S WORD AND THE CHINESE WORD THAT THESE THINGS ARE BEING DONE AND WE HAVE LIKE THE PROPER INSURANCE COVERAGE, WE HAVE THE RISK MANAGEMENT PROGRAMS THAT WE'RE SUPPOSED TO.
OUR RESPONSIBILITY IS TO PUT IN PLACE A POLICY THAT ADDRESSES THOSE THINGS FROM THE LEGAL FRAMEWORK.
AND THAT'S WHAT THE FIRST PART OF STEM CELLS ADOPT, POLICIES THAT DO THESE THINGS REQUIRE.
19. I THINK THAT MAYBE THE LAST TIME I WAS IT 18, 18.
IF I DON'T REMEMBER, I THOUGHT IT WAS TWINNING, BUT I COULD BE WRONG.
CAN WE GO BACK? SO IF I MADE AN EGG, CAN WE GO BACK TO NUMBER 11? PLEASE DO. I'M SURE.
TO ENSURE THE COLLEGE OPERATIONS BUDGETS ARE IN LINE WITH PLANS.
YEAH. I WROTE DOWN 11, BUT IT MAY HAVE BEEN THE FACT THAT IT WAS SO BROAD BECAUSE DOESN'T THE BOARD BEAR SOME RESPONSIBILITY TO MAKE SURE IT JUST COMES THROUGH THE CHANCELLOR.
YOUR MONITOR IS YOUR APPROVING.
LET'S SEE HOW THE OPERATIONS AND BUDGETS ARE ALIGNED WITH PLANS.
AND WHEN HE BRINGS THEM TO YOU, THEY SHOULD BE ALIGNED.
SHOULDN'T IT SAY THE STRATEGIC PLAN OR.
[02:15:08]
YOU GOT ALL KINDS OF PLANS AND THEY HAVE TO BE FUNDED.IT'S NOT JUST THE STRATEGIC PLAN.
I'M READY TO GET OUT OF THIS HOT SEAT AND HAND IT OVER TO THE CHANCELLOR.
SO THANK YOU. I'LL BE BACK, THOUGH.
YOU WANT TO GIVE US A LITTLE FIVE MINUTE BREAK? YEAH. YEAH, SURE.
[7. Dallas College: The Good, the Bad, the Ugly and the Road Ahead]
THAT'S IT. THAT'S WHERE YOU'RE AT.WELL, THANK YOU ALL FOR STICKING US.
AND THANK YOU FOR OUR TOWN CRIER.
BUT THANKS FOR ALL FOR STICKING WITH US.
AND I'M JUST GOING TO SIT HERE AS WE ENGAGE IN THE CONVERSATION.
AND THIS REALLY IS AND AGAIN, I'VE GOT A SERIES OF REFLECTIONS THAT I WANT TO GO THROUGH THAT JUST REALLY JUST KIND OF AS THE AGENDA AS THE TITLE IMPLIES, THE GOOD, THE BAD, THE UGLY, AND THE ROAD AHEAD.
THIS IS JUST REALLY KIND OF MY VIEW, MY LENS, MY ASSESSMENT OF WHERE WE ARE ON.
WE OBVIOUSLY HAVE A LOT TO BE PROUD OF AS WE HAVE BUILT THIS NEW INSTITUTION, THIS YOUNG INSTITUTION THAT'S STILL IN OUR TWO AND A HALF YEARS OLD.
ON THE LEGACY OF THE DALLAS COMMUNITY COLLEGE DISTRICT.
AND THE ONE OF YOU ASKED ME BEFORE KIND OF WHERE WE ARE IN TERMS OF.
COMPLETION OF THE CENTRALIZATION AND THE CONSOLIDATION AND RESTRUCTURING WORK THROUGH THE HEAVY LOOKS OF ALL OF THAT. BUT AS AN INSTITUTION THAT WILL ALWAYS BE DOING CONTINUOUS IMPROVEMENT WILL NEVER BE DONE.
AND SO I WANT TO SPEND A LITTLE BIT OF TIME KIND OF TALKING THROUGH SOME OF THE THINGS THAT I COULD HAVE TITLED THIS SLIDE OF THIS PRESENTATION, WHY I DON'T SLEEP OR WHAT WHAT KEEPS ME AWAKE AT NIGHT.
AND SO I'M GOING TO REFLECT ON SOME OF THE THINGS THAT ARE GOING PRETTY WELL AND THEN SOME OF THE CHALLENGES AND CONCERNS THAT CERTAINLY ME AND THE LEADERSHIP TEAM ARE MINDFUL OF.
AND I WANT YOU TO BE MINDFUL OF ALSO SAY THAT, YOU KNOW, THERE MAY BE INDIVIDUAL THINGS ON THERE THAT COULD CAUSE DEGREES OF EXCITEMENT OR FREAK OUT AMONGST YOU BECAUSE WE DON'T HAVE THAT DONE OR WE'RE NOT FAR ENOUGH ALONG WITH THAT.
THAT'S WHY I'M ACKNOWLEDGING THAT.
AND THEN AND THEN I DO WANT TO ASK TOWARDS THE END OF THIS FOR SOJOURNERS AND SPEND A FEW MINUTES IN EXECUTIVE SESSION TO TALK THROUGH SOME SOME OTHER ISSUES AND CHALLENGES.
AND OF COURSE, WE WANT TO END THE DAY TALKING A LITTLE MORE ABOUT BROADLY THE ROAD AHEAD AND WHERE DO WE WANT TO BE AS AS AN INSTITUTION OVER THE NEXT SEVERAL YEARS.
BENJAMIN WILL COME BACK UP IN THAT, AND I KIND OF END WITH THAT AS WELL.
SO AGAIN, IT'S JUST KIND OF WHERE I SEE THINGS WHERE WHERE WE ARE AT THE MOMENT.
AND I DO VIEW IT AS A CONVERSATION, SO TREAT IT AS SUCH.
BUT REALLY, YOU KNOW, WHEN I MOVED INTO THE ROLE, WE BEGAN TO PUT THE FRAMEWORK TOGETHER OF DALLAS COLLEGE 2030, WHICH REALLY WAS LOOKING AT KPIS AND METRICS AND WHAT WE'RE TRYING TO ACHIEVE OVER THE NEXT SEVERAL YEARS.
BUT ON THE LEFT, THOSE FOUR THINGS ARE REALLY THE THEMATIC PRIORITIES THAT THE BOARD HAS PUT TOGETHER THAT WE'VE BEEN FOLLOWING FOR THE LAST SEVERAL YEARS.
AND THERE'S A LOT OF THINGS OBVIOUSLY UNDERNEATH EACH OF THOSE FOUR.
BUT OVER ON THE RIGHT SIDE IS WHERE SOME OF THE ISSUES AND CHALLENGES ARE AROUND THOSE THINGS.
SO BECOMING MORE STUDENT FOCUSED, WELL, THAT IS A GOAL THAT WE'LL NEVER GET 100% THAT WE HAVE INVESTED HEAVILY IN, THAT PROCESSES AND CHALLENGES AND OTHER THINGS AROUND THAT INDUSTRY, ENGAGEMENT AND INNOVATION.
OUR COMMUNITY HAS HIGH EXPECTATIONS FOR US, AND I WOULD SAY EVEN MORE SO SINCE WE MOVED INTO THIS ONE COLLEGE STRUCTURE, WHAT THEY'RE EXPECTING US TO DELIVER ON.
SO THERE'S A LOT TO MANAGE THROUGH THAT.
[02:20:01]
THE STRATEGIC PLANNING PROCESS, IMPLEMENTATION, YOU'LL HEAR A LOT OF THINGS AROUND PROCESS THAT WE'RE STILL WORKING THROUGH THAT WE'RE GOING TO HAVE TO DEVELOP.AND THEN THE CULTURE. WE SPENT A LOT OF TIME FOCUSING ON CULTURE COMING OUT OF THE TRIPLE CD WHERE WE HAD SEVEN, EIGHT, NINE DIFFERENT CULTURES, DEPENDING ON LOCATION.
AND WHAT DOES IT MEAN TO BE A PART OF A DALLAS COLLEGE CULTURE AND HOW ARE WE HOW ARE WE DOING THAT? AND SO, YOU KNOW, NONE OF THESE THINGS THAT ARE UP HERE, THE THINGS THAT WE'LL TALK ABOUT ARE ONE AND DONE.
THESE AREN'T THINGS THAT ARE SIMPLE TO DO.
AND SO MUCH OF THIS IS A MULTI YEAR EFFORT WORK IN PROCESS.
SO I'LL JUST QUICKLY START WITH THIS.
YES, MA'AM. SO YOU SAID YOU WANT THIS TO BE A CONVERSATION OR SO ON THE PREVIOUS SLIDE ON THE BARRIERS AND CHALLENGES, HAVE YOU IDENTIFIED SHORT TERM AND THEN MID-TERM AND LONGER TERM TARGETS OR GOALS? YES. ARE YOU ABLE TO SHARE THOSE WITH NOT NOT IN EVERY INSTANCE ON THESE THINGS.
BUT YES, WE'LL TALK THROUGH SOME OF THAT AND THEN WHEN WE COME BACK IN SUBSEQUENT MEETING TO GET BACK AND REVIEW SOME OF THE KPIS AND METRICS THAT HAVE DIFFERENT TIMELINES.
WE'LL GET THROUGH SOME OF THAT AS WELL.
SO THIS ONE I WON'T SPEND MUCH TIME ON BECAUSE AGAIN, THESE ARE THE LARGELY THE THEMATIC PRIORITIES BY WHICH WE ALL ARE OPERATING UNDER AND FOCUSING ON.
ON. AND SO I WANT TO GO TO THIS LINE.
YOU KNOW, YOU'VE ALL SEEN WHAT WE CALL THE NETWORK SLIDE, THAT THIS OVER A PERIOD OF YEARS REALLY HELPED GUIDE US BEFORE WE STARTED TALKING ABOUT CONSOLIDATING.
THIS WAS REALLY JUST HOW WE SAW OUR ROLE IN THE ECOSYSTEM OF OF STUDENT NEEDS AND COMMUNITY NEEDS AND EMPLOYER NEEDS.
HOW DO WE CONNECT THE DOTS TO THE STUDENT BEING IN THE CENTER BUT TO THE NEEDS THAT STUDENTS MAY HAVE? AND AGAIN, WE'VE SPENT A LOT OF TIME, A LOT OF RESOURCES ON THOSE NEEDS AND ADDRESSING THOSE BARRIERS.
AND WE COULD ADD WE COULD ADD TO THIS ON AND ON WHERE IT DOESN'T FIT ON A PAGE ANYMORE.
YES, SIR. SO THE WAY YOU FRAME THAT SEEM TO SUGGEST THAT IN ONE COLLEGE THIS MODEL IS NOT OPERATIVE.
YOU'RE NOT SAYING THAT OR. NO, I'M NOT SAYING THAT.
NO. YOU KNOW, THERE WAS A TIME PERIOD WHERE WE HAD SEVEN DIFFERENT LOGOS UP THERE THAT REPRESENTED THE SEVEN COLLEGES. AND CLEARLY THERE'S ONE LEVEL DALLAS COLLEGE AND HOW THIS WORK GETS CONNECTED.
BUT THE THE WORK OF THE CONSOLIDATION HELPS FUNNEL HOW WE DO THIS WORK NOW, NOT THE DISPARATE WAY THAT WE DID IT BEFORE. SO WHAT I'M SAYING IS THAT IT HELPED BUILD AND INFLUENCE WHERE WE GOT TO WITH THE CONSOLIDATION IN THE WORK STILL EXIST IN THE CONSOLIDATION, BUT IT MAY BE FARMED OUT IN DIFFERENT SORT OF WAYS NOW.
SO ONE OF THE THINGS THAT WE DID LAST YEAR WAS CREATED ACTION 2022, ACTION 2022 WAS BASED OUT OF TOWN HALLS, LISTENING SESSIONS THAT WE DID INTERNALLY, ENGAGING WITH EMPLOYEES AND SOME SMALL GROUP SETTINGS TO KIND OF HEAR WHAT THEIR CONCERNS WERE.
AND AND SO WE PUT SOME STRATEGIES AND BUCKETS IN PLACE TO BE ABLE TO BE RESPONSIVE TO THAT, THAT WE COULD THEN ENGAGE EMPLOYEES WITH WHERE WE ARE, WHERE WE'RE GOING, WHAT WE'RE TRYING TO DO.
AND SO THINGS LIKE, YOU KNOW, ON FUNDAMENTALS, SOME OF IT WAS REALLY BASIC STUFF AROUND WAYFINDING ON CAMPUS THAT, YOU KNOW, WHERE ARE THINGS LOCATED FOR CONSOLIDATION PRE PANDEMIC.
[02:25:03]
I KNEW WHERE THINGS WERE, BUT THINGS HAD SHIFTED AND CHANGED.AND SO ME AS AN EMPLOYEE, I JUST KIND OF WANT TO KNOW WHERE TO GO AND WHO TO GO TO.
AND SO WE WORK ON SOME OF THOSE FUNDAMENTALS.
YES. NO. SO HOW MUCH PROGRESS DID YOU MAKE ON THOSE, OR IS THAT ONGOING? ONGOING I MEAN, ONGOING THERE'S A LOT OF PROGRESS WITH ACTUALLY 2022.
BUT AS YOU'LL SEE, THERE'S AN ACTION 2023 THAT THAT ROLLS OVER.
SO, FOR EXAMPLE, CREATION OF THE FIRST ONE, THE IDENTIFIABLE BRAND.
DO YOU FEEL THAT ONGOING, ONGOING.
ABSOLUTELY. NEW INITIATIVES, NEW INITIATIVES? WELL, OF COURSE. ARE YOU GOING TO LIST THEM? YEAH, THEY'LL ALWAYS BE NEW INITIATIVES.
SO WHAT WOULD BE A NEW INITIATIVE TO SUPPORT THAT ADDRESS THAT WHERE WE KNOW THAT MAYBE WE HAVE MORALE CHALLENGES? WELL, ONE THING WOULD BE ASKING FOR IS RIGHT.
SO DOING THE ENGAGEMENT SURVEY OF JUST DOING THAT ACTION, OF ASKING EMPLOYEES WHAT'S ON THEIR MIND AND WHAT ARE THEIR CONCERNS. SO THAT WAS A NEW INITIATIVE THAT WE PUT IN PLACE.
OBVIOUSLY, WE PUT IN PLACE THE THE COMPENSATION REVIEW, WHICH IS ONGOING, BUT THAT'S OUR COMMITMENT TO SAYING, HEY, WE WANT TO MAKE SURE THAT WE ARE COMPENSATING EMPLOYEES APPROPRIATELY TO THE MARKETPLACE.
SO, YOU KNOW, AND THEN THINGS LIKE THE FLEX WORK PROGRAM WAS A NEW INITIATIVE THAT WE DID LAST YEAR AND RECOGNITION THAT WORK CAN BE DONE IN DIFFERENT SORT OF LEVELS. AND THE PANDEMIC CERTAINLY DEMONSTRATED THAT.
AND SO WE PUT SOME ROBUST PARAMETERS IN PLACE.
FOR FLEX WORK. BUT THAT WAS A NEW INITIATIVE TO BE RESPONSIVE TO HOW CAN EMPLOYEES BE BE SUCCESSFUL.
SO IT'S THOSE SORT OF INITIATIVES THAT THE UNIVERSITY IS ON.
YES. SO IS IT POSSIBLE FOR YOU TO GIVE US A LIST OF THE NEW INITIATIVES JUST SO THAT WE'RE AWARE OF WHAT THEY WERE, WHETHER IT'S LIKE YOU'RE SAYING A DIRECTOR OR AN EMPLOYEE SUCCESS OR DIRECTED IN THE BARRIERS TO ADDRESS THE DIFFERENT BARRIERS, JUST SO THAT WE'RE AWARE.
SO WE CERTAINLY TRIED DIFFERENT STRATEGIES AROUND THAT.
WE DID AND CONTINUE TO DO A LUNCH AND LEARN SERIES SO EMPLOYEES CAN ENGAGE AND LEARN ABOUT NEW INITIATIVES, GET THEIR QUESTIONS ANSWERED.
SO WE DID THAT AROUND FLEX WORK.
AND THEN DIFFERENT COMMUNICATION STRATEGIES THAT THAT WE UNDERTOOK BETWEEN, YOU KNOW, MY 62ND VIDEO THINGS JUST TO KIND OF INFORM WHAT'S GOING ON OR THE LARGER 60 MINUTE KIND OF THINGS.
AND SO COMMUNICATION, AGAIN, WILL ALWAYS BE A CHALLENGE.
AND I'LL SAY, YOU KNOW, THAT WAS DOUBLY HARD.
I MEAN, OUT OF THE PANDEMIC, COMING OUT OF A REMOTE ENVIRONMENT WHERE, YOU KNOW, PEOPLE GOT USED TO MAYBE NOT SPENDING AS MUCH TIME ON CAMPUS AS THEY DID BEFORE, AS THEY HAD BEFORE.
AND SO WE HAD TO LOOK FOR WAYS TO ENGAGE THEM WITH DIFFERENT ROBUST ACTIVITIES.
SO, AGAIN, YOU KNOW, A LOT OF FOCUS THAT WENT INTO SORT OF THE THESE THINGS TO HELP BUILD THE DALLAS COLLEGE CULTURE, TO HELP FOCUS ON MORALE ISSUES OR CHALLENGES.
AND THEN WE PUT TOGETHER THESE CAMPUS LEADERSHIP ADVISORY TEAMS THAT REALLY HAD OUR CROSS-FUNCTIONAL TEAMS ON CAMPUS AT EACH OF THE CAMPUSES THAT WE ASKED THE PRESIDENTS TO LEAD.
AND THEN I WANT TO SPEND A COUPLE OF MINUTES TALKING ABOUT THE LEADERSHIP TEAM RECORD.
YOU KNOW, SOME OF YOU HAVE HEARD ME TALK ABOUT THIS BEFORE.
IT'S IT'S KIND OF HOW YOU ALL HAVE SPENT SOME OF YOUR TIME THIS MORNING.
[02:30:03]
HOW DO YOU DO THE WORK THAT YOU DO TOGETHER TO BE SUCCESSFUL AS A TEAM? SO BACK IN AUGUST, WE HAD A LEADERSHIP RETREAT, AND THAT'S ABOUT 40 OF MY EXPANDED LEADERSHIP TEAMS, AND THAT INCLUDES MY DIRECT REPORTS, INCLUDES THE VICE PROVOST, THE ASSOCIATE VICE CHANCELLORS.AND SO WE CAME TOGETHER TO REALLY TALK ABOUT HOW DO WE DO WHAT WE NEED TO DO TOGETHER TO GET TO THE OUTCOMES THAT WE NEED TO GET TO. AND THIS HAS BEEN AN ONGOING PROCESS AND CONVERSATION.
WE DRAFTED IT TOGETHER, WHICH IS THIS LANGUAGE YOU SEE ON THESE NEXT COUPLE OF SLIDES.
AND THEN I ASK EVERYBODY TO SIGN IT AND COMMIT TO IT.
AND THEN IT'S AN EXPECTATION OF HOW WE'RE GOING TO WORK TOGETHER.
AND SO THIS LEADERSHIP TEAM OF CORE REALLY IS GUIDING THE WORK THAT WE DO.
HOW ARE WE DOING? ARE WE HOLDING TO THE ACCORD? ARE WE HOLDING EACH OTHER TO THE CORE? WHERE ARE THERE GAPS IN THE ACCORD? AND SO JUST YESTERDAY WAS ONE.
WE DID THAT AS WELL TO KIND OF LOOK AT OUR SCORES.
HOW ARE WE DOING IN EXECUTING THIS LEADERSHIP TEAM CORE? SO I MENTIONED THAT THAT AS THE LEADERSHIP TEAM, AS WE ARE FOCUSED ON BUILDING CULTURES, WE ARE FOCUSED ON MODELING THE WAY AND THE BEHAVIOR BECAUSE IT'S TWO THINGS, RIGHT? WE HAVE HIGH EXPECTATIONS.
YOU KNOW, IF WE'VE GOT SOMEBODY THAT THERE THEY'RE ACHIEVING, BUT THERE'S A LOT OF CARNAGE IN THE WAY, AND THAT'S A PROBLEM. IF I GOT SOMEBODY, HEY, EVERYBODY LOVES BUT THEY'RE NOT DELIVERING, WELL, THEN THAT'S A CHALLENGE, TOO.
AND SO THE REASON THIS IS IMPORTANT, ONE OF THE REASONS IT'S IMPORTANT IS BECAUSE WE'RE STILL FEELING OUR WAY THROUGH A LOT OF HOW WE DO THE WORK.
WHERE'S THE HANDOFF BETWEEN THESE FUNCTIONS AND RESPONSIBILITIES? HOW HOW DO THE WORK OF THE ROLE OF THE CAMPUS PRESIDENT AND THEIR WORKFORCE ENGAGEMENT CONNECT WITH THE VICE PROVOST LEADING THOSE SCHOOLS AND THEY'RE ENGAGING WITH INDUSTRY FOLKS.
HOW DOES THAT CONNECT THEN WITH THE STUDENT SERVICES SIDE AND THE WORKFORCE SIDE AND ON AND ON AND ON? WE'RE STILL LEARNING OUR WAY THROUGH SOME OF THAT.
AND SO THIS IS WHAT IS DESIGNED TO HELP US CALL EACH OTHER OUT, PROVIDE A SAFE PLACE AND MECHANISM IN WHICH TO ENGAGE WITH EACH OTHER, TO SAY WHAT'S IN THE WAY.
AND MAYBE MAYBE IT'S YOU'RE IN THE WAY.
WELL, LET'S TALK ABOUT. I'VE NEVER BEEN IN THE WAY.
YEAH, I'M NOT POINTING TO YOU, BUT.
AND HELP US TO COME TO A COMMON UNDERSTANDING OF HOW TO GET PAST.
I MEAN, DO YOU FEEL THAT OUR CURRENT ORGANIZATIONAL STRUCTURE GETS IN OUR WAY AND CREATES UNNECESSARY COMPLEXITY AND FRICTION? YOU KNOW, WE'VE GONE FROM.
YOU KNOW, A CAMPUS CENTRIC SEVEN SEPARATE CAMPUSES TYPE MODEL.
SO, YES. AND SO AS YOU AS I AS WE TALK ABOUT THE BARRIERS, SO LEADERSHIP, CAPACITY AND ACCOUNTABILITY, SOME OF THAT IS DEFINING WHO'S ON FIRST AND WHO'S ON FIRST PRIMARILY, AND THEN HOW DO THE OTHERS CONNECT AND SUPPORT THAT.
THAT'S NOT ALL MAPPED OUT IN EVERY INSTANCE.
WHEN WE WERE FIRST DEVELOPING THE STRUCTURE, WE HAD SOME SLIDES THAT I CALLED THE HANDOFF SLIDES THAT WOULD REALLY SORT OF WALK THROUGH SOME SCENARIOS OF PROBLEM COMES TO WHOEVER COMES TO AND HOW LONG DO THEY CARRY THAT BEFORE THEY'RE HANDING IT OFF, AND THEN WHAT IS THEIR RESPONSIBILITY AFTER THAT VERSUS SOMEONE
[02:35:02]
ELSE'S RESPONSIBILITY? WE'LL HAVE IT ALL. WE DON'T HAVE ALL ALL THAT FULLY MAPPED OUT IN EVERY INSTANCE.AND SO TO YOUR POINT ON THE STRUCTURE, AND I'LL SAY BEFORE, WE DIDN'T HAVE ENOUGH PEOPLE PAYING ATTENTION TO THE WORKFORCE ENGAGEMENT SIDE, IT WASN'T AS ROBUST AS WE NEEDED TO BE.
WELL, YOU HEARD ME SAY, NOW WE'VE GOT WE'VE GOT THE PRESIDENTS, WE'VE GOT THE VICE PROVOST WHO WE'VE GOT SCHOOLS, WE'VE GOT PIPER AND HER TEAM ENGAGING IN THAT. SO IN SOME INSTANCES, YEAH, WE HAVE WE HAVE TOO MANY PLAYERS IN THAT WHERE WE AGAIN HAVEN'T FULLY HELPED DEFINE HOW THAT PROCESS FLOW WORKS.
IT IS A IT'S A CHALLENGE THAT WE'RE WORKING ON ADDRESSING.
AND IN THAT SPECIFIC INSTANCE, PIPER AND SHAWNDA AND THE PRESIDENTS AND I ARE MEETING HERE IN A WEEK OR SO TO HELP PROVIDE SOME SOME GUARDRAILS IN THAT, TO HELP ADD SOME DEFINITION TO THAT, THAT, YOU KNOW, IT'S NOT GOING TO PROVIDE IMMEDIATE PERFECTION. BUT I THINK IT'LL IT'LL HELP WITH SOME OF THE THE THE WONDERING WONDERING AND WANDERING.
AM I ON FIRST OR SHOULD I BE ON FIRST? ANY IDEA OF WHEN THESE THINGS WILL BEGIN TO GEL IN TERMS OF PROCESSES, HANDOFFS, WORKFLOWS, ETC.? WELL, IN THIS SPECIFIC INSTANCE, SOONER RATHER THAN LATER, BECAUSE AGAIN, BACK TO THE ACCOUNTABILITY PIECE AS IT RELATES TO THE THE WORK OF THE LEADERSHIP TEAM, THE EXPANDED LEADERSHIP TEAM, WE ARE WORKING TO A BILL TO BUILD THE ACCOUNTABILITY MEASURES, AS YOU ALL HAVE DONE WITH WITH MY ROLE, WE'RE WORKING TO BUILD ACCOUNTABLE ACCOUNTABILITY MEASURES WITH THAT GROUP.
SO SOME OF THAT WILL BE CLEARLY DEFINED.
AND IN TERMS OF THE LEADERSHIP ACCORD, HOW HOW ARE YOU ABLE TO DETERMINE THAT THOSE THAT HAVE SIGNED IT ARE REALLY LIVING BY IT AND MODELING IT WITH WITH ALL LEVELS OF THEIR ORGANIZATIONAL LINE? SO IT STARTS WITH HAVING A DEGREE OF SELF AWARENESS.
AND WE HAVE CERTAINLY HAD MEMBERS OF THE TEAM THAT HAVE SAID, OKAY, I HAVEN'T FULLY BEEN LIVING THE ACCORD, AND SO HELP ME ON THAT. AND THEN THERE'S ANOTHER EXAMPLES WHERE PEOPLE HAVE SAID, YOU'VE NOT BEEN LIVING THE ACCORD.
AND SO WE HAVE LARGELY FOCUSED ON THE THAT GROUP OF THE EXPANDED LEADERSHIP TEAM WITH THE EXPECTATION THAT THEN WE WILL BEGIN TO PUSH THAT DOWN IN THE ORGANIZATION.
SO SOME SOME MEMBERS OF THE TEAM HAVE HAVE DONE THAT DEEPER THAN OTHERS.
BUT THE EXPECTATION IS THAT THIS BECOMES THAT WE ARE MODELING THE WAY AND THAT OUR TEAMS THAT WE OVERSEE UNDERSTAND THAT. AND NOW THIS IS THIS IS A LARGER CONVERSATION THAT GETS TO TO ACCOUNTABILITY.
BUT I'M ACTUALLY INTERESTED IN INTERESTED IN PUTTING ELEMENTS OF A 360 ACCOUNTABILITY REVIEW INTO INTO THEIR REVIEWS THAT THEN WOULD HELP THAT THEIR TEAMS CAN HELP INFORM AND PROVIDE SOME FEEDBACK ON MAYBE HOW THEY ARE DOING WELL.
AND THAT WAS ALSO GOING TO BE. A QUESTION THAT I HAD.
BUT FIRST, THE LEADERSHIP ACCORD.
HAS IT BEEN COMMUNICATED DOWN ALL LEVELS OF THE ORGANIZATION SO EVERYBODY KNOWS WHAT'S EXPECTED OF LEADERSHIP AND THEN IN TURN EVENTUALLY WILL BE EXPECTED OF THEM? IT'S BEEN COMMUNICATED BROADLY THAT IT'S A THING THAT IT'S EXIST, THAT THIS IS SOMETHING THAT WE ARE HOLDING OUR SELF ACCOUNTABLE FOR.
BUT THAT'S MY EXPECTATION IS THAT WHEN WE GET TO WELL, AGAIN, I'M STARTING WITH THE ACCOUNTABILITY MEASURES THAT WE'RE BUILDING WITH THE LEADERSHIP TEAM WITHIN THIS CALENDAR YEAR AS WE GET OUR OUR NEW H.R.
[02:40:01]
THEN I'M ONLY GOING TO LOOK TO THEM TO HELP ME FIGURE OUT THE BEST WAY TO FULLY IMPLEMENT IT.SO YOU'VE BROUGHT UP THREE 60.
SO I THINK THAT WOULD BE VERY HEALTHY BECAUSE AS YOU SAID, OFTENTIMES WE'RE NOT SELF AWARE.
WELL, THAT'S NOT GOING TO HELP THESE DIFFERENT MODELS THAT YOU LOOK AT IT.
IT HAS TO GO TO A CROSS-SECTION AND NOT JUST SELECT ONES TO TRULY GET A PICTURE.
AND THE REASON I SAY THAT NOT WITH THE INTENT OF GETTING RID OF ANYBODY, BUT MAYBE POINTING OUT WHERE YOU MIGHT HAVE SOME AREAS YOU NEED TO WORK ON. AND HOPEFULLY THAT HAPPENS.
AND IF NOT, WELL, THEN 2.0 OR 3.0 OR WHATEVER.
YEAH, THERE'S DIFFERENT MODELS YOU CAN DO.
AND SO, YEAH, IT'S YOUR POINT.
YOU KNOW, EMPLOYEES DON'T GET TO PICK THEIR BOSSES, BUT I THINK THAT THAT WE SHOULD BE OPEN TO GETTING FEEDBACK AND THEN HOW SUPERVISORS TAKE THAT FEEDBACK NOT AS A GOTCHA, NOT AS A WHATEVER, BUT JUST TO HELP INFORM THEM.
WE DID A LITTLE BIT OF 360 AT CERTAIN LEVELS.
AND SO I THINK IF IMPLEMENTED RIGHT, THERE'S A LOT OF VALUE IN IT.
NOW, THERE ARE BAD WAYS TO IMPLEMENT IT AS WELL.
BUT AGAIN, I'M GOING TO LOOK TO OUR NEW LEADERSHIP, A NEW HR LEAD TO HELP US.
SO, YES, I'M REALLY PLEASED WITH THIS.
WE ARE TOTALLY FOCUSED ON ADMINISTRATION AND NO SCHOOL SUCCEEDS WITHOUT FACULTY.
AND I KEEP FEELING GETTING THE FEELING THAT WE ARE NOT TAKING FACULTY INTO ACCOUNT HERE.
I'M NOT ASKING TO MEET WITH THE REPRESENTATIVES ALL THE TIME.
I'M THINKING THAT WE NEED TO DO A BIGGER JOB AND REALLY ADDRESS WITH THE FACULTY THE THINGS THAT ARE THAT WE'RE PLANNING FOR THEM THAT THEY COULD GIVE INPUT TO.
EVERY TIME WE TALK ABOUT LEADERSHIP, WE ONLY SPEAK OF ADMINISTRATIVE LEADERSHIP.
AND I THOUGHT THIS WAS SUPPOSED TO BE SHARED GOVERNANCE AND WE COULD IT'S JUST LIKE THE HOSPITAL ADMINISTRATORS COULD NOT GET ALONG WITHOUT THE NURSES AND THE PHYSICIANS. WE WOULDN'T HAVE A JOB WITHOUT THE FACULTY.
I WOULD LIKE TO SEE MORE OF THEIR INTERESTS AND THEIR VIEWS INVOLVED WITH WHAT WE'RE TRYING TO DO.
WELL, SO AGAIN, WE'RE TALKING ABOUT EMPLOYEES RIGHT NOW.
SO WHEN I TALK ABOUT THINGS LIKE ACCOUNTABILITY AND NEW EVALUATIONS, WE'VE STARTED THAT.
I KNOW THAT THAT'S THE PART THAT'S FRIGHTENED EVERYBODY.
I WOULD LIKE TO SEE HOW WE'RE DISCUSSING MORE OF THE THINGS THAT ARE POSITIVE WITH THEM.
WELL, I KNOW WE'RE TALKING ABOUT THE BARRIERS.
I KNOW. BUT WE WENT THROUGH THE OTHER SLIDE AND MOVE THIS FORWARD WHERE THE CHALLENGES WERE.
I'M THEY WERE ALL PART OF ALL OF THE THE LUNCH AND LEARNS THE SMALL GROUP ENGAGEMENT.
NO ONE'S BEEN EXCLUDED BY ANY OF THOSE THINGS.
WHEN I TALK EMPLOYEE ENGAGEMENT, IT IS BROADLY EMPLOYEE ENGAGEMENT AND CERTAINLY AS IT RELATES TO FACULTY AND FACULTY INPUT ON THE ACADEMIC SIDE, THE PROVOST, THE VICE PROVOST MEETS WITH THE FACULTY LEADERSHIP ON A REGULAR BASIS, AS I DO, TO GET THEIR INPUT.
BUT WHEN I TALK ABOUT EMPLOYEE ENGAGEMENT, IT'S EVERYBODY THAT HAS BEEN PART OF THIS.
WELL AND TO MY SEX ACCREDITATION STANDARDS, WE HAVE TO GET FACULTY INPUT CORRECT.
IT'S NOT ON IF WE WANT TO OR NOT.
WE'RE REQUIRED TO GET FACULTY INPUT.
IS THAT CORRECT OR NOT? ON. ON, YEAH, ON ON CERTAIN THINGS.
AND SO ABSOLUTELY, THE FACULTY ARE ARE THE LIFEBLOOD OF THE INSTITUTION THAT INTERACT WITH OUR STUDENTS, THAT ENGAGE WITH OUR STUDENTS, THAT MOTIVATE OUR STUDENTS.
AND SO, ABSOLUTELY, THEY ARE CRITICALLY IMPORTANT TO THE WORK THAT WE DO.
WE SAY IT HERE NOW, BUT THAT'S NOT THE FEELING YOU GET WHEN YOU TALK ABOUT THE THIS THIS SUBJECT AT THE VARIOUS CAMPUSES.
SO THE FACULTY ISN'T INCLUDED SOMEHOW.
[02:45:02]
BUT BUT YOU KEEP SAYING THE FACULTY IS NOT INCLUDED.HELP ME UNDERSTAND WHAT YOU MEAN, THE FACT THAT HE'S NOT INCLUDED.
OKAY. WE WENT TO DO AN INTERVIEW OF AN ORGANIZATION THAT WE MIGHT BE MOVING TO.
THAT'S GREAT. ARE THEY SETTING UP BOUNDARY MEETINGS AT WHICH SOME OF THE LEADERSHIP ATTENDS? AND SO IT'S AN INCLUSIVE.
IT REALLY DOES SEND THE MESSAGE THAT THEY DON'T COUNT.
I'M SORRY, BUT THAT'S THE MESSAGE THAT'S OUT THERE.
SO THERE THERE MAY BE 900 DIFFERENT MESSAGES WITH 900 INDIVIDUAL, DIFFERENT FACULTY.
SO I DON'T KNOW HOW MANY YOU HAVE ENGAGED WITH.
YOU JUST BROUGHT UP A GREAT EXAMPLE OF US CONSIDERING A BIG SHIFT AND CHANGE.
I'M THINKING ABOUT MOVING TO A DIFFERENT ACCREDITOR.
AND SO WE MADE THE DETERMINATION THAT I MADE THE DETERMINATION IN ENGAGING IN THAT, THAT I WANTED TO TAKE OUR FACULTY ASSOCIATION PRESIDENT AND ONE OF THE OTHER FACULTY LEADERS WITH US, ALONG WITH THE BOARD CHAIR AND THE PROVOST.
I KNOW THAT YOU DID, AND I APPRECIATE THAT.
AND SO ABSOLUTELY, I WOULD SAY THAT THOSE FACULTY, THOSE TWO FACULTY LEADERS FEEL THE WEIGHT OF THAT RESPONSIBILITY OF GOING AND PARTICIPATING IN THAT AS THEY HAVE ENGAGED WITH THE REST OF THE FACULTY LEADERSHIP, WHO THEN REPRESENT EACH ONE OF THEIR CAMPUSES TO ENGAGE AND SHARE THAT INFORMATION BACK.
AND SO THAT IS A GREAT EXAMPLE WHERE BIG THING WITH FACULTY ARE INVOLVED, LITERALLY, I CAN'T TAKE 900, BUT THE EXPECTATION IS, IS THAT THE FACULTY LEADERS ARE GOING TO WORK WITH THE FACULTY BODY TO HELP SHARE THAT INFORMATION AS AS SHONDA AND I HAVE DONE AS WELL WHEN WE HAVE MET WITH THE BROADER FACULTY LEADERSHIP.
SO SO THERE IS OPPORTUNITY FOR INPUT ON THINGS LIKE THAT AND ENGAGEMENT ON THINGS LIKE THAT.
AND SO THERE IS CERTAINLY NO INTENT EVER TO DIMINISH ANY OF THE THREE EMPLOYEE GROUPS WITH THE THINGS THAT WE'RE DOING. TO ANSWER YOUR QUESTION ABOUT FACULTY, BECAUSE WE SPEAK OF THEM AS THOUGH THEY'RE MONOLITHIC AND OF ONE MIND, AND THAT'S CERTAINLY NOT THE CASE.
AND, YOU KNOW, I WOULD JUST LIKE FOR YOU TO DESCRIBE FOR A MINUTE THE INTERFACE THAT WE HAVE WITH THE FACULTY, ORGANIZED FACULTY, BECAUSE THE FACULTY HAS A STRUCTURE AND A FRAMEWORK TO OFFER INPUT TO YOU AND TO THIS BOARD.
AND I THINK ALL OF US ARE WILLING TO RECEIVE IT.
AND I DON'T KNOW HOW WIDELY PERCEIVED IT IS THAT THAT STRUCTURE IS IN PLACE AS BEING UTILIZED.
AND AND THE FACULTY VOICE IS ABSOLUTELY CRITICAL.
BUT COULD YOU GIVE US SOME INSIGHT ON THAT, PLEASE? SO, YOU KNOW, THERE IS A FACULTY ASSOCIATION THAT INDIVIDUAL FACULTY MEMBERS OF DALLAS COLLEGE CAN CHOOSE TO PARTICIPATE IN THAT FACULTY ASSOCIATION.
AND THEN THEY ELECT REPRESENTATIVES FROM EACH CAMPUS TO BE THEIR VOICE FROM THAT CAMPUS.
AND THEN THOSE SEVEN CAMPUS REPRESENTATIVES COME TOGETHER INTO A LARGER FACULTY COUNCIL BODY THAT THAT OUR MY GO TO JOHN DOES GO TO OUR VICE PROVOST GO TO TO ENGAGE WITH THEM AS THE VOICE OF THE FACULTY.
THEY ARE THE RECOGNIZED VOICE OF THE FACULTY.
AND THEN SECONDARILY, IN OUR NEW STRUCTURE, THERE ARE SCHOOL OF FACULTY LEADERS THAT THAT THEY HAVE ELECTED TO REPRESENT THE SCHOOLS OF.
SO NOT JUST GEOGRAPHY CAMPUS, BUT THE SCHOOL AS WELL.
AND SO THAT GROUP ALSO MEETS WITH THE VICE PROVOST AND SHAWNDA AND I.
SO WE'RE MEETING WITH TWO DIFFERENT FACULTY GROUPS TO GET INPUT.
ARE A CRITICAL, VALUABLE RESOURCE TO ME AND TO SHAWNDA TO OUR LEADERSHIP TO BE THOUGHT PARTNERS ON THESE THINGS WHERE WE LOOK TO THEM AND NEED THEIR INPUT ON THEM.
AND I RECOGNIZE, YOU KNOW, AS TRUSTEE GARCIA, DR.
GARCIA AND I HAVE TALKED ABOUT BEFORE THAT, YOU KNOW, I WILL CERTAINLY RUN INTO INDIVIDUAL FACULTY MEMBERS ON CAMPUS THAT WILL ENGAGE IN A CONVERSATION AND AND THEY'LL SAY, WELL, THE FACULTY LEADERSHIP DOESN'T SPEAK FOR ME ON THIS.
AND WE HAVE AMAZING FACULTY LEADERS WHO ARE NOT SHY AND AND WE ENGAGE ON A REGULAR BASIS THAT
[02:50:03]
REGULAR TEXT CALLS, WHATEVER.AND THEN WE HAVE A PROVOST WHO IS CONSTANTLY ENGAGING NOT WITH THE JUST THE FACULTY, BUT INDIVIDUAL FACULTY MEMBERS THAT THAT SHAWNDA GETS INUNDATED WITH EMAILS, WITH CALLS FOR STUFF.
AND SHE'S INCREDIBLY RESPONSIVE TO THAT.
AND AGAIN, WE HAVE TWO OTHER EMPLOYEE GROUPS AS WELL THAT THAT THAT HAVE A VOICE THAT ARE IMPORTANT.
THE PRIMARY THING IS WE HAVE PROCESSES BY WHERE EMPLOYEES CAN GIVE INPUT.
WE HAVE PROCESSES BY WHICH PEOPLE GIVE INPUT, BUT THEN DECISIONS NEED TO BE MADE.
SO. I THINK THE ADMINISTRATION IS RESPONSIVE BY PUTTING THOSE PROCESSES IN PLACE FOR PEOPLE, THE DIFFERENT EMPLOYEE GROUPS, TO GIVE THEIR INPUT.
BUT AT THE END OF THE DAY, THE DECISIONS HAVE TO BE MADE.
AND THERE'S SUCH A THING AS ACADEMIC FREEDOM.
SO WE CANNOT ADMINISTRATION CANNOT INTERFERE IN THE CLASSROOM AND TELL THE INSTRUCTOR WHAT TO TEACH AND HOW TO TEACH, BECAUSE THAT INFRINGES ON ACADEMIC FREEDOM. BUT BY THE SAME TOKEN, AND SHARED GOVERNANCE, I THINK THERE'S BEEN A MISUNDERSTANDING.
SOME FACULTY THINK THAT BECAUSE THEY GIVE THE INPUT AND THIS IS HOW THEY WANT IT.
THAT'S HOW THE ADMINISTRATION HAS TO ACT.
THE RESPONSIBILITY IS TO GIVE THEM THE OPPORTUNITY FOR THE INPUT.
BUT THEN THE DECISION HAS TO BE MADE BASED ON THE BEST INFORMATION, THE BUDGET, ETC., ETC., ETC.
AND BECAUSE YOU DID NOT GO THE WAY MAYBE ONE OR TWO OR THREE FACULTY MEMBERS WANTED, THAT DOESN'T MEAN YOU HAVEN'T DONE YOUR DUE DILIGENCE AND HAVEN'T GOTTEN THE INPUT AND HAVEN'T GONE THROUGH A PROCESS.
WE CANNOT HAVE INSTITUTIONAL PARALYSIS WHERE IF WE WERE TO STOP EVERYTHING BECAUSE ONE OR TWO OR TEN OUT OF THE 920 OUT OF THE 900 DIDN'T LIKE THE DIRECTION WE WERE GOING, YOU AND ADMINISTRATION, THAT'S YOUR RESPONSIBILITY TO MAKE THE HARD DECISIONS AND TO MOVE FORWARD.
AND NO ONE'S SAYING THAT SHOULDN'T BE DONE.
ALL I WAS SAYING IS IT JUST SEEMS TO ME WE DON'T HAVE ENOUGH EVIDENCE WRITTEN OR VERBAL OR COMMUNICATED ABOUT THE FACT THAT WE ARE STUDENT CENTERED. AND THE FACULTY IS VERY IMPORTANT IN HOW SUCCESSFUL THESE STUDENTS ARE GOING TO BE.
AND THAT WAS ALL IN THE SIDE THAT WASN'T EVEN INVOLVED.
I DON'T KNOW. I TOTALLY DISAGREE.
I MEAN, THE PROCESSES THE CHANCELLOR JUST DESCRIBED TO GET FACULTY INPUT, THE DIRECT INPUT THAT WE ALL RECEIVED FROM FACULTY, THE WORK THAT THE PROVOST DOES IN TERMS OF OUTREACH AND AND IT GOES DOWN DEEP IN THE ORGANIZATION TO WITH DEANS AND OTHER PEOPLE WHO ARE INVOLVED IN IN LISTENING AND SOLICITING INPUT.
AND I COMPLETELY DISAGREE WITH WHAT YOU JUST SAID.
BUT THESE ARE THESE ARE BARRIERS.
BUT I DO WANT TO FOCUS ON THE DIGITAL STRATEGIES PIECE.
WE DON'T WE HAVE NOT FULLY DEVELOPED A ADR PLAN.
WE HAVE SOME ELEMENTS OF THINGS IN PLACE.
AND I WANT TO SPEND A LITTLE MORE TIME LATER ON THIS AFTERNOON TALKING THROUGH THAT.
BUT BUT THAT IS SOMETHING THAT THAT THAT WE ALL RECOGNIZE.
WE'VE GOT TO SPEND SOME SOME TIME AND FOCUS ON EMPLOYEE TRAINING AND MENTORSHIP.
AND AGAIN, SOME OF THESE THINGS ON EMPLOYEE SUCCESS PIECE, YOU KNOW, WE HAVE BEEN HOBBLED A LITTLE BIT ON THE HR SIDE WITHOUT A, YOU KNOW, A DEDICATED CHIEF HUMAN RESOURCES OFFICER.
I APPRECIATE OUR INTERIM FOLKS THAT HAVE STEPPED IN.
AND, YOU KNOW, THINGS LIKE TALENT, RECRUITMENT AND RETENTION.
SOME OF THAT'S TIED TO THE D-II PIECE AS WELL.
I'M PROPOSING TO DO IN THE AREA YOU MENTIONED.
[02:55:05]
YEAH. SO I'LL GO A LITTLE BIT HERE TO THE AREA.MENTORSHIP. YEAH. SO ONE OF THE THINGS YOU SEE ON THIS SLIDE ON THE ROAD AHEAD TO ADDRESS AND DEAL WITH SOME OF THOSE BARRIERS, ONE OF THE THINGS YOU SEE IS DEVELOP YOU UNDER EXPANDED TRAINING THERE, DEVELOP, USE A STRATEGY THAT THAT, THAT WE PUT IN PLACE TO HELP DEVELOP AN EMPLOYEE'S CAREER PLAN SO EMPLOYEES CAN KIND OF SEE WHAT A ROAD AHEAD CAN LOOK LIKE FOR THEM AND FOR GROWTH PROGRESSION.
THAT'S EXACTLY RIGHT. AND AND SO THERE ARE ELEMENTS AROUND THAT THAT WE WANT TO LOOK AT REGARDING MENTORSHIP AND THEN ALSO SUCCESSION PLANNING TO BUILD A SUCCESSION PLAN FOR FOR OUR ROLES THAT WE'VE JUST NOT HAD A FORMALIZED SUCCESSION PLAN. SO THAT'S A PART OF THAT AS WELL.
AND I'LL JUST MENTION A COUPLE OF THINGS ON HERE ON ON THAT FIRST ONE ABOUT A VALUE STATEMENT.
WE ARE DOING A WORDS THAT MATTER SERIES.
SO AGAIN, ENGAGING EMPLOYEES, ALL EMPLOYEES THAT CAN HAVE THE OPPORTUNITY TO COME TO THESE SESSIONS TO HELP US THINK THROUGH TOGETHER WHAT WHAT IS THE VALUE STATEMENT FOR THE INSTITUTION.
AND SO WE'RE SOLICITING THEIR INPUT TO HELP BUILD THAT THROUGH THESE THESE WORLD CAFE SERIES.
SO THAT IS THAT WILL BE BEGINNING THIS NEXT MONTH.
AND THEN JUST A COUPLE OF THINGS THAT I'LL POINT OUT ON HERE IS I'VE TALKED ABOUT MOST OF THOSE, BUT THINGS LIKE DEVELOPING THE ONBOARDING PROCESS THAT HAS NOT BEEN AS ROBUST AS WE WANT, THAT FITS IN WITH THE OVERALL TRAINING AND DEVELOPMENT SIDE OF THINGS.
BUT BUT I'D SAY THIS, THAT THERE'S THERE'S A THERE'S A MULTITUDE OF THINGS EACH UNDER EACH ONE OF THESE THAT CONNECTS WITH THOSE BARRIERS THAT WE JUST TALKED ABOUT. WHAT DOES DEFINE WHAT YOU.
CERTAINLY WE HAVE PLACED LEADERS IN ROLES.
AND SO WE'VE TRIED TO PROVIDE LEADERSHIP TRAINING WHERE WE CAN.
WE HAVE, IN SOME INSTANCES, YOU KNOW, HELPED WITH SOME COACHING WHERE WE CAN.
AND HERE'S HERE'S HERE'S WHERE I START WITH THAT.
I BELIEVE THAT WE HAVE TO CONSTANTLY ASSESS THE LEADERSHIP CAPACITY OF FOLKS THAT WE HAVE IN IN ROLES OF LEADERSHIP AND THAT WE HELP SUPPORT THEM TO BE SUCCESSFUL IN THAT.
BUT THEN THE SECOND PART IS, IS THAT WE HOLD THEM ACCOUNTABLE WHERE WHERE THEY'RE NOT.
SO IT'S NOT AS SIMPLE AS JUST THROWING SOMEBODY INTO A ROLE AND SAYING GOOD LUCK.
AND IF THEY'RE NOT SUCCESSFUL, THEN WE EITHER DON'T DEAL WITH THAT OR WE LEAVE THEM IN THE ROLE.
SO THESE ARE EITHER BEEN STARTED OR WILL BE INSTITUTED IN 2023 AND 2023.
YEAH, AND I'LL KIND OF WITH A BROAD TIMELINE ON SOME OF THESE THINGS.
SO LET'S MOVE TO STUDENT SUCCESS A LITTLE BIT.
WE ALL KNOW THAT WE'VE GROWN DUAL CREDIT BY ABOUT 133% OVER THE LAST SEVEN OR EIGHT YEARS.
WE ARE INCREASINGLY TRYING TO DEVELOP STACKABLE CREDENTIALS WHERE WE'RE PUTTING INDUSTRY RECOGNIZED PROVINCIALS INTO COURSES SO A STUDENT CAN COME THROUGH A COURSE AND HAVE SOMETHING OF VALUE.
THEN IN THE INDUSTRY, OFTENTIMES THAT'S WITHIN IT IS THE ONE WHERE WE'RE SPENDING, YOU KNOW, SPENDING THE MOST OF THE TIME BECAUSE OF THOSE IT JOBS THAT THAT ARE LOOKING FOR THOSE SORT OF CREDENTIALS.
SO WE'RE TRYING TO GIVE PEOPLE VERY QUICKLY SOMETHING OF VALUE SO THEY CAN GET THAT CREDENTIAL WITHIN THAT COURSE AND THEN CONTINUE ON WITH THE COURSEWORK FROM THERE.
WE'VE SPENT A LOT OF TIME TALKING ABOUT OUR INVESTMENT IN SUCCESS COACHES, OUR SPECIAL POPULATIONS THAT WE'VE GOT. WE'VE GOT FOSTER CARE STUDENTS, WE HAVE VARIOUS LEVELS OF HIGH NEED STUDENTS THAT WE'VE
[03:00:06]
TRIED TO PUT SOME SPECIAL ATTENTION AROUND, VETERANS AND OTHERS.NOW, AGAIN, THAT DOESN'T MEAN THAT WE'VE FIGURED IT OUT.
AND IN ALL OF THOSE INSTANCES AND THERE'S MORE WORK TO DO AROUND THAT, BUT AGAIN, IT IS MORE COHESIVE THAN WHAT IT USED TO BE IN THE OLD STRUCTURE.
THERE'S MORE FOCUS ON IT THAN THERE WAS BEFORE, WHICH GETS TO THE ROBUST CASE MANAGEMENT APPROACH.
AGAIN, WE TALK A LOT ABOUT TRANSPORTATION.
DARCY AND I WERE TALKING EARLIER TODAY, AROUND LEGAL ISSUES.
SOMETIMES THEY NEED CONNECTIONS WITH LEGAL AID OF MORE TEXAS.
AND CHILD CARE IS A BIGGIE THAT WE'VE ALL SPENT A LOT OF TIME ON.
SO WHAT WE'RE DOING WITH THE VISAS ACADEMY AT OUR AT CEDAR VALLEY IN MOUNTAIN VIEW AND THEN OUR OUR NEW INITIATIVE AT EL CENTRO WITH THE YMCA DROP IN CHILD CARE, WE HAVE PUT SOME SOME NEW INNOVATIVE THINGS IN PLACE OVER THIS LAST YEAR THAT WE SHOULD ALL BE REALLY PROUD OF.
AND THEN AGAIN, BACK TO MEETING STUDENTS WHERE THEY ARE WITH THEIR NEEDS, THAT WE HAVE THESE THESE THIS REALLY AMAZING, DEDICATED TEAM THAT IS PROVIDING VIRTUAL SERVICES TO STUDENTS UP UNTIL MIDNIGHT.
SO WE KIND OF HAVE THIS LATE SHIFT OF FOLKS THAT ARE HELPING, FOR EXAMPLE, SOME OF THE SERVICES.
YEAH, WELL, SO I MEAN, THESE WERE KIND OF THE SUCCESS COACH TEAMS, THE BASIC NEEDS TEAMS THAT MAKE THEMSELVES AVAILABLE. DR.
BRAD WILLIAMS AND I HERE A FEW MONTHS AGO DROPPED IN TO KIND OF THEIR END OF THE NIGHT WRAP UP SESSION A LITTLE AFTER MIDNIGHT, JUST KIND OF, WELL, FIRST OF ALL, TO THANK THEM, TO ENGAGE AND HEAR KIND OF WHAT THEY WERE HEARING FROM STUDENTS.
SO IT'S THINGS LIKE, YOU KNOW, HELP ME FIGURE OUT WHAT I NEED TO DO NEXT WITH THIS COURSE, OR I MAY HAVE A BASIC NEED THAT I'M TRYING TO FIGURE OUT AROUND HOUSING OR TRANSPORTATION OR WHATEVER IT MAY BE THAT THEY'RE ABLE TO MEET STUDENTS AT, YOU KNOW, AT A AFTER HOURS SORT OF WAY AND DO THAT VIRTUALLY ON THE ONLINE ENROLLMENT PROCESS, THE REGISTRATION PROCESS, IS THAT BEING WORKED ON OR YOU HAVE TO WAIT TILL A WORKDAY OR WHAT? YES, AND YES.
YOU KNOW, WE'VE WE CERTAINLY DID AN ANALYSIS OF WHERE WE HAD GAPS THAT WE CAN ADDRESS NOW WHILE WE'RE BUILDING THE WORK DAY COMPONENT.
SO IT'S A LITTLE BIT OF A PARALLEL THING.
SO IF I GO IN AND REGISTER NOW, I WON'T HAVE ANY ISSUES.
I'M SURE IT'LL BE SEAMLESS FOR YOU.
I'M SURE, YOU KNOW, IT'S ON THE BAD AND THE UGLY.
YEAH, IT'S BEEN. IT'S BEEN A MESS, A COMPLICATED PROCESS.
AND SO, YOU KNOW, I'M NOT GOING TO.
I'M NOT GOING TO EVER DO THE HEY WORK DAY IS GOING TO FIX EVERYTHING PART, BUT IT IS, IT IS GOING TO THREAD A LOT OF THESE DISPARATE THINGS TOGETHER ANY MORE SEAMLESSLY WAY.
AND WE'RE GOING TO GET AWAY FROM THE ACRONYMS. I'M SURE WE'LL GIVE YOU A CHEAT SHEET ON THESE BARRIERS.
I'M GOING TO SPEND A LOT OF TIME AROUND THAT.
AS WE'VE TALKED ABOUT BEFORE IN PREVIOUS SESSIONS.
IT'S A CHALLENGE IN A COUPLE OF RESPECTS.
ONE IS THE ADULT WORKING AGE POPULATION THAT IS HAVE BEEN STAYING IN THIS ROBUST JOB MARKET AND NOT COMING BACK TO US.
AND SO, AGAIN, AS WE'LL GET TO, WE'VE GOT TO BE CREATIVE THE WAYS WE ADDRESS THAT STUDENT PERSISTENCE QUARTERLY, SOMETHING THAT WE'VE TALKED ABOUT QUITE A BIT THAT SOME OF THE NEW PARTS OF THE STRUCTURE THAT WE HAVE PUT IN PLACE AND THE STUDENT SUPPORT SERVICES WILL HELP SUPPORT THAT WITH THIS ROBUST CASE MANAGEMENT PIECE.
AND I CAN SPEND ALL DAY TALKING ABOUT THE BARRIERS AROUND WORKFLOW, WORKFLOW AND PROCESSES.
WE'VE HAD A LOT OF HISTORICAL WORK, A LOT OF HISTORICAL PROCESSES THAT WE'RE SORTING THROUGH OF WHAT IS NO LONGER THE ONE WAY USEFUL WAY, THE MOUNTAIN VIEW WAY, BUT DEFINING WHAT IS THE DALLAS COLLEGE WAY OF OF THESE THINGS.
[03:05:05]
AND THERE'S A BUNCH OF THOSE THROUGHOUT EACH OF THE FUNCTIONAL AREAS THAT WE'RE WORKING THROUGH.THE DATA SIDE, WE'VE TALKED ABOUT ONE IN OUR INVESTMENT IN IT, AND THAT'S CERTAINLY PART OF IT.
BUT EVEN THAT THE CONNECTIVITY AND THE CONSISTENT CONSISTENCY.
AND SO ALL OF THEM PROVIDING SOMETHING THAT WE NEED THAT'S IMPORTANT.
BUT AS WE GET TO WORK DAY, IT WILL HELP SIMPLIFY, SIMPLIFY ALL OF THAT.
BUT BUT THAT'S THAT'S ONE CHALLENGE.
YES. OH, ONE OF THE THINGS THAT I'M CURIOUS ABOUT ON THE BRIDGE, THE TRENDS THAT ARE GOING ON NOW, WHERE YOU HAVE LIKE THE TECH COMPANIES AND SO FORTH, LAYING OFF EMPLOYEES, IS IT IMPACTING OUR STUDENTS HOW WE ADDRESS THEM? YEAH, YEAH.
GOOD QUESTION. WHEN I GET INTO SOME OF THE WORKFORCE PART, I'LL REFERENCE SOME OF THE TRENDS.
AND SO THAT'S WHERE THE THE RAPID RESPONSE SIDE OF OUR WORKFORCE TEAM.
I KNOW THAT SOME OF THESE LAYOFFS THAT WE'RE HEARING ABOUT AND WE'VE SEEN ARE A DIRECT RESULT OF THE FEARS ABOUT INFLATION AND THE HIGHER PRICES AND COMPANIES BASICALLY TRYING TO GET CONTROL OF THEIR COSTS OR CUT THEM, THEIR EXPENSES AND SO FORTH.
AND I WAS WONDERING HOW THAT'S IMPACTING US AND HOW DO WE THINK IT WILL IMPACT US IN THE LONG TERM? WELL, GREAT QUESTION AS WE TALK ABOUT THE ROAD AHEAD, BECAUSE AS WE KNOW, HISTORICALLY, WHEN THE ECONOMY HAS BEEN CHALLENGED, STUDENTS COME THROUGH OUR DOORS.
AND SO ENSURING THAT WE ARE BEING RESPONSIVE TO OFFER CREDENTIALS OF VALUE TO THEM THAT CAN MAKE THEM COMPETITIVE TO GET BACK INTO THE JOB MARKET.
YOU KNOW, IT'S ALWAYS BEEN AT THE CORE OF WHAT WE DO.
AND AGAIN, NOW BECAUSE OF THE STRUCTURE, BECAUSE WE HAVE MORE FOCUS AND ATTENTION AND ALIGNMENT WITHIN OUR SCHOOL, OUR MODEL AND OUR WORKFORCE MODEL, I THINK WE CAN BE MORE AGILE IN DOING THAT.
BUT IT'S A GREAT QUESTION THAT THE LONG TERM AS THE ECONOMY SHIFTS AND CHANGES, ITS GOING TO IMPACT INDIVIDUALS AND WE HAVE TO BE POSITIONED TO MAKE SURE THAT WE'RE OFFERING THE RIGHT PROGRAMS AT THE RIGHT TIMES, IN THE RIGHT WAYS FOR PEOPLE TO BE ABLE TO TAP INTO THAT.
OH. CAN THEY AFFORD TO COME THROUGH OUR DOORS AND.
IS THE MONEY AVAILABLE TO HELP POTENTIAL STUDENTS OR, YOU KNOW, PEOPLE WHO NEED NEW SKILLS AND SO FORTH? IS THERE MONEY THERE TO HELP THEM DEFRAY THE COSTS OF HAVING TO DO THIS? SO THE MONEY QUESTION, I MEAN, OBVIOUSLY AT $79 CREDIT, OUR WE'RE AFFORDABLE AND THIS BOARD STAYS VERY FOCUSED ON THAT TO BE TO RECOGNIZE OUR STUDENTS ARE PRICE SENSITIVE AND THAT'S EMBEDDED EMBEDDING THE COST OF TEXTBOOKS AND HELPS WITH THAT.
I WOULD SAY THE CHALLENGE ON THE FINANCIAL SIDE IS LESS ON TUITION DOLLARS, BUT IT'S THAT LIFESTYLE.
IT'S THAT OTHER STUFF OF WHAT DO I NEED TO DO IN THE WAY OF CHILD CARE? CAN I CAN I SAY CAN I AFFORD TO TAKE CLASSES IS ONE QUESTION, BUT CAN I THEN AFFORD TO FIGURE OUT CHILD CARE SO I CAN GO TAKE THOSE CLASSES OR, YOU KNOW, CAN I CAN I AFFORD TO STEP AWAY FROM SOME OF THE FAMILY DYNAMICS? AND THAT'S WHY THOSE THOSE WRAPAROUND STUDENT SERVICES PART ARE SO IMPORTANT TO TO THE WORK WE DO.
IT'S THE LIFE ISSUES THAT WORRY WORRY ME AS MUCH AS ANYTHING BECAUSE THERE ARE DOLLARS AVAILABLE, CERTAINLY PELL DOLLARS AND SCHOLARSHIP DOLLARS AND OTHER DOLLARS THAT CAN HELP WITH THE TUITION SIDE, IF THAT MAY BE AN UNDUE BURDEN.
BUT IT'S IT'S WHY I THINK WE CONTINUE TO HAVE TO FOCUS ON THOSE OVERALL WRAPAROUND SERVICES.
[03:10:10]
MILLION IN EMERGENCY AID JUST FOR TRANSPORTATION COSTS.AND SO THOSE ARE THE THINGS THAT CONCERN ME.
KEEP ME UP. OF HOW DO WE ADDRESS THOSE GAPS, NOT PUT OURSELVES IN A POSITION FISCALLY THAT WOULD BE CHALLENGING, BUT TO RECOGNIZE THOSE ARE REAL NEEDS TO PICK UP 5000, $250 TO HELP ADDRESS THAT CAR REPAIR.
THAT MAKES A DIFFERENCE IN WHETHER THEY CAN BE SUCCESSFUL AND PERSIST AND COMPETE WITH US.
WE'RE NOT LOOKING AT A TUITION INCREASE IN THE NEAR TERM, NOT THE NOT THE IMMEDIATE TERM.
BUT I'LL TELL YOU THIS, WE ARE GOING TO HAVE TO CONSIDER IT AS WE LOOK AT THE OVERALL REVENUE MIX. AND THE BIG QUESTION RIGHT NOW, AND THIS IS ON ONE OF THE THINGS LATER, BUT I'LL MENTION THEM NOW, ONE OF THE THE CHALLENGES THAT WE HAVE TO BE MINDFUL OF IS THE CHANGING STATE POLICY.
SO I CAN'T TELL YOU EXACTLY HOW THAT NEW POLICY WILL DIRECTLY IMPACT OUR BOTTOM LINE AT THIS POINT.
I CAN'T TELL YOU HOW IT'LL SHIFT OR CHANGE, BUT I CAN TELL YOU THAT WE'VE NOT ADJUSTED OUR OUR TUITION RATE IN SOME TIME.
THE LAST TIME WE DID WAS TO ACCOUNT FOR OUR INCLUDE ED BOOKS AND IT IS NOT FULLY PAYING FOR ITSELF.
THERE'S THERE'S THERE'S A GAP BETWEEN THOSE COST OF TEXTBOOKS THAT WE'RE TAKING ON INSTITUTIONALLY THAT WE MAY NEED TO TALK ABOUT ASKING STUDENTS TO TAKE ON A LITTLE BIT MORE OF THAT.
BUT THAT'S NOT AN IMMEDIATE CONVERSATION THAT WE'RE NECESSARILY TALKING ABOUT IN THIS BUDGET CYCLE OR, YOU KNOW, I DON'T ANTICIPATE IN THIS BUDGET CYCLE. BUT AS WE TALK ABOUT NEXT YEAR, THEN MAYBE SO.
WE PUT ONE TOGETHER AS WE WERE ALIGNING THE SCHOOLS UP, BUT THERE'S STILL A LOT OF THINGS TO BE WORKED OUT ABOUT WHICH PROGRAMS ARE THAT WHICH LOCATIONS THAT SHONDA AND TEAM ARE WORKING ON.
ARE WE STILL WORKING UNDER THE EDUCATION MASTER PLAN THAT WAS DEVELOPED? HOW MANY FOUR OR FIVE YEARS AGO? YEAH, YEAH.
AND SO THIS WOULD BE AN UPDATE TO THAT, OR MAYBE ESPECIALLY SINCE WE HAVE SOME NEW BOARD MEMBERS.
I HAVE A PRESENTATION ON THAT.
I CAN'T REMEMBER THE LAST TIME WE SAW THAT.
YEAH. SO WITH THE UPDATES THAT YOU'RE REFERRING TO.
SO I WANT TO DIVE. A LITTLE BIT INTO THE COMMUNITY AND WORKFORCE ENGAGEMENT SIDE OF THINGS.
AND WHAT THESE NUMBERS ARE REPRESENTING ARE BROADLY NONE OF THE DFW ARLINGTON METROPLEX AREA.
BUT AS THE WIN WELL, AS OF PROBABLY TWO WEEKS AGO.
THAT'S RIGHT. ABOUT TWO WEEKS AGO.
AND THEN THIS GETS INTO THE INDUSTRIES A LITTLE BIT OF WHERE THEY'RE WHETHER OUR NEEDS, WHETHER OPENINGS THAT WE ARE CONSTANTLY LOOKING AT THIS DATA OUT OF OUR LABOR MARKET INTELLIGENCE CENTER TO SEE HOW OR HOW ARE WE ALIGNING TO HELP MEET THOSE NEEDS OF THE COMMUNITY AND OUR BUSINESS AND INDUSTRY.
SO YOU LOOK AT THAT ONE ON EDUCATIONAL ATTAINMENT THERE, THAT 7.1 HOLD AN ASSOCIATE'S DEGREE.
WELL, FOR SOME OF THE ROLES, THAT'S THAT'S APPROPRIATE AND THAT'S WHAT THEY NEED TO BE COMPETITIVE TO GET INTO SOME OF THESE JOBS. OTHERS THEY'RE GOING TO NEED A BACHELOR'S DEGREE OR ABOVE.
AND SO WE'RE GOING TO FOCUS ON THE TRANSFER SIDE OF THE WORK THAT WE DO.
COULD YOU GO BACK TO THE DEGREE AND WHAT DOES JOBS PERCENTAGE RATE MEAN?
[03:15:04]
IS IT THAT THE WORKFORCE PARTICIPATION RATE? YEAH. SO WHAT MIGHT HAPPEN AND WHAT DOES THAT MEAN? I WOULD HAVE TO LOOK THAT UP.OKAY, WE'LL COME BACK TO THAT.
WE'LL COME BACK TO THAT. SO THIS I JUST WANTED TO SHOW BRIEFLY ON THE ASSOCIATE'S DEGREE SIDE.
ON THE LEFT ARE KIND OF THE FASTEST GROWING HIGH DEMAND AREAS.
AND AND THEN ON THE RIGHT ARE THE HIGHEST PAYING.
YOU KNOW, AS YOU SEE ON THE LEFT, THOSE ARE A LOT OF THE PROGRAMS WE DO.
WE ARE CONTRIBUTING TO HELP SUPPORT ON THE LEFT TO GET PEOPLE INTO THOSE ROLES.
THERE ARE A COUPLE OF THOSE WHERE WHERE WE DO WE DON'T DO AIR TRAFFIC CONTROLLER.
THAT'S A HIGHLY SPECIALIZED THING.
BUT THAT'S NOT TO SAY WE WE MIGHT CONSIDER THAT AT SOME POINT, BUT BUT I JUST SHOW YOU THIS KIND OF, AGAIN, WHAT THE LANDSCAPE IS OF WHAT THE NEEDS ARE AND THEN HOW PEOPLE ARE BEING COMPENSATED WITHIN THOSE ROLES.
THAT'S RIDICULOUS. THE PRESCHOOL TEACHERS, THE HISTORY LEVEL, IT'S THAT'S RIDICULOUS.
THREE YEAR GROWTH DEMAND THAT THE NUMBER OF POSITIONS.
YES. IN A YEAR THAT WE CAN SELL OR THAT IT'S NOT IT'S NOT A WE THING, BUT IT'S NEEDED.
ON PAGE 17 THAT EMPLOYMENT LANDSCAPE.
CAN I GET THIS DATA ON THE CITIES THAT ARE THE AREA THAT WOULD MAKE UP DISTRICT SEVEN? YEAH, I WOULDN'T FIGURE OUT HOW TO BREAK THAT DOWN.
YEAH, BECAUSE ULTIMATELY WE CAN GET DOWN TO ZIP CODE.
YEAH, WE CAN. WE CAN DO THAT FOR EACH OF THE TRUSTEE AREAS.
SO I JUST DON'T WANT TO STOP HERE AND PLAY A QUICK VIDEO.
I MEAN, WE ARE, WE ARE HERE AT PEGASUS PARK BECAUSE WE HAVE THIS PARTNERSHIP WITH THE BIOTECH WORK THAT'S GOING ON HERE.
AND AS I SAID, WHEN WE WHEN THIS WAS ANNOUNCED, IT'S GREAT TO GET $9 MILLION.
BUT BUT MORE IMPORTANTLY, IT'S ABOUT OUR ROLE IN THE COMMUNITY, OUR ROLE IN THE WORKFORCE TO BE THE LEAD TO BE THE ANCHOR INSTITUTION, WHICH AS WE THINK ABOUT AND WE TALK ABOUT WHAT OUR ROLE IS ON THE ROAD AHEAD, THIS IS THE SORT OF THING THAT I THINK WE ALL WANT TO SEE IS FOR US TO BRING THESE DIFFERENT PARTNERS TOGETHER THAT ARE REPRESENTED IN THIS VIDEO TABLE.
IT'S A WORKFORCE DEVELOPMENT ORGANIZATION.
A COMPANY CANNOT GROW WITHOUT BEING ABLE TO FIND THE TALENT THEY NEED TO FILL JOBS.
I THINK DALLAS COLLEGE PARTICULARLY WAS IN A GREAT POSITION TO LEAD THIS REGIONAL INITIATIVE BECAUSE OF OUR SIZE, BECAUSE OF OUR EXPERIENCE ADMINISTERING OTHER FEDERAL GRANTS.
WE'VE GOT ONE OF THE FASTEST GROWING ECONOMIES IN THE COUNTRY.
WE'RE ONE OF THE FASTEST GROWING REGIONS IN TERMS OF POPULATION, BUT WE'RE STILL NUMBER SIX IN TERMS OF OF COUNTY POVERTY LEVELS THAT WE REALIZE HERE IN OUR REGION.
AND WE BELIEVE THAT THIS TYPE OF INITIATIVE AND THIS TYPE OF FOCUS AND THIS TYPE OF STRONG INDUSTRY WILL REALLY HELP US ADDRESS SOME OF THE BARRIERS THAT HAVE KEPT A LOT OF FOLKS ON THE MARGINS OF OUR WORKFORCE IN OUR ECONOMY.
SO THE WORKFORCE DEVELOPMENT THAT IS COMING FORWARD IN THIS PARTICULAR PROJECT IS INCREDIBLY CRITICAL BECAUSE IT'S FOCUSED ON PEOPLE WHO HAVE NOT NECESSARILY BEEN GIVEN THE OPEN DOOR INTO THIS INDUSTRY.
THE DALLAS-FORT WORTH HOSPITAL COUNCIL FOUNDATION HAS A LONG HISTORY OF WORKFORCE DEVELOPMENT PROGRAMS, VERY SUCCESSFUL WORKFORCE DEVELOPMENT PROGRAMS ACROSS NORTH TEXAS, AND WE FEEL WE HAVE AN OBLIGATION TO BRING THIS EXPERTISE AND ABILITY TO THE HOSPITALS INTO THESE TYPES OF PROGRAMS IF WE WANT TO GROW BIOTECHNOLOGY IN
[03:20:03]
NORTH TEXAS.AND WE WILL HAVE ALL THIS INNOVATION COMING OUT OF RESEARCH, ACADEMIC INSTITUTIONS OR STARTUPS.
I SEE THE NORTH TEXAS BIOTECH SECTOR IN THE NEXT FIVE OR FIVE YEARS REALLY GROWING, ESPECIALLY I THINK WITH THIS OPERATION THAT BETWEEN THE INDUSTRY AND THE COMMUNITY COLLEGES AND UNIVERSITIES THAT WE PROVIDED WORKFORCE FOR INDUSTRY TO COME INTO THIS AREA.
SO I THINK IF YOU LOOK WITHIN THE UNITED STATES, YOU SEE TWO HOTBEDS OF THE BIOTECH INDUSTRY, ONE ON THE EAST COAST IN NORTH CAROLINA, WHICH IS TRIANGLE AREA, AND YOU SEE ONE ON THE WEST COAST IN CALIFORNIA, IN THE BAY AREA.
HOWEVER, I THINK THAT WITH OUR GROWING BUSINESS AND INDUSTRY PARTNERS AND BIOTECH HERE IN NORTH TEXAS, WITH OUR GROWING INSTITUTIONS OF HIGHER EDUCATION, WE'RE POSITIONED REALLY WELL TO BE A KEY PLAYER AND CONTRIBUTOR TO THE BIOTECH INDUSTRY, NOT ONLY IN NORTH TEXAS, BUT ALSO THE UNITED STATES IN THE ENTIRE WORLD. I'M EXCITED ABOUT THIS INITIATIVE, THIS COLLABORATION, BECAUSE IT'S IT'S TRULY REGIONAL AND IT IS GIVING US THE MOTIVATION, THE INSPIRATION TO REALLY COLLABORATE REGIONALLY.
THIS GRANT OPPORTUNITY REALLY BRINGS US TOGETHER IN A UNIQUE WAY TO HELP GROW THE ENTIRE REGION.
SO I WANTED TO SHOW THAT BECAUSE AGAIN, I THINK THAT REPRESENTS THE NEW DALLAS COLLEGE THAT REPRESENTS OUR ROLE AND BRINGING THESE PARTNERS TOGETHER. SO WE'VE GOT BUSINESS AND INDUSTRY IN THIS.
WE HAVE OTHER COMMUNITY COLLEGES, UNIVERSITIES THAT ARE A PART OF THIS.
AND AND SO I WANTED US TO FOCUS ON THAT A LITTLE BIT, BECAUSE YOU HEAR FROM DIFFERENT STAKEHOLDERS THAT ARE A PART OF THIS. AND I THINK SOME OF YOU HEARD ME TELL THE STORY BEFORE THAT THE DALLAS REGIONAL CHAMBER TALKED ABOUT THERE WAS A DOZEN BIOTECH COMPANIES OR SO THAT TALKED ABOUT COMING HERE, BUT DIDN'T THINK THAT DALLAS HAD A ROBUST PIPELINE TO BE ABLE TO DO THAT. AND IN SOME INSTANCES, THERE WAS $36 MILLION THE STATE DIDN'T PUT ON THE TABLE AS AN INCENTIVE.
BUT AT THE END OF THE DAY, THEY WENT TO THE, YOU KNOW, THE TRIANGLE IN THE CAROLINAS.
ONCE THIS WAS ANNOUNCED, THE PHONE STARTED RINGING AGAIN.
AND SO I'D SAY THAT THIS HELPS OUR LEADERSHIP.
OUR ROLE HAS HELPED PUT OUR COMMUNITY ON A MAP AND AN INDUSTRY IN THE WAY THAT WE WEREN'T BEFORE.
HOW DO WE RECRUIT STUDENTS INTO THIS PROGRAM? HOW DO STUDENTS KNOW ABOUT THIS PROGRAM? SO NOW YOU GET A LITTLE DEEPER PEPPER.
OUR FIRST YEAR IS PLANNING WITH THIS PARTICULAR GRANT AND THIS PARTICULAR PROJECT.
SO WE ARE NOT TO THE POINT YET OF RECRUITING STUDENTS INTO THIS, BUT THIS IS REALLY MEANT TO START STUDENTS OUT IN A BOOT CAMP FORMAT NONCREDIT AND GET THEM JOBS AS LAB TECHNICIANS BEFORE THEY REALLY GET TOO FAR INTO THEIR EDUCATIONAL PATHWAY SO THAT THEY CAN DECIDE WHAT THAT MIGHT BE.
SO ARE THESE HIGH SCHOOLS INTO A BOOT CAMP OR ALSO EXISTING STUDENTS THAT ARE MAYBE JUST STARTING OUT BOOT CAMP, OR IT WOULD BE RECENT HIGH SCHOOL GRADUATES, BUT MORE FOCUSED ON THOSE WHO HAVE MAYBE BEEN OUT A LITTLE WHILE AND HAVE NOT EVER GOTTEN INTO A CAREER PATHWAY.
I MEAN, WE HAVE A LABOR MARKET INTELLIGENCE CENTER THAT THAT DATA THAT WE WERE JUST LOOKING AT.
AGAIN, WE WERE ONE OF THE FIRST IN THE COUNTRY TO HAVE THAT CENTER.
WE HAVE A NEW ALUMNI NETWORK TO ENGAGE OUR ALUMS IN A DIFFERENT SORT OF WAY.
WE DID OPEN HOUSES THIS LAST YEAR TO SORT OF INTRODUCE DALLAS COLLEGE TO THE COMMUNITY.
SO I WON'T SPEND AS MUCH TIME ON THE GOOD.
THE BARRIERS IN THIS AREA IS THERE ARE A LOT OF PROJECTS.
THERE ARE A LOT OF PROJECTS WHERE BUSINESS AND INDUSTRY ARE LOOKING TO US TO HELP SUPPORT.
[03:25:05]
THAT'S THAT IS A CHALLENGE THAT THAT WE HAVE TO BE MORE ROBUST, MORE AGILE THAN WE EVER HAVE THEM.NOW I WILL SAY WE PROBABLY ARE BECAUSE THE RESTRUCTURING.
BUT THE QUESTION IS, IS IT ENOUGH? THAT'S THE SORT OF THING THAT CAUSES US TO LOSE SLEEP OVER.
YES, RIGHT. I THINK ONE OF THE THINGS THAT.
SEEMS SOMEWHAT FRUSTRATING TO ME IS THAT.
BUT THE HIGHER EDUCATION WORLD IS INCAPABLE OF RESPONDING THE WAY INDUSTRY RESPONDS.
IT'S INCAPABLE OF MAKING DECISIONS THAT THAT BUSINESSES HAVE TO MAKE, AND THEY CAN'T WAIT ON US TO DECIDE IF THAT'S SOMETHING WE CAN DO OR NOT DO.
AND I THINK THAT'S ONE OF OUR BIGGEST CHALLENGES.
AND I THINK AS INNOVATION MOVES IN, THEY ARE EVEN MORE RAPIDLY EXPECTING QUICK ANSWERS.
QUICK, DO YOU WANT TO DO IT OR NOT? IS THERE SOMEBODY ELSE WAITING IN THE WINGS AT WILL? AND I THINK WE'RE GOING TO HAVE TO FIND A MECHANISM, A WAY.
AND TALKED WITH PIPER AND WITH JOSH.
AND MAYBE OUR FOUNDATION IS THIS IS NOT AS RESTRICTIVE UNDER THE SAME GUIDELINES AS IS NECESSARILY THE COLLEGE. AND AND THOSE ARE JUST EMBEDDED.
I LEARNED, AS YOU SAY, YOU LEARN SOMETHING EVERY DAY.
I MEAN, THAT'S WHAT I AM MORE FRUSTRATED ABOUT THAN ANYTHING ELSE, IS WE WE SAY WE WE'RE THE PACERS, THE LEADERS AND ALL THAT.
HEALTH CARE WAS SLOW, BUT I THINK EDUCATION, INSTEAD OF BEING THE LEADER AND THE IN THE FRONT RUNNER, WE'RE THE TAIL DRAGGER. AND I THINK THAT'S SOMETHING WE HAVE.
I'M NOT DISCOURAGED AND AS A MEMBER OF OUR STATE LEGISLATIVE OR OUR STATE GROUP, I'VE I'VE CONVINCED THAT OUR FALL SHOW AND TELL IN FORT WORTH IS COMING FALL TO HEADLINE INNOVATION AND THE ROLE OF THE COMMUNITY COLLEGE.
AND HOPEFULLY BY BRINGING IN SOME REAL KEYNOTE PEOPLE TO TO ENERGIZE AND EXCITE THAT, THEN I ALSO SERVE ON THE LEGISLATIVE COMMITTEE. AND WE'RE GOING THERE TOMORROW TO SPEND TWO DAYS AS FIND A WAY FOR THE LEGISLATURE TO RELEASE SOME OF THESE SHACKLES THAT WE HAVE TO LIVE UNDER.
I DON'T EVEN KNOW IF ANYBODY IN HERE.
I DIDN'T. CAN YOU DEFINE WHAT? A SUPERCOMPUTER. IT'S THAT THING YOU READ ABOUT THAT'S OUT AT SANDIA LAB THAT SOLVES PROBLEMS BIGGER THAN YOU CAN EVEN IMAGINE.
BUT YET THERE ARE SMALLER ONES, SMALLER ONES THAT CAN DO THAT.
SO WE SAID, WELL, MAYBE WE CAN WORK A WAY IN WHICH WE CAN BE THE PACING LEADER OF BRAIN TRAINING STUDENTS AND TRAINING ON HOW TO WORK, BE THE WORKFORCE FOR ALL THAT.
YOU'VE GOT TO BE TESTED THAT IT DOESN'T DO THIS.
IT'S ALMOST LIKE THERE'S JUST SO MANY BARRIERS THAT KEEP US FROM BEING INNOVATIVE.
AND I THINK SO MANY TIMES AS AN AUDITOR, I USED TO GET SO FRUSTRATED.
WE WE FIND THINGS AND WE HAVE SOLUTIONS, BUT WE FAIL TO RECOGNIZE THE TRUE CAUSE AND TREAT IT WITH RECOMMENDATION. WE TREAT SYMPTOMS. AND SOME OF THESE THINGS THAT WE TALK ABOUT, BARRIERS, THEY'RE SYMPTOMS, BUT THEY'RE NOT REALLY FULLY FLESHING OUT THE TRUE CAUSE.
AND SO THOSE ARE SOME OF THE THINGS WHEN YOU TALK ABOUT WHAT KEEPS ME UP AT NIGHT, I'M NOT MISSING A LOT OF SLEEP, BUT I'M FRUSTRATED WITH HOW ANTIQUATED HIGHER EDUCATION IS.
IT'S JUST TOTALLY OUT OF CYCLE.
ONE IS HOW WE KEEP PACE WITH WHAT INDUSTRY NEEDS PACE WITH THE REAL WORLD.
[03:30:03]
RIGHT? THAT IS A CHALLENGE FOR US, FOR ALL OF OUR IT.NOW, AGAIN, I'LL ARGUE WE ARE BETTER THAN WE'VE EVER HAD BEEN AND WE'RE BETTER THAN MOST.
SO I'M NOT SAYING THAT'S GOOD ENOUGH, BUT.
BUT IT'S UP THERE FOR A REASON.
IT IS. IT IS A BARRIER THAT WE HAVE TO THAT WE HAVE TO FOCUS ON.
AND THE OTHER PART IS THAT LAST ONE ABOUT THE CHANGING LANDSCAPE OF HIGHER EDUCATION.
SO WE HAVE STARTED THE REVOLUTION.
BUT BUT, YOU KNOW, HIGHER ED IS EMBEDDED IN IN TRADITIONAL SORT OF WAYS OF DELIVERING SERVICES THAT I THINK ALL OF HIGHER ED HAS TO BE TRYING TO FIGURE OUT HOW TO BE DISRUPTIVE.
ONE OF THE THINGS LOOKING AT CHANGING OUR PREDATORS WOULD HELP ADDRESS THAT.
AND SO, YEAH, BY US EVEN FLOATING THE CRAZY NOTION, I SAW DR.
BENJAMIN'S FACE WHEN I MENTIONED WE'RE THINKING ABOUT CHANGING THE CREDITORS.
I MEAN, THE BIOTECH THING I THINK, WAS REALLY BREAKTHROUGH.
BUT IT WAS STILL IT'S AN EPISODE, YOU KNOW, IT WAS CHASING A POT OF MONEY.
AND I THINK ABOUT THE NATURE OF THE RELATIONSHIPS THAT WE'VE HAD WITH INDUSTRY AND, FOR EXAMPLE, THE CONSTRUCTION MANAGEMENT INDUSTRY AND WHAT HAPPENED UP COMPELLED TO GET THE PARTNERSHIP, THE COMMITMENTS IN INDUSTRY MADE TO US THERE.
IT IS COMMON DATA SHARING AND AWARENESS.
IT'S HAVING THAT INTIMACY TO BE ABLE TO RESPOND QUICKLY THAT WE DON'T HAVE TODAY.
AND CLIFF MADE A SUGGESTION A COUPLE OF BOARD MEETINGS AGO ABOUT, HEY, DO WE WANT TO DO CONTRACTS WITH INDUSTRY TO SUPPLY X NUMBER OF TRAINED PEOPLE, YOU KNOW, TO A SPEC? I MEAN, WE ALL WE'VE ALWAYS THOUGHT ABOUT OUR REVENUE STREAMS AS BEING PROPERTY TAXES, STATE FUNDING AND AND TUITION.
AND WE WOULD HAVE A COMPLETE DIFFERENT INSTITUTIONAL BEHAVIOR.
AND AND, YOU KNOW, THAT'S I DON'T KNOW, I THINK WE HAVE A CHANCE TO CONSIDER A TEMPLATE, MULTIPLE INDUSTRIES TO DO SOME THINGS VERY, VERY DIFFERENTLY SO THAT WE CUT THE CONSTRAINTS, THE HIGHER EDUCATION THAT TRADITIONALLY HELD US BACK FROM BEING AS RESPONSIVE AS WE.
I THINK WE HAVE TO GET ANSWERS.
I THINK WE HAVE TO GET WE REALLY HAVE TO GET INTO REAL PARTNERSHIPS IN A WAY.
AND I'M NOT TALKING ABOUT GOING OUT AND INVESTING AND GETTING A LOT OF FINANCIAL RISK.
I THINK WHAT WE HAVE TO DO IS TAKE THE ASSETS WE HAVE.
ONE OF THE MOST VALUABLE THINGS IN A IN A BUSINESS THAT'S INNOVATIVE LEADING TECHNOLOGY IS HAVING ACCESS TO THE FUTURE CUSTOMERS. GUESS WHAT? WE HAVE 100 BUSINESS PARTNERS IN DALLAS COLLEGE.
THEY ALL ARE GOING TO HAVE TO BUY SOME OF THIS STUFF OF THE FUTURE.
AND THAT IS A TREMENDOUS ASSET THAT IF WE MAKE A MECHANISM WHERE WE CAN CONNECT THOSE BUSINESS PARTNERS WITH THAT, SHOWING THEM THE FUTURE WORKFORCE TO SUPPORT THE FUTURE STUFF.
THAT'S HOW WE DON'T TAKE FINANCIAL RISKS.
WE CAPITAL IS OUR RELATIONSHIP.
WE'VE BEEN TALKING ABOUT THAT TODAY.
THAT'S WHAT I THINK WE'VE GOT TO.
THAT'S WHAT I HOPE WE CAN DO AS A BOARD.
YOU STILL TODAY ADVISE COMPANIES.
YOU KNOW, YOU'VE BEEN AN ENTREPRENEUR, YOU ARE A SELF EMPLOYED.
WE'VE GOT ATTORNEYS. WE'VE GOT WE'VE GOT THE INGREDIENTS.
WE JUST GOT TO START THINKING WITH A WHOLE DIFFERENT OPEN MIND.
WE'VE GOT TO KIND OF HAVE A BLANK SHEET OF PAPER AND BE THE INNOVATORS OURSELVES.
[03:35:06]
AND I JUST THINK THE FUTURE OF EDUCATION IS LIKE THEY USED TO TELL YOU IN HEALTH CARE, YOU CAN'T AFFORD HEALTH CARE, RIGHT? YOU HAVE TO FIND A WAY TO NOT GET SICK TO AVOID THE ILLNESS, BECAUSE IF YOU DON'T AVOID SOMETHING SO SAME WAY HERE, WE CAN'T AFFORD THE NOT BEING PREPARED FOR NOT HAVING THAT MONEY STREAM OR THAT REVENUE STREAM THAT WE'VE HAD IN THE PAST.WE'RE VERY FORTUNATE THIS YEAR AND THIS YEAR IS A LAUNCH YEAR FOR US TO DO SOMETHING LIKE THIS BECAUSE OF THE 600 OR SO MILLION THAT THE STATE'S GOING TO PUT INTO COMMUNITY COLLEGES.
YOU NEVER HAD THAT SHOT IN THE ARM LIKE THAT IN A LONG TIME.
SO HOW ARE WE GOING TO HOW ARE WE GOING TO LEVERAGE THAT AND NOT JUST SPEND IT? THAT'S MY THAT'S WHAT I HOPE WE CAN COME UP WITH.
YEAH. I THINK THAT'S A GREAT POINT.
AND TRUSTEE RETURN TO YOUR POINT ON LOOKING AT DIFFERENT FUNDING STREAMS. THAT'S PART OF WHAT THIS ROAD AHEAD PART FOCUSES ON THAT.
WE HAVE OUR WE KNOW WHAT OUR REVENUE HISTORIC REVENUE MIX IS.
THAT DOESN'T MEAN THAT THAT'S THE WAY IT'S ALWAYS GOING TO BE.
SO THAT'S YOU KNOW, THAT'S WHY IT'S THE FIRST BULLET POINT DOWN THE ROAD AHEAD IS AS WE CONTINUE TO THINK ABOUT HOW EXTERNAL FUNDING CAN HELP SUPPORT THE WORK THAT WE'RE BEING ASKED TO DO.
AND AS WE DEVELOP NEW WORK, LEARN MODELS WHERE STUDENTS ARE BEING EMPLOYED BY COMPANIES WHILE GETTING CREDENTIALS FROM US, THAT IS AN INVESTMENT THAT THEY'RE MAKING IN THOSE EMPLOYEES AND MAKING AN INVESTMENT IN THEIR WORKFORCE THAT PROVIDES OPPORTUNITIES FOR US THEN TO LEVERAGE THAT EVEN FURTHER ABOUT HOW THEY CAN SUPPORT THOSE PROGRAMS SO WE CAN DELIVER WHAT THEY NEED.
RIGHT. YOU KNOW, IT MIGHT BE WORTH ASKING OURSELVES THE QUESTION, CAN WE SERVE OUR STUDENTS WITHOUT A MORE INTENSE CUSTOMER FOCUS ON THE MAJOR EMPLOYER SEGMENTS OF THIS COMMUNITY? AND BECAUSE BECAUSE I THINK, YOU KNOW, I THINK WE NEED TO HAVE THAT.
I MEAN, WE DON'T WE THERE'S NOTHING IN OUR STRATEGIC PLAN THAT SAYS OUR MAJOR EMPLOYERS, OUR POLLERS ARE OUR CUSTOMERS, AND WE HAVE COMPETITION OUT THE WAZOO.
I MEAN, WE'RE GOING TO LOSE IF WE DON'T START TREATING THEM THAT WAY.
WE'RE NOT GOING TO OUR STUDENTS AREN'T GOING TO GET JOBS.
THEY'RE GOING TO GO ELSEWHERE. YEAH. DO YOU WANT TO TALK A MINUTE ABOUT SECTOR DEVELOPMENT? SURE. CAN YOU STAND OVER HERE? YEAH, THAT'S THAT.
THAT SPEAKS EXACTLY WHAT WE ARE MOVING FORWARD WITH.
JUST TO MENTION, JUST A LITTLE ON THE MEETING LATER FEBRUARY, THE CHART THAT I JUST HAVE WITH OUR COLLEGE PRESIDENTS, WE ARE GOING TO MOVE FORWARD IN A SEPARATE DEVELOPMENT.
THAT'S WHAT YOU'RE TALKING ABOUT, DEVELOPING RELATIONSHIPS WITH EMPLOYERS AND.
INDUSTRY SECTORS THAT PRIZE GROWTH IN DOWNTOWN.
OUR STUDENTS ARE MOST LIKELY TO BE EMPLOYED AND HAVE OPPORTUNITIES.
WE REACT TO THE FORCE AND PROVIDE WHAT ARE NEEDED.
BUT THIS IS A WAY DIFFERENT CONVERSATION.
WHERE THE OPPORTUNITIES ARE AND HOW WE COMMIT ALL OF OUR RESOURCES TO THEM AND VICE VERSA.
IT'S BEEN DONE IN VARIOUS AREAS.
WE HAVE APPLIED TO BE A REGIONAL.
RECENT. NOW WITH THE SUPPORT OF THE DALLAS REGIONAL CHAMBER, THE ISD, MANY OF OUR PARTNERS ARE IN THE MIX. BUT REALLY WHAT THAT IS FOCUSED.
IT'S DALLAS COLLEGE SURVEY PEOPLE.
WE HAVE TO DO IT AT. SO THAT IS HOW WE'RE GOING TO GET TO EXACTLY WHAT YOU'RE TALKING ABOUT.
AND WE HAVE A DEMAND THAT'S OUR INDUSTRY PARTNERS, AND WE HAVE TO LISTEN TO THEM AS WELL.
AND I THINK THAT'S WHERE THIS SECTOR DEVELOPMENT PLAN REALLY WILL SHINE AND HELP US CONNECT TO.
YOU KNOW, I THINK HEALTH CARE IS THE BEST EXAMPLE.
[03:40:07]
AT THE HOSPITAL. THE PEOPLE WHO ARE QUALIFIED TO BE OUR INSTRUCTORS, TO STAFF OUR NURSING.SOMEBODY'S GOT TO PAY THAT MONEY UP FRONT.
AND WHO BETTER TO PAY THAT MONEY UPFRONT THAN THE ONE IS GOING TO GET THE NURSE WHEN THE PROGRAM IS OVER WITH? AND THERE'S ALL KINDS OF PRODUCTS THAT WORK THAT WAY.
AND SO IF YOU EVER HAD ANYTHING TO DO WITH A GARMENT INDUSTRY, IF YOU'RE GOING TO MAKE CLOTHES A YEAR FROM NOW, YOU PAY FOR THAT MATERIAL A YEAR IN ADVANCE FOR THEM TO BRING IT FROM WHATEVER COUNTRY TO NEW YORK TO SELL YOUR GARMENTS.
SO WE HAVE TO GET INTO THAT MINDSET IN HOW WE DELIVER TO THOSE CUSTOMERS.
THERE'S A LOT FOR US TO BE PROUD OF, CERTAINLY AS WE THE GOOD FISCAL STEWARDS THAT WE ARE, THAT YOU ARE OF THIS INSTITUTION MAINTAINING OUR TRIPLE-A BOND RATING.
AND AGAIN, ONE OF THE FEW COMMUNITY COLLEGES IN THE COUNTRY.
AND OUR RECOGNITION BY THE COMPTROLLER AND OTHERS AROUND THAT.
AND THEN I'VE REFERENCED SOME OF THESE THINGS PREVIOUSLY.
AND THE ONE THING I DO WANT TO TALK ABOUT IS THIS DECISION MAKING FRAMEWORK.
AND I DON'T WANT TO GET TOO BOGGED DOWN ON THIS.
WE'VE SHOWN THIS BEFORE, BUT THIS HAS BEEN AN OPERATIONAL CHALLENGE BEFORE.
HOW DO WE CONSIDER NEW INITIATIVES? HOW DO WE CONSIDER THINGS THAT WE NEED TO BE DOING? AND SO WE HAD SOME EXTERNAL FOLKS THAT HELP PUT THIS TOGETHER FOR US.
AND AND SO THIS IS SORT OF GUIDING OUR WORK NOW, AND THIS IS THIS IS A NEW THING, BUT IT HELPS US FIGURE OUT WHAT MAKES SENSE, WHAT DOESN'T MAKE SENSE, AND WHO DO WE NEED TO BRING INTO THE CONVERSATION AROUND IT.
SO AGAIN, WE'LL BE MORE TO COME ON ON THAT.
BARRIERS. AGAIN, I'M BACK TO PROCESSES.
WE STILL HAVE SOME INTERNAL PROCESSES THAT WE'RE WORKING THROUGH TO FULLY IMPLEMENT THAT DECISION MAKING FRAMEWORK, AND I'VE GOT RESPONSIBLE RISK TAKING ON THERE.
THAT IS A CHALLENGE AND IT'S A CULTURAL CHALLENGE TO ENCOURAGE AND SUPPORT OUR STAFF TO TAKE RESPONSIBLE RISKS.
AND THAT IS THAT IS NOT SOMETHING THAT OUR OUR PREVIOUS CULTURE HAS EVER REALLY BEEN.
YOU KNOW, WE WE PUT TOGETHER A ACADEMIC INCUBATOR, SO FACULTY AND OTHERS ON THE ACADEMIC SIDE COULD TRY NEW THINGS AND NEW SORT OF WAYS. AND SO WE WANT TO SUPPORT THAT WHERE WE CAN.
I'LL GET TO THE BOND HEARING IN A SECOND.
YOU KNOW, THE CROSS-FUNCTIONAL NATURE OF THE WORK THAT WE DO THAT I TALKED ABOUT EARLIER, WE'VE GOT A LOT OF TOUCH POINTS, A LOT OF HAND-OFFS THAT WE'RE STILL WORKING THROUGH.
AND THEN I REFERENCED ALREADY THE NEW STATE FUNDING MODEL THAT THAT WE DON'T KNOW YET.
WE DON'T KNOW ALL THE DETAILS YET.
SO I CAN'T TELL YOU EXACTLY HOW IT'S GOING TO PLAY FOR US OR NOT.
OBVIOUSLY, WITH THE CURRENT, WE'VE ALREADY PUT PROJECTS THAT ARE COMING OUT OF THE GROUND AT THE CAMPUSES INTO THOSE EVENTS WHERE WE PUT THOSE TOGETHER.
OBVIOUSLY, THE BIGGEST PART OF THAT $1.1 BILLION PIECE IS THE DOWNTOWN PROJECT.
AND SO WE'VE TALKED AROUND THAT SOME AS WE IN THIS NEXT MONTH WE'LL PUT A REQUEST FOR INFORMATION, HOW TO ENGAGE WITH A DEVELOPERS THAT CAN HELP US IDENTIFY MOVING FORWARD WITH THE DOWNTOWN PROJECT. SO I WANT TO REFERENCE THE CURRENT, BUT I ALSO WANT US TO THINK AHEAD A LITTLE BIT AND SEPARATE THE CURRENT.
THAT'S NOT WHAT I'M TALKING ABOUT.
[03:45:08]
DOES COME. WE LEARNED A LOT OUT OF THE 2019 ONE.BUT AT THE AT THE RISK OF GETTING SMACKED AROUND, I'M GOING TO POINT OUT SOMETHING.
THE COLLEGE WIDE SPACE AND LAND USE PLAN, THAT IS SOMETHING WE HAVE NOT FULLY DEVELOPED THAT WE WE WILL FULLY DEVELOP THAT HELPS US THINK ABOUT HOW WE USE OUR ASSETS ON A GO FORWARD BASIS.
SO AGAIN, WE STILL HAVE TO FIGURE OUT WHAT THE DOWNTOWN THING.
BUT I JUST WANTED US TO BEGIN TO THINK ABOUT THE STEPS AND STAGES AND THE FRAMEWORK.
FOR FUTURE BOND INITIATIVES AS WELL.
I THOUGHT WE WERE GOING TO BE ABLE TO HAVE INPUT ON THE RFI.
WE'RE STILL IN DEVELOPMENT BECAUSE YOU SAID YOU SAID IT WAS GOING TO GO OUT NEXT MONTH.
SO WHEN ARE WE GOING TO HAVE AN OPPORTUNITY FOR ONE TO KNOW WHAT'S IN THERE IN TWO FOR POSSIBLE INPUT? YEAH, WELL, I MEAN, THE GOOD NEWS IS OUR BOARD MEETS THE FIRST WEEK IN FEBRUARY, AND SO WE'LL CERTAINLY SHARE WHAT THE DRAFT LOOKS LIKE.
AND SO, YEAH, SO YOU'LL GET TO GET YOUR REVIEW AND WHAT'S OUT THERE BEFORE IT GOES OUT.
BUT I JUST KIND OF WANTED TO SPEND THIS TIME WITH A LITTLE BIT OF THE LANDSCAPE.
AND WHAT THIS REFLECTS IS, IS WE MOVE INTO ACTUALLY 23 AT THE DIFFERENT TIMES IN WHICH WE WILL BE ENGAGING WITHIN THIS WORK. NOW, THIS IS SUBJECT TO CHANGE, BUT I REFERENCED THE DEVELOPMENT OF A COMPREHENSIVE PLAN.
YOU SEE THAT'S KIND OF IN THE MIDDLE THERE.
WORKDAY GOES THE FIRST PART OF WORKDAY GOES ONLINE.
YOU SEE THAT BLUE STAR FEBRUARY 6TH THAT KICKS OFF AND THEN A NEW LEARNING MANAGEMENT CENTER SYSTEM AS WELL. WHAT IS THAT, THE LMS? THAT'S THE YEAH, THE LEARNING MANAGEMENT SYSTEM IS THE THE THE SHELL IN WHICH WHERE INSTRUCTION IS DONE WITHIN THE SHELL.
HOW ELSE CAN I DEFINE THAT? WELL, ACTUALLY TWO BOARD MEETINGS.
YEAH. WELL, LIKE RIGHT NOW IT'S BLACKBOARD RIGHT WHERE THEY.
SO IT'S GOING TO TRANSITION TO SOMETHING.
THANK YOU FOR THE REMINDER. YES, THANK YOU.
SO SO I JUST PUT THIS UP THERE THAT THESE AREN'T ALL THE PLANS, BUT THIS IS JUST REPRESENTATIVE OF MUCH OF WHAT I'VE TALKED ABOUT TO ADDRESS THE BARRIERS IN THE ROAD AHEAD. SO WHEN ARE WE GOING TO SEE THE EMPLOYEE ENGAGEMENT SURVEY RESPONSES? YEAH, I HAVEN'T SEEN THE RESULTS YET EITHER.
SO WE ANTICIPATE THAT WE WILL GET THOSE BACK WITHIN THE NEXT WEEK OR TWO THAT THAT WE'LL BE ABLE TO REVIEW AND THEN WE'LL BRING TO A SUBSEQUENT WORK DEPENDING ON THE SLIDE, PLEASE.
YEAH. THE EMPLOYEE SURVEY RESPONSE.
YOU'RE SAYING YOU INTEND TO DO IT IN THE MAY TO AUGUST, SEPTEMBER, OCTOBER TIMEFRAME.
WHAT DOES THAT MEAN? WELL, IT STARTS THE EMPLOYEE SURVEY RESPONSE STARTS IN THE SPRING WHERE WE'RE REPORTING OUT TO THE INSTITUTION, REPORTING OUT TO EMPLOYEES.
HERE'S WHAT YOU HERE'S WHAT WE HEARD FROM YOU.
HERE'S WHAT THE RESULTS. WE'RE GOING TO SHARE THE RESULTS WITH THE INSTITUTION.
AND THEN DURING THAT TIME FRAME, THROUGHOUT THE SUMMER INTO THE FALL, DEVELOP OUR PLANS TO RESPOND TO SOME OF THOSE THINGS, MUCH LIKE WE DID WITH THE FOUNDATION THAT I STARTED WITH OF ACTION 2022 WAS IN RESPONSE TO THOSE SESSIONS AND THE THINGS WE HEARD FROM EMPLOYEES.
SO THAT'LL BE OUR TIMELINE OF HOW WE'RE RESPONDING TO THESE THINGS.
AND THEY'LL PROBABLY GO FURTHER THAN THAT.
BUT AND THEN WHAT TIME OF THE YEAR ARE YOU GOING TO CONTINUE TO DO THEM? SO BECAUSE WE HAD SAID 2022 WILL BE A BASELINE AND THEN WE DO IT EACH YEAR TO SEE IF THERE'S IMPROVEMENTS OR NOT.
YEAH, SO IDEALLY WE WOULD DO IT AROUND THE SAME TIME WHEN WE DO IT.
I'LL TELL YOU, WE CONTINUE TO TALK AND I WANT TO GET INPUT WHEN WE WHEN WE HAVE OUR HR LEAD ON ANNUAL VERSUS EVERY OTHER YEAR AROUND THAT. SO THAT'S POSSIBLE.
[03:50:01]
YOU ALL WILL MAKE THE DECISION EVERY OTHER YEAR.SO I'VE TALKED A LOT AND AND I'M GOING TO JUST KIND OF CLOSE HERE THAT THERE'S THERE'S A LOT MORE UNDER THIS GOOD, BAD, UGLY AND ROAD AHEAD THINGS AND IT COULD BE TALKING ABOUT I JUST KIND OF WANTED TO ARTICULATE SOME OF THE AREAS OF CONCERN, SOME OF THE THINGS THAT WE HAVE TO FIGURE OUT AND FIGURE OUT TOGETHER.
WHAT DO WE NEED TO BE DOING WITH SOME OF THESE AREAS? AND SO THINGS AROUND THAT THAT I'M GOING TO CONTINUE TO PUSH US AS AN INSTITUTION TO DO THINGS DIFFERENTLY. SO SOME OF THOSE OTHER INSTITUTIONS ARE FIGURING OUT.
THAT'S SOMETHING THAT SHONDA AND GREG MORRISON TEAM ARE WORKING ON THAT GIVE RECOGNITION TO WHAT WHAT PEOPLE HAVE LEARNED IN THE REAL WORLD.
GIVE, GIVE, GIVE ACADEMIC CREDIT FOR THAT.
I WANT US TO BE ABLE TO DO MORE OF THAT.
AND SO WE WILL BE DOING MORE OF THAT.
KNOW WE'RE BUILDING NEW COMPLETE ONLINE PROGRAMS THAT WE'VE NOT HAD BEFORE.
AND THEN ONE THING THAT THAT IS JUST NOT NECESSARILY DONE WITHIN COMMUNITY COLLEGES IS FOR US TO LOOK AT SUBSCRIPTION MODELS. CERTAINLY THERE ARE OTHER INSTITUTIONS THAT DO SUBSCRIPTION MODELS.
AND WHAT THAT IS, IS, YOU KNOW, YOUR YOUR STUDENTS CAN BUY A CHUNK OF TIME AND HOW MANY COURSES THEY CAN GET DONE IN THAT CHUNK OF TIME AND BE SUCCESSFUL, THEN I THINK THAT'S THE SORT OF THING THAT WE NEED TO LOOK AT.
THAT'S A VERY NONTRADITIONAL WAY OF DOING IT.
BUT FOR CERTAIN POPULATIONS THAT WORKS.
SO WE CAN'T DO THAT WITH ALL OF OUR AREAS, ALL OF OUR PROGRAMS, ALL THE THINGS.
BUT THOSE ARE THE SORT OF THINGS THAT I WANT TO CONTINUE TO TO LOOK AT.
AND THEN IN THE IN THE INNOVATION SPACE, YOU KNOW, BACK TO THE BIOTECH THING, HOW DO WE HOW DO WE PUT OURSELVES AS THE ANCHOR INSTITUTION TO BRING PARTNERS TOGETHER TO LEVERAGE DIFFERENT DOLLARS, TO SERVE BUSINESS AND INDUSTRY AND THE COMMUNITY NEEDS TO ULTIMATELY GET STUDENTS IN THE JOBS? AND SO SO WE'RE GOING TO CONTINUE TO TALK ABOUT DIFFERENT STRATEGIES TO DO THAT ALL ALONG THE WAY AND THEN THE THINGS THAT ULTIMATELY KEEP ME UP AT NIGHT.
WHAT ARE THESE GAPS? WHAT ARE WE NOT DOING THAT WE NEED? BE DOING TO HELP SUPPORT OUR STUDENTS AND OUR COMMUNITY, OUR BUSINESS AND INDUSTRY.
AND SO THAT'S WHAT THE TEAM IS CHALLENGED WITH CONSTANTLY.
WHAT ARE WE NOT DOING? WHAT DO WE NEED TO BE THINKING ABOUT DOING DIFFERENTLY? WHERE ARE THE GAPS? WHERE ARE WE NOT IN THE CONVERSATIONS THAT WE NEED TO BE IN? AGAIN, I'LL SAY IT AGAIN.
AND SO HOW WE DO THAT MATTERS AND WHERE WE HAVE COME FROM AS AN INSTITUTION TO WHERE WE ARE WITH OUR RESTRUCTURING AND OUR REFOCUSING, BRINGING IN DIFFERENT TALENT, BEST POSITIONS US TO DO THAT.
THAT'S THE SORT OF THING THAT EXCITES ME WHEN I THINK ABOUT THE ROAD AHEAD.
BUT THAT'S WHY I STARTED WITH DALLAS COLLEGE 2013 AND WHY I'LL BE COMING BACK TO YOU AS WE LOOK AT OUR KPIS AND METRICS OF HOW WE'RE DOING ON THAT JOURNEY.
THAT ALLOWS US THEN TO REDEPLOY RESOURCES DIFFERENTLY.
IF WE SEE THERE ARE AREAS OF GAPS THAT WE NEED TO ADDRESS.
AND SOME OF THAT IS THE ORGANIZATIONAL CHANGE THAT WE CONTINUE TO GO THROUGH.
SOME OF THAT IS THE CHANGING NATURE OF THE WORK AND THE EXPECTATIONS, AND SOME OF THAT IS BACK TO THE ABILITY OF HIGHER EDUCATION TO BE A RELEVANT SOLUTION FOR ALL OF THAT.
[03:55:07]
EXIST IN OUR COMMUNITY.MAYBE NOT ALONE, BUT WE CAN BE AN ANSWER TO STUDENTS.
WE CAN BE AN ANSWER TO OUR BUSINESSES IN NEED AND THEN ULTIMATELY TO COMMUNITY.
AND AGAIN, THERE'S A LOT OF GOOD GOING ON.
PROBABLY SOMETHING, HUH? I KNOW, I.
THANKS FOR STEPPING AWAY. I WANT TO THANK YOU FOR YOUR IDEA.
OKAY. SO YOU GOT TO YOUR STUFF.
SO NOW WHAT? YOU DO JUST A LITTLE BIT OF THINK AND GET YOUR YOU'RE GOING TO WRITE ANOTHER SENTENCE OR TWO FOR ME.
[8. Board Retreat Outcomes and Wrap Up Activities]
OKAY. SO THANK YOU VERY MUCH.PRESENTATION, THE GOOD, THE BAD OF IT, LIKE A LOT OF GOOD INFORMATION.
SO I HOPE YOU WILL RETAIN IT WHEN YOU GET TO THE NEXT SLIDE, MAYBE THE LAST ONE.
YOU'VE DONE A LOT. SO NOW WE ARE GOING TO THE VERY NEXT TO THE LAST THING.
SO YOU'VE HEARD ALL THESE THINGS.
YOU HAVE YOUR OWN IDEAS ABOUT WHAT YOU THINK NEEDS TO HAPPEN.
AND I WANT YOU TO THINK NOW AND FIVE YEARS FROM NOW, FIVE YEARS FROM WHAT YOU'VE HEARD TODAY.
WHAT IS YOUR PERSONAL VISION OF THE COLLEGE? AND TYPICALLY, WHEN A VISION VISION STATEMENT IS WRITTEN, IT'S ABOUT WHAT YOU ASPIRE TO BE.
BUT THIS IS WHAT YOU REALLY WOULD EXPECT FIVE YEARS FROM NOW.
AND I WANT YOU TO JUST THINK ABOUT THAT FOR A MINUTE.
WHAT WILL DALLAS COLLEGE LOOK LIKE IN A SENTENCE OR TWO, FIVE YEARS FROM NOW? WHAT YOU KNOW NOW, YOUR EXPERIENCE WOULD ARE YOU THINKING ABOUT HER TODAY? WHAT WOULD YOU JUST LOVE FOR IT TO LOOK LIKE? I WANT YOU TO WRITE IT DOWN FIRST AND THEN YOU CAN SPEAK IT.
NOT HERE, THOUGH. I'M GOING TO. WE'RE GOING TO DO THAT THING AFTER THIS.
AND THIS IS GOING TO FEED INTO OUR NEXT ACTIVITY.
AND DR. LONDON. YOU CAN DO THIS, TOO.
AND YOU DON'T HAVE TO SHARE IT.
BUT IT'S SOMETHING FOR YOU TO THINK ABOUT.
YOU'RE THE CAPTAIN OF THE SHIP BELOW THE BORDER.
OH. SO JUST A VISION UNANSWERED.
WHAT IS YOUR VISION? WHAT DOES IT LOOK LIKE? AND DR. GARCIA, ARE YOU GOING TO GO FIRST THIS TIME BECAUSE YOU'VE BEEN GIVEN TIME TO GET TO MY PLACE TO ORDER?
[04:00:04]
WELL, I HAVEN'T FINISHED.I KNOW YOU HAVEN'T. LET ME KNOW AS YOU DRIVE.
DID YOU ASK THE QUESTION AGAIN? WOULD YOU STATE THAT? WHAT IS YOUR VISION FOR DALLAS COLLEGE IN THE NEXT FIVE YEARS? WHAT WOULD IT LOOK LIKE? YOU KNOW WHAT THE STATE IS RIGHT NOW? WHAT WOULD YOU LIKE TO SEE IN FIVE YEARS? A SENTENCE OR TWO.
THE BOTTLE QUESTION SEEMS A LITTLE BACKWARD TO ME.
THAT'S OKAY. WE'LL JUST LEAVE.
I'M NOT GOING TO CHANGE IT NOW. PEOPLE ARE RIGHT WITH THIS.
SHE CAME THAT. HELLO? HEY. YOU DON'T HAVE TO BE THE FIRST ONE.
[04:05:07]
YOU WANT TO BE THE FIRST ONE, EVEN THOUGH I HAVEN'T QUITE FIGURED OUT HOW TO WRITE IT.I'LL DO IT. ARE YOU READY? YEAH. OKAY.
OH, DON'T. OH, I THOUGHT YOU WERE OFF WITH BILL.
YEAH. OH, YOU TRYING TO BAIL ME OUT? OH, YOU DON'T HAVE TO.
ALL RIGHT. WHAT I ENVISION FOR US IS MORE DEVELOPMENT OF STUDENT LEADERSHIP SO THAT WE HAVE AN IMPACT INTERNATIONALLY, NOT JUST IN THE AREA.
MY BIG CONCERN HAS BEEN THAT WE ARE INTERESTED IN BUILDING ENTRY LEVEL JOBS AND ENTRY LEVEL SO THAT WE END UP WITH THIS UNDERCLASS OF PEOPLE WHO ARE TRAINED, BUT ONLY SO FAR.
AND I SEE US GROWING INTO AN INSTITUTION THAT CAN HAVE EDUCATED WORKFORCE, THAT CAN MOVE UP INTO LEADERSHIP POSITIONS AND MANAGEMENT POSITIONS.
AND BECAUSE OF OUR LOCATION, YOU'RE CLOSE TO A BORDER.
WE HAVE THE ABILITY TO HAVE GREAT IMPACT ON THE REST OF THE HEMISPHERE.
OH, OKAY. SINCE YOU ARE READY, I WILL.
I SAID THAT I WOULD LIKE TO SAY THAT WE WILL BE THE NATION'S LEADING HIGHER EDUCATION INSTITUTION IN WORKFORCE DEVELOPMENT AND THE CREATOR OF INNOVATIVE OPPORTUNITIES.
THIS WILL BE ACCOMPLISHED WITH THE CREATING WITH THE CREATION OF CREATIVE REVENUE STREAMS. YES. OKAY.
THANK YOU. WHOEVER WANTS TO BE NEXT, WE GOT BIG IDEA.
ALL FIVE YEARS, WE WILL HAVE COMPLETED THE BOND PROGRAM, IMPLEMENTED THE BOND PROGRAM WE ARE IN, IN CONJUNCTION WITH COMPLETING THE BOTTOM PROGRAM, WHERE AT THE CUTTING EDGE OF MEETING EMPLOYER NEEDS.
WE HAVE A HAPPY FACULTY, WE HAVE SUCCESSFUL STUDENTS, AND WE HAVE SYSTEMS THAT WORK.
YES, MA'AM. DALLAS HOW I TRANSFORM LIVES BY BEING ON THE CUTTING EDGE OF HIGHER EDUCATION PROGRAMS, A DIVERSE WORKFORCE, AND STUDENTS AT ONE JOB.
THANK YOU. OH, I WANT TO SEE AN INCREASE IN ENROLLMENT.
THE PROJECTS THAT WERE LEFT ON THE TABLE IN TERMS OF THE BOND PROGRAM.
I WANT TO ASSURE THAT WE GO BACK AND REEVALUATE THAT.
AND BECAUSE I'D LIKE TO SEE A MORE FAIR DISTRIBUTION OF THE RESOURCES THROUGHOUT DALLAS COUNTY AND NOT JUST CONCENTRATED IN ONE AREA BECAUSE WE HAVE A NUMBER OF SERVICE AREAS.
I WANT TO KNOW THAT WE'VE SOLVED OUR BRANDING ISSUES BY USING MEANINGFUL TOOLS IN THE COMMUNITY TO RAISE AWARENESS OF THE COLLEGE DISTRICT.
BUT I WANT US, THE DALLAS COLLEGE, TO BE SYNONYMOUS WITH FAIRNESS AND EQUITABILITY TO OUT DALLAS COUNTY IN PRIORITIES AND IN DECISION MAKING.
WELL, UNLIKE OUR CURRENT MISSION OF TRANSFORMING LIVES THROUGH HIGHER EDUCATION, POSITIVELY IMPACTING LIVES OF OUR STUDENTS, I THINK WE HAVE A BIG OPPORTUNITY TO DO THAT THROUGH OUR LEADERSHIP AND THE CREATION OF SHARED SERVICES, NOT ONLY IN DALLAS COUNTY, BUT MORE BROADLY.
AND THEN FINALLY, I THINK WE ARE ON THE CUSP, BUT THERE'S A LOT OF THINGS TO DO IN TERMS OF INNOVATION IN OUR ORGANIZATIONAL PROCESS, AND ESPECIALLY HOW WE DELIVER OUR EDUCATIONAL PROGRAMS ARE USE OF TECHNOLOGY, AND THEN OUR DESIGN AND IMPLEMENTATION OF VARIOUS TYPES OF INCENTIVE AND COMPENSATION REWARDS WITHIN THE COLLEGE FACULTY AND STAFF.
AND SO MY PERSONAL VISION, I GOT TWO THINGS.
[04:10:01]
AND DALLAS COLLEGE IS BEST IN CLASS IN HIGHER ED, IN ENROLLMENT, RETENTION AND TEACHING AND LEARNING INNOVATION.THANK YOU. THOSE ARE SOME GREAT SEGMENTS.
I THINK THAT'S ACHIEVABLE, TOO.
WHAT ABOUT YOU, CHANCELLOR? EASY, EASY. YOU WANT TO SHARE YOURS? WELL, HERE'S WHAT'S FUNNY IS YOU PROBABLY CAN'T READ MY HANDWRITING.
WHAT DOES IT SAY? DALLAS COLLEGE IS THE INSTITUTION OF CHOICE FOR INDIVIDUALS VERSUS INDUSTRIES AND COMMUNITIES BECAUSE OF THE OUTCOMES WE ACHIEVE ON THEIR BEHALF TO DEVELOP ADDITIONAL ECONOMIC MOBILITY AND PROSPERITY. THAT'S CALLED PROJECTION, CHANCELLOR.
YOU GUYS STILL ARE CALLING ME CHEATER.
OKAY. WELL, THANK YOU SO MUCH.
WE CAN CAPTURE THOSE, RIGHT? YES. ALL RIGHT. NOW, I WANT YOU TO KEEP THAT IN MIND WHAT YOU JUST WROTE.
I ALSO WANT YOU TO KEEP IN MIND AGAIN, ALL YOU HEARD TODAY, ALL YOU'VE EXPERIENCED, BECAUSE NOW.
WE ARE GOING TO TALK ABOUT WHAT YOU WANT TO ACHIEVE IN 2023.
WHAT ARE YOUR GOALS ARE GOING TO BE? AND SO WHAT I'VE DONE IS TO LIST.
SIX FOCUS AREAS AND WE CAN PUT THOSE UP NOW.
AND IF YOU CAN THINK OF MORE, THEN YOU CAN WE CAN ADD TO THIS LIST.
BUT THESE ARE KIND OF TYPICAL FOCUS AREAS THAT BOARDS HAVE WHEN THEY'RE DEVELOPING GOALS.
SO LET'S LOOK AT WHAT WE'VE GOT HERE.
OH, YOU HAVE TO TYPE THEM IN THERE.
EDUCATIONAL QUALITY AND STUDENT SUCCESS.
AS A PERSON. AND THEN WE'LL GO TO A SECOND ONE.
WE NEED TO GO TO ANOTHER SLIDE.
I WANT TO. I WANT THEM TO SEE THEM ALL FIRST.
YEAH. JUST GO TO THIS SLIDE OF THIS NEXT SLIDE.
I'LL READ THEM TO YOU. I SHOULD STAND UP AND I'LL WALK OVER.
YOU CAN GO AHEAD. NO, I CAN STAND UP.
RIGHT. RIGHT. SO THE SECOND ONE IS GOING TO BE DIVERSITY, EQUITY, INCLUSION.
ARE YOU AWARE OF THAT ACCESS? I'M NOT SUGGESTING THAT YOU DO.
SOME COLLEGES ARE ADDING SJ FOR SOCIAL JUSTICE.
JUST TO KIND OF LET YOU KNOW WHAT OTHER PEOPLE ARE DOING, ACCESS ACCESS.
AND THAT'S ACCESSIBILITY FOR THE IDEA OF WHAT ARE THEY CALLING IT NOW, SOMETHING DIFFERENTLY ABLED.
AND THEN. THE THIRD ONE IS FINANCE AND FINANCIAL INITIATIVES WOULD BE THE THIRD ONE, THE FOURTH ONE.
BOARD EFFECTIVENESS AS A CATEGORY.
ORGANIZATIONAL EFFECTIVENESS AS ANOTHER CATEGORY.
AND WORKFORCE AND ECONOMIC DEVELOPMENT.
SO THOSE ARE LIKE SIX MAJOR HEADINGS, ALL OF WHICH YOU DON'T HAVE TO KEEP.
I JUST PUT THOSE DOWN AS GENERAL THEMES THAT YOU COULD FOCUS ON AND WHAT THE DISCUSSION WILL BE IN THE NEXT FEW MINUTES IS AS A BOARD, WE'VE COME UP WITH OTHER MAJOR AREAS IF YOU WANT.
WHAT DO YOU NEED THIS YEAR? WHAT DO YOU WANT TO ACHIEVE AS A BOARD? WHAT DO YOU WANT TO SEE? WHAT DO YOU WANT TO HEAR? WHAT DO YOU WANT TO BE MADE AWARE OF? AND YOU'VE BROUGHT UP A LOT OF THINGS TODAY.
WHAT YOU ENVISION FOR THE COLLEGE IN FIVE YEARS.
WHAT ACTIONS, KEY ACTIONS DO YOU NEED TO TAKE THIS YEAR UNDER THE HEADING OF EDUCATIONAL QUALITY AND STUDENT SUCCESS? WE TALKED ABOUT SOME THINGS IN YOUR EVALUATION.
WHAT WOULD MAKE YOU A MORE EFFECTIVE BOARD? WHAT ACTIONS? WHAT THINGS WOULD YOU NEED TO DO IN ORGANIZATIONAL EFFECTIVENESS? YOU'VE GOT A LOT GOING ON WITH YOUR ORGANIZATION.
[04:15:02]
SO THOSE WERE THE SIX CATEGORIES THAT I CAME UP WITH IN GENERAL.YES, SIR. FIRST OFF, IT'S LIKE 440.
SO I'M WONDERING AND WE HAD TALKED ABOUT GOING INTO A CLOSED SESSION, AND I KNOW THAT WE'RE GOING TO I'M CURIOUS AS TO HOW WE'RE GOING TO USE OUR REMAINING TIME TOGETHER, BECAUSE WHAT YOU JUST LAID OUT IS A BOATLOAD.
AND SECONDLY, THOUGH, WE'RE GOING BACK TO DISCUSSION THIS MORNING AND WE'RE WE'RE THE POLICY FOLKS.
AND SO IS IT IS IT OUR PREROGATIVE? IS IT THE BEST USE OF OUR TIME TO TRY TO POPULATE THESE SLIDES? WELL, AND MAYBE IT'S NOT, BUT IT'S SOMETHING YOU NEED TO THINK ABOUT.
WE NEED TO WALK AWAY TODAY WITH SOMETHING AT THE END OF THIS.
AFTER YOU'VE HEARD ALL YOU'VE HEARD THE DISCUSSION YOU PARTICIPATED IN THE DAY, WHAT DO YOU WANT TO FOCUS ON IN 2023 AS A BOARD? AND THEY DON'T HAVE TO BE IN THESE HEADINGS.
WE CAN JUST PUT A BLANK SLIDE UP THEIR LIST OF THINGS.
BUT WHAT WOULD BE YOUR FOCUS? OR YOU COULD TURN THAT OVER TO YOUR GOVERNANCE COMMITTEE.
I DON'T KNOW EXACTLY HOW YOU WHAT CAN I MAKE A SUGGESTION? I THINK IN TERMS OF.
SO HOLD ON JUST A SECOND SO I CAN HEAR YOU.
OKAY. I THINK IN TERMS OF THE BROAD TITLES THAT YOU CAME UP WITH, I THINK YOU PRETTY MUCH COVERED WHAT WE NEED TO BE FOCUSED ON AND THINK ABOUT FOR 2023.
BUT DON'T WE HAVE A GOVERNANCE COMMITTEE MEETING SCHEDULED FOR FEBRUARY? CAN WE JUST TAKE THOSE FELLOW MAN AND THEN ASK THE MEETING IN FEBRUARY? THEN WE PUT THE REST OF IT TOGETHER? YEAH, BECAUSE THAT KIND OF FALLS IN WITH YOUR PLAN.
YOU KNOW, I MEAN, WE HAVEN'T GOTTEN TO THAT UPDATE.
I MEAN, THAT WAS ONE OF MY KEY GOALS FOR TODAY, WAS TO UPDATE THE EXISTING STRATEGIC PLAN.
AND AND I THINK A FOLLOW UP LETTER SUGGESTS ACTION TIMELINE THAT YOU HAVE LAID OUT, THEN WE'RE PRETTY MUCH SO ALIGNED IN THE STARTING POINT, WHATEVER.
AND THEN YOU HAVE OUR INFORMATION AND I DON'T KNOW YOU ALL CAN TELL ME IN TERMS OF OUR STRATEGIC, STRATEGIC PRIORITIES AND THE MISSION AND SO FORTH.
THOSE STATEMENTS ARE SO BROAD, AND I THINK WE WERE ADAMANT ABOUT THOSE THAT I DON'T THINK THEY MAY NEED TO BE TWEAKED A LITTLE BIT, BUT I THINK THAT THEY'RE STILL RELEVANT AND COVER WHERE WE'VE BEEN GOING AND WHAT WE'VE BEEN USING AS A TOOL TO GUIDE OUR DIRECTION.
I THINK IT'S I THINK IT'S GREAT.
AND, YOU KNOW, ONE THING GOING BACK, IF I'M RECALLING CORRECTLY, YOU GUYS CAN CORRECT ME THAT LAST TIME WE UPDATED THESE STRATEGIC PRIORITIES, WE TALKED ABOUT THE ATTACHMENT OF KPIS TO THE STRATEGIC PRIORITY.
AND YOU KNOW, CHANCELLOR, YOU GUYS HAVE BEEN DOING A WHOLE BUNCH OF INTERNAL CONVERSATIONS ABOUT WHAT KPIS LOOK LIKE AND PRESUMABLY THEY WILL ROLL UP AND AGGREGATE INTO KPIS THAT WOULD INFORM THE BOARD LEVEL STRATEGIC PLAN.
AND SO, YOU KNOW, THAT WOULD BE A REAL STRENGTHENING, I THINK, OF OUR STRATEGIC PLANNING PROCESS IS TO GET THE METRICS AND WE COME WITH THE PRIORITY OF GETTING IT DONE AND OUT OF THE WAY AND FINALIZED AS TO WHERE WE WANT TO GO IN 2023.
PLUS, I THINK YOU WANT TO DO THAT EXECUTIVE SESSION AND YOU'VE GOT SOME INPUT TO ADD THAT MAY GUIDE OUR THINKING IN WHAT WE WANT TO PUT ON TO SOME OF THESE TOPICS.
OKAY. SO DOES THAT WORK FOR YOU, MY DEAR? I WORK FOR YOU, SO IT DEFINITELY WORKS.
I WANT TO THANK YOU FOR THE OPPORTUNITY OF SERVING YOU TODAY.
THANK YOU. AND I HOPE YOU GOT SOME OF WHAT YOU NEED ANYWAY.
I ALWAYS END WITH MY GOOD, BAD AND UGLY.
I WANT YOU TO THINK OF ONE WORD THAT CLEARLY DESCRIBES THE EXPERIENCE THAT YOU HAD TODAY.
IT CAN BE A GOOD WORD, A BAD WORD, AN UGLY WORD.
I JUST LIKE YOUR SINCERE FEEDBACK AND WE'LL JUST GO AROUND THE ROOM.
JUST DON'T GIVE ME TWO OR THREE WORDS.
[04:20:03]
THANK YOU. EXHAUSTED.IT'S A LONG DAY. COHESIVENESS.
THANK YOU. EFFECTIVE, CHALLENGING COMMUNITY.
THANK YOU. AND WITH THAT, WE WILL.
SO MUCH FOR FACILITATING TODAY, AND I'M BEING PATIENT.
YEAH, IT'S GOOD THAT SHE'S A LOCAL RESOURCE.
THAT'S RIGHT. OKAY, WE GOTTA GO DO SOMETHING.
WELL, I NEED TO READ THIS, AND THEN I THINK WE JUST NEED A SECOND JOURNAL AFTER.
SO I DON'T. I DON'T KNOW. LET ME JUST SAY, READ THOSE NOTES INSIDE OF HER.
I'M SORRY. YES, WE AGREED ON WHAT THE FOLLOW UP IS IN TERMS OF THE STRATEGIC PRIORITIES GOING BACK TO GOVERNANCE, THINKING OF TAKING A LOOK AT SOME OF THE AREAS THAT DR.
IS THAT IS THAT THE NEXT STEP WITH THIS OR.
THAT'S RIGHT. THAT'S WHAT I UNDERSTOOD AFTER THE MEETING.
WELL, YOU CAN ALSO I FORGET WHAT DAY IS.
WHEN IS THE GOVERNANCE COMMITTEE MEETING? FEBRUARY 19TH, FEBRUARY 9TH.
YOU ALL WANT TO SUBMIT YOUR INFORMATION AND I HAVE CARL, MAYBE CREATE A LINK FOR ALL OF US TO PROVIDE OUR INPUT ON THESE DIFFERENT BULLETS THAT CAN BE PUT TOGETHER FOR OUR DISCUSSION AT THE GOVERNANCE COMMITTEE MEETING.
AND THE ONLY THING THAT I'LL ADD TO THAT IS WHEN WE REVIEWED THE STRATEGIC PLAN LAST YEAR, WE SAID WE KIND OF WANT TO TRY TO SET THIS FOR THE NEXT COUPLE OF YEARS.
I'M JUST SAYING HELP ME NOT DO A WHOLESALE SHIFT AND CHANGE OF THAT.
AND THEN THE SECOND PART IS WE DID COMMIT TO THE GOVERNANCE COMMITTEE WOULD BE WHERE QUARTERLY WE WOULD PROVIDE UPDATES ON THOSE KPIS AND METRICS AS WE'RE CONTINUING TO BUILD THAT FRAMEWORK OUT AND FILLING IN THE BLANKS.
AND SO THAT'S THAT'S A NATURAL PLACE WHERE WE WANT TO COME BACK AND DO THIS THAT WELL.
AND WE NEED TO ADJUST COMMITTEE MEETINGS IF WE'RE DOING COMMITTEES QUARTERLY SO WE CAN ADDRESS THIS ISSUE ABOUT NOT HAVING ENOUGH TIME TO COVER EVERYTHING THAT WE NEED TO COVER AND ASK OUR QUESTIONS AND GET THEM ANSWERED.
WE NEED TO FIGURE OUT THE SCHEDULING.
AGREED. AND DO I HAVE THAT RIGHT? DO YOU WANT TO DISCUSS THAT AT THE NEXT MEETING? WELL, WE NEED TO GET IT RESOLVED BECAUSE WE'RE TALKING ABOUT FINISHING THIS UP IN THE GOVERNANCE.
I'M NOT SURE WE CAN DO IT IN AN HOUR.
THAT'S WHY I SUGGESTED THAT WE SUBMIT WHAT WE COME UP WITH IN ADVANCE.
AND YOU NEED TO BE THE PERSON RECOMMENDING THAT BECAUSE YOU'VE GOT THE INFORMATION AND THEN POLICY.
THAT'S WHY THIS AGENDA FORWARD LOOKING AGENDA PLANNING CALENDAR FOR THE COMMITTEES.
WE CAN MAKE BETTER USE OF IT TO MAKE SURE WE GET THAT.
AND THESE COMMITTEE MEETINGS ARE LASTED LONGER IN SOME INSTANCES THAN THEY'RE SCHEDULED FOR.
SO. TO RESOLVE THAT ISSUE EVERYBODY HAS ON THEIR INPUT THAT CAME THERE WAS.
TAKE A LOOK AT IT. WHAT SEE WHAT SEE WHAT IT SAYS ABOUT COMMITTEES.
SEE WHAT IT SAYS ABOUT COMMITTEES.
THAT'S WHAT THAT'S MY STATEMENT.
WHAT DO YOU NOT LIKE? I DON'T KNOW IF WE'LL HAVE THE SOLUTION BY FEBRUARY, BUT MAYBE HAVE A PROPOSAL FOR WHAT? OUR NEW COMMITTEE STRUCTURE.
YEAH, BUT WE NEED TO GET IT SET AND NOT LET IT LINGER ON.
[04:25:04]
YEAH, I LOVE THAT WE CAN CHAT ABOUT THAT.OKAY. OKAY, SO ANY OTHER BUSINESS BEFORE I READ THE FORM OR IF I COULD.
[9. Executive Session (if required)]
WE WILL NOW RETURN TO EXECUTIVE EXECUTIVE SESSION FOR ONE OR MORE OF THE FOLLOWING REASONS.CONSULTATION WITH ATTORNEYS REGARDING LEGAL MATTERS OR PENDING AND OR LITIGATION PERSONNEL MATTERS RELATING TO THE APPOINTMENT, EMPLOYMENT EVALUATION ASSIGNMENTS, THE DUTY TO DELIBERATE REGARDING REAL PROPERTY DELIVERY, REGARDING SECURITY DEVICES.
THANK YOU, EVERYBODY.
* This transcript was compiled from uncorrected Closed Captioning.