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THE LAST ONE. ACCORDING TO SECTION 55555, ONE OF THE TEXAS OPEN MEETINGS ACT, I CALL TO ORDER THE CHANCELLOR'S PERFORMANCE REVIEW COMMITTEE MEETING THE BOARD OF TRUSTEES OF DALLAS COLLEGE GEORGEANN SIX AND 3:22 P.M..
MEMBERS OF THE PUBLIC WHO HAVE FOLLOWED THE INSTRUCTIONS ON THE DALLAS COLLEGE BOARD OF TRUSTEES WEBSITE FOR REGISTERING TO SPEAK DURING THE PUBLIC COMMENT PORTION WILL BE GIVEN FIVE MINUTES. THE CHANCELLOR'S PERFORMANCE REVIEW MEETING IS BEING BROADCAST OVER THE INTERNET AND AUDIO RECORDING AND TRANSCRIPT OF THE MEETING ARE BEING MADE.
IT WILL BE AVAILABLE TO THE PUBLIC ON THE BOARD'S WEBSITE AFTER THE MEETING AT A LATER DATE.
CHANCELLOR, CAN YOU PLEASE CONFIRM THAT THIS MEETING HAS BEEN POSTED IN ACCORDANCE WITH 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.SELENA, ARE THERE ANY CITIZENS WISHING TO ADDRESS? NO, SIR. NO ONE HAS SIGNED UP FOR THIS MEETING.
ALL RIGHT. RIGHT? WELL, THAT'S SORT OF BRAVO.
CAMEL. MOTHER NATURE IS WEIGHING IN ON YOUR VIEW? ABSOLUTELY. APPARENTLY THE LORD IS SPEAKING TO US.
[4. Committee Presentations]
WE GOT TWO PARTS TO THIS MEETING.FIRST OFF, THE PERFORMANCE PERFORMANCE EVALUATION COMMITTEE ON BEHALF OF THE BOARD WOULD LIKE TO PRESENT TO THE PUBLIC THE RESULTS OF THE JUST COMPLETED REVIEW OF OUR CHANCELLOR.
IF WE CAN GO TO THE NEXT FIRST SLIDE.
THE CHANCELLOR HAS BEEN ON BOARD NOW FOR ABOUT A YEAR AND WE DID SOMETHING VERY INNOVATIVE HERE AT DALLAS COLLEGE, WHICH WAS TO NEGOTIATE A SIGNIFICANT PERFORMANCE BASED COMPONENT TO HIS CONTRACT.
WE'VE LOOKED AT THE METRICS AND WE'RE GOING TO REPORT THE RESULTS OF OF HOW THAT HAPPENED.
THE THREE THINGS THAT WE LOOKED AT PRIMARILY OR, YOU KNOW, FIRST OF ALL, WE DID A SURVEY OF THE TRUSTEES TO TRY TO GET SOME MEASUREMENTS AND METRICS AROUND TRUSTEES, OPINION AND ATTITUDES OF THE CHANCELLOR'S PERFORMANCE.
WE DID A SURVEY OF THE COMMUNITY AND AND THEN WE USED THAT INFORMATION IN PART TO INFORM OUR OVERALL EVALUATION OF THE CHANCELLOR'S PERFORMANCE, TIED TO FOUR GOALS WHICH WE HAD DEFINED EARLIER IN THE YEAR.
LET'S TAKE A LOOK AT THE TRUSTEE SURVEY RESULTS.
SIX OF THE SEVEN BOARD MEMBERS RESPONDED TO THIS SURVEY AND THE HIGHLIGHTS COMING BACK FROM THAT PROCESS WAS WE WERE PLEASED THAT THE CHANCELLOR'S ENGAGEMENT INTERNALLY AND I THINK COMING INTO THIS YEAR, WE RECOGNIZED THAT THERE WAS A LOT OF WORK TO DO INSIDE THE ORGANIZATION WITH OUR EMPLOYEES.
AND WE ASK THE CHANCELLOR TO BUY US TIME FOR THAT.
AND THE BOARD BELIEVES THAT THAT HAS HAPPENED.
AND WE ALSO ASK THAT THE CHANCELLOR DEVELOP VARIOUS TOOLS AND PROCESSES AND FEEDBACK TO GAUGE EMPLOYEE SENTIMENT AND WHO'S ON THE BUS AND, AND ARE PEOPLE MOVING TOGETHER IN THE RIGHT DIRECTION.
AND YOU KNOW, WE HAD DONE THAT BEFORE AND WE NOW HAVE A SET OF BASELINE DATA, AS WE TALKED ABOUT EARLIER, IN WHICH TO EVALUATE EMPLOYEE ATTITUDES AND PERCEPTIONS IN A QUANTITATIVE WAY, AS WELL AS WHAT WE HEAR BACK FROM OTHER OTHER FEEDBACK CHANNELS, AREAS THAT THE TRUSTEES ASKED THE CHANCELLOR TO CONTINUE TO FOCUS ON DIVERSITY, EQUITY AND INCLUSION IS IMPORTANT AND REMAINS AN A PRIORITY FOR THIS BOARD.
WE STILL THINK WE HAVE WORK TO DO THERE, BOTH ON THE HIRING AND EMPLOYEE FRONT, BUT ALSO, YOU KNOW, WE'RE GETTING READY TO GO INTO A MAJOR BOND PROGRAM AND WE'VE GOT A LOT OF WORK TO DO. CHANCELLOR'S GOT A LOT OF WORK TO DO.
AND SO WE'RE GOING TO CONTINUE TO FOCUS ON THOSE ON THOSE AREAS.
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PERFORMANCE AND THESE COMMUNITY LEADERS.AND THE RESPONSES WERE OUTSTANDING.
YOU KNOW, 17 OF THE 18 RESPONDED RATED OUR IS EXCEEDING EXPECTATIONS REGARDING TO HIS REGARDING HIS PERFORMANCE AND HIS OUTREACH.
AND YOU CAN SEE SOME OF THE COMMENTS THERE ON THE RIGHT.
AND WE THINK THIS IS DUE TO A LOT OF INTENTIONALITY BY OUR CHANCELLOR TO ENGAGE THE COMMUNITY, BUT ALSO HIS LONG STANDING RELATIONSHIPS IN THE COMMUNITY AND AND THE FACT THAT HE'S A KNOWN QUANTITY AND IS TENDED THIS GARDEN WELL FOR A LONG TIME.
AND PEOPLE ARE VERY SUPPORTIVE OF HIM BEING IN THE LEADERSHIP ROLE.
SO THAT WAS PRETTY STRONG AND FEEDBACK ABOUT FROM THE COMMUNITY ON OUR CHANCELLOR.
SO FOR THE JUST COMPLETED PERFORMANCE CYCLE 20 2223.
WE SET FOUR AREAS FOR A FOCUS AND, AND WE'RE MOVING NOW INTO THE PERFORMANCE COMPONENT OF HIS COMPENSATION. AND YOU CAN SEE WHAT THEY THEY ARE THERE.
THESE ARE DRAWN FROM THE BOARD ESTABLISHED STRATEGIC GOALS.
AND AND THEN WE TOOK THESE FOUR AREAS.
AND LET'S GO TO THE NEXT SLIDE AND WE'LL SHOW YOU THE RESULTS.
AND YOU CAN SEE THE ALLOCATION OF 20% TO ENROLLMENT RECOVERY, 30% TO STAFF ENGAGEMENT AND LEADERSHIP, 20% TO STUDENT PERSISTENCE AND 30% TO STRATEGIC INITIATIVES. AND THEN WE JUDGE THE CHANCELLOR ON EACH OF THOSE AREAS.
AND, YOU KNOW, IN SOME OF THESE AREAS, SUCH AS ENROLLMENT RECOVERY, YOU KNOW, WE HAD VERY QUANTITATIVE RESULTS, WE HAD NUMBERS, WE HAD HARD NUMBERS TO LOOK AT.
AND, YOU KNOW, ENROLLMENT, RECOVERY, YOU SEE WE DIDN'T HIT OUR METRICS THERE.
WE DIDN'T GET IT. AND SO HE DIDN'T EARN ANYTHING ON THAT.
AND THE SUBJECTIVE RESULTS, YOU KNOW, WE AWARDED SOME COMPENSATION THERE BASED ON THE FACT THAT THERE WAS A LOT OF INTENTIONALITY AND EFFORTS AND SPECIFIC PROGRAMS AND STRATEGIES THAT WERE PUT IN PLACE TO MOVE THAT METRIC FORWARD.
AND WE WANTED TO RECOGNIZE THAT.
AND I WON'T GO THROUGH THE OTHER THREE WITH ANY DETAIL UNLESS BECAUSE THE BOARD HAS SEEN ALL THIS.
BUT THAT WAS THE PROCESS THAT WE WENT THROUGH.
AND SO OUT OF THE $70,000 AVAILABLE, YOU KNOW, THE BOARD IS AWARDING $51,194 OF THAT OPPORTUNITY TO THE CHANCELLOR THIS YEAR, YOU KNOW, BASED ON PERFORMANCE.
AND SO IF WE GO TO THE NEXT SLIDE, OUR OVERALL RECOMMENDATIONS TO THE BOARD AND THIS WILL BE REFLECTED IN AN ACTION ITEM THAT THE BOARD WILL CONSIDER TONIGHT, YOU KNOW, A 5% INCREASE IN BASE PAY AND CHANCELLOR'S CONTRACT IS SET UP SO THAT HE DOESN'T AUTOMATICALLY GET THE INCREASE THAT THE EMPLOYEES GET DURING OUR BUDGETING PROCESS. BUT WE WANTED TO AWARD THAT FOR THE SIMILAR REASONS WHY WE WANTED TO AWARD IT TO OUR EMPLOYEES.
YOU KNOW, COST OF LIVING HAS GONE UP AND EVERYTHING'S MORE EXPENSIVE.
AND EVEN FOR YOU, RIGHT? YOU'RE NOT IMMUNE TO THAT, I GUESS.
AND AND WE ALSO WANTED TO EXPRESS STRONGLY OUR SUPPORT FOR THE CHANCELLOR'S LEADERSHIP.
SO, YOU KNOW, HE HAS A NEW THREE YEAR CONTRACT THIS YEAR.
AND THAT'S BASED ON WHAT THE BOARD JUDGED TO BE STRONG AND STRONG PERFORMANCE.
AND THEN FINALLY, WE WANT TO DOUBLE DOWN ON THIS INCENTIVE PAY PROCESS.
AND AND WE ARE RECOMMENDING AND AND WE'LL CONSIDER TONIGHT, YOU KNOW, INCREASING THE INCENTIVE PAY FOR THIS UPCOMING CYCLE FROM $70,000 UP TO $100,000.
AND OVER THE COURSE OF THE SUMMER, THE CHANCELLOR'S PERFORMANCE REVIEW COMMITTEE WILL BE WORKING TO DEFINE THE PERFORMANCE METRICS FOR THE THE UPCOMING CYCLE, WHICH WILL BEGIN WITH THE BUDGET YEAR ON SEPTEMBER 1ST, 2023, AND WHAT WE SAW IN THE PREVIOUS PRESENTATION, THE GOVERNANCE COMMITTEE.
WE WANT TO GET THE CHANCELLOR'S PERFORMANCE REVIEWS CLOSELY ALIGNED AND TIED TO THE OVERALL ORGANIZATION PERFORMANCE AS WE POSSIBLY CAN, AND ALSO WHERE WE CAN TO USE AS MUCH QUANTITATIVE METRICS IN AWARDING THE PERFORMANCE BASED COMPONENTS OF HIS CONTRACT WHILE STILL RECOGNIZING THAT THERE ARE SOME AREAS OF SUBJECTIVITY AND
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JUDGMENT THAT THE BOARD WANTS TO RETAIN REGARDING THE CHANCELLOR'S OVERALL PERFORMANCE.AND AND THAT'S WHAT WE'LL, WE'LL BRING FORWARD.
CHANCELLOR, WOULD YOU CARE TO COMMENT ON ANY OF THAT? WELL, I'LL SAY, YOU KNOW, FIRST OF ALL, THAT STARTING YOU KNOW, WE STARTED THIS WITH ME AND AS WE'LL GET INTO HERE IN A MINUTE WAS THAT, YOU KNOW, IT WAS REALLY WELL, I WON'T GET INTO THE WHY IT WAS WE'LL GET INTO THE WHY HERE IN A MINUTE BUT BUT YOU HAVE TO HAVE CERTAIN FOUNDATIONAL COMPONENTS IN PLACE. ONE IS YOU'VE GOT TO HAVE A ROBUST EVALUATION.
AND I WILL SAY, HAVING BEEN AROUND HERE FOR A WHILE AND HAVING BEEN AROUND THE CHANCELLOR EVALUATIONS FOR SOME OF MY PREDECESSORS, THAT, YOU KNOW, THIS IS ONE OF THE MOST DETAILED, THE MOST DETAILED CHANCELLOR EVALUATION THAT I'VE SEEN.
AND IT PROBABLY DOESN'T IT'S NOT JUST BECAUSE IT FELT INVASIVE, BUT IT'S BECAUSE WE HAVE BUILT THIS COMPREHENSIVE EVALUATION THAT INCLUDED THIS PERFORMANCE ASPECT, INCLUDES THE KPIS AND.
SO IT PUTS YOU KNOW, IT PUTS SOME METRICS AROUND SOME OF THESE THINGS.
AND THEN CERTAINLY INCLUDES THE THE BOARD'S PERCEPTIONS.
YOU KNOW, THE VALUATION WILL LOOK A LITTLE DIFFERENT FOR EMPLOYEES.
BUT AGAIN, BEFORE YOU CAN DO THIS, YOU'VE GOT TO HAVE A ROBUST EVALUATION IN PLACE.
THE OTHER PART IS OUR COMPREHENSIVE COMPENSATION REVIEW THAT WE'RE DOING.
YOU KNOW, THAT IS REALLY LOOKING AT OUR ROLES COMPENSATED APPROPRIATELY IN THE MARKETPLACE.
AND SO SO WE'RE GOING THROUGH THAT EFFORT NOW.
AND I'LL SAY THAT I GUESS SINCE I HAVE THE MIC, I CAN SAY THIS, THAT WHEN WE PUT MY CONTRACT TOGETHER, THERE WAS RECOGNITION THAT MAYBE WE WERE VALUING ME LOWER A LITTLE BIT, BUT TO HAVE THE OPPORTUNITY FOR THIS VARIABLE COMP.
AND SO AGAIN, HAVING A ROBUST EVALUATION IN PLACE, SETTING THE ROLE APPROPRIATELY TO THE MARKET, WHICH WE'RE WE'RE DOING NOW WITH OUR COMPREHENSIVE COMPENSATION REVIEW WITH THE EMPLOYEES. AND SO WE KNOW THAT THERE ARE LONG STANDING THINGS THAT EXIST AROUND COMPRESSION OF SALARIES AMONGST OUR EMPLOYEE GROUPS THAT AS WE COMPLETE THIS COMP REVIEW, IS GOING TO HELP US TAKE A LOOK AT THAT, ADDRESS THOSE BEST WE CAN, AND THEN ALSO BEGIN TO BUILD THIS FRAMEWORK THAT THAT YOU ALL HAVE PUT IN PLACE WITH ME OR A VARIATION OF THE FRAMEWORK FOR FOR ALL EMPLOYEES.
SO WE CAN REALLY, YOU KNOW, DO A COUPLE OF DIFFERENT THINGS.
ONE IS IT HELPS FOCUS ON ACCOUNTABILITY AND IT HELPS INCENTIVIZE AND REWARD HIGH PERFORMANCE.
AND WE HAVE SOME AMAZING, HIGH PERFORMING EMPLOYEES ACROSS THIS INSTITUTION THAT NOW WILL NO LONGER, AS WE BUILD THIS OUT, WON'T BE JUST BOUND TO THE AM I GOING TO GET AN ACROSS THE BOARD PERCENTAGE RAISE JUST LIKE MY NEIGHBOR ACROSS THE CUBICLE THAT IS A SLACKER.
AND AND WHAT ABOUT MY PERFORMANCE THAT IS BETTER THAN THEIRS OR VICE VERSA, WHATEVER IT IS? AND SO I SAY ALL OF THAT, THAT IT WAS IMPORTANT FROM THE VERY BEGINNING WHEN I CAME INTO THE ROLE THAT LET'S LOOK AT THIS DIFFERENTLY.
LET'S THINK ABOUT THIS DIFFERENTLY.
YES, MA'AM. OH, MA'AM, I JUST WANTED TO SAY THAT I THOUGHT YOU GUYS DID A GOOD JOB AND SETTING THIS SYSTEM UP AND THEN BRINGING IT DOWN TO THE LEVEL THAT EVERYBODY CAN UNDERSTAND.
YOU KNOW, MAYBE OVER THE YEARS AFTER WE SEE HOW IT WORKS, WE MIGHT HAVE TO DO A LITTLE TWEAKING.
AND IT'S BEEN DEFINITELY A TEAM EFFORT WITH THE COMMITTEE AND THE CHANCELLOR AND THE FULL BOARD.
AND AND THIS IS AN ORGANIC PROCESS.
I MEAN, THIS IS A LIVING, BREATHING THING.
AND SO WE'LL BUILD ON IT SOME TYPE OF MERIT SYSTEM FOR YEARS AND WE JUST NEVER GOT DONE.
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SO I WAS JUST HAPPY THAT, YOU KNOW, IT GOT DONE.AND LIKE I SAID, IT'S EASY TO DIGEST AND I THINK IT WILL BE FAIR FOR FOR EVERYBODY IF IT'S USED WELL AND USED WITH THE INTENT THAT THE BOARD FELT AND WAS TRYING TO PUT FORWARD.
THE GOOD NEWS IS WE HAVE NOW AN ESTABLISHED FRAMEWORK TO BUILD UPON.
AND I THINK AS CHANCELLOR MENTIONED, WE NOW GET THE OPPORTUNITY TO KIND OF BUILD A NEW PROCESS GOING FORWARD THAT'S BUILT ON PERFORMANCE. IT ALLOWS US TO REWARD EMPLOYEES TO THE NEXT LEVEL DOWN, IF YOU WILL, BASED ON THEIR PERFORMANCE WITH CLEAR EXPECTATIONS, WITH KPIS.
AND THAT DRIVES A LEVEL OF COMMITMENT AND SHARED OWNERSHIP OF RESULTS.
THERE IS A WAY FOR US NOW ALSO TO INCENTIVIZE NOT JUST THE WHAT BUT THE HOW.
SO CREATING A LINKAGE TO BEHAVIORS OR WE CALL THEM LEADERSHIP COMPETENCIES, AND WE CAN GET THAT THAT BALANCE BETWEEN JUST GOING AFTER DRIVING INITIATIVES AND HOW WE LEAD AND HOW WE SHOW UP.
AND OUR EMPLOYEES ARE GIVING US THAT FEEDBACK.
THEY WANT TO SEE US BALANCE THAT.
AND MOST IMPORTANTLY, I THINK WE SAW IN ONE OF THE LAST ENGAGEMENT SURVEYS IS IT WOULD INCENTIVIZE US TO WORK AS A TEAM ACROSS ALL THE CAMPUSES, ACROSS ALL OF OUR RESPECTIVE UNITS.
SO WHAT ARE WE GOING TO DO NEXT? JUST TO KIND OF SNEAK PEEK UNDER THE TENT HERE THIS SUMMER, WE'RE GOING TO SPEND TIME WITH THE TWOS AND THREES LOOKING AT HOW DO WE ALIGN.
ONCE YOU ESTABLISH THE GOALS WITH THE CHANCELLORS, HOW DO WE FLOW THAT DOWN TO THE NEXT COUPLE OF LEVELS IN THE ORGANIZATION AND MAKING SURE THAT WE ACTUALLY HAVE OUR REVIEW CYCLE NOW SET UP TO TAKE IN SOME OF THE CONSIDERATION FOR OTHER OPERATIONAL CYCLES LIKE THE BUDGET, HOW DO WE MAKE SURE THAT WE LOOK AT GOALS AND OBJECTIVES, THE BUDGET CYCLE ACTUALLY MATCHES UP SO WE DON'T OVER COMMIT OR UNDER COMMIT IN CERTAIN AREAS.
AND THEN WE WANT TO SOFT LAUNCH THIS, PARTICULARLY AS WE START THINKING ABOUT LEADERSHIP COMPETENCIES, GETTING THE TWOS AND THREES PART OF THE PROCESS OF WHAT ARE THE RIGHT LEADERSHIP COMPETENCIES, WHAT ARE THE RIGHT SHARED GOALS AND OBJECTIVES THAT WE WANT TO BUILD OUT AND GET THAT TEAMWORK PIECE BUILT IN.
SO WE ALL HAVE THAT SHARED RESPONSIBILITY AND THIS IS WHERE WE'RE BEING HELD ACCOUNTABLE FOR, AND THAT'S REALLY KEY BECAUSE WE WANT EVERYONE TO BUY IN AND WHAT WE'RE TRYING TO DELIVER. AND LASTLY, WE ANTICIPATE THROUGH THIS PROCESS OF LAUNCHING THE NEW REVIEWS STARTING IN SEPTEMBER.
QUESTIONS. DO YOU KNOW WHAT COMMON SENSE? IN 2023, WE'RE GOING TO DEFINE WHAT THE LEADERSHIP COMPETENCIES SHOULD BE.
OUR LEADERSHIP, BECAUSE EVERYBODY HAS A DEFINITION OF WHAT IS IS.
AND HERE WE'LL BE WORKING FROM A COMMON SET OF DEFINITIONS.
IN THIS WAY, AGAIN, WE HAVE A COMMON SET THAT WE'RE WORKING FROM AND THEN OF COURSE, I'M SURE EVERYBODY WILL BRING THEIR OWN PARTICULAR NUANCE OR BRILLIANCE, ETCETERA TO IT AS WELL.
SO THIS IS GREAT. BUT HAVING THOSE LEADERSHIP COMPETENCIES, HAVING BEHAVIORAL COMPETENCIES AND HAVING SOME SHARED GOALS, YOU KNOW, WE'VE WE'VE JUST NOT ESTABLISHED THOSE PREVIOUSLY.
I'M REALLY ENCOURAGED THAT WE'RE ON THE TRACK.
YOU STILL HAVE A JOB, RIGHT? RIGHT. BUT BUT HOW YOU KNOW, IF THE FRAMEWORK WAS THE RIGHT ONE AND HOW TO BUILD IT.
AND AS TRUSTEE VICTOR SAID, WE'LL CONTINUE TO REFINE.
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AND THEN FROM THERE WE BUILD AND CASCADE EVEN FURTHER.PAUL WHAT YOU'D EXPECT THE CHAMBER GUY TO PUMP SUNSHINE AND I'M GOING TO DO THAT AND I DON'T THINK ENOUGH ACKNOWLEDGMENT HAS BEEN PLACED ON THE ROLE THAT OUR CHANCELLOR HAS PLAYED IN THIS WHOLE SETUP BECAUSE HE DID TAKE A LOWER THAN THAN INDUSTRY COMPARABLE TO DO THIS, TO SET THIS EXAMPLE AND LITTLE UNDER THE TENT INSIDE THE COMMITTEE.
WE WORKED REAL HARD ON THE ON THE OBJECTIVE AND THE SUBJECTIVE.
AND I APPLAUD CHAIRMAN RIDDER'S BALANCE THAT WE ACHIEVED AND TRUSTEE FLOYD THIS WHOLE PROCESS.
BUT WHEN YOU LOOK AT CASCADING THIS DOWN TO AN ORGANIZATION AND TYING IT TO ACTUAL RESULTS AND DOING IT, I THINK THAT'S WHEN INDUSTRY STANDPOINT THAT JUST DOESN'T HAPPEN.
SO I GUESS ALL THAT TO SAY THANK YOU.
WELL, THANK YOU FOR THAT. LET ME SAY A FEW WORDS ABOUT WHAT IT'S GOING TO TAKE TO MOVE THIS TO SCALE, AND PARTICULARLY IN TERMS OF THE TRAINING OF MANAGERS AND SUPERVISORS TO HELP DEFINE PERFORMANCE GOALS AND WHAT ARE DISPARATE PARTS OF A LARGE ORGANIZATION.
HOW DOES PERFORMANCE PAY TIE TO DEVELOPMENT PLANS AND TRAINING PLANS? SO IS THIS WHAT'S THIS GOING TO LOOK LIKE IN 2 TO 3 YEARS? BECAUSE IT'S NOT JUST PERFORMANCE, IT'S AN OVERALL HR SYSTEM.
SO WHILE WE MAY BE FOCUSING ON THE INCENTIVE PIECE FOR THE TWOS AND THREES, THE NEXT KIND OF TURN OF THE WHEEL CALLED NEXT GENERATION PERFORMANCE MANAGEMENT, WE'VE GOT TO TEACH OUR LEADERS HOW TO DO REALLY GOOD PERFORMANCE REVIEWS.
AND THAT MEANS STARTING NOW, EVEN BEFORE WE GET TO INCENTIVE COMPENSATION AND MERIT PAY.
WE'LL START IN 20 KIND OF ACADEMIC YEAR, 24 OF BUILDING THAT SKILL SET, WORKING WITH THEM FROM AN HR PERSPECTIVE OF HOW DO YOU DO GOAL SETTING, HOW DO YOU DO COACHING AND PERFORMANCE FEEDBACK ON A QUARTERLY BASIS VERSUS SITTING DOWN WITH SOMEONE AT THE END OF THE YEAR AND THEY'RE HOPING THAT THEY GET A GOOD REVIEW, THEY SHOULD KNOW WHERE THEY STAND GOING INTO THAT YEAR END REVIEW.
BUT THAT'S A THAT'S A LONG PROCESS AND IT TAKES IT'S A MUSCLE WE HAVE TO BUILD WITHIN THE CULTURE.
SO WE'LL START THAT EFFORT THIS YEAR.
AND IT WILL TAKE SOME COACHING OF OUR LEADERS TO BE GOOD AT THAT.
SO WE'RE GOING TO BE SUPPORTIVE OF THAT.
THIS IS PEOPLE ARE PULLING FOR IT, WHICH IS VERY ENCOURAGING.
THEY'RE GOING TO BE INVOLVED IN DELIVERING THE PROMISE OF THAT PROGRAM.
HOW DO YOU TAKE INCENTIVES? HOW DO YOU CREATE INCENTIVES FOR TEAMS INSIDE OF DALLAS COLLEGE FOR A PROGRAM LIKE THAT ONE, WE HAVE A TIE TO BACK TO.
FINALLY, WHAT'S THE LINK BACK TO OUR STRATEGIC PRIORITIES IN THIS CASE? IT COULD BE OVERALL STUDENT ENROLLMENT OR STUDENT PERSISTENCE.
FIND A CONNECTION THERE AND THEN SIT WITH THE TEAM AND SAY WHERE ARE THE WHAT ARE THE MEASURED KPIS OF A PROGRAM LIKE THIS AND HOW DO WE GET BETTER FROM FROM ONE YEAR OR ONE QUARTER OVER AND OVER? BUT YOU HAVE TO SPEND TIME AS A TEAM REALLY THINKING THROUGH THE MEASURES, THE KPIS THAT MAKE SENSE TO PUT ON A PERFORMANCE REVIEW AND DON'T OVER COMMIT ON THE ACTUAL STRETCH TARGETS.
YOU KNOW, IF YOUR HISTORY SAYS YOU'VE ONLY GROWN 3%, DON'T SIGN UP FOR A 12% INCREASE.
IT'S BEING SMART AND CALL IT SMART OBJECTIVES.
THERE ARE ACTUALLY SPECIFIC, MEASURABLE, ATTAINABLE, RELEVANT AND TIME BOUND.
SO THOSE THINGS BECOME REALLY IMPORTANT.
AND HOW WE TIE THAT TO PERFORMANCE REVIEWS.
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YEAH. SO AGAIN, I JUST WANT TO MAKE SURE WE'RE CLEAR THAT WHAT WE'RE BUILDING, WE'RE DOING THIS SUMMER IS BUILDING THIS FRAMEWORK FOR THE L2 AND L3 EXPANDED LEADERSHIP TEAM.AND THEN WE'LL CONTINUE TO COME BACK AND HAVE DIALOG AND CONVERSATION ABOUT THE TIMELINE TO CASCADE THAT ON DOWN THROUGHOUT THE REST OF THE ORGANIZATION.
GREAT. ANY OTHER QUESTIONS FROM TRUSTEES? AMEN. OKAY.
IT'S 347 AND THE CHANCELLOR'S PERFORMANCE REVIEW COMMITTEE OF THE BOARD OF IS ADJOURNED.
THANK YOU.
* This transcript was compiled from uncorrected Closed Captioning.