Jun 06, 2023 Governance Committee Meeting

[1. Roll Call - Announcement of a Quorum]

[00:00:08]

TODAY IS TUESDAY, JANUARY 7TH, 2023 AT 1:56 P.M.. THE GOVERNMENT'S COMMITTEE FOR THE DALLAS FOR DALLAS COLLEGE IS NOW IN SESSION.

IN ACCORDANCE WITH CHAPTER FIVE FIVE, ONE OF THE TEXAS OPEN MEETINGS ACT, I CALLED OR THE GOVERNANCE COMMITTEE MEETING OF THE BOARD OF TRUSTEES OF DALLAS COLLEGE IN 1623 AND TWO 156.

THEN THEY SAID THE PUBLIC WILL FOLLOW THE INSTRUCTIONS ON THE DALLAS COLLEGE BOARD OF TRUSTEES WEBSITE.

THE REGISTRANTS SPEAK DURING THE PUBLIC COMMENT PORTION WILL BE GIVEN FIVE MINUTES TO SPEAK.

THIS GOVERNANCE COMMITTEE MEETING IS BEING BROADCAST OVER THE INTERNET.

AN 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.

[2. Certification of Notice Posted for the Meeting]

THANK YOU. DO WE HAVE ANY CITIZENS DESIGNED TO ADDRESS THE BOARD? NO, MA'AM. YOU HAVE NO NO ONE SIGNED UP TO SPEAK AT THIS MEETING.

FIRST, THEN WE HAVE TWO COMMITTEE PRESENTATIONS.

[4.2. Discussion for Fall Board Retreat ]

BOARD RETREAT FIRST, WHICH IS ITEM 4.2, AND THEN WE'LL GO ON TO ITEMS FOR REVIEW.

THAT WOULD BE 5.1.

THOSE ARE THE COMMITTEE NOTES FROM FEBRUARY 9TH, 2023.

THEN THE LAST THING WE WILL TAKE UP IS ITEM 4.1, THE KEY PERFORMANCE INDICATORS, THE QUARTERLY UPDATE.

GOAL NUMBER FOUR.

ANY QUESTIONS ABOUT THAT? MISS MOLINA HAS PASSED OUT TO EVERYONE AN ORGANIZATIONAL CHART FOR THE FIRST TWO LEVELS OF THE LEADERSHIP STRUCTURE.

WE HAVE PROPOSED DOING A SURVEY THAT CAME FROM THE BOARD TO ASSESS OUR PERFORMANCE AND YOU HAVE SAMPLE QUESTIONS IN YOUR PACKET.

DID EVERYBODY HAVE AN OPPORTUNITY TO TAKE A LOOK AT THOSE? DID YOU HAVE ANY QUESTIONS ABOUT THE PORTIONS THAT WERE LISTED? DID YOU WANT TO ADD ANYTHING TO LEAD? ANYTHING? AND I WAS PROPOSING AND THIS IS WHY SHE PRINTED IT OUT AND IT'S FOR A DISCUSSION OF THE COMPLETE BOARD.

DO WE WANT TO DO THE SURVEY TWO LEVELS DOWN IN THE ORGANIZATION? AND THESE WOULD BE THE TWO LEVELS THAT YOU'RE LOOKING AT ON THIS ORGANIZATIONAL CHART, OR DO WE WANT TO JUST DO ONE LEVEL DOWN? AND YOU CAN TELL ME WHAT YOU THINK.

AND WE NEED TO MAKE A DECISION, BUT.

I THOUGHT WE JUST DO.

THE LEVELS OF LEADERSHIP MAKES US.

THE CHANCELLOR HAD ALREADY DONE THE COMPLETE ORGANIZATION AND HE SENT THAT HIS SURVEY TO THE COMPLETE ORGANIZATION AND WE GOT A COPY OF THOSE RESULTS AND THAT WE JUST DO TWO LEVELS DOWN THE PEOPLE THAT WILL BE CONCERNED WITH THE BOARD.

PERFORMANCE. AND WE'RE PROPOSING TO DO IT IN NOVEMBER, WHICH WOULD COINCIDE WITH WHEN WE PLAN TO HAVE THE ACTUAL RETREAT AND HAVE THOSE RESULTS BACK.

IT WILL GO OUT. WHAT DO WE SAY IN SEPTEMBER? 8TH SEPTEMBER. AND THEN WE HAVE THE RESULTS BACK IN OCTOBER.

BUT WE HAVE THEM AVAILABLE FOR DISCUSSION IN NOVEMBER WHEN WE DO OUR SELF ASSESSMENT ALSO.

THANKS FOR PROVIDING THIS CHART AND I RECOGNIZE ALMOST EVERY NAME ON IT, WHICH IS KIND OF GOOD TOO.

[00:05:07]

AND SO I WOULD SUPPORT GOING DOWN TWO LEVELS.

AND DID YOU MAKE A COUNT OF HOW MANY PEOPLE THAT WOULD BE ALTOGETHER TWO LEVELS.

THERE'S ROUGHLY 40 OR SO.

AND WHAT THIS IS THIS IS WHAT WHAT REFLECTS MY EXPANDED LEADERSHIP TEAM.

AND THERE'S ROUGHLY 40 OF US NOW.

ALSO, THERE WAS A QUESTION ON THAT SURVEY THAT WE HAD.

LET ME FIND IT IN HERE.

BUT WE HAVE A PORTION ABOUT LORD.

WHETHER OR NOT IT WOULD BE RELEVANT.

I THINK YOU TOOK A LOOK AT IT TO JUST NOW SEE HERE.

I KNOW I HAD IT, BUT IT WAS HIGHLIGHTED IN GREEN ON THE COPY THAT YOU RECEIVED IN YOUR PACKET NUMBER 12.

IT'S A FOR DOING AN ADEQUATE JOB.

CAN YOU READ THAT FOR ME, PLEASE? PLEASE. IS THE BOARD DOING AN ADEQUATE JOB OF SUPPORTING THE CEO? IS THERE AN ADEQUATE OPPORTUNITY FOR INFORMAL DISCUSSION TO PROMOTE A FEELING OF CONNECTIVITY TO THE BOARD? SO THAT'S THE ONE THAT'S HIGHLIGHTED.

THE OTHER ONE WAS THE EXECUTIVE SESSION ONE, WHICH IS 14 MAYBE.

THOSE WERE THE TWO THAT WE DISCUSSED.

I DON'T SEE IT HERE AND I DON'T HAVE A COPY OF THIS, SO I CAN'T.

YEAH, IT SHOULD BE FURTHER DOWN OR I'M SENDING OVER AT THIS POINT.

OKAY, GO DOWN.

IT WOULD BE THIS ONE. NUMBER 14.

IS THE BOARD DOING AN ADEQUATE JOB? 13 THAT'S THE ONE YOU WERE ASKING QUESTIONS ABOUT? EXECUTIVE SESSION. YEAH, THE ONLY COMMENT I'D OFF ON THAT QUESTION IS WHETHER PEOPLE WANT TO LEVELS DOWN HAVE ENOUGH VISIBILITY INTO THE RELATIONSHIP OF US AS BOARD MEMBERS WITH THE CEO TO ANSWER THAT QUESTION BECAUSE I THINK A LOT OF IT'S BILATERAL, YOU KNOW, STUFF THAT TAKES OUT OUTSIDE THE PUBLIC MEETINGS.

WELL, ONE OF THE REASONS WHY I HAD HER LEAVE THAT IN THERE, AND THAT MAY BE WHY YOU HIGHLIGHT IT.

IT APPLIES TO SOME PEOPLE, BUT NOT ALL PEOPLE.

AND ALL THESE RESPONSES WE ADDED THE ZERO, WHICH WOULD BE A NEUTRAL.

IT WOULD BE THERE'S A ZERO RESPONSE, WHICH WOULD BE A NEUTRAL RESPONSE.

SO THE QUESTION WAS NOT APPLICABLE TO THE PERSON RESPONDING WOULD NOT ACTUALLY AFFECT THE OVERALL SURVEY.

THE SIMPLE SOME PEOPLE AND THEY HAVE SOME THOUGHTS AND SOME IT DOES NOT.

BUT WHAT HAS NORMALLY HAPPENED, DEPENDING ON WHAT THE ISSUE IS, THEN THE CHANCE FOR GUERNSEY AND WHOEVER NEEDS TO COME IN.

BUT THEY'RE NOT.

WE HAVE SOME PEOPLE THAT ARE ALWAYS AT ALL OF THE EXECUTIVE SESSIONS AND THEN WE HAVE SOME PEOPLE IN LEADERSHIP IN THOSE 1 OR 2 LEVELS THERE IN THE ROOM.

WHEN THERE'S SOME ISSUE THAT DIRECTLY RELATES TO THEIR AREA OF RESPONSIBILITY.

SO WHAT DO YOU THINK? I THINK WE SHOULD STRIKE THE SECOND HALF OF QUESTION 12.

I DON'T UNDERSTAND IT.

IS THERE AN ADEQUATE OPPORTUNITY FOR INFORMAL DISCUSSION BETWEEN WHOM? I ASSUME THAT MEANS BETWEEN THE BOARD AND THE CEO.

BUT I AGREE WITH YOU.

I THINK THE FIRST QUESTION IS REALLY IMPORTANT.

ARE WE SUPPORTING IT OR ARE WE GIVING HIM THE TOOLS HE NEEDS AND THE SUPPORT HE NEEDS TO DO HIS JOB THAT'S RELEVANT.

THE SECOND CLAUSE QUESTION I WOULD JUST SUGGEST GETTING RID OF.

WELL, AND THEN THE THIRD THING ABOUT EXECUTIVE SESSIONS, UNLESS IT'S JUST A FEW STAFF THAT ARE ABLE TO BE IN THERE WITH US, WE CAN'T DISCUSS EXECUTIVE SESSION DELIBERATIONS. SEEING ON NUMBER 13, IT'S ASKING ABOUT EXECUTIVE SESSIONS OF THE STAFF.

SO STAFF ARE NOT PRIVY TO OUR CONVERSATIONS OR DEPORTMENT IN EXECUTIVE SESSIONS.

I THINK IT'D BE A GREAT QUESTION TO ASK JUST ABOUT OUR BOARD MEETINGS.

I MEAN, WE CONDUCT OUR PUBLIC BUSINESS, NOT EXECUTIVE SESSION.

YEAH, MAYBE WE CAN REPHRASE IT TO BE NON EXECUTIVE SESSION BECAUSE IT'S ONLY A FEW THAT ARE IN EXECUTIVE SESSION, SO IT'D BE VERY SKEWED.

ANSWER THAT'S A GOOD APPROACH.

OKAY. WHAT? I THINK I JUST WANTED TO MAKE CLEAR.

I MEAN, I THINK I HEARD WE WERE GOING TO DO LEVEL TWO.

I WOULD SUPPORT ALSO INCLUDING THE COUNCIL PRESIDENTS WHO ARE LISTED ON THIS CHART AND FACULTY AND STAFF AS WELL, AND GETTING THEIR INPUT BACK ON THE SURVEY.

[00:10:08]

WHAT ARE YOU GOING TO DO WITH THIS INFORMATION? WHAT ARE WE GOING TO DO WITH THIS INFORMATION? WE CAN GET WHAT WE WERE DISCUSSING WAS DOING A SURVEY OF OUR OWN COMING FROM THE BOARD MEMBERS THAT WOULD GIVE US SOME INSIGHT INTO THE PERCEPTION OF HOW THE BOARD PERFORMS. SO IF WE GET A GRADE THAT'S FAILING, WHAT ARE WE GOING TO DO ABOUT HOW ARE WE DOING? IF WE GET A GRADE THAT'S FAILING, WHAT ARE WE GOING TO DO ABOUT IT? CONTINUOUS IMPROVEMENT.

I GUESS. WE DON'T HAVE TO SCHEDULE SOME CLASSES AND SOME THINGS.

I KNOW WHERE YOU CAN DECIDE TO BRING US.

YOU'RE GOING TO HAVE TO GO TO COUNSELING.

WE'RE REQUIRED TO DO SELF ASSESSMENTS, ALL PART OF ONE OF OUR ACCREDITATION.

I UNDERSTAND THAT. BUT WHAT DO WE DO WITH THE ASSESSMENT? I MEAN, IS THIS JUST A BOX THAT WE CHECK OFF? DOES IT REALLY MEAN ANYTHING? SO WE BRING IT UP AT THE RETREAT.

SO WE WE USE THE RESULTS OF THE SURVEYS AND TO HELP PLAN THE RETREAT PORTION THAT YOU DO IN NOVEMBER.

SO WE HELP DICTATE SOME OF THE SUBJECT MATTERS THAT YOU MIGHT BE INTERESTED IN DISCUSSING OR IF THERE'S ANY ANY ISSUES OF CONCERN.

SO WE'LL WORK WITH A FACILITATOR TO CREATE AN AGENDA THAT ADDRESSES ANY SPECIFIC CONCERNS THAT MAY HAVE RESULTED FROM THE SURVEYS.

WELL, BUT A QUESTION IS ALSO HOW ARE WE HELD ACCOUNTABLE? BECAUSE THE ONLY ONES THAT CAN HOLD US ACCOUNTABLE ARE THE VOTERS IN OUR DISTRICTS.

SO WITH THE SURVEY RESULTS, IF THERE'S A SERIOUS ISSUE, I GUESS WHAT WE HOLD EACH OTHER ACCOUNTABLE.

THAT'S IT. THAT'S IT.

I MEAN, THAT WAS MY WHOLE QUESTION BECAUSE I DON'T THINK WE'VE EVER DONE IT GETTING IT FROM STAFF BEFORE.

WE'VE DONE OUR SELF ASSESSMENTS OF OURSELVES AND WE'LL DO IT AGAIN.

WELL, NO. YEAH, THAT'S AN ANNUAL BASED ON THE TIMELINE.

WE'LL HAVE BOTH THE RESULTS FROM BOTH OF THEM WHEN WE HAVE THE ACTUAL RETREAT.

AND THEN LET ME SAY THIS, THE NEXT ITEM FOR DISCUSSION.

SO WE'LL GO DOWN TWO LEVELS, MAKE THE NECESSARY CHANGES THAT HAVE BEEN SUGGESTED HERE.

THE THIRD THING IS, IF WE WANTED TO USE THE SAME FACILITATOR IN NOVEMBER, IF WE WANTED TO LOOK AT USING SOMEONE ELSE BECAUSE EVERYBODY HAPPY WITH THE FORMAT THAT WE HAVE FOR OUR LAST RETREAT.

YEAH, BUT I THINK WE HAD SAID, LET'S GET SOMEWHERE OFFSITE.

WELL, THAT DIDN'T WORK BECAUSE IT WAS TOO COLD IN THAT ROOM THE WHOLE DAY.

SO AND IT DEPENDS ON WHAT WE'RE GOING TO BE DISCUSSING.

BUT I WAS REAL PLEASED WITH THE FACILITATOR THAT WE USED LAST YEAR, BUT IT DEPENDS ON THE TOPICS WE'RE GOING TO BE DISCUSSING.

BUT I THINK SHE DID AN EXCELLENT JOB.

I AGREE WITH THAT. AND THE WHOLE THE WHOLE ISSUE FOR ME ABOUT GOING OFFSITE IS THE BURDEN IT PUTS ON LOGISTICALLY.

I MEAN, THIS ROOM WAS SET UP FOR THIS AND THERE'S A WE GET HIT ALL THE TIME WITH THE MAGIC OF GETTING OUT OF YOUR NORMAL THING.

SO MAYBE WE CAN JUST DO THAT WITH THE DECLARATION.

WE CAN PUT SOME WILD ART OR SOMETHING IN HERE TO MAKE IT LOOK LIKE SO WE DON'T HAVE TO CHANGE THE INFRASTRUCTURE.

ALL RIGHT. I, I THINK WE NEED TO TAKE SOME OF THE COMMENTS THAT WE'VE MADE TODAY ABOUT SOME REALLY DEEP DIVES INTO SOME OF THE REAL CHALLENGING ISSUES WE'VE GOT WITH OUR LONG TERM PLANNING AND OUR FACILITIES AND AND.

WHAT? WHAT? I THINK IT'S A GOOD TIME FOR THE CHANCELLOR TO BRING IDEAS AND THOUGHTS AND IDEAS THAT MAYBE DON'T FIT INTO OUR NORMAL CHALLENGE AS WE GO.

WE JUST DON'T HAVE THE TIME OR THE BANDWIDTH TO UNDERSTAND SOME OF THE COMPLEXITIES AND SOME OF THE INTERACTIONS AND THINGS THAT HE WOULD LIKE TO HAVE OUR THOUGHTS AND IDEAS ON.

AND SO I'D LIKE TO SEE A RETREAT TO BE AS MUCH OF OF THAT TYPE OF ACTIVITY OR AT LEAST A PORTION OF THAT ACTIVITY TO TO REALLY BE A CHANCE FOR US TO NOT BE CAUGHT WITH THE NEXT MEETING COMING AN HOUR FROM NOW, BUT LETTING PEOPLE REALLY SHARE THEIR THOUGHTS AND IDEAS TO HELP HIM BE A BETTER CHANCELLOR.

YEAH, AND I AGREE WITH THAT.

USUALLY WE HAVE SO MANY TOPICS THAT WE CAN'T REALLY TAKE THAT DEEP DIVE.

PRETTY SUPERFICIAL.

SO I'D JUST SAY NOT TO PUT AS MANY THINGS ON THE AGENDA.

AND I'M SORRY, TRUSTEE I DIDN'T SEE YOUR HAND UP, SO I SPOKE UP FOR YOU.

I AGREE WITH THAT. AND, YOU KNOW, SO I THINK THIS LAST PLANNING RETREAT AND, YOU KNOW, WE SORT OF SET THINGS UP AROUND THE STRATEGIC PLAN AND REVISITING THAT AND GOING DOWN TO

[00:15:08]

RIGHT. AND WE KNOW WHAT IT LOOKS LIKE.

IT'S NOT GOING TO CHANGE TOO MUCH BECAUSE WE, YOU KNOW, ABOUT WHAT IS DEVELOPING AROUND THAT IS THE KPIS LIKE WE'RE GOING TO BE TALKING ABOUT HERE IN JUST A SECOND.

SO WE'RE GOING TO HAVE A CHANCE OUTSIDE OF THE STRATEGIC PLANNING TIME FOR THAT RETREAT TO KEEP AN EYE ON THE STRATEGIC PLAN AND THE BOARD.

AND SO THE IDEA OF, OKAY, LET'S TAKE A LOOK AT SOME OTHER BIG THINGS.

AND I DON'T KNOW WHETHER YOU WANT TO TALK ABOUT MOONSHOTS AND WHAT THOSE ARE LIKE AND HOW THE RETREAT MIGHT BE ORGANIZED AROUND THAT.

I MEAN, CERTAINLY THE THE BOND PROGRAM AND THAT IMPLEMENTATION IS ONE VERY BIG, HUGE IDEA.

BUT THERE'S A COUPLE OTHERS THAT ARE PERCOLATING, RIGHT? YEAH. SO SO WE'LL HAVE SOME ELEMENTS OF A MOONSHOT CONVERSATION LATER THIS MONTH.

THE MOONSHOTS ARE KIND OF THE LONG TERM THING.

WE'RE TALKING ABOUT A SHOT, NO MOONSHOT JELL-O SHOT.

THAT'S MOONSHOT.

WHAT'S MOONSHOT AGAIN? YOU KNOW, THAT WAS PRESIDENT KENNEDY SAID WE'RE GOING TO GO TO THE MOON.

SOUNDED CRAZY, OUTRAGEOUS.

BUT REALLY TO TO LOOK AT LONG TERM, WHAT ARE SOME THINGS THAT WE'RE TRYING TO DO, TRYING TO ACCOMPLISH? AND SO WE'LL GET INTO SOME ELEMENTS OF THAT LATER THIS MONTH.

BUT I DO THINK IN NOVEMBER WE CAN GET DEEPER INTO SOME OF THOSE AND EVEN EVEN DEEPER, EVEN BETTER WAY.

BUT WHAT WE'LL HAVE, WE'LL HAVE TWO SURVEYS, THE SELF-ASSESSMENT THAT WE DO AND THEN THE SURVEY FROM THE TWO LEVELS OF LEADERSHIP ABOUT THE BOARD.

THEN WE NEED TO TAKE A LOOK AT THE STRATEGIC PLAN AND DO ANY UPDATES THAT WE NEED TO HAVE DONE TO THAT.

BUT AND THE REASON WHY I'M LISTING THOSE THINGS THAT I CAN THINK OF RIGHT NOW AS TO WHAT THAT RETREAT WILL CONSIST OF, IS THAT BACK TO DO WE WANT TO DO ONE DAY OR TWO DAYS OR A DAY AND A HALF? THAT CHAIR. ISN'T THAT A FUNCTION OF HOW MUCH OF THIS ELEMENT WE WANT TO BUY? I MEAN, WE WILL USE THE TERM LIMIT, WHICH IS A MILITARY TERM FOR PUTTING 25 POUNDS OF STUFF IN A 5 POUND BAG, WHICH IS WHAT WE DO IN THESE MEETINGS.

WHAT'S OUR WHAT'S THE OUTCOME OF DOING THAT? I MEAN, TODAY WE COULD HAVE SPENT ALL DAY JUST TALKING ABOUT.

AND SO HOW DO HOW DO AGENDA ITEMS COME TO US? AND SO IN TERMS OF LENGTH OF TIME, I MEAN, YOU CAN SAY, OKAY, WE'RE GOING TO WE'RE GOING TO DO IT TODAY.

WE'RE GOING TO FIT EVERYTHING IN TODAY, BUT WHAT OUTCOMES DO WE WANT TO ACHIEVE? WE WANT TO UNDERSTANDING OF THE STRATEGIC PLAN AND WE WANT TO DIVE DEEPER IN THE WHOLE PROCUREMENT PROCESS OR THE OR THE VISION FOR THE PROGRAM OR WHAT DO WE WANT TO ACHIEVE FOR THAT? BECAUSE YOU COULD YOU KNOW, I'M LOOKING AT TOPICS THAT COULD BE A WEEK AND I'M NOT OVERSTATING IT.

I MEAN, IN TERMS OF SO WHAT WHAT'S OUR WHAT'S OUR CAPACITY AND WHAT WHAT HOW ARE WE GOING TO MEASURE SUCCESS? WE TALKED ABOUT MAYBE A FOUR HOUR SESSION ON ON JUST THE BOND IMPLEMENTATION.

I MEAN, IF WE DID THAT PLUS A FULL, FULL DAY ON EVERYTHING ELSE AND MOVE US DOWN THE ROAD, MAYBE, I THINK BY THAT PERIOD OF TIME, THAT FRAME, I THINK WE SHOULD HAVE A LITTLE BIT BETTER HANDLE ON ANY OF THIS DIRECTION OR MISDIRECTION, WHATEVER IT MIGHT BE CALLED ON ON OUR FUTURE STUFF.

AND I THINK THAT THAT'S WHY I'D LIKE TO SEE AT LEAST A HALF A DAY SET ASIDE TO DEAL WITH.

ON A DISCUSSION OF APPROACH AND LIKES AND DISLIKES AND ALL WITH WERE THE CHANCELLOR AND HIS TEAM IS AT THAT POINT IN TIME I BELIEVE WILL BE VERY MUCH THERE.

I DON'T THINK IT'S NEXT SPRING.

I THINK IT'S THIS FALL THAT WE'RE GOING TO BE PRETTY WELL WITH SOME PRETTY DEEP IDEAS.

YOU REALIZE THAT THE LONGER WE WAIT, THE MORE IT COSTS.

AND SO TIME IS OF THE ESSENCE.

I THINK THE DEEP DIVE THAT WE'RE TALKING ABOUT ON THE BOND THAT I DON'T THINK I THINK IT SHOULD THE FOUR HOUR.

THAT'S WHAT I WOULD BE COMFORTABLE WITH, THE FOUR HOUR THAT SHOULD HAPPEN IN JUNE BECAUSE THE SOONER WE MAKE THOSE DECISIONS, THE BETTER IT IS.

BECAUSE I DON'T KNOW IF YOU'D BE READY.

YEAH. WE WON'T BE ABLE TO GET INTO THE FULL DEPTH OF IT.

LIKE, LIKE I SAID EARLIER, WE CAN LATER THIS MONTH, WE'LL GET INTO SOME ELEMENTS OF IT.

BY NOVEMBER WE'RE GOING TO CERTAINLY HAVE A BETTER IDEA POSITIONALLY WHERE WE ARE WITH ALL OF THESE THINGS.

SO LET'S, LET'S DO PARTS OF IT IN JUNE, BUILD ON IT IN IN NOVEMBER FOR GOOD.

[00:20:02]

RIGHT SO YOU I'D LIKE TO SEE US FIND US.

I'D LIKE TO SEE US FIND AN INSTITUTION.

THAT UTILIZE THE P THREE FOR THE REASONS THAT WE'RE PRESENTED UP HERE TODAY.

BREVITY, COST, RISK OR RISK TRANSFER? I'D LIKE TO SEE US FIND ONE OF THOSE, BRING A BOARD MEMBER AND A FINANCE OFFICER FROM THAT INSTITUTION.

AND LET US ASK THOSE PEOPLE IN OUR ROLES THE CONVERSE WITH THOSE KIND OF PEOPLE TO UNDERSTAND FROM THEIR PERSPECTIVE, NOT FROM A LAWYER, NOT FROM A BUT SOMEBODY WHO WENT THROUGH THE FIRE AND MADE A DECISION AND WHY THEY THOUGHT THE WAY THEY DID AND HOW IT BENEFIT THAT TO ME IS HOW RETREAT WOULD REALLY HELP US GROW IN THE ROLE TO DO WHAT WE'VE GOT TO DO.

THAT'S WHAT I'D LIKE TO SEE US DO, PART OF OUR RETREAT.

LET ME ASK A QUESTION.

ROB, GIVE ME YOUR TIMELINE.

CALLED FOR HAVING SOMEONE SELECTED ON THE.

AND. NO.

ARE MY ARMS. DO YOU HAVE A DATE? NEED A PLAN FOR SELECT SOMEBODY TODAY.

WE'RE NOT GOING TO. WE'RE NOT GOING TO MAKE SALES BY THEN.

I THINK ANY KIND OF SCHEDULING WE'VE DONE HAS BEEN KIND OF VAGUE BECAUSE THERE'S A LOT OF WORK THAT NEEDS TO BE DONE.

AS WE WERE TALKING ABOUT EARLIER, A LOT OF WORK WE STILL NEED TO DO.

THE RFI INFORMS THAT WORK THAT WE'RE DOING AND WE'LL CONTINUE TO DO IN TERMS OF SETTING FIRM DEADLINES THAT WHAT YOU YOU'RE REFERENCING IS THAT POTENTIALLY COULD BE WHEN WE'RE HAVING SOME SOME DIALOG, COULD BE SOME FORMAL PRESENTATIONS OR OTHER WITH WITH SOME OF THE RESPONDENTS.

AND SPEAKING OF THE RFI, ONCE WE REVIEW THE MATERIALS WE HAVE AND LET'S SAY AN RFI NUMBER ONE, FIVE AND SEVEN, I LIKE THIS, I LIKE THIS AND I LIKE THIS. SO DO WE KIND OF PICK IT OUT AND MAKE A LIST OF WHAT WE LIKE AND THEN WE SEE WHAT THE MAJORITY IS? OKAY, WHY DON'T WE DO THIS SO WE CAN MOVE ON TENTATIVELY? WHY DON'T WE JUST SAY A DAY AND A HALF HERE AT THE DISTRICT OFFICE AND WE'LL WORK ON REFINING THAT? AND IF WE SEE WHAT WE CAN MOVE TO JUST A FULL DAY RETREAT, THEN WE'LL DO THAT.

SO RIGHT NOW, IS IT POSSIBLE ON THE FULL DAY TO TAKE LIKE FIVE MINUTES IN THE MORNING, FIVE MINUTES IN THE AFTERNOON FOR SOMEBODY TO TAKE US THROUGH SOME MOVEMENT EXERCISE? BECAUSE YOU CAN.

YEAH, YOU CAN LEAVE THAT. LOOK AT THAT, BECAUSE WE HAVE A CERTIFIED YOGA INSTRUCTOR.

YEAH, MAYBE A LITTLE ZUMBA TIME.

WHAT'S YOUR AMOUNT? CHAIR YOGA CHAIR.

YOGA HOT YOGA CHAIR.

YOGA CHAIR, YOGA. YOU'VE DONE YOUR OFFICE CHAIR TO DO YOGA.

OKAY. ANYTHING ELSE ON DISCUSSION ON THE BOARD? OH, GIRL.

WHAT WILL YOU HAVE? THE SAMPLE QUESTIONS FOR THE SELL ASSESSMENT.

THAT THAT CYCLE DOESN'T START TILL SEPTEMBER BECAUSE WE WORK WITH, ACT OR MOVE IT UP NOW THAT WE MOVE TO NOVEMBER.

I CAN PROBABLY START WHEN WE GET BACK IN AUGUST.

WE'LL HAVE THE CONTRACT WITH THE ORGANIZATION AND THEN HAVE THEM GIVE ME THE LIST.

BUT I CAN SHARE WHAT WE'VE DONE IN THE PAST AND SEE IF YOU WANT TO REPEAT THOSE QUESTIONS AND JUST MODIFY SO WE CAN START THERE.

OKAY, GOOD DEAL.

SO THE IN NOVEMBER.

YES, THE RETREAT.

WE'RE TALKING ABOUT THE THINGS THAT HELPS US BE BETTER BOARD AND RETREATS AND ALL THAT KIND OF STUFF.

I'M GOING TO MAKE A PLEA TO ALL OF MY COLLEAGUE BOARD MEMBERS THAT WHEN WE HAVE OUR CAT, OUR CONFERENCE IN FORT WORTH IN SEPTEMBER, THAT EVERYBODY THAT WE HAVE 100% ATTENDANCE FROM MY BOARD HERE.

I'M SPENDING A LOT OF TIME AND EFFORT ON THE STATE BOARD AND I SURE WOULD LOVE TO HAVE ALL OF MY BOARD MEMBERS SHOW UP.

AND IT'S EASY TO GET THERE.

IT'S GOING TO BE GOOD.

IT'S GOING TO BE A GREAT PROGRAM ON INNOVATION.

THERE'S GOING TO BE SOME KEY PEOPLE THERE.

THE KEYNOTE SPEAKER OF THAT CONVENTION IS GOING TO BE THE GUY BEING OUR BOARD ROOM TODAY, MICHAEL MOE.

THAT WAS A MAJOR, MAJOR OPPORTUNITY TO HAVE HIM BE A KEYNOTE SPEAKER.

HE'S PHENOMENAL AND HARD, HARD, HARD TO GET.

SO HOW IS IT THAT THEY'RE GOING TO FOCUS ON INNOVATION? I CAN'T IMAGINE. WELL, IS THAT ON OUR CALENDAR?

[00:25:02]

IF EVERYBODY WOULD PLEASE REGISTER AND WE BUY THREE, GET ONE FREE.

I'M ON. I'M CHAIRMAN OF THE FINANCE COMMITTEE.

I'VE TRIED TO CREATE SOME WAYS TO GET BETTER ATTENDANCE.

SO I JUST ONE FAVOR I THINK THE BUY 3813 THAT SHOULD HAVE APPLIED TO THE RURAL COMMUNITY COLLEGES IF YOU BEING SERIOUS ABOUT THAT, WE ARE WE'RE GIVING SCHOLARSHIPS, TOO.

WE'RE GIVING CHAIRMAN SCHOLARSHIPS BECAUSE EVERYBODY HAD AN OPPORTUNITY TO REVIEW THE GOVERNANCE COMMITTEE MEETING NOTES FROM

[5.1. Committee Notes]

ANY CORRECTIONS OR ADDITIONS OR NO? OKAY. WELL, I WILL TURN IT OVER TO 411, THE KEY PERFORMANCE INDICATORS, THE QUARTERLY UPDATE.

[4.1. Key Performance Indicators (KPI) Quarterly update, Goal #4]

AS WE BEGAN TO BUILD AGAIN WHAT I CALL THE BLUE SHEETS, THE METRICS AND THE KPIS AROUND THE BOARD'S GOALS OVER THIS LAST YEAR, ONE OF THE COMMITMENTS THAT WE MADE WAS THAT WE WERE SEEKING TO FILL IN BLANKS WHERE WE GOT NEW DATA POINTS. SOME OF THIS WE WERE BUILDING BASELINE DATA ON, AND IT'S SOMETHING THAT WE WOULD TAKE A LOOK AT AND THE BOARD'S ANNUAL PLANNING RETREAT IN A COMPREHENSIVE WAY, BUT ALSO QUARTERLY, WE WOULD COME IN THE GOVERNANCE COMMITTEE AND DIVE A LITTLE BIT DEEPER WITHIN SOME OF THE SPECIFIC AREAS, SOME OF THE SPECIFIC GOALS.

AND SO TODAY WE'RE GOING TO DO THAT AROUND THE STRATEGIC GOAL FOUR, WHICH IS THE INSTITUTIONAL EFFECTIVENESS ONE.

AND SO YOU'LL SEE A NUMBER OF OUR INSTITUTIONAL LEADERS ON THE OPERATIONS SIDE THAT ARE BEFORE YOU THAT WE'RE GOING TO KIND OF SO DON'T FREAK OUT. DO YOU SEE ALL THESE PEOPLE THAT IT'S GOING TO TAKE FOREVER? THEY'RE NOT ALL HERE TO PREACH A WHOLE SERMON, BUT THEY'RE GOING TO KIND OF DIVE IN AND DIVE OUT BECAUSE THEY HAVE RESPONSIBILITY WITHIN EACH OF THESE OPERATIONAL AREAS.

AND AND I'VE HELPED DEVELOP SOME OF THE METRICS AND KPIS BY WHICH WE'RE REALLY TAKING A LOOK AT HOW ARE WE DOING.

AND THAT'S REALLY THE INTENT OF THIS WHOLE THING, IS, YOU KNOW, LOOKING AT THE HEALTH OF THE INSTITUTION, THEN IT ALLOWS US OVER A PERIOD OF TIME TO SEE WHERE WE'RE NOT MEETING THE MARK, WHERE WE NEED TO MAKE CHANGE CHANGES, WHERE WE NEED TO ALLOCATE RESOURCES DIFFERENTLY.

BUT I WANT TO SAY I APPRECIATE THE WORK OF THIS TEAM AND THE ENTIRE LEADERSHIP TEAM THAT HAS BEEN DEVELOPING THIS BECAUSE THIS IS, YOU KNOW, THIS IS NEW FOR US AS AN INSTITUTION AND CERTAINLY THE SIZE AND SCOPE AND MAGNITUDE OF EVERYTHING THAT WE DO HERE.

BUT IT HELPS US FROM AN ACCOUNTABILITY STANDPOINT.

IT HELPS US FROM A RESOURCE ALLOCATION STANDPOINT.

AND SO TODAY WE'RE GOING TO DIVE DEEPER INTO INTO GOAL FORWARD HERE.

SO, BRAD, BEFORE YOU START, BECAUSE.

THE LAST MEETING BEFORE THE FOURTH, 230.

SO. SO ARE WE GOING TO SKIP THAT OR.

NO. THERE'S A THERE'S A FEW SLIDES OF THE CHANCELLOR'S PERFORMANCE REVIEW THAT THAT WILL WE THAT WILL HIT.

THERE WAS A PORTION OF THAT THAT WE WERE GOING TO DO IN EXECUTIVE SESSION THAT WE'VE ALREADY TAKEN CARE OF IN THE PREVIOUS EXECUTIVE SESSION.

SO SO WE'VE ALREADY DONE PART OF THAT COMMITTEE WORK IN 30 MINUTES.

OKAY. SO WE FINISH UP NO LATER THAN 330.

OH, GOOD. YEAH. YEAH, WE CAN DO IT.

THANK YOU. CHAIR THOMPSON AND TRUSTEE CHANCELLOR, APPRECIATE THE OPPORTUNITY TO BE HERE TO TALK ABOUT KEY PERFORMANCE INDICATORS.

SPECIAL THANKS TO THIS TEAM AND AND THE COUNTLESS OTHER TEAM MEMBERS WHO ARE WATCHING NOW FOR DRIVING THIS WORK.

IT'S NOT AN EASY WORK, BUT IT'S AN INTENTIONAL WORK.

WE INTENTIONALLY DID NOT BRING A CHAIR UP FOR JOHN'S.

JOHN, I GIVE YOU A SHOUT OUT BACK THERE, TOO, FOR YOUR LEADERSHIP AND YOUR WORK FOR THIS AS WELL.

BUT WHAT WE'RE TALKING ABOUT IS KEY PERFORMANCE INDICATORS.

LET'S SEE IF WE CAN ADVANCE THE SLIDE.

I'M GOING BACKWARDS. I WAS WATCHING YOUR SCREEN.

TRYING TO. YEAH.

THERE WE GO. SO THIS IS THE KEY PERFORMANCE INDICATORS.

THERE'S IF YOU ALL ARE FAMILIAR WITH THE WITH THE TRUSTEES THEMATIC PRIORITIES FOR DALLAS COLLEGE AND THAT CROSSWALKS OVER THEN INTO THE KEY PERFORMANCE INDICATORS THAT BECOME THE CHANCELLOR'S GOALS AND WORK PLAN FOR THE YEAR.

AND WHAT WE'RE FOCUSING ON TODAY IS GOAL NUMBER FOUR, WHICH IS INSTITUTIONAL EFFECTIVENESS.

AND YOU SEE THE FOUR BULLETS UNDER THERE REMAIN REMAIN FISCALLY RESPONSIBLE AND SOUND, A RESPONSIVE AND AGILE DIGITAL ECOSYSTEM, BUILD AND MAINTAIN

[00:30:03]

SO YOU SEE OR HAVE HEARD THE CHANCELLOR REFER TO THE BLUE SHEETS AND IT'S SIMPLY CALLED THE BLUE SHEET BECAUSE THAT'S THE COLOR THAT THEY CHOSE TO PUT IN THE EXCEL FORMAT.

SO YOU'LL SEE THAT THERE ON THE SLIDE.

IT'S A SERIES OF PAGES THAT OUTLINE WITH MEASUREMENTS AND METRICS.

THE GOALS AND OBJECTIVES THAT WE AS DALLAS COLLEGE AND OUR DIFFERENT OR RESPECTIVE TEAMS ARE WORKING TOWARD.

THERE'S A COUPLE OF POINTS HERE THAT I WANT TO MAKE VERY, VERY CLEAR.

FOR THE PAST YEAR WE'VE COLLECTED BASELINE DATA, SO THAT'S WHAT YOU'LL SEE AS WE WALK THROUGH THIS.

THE GOAL FOR SCHEDULING PRESENTATIONS TO THIS BODY IS A QUARTERLY UPDATE.

SO WE'RE DOING THIS NOW AND THEN THOSE WILL BE SCHEDULED TO THE STAFF AS WE GO FORWARD.

NOW, THIS ISN'T JUST SIMPLY AN EXERCISE OF FILLING OUT BOXES IN AN EXCEL SPREADSHEET.

THIS IS AN INTENTIONAL EFFORT TO UNDERSTAND AND DRILL INTO THE MECHANICS OF HOW DALLAS COLLEGE FUNCTIONS IN ORDER TO IMPROVE THAT, IT CAN PROVE IT.

IF YOU DON'T KNOW HOW IT WORKS, YOU DON'T KNOW HOW IT WORKS UNLESS YOU STUDY IT.

SO WHAT YOU'RE GOING TO SEE HERE IN A LITTLE BIT IS OUR STUDY OF THIS.

NOW, WHAT HAPPENS, THOUGH, IS WE'RE COLLECTING BASELINE DATA.

WE ALSO UNDERSTAND MAYBE, MAYBE WE DIDN'T CAPTURE THE RIGHT METRIC.

MAYBE WE NEED TO BACK UP AND LOOK AT THIS IN A DIFFERENT WAY.

THERE'S A COUPLE OF THINGS ON ONE OF THE SLIDES THAT HIT A LITTLE BIT LOW ON PERCENTAGES, AND SO AT FIRST GLANCE, YOU THINK THAT CAN'T BE RIGHT, BUT IT IS BECAUSE THAT'S WHAT WAS CAPTURED IN REPORTING.

SO WE HAVE TO DO IS GO BACK AND SAY, WHAT WAS THE CONTEXT FOR HOW THIS DATA WAS CAPTURED AND COLLECTED? WAS IT DONE AT THE RIGHT TIME? WAS IT DONE IN THE RIGHT FREQUENCY? AND SO THOSE ARE THE THINGS THAT THEN BEGIN TO INFORM HOW WE THEN LOOK AT THE KPIS AND AS A GUIDE FOR HOW WE MOVE THIS FORWARD.

SO REVIEW, REFLECT AND RESPOND BECOMES THE THEME OF THESE BECAUSE THIS IS A LIVING DOCUMENT.

HOW DO WE MOVE THIS FORWARD AS A DALLAS COLLEGE SYSTEM IN ORDER TO MAKE SURE WE'RE OPERATING EFFICIENTLY? SO THOSE ARE THE QUESTIONS THAT YOU SEE THERE ON ON YOUR SLIDES IN FRONT OF YOU OR ON THE SCREEN.

HOW DOES THE METRIC PROVIDE SUFFICIENT INSIGHTS? IS IS THERE AN OPTIMAL TIME FRAME FOR DATA CAPTURE? SO LIKE, FOR EXAMPLE, YOU SEE ON ONE OF DR.

LUCKETT'S SLIDE, IT'S ASKING STUDENTS AND EMPLOYEES, DO YOU HAVE ACCESS TO THE RIGHT TECHNOLOGY? WELL, THAT NUMBER IS NOT AS HIGH AS IT SHOULD BE.

BUT THEN WE START TO THINK ABOUT THAT.

WE ASK IT AT THE RIGHT TIME.

WHO IS ASKING IT? WAS IT A GENERAL SURVEY THAT PEOPLE MAY OR MAY NOT HAVE RESPONDED TO? BUT THAT INFORMS THEN HOW WE CONTINUE TO DRILL INTO THE METRICS TO IMPROVE HOW WE'RE CAPTURING AND THEN ACTING ON THOSE THINGS.

HOW CAN OTHERS ACROSS THE ORGANIZATION UTILIZE THIS DATA? IT'S ONE THING FOR THIS TEAM TO BE CAPTURING IT, BUT IF WE'RE NOT SHARING THAT ACROSS THE SYSTEM, IT DOESN'T MAKE SENSE BECAUSE ONE NUGGET OF INFORMATION THAT WE MAY CAPTURE COULD BE THE THE KEY THAT UNLOCKS AN ENTIRE DOOR FOR ANOTHER OPERATIONAL UNIT.

SO WE'VE GOT TO GET BETTER AS WE SHARE DATA IN OUR FINDINGS ACROSS THE SYSTEM AS WE CONTINUE TO IMPROVE WHO WE'RE SERVING AND AND HOW WE'RE SERVING, WHAT TOOLS OR TECHNIQUES CAN IMPROVE DATA COLLECTION AND DECISION MAKING.

IT'S REALLY EASY TO PUT TOGETHER A QUANTITATIVE SURVEY AND EMAIL THAT OUT TO A WHOLE BUNCH OF PEOPLE AND AND THEN AND THEN HOPEFULLY GET A GOOD RESPONSE RATE.

BUT IT'S NOT GOOD ENOUGH.

HOW DO WE GET IN FRONT OF PEOPLE AND ASK THE RIGHT QUESTIONS AT THE RIGHT TIME SO THAT WE UNDERSTAND HOW TO RECALIBRATE OR CALIBRATE THIS MACHINE THAT IS DALLAS COLLEGE SO THAT WE'RE FUNCTIONING LIKE WE NEED TO.

AND THEN THE LAST ONE THERE, ONE OF THE LAST ONES.

HOW DO THE METRIC REVIEWS EMPOWER A CULTURE OF CONTINUOUS IMPROVEMENT? SO AGAIN, YEAH, SO IT'S NOT A ONE TIME CAPTURE, BUT HOW DOES IT EMPOWER A CULTURE OF CONTINUOUS IMPROVEMENT? IT'S REALLY EASY TO GET DEFENSIVE IN THIS LINE OF WORK WHEN YOU'VE GOT PEOPLE SAYING, HEY, HOW COME YOUR METRICS AREN'T WHAT THEY SHOULD BE? OR WHY ISN'T THIS WORKING THAT WAY? WELL, IF WE ALL KIND OF REMOVE THAT DEFENSIVENESS AND SAY THE METRICS ARE WHAT THEY ARE AND HOW DO WE ATTACK THIS IN A DIFFERENT WAY, WHAT COLLABORATIONS OR TEAMS DO WE NEED TO ASSEMBLE AROUND THESE METRICS AND THEN HOW DO WE MOVE ON? THAT'S THE GOAL OF WHAT THIS IS ALL ABOUT.

AND THEN THOSE ROLL BACK UP INTO THE DIFFERENT PERFORMANCE EVALUATIONS FROM NOT ONLY TEAMS CHANCELLOR AND YOU, ALL OF THE BOARD.

SO THIS IS THE VERY FIRST ONE.

I'LL DRIVE FROM HERE, BUT THIS IS 4.1.

POINT ONE MAINTAIN CASH RESERVES ACCORDING TO POLICY.

I'M GOING TO PASS IT TO YOU. YOU KNOW WHAT YOUR TIMING IS.

OKAY. GOOD AFTERNOON, TRUSTEES.

GOOD AFTERNOON, CHANCELLOR.

SO WE'RE CHARGED, OF COURSE, OFFICE FINANCE WITH THE THE FIRST KPI UNDER 4.1 REMAIN FISCALLY RESPONSIBLE.

SOUND. THE FIRST THING THAT WE DID HERE WAS WE SELECTED THIS KPI FOR MAINTAINING CASH RESERVES REPORTING POLICY.

THIS BOARD'S DIRECTION PROVIDED UNDER BAR LOCAL GAVE US A FRAMEWORK OF HOW WE HOW WE WOULD ADDRESS THIS.

AND THAT IS THE TWO KEY THINGS ON HERE IS MAINTAINING TWO MONTHS OF GENERAL OPERATING REVENUES SO THAT WE CAN ENSURE CONTINUITY OF BUSINESS IN THE EVENT OF AN ECONOMIC DOWNTURN OR AN EMERGENCY CATASTROPHIC LOSS.

THE SECOND PART OF THIS THAT'S VERY IMPORTANT IS THAT IN ORDER, WHEN WE MAINTAIN THESE CASH RESERVES, IT IS ALSO TO MAINTAIN A FAVORABLE CREDIT RATING FOR DEBT FINANCING.

[00:35:06]

THE BLACK MARKS HERE REPRESENT THE REQUIRED AMOUNT OF CASH RESERVES.

THAT'S THE TWO MONTHS. SO WE OPERATE AT TWO MONTHS OF OPERATING REVENUES.

THAT'S THE 89 MILLION THAT YOU SEE.

THE BALANCE OF THAT IS WHAT WE HAVE IN EXCESS OF OUR REQUIRED CASH RESERVES.

SO THAT'S ATTACKING THAT ONE PART OF THAT OF THAT KPI.

THE SECOND PART OF THAT IS TO MAINTAIN A FAVORABLE CREDIT RATING.

HOW DO WE KNOW WE HAVE FAVORABLE CREDIT? BECAUSE WE GET RATED WHETHER WE'RE ISSUING BONDS OR WE'RE NOT JUST BECAUSE WE HAVE OUTSTANDING DEBT.

SO WE HAVE THESE LAST TWO RATINGS THAT WE RECEIVED FROM S&P AND FROM FITCH, WHERE THEY BOTH WERE TRIPLE A.

THE FITCH RATING.

I'D LIKE TO POINT OUT THAT WAS A REAFFIRMED TRIPLE-A, WHICH MEANS THEY SAID YOU'RE DOING EXACTLY WHAT WE THOUGHT YOU WERE DOING AT THE LAST TIME AND IT'S STILL GOOD.

WE'RE REAFFIRMING YOUR TRIPLE-A.

SO WE'VE ADDRESSED BOTH OF THOSE IN A FAVORABLE MANNER.

WE HAVE THE REQUIRED AMOUNT OF CASH RESERVES AND WE ALSO HAVE A STILL FAVORABLE CREDIT RATING, AND TRIPLE-A IS THE HIGHEST RATING THAT WE CAN GET.

1.2 OF THIS IS TO MAINTAIN A DIVERSIFIED PORTFOLIO IN ACCORDANCE WITH THE PUBLIC FUNDS INVESTMENT ACT.

THAT'S THE PFA.

AND THEN ALSO MAINTAINING LIQUIDITY AND MATURITY OF LESS THAN FIVE YEARS OR FIVE YEARS OR LESS AND ACHIEVING ANNUAL BUDGET GOALS FOR INVESTMENT INCOME.

ONE PART OF OUR REVENUE PORTFOLIO WHEN WE PRESENT TO YOU OUR ANNUAL BUDGET IS ABOUT INVESTMENT INCOME BECAUSE WE HAVE IN EXCESS OF $500 MILLION AT ANY PARTICULAR TIME IN THE MARKET.

AND SO THEREFORE IT'S INCUMBENT UPON US TO MAKE SURE THAT WE'RE MAXIMIZING THAT INVESTMENT INCOME.

AND THAT IS HERE IN THIS KPI, IS THAT WE'RE DOING THAT IN A MANNER THAT'S GOING TO YIELD US THE HIGHEST POSSIBLE RATE THAT WE CAN HAVE.

WE DO HAVE A MAXIMUM ALLOWABLE SACHSE YOU'LL SEE IN THIS CHART FOR HOW THOSE FUNDS CAN BE INVESTED.

SO WHEN WE'RE LOOKING AT THAT, THE POLICY OF GAVE ALLOW BOTH HERE.

WE'VE TOLD YOU WHAT OUR PORTFOLIO IS ACCORDING TO THE MAXIMUMS AND YOU CAN SEE THAT WE'RE WITHIN RANGE FOR ALL FOR ALL OF THOSE INVESTMENT TYPES.

AND WE ARE PROHIBITED ACCORDING TO FIRE WITH CERTAIN TYPES OF INVESTMENTS THAT WE CAN DO.

AND THESE ARE THE INVESTMENT TYPES THAT WE ARE ALLOWED.

AND AGAIN, IT'S 100% OF OUR PORTFOLIO.

AND THEN THE OTHER PART OF THIS IS MAINTAINING OUR LIQUIDITY AND OUR BUDGET GOALS.

SO HERE WHEN WE GO TO LOOK AT THE DISTRIBUTION OF THIS PORTFOLIO, AS YOU CAN SEE EVERYTHING FROM AN OVERNIGHT WHICH IS EQUIVALENT TO OUR BANKS, IT'S THE MONEY THAT'S IN THE BANK. AND THEN 2 TO 90 DAYS IS OUR INVESTMENT POOLS.

THAT MONEY IS IS AVAILABLE TO US ON A LIQUID BASIS TODAY.

IT'S ALMOST IT'S INVESTING, BUT IT'S ALMOST LIKE A SAVINGS ACCOUNT, A BANK ACCOUNT THAT WE CAN ACCESS IMMEDIATELY IF WE NEEDED TO THE REST OF THOSE MATURITIES THAT YOU SEE THERE FROM SIX MONTHS UP TO THE FIVE YEARS.

AND REMEMBER, WE SAID LESS THAN UP TO FIVE YEARS, LESS THAN FIVE YEARS.

SO YOU CAN SEE WE DON'T HAVE ANYTHING THAT'S OVER FIVE YEARS.

THOSE ARE ALL OF THE INVESTMENTS THAT THE OTHER THINGS THAT WE HAVE THAT ARE IN THOSE INSTRUMENTS THAT WE SHOWED ON THE PREVIOUS SLIDE.

THE IMPORTANT THING ABOUT THIS MATURITY SCHEDULE HERE IS THAT THERE IS A CONTINUOUS ANALYSIS THAT WE DO OF THESE MATURITIES IN ORDER FOR US TO MAXIMIZE OUR CASH FLOW. SO WE PAID ON A TEN PAY CYCLE FROM THE STATE.

THERE ARE TWO MONTHS OF THAT THAT WE DON'T RECEIVE ANY MONEY.

THAT'S BECAUSE THAT MONEY IS THEN OUR INCOME IS THEN SUPPLEMENTED OR NOT SUPPLEMENTED, BUT THAT'S WHEN WE RECEIVE OUR REVENUE FROM OUR TAXES.

SO WHAT WE NEED TO DO ON THE OTHER PERIODS OF TIME IS MAKE SURE THAT WE STILL HAVE ENOUGH CASH FLOW TO PAY OUR BILLS ON A REGULAR BASIS.

AND SO WE STRUCTURE THESE MATURITIES IN A WAY THAT THEY COME DUE AT PERIODS OF TIME THAT WE NEED TO HAVE ACCESS TO THOSE FUNDS.

WHO MONITORS THIS? WE HAVE A TREASURY DEPARTMENT, WE HAVE A TREASURY MANAGER, AN ANALYST IN HOUSE THAT'S RESPONSIBLE FOR FOR MEASURING THIS.

AND SO I MEET WITH THEM ON A WEEKLY BASIS AS A TEAM.

BUT THEN I ALSO MEET WITH THAT TREASURY MANAGER EVERY TWO WEEKS.

THEY PROVIDE ME WITH A QUARTERLY REPORT ON THE MATURITIES BECAUSE AGAIN, WE HAVE THINGS THAT ARE MATURING ON REGULAR BASIS AND THEN THEY REINVEST.

SO WE DO TALK ABOUT STRUCTURE, WE TALK ABOUT RETURN, WE TALK ABOUT ANY CHANGES THAT WE SEE IN THE MARKET.

AND THEN WE ALSO EVALUATE OUR BROKERS AT THAT TIME TO SEE WHO WE'VE BEEN GETTING THE BEST DEALS FROM.

OKAY. HAVE YOU ALL MADE ANY RECENT CHANGES TO.

THE DISTRIBUTION THAT YOU HAVE IN EACH ONE OF THESE DISTRIBUTE THE MATURITY, DISTRIBUTION OR THE SECURITY.

PAGE. FULL 1.2% MAXIMUM ALLOWABLE,

[00:40:02]

AND IT SAYS PORTFOLIO PERCENTAGE.

HAVE YOU ALL MADE ANY CHANGES SINCE 228? WE MAY HAVE, BUT WE MAY HAVE.

IT ALL DEPENDS ON WHAT WHAT'S HAPPENING IN THE MARKET AT THE TIME AS TO HOW WE'LL MOVE THOSE FUNDS AROUND, WHAT THE RATES OF RETURN ARE.

SO WE COULD HAVE MADE SOME CHANGES.

AND I BELIEVE THAT IT'S ALMOST TIME FOR YOU ALL TO GET ANOTHER QUARTERLY.

BUT THIS WAS THE LATEST QUARTERLY REPORT THAT YOU RECEIVED, AND THAT'S WHAT THOSE NUMBERS ARE FROM ESSER 228 YES.

AND HOW OFTEN? QUARTERLY. SO WE GET ANOTHER ONE IN JUNE? YES. OKAY.

THANK YOU. OKAY. SO WHEN WE TALK ABOUT MEETING OUR INVESTMENT INCOME BUDGET HERE, WE HAVE A TWO YEAR LOOK BACK AT FY 22 AND FY 23, WHERE WE THE BUDGETS AND OUR ACTUALS WERE, YOU KNOW, SIGNIFICANT WHERE WE DID MEET THE BUDGET FY 22, PRETTY MUCH A FLUKE ON BUDGET THERE BECAUSE AGAIN, THE MARKETS WERE EXTREMELY VOLATILE AT THAT POINT.

SO RATHER THAN KIND OF SHOOT YOURSELF IN THE FOOT NOT KNOWING WHAT WAS GOING TO HAPPEN, WE DID UNDER PROJECT AT THAT POINT.

AND SO THAT'S WHY YOU SEE THAT LARGE RETURN.

SO WE'RE TRYING TO CLOSE THAT GAP AS WE GO FORWARD.

AGAIN, WITH INTEREST RATES STARTING TO RISE A LITTLE, YOU KNOW, STARTING TO RISE AS MUCH AS THEY HAVE RISEN.

THIS IS REALLY, YOU KNOW, A GOOD RETURN.

AND SO I DID MAKE SOME ADJUSTMENTS TO OUR OUR ORIGINAL BUDGET DURING MID-YEAR BECAUSE OF THE CHANGES IN THE MARKET.

CAN YOU EXPLAIN? SO I'M NOT UNDERSTANDING AND BUDGET ISN'T MY STRONG SUIT.

ON THE INVESTMENT INCOME FOR 23 YOU BUDGETED THAT WE WOULD GET 1.25025.

YES. AND WE'VE ACTUALLY GOTTEN 6.5.

YES. OH, MY GOD. YES.

THE MARKET IS REALLY BEEN OUTPERFORMING.

YOU ALL WANT TO BE MY STOCKBROKER.

OH, MY GOD. THAT WAS THE FINANCE CHAIRMAN.

THAT'S WHAT I WANT. THAT'S PHENOMENAL.

THAT'S GREAT. OKAY.

0.3 FOR US WAS MAINTAINING A COMPOSITE FINANCIAL INDEX RATIO OF CFI OF GREATER THAN TWO.

SO THE COORDINATING BOARD KEEPS THIS REPORT AS PART OF A METRIC TO JUDGE ALL OF THE FISCAL SOUNDNESS OF ALL 50 COMMUNITY COLLEGE DISTRICTS THROUGHOUT THE STATE.

THEY EMPLOY KPMG.

SO IT'S NOT JUST INDIVIDUAL PEER REVIEW.

IT IS ACTUALLY AN AUDIT THAT THEY DO OF THE FINANCIAL CONDITION OF EACH COMMUNITY COLLEGE.

AND AS YOU CAN SEE, THE STATE AGGREGATE UP HERE IN YOUR RIGHT CORNER IS 4.9.

WE SAID A 2.0 BECAUSE THAT'S THE BENCHMARK IN THE COORDINATING BOARD FOR FISCAL SOUNDNESS.

THE STATE AGGREGATE IS 4.9.

DALLAS COLLEGE HAS A 5.9.

AND SO THE METRICS THAT THEY USE, EACH ONE OF THESE METRICS, PRIMARY RESERVE VIABILITY, RETURN ON NET POSITION AND OPERATING MARGIN EACH HAVE THEIR OWN RATIO, THEIR OWN FORMULA, AND THEN THEY DO THIS COMPOSITE, THIS CFI, IN ORDER TO GET THIS NUMBER THAT WE HAVE HERE AT 5.9.

AND WE'VE OUTPERFORMED IN EACH ONE OF THESE CORE METRICS AS WELL.

IN ORDER FOR US TO GET THIS 5.9 THAT WE HAVE ABOVE THE STATE AVERAGE.

AND SO THE PRIMARY RESERVE, CAN WE SURVIVE IF WE DIDN'T ADD ANY OTHER MONEY TO OUR RESERVE VIABILITY, CAN WE PAY OFF OUR DEBT WITH OUR EXISTING RESOURCES, RETURN ON NET POSITION? DID WE DO BETTER THAN WE DID LAST YEAR? WHAT DID OUR AUDIT LOOK LIKE? THOSE ARE THE THINGS THAT THEY GO OUT AND LOOK AT OPERATING MARGIN.

DID WE OPERATE WITHIN OUR EXPENSES AND OUR AVAILABLE REVENUE? THIS IS THE REASON WHY LAST YEAR WHEN I CAME TO YOU ON OUR INITIAL BUDGET AND SET THAT NUMBER IN RED THAT I SHOWED YOU, WE'RE OUT OF BALANCE.

WE HAVE MORE EXPENSES THAN WE HAVE REVENUE.

AND WE NEEDED THE HELP OF THIS BOARD AND THE LEADERSHIP TO PROVIDE US WITH SOME DIRECTION SO THAT WE CAN GET BALANCE.

THAT'S ONE OF THE MAIN REASONS THAT WE DO THAT EXERCISE IS BECAUSE WE DON'T LIKE TO COME TO THE BOARD WITH AN UNBALANCED BUDGET.

SO IT'S ALWAYS VERY IMPORTANT FOR US TO HAVE THOSE TOUGH DISCUSSIONS ABOUT WHERE OUR EXPENSES ARE VERSUS WHERE OUR OPERATING.

EVEN THOUGH WE HAVE A VERY HEALTHY CASH RESERVE, WE STILL NEED TO BE MINDFUL THAT THAT IS NOT THE WAY THAT WE HAVE TO OPERATE.

AND HERE'S HERE'S PROOF OF THAT IS BECAUSE THEY'RE WATCHING US, RIGHT? IT'S NOT JUST WHAT WE'RE DOING INTERNALLY.

THERE ARE EXTERNAL LENSES THAT ARE PAYING ATTENTION TO HOW WE'RE MANAGING OUR RESOURCES.

ALL RIGHT. SO AS WE BEGAN TO ESTABLISH OUR KPIS AND ASSOCIATED METRICS TO TRACK OUR PROGRESS WITH PROMOTING A RESPONSIVE AND AGILE DIGITAL ECOSYSTEM FROM DIGITAL ENGAGEMENT PERSPECTIVE, I FOCUSED ON SATISFACTION, EASE OF USE, MAKING SURE THAT STAKEHOLDERS ACTUALLY HAVE ACCESS TO HARDWARE AND SOFTWARE TO BE ABLE TO PERFORM EITHER THEIR STUDIES IF YOU'RE A STUDENT AND TO BE ABLE TO PERFORM THEIR TASKS.

[00:45:05]

AND SO WHEN LOOKING AT THOSE PARTICULAR PERSPECTIVES, NOEL-LEVITZ ACTUALLY SURVEYED ABOUT 21,801 OF OUR STUDENTS, AND WE HAD ABOUT 2000 STUDENTS THAT ACTUALLY SUBMITTED A RESPONSE.

SO THEY HAD ABOUT A 9.9% RESPONSE RATE FOR THAT PARTICULAR SURVEY.

ANY SATISFACTION METRICS THAT WE GLEANED FROM EMPLOYEES WAS ACTUALLY FACILITATED THROUGH THE PACE SURVEY.

SO YOU GUYS ARE ALL AWARE OF THAT EMPLOYEE SURVEY THAT WAS ACTUALLY CONDUCTED.

SO AS WE LOOK AT THE RESULTS THAT CAME FROM THAT PARTICULAR SURVEY, WHAT WE FOUND WAS THAT YES, YES, MA'AM.

SO IN AN EARLIER PRESENTATION WHEN TALKING ABOUT SUCCESS COACHES HAVING 25 SOFTWARE TOOLS, DID I UNDERSTAND THAT CORRECTLY? THERE THERE ARE ABOUT ME.

THERE ARE ABOUT 25, 22 TO 25 DIFFERENT APPLICATIONS THAT ARE SUCCESS COACH ACTUALLY HAS TO WORK WITH TO BE ABLE TO ASSIST THE STUDENT THROUGHOUT THEIR JOURNEY.

AND HOW IS THAT? THAT MANY DIFFERENT ONES.

I THINK THAT THAT'S A COMBINATION OF THE FACT THAT WE WERE SEVEN AND SO THEY ARE WORKING ON STREAMLINING THOSE.

AND SO I THINK YOU COME UP WITH THAT NUMBER BECAUSE OF JUST HISTORIC.

BUT Y'ALL ARE WORKING ON STREAMLINING THAT.

YEAH, BUT BUT AGAIN, IT MAY NOT BE SPECIFIED AS A AS A SPECIFIC KPI.

AND THAT'S WHAT WE'RE TRYING TO GET TO, IS HOW DO WE TAG A SPECIFIC NUMBER TO HOW DO WE GO FROM 22 OR 25 DOWN TO WHATEVER THAT REALISTIC NUMBER IS TO ENSURE THAT STAFF HAVE THE TOOLS THEY NEED, BUT IT'S NOT OVERBURDENSOME ON THEM TO TRY TO MANAGE A CASELOAD.

GOOD. THANK YOU. CORRECT.

ALL RIGHT. SO IF WE LOOK AT IT FROM THE SURVEY FOR THE STUDENTS, YOU WILL SEE THAT THERE WERE 82% OF THOSE PARTICULAR STUDENTS WHO RESPONDED TO THE SURVEY WHO ACTUALLY SAID I ACTUALLY HAVE ADEQUATE HARDWARE AND SOFTWARE TO BE ABLE TO CONTINUE MY STUDIES.

SO WE HAD AN 82% SATISFACTION RATE THERE.

WHEN YOU LOOK FROM AN EMPLOYEE PERSPECTIVE, ALL THE WAY AT THE END OF THAT PARTICULAR DOCUMENT, YOU'LL SEE THAT EMPLOYEES REPORTED FROM THE PAY SURVEY THAT WE HAD A 75% SATISFACTION RATE WHERE STUDENTS WHERE EMPLOYEES WERE SAYING THAT THEY ACTUALLY HAD THE HARDWARE AND SOFTWARE THAT WAS NEEDED FOR THEM TO FACILITATE LEARNING OR FOR THEM TO CONTINUE TO DO THEIR PARTICULAR WORK.

WE WILL CONTINUE TO WORK, PROACTIVELY, COLLABORATE WITH HR AND WITH IT TO ENSURE THAT EMPLOYEES ARE RECEIVING THE NECESSARY EQUIPMENT THAT THEY NEED ON DAY ONE.

SO WE'VE BEEN WORKING ON THAT, STRATEGIZING THAT AND WE WILL CONTINUE TO WORK ON THAT.

AND ALSO WHAT WE'RE GOING TO ALSO DO IS IMPLEMENT A SURVEY AT THE END SO THAT WE CAN ENSURE THAT THERE ARE NO BOTTLENECKS THAT ARE PREVENTING THOSE PARTICULAR EMPLOYEES FROM HAVING ACCESS TO WHAT THEY NEED TO BE SUCCESSFUL.

AND AGAIN, JUST TO ADD A LITTLE COMMENTARY, IT'S NOT ENOUGH TO SAY, DO YOU OR DO YOU NOT HAVE IT'S WHAT ARE YOU MISSING AND HOW DO WE SOLVE FOR THAT? AND SO, AGAIN, THAT'S WHERE THIS NEXT LAYER OR NEXT ITERATION OF KPIS FOR THIS GROUP WILL CONTINUE TO DRILL INTO.

OKAY. WE ALSO LOOKED AT FROM A STUDENT AND FROM AN EMPLOYEE PERSPECTIVE, WE LOOKED AT HOW EASY IT IS TO ACTUALLY ACCESS THAT PARTICULAR INFORMATION OR FROM AN EMPLOYEE PERSPECTIVE, DO YOU ACTUALLY HAVE ACCESS TO THE ACTUAL DATA? SO WHEN LOOKING AT STUDENTS, 68% OF THE STUDENTS RESPONDED TO SAY, IT'S EASY FOR ME TO ACTUALLY NAVIGATE THROUGH YOUR WEBSITE OR BE ABLE TO LOOK AT SERVICES THAT ARE BEING PROVIDED.

ON THE OTHER HAND, WE HAD 60% OF OUR EMPLOYEES THAT BASICALLY SAID THAT I THINK I HAVE SATISFACTORY ACCESS.

I THINK THAT ONE OF THE THINGS THAT WE WILL CONTINUE TO DO IS COLLABORATE WITH MARKETING, BECAUSE ONE OF THE LOW PERCENTAGES THAT WAS IN THAT PARTICULAR CATEGORY HAD TO DO WITH THE NAVIGATION OF OUR SHAREPOINT SITE AND SO I THINK WHAT WE DO IS WE CONTINUE TO LOOK AND CONTINUE TO TALK WITH OUR VARYING STAKEHOLDERS TO SEE HOW CAN WE MAKE OUR SHAREPOINT SITE A LOT MORE USER FRIENDLY SO THAT PEOPLE CAN NAVIGATE THAT PARTICULAR SITE QUICKLY TO GET TO FIND THE INFORMATION THAT THEY NEED? OKAY. IN ADDITION TO LOOKING AT HOW EASY OR DO YOU HAVE THE PARTICULAR TOOLS OR WHAT'S MISSING, WE ALSO LOOKED FROM A PERSPECTIVE

[00:50:02]

WE ACTUALLY COMPLETED ABOUT 20 OF THOSE PARTICULAR PROJECTS, WHICH PUT US AT AN 80% RATE OF COMPLETING THOSE PROJECTS THAT WE ACTUALLY PLANNED.

NOW THAT DOESN'T TAKE INTO ACCOUNT ALL OF THE PARTICULAR INITIATIVES THAT COME UP THAT WERE UNPLANNED.

SO WE HAVE 20% WITH THE PLAN.

WE CONTINUE TO LOOK AT THAT AND WE WE WANTED TO LOOK AT HOW MANY OF THOSE PARTICULAR PROJECTS OUT OF THE 25 WERE ACTUAL MANUAL TASKS THAT WE NEEDED TO ACTUALLY TRY TO BRING IN SOME AUTOMATION TO BE ABLE TO IMPROVE THE EFFICIENCY AND EFFECTIVENESS OF WHAT WE'RE DOING.

AND SO WE HAD A TOTAL OF ABOUT 15, 15 PROJECTS THAT HAD TO DO WITH MANUAL PROCESSES THAT WERE STILL BEING TRACKED WITH EXCEL SPREADSHEETS OR, YOU KNOW, YOU MAY HAVE HAD A TEAM SITE THAT WAS THAT YOU HAD, BUT IT WAS BASICALLY ALLOCATED FOR VARYING DIFFERENT LOCATIONS.

AND SO WE WANTED TO BRING SOME CONSISTENCY AND BRING SOME AUTOMATION TO THAT.

SO WE'VE ACTUALLY COMPLETED EIGHT OF THOSE PARTICULAR PROJECTS AND WE'RE STILL WORKING ON SEVEN.

SO THEY'RE IN VARYING DIFFERENT PHASES OF COMPLETION.

THE LAST PARTICULAR KPI WAS US LOOKING TO SEE.

EXACTLY. BASED ON THOSE PARTICULAR INITIATIVES AND PROJECTS THAT WE WERE COMPLETING, HOW MANY OF THOSE ACTUALLY RESULTED IN A DUPLICATION OF APPLICATIONS OR AND OF SYSTEMS THAT WOULD GO IN AND ELIMINATE ANYTHING? I THINK THAT NEXT YEAR, WHEN WE LOOK AT THESE PARTICULAR METRICS, WE'LL HAVE MORE SPECIFICS BECAUSE WE'RE STILL IN THE IMPLEMENTATION PHASES OF WORKDAY, AND I BELIEVE THAT WE WILL USE WORKDAY TO ITS FULLEST EXTENT.

SO THERE WILL BE A LOT MORE APPLICATIONS THAT WILL ACTUALLY BE SUNSET AT THAT TIME.

BUT WHEN WE'RE LOOKING AT THAT FROM THIS PERSPECTIVE, WE ACTUALLY HAD TEN OF THOSE PARTICULAR APPLICATION, NOT NECESSARILY LOOKING AT ELIMINATION, BUT WE WERE LOOKING AT PROVIDING SOME CONSISTENCY FOR THOSE.

AND SO WE COMPLETED ABOUT EIGHT OF THOSE INITIATIVES THAT PUT US AT AN 80% COMPLETION RATE THERE AS WELL.

GOOD. I WANT TO KNOW WHERE Y'ALL GET THESE DIFFERENT ICONS FROM BECAUSE I CAN MAKE.

WE'LL TALK ABOUT THAT OFFLINE.

OKAY. SO FOR OUR KPIS ON IT, I TRY TO KEEP IT SIMPLE.

IF YOU GO TO GARTNER, SO THERE'S LIKE 20 PAGES OF BENCHMARKING INFORMATION THAT YOU CAN USE AND THEN YOU CAN TAKE IT TO THE NEXT LEVEL AND FOCUS ON INDUSTRY SPECIFICS JUST FOR EDUCATION, WHICH IS USEFUL.

I JUST CHOSE WE JUST CHOSE THREE AND WE WANT TO JUST START FROM THERE.

AND I THINK REALLY IT BOILS DOWN TO IS SOME RATIOS THAT DEAL WITH WHAT IS THE IT IN MANY REGARDS IS AN OVERHEAD COST.

SO WHAT IS THE RATIO OF IT COSTS TO THE OVERALL COST? THAT IS ABOUT 12%.

THAT'S GOING TO REFLECT, AS YOU'LL SEE IN IN THE NEXT SLIDE, THAT REALLY REFLECTS A SIGNIFICANT AMOUNT OF STRATEGIC INVESTMENT IN IT.

WE'RE SPENDING A LOT OF MONEY REPLACING SYSTEMS AND COLLAPSING OUR TECHNOLOGY STACK.

I MEAN, DOES THAT INCLUDE THE EQUIPMENT, THE HARDWARE? IT DOES. TALKING ABOUT THIS BUDGET, THIS AMOUNT? IT DOES, AND IT'S BOTH LABOR AND NON-LABOR, BUT A LOT OF THE INVESTMENT IS I TELL THE TEAM THIS, WE'RE ACTUALLY GETTING OUT OF THE HARBOR BUSINESS.

WE'RE TRYING TO GET OUT OF THE HARBOR BUSINESS BECAUSE WE'RE GOING TO GO AND MIGRATE TO THE CLOUD.

AND THAT TRANSITION KIND OF ELIMINATES THE NEED FOR A LOT OF REINVESTMENT AND FACILITIES COST.

WELL, YOU TALKING ABOUT THE SERVERS, RIGHT? YOU'RE NOT TALKING ABOUT THE LAPTOPS OR DESKTOPS, CORRECT.

WHEN I SAY HARDWARE, THAT'S WHAT'S IN MY MIND.

YES. SO WE'RE ACTUALLY PUTTING THESE AND WE WORK WITH WITH FISH AND THE FINANCE TEAM TO ACTUALLY IMPLEMENT WHAT'S CALLED A LIFE CYCLE MANAGEMENT PROGRAM, BECAUSE WE GET A LOT OF SPIKES IN SPEND LIKE, OH MY GOD, THESE SYSTEMS ARE TEN YEARS OLD, WE'VE GOT TO REPLACE IT.

SO WE'LL SPEND A WHOLE BUNCH OF MONEY, BUT THEN WE'LL FORGET ABOUT THEM FOR ANOTHER SEVEN YEARS.

AND WHAT WE WANT TO GIVE THE FINANCE OFFICER, CFO ALWAYS APPRECIATES A NICE, FLAT, PREDICTABLE LINE.

WHAT IS IT GOING TO COST YOU THIS YEAR AND NEXT YEAR AND THE YEAR AFTER THAT? SO THAT'S THAT'S OUR GOAL ON THAT CARD.

AND 12%, THAT'S A LITTLE HIGH.

BUT AGAIN, THAT THAT NUMBER SHOULD DROP DOWN TO 5 TO 8 AND THAT WOULD BE MORE REALISTIC ONCE WE'RE THROUGH WITH WORKDAY, ONCE WE'RE THROUGH WITH ACTUALLY REPLACING OUR TECHNOLOGY STACK. IT'S NOT JUST WORK.

WORKDAY IS BUILT INTO THERE AND IT TAKES UP A CONSIDERABLE CHUNK OF THAT NUMBER.

I LIKE DOING IT.

SPEND PER CONTACT HOUR.

WE TALK ABOUT HEADCOUNT, BUT TO ME, CONTACT HOURS WHERE WE CAN DO A RATIO AGAINST WHAT'S THE VALUE OF THE DOLLAR AND WHERE DOES IT WHERE IT MEETS THE RUBBER MEETS

[00:55:08]

IT GIVES THE SPEND AS A PERCENTAGE OF BUDGET.

SO WHEN WE GET THROUGH THIS WORKDAY, THIS ENTERPRISE ERP TRANSITION, 4 OR 5%, IS THAT WHAT YOU THINK? IF WE GOT THE 4% WITHIN 3 OR 4 YEARS, I'D SAY WE WERE.

PRETTY STUPENDOUS IN THE COMMERCIAL SECTOR.

I WOULD GET TO BETWEEN 2 AND 3%.

RIGHT. AND THAT WOULD BE A REALLY GOOD NUMBER IN AN EFFICIENT OPERATION.

BUT IN HIGHER ED, BECAUSE WE HAVE AN EXTENSIVE WE'RE GOING TO SPEND MORE TECHNOLOGY IN HIGHER ED BECAUSE OF LAB COSTS AND COMPUTER LABS AND CONSTRUCTION. SO, FOR EXAMPLE, THE AUDIO VISUAL REQUIREMENT WE HAVE OVER WE HAVE ABOUT 1200 CLASSROOMS. EACH CLASSROOM IS ON A LIFE CYCLE OF FIVE AND TEN YEARS.

IT'S ABOUT 15 TO $25,000 PER CLASSROOM.

THAT'S A COST THAT YOU DON'T NORMALLY INCUR IN THE COMMERCIAL OR PRIVATE SECTOR.

WE ALSO HAVE AND THIS CLASSIFIES AS ONE BETWEEN 33 AND 35 WOULD CALL TIER ONE WORKSPACES.

THESE ARE NOT INEXPENSIVE TO MAINTAIN OVER TIME.

SO SO MOST INDUSTRY WOULD NOT UNLESS YOU'RE LIKE DELOITTE IS NOT GOING TO HAVE THIS LEVEL OF EXPENSE AND WE'RE BUILDING BUILDINGS AT THE SAME TIME.

SO THOSE COSTS ARE NOT NORMALLY IN PRIVATE SECTOR INDUSTRY.

I DON'T KNOW WHAT THEY WOULD COMPARE IN A HOSPITAL.

I HAVEN'T LOOKED AT THAT.

IF THEY INCORPORATE THE MED TECH, WHICH THEY PROBABLY DON'T, BUT YOU'VE GOT A LOT OF IMAGING THAT GOES ON IN THAT QUESTION.

SO IF YOU COULD SEND US OFFLINE BECAUSE I DON'T WANT TO TAKE ANY MORE TIME THAN WE'RE ALREADY OVER TIME.

BUT I STARTED OUT IN A CLASS LAST SUMMER AND DROPPED.

BUT THE AUDIO VISUALS IN THAT CLASSROOM WERE AWFUL, VERY OUTDATED, JUST AWFUL.

DID NOT PROVIDE AN OPTIMAL EXPERIENCE FOR THE STUDENTS.

SO HOW WAS IT THAT YOU GO IN AND AUDIT WHERE WHEN, WHAT LIFE CYCLE FOR EACH CLASSROOM? THE AUDIO VISUAL EQUIPMENT NEEDS TO BE REPLACED? YES. WHEN WE'VE DONE THAT THIS YEAR AND WE DID THE INVENTORY THIS YEAR, GIVE IT TO ME.

SEND US SOME. GOOD.

THANK YOU. SURE THING.

GOT IT. WE'LL GIVE YOU THE LIFE CYCLE AND THEN STRATEGIC IT SPEND AS A AS A FOR GROWTH AND INVESTMENT.

SO OUR ANNUAL OPERATING IS ABOUT $50 MILLION IN LABOR AND NON-LABOR.

AGAIN, THIS IS KIND OF REFLECTIVE 12% YOU SAW ON THE PREVIOUS SLIDE.

IT'S SIGNIFICANT INVESTMENT IN REPLACING THAT TECHNOLOGY STACK.

GOOD AFTERNOON, ACCOUNTANT.

TRUSTEES. MR. CHANCELLOR, THANK YOU FOR YOUR TIME.

I'M TOMMY SCOTT. I GOT IT.

SO BUILD AND MAINTAIN QUALITY FACILITIES THAT ARE EFFECTIVE, EFFICIENT, SUSTAINABLE.

RIGHT. AND I CHOSE TWO KPIS TO GIVE RISE TO THAT.

ONE IS THE FACILITY CONDITION INDEX, AND IT'S BASICALLY JUST A RATIO OF WHAT PEOPLE CALL DEFERRED MAINTENANCE OR THINGS THAT YOU NEED TO DO OR SHOULD DO TO THE REPLACEMENT COST OF THE BUILDING.

SO WHEN THAT RATIO GETS TO BE A CERTAIN AMOUNT, YOU KNOW, YOU NEED TO DO EITHER MORE DEFERRED MAINTENANCE TO LOWER IT OR MAYBE LOOK AT REPLACING THE BUILDING.

SO AGAIN, THESE ARE JUST INDICATORS TO GIVE RISE TO THE TO THE GOAL.

SO OVER THE PAST, I'D SAY PROBABLY TWO YEARS WE'VE BEEN COMPILING THIS DATA.

AND ALTHOUGH A VERY SIMPLE EQUATION, IT'S VERY, VERY DIFFICULT TO CALCULATE, THERE'S A LOT OF INFORMATION THAT'S IN THE NUMERATOR.

THE DENOMINATOR IS PRETTY EASY TO CALCULATE.

WE'RE BUILDING NEW BUILDINGS NOW.

I CAN TAKE AN AVERAGE PER SQUARE FOOT COST AND I CAN FIGURE OUT, OKAY, IF THIS BUILDING IS THIS MANY SQUARE FEET, WHAT'S THE COST TO REPLACE IT? IN TODAY'S MARKET, WHICH IS PRETTY VOLATILE, THEN THE NUMERATOR THOUGH, IS EVERYTHING THAT NEEDS TO BE DONE OR EVERYTHING THAT WE SHOULD DO DOESN'T MEAN DOESN'T NECESSARILY MEAN WE HAVE TO DO IT NOW.

THAT'S WHY YOU'RE ABLE TO DEFER IT.

BUT IT MEANS WE PROBABLY SHOULD.

YOU WANT TO YOU WANT TO FIX THINGS BEFORE THEY BREAK OR BEFORE THEY FAIL.

SO WE SPENT A LOT OF TIME CALCULATING ALL THESE NUMBERS.

AND I'VE PRESENTED IT IN A WAY THAT THAT ROLLS UP TO THE COLLEGE.

SO THE TOTAL DEFERRED MAINTENANCE, THAT NUMBER THERE ARE $336 MILLION.

THAT'S WHAT WE CALCULATED.

THAT IS THAT ARE THINGS THAT WE SHOULD DO.

AND THIS IS COLLEGE WIDE.

EVERY BUILDING WE OWN EVERYWHERE, EVERY CAMPUS, EVERY CENTER.

AND THEN IF YOU TAKE THE TOTAL REPLACEMENT COST OF OUR PHYSICAL PLANT, YOU COME UP WITH ABOUT $2 BILLION.

YOU DO THE RATIO.

THAT'S ABOUT 17%.

SO THE KEY FACTOR, THOUGH, THOUGH, THESE NUMBERS ARE HIGHLY VOLATILE.

[01:00:06]

AND IT GOES INTO THE NUMERATOR AND EVERYTHING CHANGES.

AND THESE ARE BIG NUMBERS, YOU KNOW, JUST THE ROOFING SYSTEM AT A AT A CAMPUS IS $10 MILLION.

RIGHT. THE DENOMINATOR YOU KNOW, WHEN WE BRING OUR NEW BUILDINGS ONLINE, IT'S ABOUT $335 MILLION.

SO YOU PUT THAT INTO THE DENOMINATOR.

ALL OF A SUDDEN, THE FACILITY CONDITION INDEX FOR THE COLLEGE GOES FROM 17 TO 14.

RIGHT? SO I JUST WANT TO GIVE RISE TO THESE ARE VERY VOLATILE NUMBERS.

THIS IS JUST A SNAPSHOT IN TIME THAT'S PROBABLY OUTDATED IN THE TIME THAT I'VE BEEN TALKING.

RIGHT. SO THEY'RE VERY VOLATILE, VERY BIG NUMBERS.

BUT BUT IT DOES GIVE AN IDEA ABOUT WHAT KIND OF CONDITION OUR BUILDINGS ARE IN.

SO THEN IF YOU LOOK AT THE RANGE ON THE MATRIX THERE, I HAVE AN EXCELLENT YOU KNOW, WHERE THAT SHOULD BE GOOD, FAIR AND POOR.

AND IF YOU LOOK AT IT, IT CAME OUT TO KIND OF WHAT I WAS THINKING.

YOU CAN THINK OF IT, MAYBE HALF OF OUR BUILDINGS ARE EXCELLENT GOOD AND HALF OF OUR BUILDINGS ARE NOT SO GREAT.

AND AGAIN, IT'S NOT TO SAY THAT THE BUILDINGS ARE TERRIBLE.

KNOCK THEM DOWN. IT'S JUST IT'S AN INDICATOR THAT CAN ANCHOR DISCUSSIONS ABOUT WHAT WE SHOULD OR OUGHT TO DO IN THE FUTURE.

SO BREAKING IT DOWN ABOUT 34 BUILDINGS IN THE EXCELLENT ABOUT 15IN THE GOOD 24 AND 23 AND FAIR FOUR RESPECTIVELY.

WHY DO YOU HAVE THE 5% IN THE 17% UNDERLYING? DOES THAT MEAN SOMETHING? YES, MA'AM. THAT'S THE INDICATE EQUAL TO.

SO IF IF IT IS IF IT'S LEFT, IT HAS TO BE LESS THAN 5% TO BE AN EXCELLENT.

SO 5%.

EXACTLY. OR BETWEEN THE 17 IT WOULD BE IN THE GOOD.

SO LIKE YOU SAID, THESE NUMBERS ARE VOLATILE.

RIGHT. SO EL CENTRO IS GETTING A NEW ROOF NOW WHICH CAN JUMP THAT FROM ONE CATEGORY TO ANOTHER, ONE JUST ON THE SIMPLE ROOF REPLACEMENT.

AND I CAN PRESENT THIS BY CAMPUS BY BUILDING.

YOU KNOW, I JUST HAD TO PICK A WAY TO PRESENT IT TO YOU.

SO I DECIDED TO LOOK AT IT AS A ROLL UP FOR THE COLLEGE.

OKAY. SO THE SECOND KPI IS THE PREVENTATIVE MAINTENANCE, RIGHT? SO THE HEALTH OF A MAINTENANCE ORGANIZATION CAN BE IS DRIVEN BY HOW WELL THEY DO PREVENTATIVE MAINTENANCE.

SO YOU WANT TO SPEND MOST OF YOUR TIME PREVENTATIVE, RIGHT? PLANNED, PROACTIVE RATHER THAN REACTIVE FAILURE.

AND A LOT OF WORK ORDERS, A LOT OF A LOT OF CUSTOMER DRIVEN WORK ORDERS.

SO THE BETTER YOU DO PREVENTATIVE MAINTENANCE, THE LESS REACTIVE MAINTENANCE WILL HAPPEN.

SO THE KPI THAT I PICKED WAS I WANT TO SPEND 80% OF OUR TIME DOING PREVENTATIVE MAINTENANCE.

NOW THAT'S ALSO PRETTY HARD TO CALCULATE BECAUSE WHO, WHO DOES PREVENTATIVE MAINTENANCE? NOT EVERYBODY IN FACILITIES MANAGEMENT DOES PREVENTATIVE MAINTENANCE.

WE ONLY LOOK AT THOSE PEOPLE AND THEN YOU TAKE A CERTAIN PERCENTAGE OF THE TIME, YOU KNOW, YOU HAVE LUNCH, ETCETERA, AND YOU COME UP WITH TIME THAT THEY COULD THAT THEY HAVE AVAILABLE TO DO MAINTENANCE PERIOD, REACTIVE OR PROACTIVE.

SO THEN THEN YOU SAY, OKAY, WE USE OUR WORK ORDER MANAGEMENT SYSTEM WITH A LOT OF THEIR TIME, WE CAN COME UP WITH THAT RATIO.

SO THE GOAL THAT I HAVE FOR THE TEAM IS 80%, RIGHT? SO 80% OF OUR TIME OR MORE SHOULD BE SPENT ON PREVENTATIVE MAINTENANCE VERSUS REACTIVE.

SO AGAIN, WITH OUR WORK ORDER MANAGEMENT SYSTEM, EVERY TIME THEY GO AND DO A PREVENTATIVE MAINTENANCE WORK ORDER, THEY PUT THEIR TIME RIGHT.

AND BY THE WAY, WE ABOUT TWO YEARS AGO IMPLEMENTED A NEW WORKLOAD MANAGEMENT SYSTEM CALLED TMA THAT WAS LIKE US GETTING A NEW ERP FOR THE COMPLEX.

IT WAS IT'S THAT BIG OF A DEAL.

SO IT TOOK A LONG TIME FOR US TO LEARN HOW TO USE IT, FOR US TO IMPLEMENT IT, TO GET THESE NUMBERS.

YOU CAN SEE PRIOR TO APRIL, IT SAYS, NO, NO, NOBODY KNEW WHAT WE WERE DOING WITH THIS TIME, RIGHT? COLLEGEWIDE SO IN APRIL I WAS ABLE TO GET SOME NUMBERS.

ONE OF THE KEY POINT IN HERE, THESE NUMBERS ARE HAVE ACCOUNTED FOR ARE VACANCIES.

IN OTHER WORDS, OUR VACANCIES ARE IN HERE EVEN THOUGH THEY'RE VACANT, BECAUSE THAT WORK HAS TO BE DONE.

WE HAVE TO DO THE PREVENTATIVE MAINTENANCE, WHETHER THERE'S 20 VACANCIES OR 40 HAS TO BE DONE.

SO I CALCULATED IT IN FOR PEOPLE WHO AREN'T EVEN HERE, WHO OBVIOUSLY CANNOT CONTRIBUTE TO THE OTHER SIDE.

SO IF YOU TOOK THAT OUT, ALL THESE NUMBERS WOULD IMPROVE.

BUT I'M LOOKING AT IT LIKE THE WORK NEEDS TO BE DONE.

AND SO THAT KIND OF ATTRIBUTES THE WHY.

SOME OF THEM ARE LOWER, BUT IN APRIL THE NUMBER WAS 21%.

IN MAY, 28%.

I DO HAVE THE NUMBERS FOR JUNE.

[01:05:01]

I'M GOING TO REPORT IT CUMULATIVELY, QUARTERLY FROM HERE ON OUT.

AND YOU CAN ALSO YOU CAN ALREADY SEE THAT IT'S STARTING TO TREND UP OR AT LEAST FLAT FROM MAY TO JUNE.

AND WE'VE ALREADY TAKEN SOME ACTIONS TO TO GET THIS NUMBER UP FOR ONE.

LIKE I KIND OF INDICATED, WE NEED TO GET BETTER WITH REPORTING OUR TIME BECAUSE I THINK, YOU KNOW, SOMETIMES THEY YOU KNOW, THEY'RE LIKE, I GOT TO GET THIS STUFF DONE.

SO I'LL PUT THE TIME IN LATER AND THAT DOESN'T HAPPEN.

WE LOSE THAT TIME.

THEY ACTUALLY SELL THEMSELVES SHORT.

SO I THINK THE NUMBERS ARE ARE KIND OF ARTIFICIALLY LOW BECAUSE WE'RE NOT REPORTING OUR TIME.

WELL, AND THEN ALSO, PROBABLY 80% OF ALL PREVENTATIVE MAINTENANCE HAPPENS IN THE HVAC, THE AIR CONDITIONING AND COOLING.

THAT'S WHERE A LOT OF THE PREVENTATIVE MAINTENANCE IS.

SO WE INSTITUTED A TEAM THAT THAT'S ALL THEY DO IS PREVENTATIVE MAINTENANCE FOR HVAC.

SO THEY'RE NOT THEY'RE NOT BURDENED BY, HEY, I NEED HELP WITH THIS OR THAT.

THEY GO TO A CAMPUS, NOBODY EVEN KNOWS THEY'RE THERE.

THEY DO THE PREVENTATIVE MAINTENANCE AND THEY LEAVE AND THEY GO SOMEWHERE ELSE.

SO THE, THE THE, YOU KNOW, EMPLOYEES, FACULTY, STUDENTS, THEY DON'T EVEN KNOW THAT THEY'RE THERE.

SO THEY'RE VERY DEDICATED.

THEY'RE VERY FOCUSED.

SO AND THAT'S WHY YOU KIND OF SAW THE 21 TO 28.

AND I EXPECT THESE TO CONTINUE TO TO IMPROVE.

SO YOU WANT THESE TO BE ON AVERAGE AROUND 80.

BUT RIGHT NOW, THIS IS WHERE WE'RE AT.

THAT'S WHERE WE ARE RIGHT NOW. I JUST WANT TO MAKE SURE I UNDERSTOOD THAT.

AND THEN ALSO OFFLINE, I'M CURIOUS HOW YOU SET UP A PREVENTIVE MAINTENANCE SCHEDULE.

DON'T TALK ABOUT IT NOW BECAUSE OF OUR TIME, BUT IF YOU COULD SEND US THAT OFFLINE, I'D BE HAPPY TO.

AND THEN WHAT IT IS THAT YOU HAVE ON PREVENTIVE MAINTENANCE? YES, MA'AM. THANK YOU.

ALL RIGHT. THIS IS KIND OF SET THIS UP FOR LEONORA.

I ASKED LEONORA TO JOIN TODAY BECAUSE THE LAST PRESENTATION YOU HEARD, I THINK, FROM ONE OF THIS GROUP WAS ABOUT THE PACE SURVEY LAST MONTH.

I BELIEVE THAT'S WHEN THAT WAS.

SO I ASKED THE LORD TO COME KIND OF HELP DO A REVIEW OF THAT REAL QUICK.

BUT LEWIS BURRELL AND WHO'S OUR CHIEF HUMAN RESOURCE OFFICER, WHAT YOU'RE GOING TO SEE, THOUGH, AS WE KIND OF KNOCK TRADE OUT A METRIC, BUT WHEN WE START LOOKING AT OUR OVERALL TALENT MANAGEMENT INITIATIVE AND PROGRAM HERE, WE'RE GOING TO BE DIGGING INTO THE TALENT ATTRACTION AND THE PROFESSIONAL DEVELOPMENT AND THE OVERALL RETENTION OF EMPLOYEES.

SO THAT'S WHAT YOU'RE GOING TO SEE SO THAT YOU'LL CONTINUE TO SEE SOME SOME OVERALL EMPLOYEE EXPERIENCE AND EMPLOYEE SATISFACTION PIECES TO THAT.

BUT REALLY GETTING INTO WHERE ARE OUR VACANCIES? WHAT DO WE DO TO RESOLVE THAT? HOW DO WE MAKE SURE WE HAVE TEAMS IN PLACE THAT THAT ARE THAT ARE HIGH PERFORMING TEAMS BASED ON THE TRAINING PROFESSIONAL DEVELOPMENT FOR THAT.

SO EXPECT NEXT TIME WE PRESENT AGAIN LEWIS WILL BE PART OF THIS GROUP AS WELL.

OKAY. SO WHAT WE'RE LOOKING AT HERE IS GENERAL QUALITY OF OPERATIONS THAT ARE EFFECTIVE, EFFICIENT AND AGILE.

SO ALSO THEN LOOKING AT CONTINUOUS IMPROVEMENT, WHAT ARE WE DOING TO IMPROVE ON ALL THE THINGS THAT WE'RE DOING? ONE OF THE THINGS THAT I WANT TO POINT OUT IS THAT THIS IS A BENCHMARK.

SO THIS IS STARTING FROM GROUND ZERO FOR US.

WE DON'T HAVE ANY KIND OF SURVEY RESULTS FROM ANY KIND OF PREVIOUS YEARS.

SO WE'RE STARTING FROM A BASELINE.

AND MOST OF THESE METRICS, ACTUALLY, ALL OF THESE METRICS ARE BASED ON THE EMPLOYEE CLIMATE SURVEY, SO EMPLOYEES PERCEPTIONS OF HOW WE'RE DOING IN THESE PARTICULAR AREAS.

SO JUST A REMINDER THAT THE PERCENTAGE WAS CALCULATED ON A 0 TO 5 POINT SCALE, WHICH IS, YOU KNOW, KIND OF WHAT YOU ALL HAD HEARD LAST MONTH. AND THEN WHAT I DID IS THEN I BROKE DOWN FOR 4.1, 4.4.2 AND 4.4.3 HOW WE DERIVE TO THESE NUMBERS.

SO FOR THE TRANSPARENCY, WE WANT TO SAY THAT THE QUESTIONS FOR 4.4.1 DID EXPRESSLY TALK ABOUT IMPROVEMENT OF WORK.

SO EITHER VIA SUPERVISOR AIDING AN EMPLOYEE OR HAVING SOME KIND OF INSTITUTIONAL LEADERSHIP HELPING TO IMPROVE WORK.

THE SECOND METRIC IS JUST THE TOTAL 46 BASE COMPARISON THAT WE DISCUSSED THIS LAST MONTH.

AND THEN THE THIRD ONE IS SPECIFIC TO TEAMWORK SCORE, WHICH IS HIGHLY COLLABORATIVE.

SO THAT'S KIND OF HOW WE GOT TO THESE NUMBERS.

AND ON THE NEXT SLIDE, THIS IS JUST IN GENERAL KIND OF A RECAP, YOU KNOW, MAKING SURE WE'RE ASKING THE RIGHT QUESTIONS, MAKING SURE THAT WE ARE ENGAGING IN PEOPLE.

WE ALREADY TALKED ABOUT SOME IMPROVEMENTS THAT MAY NEED TO BE MADE TO THE METRICS.

THIS WILL HELP US GLEAN OUT WHAT THOSE ADDITIONAL METRICS MIGHT NEED TO BE AND WHAT KIND OF LEADING AND LAGGING INDICATORS MIGHT BE AVAILABLE FOR THOSE DIFFERENT METRICS.

YOU KNOW, UTILIZING FORUMS, A SEAT AT A SEAT AT THE TABLE AND THAT BEING KIND OF AN OPPORTUNITY FOR PEOPLE TO PROVIDE FEEDBACK AND THEN DOING THOSE PULSE CHECKS ON VARIOUS TARGETED TOPICS TO MAKE SURE THAT WE'RE GETTING THE BEST INFORMATION.

[01:10:03]

AND THEN WE HAVE SOME VERY SPECIFIC PROCESS IMPROVEMENT.

AND A LOT OF THIS YOU'RE SEEING COMING OUT OF KIND OF THE WORKDAY PROJECT, YOU'LL SEE SOME HUMAN RESOURCES WORK BEING DONE, PAYROLL WORK BEING DONE, A LOT OF THAT COMING RIGHT OFF OF THE TRANSITION TO FINANCE AND PAYROLL OR HCM FOR WORKDAY.

AND THEN ALSO REALLY LOOKING AT OUR INSTITUTIONAL DATA AND HOW WE'RE MANAGING THAT AND LEVERAGING THAT AS WE PREPARE FOR WORKDAY STUDENT AND THEN PROCUREMENT, COMPLIANCE, SPEED AND EFFICIENCY. SO I TRIED TO MAKE THIS VERY BRIEF, BUT IF YOU ALL HAVE ANY QUESTIONS, HIT THE LAST ONE.

SURE. SO HAVE YOU EVER WATCHED THE G.I.

JOE CARTOONS? HE WOULD ALWAYS END HIS LESSON WITH KNOWING IS HALF THE BATTLE.

AND SO THAT IS WHERE BASELINE METRICS AND MEASUREMENTS BECOME SUPER IMPORTANT.

THIS BECOMES THAT STARTING SPOT FOR US OF WHAT WE'RE LOOKING AT AND HOW WE NEED TO MOVE ON THAT, HOW WE REFLECT ON IT TOGETHER AND COLLABORATION WITH NOT ONLY OPERATIONAL TEAMS, BUT TEAMS ACROSS THE SYSTEM AND THEN HOW WE HOW WE MOBILIZE WORK IN A WAY THAT ADDRESSES THAT.

SO AGAIN, THAT'S OUR PRESENTATION FOR TODAY.

I REALLY LIKE HOW YOU ENDED THE BULLET POINTS ON SUPPORTING A CULTURE OF CONTINUOUS IMPROVEMENT, BECAUSE IN ANY MODERN ORGANIZATION, THAT'S CERTAINLY NECESSARY. SO I LIKE THAT Y'ALL ARE FOCUSED ON THAT.

AND THEN WORDS THAT MATTER.

IS THAT WHAT WE'RE CALLING OUR VALUE STATEMENT? YES, MA'AM. OKAY.

SO I HAVEN'T HEARD MUCH BUZZ YET FROM PEOPLE THAT I INTERACT WITH THAT THEY'RE REALLY REFERENCING THAT OR USING THAT.

JUST LIKE THE LEADERSHIP ACCORD.

THERE'S NO TALK ABOUT IT.

SO THE CONCERN IS, IS JUST WORDS ON PAPER AND NOT ANYTHING THAT'S GOING TO REALLY HELP US DRIVE A CULTURE WITHIN DALLAS COLLEGE DAY.

CERTAINLY THE BOARD HAS HEAVILY INVESTED IN BARRIER BUSTING AND MAKING DALLAS COLLEGE THE BEST PLACE TO WORK, BUT IT DOES NO GOOD.

AND FROM YOUR LEVEL YOU'RE PUSHING DOWN.

BUT YOUR SECOND LEVEL IS DOWN REALLY ISN'T.

AND THAT'S WHAT I CONTINUE TO GET, THAT THEY'RE NOT REALLY FOCUSED ON THE LEADERSHIP, OF COURSE, AND WORDS THAT MATTER HAVEN'T EVEN BEEN MENTIONED.

1 OR 2 PEOPLE MIGHT HAVE HEARD OF LEADERSHIP ACCORD AND MAYBE THE LEADER IS FOCUSING ON THAT, BUT I APPRECIATE THAT FEEDBACK AND THAT WILL BE PART OF CONTINUOUS IMPROVEMENTS TO CHANGE.

BECAUSE AGAIN, AS I STARTED WITH SO MUCH OF THE BLUE SHEETS IN THE VERY BEGINNING WAS I SAID, I REALLY WANT TO BE ABLE TO HAVE A LONG TERM VIEW ON THINGS LIKE HOW DO WE POSITION OURSELVES TO BE IDENTIFIED AS A BEST PLACE TO WORK FOR KNOWING THAT WE'VE GOT A LOT TO DO, A LOT OF THINGS TO DO TO WORK BACKWARDS AND THAT WE CAN'T GET THERE NEXT YEAR.

BUT OVER A PERIOD OF TIME THAT WE PUT THAT GOAL OUT THERE AS AN ASPIRATIONAL GOAL AND THAT WE'RE INTENTLY LOOKING AT AND TAKING FEEDBACK AND MEASURING WHERE MAYBE WE'RE NOT HITTING THE MARK.

AND THAT IS SO MUCH HONESTLY THE POINT OF ALL OF THIS.

YOU ALREADY HEARD SOME OF WHERE WE'RE HAVING TO READJUST OR RETHINK.

THAT'S SO MUCH THE PART OF THIS IS THIS ISN'T JUST LET'S LET'S TALK AND SHOW THE GOOD THINGS.

BUT IT IS LET'S TAKE A HARD, CRITICAL LOOK AT THE THINGS WHERE WE'RE NOT MEETING THE MARK.

AND IF NOT, HAVE THOSE INTENTIONAL CONVERSATIONS, IDENTIFY WHY.

AND AS I SAID EARLIER, PUT DIFFERENT RESOURCES BEHIND THEM OR WHATEVER IT MAY BE, THAT THIS IS GOING TO BE A MULTI YEAR EFFORT TO FULLY BUILD THIS THING OUT AND LIVE IT. BUT IT BECOMES, YOU KNOW, THE THE THE SCORECARD, THE THE HEALTH REPORTS OF HOW ARE WE DOING AS AN INSTITUTION. AND AGAIN, I APPRECIATE THE WORK THAT'S GONE INTO THIS WITH THIS TEAM AND OTHERS BECAUSE IT'S HARD TO DO.

BUT AS YOU SEE I MEAN SOME OF THIS YOU'VE SEEN BEFORE AND SOME OF THIS WE PAID ATTENTION TO BEFORE, BUT SOME OF THIS WE'VE NEVER REALLY ASKED THE QUESTIONS AND NEVER STOOD IN FRONT OF THE MIRROR AND SAID, HOW ARE WE DOING? AND SO THAT'S WHY I THINK THIS IS SUCH A VALUABLE TOOL THAT IT'S NOT JUST AN EXERCISE THAT WE FILL IN SOME BLANKS AND WE GO ON, BUT THAT WE ARE CONTINUING TO COME BACK AND SAY, ARE WE DOING BETTER OR WORSE? ARE WE MEETING THE GOAL? ARE WE MEETING THE MARK OR NOT? WELL, I REALLY LIKE THE EXAMPLE THAT MR. WRIGHT GAVE ON PREVENTIVE MAINTENANCE, THE GOAL AND HOW FAR WE HAVE TO GO.

BUT YOU DIDN'T HIDE THE BALL AND THANK YOU FOR THAT BECAUSE THAT'S THE ONLY WAY WE'RE GOING TO GET THERE.

SO HOPEFULLY EVERYBODY ELSE WILL QUIT HIDING THE BALL AND USE THAT LEADERSHIP ACCORD AND USE THE WORDS THAT MATTER AND HELP US REALLY CHANGE THIS CULTURE.

BECAUSE AS I'VE SAID, THE BOARD IS HEAVILY INVESTED FOR US TO STAY THE SAME.

YEAH, AND I HAD A BASEBALL COACH WHO USED TO GIVE US DO BETTER TALKS, RIGHT? AND SO WHILE IT MAY NOT BE OUT THERE THAT PEOPLE ARE READING EVERY SENTENCE OR CONVERSATION WITH THE WORDS THAT MATTER OR THE THE OTHER PIECES, THERE ARE DO BETTER TALKS THAT ARE HAPPENING ACROSS THE SYSTEM, LIKE WE'RE BETTER THAN THIS.

[01:15:01]

AND I'M NOT REFERENCING EVERY CONVERSATION.

I'M JUST REFERENCING. GENERAL.

GENERAL. YES. MAYBE YOU NEED TO LOOK AT WHO YOU'RE SPEAKING TO.

I HAVE A WIDE CROSS.

WHY? LET ME TELL YOU, OLD AND RECENT OR ANYTHING ELSE, THEY KEEP YOU ON. YEAH.

GOOD JOB. GOOD, GOOD, GOOD.

YES. HOW ARE YOU DOING? OH, THAT'S GREAT.

THAT'S GREAT. CAN NEVER TELL A DOCTOR, BUT I GOT TO LEARN ABOUT MY KIDS.

YEAH. GOOD, GOOD, GOOD JOB.

GOOD JOB. GIVE ME THE PORTION OF SCHOOL BUSINESS.

HAVE NOT BEEN MEETING IS ADJOURNED.

HALLELUJAH. HEY, IT'S ONE MORE.

* This transcript was compiled from uncorrected Closed Captioning.