[00:00:04]
ALL RIGHT. WE'RE GOING TO CONVENE OUR FINANCE COMMITTEE MEETING AT 1132.
WE'RE RUNNING ABOUT AN HOUR LATE DUE TO THE EXCESSIVE TIME TAKEN BY OK.
ALL RIGHT. I'LL GO BACK TO BEING A NO.
WE'RE ALL ONE ANYWAY, SO IT REALLY IS ONLY FOR THE LEGAL EASE THAT WE DIVIDE ALL OUR TIME UP.
WE'RE ALL HERE FOR ONE MISSION AND ONE PURPOSE.
AND SO WITH THAT, WE WILL WE'LL CONVENE AT ONE AT 1130 TO THE FINANCE COMMITTEE IN ACCORDANCE WITH CHAPTER FIVE FIVE, ONE OF THE TEXAS OPEN MEETING ACT ARE CALL TO ORDER THE FINANCE COMMITTEE MEETING OF THE BOARD OF TRUSTEES OF COLLEGE MAY 2ND, 23 AT 1132 MEMBERS OF THE PUBLIC WHO HAVE FOLLOWED THE INSTRUCTIONS ON THE DALLAS COLLEGE BOARD OF TRUSTEE WEBSITE FOR REGISTERING TO SPEAK DURING THE PUBLIC COMMENT PORTION WILL BE GIVEN FIVE MINUTES TO SPEAK.
THE FINANCE COMMITTEE MEETING IS BEING BROADCAST OVER THE INTERNET AND AUDIO RECORDING AND 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.
CHANCELLOR, CAN WE CONFIRM THAT THE MEETING HAS BEEN POSTED IN ACCORDANCE WITH THE LAW?
[2. Certification of Notice Posted for the Meeting]
MR. CHAIR, I CAN CERTIFY THIS MEETING WAS POSTED ACCORDING TO SECTION 551.054 TEXAS GOVERNMENT CODE, AND IT WAS MY KNOWLEDGE THAT WE HAVE NO ONE REQUESTING MOLINA TO SPEAK.NO, SIR. NO ONE HAS SIGNED UP, NO ONE DESIRING TO SPEAK.
AND SO WITH THAT, WE WILL BEGIN OUR FIRST SEGMENT OF OUR OF OUR COMMITTEE MEETING.
[4.1. PACE Employee Survey and Dallas College Values]
AND SO YOU'RE THE MAN IN CHARGE.YOU'LL DO WE'LL LEAD OFF THE BOARD.
WE APPRECIATE YOUR TIME TODAY.
WE'RE TRUSTEES AND THE OPPORTUNITY TO KIND OF PRESENT AN EMPLOYMENT EMPLOYEE ENGAGEMENT SURVEY FINDINGS AND OUR PRESENTATION ALSO ON OUR VALUES PIECE. BEFORE I BEGIN, I WANT TO GIVE A QUICK SHOUT OUT TO THE PRIOR PRESENTATION THAT GLORIA AND HER TEAM DID, BECAUSE FOR EVERY ACTION, THERE'S LIKE AN EQUAL AND OPPOSITE REACTION. AND SO LET'S LET'S TALK A LITTLE BIT ABOUT WORKDAY, RIGHT? FOR EVERY INNOVATIVE THING WE DO, YOU HAVE TO SEEK THAT INTO THE SYSTEM AS A WHOLE.
SO AGAIN, A LOT OF PEOPLE WORKING TOGETHER ACROSS FUNCTIONS IN ORDER TO MAKE THAT WORK HAPPEN.
I SERVE AS VICE CHANCELLOR OF OPERATIONS, ALSO PRESIDENT AT EL CENTRO.
SO AGAIN, IT'S GOOD TO BE HERE.
OUR FASHION SHOW IS TOMORROW NIGHT.
SO WE USE THIS TIME FOR THOSE AT HOME WATCHING ALL THE REGISTRATION LINK TO THAT.
I'D LOVE TO LOVE FOR YOU TO BE PART OF IT.
THIS IS PART OF A PEOPLE FIRST STRATEGY.
PEOPLE FIRST STRATEGY ON WHO WE ARE, HOW WE INTERACT WITH ONE ANOTHER.
IT TIES DEFINITELY INTO THE VALUES PIECE AND WE'RE GOING TO DISCUSS A LITTLE BIT.
BUT THE GOAL IS TO FORMALIZE AND INTERNALIZE THE PROCESS BY WHICH WE SURVEY PEOPLE BOTH QUANTITATIVELY, SURVEY AND QUALITATIVELY, HOW WE CAPTURE COMMENTS FOR HOW PEOPLE FEEL ABOUT THE SYSTEM AS A WHOLE.
THERE'S A DIVERSITY PIECE TO THIS WHERE THERE WAS A 20 QUESTION QUESTION SET.
THAT METHODOLOGY I THINK IS IN YOUR BOARD PACKAGE FOR THAT.
BUT WHAT YOU'RE GOING TO HEAR OVER THE NEXT FEW SLIDES IS KIND OF THE FINDINGS FROM THAT.
OF COURSE, THE THE STORY BEHIND THE NUMBERS IS WHAT YOU SEE IN THE QUALITATIVE PIECES OF THAT.
AND WE HAD OVER 3000 COMMENTS REGISTERED.
LEONORA AND OTHERS HAVE READ THROUGH EACH OF THOSE.
IF WE ARE ALL WORKING TOGETHER TO TRY TO IMPROVE THE THE THE OVERALL MISSION OF WHERE WE'RE GOING AND HOW WE WORK TOGETHER TO SUPPORT THE STUDENTS THAT WERE JUST UP HERE, A LOT OF WORK GOES INTO THAT AND WE DO THAT TOGETHER AS A TEAM.
SO AGAIN, APPRECIATE THE TIME TO BE HERE TODAY.
I'LL TOSS IT OVER TO LEONORA TO BEGIN THE PRESENTATION.
THANK YOU. DR. WILLIAMS. SO IN GENERAL, WE'RE GOING TO TALK A LITTLE BIT ABOUT WHY WE DID THE SURVEY TODAY, AND WE'RE GOING TO DO A BRIEF INTRODUCTION TO THE SURVEY JUST TO GIVE SOME PEOPLE SOME CONTEXT AS TO WHY WE CHOSE THIS PARTICULAR GROUP, WHAT THE RESULTS SHOW.
THEN WE'RE GOING TO TRANSITION TO THE DALLAS COLLEGE VALUES THAT ALIGN VERY NICELY WITH THE SURVEY RESULTS AND THEN KIND OF OUR NEXT STEPS IN ANY QUESTIONS YOU ALL MIGHT HAVE ALONG THE WAY. SO WHAT WE WANTED TO DO IS PUT BACK UP THE BOARD THEMATIC PRIORITIES, BECAUSE WHAT WE'RE FOCUSING IN ON IS THAT EMPLOYEE SUCCESS BOX RIGHT THERE AT THE TOP.
SO WE JUST WANTED TO BRING THIS IN AS A LEVEL SET OF WHERE WE'RE GOING TODAY.
NEXT SLIDE, YOU'LL SEE. YES, MA'AM.
[00:05:07]
YES, MA'AM. OKAY. THANK YOU.AND WHAT I DID DO ON THE NEXT SLIDE, TO FURTHER ANSWER YOUR QUESTION, I DID PULL OUT THE STRATEGIC GOAL NUMBER TWO, WHICH IS EMPLOYEE SUCCESS, WHICH SPEAKS DIRECTLY TO WHY WE DID THIS SURVEY, IS REALLY TO TRULY GIVE US THIS BASELINE.
THIS IS NOT BEEN DONE IN A NUMBER OF.
I MEAN, AT LEAST TEN, 15 PLUS YEARS.
SO THIS IS A BIG, HUGE FIRST STEP OF EVEN CREATING A BASELINE FOR OUR EMPLOYEES.
SO WHAT WE WANTED TO DO IS UNDERSTAND OUR INSTITUTIONAL CULTURE.
WE WANTED TO HEAR DIRECTLY FROM THE EMPLOYEES.
SO WE ALSO WANTED TO ALIGN OUR EFFORTS WITH THE NEWLY CREATED VALUE STATEMENTS.
AND YOU'LL SEE THEM UP HERE AND YOU'LL SEE MORE INFORMATION ON THAT LATER.
SO AN INTRODUCTION TO THE PAY SURVEY.
WHY DID WE CHOOSE THE PAY SURVEY? WHAT PACE HAS ALLOWED US IS THE 60 PLUS YEARS OF RESEARCH SPECIFICALLY IN COMMUNITY COLLEGE REALM.
IN COMPARISON, IT LOOKS AT FOUR PRIMARY CLIMATE FACTORS.
IT LOOKS AT INSTITUTIONAL STRUCTURE, WHICH I WILL SAY HAS A MULTITUDE OF FACETS.
UNDERNEATH IT LOOKS AT SUPERVISORY RELATIONSHIP, TEAMWORK AND STUDENT FOCUS.
THOSE ARE THE COMPARISON QUESTIONS.
WE THEN OPTED INTO TWO OPTIONAL QUESTION SETS, WHICH CONSISTED OF AN ADDITIONAL 20 QUESTIONS, EACH ONE ON INSTITUTIONAL STRUCTURE, SPECIFICALLY BECAUSE WE HAD JUST GONE THROUGH A CONSOLIDATION, WE KNEW THERE WAS GOING TO BE A LOT OF INTEREST IN ANSWERING QUESTIONS ABOUT THAT PARTICULAR QUESTION SET AND DIVERSITY, BECAUSE THAT'S VERY IMPORTANT TO OUR ORGANIZATION.
AND THEN WE HAD EIGHT DEMOGRAPHIC QUESTIONS AND FOUR OPEN ENDED QUESTIONS.
THE PACE NORM BASE IS BASED ON THE 20 1718 AND 20 1920 OVERALL DATA SETS FOR PACE THE SIZE.
WE'RE ACTUALLY A VERY LARGE INSTITUTION, BUT THAT'S BASED ON 10,000 STUDENTS.
SO I WOULD SAY WE'RE ACTUALLY AN EXTRA, EXTRA LARGE INSTITUTION.
AND THEN LOCALE IS BASED ON OUR IPEDS DATA.
SO WE ARE ACTUALLY AN URBAN INSTITUTION FOR LOCAL.
THIS IS JUST A VERY QUICK OVERVIEW OF WHERE WE ARE AS FAR AS TIMELINE GOES.
WE'VE INITIATED THE SURVEY BACK OCTOBER, NOVEMBER TIME FRAME, AND THEN WE SHARED THE RESULTS IN APRIL WITH THE DALLAS COLLEGE COMMUNITY AND THEY'VE HAD AN OPPORTUNITY TO SEE THIS PRESENTATION ALONG WITH ACCESS TO THE ENTIRETY OF THE PACE RESULTS AT THEIR LEISURE.
SO WE'RE NOW TRANSITIONING INTO OUR RESPONSE AND ACTION PLAN.
THIS IS JUST A VERY QUICK GENERAL OVERVIEW TALKING THROUGH WHAT OUR OVERALL AVERAGE IS.
YOU'LL SEE WE'RE DOING FAIRLY WELL IN OUR SUPERVISORY RELATIONSHIP, TEAMWORK AND STUDENT FOCUS, WHICH IS A VERY POSITIVE DIRECTION THAT THREE OF THE FOUR HAVE VERY STRONG RESULTS ASSOCIATED WITH THEM.
INSTITUTIONAL STRUCTURE IS NOT NECESSARILY A SURPRISE IN THIS INSTANCE, GIVEN THAT WHEN THIS SURVEY WAS TAKEN, IT WAS DIRECTLY AFTER A CONSOLIDATION AND YOU'LL SEE THAT IN THE QUALITATIVE RESULTS AS WELL.
BUT IT'S NOT IT'S NOT VERY SURPRISING.
WE'RE STILL LEARNING HOW TO WORK WITH EACH OTHER IN A NEW ORGANIZATION, SO TO SPEAK.
WHAT IS YOUR ANTICIPATED AS A RESPONSE RATE? WHAT WOULD YOU ALL HAVE THOUGHT WAS A GOOD RESPONSE RATE? AND DID WE EXCEED THAT? YES, MA'AM. SO WE EXPECTED ABOUT A 30 TO 40% RESPONSE RATE AND WE RECEIVED A 50% RESPONSE RATE.
SO THAT WAS ACTUALLY VERY PROMISING.
ALL RIGHT. SO ANY OTHER QUESTIONS ON THIS SLIDE? SO THE QUALITATIVE FINDINGS, THIS IS JUST TO SHOW YOU THAT THEY MIRRORED BASICALLY THE QUANTITATIVE FINDINGS.
SO YOU'LL SEE THAT THIS IS HOW THEY FARED.
AND KIND OF GOING BACK TO THAT INSTITUTIONAL STRUCTURE, WE DID SEE WITH SOME DATA ANALYTICS THAT A LOT OF IT HAD TO DO WITH PEOPLE LEARNING, RELEARNING HOW TO WORK TOGETHER, AS I KIND OF REFERENCED EARLIER, AND LESS ON MISSION DRIVEN.
SO I'LL GET A LITTLE BIT INTO THAT MORE AS WE GO FORWARD.
BUT I WILL SAY THERE WAS SOME VERY POSITIVE THINGS THAT WE FOUND IN THAT MATERIAL AS WELL.
SO I MENTIONED THAT THERE IS A COMPARISON PIECE TO THIS.
SO THIS SHOWS US WHERE WE ARE IN COMPARISON TO THOSE OTHER BENCHMARKING DATAS.
AND THEN I WANTED TO ALSO INCLUDE THE DIVERSITY REPORT BECAUSE I THOUGHT THAT WAS IMPORTANT.
[00:10:04]
FOR CONTEXT, I DID PUT IT IN A BLUE BOX BECAUSE IT IS NOT CONTRIBUTING TO THE OVERALL.AND THAT'S BECAUSE WE SELECTED THAT AS AN ADDITIONAL QUESTION, CORRECT? CORRECT. THIS IS THE TOP SCORING PACE, CLIMATE FACTORS OF THE QUANTITATIVE.
AND SO I WILL SAY STUDENT FOCUS RING HIGH IN CLEAR ON EVERYTHING, BOTH QUANTITATIVE AND QUALITATIVE.
THE PEOPLE DEFINITELY ARE THE BEST ASSETS.
THEY KNOW THE END GOAL IS TO GET STUDENTS TO THROUGH BEYOND INTO WHERE THEY NEED TO GO.
THE OTHER THING WE FOUND IS A LOT OF POSITIVENESS IN THE SUPERVISORY RELATIONSHIP.
SO MY SUPERVISOR EXPRESSES CONFIDENCE IN MY WORK, YOU KNOW, THINGS OF THAT NATURE.
PROFESSIONAL DEVELOPMENT CAME OUT AS A POSITIVE, AND THEN TEAMWORK WAS THE OTHER ONE THAT WE SAW SOME SOME POSITIVE RESULTS ON THE USE OF TIME. SO IT'S INTERESTING THAT THE SUPERVISORY RELATIONSHIPS SCORED THAT HIGH.
SO THAT'S GOOD TO KNOW BECAUSE, YOU KNOW, YOU HEAR ABOUT THE ONE OFFS, ETCETERA.
SO WHO WHO DID THE ANALYSIS OF IT? WAS IT THE PACE GROUP OR WAS IT US? A LITTLE BIT OF BOTH. SO THEY PROVIDED US SOME VERY HIGH LEVEL ANALYSIS, BUT REALLY DIGGING IN DEEP, THAT WAS THAT WAS OUR JOB TO DO.
AND WHO WAS THAT RESEARCH PEOPLE OR JUST THAT WE DID HAVE SOME HELP FROM SOME RESEARCH IN HR.
I DID A LOT OF THE WORK, AND THEN I ALSO STRATEGIC ANALYTICS AND OUR INSTITUTIONAL EFFECTIVENESS TEAM WORKING ON THAT IN MARKETING AND HR WERE HEAVILY INVOLVED AS WELL. SO IF WE LOOK AT THE INSTITUTIONAL LOWER QUALITY QUALITATIVE SCORES, YOU'LL SEE THESE ARE ALL IN THE INSTITUTIONAL STRUCTURE COMPONENT.
AND THIS, LIKE I SAID, A LOT OF IT WAS NOT SURPRISING POST A CONSOLIDATION.
IT REALLY SPEAKS TO RELEARNING HOW WE'RE WORKING TOGETHER, RELEARNING PROCESSES.
AND I WILL POINT OUT THIS WAS TAKEN IN OCTOBER, SO THIS IS A SNAPSHOT IN THAT POINT IN TIME.
SO WHEN YOU THINK ABOUT LATER IN THE SLIDE DECK ABOUT WHERE WE GO FROM HERE, THE NUMBERS TELL A STORY, BUT IT'S THE ANECDOTAL PIECES BEHIND THAT TELL A STORY AS WELL. AND SO WHEN WE START LOOKING AT HOW THEN WE ADDRESS THE FINDINGS AND HOW WE MOVE FORWARD AS AN INSTITUTION, THESE COMMENTS ARE VERY IMPORTANT BECAUSE THEN WE WORK THROUGH THOSE BECAUSE HOW PEOPLE FEEL IS VERY MUCH A REALITY OF THEIR RESPONSE.
MR. CHAIR, CAN I ASK A QUESTION? YES, MA'AM.
OH, IN REVIEWING THIS DATA, WHAT I NOTICED WAS THAT THE INSTITUTIONAL STRUCTURE WAS BY FAR THE LOWEST RATED THING OUT THERE.
WOULD YOU LIKE TO ADDRESS THAT? YEAH, WELL, I MEAN, AGAIN, AS AS LAURA TEAM STARTED WITH, PART OF THAT IS WE'RE STILL NEW IN OUR STRUCTURE.
WE ARE STILL FIGURING OUT PIECES OF THAT.
WE'RE STILL GETTING INTO THIS NOW.
I MEAN, YOU KNOW, SACHSE GAVE US THE THUMBS UP FOR OUR CONSOLIDATION IN SUMMER OF 2020.
SO WE'RE APPROACHING THREE YEARS OF THEM SAYING GO FORTH.
AND SO WE HAVE NEW PEOPLE AND NEW ROLES, NEW STRUCTURES AND STILL DEVELOPING PROCESSES.
WE'RE STILL BUILDING SOME OF THOSE.
SO SO I THINK THAT SPEAKS TO IT.
AND THEN WE'RE ALSO, YOU KNOW, WE CONTINUE TO EVALUATE THE APPROPRIATE STAFFING LEVELS.
ARE WE RIGHT SIZED, YOU KNOW, DO WE HAVE THE RIGHT STAFFING LEVELS? AND SO WE WILL CONTINUE TO DO THAT AND THAT WILL TAKE A PERIOD OF TIME.
[00:15:05]
AND SO, YOU KNOW, THE RESULTS ARE WHAT THEY ARE AND WE ARE FOCUSING HEAVILY ON ON THESE BOTTOM ONES. ONE IS TO MAKE SURE PEOPLE KNOW, TO KNOW THINGS THAT MAYBE THAT THEY WERE UNAWARE OF THAT MAYBE INFLUENCED THEIR THINKING AROUND THESE THINGS AND DO THAT WITH SOME DEGREE OF FREQUENCY AND DO IT IN DIFFERENT WAYS.THE OTHER IS, AS YOU'LL SEE AT THE END OF THE PRESENTATION, WE'VE GOT SOME STRATEGIES OF HOW WE'RE GOING TO CONTINUE TO ENGAGE IN SOME SMALLER GROUP SETTINGS AND OTHER THINGS SO WE CAN DRAW OUT EVEN MORE DATA AND MORE NARRATIVE THAN WHAT WE HAVE HERE THAT HELP US THEN KIND OF BUILD WHAT OUR NEXT STEPS ARE TO ADDRESSING ALL OF THESE THINGS. AND SO, YOU KNOW, THERE ARE SOME THINGS THAT ARE SURPRISING THAT MAYBE THEY ENDED UP HIGHER THAN THAN I WOULD HAVE EXPECTED.
AND ALSO, YOU KNOW, THE I'LL TELL YOU THIS, I MADE THE DECISION THAT, FIRST OF ALL, THAT THIS WAS GOING TO BE ONE OF MY MAIN PRIORITIES TO DO THIS, TO ASK THIS.
WE'VE NOT DONE THIS IN 15 OR SO YEARS.
AND KNOWING THAT WE HAVE MORALE ISSUES AND CHALLENGES THAT WE NEED TO IDENTIFY AND ADDRESS.
AND THEN ALSO YOU HEARD THAT THERE WERE TWO OPTIONAL THINGS WE ADDED.
AND SO ONE OF THOSE IS AROUND DIE DIVERSITY, THE OTHER AROUND INSTITUTIONAL STRUCTURE, BECAUSE I THINK WE ALL KIND OF SENSED THAT THOSE WERE AREAS OF CONCERN THAT WE WANTED TO LEAN INTO THAT, BE INTENTIONAL ABOUT THAT AND FIGURE OUT WHAT WE COULD LEARN FROM IT.
THAT AGAIN, THAT HELPS US BUILD AND ADDRESS THE CHALLENGES THAT ARE IDENTIFIED.
OH, HAVE YOU? IMPROVEMENT. UH.
DO YOU HAVE OR HAVE YOU THOUGHT ABOUT A TIME LINE FOR ALL OF THAT? AND. HAVE YOU THOUGHT ABOUT? IT DOESN'T IMPROVE.
WHERE DO WE GO FROM HERE? YEAH, WELL, SO.
EVERY TIME WE DO ONE OF THESE, IT IS A SNAPSHOT OF TIME.
IT'S WHAT'S HAPPENING AT THAT MOMENT.
SOME OF THE THINGS THAT ARE LOW NOW GO UP HIGHER.
BUT IT IS THAT INTENTIONALITY TO CONTINUE TO DO THIS.
SO SO WE WILL WE WILL CONTINUE TO DO THIS.
NOW, SOME OF THE FOLKS THAT DO THIS ON A ON A CONSISTENT BASIS SAY, OKAY, MAYBE YOU DON'T DO IT EVERY YEAR BECAUSE YOU MAY NOT SEE BIG CHANGES OR SWINGS ON AN ANNUAL BASIS.
AND SO MAYBE YOU DO IT EVERY OTHER YEAR.
SO WE'RE STILL TALKING THROUGH THE FREQUENCY PART, BUT WHAT WE ARE GOING TO DO ARE SOME SPOT SURVEYS, SOME TARGETED THINGS WHERE WE SEE SOME CHALLENGES THAT WE'RE GOING TO DIVE A LITTLE BIT DEEPER WITH SOME OF THOSE SPOT SURVEYS TO GET MORE INFORMATION OUT OF FOLKS THAT THEN HELP US INFORM WHERE WE NEED TO MAKE CHANGES.
AND, YOU KNOW, WE'RE BUILDING A NEW CULTURE HERE.
THAT'S THAT'S WHAT IS A BIG PART OF THIS.
THE WORDS THAT MATTER ACTIVITY, THE VALUE STATEMENT THAT WE'LL TALK ABOUT HERE IN A MINUTE IS WE'RE BUILDING A NEW CULTURE THAT DOES NOT HAPPEN OVER A SHORT OF A PERIOD OF TIME. SO I THINK AS LONG AS WE'RE TAKING THE LONG VIEW OF HOW ARE WE DOING, HOW ARE WE IMPROVING AND ARE WE BEING INTENTIONAL ABOUT TRYING TO ADDRESS AREAS THAT ARE OF CONCERN? AND THAT IS CERTAINLY A COMMITMENT THAT I'VE MADE IN THE LEADERSHIP TEAM IS MADE IS THIS IS NOT A ONE AND DONE THIS IS NOT A HEY, THANKS FOR DOING IT.
WE DID IT. WE'RE GOING TO BE VERY INTENTIONAL ABOUT DIGGING DEEPER AND DOING FOLLOW UP SO PEOPLE CAN SEE THE ACTION AND TRY TO BUILD MOMENTUM FOR THEM.
YOU KNOW WHAT I SAW THERE WERE REAL AND THOSE RESULTS.
POINTS THAT PEOPLE WERE MAKING.
AND THEN SOME OF IT I COULD SEE THE CONNECTIONS FROM ONE TO THE OTHER AND COMMUNICATION.
THREW OUT FROM THE TOP TO THE BOTTOM.
[00:20:01]
WHERE PEOPLE JUST DIDN'T FEEL THAT THEY WERE INFORMED ENOUGH.AND THAT MAY BE PART OF THE PROBLEM WITH BUYING.
YEAH. AND YOU'LL SEE COMMUNICATION AS ONE OF THE MAIN FOCUS AREAS TO CONTINUE ON.
AND I APPRECIATE YOUR COMMENTS, QUITE FRANKLY, ABOUT SEEING SOME OF THE CONFLICTING INFORMATION, BECAUSE YOU'RE RIGHT, WHEN WHEN YOU LOOK AT SOME OF THE COMMENTS, YOU KNOW, YOU MAY HAVE A SERIES OF COMMENTS THAT SAY, HEY, THIS IS THE GREATEST THING EVER, AND THEN A SERIES OF COMMENTS TO SAY THAT THING IS THE WORST THING EVER.
BACK TO TRUSTEE FLORES'S COMMENT OF AFTER WE GOT THE INFORMATION, THEN WE'RE TRYING TO PUT IT INTO THEMES THAT HELP US IDENTIFY WITHIN THOSE AREAS, THOSE CATEGORIES, WHAT DO WE DO TO ADDRESS THEM? COMMUNICATION AND SUPPORT AND AND TRUST AND BEYOND? YES, MA'AM. SO COMMUNICATION IS ALWAYS A BIG ISSUE IN ANY ORGANIZATION, ESPECIALLY A LARGE ORGANIZATION.
AND AS I'VE DISCUSSED WITH YOU, IT'S SAID YOUR L2 LEVEL AND DOWN WHERE IT'S NOT, THE COMMUNICATION IS NOT FILTERING DOWN AND WE GOT TO FIND A WAY TO FIX THAT.
AND I'VE DISCUSSED WITH YOU ABOUT THE LEADERSHIP RECORD.
I ASK PEOPLE, ARE YOU FAMILIAR WITH THE LEADERSHIP RECORD? YOU KNOW, WHAT IS THAT? SO THAT'S DIRECTLY YOUR L2 THAT THEY MIGHT TELL YOU THAT WE'RE GOING TO LEADERSHIP RECORD AND THE TENETS OF IT, BUT JUST BY THE SPOT CHECKING IT DOESN'T SEEM LIKE IT.
SO HOPEFULLY IN THIS YEAR THERE'S MUCH MORE INTENTIONALITY AND PEOPLE INTERNALIZE IT BECAUSE THAT'S THE ONLY WAY WE'RE GOING TO IMPROVE THE ESTABLISH A CULTURE OF OPENNESS, OF TRANSPARENCY, THE INTEGRITY, RESPECT, ALL THAT.
THE WORD I FORGET WHAT YOU CALL IT, THE WORD THING, THE WORDS, THE WORDS THAT MATTER AGAIN, TO BUILD THAT CULTURE AND TO REALLY HAVE IT INGRAINED IN EVERY EMPLOYEE. BECAUSE THERE'S ONE EMPLOYEE THAT TOLD ME AT THE INSTITUTION I CAME FROM, THERE WAS I FORGOT YOU SAID LION PRIDE OR WHATEVER THE MASCOT WAS, AND THEN PRIDE AND EVERYBODY, YOU KNOW, WAS FILLED WITH LION PRIDE AND HAPPY AND BLAH, BLAH, BLAH.
AND WE JUST DON'T HAVE THAT HERE.
I THINK WHEN YOU LOOK AT THE FACT THAT YOU HAD THE COVID YEAR FOLLOWING PRETTY MUCH THERE.
THEY MIGHT HAVE BEEN A BETTER MEASUREMENT IF WE DID THIS STARTING NOW INSTEAD OF WHEN WE DID.
IT MIGHT HAVE A BETTER READ ON WHERE WE REALLY ARE TODAY BECAUSE IT MIGHT HAVE SHOWN SOME CORRECTION TO SOME OF THE THINGS THAT THIS WOULD REFLECTING AS AS BEING A MISTAKE. BUT GO AHEAD.
YEAH, YEAH. MAKE A COMMENT BEFORE LEONORA GOES ON.
ONE STRATEGY FOR AN ENGAGEMENT SURVEY OF THIS TYPE IS TO DO THIS ONE IN THE SUNSHINE, RIGHT? THAT WE'VE GONE THROUGH A MERGER CONSOLIDATION, WE'VE GOT THE ONBOARDING OF ALL THINGS WORKDAY.
THE PAINS OF AN ORGANIZATION THIS SIZE GOING THROUGH THIS TYPE AND MAGNITUDE OF CHANGE.
TO YOUR POINT AND ALSO THE PULSE CHECKS THAT WERE MENTIONED AND HOW WE GIVE PEOPLE CLARITY OF ROLE AND ACCOUNTABILITY AND TEAM BUILDING AND COLLABORATION. SO THIS IS A STARTING POINT FOR FOR A LOT OF THAT GOOD WORK THAT'S TO COME.
NOW ADD ON TO THAT, I THINK PREVIOUS EXPERIENCES LEAN INTO THE CHALLENGES.
I MEAN, IT'S GOOD WE GOT 57% OF THE POPULATION THAT GAVE US FEEDBACK.
WHILE THE COMMENTS MAY BE SOMEWHAT CONFLICTED, THERE'S PROBABLY SOME TRUTH TO IT.
WE SHOULD LEAN INTO AND ASSUME HOW CAN WE GET BETTER AND CONTINUOUSLY IMPROVING IT EACH AND EVERY YEAR AND HOLD A HIGH STANDARD? YOU KNOW, FOR ME, IT'S HOW DO WE GET TO 70% PARTICIPATION? I WANT PEOPLE TO GIVE ME FEEDBACK.
AND SO WITHOUT THAT FEEDBACK, WE WON'T GET THERE.
ANYONE. SO WHAT WE DID IS WE HAVE PULLED OUT SOME POSITIVE THEMES.
I WILL SAY THESE ARE THIRD PARTY CURATORS.
SO YOUR QUESTION ABOUT WHO ANALYZED PORTIONS OF THIS, THIS WAS PULLED OUT BY PACE.
AND I SAY THIS BECAUSE I DON'T WANT ANYONE TO SAY LEONORA CAN FIX THESE PARTICULAR COMMENTS.
[00:25:05]
BUT WHAT I DID DO IS I WANTED TO HIGHLIGHT SOME OF THE POSITIVE THEMES.WE KNOW OUR PURPOSE AND WE'RE IN THIS TOGETHER.
THIS IS OUR MISSION FROM AN INSTITUTIONAL STRUCTURE.
AND THEN ON THE NEXT SLIDE IS EXACTLY THE SAME THING, BUT FROM THE NEGATIVE EIGHT.
SO WE WANTED TO INCLUDE THAT TOO.
SO DECISIONS ARE MADE WITHOUT ENGAGING THE PEOPLE ON THE GROUND DOING THE WORK.
SO IT'S ALONG THE LINES OF EVERYTHING THAT'S BEEN TALKED ABOUT WITHIN THE ROOM TODAY.
SO WHEN WE START LOOKING AT HOW WE ADDRESS SOME OF THESE THINGS FORMALLY THROUGH HR, WHAT IS THE LEARNING AND DEVELOPMENT STRATEGY SYSTEM WIDE THAT MAKES SURE THAT EVERYONE'S CLEAR ON HOW WE TALK TO OUR OUR TEAMS, OUR TEAMS WORK TOGETHER TOWARD A COMMON GOAL.
WHAT IS THAT GOAL? HOW DOES IT TIE IN TO THE STRATEGIC PRIORITIES OR THEMES OF THE BOARD OF TRUSTEES? SO THIS BEGINS TO TIGHTEN UP THEN AS WE USE THIS AS A BASELINE FOR HOW WE MOVE THAT FORWARD.
OKAY. NOW I'M GOING TO PASS IT TO MARY FOR THE NEXT PORTION.
ONE OF THESE GOES IN THE RIGHT DIRECTION.
OKAY. FIRST OFF, I THINK YOU ALL HAVE A COPY OF THE NEW VALUE STATEMENT.
I WANTED TO DRAW YOUR ATTENTION TO A SUBTLE CHANGE, BUT AN EXCEEDINGLY IMPORTANT CHANGE, AND ONE IN WHICH TRUSTEE FLORES HAD SOMETHING TO DO WITH WHEN SHE ATTENDED THE WORLD CAFE, WHICH IS, IF YOU'LL NOTICE, IN THE TOP PART OF THIS DOCUMENT, THERE'S WE REPEATED THE OVERALL PURPOSES, THE MISSION, OVERALL PURPOSES, AND IT USED TO READ TO PROVIDE A TEACHING LEARNING ENVIRONMENT THAT EXCEEDS LEARNER EXPECTATIONS AND MEETS THE NEEDS OF OUR COMMUNITIES AND EMPLOYERS.
AND WE MADE AN EXECUTIVE DECISION TO FIX THAT BECAUSE IT'S ONE OF THE THINGS THAT CAME OUT IN THE WORLD CAFES THAT WE RAN THAT WE THIS WAS AN OUTSIDE LOOK. WE NEEDED TO MAKE SURE THAT IN OUR CULTURE CHANGE, WHICH HAS BEEN SIGNIFICANT TO FOCUSING ON THE PEOPLE WHO ARE DOING THE WORK TO HELP THE PEOPLE ON THE OUTSIDE OF THE PLACE GET TO WHERE THEY NEED TO BE.
SO I WANTED YOU ALL TO BE AWARE THAT THAT HAS HAPPENED AND THAT THAT ONE WILL STAY WITH US.
A LOT OF THEM. WE HAD 18 SESSIONS ACROSS SEVEN LOCATIONS AND A MATTER OF ABOUT TWO AND A HALF WEEKS, 14 IN PERSON FOR VIRTUAL.
ALL EMPLOYEES OPEN INVITATION 729 REGISTERED AND YOU KNOW HOW THIS IS GOING TO GO.
I'M COMING. AND THEN 443 SHOWED UP.
LET ME TELL YOU A LITTLE BIT ABOUT THIS.
FRONT OF THE BUILDING. WE KNOW THAT MEANT.
THE WORDS THAT MATTER TO THEM IN THIS WORK ENVIRONMENT WORRIES THAT THEY WILL LIVE BY.
HARVARD BUSINESS REVIEW CAME OUT IN NOVEMBER WITH A STUDY THAT WAS DONE BY TWO PROFESSORS, ONE FROM THE COLUMBIA SCHOOL OF BUSINESS, THE OTHER FROM THE LONDON BUSINESS SCHOOL. AND ONE OF THE THINGS THEY FOUND IS THAT EMPLOYEES ALIGNMENT OF VALUES BETWEEN THE EMPLOYEES AND THE ORGANIZATIONS THAT THEY SERVE IN, IF IT'S ALIGNED, IT YIELDS HIGHER JOB SATISFACTION.
LOWER TURNOVER. BETTER TEAMWORK IS SOUNDING LIKE SOMETHING YOU ALL WANT TO HEAR.
BIGGER CONTRIBUTIONS, MORE PRODUCTIVE NEGOTIATIONS.
AND TO THEM, SURPRISINGLY, MORE DIVERSITY, EQUITY AND INCLUSION.
[00:30:07]
LOW. TO WHAT THE.NOW YOU HAVE TO ASK THE QUESTION, WHY DO THEY KEEP THEM? BUT THAT'S ALL RIGHT. ANYWAY, THAT WAS ONE OF THOSE PIECES.
THIS PROCESS BEGAN WITH A CHOICE FROM 22 VALUE WORDS THAT WE HAD TAKEN FROM EVERYWHERE.
IN FACT, WE HAD DONE A THOROUGH ANALYSIS OVER FOUR YEARS TIME.
I WANT OUR SCHOOL, OUR COLLEGES, VALUE ADDED, EVERYTHING ELSE.
EACH INDIVIDUAL THAT CAME TO THESE SESSIONS.
HAD AN OPPORTUNITY TO CHOOSE SIX WORDS.
IT WAS DONE ON AN ANONYMOUS IDOL POLL.
THE TOP SIX WORDS FOR EACH SESSION WERE DETERMINED AND IN A DYNAMIC TABLE GROUPS WHICH IS WHAT WORLD CAFES ARE THEY'RE THEY'RE OPEN THEY'RE CREATIVE WE HAVE ADULTS PLAYING WITH CRAYONS AND BUTCHER PAPER, WHICH IS ALWAYS KIND OF FUN.
PARTICIPANTS DESCRIBE HOW THOSE VALUES ARE DEMONSTRATED.
THE WORD IS ONLY A PIECE OF THIS.
IT IS THE EXPECTATIONS OF BEHAVIOR AND DEMONSTRATIONS OF WHAT HAPPENS.
THEY SELECTED TOP VALUE WORDS, IF YOU SEE UP THERE.
COLLABORATE, NOT COLLABORATION.
COLLABORATING AS A AS A AS A VERB.
AND THEN INCLUSION AND DIVERSITY.
I'M SORRY. IT'S NOT ACTUALLY THE ONE THING I DID WANT TO TELL YOU IS THAT WE ENDED UP WITH 509 VALUE WORD DESCRIPTION POSTERS OUT OF THESE 18 SESSIONS, 4132 IDEAS AND DRAWING DESCRIPTIONS, PLUS AN ADDITIONAL 18 WORD CLOUDS.
AND OH, BY THE WAY, WE HAVE 1057 PHOTOGRAPHS.
SO IF YOU NEED TO KNOW IF SOMEBODY WAS THERE, LET US KNOW.
WE HAD COACHES, WE HAD DEANS, WE HAD FACILITY STAFFS, WE HAD POLICEMEN.
EVERYBODY WAS THERE SCATTERED AROUND THE TABLES AND THEY TALKED ABOUT THE ANSWER TO THE QUESTION, WHAT DOES THIS LOOK LIKE HERE? HOW WOULD I RECOGNIZE THAT SOMEBODY IS ACTING ON THE VALUE OF INTEGRITY OR ON THE VALUE OF COLLABORATION? AND THEY CAME TOGETHER.
THEY POSTED THEM ON THE WALLS ALL OVER THE PLACE.
AND THEN THEY TOOK A GALLERY WALL, WHICH IS ONE OF THE THINGS WE DO OFTEN IN WORLD CAFES.
AND THEY HAD DOTS AND THEY WERE TOLD THEY COULD NOT TRADE THEM, THEY COULD NOT SPLIT THEM, THEY COULDN'T DO ANY OF THOSE THINGS, BUT THEY SELECTED THEIR TOP EIGHT IDEAS AND THOSE WE CAPTURED FOR EACH ONE OF THE SESSIONS.
FOR EXAMPLE, WE WOULD HAVE DOZENS OF POSTERS RELATED TO IT AND LOOKING FOR THINGS THAT WERE SIMILAR.
THIS IS A VERY ACTIVE STATEMENT.
IT IS WE COMMUNICATE OPENLY, HONESTLY, EFFECTIVELY AND TRANSPARENCY FOLLOW THROUGH WITH INTENTION TO LEAD BY EXAMPLE, TAKING OWNERSHIP OF AND RESPONSIBILITY FOR OUR ACTIONS. THESE ARE THE WORDS OF OUR PEOPLE TALKING BACK TO US ABOUT WHAT THIS MEANS FOR THEM IN THIS PLACE.
BUT GETTING ACROSS THE DIVIDE TO ANOTHER DIVISION SOMETIMES TAKES MORE EFFORT.
AND THEY SAY VERY CLEARLY HERE, WE'RE GOING TO GET THAT DONE.
BUT IF YOU COULD HAVE BEEN IN THE ROOM WITH US.
ALL OF THOSE ROOMS, LOTS OF PEOPLE TALKING AT THE SAME TIME.
WE HAD GROUPS HIGH FIVING WHEN THEY GOT SOMETHING JUST THE WAY THEY WANTED IT.
AND IT WAS IT WAS ONE OF THOSE MOMENTS IN TIME THAT VERY MUCH LIKE WHEN WE DID ALMOST ALMOST SIX YEARS AGO NOW, JUST WHEN WE DID BECOMING ONE COLLEGE AND WE HAD THESE LITTLE CAFES AROUND THE PLACE.
SO WANTED YOU TO KNOW THAT THIS ONE, I THINK THEY'RE GOING TO BE ABLE TO LIVE.
AND THEY'RE GOING TO HOLD EACH OTHER ACCOUNTABLE.
SO WITH THAT IN MIND, I WANT TO JUST TAKE ONE MORE WHERE TO GO.
[00:35:06]
THERE IT IS. LET'S GO TO WHAT WE DO WITH THIS.OKAY. THIS WAS AN INTERESTING EXERCISE TO DO BECAUSE IT'S A LITTLE BIT NOT QUITE EXPECTED.
BUT WHEN YOU LOOK AT THE TOP TEN THAT PAY SCALES AND YOU CHECK THEM AGAINST THE VALUES, SOME INTERESTING THINGS HAPPEN IF THEY'RE HIGHLY ALIGNED AND THEY HAVE A HIGH RATING.
IT ALSO INCLUDES MY CHAIR IS OPEN TO IDEAS, OPINIONS AND BELIEFS OF OTHERS BECAUSE THAT'S WHAT'S CONVEYED IN THE INTEGRITY DESCRIPTION, NOT JUST THE BIERI, BUT WHAT WE EXPECT TO SEE.
YOU LOOK AT ACCOUNTABILITY, FOR EXAMPLE.
IT'S AGAIN, MY JOB IS RELEVANT TO THIS INSTITUTION'S MISSION.
THAT ACCOUNTABILITY COMES BACK ON THE PERSON WHO'S RESPONDING TO THAT.
IT ALSO INCLUDES EXPRESSING CONFIDENCE.
IT INCLUDES, FOR EXAMPLE, WE'RE PREPARING STUDENTS FOR CAREERS.
WE'RE ACCOUNTABLE TO DOING IT.
SO WE GOT THAT. BUT, YOU KNOW, THERE'S ALWAYS A DOWNSIDE.
AND I KEPT LOOKING AT IT THINKING, HOW CAN I EXPLAIN THIS? THERE'S A MISALIGNMENT WITH DALLAS COLLEGE VALUES.
AND YOU'VE ALREADY REFERENCED THE POINT THAT WE NEED TO GET TO THE ONES THAT CAME IN LOW.
WELL, WE'RE GETTING REAL CLUES HERE.
IF IT SAYS THIS, IF THERE'S GIVING A LOW RATING TO THIS INSTITUTION, IS APPROPRIATELY ORGANIZED, YOU CAN INSERT A KNOT IN THERE AND GET THE MESSAGE THAT THIS INSTITUTION IS NOT APPROPRIATELY ORGANIZED.
AND IT'S SOMETHING WE'VE GOT TO LOOK AT AND THINK ABOUT OR MAYBE EXPLAIN BETTER WHY WE DID IT.
IT POINTS YOU IN A DIRECTION TO LOOK FOR WHAT NEEDS TO HAPPEN NEXT.
WHAT'S MISSING? WHAT DO WE NEED TO BE DOING? AND THAT, FRANKLY, IS A HECK OF A SEGMENT OF WHAT YOU'RE GOING TO TALK ABOUT.
ON THE RATINGS, LIKE FOR ACCOUNTABILITY, IT WAS LIKE RATED ONE ON BOTH.
BOTH OF THEM. SO DOES THAT MEAN LIKE WHEN THEY HAD TO RATE THEM IN ORDER OF THESE SINCE SOME PEOPLE POSTED IT AS THEIR HIGHEST AND SOME PEOPLE POSTED THE LOWEST? AND THAT'S THE THING. AND THAT'S THE SPLIT.
WE'RE FEELING IT. AND IT MAY ACTUALLY BE WHERE THEY ARE IN THE ORGANIZATION OR WHERE THEY WERE.
AND THEY GOT TO THERE'S WE HAVE IN SOME WAYS TAKEN A FRUIT BASKET AND SHAKEN IT UPSIDE DOWN AND PARKED IT IN DIFFERENT PLACES AND PEOPLE ARE STILL FINDING THEIR WAY THROUGH IT. I CAN REMEMBER IN MY MANY YEARS OF THIS PLACE THAT I CAN PICK UP ONE PHONE CALL, ONE MAKE ONE CALL AND GET TO THE RIGHT PERSON TO GET SOMETHING DONE. WELL, IN A SYSTEM THAT IS NOW AS OF THE SCALE THAT THIS ONE IS, EVEN MARY BRUMBAUGH CAN'T DO THAT.
SOME OF THEM DON'T. WE KNOW THAT.
BUT IT'S JUST THAT SAME SENSIBILITY.
OH. FINISH? YES. OH, I WAS LOOKING AT THE PARTICIPATION RATE.
CAN YOU GO BACK TO THAT? AND WHAT'S CONCERNED ME ABOUT EVERYTHING THAT.
HAS BEEN GOING ON AND THE SURVEY.
AND YOU ARE AT BEAR THIS OUT IS THAT IT'S BEEN VERY LOW PARTICIPATION FROM.
WE KNOW. AND THEN I WAS LOOKING AT THIS, 24% OF ADMINISTRATORS.
AND THAT'S. UPPER LEVEL OF THE DISTRICT.
WHEN YOU HAVE THESE KIND OF DIFFERENCES IN PARTICIPATION AND YOU'RE TRYING TO DEAL WITH AN ISSUE AND YOU MAY CONTRIBUTE TO THIS RESPONSE BECAUSE I'M TRYING TO GET MY MIND THINKING ABOUT ALL THIS STUFF THE WAY.
DOES ONE GROUP OF EMPLOYEES SO SPECIAL IN WHAT THEY WANT AND WHAT THEY FIGHT? DOES THAT DRIVE THE CONVERSATION AND WHAT HAPPENS AND WHO GETS MORE CONSIDERATION? I MEAN, WHAT IS THE.
PROFESSIONAL THINKING ON THAT ISSUE.
[00:40:03]
WELL, I'LL START WITH A COUPLE OF THINGS.ONE IS WITH THE EMPLOYEE ENGAGEMENT SURVEY OVERALL, YOU KNOW, AS OUR FIRST ONE, I THINK WE SHOULD FEEL PRETTY GOOD ABOUT THE 50% PARTICIPATION RATE WITH THIS 443 PEOPLE THAT THAT TOOK THE TIME AND HAD THE TIME TO TAKE TO BE ABLE TO DO THIS. AND WE'VE GOT, WHAT, ROUGHLY 3000 FULL TIME EMPLOYEES.
SO THAT'S A THAT'S A PRETTY GOOD PERCENTAGE REALLY TO TAKE TIME TO DO IT.
AND SO SO YEAH, WE NEED TO BE PAYING ATTENTION THAT THE MIX OF WHO'S PARTICIPATING.
AND SO, YOU KNOW, LIKE THIS I'LL TAKE SOME OWNERSHIP OF THE PARTICIPANT PARTICIPATION RATE ON THIS BECAUSE WE FIRST STARTED TALKING ABOUT HOW TO DO THIS.
WHAT'S YOUR PROCESS SHOULD WE USE TO DO WORDS THAT MATTER? WE HAD SOME INITIAL DIALOG AND CONVERSATION ABOUT DOING THIS AS A SURVEY.
BUT I WANTED US TO BE ABLE TO DO THE FACE TO FACE ENGAGEMENT AND INTERACTION.
AND SO AS IT RELATES TO TO FACULTY, SOME OF THESE SESSIONS WERE KIND OF PRIME TEACHING TIME.
AND SO WE HAVE TO BE MINDFUL OF THAT.
OUR FACULTY WERE DOING THE WORK THAT THEY DO IN THE CLASSROOM.
WE TRY TO ADD THE FOUR VIRTUAL SESSIONS TO ADD MORE FLEXIBILITY TO THAT.
BUT SO I THINK, YOU KNOW, PART OF IT IS, IS THAT AS WE DO THESE TYPE OF ACTIVITIES, WE'RE GOING TO TRY TO LOOK FOR DIFFERENT WAYS TO GET ENGAGEMENT AT DIFFERENT TIMES THAT WE CAN GET ENGAGEMENT SO WE CAN GET A GOOD CROSS SECTION FROM FROM RESPONDENTS.
CLEARLY, THAT'S THAT'S WHAT WE THAT'S WHAT WE WANT.
AND AGAIN, I'LL REPEAT, IT'S NOT JUST THESE TWO THINGS.
SO THAT WHEN I SAW THESE NUMBERS, THAT OCCURRED TO ME TOO.
BUT WE DID PROVIDE SOME OF THESE RURAL CAFES AT A TIME WHEN FACULTY COULD COME.
YEAH, WE DID MORNING AND AFTERNOON ON EVERY ONE OF THEM.
AND AFTERNOON WAS AFTER THE BULK OF THE TEACHING TIME.
YEAH, I THINK WHAT YOU'RE GOING TO SEE IS INCREASE IN FREQUENCY, BUT A SHORTER TIME DURATION.
WELL, I THOUGHT IT WAS IT WAS AN EXCELLENT EXERCISE AND I THINK I EVEN MENTIONED IT IN THE BOARD MEETING WHEN WE STILL HAD SOME SLOTS OPEN THAT HOPEFULLY OTHER BOARD MEMBERS COULD HAVE TIME BECAUSE IT WAS IT DID TAKE A TIME COMMITMENT.
BUT MAYBE WE SHOULD ASK FACULTY WHY THE PARTICIPATION RATE WAS LOW, BECAUSE WHEN THEY'RE UNHAPPY WITH SOMETHING, THEY CERTAINLY VOCALIZE IT.
THE SMALL GROUP CERTAINLY VOCALIZES IT.
I'M CURIOUS IF THOSE WHO ARE SO VOCAL ON THE NEGATIVE SIDE TOOK THE TIME TO ACTUALLY NOW BECAUSE THE INSTITUTION WAS ASKING ALL EMPLOYEES, ALL ALL ALL GROUPS OF EMPLOYEES.
YES. TWO PRIMARY REASONS WHY THE FACULTY RESPONSE WAS LOW.
SESSIONS. IN ADDITION, FACULTY HAVE SEVERAL OUTLETS THAT COMMUNICATION DIRECTLY.
NOW THAT'S NOT TO BE EXCLUSIVE TO OUR OTHER EMPLOYEE GROUPS BECAUSE MUCH TO DR.
LENNON'S CREDIT, WE CONTINUE TO GET BETTER AND REVISE OURSELVES WITH TIME.
SO NOW IN OUR CENTRAL LEADERSHIP MEETING THAT WE HAVE WITH ALL OF THE LEADERS OF DALLAS COLLEGE, WE HAVE INCORPORATED OUR LEADERSHIP AS WELL AS OUR ADMINISTRATOR LEADERSHIP. THIS IS SOMETHING THAT OCCURRED UNDER THE SEVEN DIFFERENT LEAD BECAUSE WE HAD VARIOUS COMMITTEES, BUT WE RECENTLY RE IMPLEMENTED THAT KNOWING AGAIN WITH THE RESULTS OF THE SURVEY THAT WE HAVE TO CONSISTENTLY IMPROVE OURSELVES.
SO GIVING AN IMMEDIATE VOICE AT THE TABLE WITH THE OTHER LEADERSHIP, THEY NOW SIT WITH US.
SO SOME OF THOSE TEAM MEMBERS ARE A PART OF OUR CAMPUS LEADERSHIP TEAMS THAT ALSO HOLD MEETINGS.
BUT THE MORE WE CONTINUE TO LEARN ABOUT OUR MATRIX ORGANIZATION, WE CONTINUE TO REVISE AND IMPLEMENT BETTER PRACTICES SO THAT ALL EMPLOYEES CAN FEEL NOT ONLY INCLUDED BUT HEARD.
[00:45:02]
OPPORTUNITY FOR INPUT INTO WHAT IT IS THE INSTITUTION IS DOING AND THE DIRECTION AND HOW THEY'RE AFFECTED.AND MAYBE I'M MAKING A WRONG ASSUMPTION, BUT I WOULD HOPE THAT FACULTY, ESPECIALLY WHEN THEY'RE SO LOCAL, WOULD WOULD MAKE TIME WITHIN THE TIME SLOTS, GIVEN THAT THEY ARE ABLE TO ATTEND, WOULD GIVE INPUT.
BUT WITH A CROSS SECTION OF THE INSTITUTION, NOT JUST FACULTY, FACULTY, FACULTY.
YES, SIR. CHRISTOPHER OR JUST LIKE TO INVITE THE COMMENTS OF THE CHANCELLOR ABOUT HOW THE SURVEY DATA WILL BE USED IN YOUR OVERALL PHILOSOPHY OF PERFORMANCE MANAGEMENT AND THE ORGANIZATION.
AND, YOU KNOW, FOR EXAMPLE, WILL THIS BE DISAGGREGATED ACROSS DEPARTMENTS SO THAT IT'S A TOOL IN EVALUATING YOUR DIRECT REPORTS? WILL IT BE A FACTOR IN PERFORMANCE BASED COMPENSATION GOING FORWARD, ETCETERA? YEAH, THAT IS THE HOPE AS WE CONTINUE TO DO THIS, THAT WE CAN DISAGGREGATE THIS, WE CAN DRILL DOWN FURTHER AND IT BECOMES PART OF THE CONVERSATION AROUND ACCOUNTABILITY AND THE PERFORMANCE ASPECT AS WE CASCADE THAT ON DOWN.
AND AND SO WHAT I WHAT I ASK OF EACH OF THEM IS TO GO BACK SHARE THIS WITH YOUR TEAMS, DRILL DOWN FURTHER WITH YOUR TEAMS AND WITHIN THE DIFFERENT TEAMS AND DIVISIONS AND AREAS, HAVE THE CONVERSATION.
WHAT DO YOU SEE HERE THAT IS OF CONCERN IN OUR AREA? WHAT DO YOU SEE THAT'S WORKING WELL IN OUR AREA? BUT ABSOLUTELY, AS WE BUILD THE THE NEW PERFORMANCE BASED PLAN, MERIT PAY THAT WE CASCADE ON DOWN, THESE ARE ALL PART OF THAT.
AND THE OTHER THING I'LL JUST LOOP BACK QUICKLY TO TO THE CONVERSATION ABOUT THE RESPONDENTS AND.
AND THEY THEY SPEAK STRONGLY AND LOUDLY TO ADVOCATE ON BEHALF OF OF THOSE THAT THEY REPRESENT.
FLOYD AND I AND OTHERS ENGAGE WITH WITH OUR FACULTY LEADERSHIP.
BUT AS DR. FLOYD SAID, I ALSO MADE THE DECISION THAT I WANTED THOSE THREE EMPLOYEE GROUPS AND A STUDENT VOICE TO BE PART OF OUR EXPANDED LEADERSHIP MONTHLY MEETING SO THAT THEY'RE RIGHT THERE AT THE TABLE.
TRUE. AND THAT'S A VERY GOOD MOVE.
HOWEVER, I'M MY REMARKS WERE MORE TO THE FACT THAT THIS WAS AN OPPORTUNITY TO BE WITH EMPLOYEES FROM THE DIFFERENT GROUPS OF THE INSTITUTION, WHICH TO ME SPEAKS TO THE SUPPORT FOR THE CROSS SECTION OF THE INSTITUTION.
BUT I THINK IT WOULD BE, INSTEAD OF MAKING ASSUMPTIONS, MAYBE ASK THEM DIRECTLY WHAT WAS IT ABOUT THE WORLD CAFE AND THE TIMES AND STUFF THAT WE OFFERED IT THAT YOU WEREN'T ABLE TO PARTICIPATE? AND MAYBE IF WE DO GO THROUGH THIS EXERCISE AGAIN BECAUSE WE HAVE THAT DIRECT FACULTY INPUT, WE KNOW HOW TO SCHEDULE THEM OR WHATEVER, AND MAYBE THEY JUST DON'T HAVE AN INTEREST AND MAYBE MAKE THAT A SURVEY QUESTION.
DON'T ASK ME. YEAH, NO, I APPRECIATE WHAT YOU'RE SAYING.
AND CERTAINLY WE WANT TO DESIGN THESE THINGS THAT WE CAN GET MAXIMUM PARTICIPATION.
ARE THERE ANY OTHER COMMENTS OR QUESTIONS? COMMENTS? THERE IS AN INTEREST BECAUSE YOU SAW THAT SURFACE IN SOME OF THE QUALITATIVE COMMENTS ABOUT THE WORK WE'RE DOING AND WHERE WE'RE GOING FORWARD.
IT'S MORE ABOUT WHAT I THINK WE'RE ALL WORKING THROUGH IS WHAT'S THE TIMING OF THESE TYPES OF ACTIVITIES THAT FACILITATE THE MOST INTERACTION THAT THOSE AND SO TO YOUR POINT, IT IS ABOUT THE RETURN OF THAT GROUP ON WHAT WORKS BEST AND WHAT TIMING.
BUT YEAH, THERE'S DEFINITELY AN INTEREST IN HOW THIS ALL MOVES TOGETHER AS ONE.
OKAY. I THINK WE'RE AT A POINT WE'RE GOING TO BRING FOR LUNCH, RIGHT? GOT TWO MORE, TWO MORE SLIDES.
OKAY. ALL RIGHT. SO WE'VE ALREADY TALKED ABOUT A LOT OF THIS.
SO COMMUNICATION TO THE POINT THAT THESE ARE THE THREE MAIN BUCKETS THAT WE GLEAN FROM ALL OF THIS DATA AND COMMUNICATION, BOTH EFFECTIVE, INCLUSIVE, TWO WAY COMMUNICATION. WE'VE ALL TALKED ABOUT IT TRANSPARENT.
AND THEN TRUST BUILDING BACK TRUST WITHIN THE ORGANIZATION.
[00:50:02]
SO WE ARE LOOKING AT INCLUSIVE COMMUNICATION.EVERYBODY HAS THE RESULTS OF THIS SURVEY, ALL 3000 COMMENTS TO READ AT THEIR LEISURE.
WE ARE LOOKING AT A VERY SIMILAR TYPE ACTIVITY TO THE WORDS THAT MATTER CALLED A SEAT AT THE TABLE THAT WE WILL USE FEEDBACK ON THOSE WHO COULD NOT ATTEND TO HELP GUIDE US ON HOW TO SCHEDULE THOSE APPROPRIATELY.
AND THIS IS A SOLUTION ORIENTED CONVERSATION AS OPPOSED TO WHAT'S NOT WORKING NOW.
WE'RE WANTING PEOPLE TO COME WITH SOLUTIONS.
AND THEN BACK TO THE PULSE OR MINI SURVEYS THAT DR.
WE'RE GOING TO MOVE INTO EXECUTIVE SESSION.
I'VE GOT TO READ THE WORD. SCUSE ME.
[7. Executive Session]
WE WILL ADJOURN INTO EXECUTIVE SESSION AT 1224 FOR THE PURPOSE OF CONSULTATION WITH ATTORNEY REGARDING LEGAL MATTERS OR PENDING AND OR CONTEMPLATED LITIGATION OR SETTLEMENT OFFER.SECTION FIVE FIVE 107 ONE PERSONNEL MATTERS RELATING TO APPOINTMENT EMPLOYMENT EVALUATION, ASSIGNMENT DUTIES, DISCIPLINE OR DISMISSAL OF OFFICERS EMPLOYEES.
SECTION 501 271 DELIBERATE REGARDING REAL ESTATE PROPERTY SINCE OPEN DELIBERATION WOULD HAVE A.
DETRIMENTAL EFFECT ON NEGOTIATIONS WITH THE THIRD PERSON, SECTION FIVE FIVE 172 DELIBERATE REGARDING SECURITY DEVICES OR SECURITY AUDITS. SECTION FIVE FIVE 176.
WE WILL RECONVENE THE FINANCE COMMITTEE AT 225 OUT OF EXECUTIVE SESSION.
[4.2. 2022-23 Compensation Study]
SO WE HEARD THIS MORNING THE KIND OF THE RESULTS OF THE EMPLOYEE ENGAGEMENT SURVEY.AND THIS AGAIN, SO THIS PRESENTATION THIS AFTERNOON ALIGNS WITH THAT AND THE OVERALL GOAL OF EMPLOYEE ENGAGEMENT, TALENT, ATTRACTION, TALENT DEVELOPMENT, TALENT RETENTION AND GROWTH.
AND SO THE COMPENSATION STUDY CERTAINLY TRACKS WITH THAT.
THIS IS WILL BE COMPLETED AT THE END OF THIS BY THE END OF THIS FISCAL YEAR.
MR. LOUIS BURRELL IS WITH OUR HUMAN RESOURCE DEPARTMENT.
SO, WELL, FIRST SAY THANK YOU FOR THE WARM WELCOME TO DALLAS COLLEGE.
SO GOOD AFTERNOON TO EVERYONE.
I'M GOING TO WALK YOU WELL, I THINK I NEED TO MAKE SURE I TAKE SOME PEOPLE FIRST.
I KNOW LULU MCGREGOR AND THE FINANCE DEPARTMENT HAS DONE A LOT OF THIS WORK PRIOR TO ME, SO I WANT TO GIVE THEM PROPER RECOGNITION FOR THE EFFORTS THEY PUT TOGETHER HERE TO GET STARTED. I THINK IT'S REALLY IMPORTANT TO KIND OF LEVEL SET WHAT IS OUR TOTAL REWARD PHILOSOPHY AND PUT TOGETHER SOME ONE SLIDE.
SAY IT'S REALLY DESIGNED TO LOOK AT ALL THE ELEMENTS OF COMPENSATION, NOT JUST BASE PAY, BUT ALL THE AREAS, INCLUDING BENEFITS, A WORK LIFE BALANCE KIND OF COMPONENT.
AND THEN LOOK AT HOW IT'S DESIGNED TO ATTRACT, RETAIN FAMILIES, COMPENSATE AND THEN BE COMPETITIVE IN THE MARKETPLACE AND DISTINGUISHED BETWEEN INDIVIDUAL PERFORMANCE.
THOSE ARE SOME THINGS ARE ASPIRATIONAL THAT WE HAVE TO PUT IN PLACE GOING FORWARD.
BUT THERE ARE FOUR GUIDING PRINCIPLES THAT WE'VE IDENTIFIED.
ONE IS MAKE SURE IT'S FLEXIBLE, IT'S INTERNALLY EQUITABLE, EXTERNALLY COMPETITIVE, AND IT NEEDS TO BE SOME REGULAR BENCHMARKING ON A CONSISTENT BASIS SO WE DON'T GET STALE DATA, WHICH WE MAKE DECISIONS.
SO THAT'S A LITTLE BIT ABOUT THE VELOCITY.
SO WHAT IS THE ACTUAL COMPENSATION STUDY? AND THIS IS JUST TO ALLOW US TO GET SOME BENCHMARK DATA THAT WHAT ARE WE BEING COMPETITIVE IN OUR PRACTICES AND ARE WE FOLLOWING ALL OF THE APPLICABLE CURRENT STATE AND FEDERAL LAWS THAT ARE OUT THERE? AND THIS ALLOWS US TO KIND OF SAY WHERE WE ARE AT ANY POINT IN TIME.
SO SOME OF THE BENEFITS OF DOING A COMP STUDY, AS YOU CAN IMAGINE, IS IT ALLOWS US TO KIND OF LOOK AND HONE IN ON KEY AREAS, IN THIS CASE, BENCHMARKING AREAS LIKE ARE WE ACTUALLY COMPETITIVE WHEN IT COMES TO ATTRACTING TALENT TO THE ORGANIZATION AND RETAINING TALENT?
[00:55:08]
WE'RE LOOKING AT SALARY DATA TO MAKE SURE WE ARE BEING COMPETITIVE AND ALSO LOOKING AT WAGE EQUITY FOR INTERNAL PURPOSES, MAKING SURE THAT WE DON'T DO ANYTHING THAT CAUSES DIFFERENCES BETWEEN GROUPS AND THE ACCURACY OF OUR DATA.HOW ACCURATE ARE WE LOOKING AT ALL OF THE KEY COMPONENTS OF A TOTAL REWARD STRATEGY? AND LASTLY, BEING CONSISTENT WITH A CULTURE OF TRANSPARENCY.
HOW DO YOU DEFINE WAGE EQUITY? WE TALK ABOUT WAGE EQUITY.
IT IS WHEN YOU'RE LOOKING AT YOUR DEMOGRAPHICS OF THE ORGANIZATION, MAKING SURE THAT YOU DON'T SEE ANY DISPARITIES BETWEEN GROUPS, LOOKING AT TENURE, LOOKING AT GENDER.
FOR EXAMPLE, ARE YOU SETTING UP A SYSTEM BY WHERE IF AN EMPLOYEE THINKS THEY ARE EXPERIENCING WAGE INEQUITY FOR A LIFE POSITION AND LET'S SAY YEARS OF EXPERIENCE, ETCETERA, THAT EVERYTHING'S PRETTY MUCH COMPARABLE, BUT THEY'RE GETTING PAID SIGNIFICANTLY LESS THAN THE OTHER PERSON IN THAT SAME COMPARABLE POSITION.
DO WE HAVE A PROCESS BY WHICH THEY CAN ADDRESS THAT? YEAH, I CAN JUMP IN HERE TOO.
SO, YES, THE OTHER PIECE IS MAKING SURE THERE'S MECHANISMS WITHIN THE HR FUNCTIONAL UNIT ITSELF.
SO THERE'LL BE A FINDING FROM THAT.
THIS IS OURS. WHERE DO WE SEE SOME SOME DIFFERENCES THAT MAY SURFACE? BUT THEN THE PROCESS PIECE IS HOW DO WE BUILD THAT IN? SO THERE IS THIS CONTINUOUS REVIEW WHERE IF SOMEONE BELIEVES THERE COULD BE AN ISSUE RELATED TO THAT, THAT THEY CAN VOICE IT TO THE APPROPRIATE PERSON, AND IF THERE IS AN ISSUE, IT WILL BE WE'LL BE VERY TRANSPARENT ON HOW THAT EMPLOYEE CAN ADDRESS THE ISSUE.
FROM THE CURRENT COMPENSATION STUDY, WE ARE EXCUSE ME, GO BACK TO SLIDE.
SO THE HISTORY OF THE COMP STUDY, THERE WAS A COMP STUDY ACTUALLY COMPLETED IN 2015.
THERE WERE ROUGHLY 673 UNIQUE POSITIONS THAT WERE REVIEWED OUT OF THAT STUDY.
IN THE CURRENT STUDY THAT WE'RE LOOKING AT, THERE ARE 684 UNIQUE POSITIONS THAT WE ARE CURRENTLY HAVE UNDER REVIEW, AND SOME OF THOSE HAVE ALREADY BEEN COMPLETED.
I'LL SHARE WITH YOU THAT WAS THE SAFETY AND SECURITY FUNCTION THAT WE DID FIRST.
NEXT ONE WILL BE THE FACULTY AND FOLLOWED BY STAFF, PARTICULARLY IN THE IT I.T.
AREA. WHEN WHEN THIS SAYS UNIQUE TITLES, THAT MEANS DIFFERENT JOB TITLES THAT MANY DIFFERENT JOBS.
DO WE NEED THAT MANY? THAT'S A GOOD QUESTION.
OKAY. AND WHEN THERE'S OPPORTUNITY TO CONSOLIDATE, WE SHOULD.
THANK YOU. JUST A LITTLE BIT ABOUT THE SAFETY AND SECURITY STUDY THAT WAS COMPLETED LAST SUMMER.
THERE WERE SOME ACTIONS TAKEN TO ADDRESS THE EQUITY ISSUES OR ISSUES WITH THAT GROUP.
AT A MINIMUM, THAT WAS COMPLETED LAST AUGUST.
AND THEN IN SEPTEMBER THERE WAS AN ADDITIONAL LONGEVITY AWARD THAT WAS PROVIDED BASED ON THE YEARS OF SERVICE, AND THAT TOTAL INVESTMENT WAS AROUND $1.7 MILLION.
AND THAT WENT INTO EFFECT BACK IN LAST SEPTEMBER.
AND THAT WAS A SERIES OF PRESENTATIONS THAT WERE GIVEN HERE FOR THE.
AN INEQUITY. WE WERE PAYING MEN AND WOMEN THE SAME.
YEAH. SO IT'S ACROSS THE BOARD.
WHAT IS THE DYNAMIC THERE AND ARE WE ARE WE EQUAL ACROSS THAT? SO YEAH, THAT'S WHAT THE STUDY IS ACCOUNTING FOR.
WHEN WE START LOOKING AT THE INTERNAL EQUITY OR AS IT REVIEWS THAT AS WE MOVE INTO THE FACULTY.
YES. SO YOU'RE SAYING THAT WE'RE LOOKING AT SAFETY AND SECURITY AGAIN? NO, MA'AM. WE HAVE COMPLETED THAT.
THIS IS JUST A KIND OF A RECAP OF WHAT WE'VE ALREADY DONE.
[01:00:03]
OKAY. IT'S A PART OF THE FACULTY EVALUATION.WE BENCHMARKED AGAINST SEVEN CORE PEERS.
THESE ARE OTHER COLLEGES THAT WE CONSIDER TO BE THE PEER GROUP.
AND THEN WE EXPANDED THAT TO A LARGER FACULTY PEER GROUP OF 36 UNIVERSITIES AND COLLEGES.
AND THESE ARE INSTITUTIONS THAT WE BELIEVE ARE MATCH TO OUR SIZE OF UNIVERSITY.
SO THE COST ESTIMATE FOR THE FACULTY TO MAKE AN ADJUSTMENT.
WE HAVE WE LOOKED AT WHAT IS THE SALARY.
WE WERE BELOW THE RECOMMENDATION AS FAR AS THE MINIMUM SALARY.
WE HAVE 891 FULL TIME FACULTY MEMBERS.
SO THE PROPOSED NEW MINIMUM, IF WE WERE TO BRING EVERYONE UP TO THAT MINIMUM, COST US ABOUT $800,000, NO QUESTION. UM, SO SEVERAL YEARS AGO, I'M SURE YOU REMEMBER, BUT I THINK YOU WERE HERE.
WE HAD FALLEN BEHIND THE CURVE IN TERMS OF COMPETITIVE FACULTY SALARIES.
SO NOW WE FIND OURSELVES IN THAT POSITION AGAIN.
SO MOVING FORWARD, WHAT ARE WE GOING TO DO TO MAKE SURE THAT OUR FACULTY SALARIES STAY COMPETITIVE AND REALLY AT ANY LEVEL, NOT JUST FACULTY AT ANY LEVEL, THAT WE STAY COMPETITIVE? IS IT NECESSARY TO DO THESE PERIODIC COMPENSATION STUDIES OR IS THERE A WAY WE CAN MONITOR OUT THERE CONTINUOUSLY? TRUSTEE YEAH, THE FIRST THING IS, IS THAT WE DO THIS WITH SOME DEGREE OF FREQUENCY THAT WE HAVEN'T.
NOW WE HAVE ONE VIEW ON THAT, ONE LENS ON THIS.
AND SO, SO THE INTENT IS, IS THAT WE DO THESE REGULAR COMPENSATION REVIEWS EITHER BY REGULAR HOW OFTEN? WELL, I MEAN, SO THAT'S A CONVERSATION WE'VE BEEN BEGINNING TO HAVE ABOUT WHAT MAKES SENSE IN THE WAY OF COMPREHENSIVE OR VERSUS IF WE SENSE THAT WE'RE LAGGING SOMEWHERE, WHERE DO WE NEED TO DO TARGETED SPOT REVIEWS? SO SO YOU HAVE A SENSE OF WHAT WHAT MAKES SENSE ON A ON A REGULAR CYCLE.
YEAH. SO I THINK IT'S IMPORTANT THAT YOU AT LEAST HAVE A MINIMUM OF THREE YEARS OF A CYCLE AND THEN SPOT CHECK YOURSELF EVERY YEAR. BUT IT GETS CRITICAL POSITION.
HOW ARE WE DOING IN RETAINING THAT TALENT AND BE VERY MINDFUL OF THE MARKET IS DYNAMIC.
THERE'S A LOT HAPPENING, PARTICULARLY NOW WITH FULL EMPLOYMENT.
AND SO IT'S ALL ABOUT THE FREQUENCY AND CATEGORICALLY SO YOU DON'T HAVE A BIG HIT EVERY TIME.
I MEAN, THE RECOMMENDATION HERE IS FOR ADJUSTMENTS IN SALARY BANDS FOR SPECIFIC SALARY BANDS.
AND BUT, YOU KNOW, CERTAIN HIGH DEMAND POSITIONS, WE'RE COMPETING WITH INDUSTRY FOR PEOPLE.
I MEAN, IS THIS GOING TO GIVE US THE FLEXIBILITY TO ATTRACT THE TALENT THAT WE NEED IN THE HIGH DEMAND FACULTY POSITIONS WHERE WE'RE LOSING PEOPLE, RIGHT? ARE YEAH, YEAH.
SO, YOU KNOW, IT'S KIND OF TWOFOLD.
ONE IS TO SET THIS COMPREHENSIVELY THAT THAT THE REASON THAT I'M RECOMMENDING THAT WE DO THIS NOW IS THAT WE'RE ACTIVELY RECRUITING FACULTY AND I DON'T WANT THIS FALSE MINIMUM TO BE OUT THERE.
AND I WANT TO ENSURE THAT WE CAN ATTRACT FACULTY.
SO THAT'S WHY I DO THIS NOW AND THEN.
IT'S NOT THE END ALL, BE ALL, THOUGH, IN TWO RESPECTS.
ONE IS THERE'S OTHER IMPACTS OF THIS.
THAT'S TRUE THROUGHOUT THE COLLEGE.
BUT ONCE WE GET THE COMPREHENSIVE REVIEW BACK IN THE NEXT FEW MONTHS, THEN WE CAN TAKE A STEP BACK AND SAY, HOW DO WE TACKLE THAT? HOW DO WE DEAL WITH THAT FROM A FINANCIAL STANDPOINT? AND THEN FOR THE HIGH DEMAND CRITICAL FIELDS AREA, FLOYD MAY WANT TO SPEAK TO THAT A LITTLE BIT THAT SHE'S BEEN IN CONVERSATIONS WITH OUR FINANCE TEAM ABOUT HOW WE DO THAT IN THE WAY OF SOME ADDITIONAL SALARY LEVEL BEYOND
[01:05:01]
WHAT WHAT IS THE NORM HERE? YES, WE'VE BEEN IN DISCUSSIONS WITH OUR DEPUTY CHIEF THOMPSON ABOUT THIS ISSUE IN TERMS OF SETTING A STIPEND FOR HIGH CRITICAL NEEDS.RIGHT NOW WE'RE PREPARED TO ROLL IT OUT IN AT LEAST TWO OF OUR SCHOOLS ACROSS THE SCHOOL.
WE HAVE CONSISTENT VACANCIES OVER 14 IN NURSING ALONE AND ALLIED HEALTH.
IN ADDITION TO OTHER AREAS IN MIT.
THERE IS ALWAYS REVOLVING POSITIONS BECAUSE THIS IS THE AREA OF CONSTRUCTION, WELDING AND SOME OF OUR TRADES IN BOTH OF THESE SCHOOLS, THEY'RE VERY HIGH DEMAND AND HIGH PAY ON THE OUTSIDE.
SO WE LOSE PEOPLE REGULARLY AND IT IS REALLY THE PREFERENCE OF BOTH THE DEPUTY CHIEF AND I.
THOMPSON THAT WE WOULD APPROACH THIS FROM A SCHOOLS APPROACH.
AND THESE ARE HIGH AND CRITICAL NEED FIELDS, WHICH IS WHY WE'RE ABLE TO DO THAT.
WE'RE LOOKING AT A SEPARATE STIPEND FOR THE ADMINISTRATORS AND STAFF POSITIONS IN THAT AREA.
SANGUINE, BUT A LITTLE BIT LESS THAN THAT.
SO STIPENDS IS THE WAY YOU'RE DEALING WITH THE HIGH DEMAND AND I THINK THAT'S THE RIGHT TERM.
I WAS LOOKING FOR ROB IT'S TYPING THE RIGHT YES TO THE SAY YES.
YEAH. THE MARKET DISPARITY STIPEND IS ONE OF THE TOOLS THAT WE'RE EXPLORING TO DEAL WITH THAT.
YEAH. AND I WANT TO AND I WANT TO ACTUALLY.
BUT JUST WHAT I WANTED TO SPEAK TO THIS IS IMPORTANT AND BOTH LEWIS AND I HAVE TALKED ABOUT IT, ROB AND I HAVE TALKED ABOUT IT AND I HAVE TALKED ABOUT IT, THAT HOW TO STRUCTURE IT, JUST MAKING OUR OVERALL PACKAGES FOR INDIVIDUALS TO JOIN DALLAS COLLEGE BECOME MORE DESIRABLE.
SO WE'VE LONG PAID FOR THINGS LIKE MOVING EXPENSES, BUT ONLY FOR A CERTAIN LEVEL OF ADMINISTRATOR AND HIGHER AND I'M TALKING ABOUT LIKE HIGH, LIKE A VICE CHANCELLOR OR PROVOST OR CHANCELLOR.
WE DON'T PAY FOR IT FOR OTHER POSITIONS, BUT WE HAVE TO REALLY CONSIDER THAT WHEN WE'RE TRYING TO ATTRACT AND RETAIN NEW AND DIVERSIFIED TALENT THAT SUPPORTS THE STUDENTS THAT WE SERVE.
SO. OH, WHAT? IS ONE, TWO AND THREE AND FOUR.
THOSE ARE THE HISTORIC SALARY RANGES WE'VE HAD FOR RANGES OF FACULTY FOR AS LONG AS I CAN REMEMBER.
I MEAN, DOES THIS MAKE SENSE OR NOT? THIS SPREAD MAKES SENSE OR NOT.
WELL, BUT. WHO'S ARE OUT THERE, TOO.
AND I MEAN, HOW DO YOU EXPERIENCE OR EXPERIENCE EXPERIENCE? IT'S BASED ON THE HIRING CRITERIA, YOUR EXPERIENCE, HIRING CRITERIA, LIKE YEARS OF EXPERIENCE OR CREDENTIAL CERTIFICATIONS, EDUCATION, EDUCATION, EDUCATION, EDUCATION, EDUCATION, EDUCATION, BACKGROUND.
IT'S LIKE ANOTHER REASON TO ALLOW MASTERS.
SO IF YOU GOT ALL THOSE VARIABLES THAT YOU DETERMINE WHERE SOMEBODY GOES. SO THE PAY SCALE THEN AM I WRONG IN THINKING THAT YOU MAY HAVE SOMEBODY AND THEY BOTH THEY'RE BOTH RIGHT.
LET'S SAY IF ONE'S BUT ONE IS MAKING MORE MONEY THAN THE OTHER ONE BASED ON THEIR CREDENTIALS.
SO I THINK THAT WAS A POINT OF CLARIFICATION FOR THE BAG.
IS THAT CORRECT, ANDREW? YEAH, CREDENTIALS.
IT'S JUST EDUCATIONAL ATTAINMENT AND NOT ANY YEARS OF EXPERIENCE.
IT HAD TO DO WITH EDUCATIONAL EXPERIENCE, NOT YEARS OF EXPERIENCE.
BUT THAT'S THAT'S NOT GOING TO GET YOU.
THAT'S THERE'S NO CONTEMPLATED CHANGE TO THAT IN THIS AT THIS POINT.
YES, MA'AM. BUT EVEN AT THAT, THE PROPOSED NEW MINIMUM, THAT STILL SEEMS LOW TO ME.
IT SHOWS WE DON'T REALLY VALUE TEACHING AS MUCH.
I MEAN, YOU KNOW, YOU PUT YOUR MONEY WHERE IT'S PUT YOUR MONEY WHERE YOUR MOUTH IS.
SO IS THAT THE ONLY THING IS NOT THE AVERAGE SALARY?
[01:10:03]
NO, THAT'S THE BEGINNING SALARY.SOMEBODY'S HIRING. WE'RE HIRING IN.
THAT'S THAT'S THE BEGINNING POINT AND THAT'S LOW.
SO THAT FLOYD I MEAN, I DON'T WANT TO SPEAK JUST A LITTLE BIT IN THAT THIS TABLE EXISTS.
RIGHT. BUT I HAVE TO SPEAK WITH HOW WE'VE ALWAYS DEALT WITH THIS.
THIS IS SUPPOSED TO BE CREDENTIALS BASED.
HAVING THAT BEEN SAID, WE'VE ALWAYS HAD ISSUES WITH HOW THIS HAS BEEN APPLIED IN THE HR SETTING.
THEIR ALIGNMENTS WITH CREDENTIALS DON'T ALWAYS AGREE WITH OUR ALIGNMENTS WITH CREDENTIALS.
WHAT DO I MEAN BY THAT? F FOR IS SUPPOSED TO SPEAK TO A TERMINAL DEGREE.
WE'VE ALWAYS HAD ISSUES WITH HR ONLY APPLYING THAT TO PHDS, JDS, THE DS, I'M GOING TO CALL IT, BUT THERE ARE CERTAIN MASTER'S DEGREES, FOR EXAMPLE, AN MFA THAT IS TERMINAL FOR THAT FIELD, BUT WE CAN NEVER GET THOSE PEOPLE THERE.
I AM HAPPY THAT LEWIS AND I HAVE BEGUN TO HAVE CONVERSATIONS WITH THIS.
I'M COMFORTABLE THAT HIS LEVEL OF COMPETENCY IN THIS AREA IS GOING TO LET US GET IN A BETTER PLACE.
SO I'M COMFORTABLE WITH SAYING THIS IS A SCHEDULED TABLE THAT EXISTS.
IT IS BASED ON CREDENTIALS THAT WE CURRENTLY HAVE.
THAT'S WHAT I'M COMFORTABLE SAYING ABOUT THIS STATEMENT BECAUSE I KNOW AT ONE POINT WE YOU HAVE TO CLARIFY WHAT WHAT WE'RE ACTUALLY DOING NOW.
IT USED TO BE THAT SOMEBODY MIGHT GET HIRED WITH A MASTER'S DEGREE AND THEY'RE PUT A CERTAIN PLACE ON THE PAY SCALE AND A YEAR LATER OR TWO, YOU KNOW, WHATEVER, THEN THEY GET A PHD, THEY AUTOMATICALLY MOVE UP.
NOW, I MEAN, WHAT ARE WE DOING PRACTICALLY? SO ON THE ACADEMIC SIDE, SHAWNDA YOU WANT TO SPEAK TO HOW THAT TYPICALLY MOVES OR LULA, IF LULA'S IN HERE, ABOUT HOW THAT HAS WORKED ON THE ACADEMIC SIDE, WE DO GIVE A WE DO GIVE AN INCENTIVE FOR WHAT IS HISTORICALLY, HISTORICALLY HAS BEEN KIND OF A ONE TIME THING WHERE THERE WAS MOVEMENT FOR INCENTIVE.
BUT HOW YOU MOVE THROUGH THESE RANGES IS MORE OF A CHALLENGE.
AND WE JUST HAVE TO GET ON THE SAME PAGE ABOUT THAT.
SO THE PERCENTAGE OF INCREASE OR SOMETIMES A SLIGHT $1,800 TO DR.
LAYMAN'S POINT, SOMETIMES IT WAS A PERCENTAGE THAT IS INCUMBENT UPON THE FACULTY MEMBER.
SO NO ONE RUNS OVER TO THEM AND SAYS, HEY, CONGRATULATIONS, HERE'S YOUR MONEY.
UPON COMPLETING WHATEVER DEGREE THAT IS CREDENTIAL IT IS.
THEY THEN SUBMIT THAT TO HR AND THAT INCREASE WILL OCCUR AUTOMATICALLY.
THE SHIFT FROM F ONE THROUGH F TO F.
THAT DIDN'T HAPPEN AUTOMATICALLY AND THAT'S WHERE WE HAD TO GO IN AND START THE CONVERSATIONS AND DISCUSSIONS ABOUT WHY, ALMOST JUSTIFYING AND PROVING WHY THIS FACULTY MEMBER IS NO LONGER SUPPOSED TO BE AN F ONE, BUT THEY BELONG NOW AT F THREE OR AN F TWO.
SO IT WAS VERY MUCH CASE BY CASE BASIS THAT WE HAVE TO DEFEND.
SO YOU'RE LOOKING AT NEW POLICIES TO DRIVE SOME OF THIS, ESPECIALLY ON THE PROFESSIONAL SIDE? YEAH, CERTAINLY. AND SO WITH THE THE COMPREHENSIVE COMPENSATION REVIEW, AS WE GET ALL OF THAT BACK THEN, THERE MAY BE SOME SOME NEW POLICY RECOMMENDATIONS THAT WE WANT TO MAKE, NOT ONLY ADJUSTMENTS THAT WE'VE IDENTIFIED THAT NEED TO BE MADE TO MAKE US ALIGNED WITH MARKET OR WHETHER THERE'S OTHER SHIFTS NEEDED, BUT THERE ARE SOME POLICY ADJUSTMENTS THAT WE NEED TO TALK ABOUT, TOO.
ALL RIGHT. I'VE GOT FOLLOW UP QUESTIONS.
YEAH. SO I STILL GET BACK TO THE PROPOSED NEW MINIMUM FOR WHAT WE ASK THESE FACULTY TO DO, AND THE VITALLY IMPORTANT JOB THEY HAVE IS TOO LOW.
I DON'T KNOW IF THAT BECOMES A BOARD DECISION TO SAY, LET'S PUT EXTRA MONEY INTO THIS.
HE'LL SPEND IT IF YOU GIVE IT TO HIM.
BUT YOU KNOW, AGAIN, PUT YOUR MONEY WHERE YOUR MOUTH IS.
AND I THINK ON THE PUBLIC SCHOOL SIDE, THE START NEW MINIMUMS WERE HIGHER THAN THIS.
AND I AND I APPRECIATE THE SUPPORT OF OF OUR FACULTY.
[01:15:01]
THIS HAS BEEN WHAT THE WHAT THE DATA SHOWS THROUGH THIS.SO I UNDERSTAND THAT THIS I UNDERSTAND THAT.
BUT WE CAN GO BEYOND THE DATA AS A BOARD.
I MEAN, ADMINISTRATORS, I THINK ARE GETTING VERY FAIRLY COMPENSATED AT THE MINIMUM LEVEL.
SOME OF THEM, ESPECIALLY THE HIGHER ONES, YOU KNOW, AND WE NEED TO SEND A SIGNAL DALLAS COLLEGE REALLY IS A TEACHING AND LEARNING INSTITUTION, AND WE SHOW IT BY LOOKING AT HOW MUCH WE PAY OUR FACULTY.
ALL RIGHT. SO, YOU KNOW, I LIKE TO DO THIS AS A COMMITTEE.
I LIKE THE COMMITTEES TO MAKE RECOMMENDATIONS TO THE BOARD.
SO WHAT I'M GOING TO SAY, IF YOU WANT TO ENTERTAIN TO THE COMMITTEE, THEIR CONSIDERATION, THE THREE OF US, IF YOU WANT US TO DO THAT AS A RECOMMENDATION THAT WE INSTRUCT STAFF TO COME UP WITH AN INCREASE, THEN WE CAN ALSO HAVE THAT CONSIDERATION.
I'LL HOLD THE TWO MEMBERS AS THEY THINK IT'S WORTHY OF MOVING FORWARD.
SO RECOMMEND IT SO YOU CAN PULL RIGHT OUT OF THE BOARD.
ABSOLUTELY. I MEAN, I KNOW THAT THIS AMOUNT IS WE'RE ABLE TO DO IN THE BUDGET THIS BUDGET YEAR, RIGHT? THAT WAS WHAT YOU WERE TOLD YOU HAVE TOLD US BEFORE.
SO, I MEAN, I'M I'M GOOD WITH THIS AMOUNT.
ALL THIS WILL BE A RECOMMENDATION.
IS THE STAFF SPEND ANY MORE TIME ON HER INTEREST OR NOT.
AND I THINK THAT'S A FAIR WAY OF MOVING THINGS FORWARD.
YES, SIR. I SUPPORT MOVING FORWARD WITH THIS RIGHT OF WAY.
AND THOSE ARE THE DISCUSSIONS THAT WE'RE GOING TO HAVE THIS SUMMER.
WE GOT TO DEAL WITH THE COMPRESSION ISSUE, WHICH THE COST ISSUES WE HAVEN'T THOUGHT ABOUT.
YOU KNOW, I DON'T THINK WE SHOULD BE MAKING THESE DECISIONS SEPARATELY.
I THINK WE SHOULD BE MAKING THEM IN THE CONTEXT OF THE BUDGET.
OKAY. SO I'M GOING TO BE THE DECIDING VOTE OF OUR COMMITTEE.
CAN I SAY SOMETHING FOR YOU? YEAH, YOU MAY TALK ME OUT, BUT THIS DOES INFORM THE BUDGET BUILDING PROCESS BECAUSE THIS IS MADE THE BUDGET BUILDING IS IN JUNE AND IT IS NOT AN AD HOC DECISION. I MEAN, WHAT ARE WE HERE FOR IF NOT TO PROVIDE SOME WILL SPEAK AND PROVIDE IDEAS AND STRATEGIES AND THINGS TO LOOK AT. IF THE COMMITTEE RECOMMENDS AGREES WITH THE BY REQUEST FOR A RECOMMENDATION, ETCETERA.
I DON'T AGREE THAT IT'S NOT THE PLACE FOR IT.
THIS IS NO, I HAVE NO PROBLEM MOVING FORWARD TO DO IT BECAUSE IT'S YOU KNOW, THE CASE HAS BEEN MADE.
I HAVE NO PROBLEM WITH THIS TEMPORARILY IN THE CONTEXT.
SO MY MY VOTE MY VOTE IS GOING TO BE THAT WE NOT INSTRUCT THE STAFF TO DO ANY FURTHER, BUT TO IMMEDIATELY TAKE CARE OF THIS ISSUE SO THAT HE CAN DEAL WITH HIS RECRUITMENT, BUT THAT WE TOTALLY CONSIDER THIS RECOMMENDATION AS WE BUILD THE BUDGET THIS YEAR.
THAT'S GOOD. I'LL TELL YOU THE COMMITTEE.
YES. YES. AND I THINK WE HAVE SOMETHING TO SAY.
OF COURSE, WE GET A COMPARISON AGAINST OUR PEER YES PEERS AS TO WHAT THEY'RE PAYING FOR CERTAIN THINGS VERSUS WHAT WE'RE PAYING SO WE CAN SEE WHERE WE FALL.
BUT WOULD YOU GIVE THE ACTUAL DATA SO THAT THE BOARD CAN SEE WHAT COLLIN COUNTY IS PAYING, WHAT WE'RE PAYING? YEAH, I THOUGHT THEY WERE STILL IN THE PROCESS OF DOING.
NO, THEY HAVE THEY THEY DID THAT ON THESE.
EXACTLY HERE FOR SEVEN DIFFERENT COLLEGES.
YEAH. BACK ON THE PREVIOUS SLIDES.
YES, THEY'LL GET THAT FOR YOU.
WHAT ELSE DO WE HAVE? ANYTHING? ANY OTHER AFFIRMATIVE COMMENTS? ONE QUESTION. HOW MUCH? HOW MUCH ABOVE THE MINIMUM DO WE TYPICALLY HIRE FACULTY? I MEAN, DON'T WE HAVE SOME CUSHION? YOU CAN HIRE UP TO 25% ABOVE MINIMUM OR SOMETHING LIKE THAT.
DR. FLOYD? YEAH, IT'S A CALCULATOR.
IT'S A CALCULATION, BUT I DON'T KNOW IT.
[01:20:08]
NUMBER BACK OUT TO US.RIGHT. AND SO THAT'S HOW IT WORKS.
I DON'T KNOW WHAT THE RANGE IS AND THERE IS SOME FLEXIBILITY IN THERE.
SO THERE IS SOME OPPORTUNITY IN THAT PROCESS.
I THINK WE JUST NEED TO GO BACK AND LOOK AT THE PROCESS.
DR. FLOYD HAS MENTIONED WE'VE GOT SOME CLEANUP THAT WE NEED TO DO.
ALL RIGHT. JUST ONE MORE QUICK THING.
I APPRECIATE THE WAY YOU HANDLED THE SUGGESTION THAT THIS BE CONSIDERED IN THE OVERALL BUDGET.
BUT IT IS SOMETHING THAT WE WANT TO DESIGN.
RIGHT. AND CHANCELLOR, YOU MIGHT WANT TO COMMENT ON THE PROGRESS OF THAT REAL QUICK.
YEAH, CERTAINLY. SO, YOU KNOW, AGAIN, WE STARTED WITH MY CONTRACT TO HAVE THAT PERFORMANCE ASPECT IN THERE WITH THE METRICS AND THE KPIS THAT WE'RE BUILDING NOW FOR THIS NEXT YEAR, FOR THAT TO CASCADE ON DOWN TO TO MY DIRECT REPORTS, AND THEN WE'LL BEGIN TO BUILD THAT EVEN DEEPER OVER THAT NEXT YEAR.
AMONGST THE OTHER EMPLOYEE GROUPS AND I KNOW, YOU KNOW, WE REALLY NEED THE FACULTY INVOLVEMENT IN THAT AND THE DESIGN OF IT, AND IT'S NOT GOING TO BE A ONE SIZE FITS ALL ACROSS THE WHOLE COLLEGE. AND THAT'S BEEN THE NATURE OF THE CONVERSATION.
YES, MA'AM. SO DID WE FIX A SITUATION WHERE YOU HAD CERTAIN FACULTY REPEATEDLY GETTING THE EXTRA SERVICE OR WHATEVER THE CORRECT TERM IS? AND IT WASN'T A IT WAS PERCEIVED NOT TO BE A FAIR PROCESS.
BUT BUT. DR. FLOYD YES, ABOUT 97%.
ALL RIGHT. JUST LASTLY, THE KIND OF GO FORWARD HERE OVER THE NEXT SEVERAL MONTHS, WE'VE GOT THE ADMINISTRATORS AS WELL AS STAFF THAT WE'RE GOING TO BE LOOKING AT BENCHMARKING THOSE ROLES AND COMING BACK WITH PROPOSED CHANGES AS NEEDED.
I THINK IT'S BEEN A IT'S BEEN A GOOD DAY TODAY IN OUR COMMITTEE.
I THINK THE CORE OF WHY WE'RE IN BUSINESS HAS BEEN REALLY DISCUSSED TODAY.
AND SO I APPRECIATE EVERYBODY'S CONTRIBUTION.
AND THAT'S GOING TO BE YOUR RECOMMENDATION TO THE BOARD.
DO YOU WHAT THOSE ARE GOING TO BE YOUR RECOMMENDATION TO THE BOARD, BUT YOU AND BEYOND WHAT WE'RE TALKING ABOUT, I SAID THAT MY RECOMMENDATION WAS THAT WE WILL IMMEDIATELY TAKE THE RECOMMENDATIONS FOR THE FACULTY ON THE RECRUITMENT, THE ABILITY TO RAISE THOSE MINIMUMS, BUT THAT WE WOULD NOT CONSIDER HER REQUEST FOR ADDITIONAL STAFF WORK UNTIL WE PREPARE THE BUDGET.
THAT HELPS WITH OUR RECRUITING EFFORT.
OKAY. THAT'S ALL WE HAVE TO 2 TO 2 ITEMS THAT WILL BE IN THE REGULAR BOARD MEETING THAT WILL BE CONSIDERED TODAY AND THAT WILL BE RAISING THE EXEMPTION FOR SENIORS AND ALSO RESOLUTION RELATING TO.
THE LAND BANK? YEAH, THE LAND BANK SITUATION.
SOMETHING'S BEEN DONE FOREVER AND EVER AND EVER.
JOHN, DO YOU HAVE ANY COMMENTS? I DON'T KNOW THAT. AND I.
AND I AND I WELCOME ANY DISCUSSION.
WE DON'T HAVE TO ADJOURN IF IF WE WANT TO TALK ABOUT THINGS NOW YOU CAN NOW OR SPEAK LATER.
IT DOESN'T MATTER WHAT YOU LIKE TO SPEAK.
NOW. I'D LIKE TO SPEAK ON THE EXEMPTION THING.
JUST. OKAY, WELL, LET'S DO IT NOW.
OR DO YOU WANT TO HEAR FROM THEM OR TELL US ABOUT THE MUNDANE ONE AND LAND BANK.
[01:25:01]
LAND BANK. WELL, YOU'VE BEEN A MEMBER OF THE LAND BANK FOR SINCE 2004.I DON'T KNOW WHAT HAPPENED TOTALLY, BUT THEY SENT IT AROUND FOR THIS TO BE SIGNED AGAIN.
IT DIED WITH COVID OR SOMETHING, BUT NOW IT'S BEEN RESURRECTED.
SO WE'RE BEING ASKED TO BE JOINT WITH TODAY IN THE IN THE IDEA IN THE LIGHT OF AFFORDABLE HOUSING, THIS IS PROBABLY ONE OF THE BEST THINGS WE CAN DO IS HELP TAKE OLD DILAPIDATED PROPERTIES THAT ARE THEN REPURPOSED INTO AFFORDABLE HOUSING.
IN MOST CASES WHAT THEY DO WITH THEM.
SO WE'VE BEEN A BIG SUPPORTER OF THIS IN THE PAST AND SO NOW WE'VE GOT AN AGREEMENT TO CONTINUE IT THROUGH 2025 AND HOPEFULLY THE CITY WILL BE A LITTLE MORE ON TARGET WITH THE NEXT REVISION WHEN IT COMES THROUGH.
BUT I THINK THIS IS APPROPRIATE FOR US TO DO.
BASICALLY, IT TAKES HOUSES THAT HAVE BEEN LOST DUE TO FAILURE TO PAY TAXES AND ALL THE TAXING ENTITIES HAVE A RIGHT TO RELINQUISH AND THEY HAVE A MANAGING GROUP THAT MANAGES THAT AND THEY PUT THEM TO GOOD USE.
YEAH, IT'S A GOOD THING WE DID AT CITIES.
EVERYBODY TENDS TO AGREE WITH THAT.
THEY JUST DON'T WANT TO MANAGE IT.
THE OTHER ITEM WE HAVE IS THE RECOMMENDATION THAT WE MOVE OUR SENIOR EXEMPTION UP, AND THAT WAS DISCUSSED IN OUR IN OUR LAST COMMITTEE MEETING.
AND NOW WE'LL HAVE SOME MORE DISCUSSION.
ANYBODY WHO WANTS TO ADDRESS THE ISSUE, I'LL OPEN IT FOR COMMENTS.
I WILL I WILL SUPPORT THIS TAX RELIEF, YOU KNOW, BUT I WOULD OFFER THAT WE SHOULD CONSIDER THE TIMING AND WHETHER THIS IS THE RIGHT TIME TO DO THIS OR WHETHER WE SHOULD DO THIS, AS WE TALKED ABOUT WITH THE SALARY INCREASES IN THE CONTEXT OF OUR BUDGET DELIBERATIONS FOR THE COMING YEAR, I WOULD POINT OUT THAT OUR ENROLLMENT IS DOWN AND THAT AFFECTS TUITION.
THE LEGISLATIVE SESSION IS NOT DONE.
WE THINK IT'S GOING TO GO UP, BUT WE DON'T KNOW FOR SURE.
AND ALSO THE APPRAISAL PROCESS IS IN THE MIDDLE.
WE'RE IN THE MIDDLE OF THAT, TOO.
I MEAN, APPRAISALS HAVE BEEN ISSUED, BUT THERE'S THE PROTESTS AND APPEAL PROCESS WHICH IS GOING ON.
THOSE ARE THREE PRETTY SIGNIFICANT UNCERTAINTIES IN TERMS OF THE COLLEGE'S REVENUE.
YOU KNOW, DEALING WITH THE FACULTY ISSUES.
YOU KNOW, DO WE WANT TO PAY FACULTY MORE, DEALING WITH THE COMPRESSION CHALLENGE, YOU KNOW, DEALING WITH OTHER TYPES OF THINGS IN THAT AREA AS WELL AS OTHER TYPES OF EXPENDITURES. SO I'M ALL FOR CONSIDERING APPRAISALS, BUT I WOULD SUGGEST THAT WE DO IT IN THE CONTEXT OF OUR BUDGET DELIBERATIONS THIS SUMMER AND NOT ACT ON IT TONIGHT.
THIS WILL BE EFFECTIVE PRACTICE.
IT'LL BE EFFECTIVE FOR THE 2023 CALENDAR YEAR, WHICH WILL IMPACT OUR BUDGET NEXT YEAR.
BUT THE 2023 TAX YEAR, WHICH IS THIS CURRENT TAX YEAR, WHICH WILL AFFECT OUR COLLECTIONS NEXT YEAR.
SO IF WE DON'T VOTE ON IT TODAY, IS THAT DELAY BY A YEAR? YES, MA'AM. SO THAT'S WHY IT'S ON THIS.
YES, IT'S REALLY, YOU KNOW, FINANCE.
SO WOULD WE LIKE MORE REVENUE? BUT WE DO GET A LOT OF CALLS FROM PEOPLE COMPARING US WITH OTHER ENTITIES AND WHAT OUR EXEMPTIONS ARE.
SO WHAT WE FELT WAS JUST WAS THE APPROPRIATE THING TO DO WITH SOME OF THE OTHER THINGS THAT ARE HAPPENING IN AUSTIN WITH BILLS ABOUT RAISING THE HOMESTEAD EXEMPTION ON THE ISDS AND AND AND THE AMOUNT AND AN ADDITIONAL AMOUNT FOR SENIORS ON THAT.
BUT IF IF WE DON'T DO IT NOW, THEN YES, WE BASICALLY KICK THIS FOR ANOTHER YEAR.
WHEN WE ASK FOR THESE KINDS OF THINGS.
OUR DEADLINE TO FILE WOULD BE IS MAY 15TH.
SO IF WE DON'T ACT ON IT NOW, THEN YES, WE DELAY IT.
THERE ARE COMMENTS MR TRUSTEE RITTER HAS BROUGHT FORTH IN VOTE YOUR CONSCIENCE.
SO YOU'RE SAYING THAT WE WE CAN, IF WE HOLD IT THROUGH JUNE, WHEN WE DO THOSE BUDGET MEETINGS, THEN YOU'RE TALKING ABOUT 25 FOR 25, 21 YEAR DELAY.
WE PROBABLY WAIT TILL CLOSER TO THAT TIME TO DETERMINE WHAT AMOUNT WE WOULD WANT TO RECOMMEND.
[01:30:06]
RIGHT NOW, WE'RE RECOMMENDING RAISING TO $100,000.BUT IF THERE ARE OTHER CHANGES TO GO ALONG AND WE ARE ALWAYS COMPARING OURSELVES TO OTHER TAXING ENTITIES IN DALLAS COUNTY, WE MAY LOWER THAT AMOUNT. WE MAY RAISE THAT AMOUNT FLOYD WOULD RECOMMEND.
SO EVEN THOUGH. I'M SORRY, GO AHEAD.
SUPPOSE WE APPROVE THIS MONTH AND NEXT MONTH WE DECIDE WE CAN'T DO IT.
SO YOU DON'T HAVE THE. NO, WE DON'T HAVE.
YEAH. ONCE WE PUT IT OUT THERE.
IT CAN BE PULLED OUT. OF COURSE, THAT THAT WAS ALWAYS TRUE.
AND I JUST WANT TO MAKE SURE THAT WE ALL SAID THAT.
YES. REMIND ME, WHAT IS THE AMOUNT OF TAX SAVINGS FOR 4,000,001 ONE OVER SIX, FIVE OVER 65 AND ABOUT 142.
I MEAN, I VOTED IN FAVOR OF IT, AND I'M GOING TO VOTE IN FAVOR OF IT.
JUST KIDDING. YOU'RE THE ONLY MEMBER OF THE BOARD MONICA THAT DOESN'T HAVE A CONFLICT OF INTEREST.
I KNEW SOMEBODY WAS GOING TO SAY THAT IN MY VOTE.
OKAY, SO WE HAVE EXHAUSTED THIS DISCUSSION.
AND SO I WILL ADJOURN THE FINANCE COMMITTEE MEETING AT 305.
* This transcript was compiled from uncorrected Closed Captioning.