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[1. Roll Call - Announcement of a Quorum]
GO AHEAD AND GET STARTED.MEMBERS OF THE PUBLIC WHO HAVE FOLLOWED THE INSTRUCTIONS ON THE DALLAS COLLEGE BOARD OF TRUSTEES WEBSITE FOR STREAM TO SPEAK DURING THE PUBLIC COMMENT PORTION WILL BE GIVEN FIVE MINUTES TO SPEAK. THIS SPECIAL BOARD MEETING IS BEING BROADCAST OVER THE INTERNET.
THE CHANCELLOR, CAN YOU PLEASE CONFIRM THIS MEETING HAS BEEN POSTED IN ACCORDANCE WITH THE LAW?
[2. Certification of Notice Posted for the Meeting]
MADAM CHAIR, I CAN CERTIFY THIS MEETING HAS BEEN POSTED ACCORDING TO SECTION 551.05 FOR TEXAS GOVERNMENT CODE.WE DO NOT HAVE ANY CITIZENS DESIRING TO ADDRESS THE BOARD.
THAT'S CORRECT. I'M GOING TO FIND IT FOR THIS MEETING.
SO WE WILL CONTINUE WITH THE PRESENTATION THAT WE DID NOT GET TO FINISH YESTERDAY AFTERNOON.
[4. Special Presentations]
ESSER. YEAH.WILLIAMS, BRAD, TO COME UP AND AND WHOEVER THE REST OF THE TEAM IS JOINING, AS WE START BACK IN, I THINK WE'RE GOING TO START ON THE TECHNOLOGY SIDE. SO I APPRECIATE THE BOARD'S QUESTIONS YESTERDAY AND HOPEFULLY WHAT YOU SAW IS THE COLLABORATIVE NATURE OF THE CROSS-FUNCTIONAL WAY THAT WE'RE THINKING ABOUT HOW TO DO THE BUDGET AND THE WAY THAT WE ARE CERTAINLY OPERATING AS AN INSTITUTION A LITTLE BIT DIFFERENTLY NOW.
AND SO WE'LL CONTINUE THAT DIALOG WITH SOME OF THE OPERATIONS SIDE AND THEN MOVE INTO THE SOME OF THE BOND UPDATE PIECES AND THEN GET INTO SOME OF THE DOLLARS AND CENTS WITH OUR FINANCE TEAM AROUND THE BUDGET.
BRAD. YEAH, NOTHING LIKE STARTING THE DAY WITH THE TECHNOLOGY, RIGHT? SO THIS IS A VERY IMPORTANT TOPIC FOR A NUMBER OF REASONS.
IT'S A IT'S A DEFINING POINT FOR THE SYSTEM AS WE AS WE MOVE INTO A NEW KIND OF ERA OF HOW WE USE TECHNOLOGY TO DRIVE INNOVATION AND EFFICIENCY AND SOME AUTOMATION AND SOME PROCESS IMPROVEMENT.
SO WHEN WE START TALKING ABOUT CHANGE MANAGEMENT AND THAT'S A SLIDE THAT I'LL HIT IN JUST A SECOND, IT BECOMES REAL IMPORTANT BECAUSE WHILE WE DO GAIN EFFICIENCIES, IT'S A LITTLE BIT OF A LIFT OR A HEAVY LIFT TO GET US THERE.
GOOD MORNING. THANK YOU. AND I HOPE YOU DON'T MIND.
I STAND IT. IT'S A LITTLE SCARY THING TO GIVE YOU A BIGGER TARGET TO THROW AT.
RIGHT. SO CAN I ASK A QUESTION? YES, MA'AM. ALL OF THOSE COMPANIES.
WELL, THOSE ARE SOFTWARE PACKAGES, RIGHT? YES, MA'AM. AND WE'RE USING ALL OF THOSE.
AND SO THIS IS TO KIND OF SHOW WHERE WE ARE NOW.
I THINK THERE'S TWO THINGS TO TAKE AWAY FROM THIS SLIDE.
THIS IS THE MAJOR STRATEGIC LEVEL SYSTEMS THAT AFFECT THE ENTIRE ENTERPRISE.
AND SO WHEN YOU GET THAT LIST, I'LL GIVE YOU AN ENTIRE ONE.
SO YOU'LL SEE WHAT THIS IS DOING IS ALIGNING THIS WITH THE MAJOR BUSINESS FUNCTIONAL AREAS.
AND I THINK WE START OUT WITH JUST THE FOUNDATION.
WE TALKED ABOUT THE, THE LEARN AND GETTING INTO OUR BROADBAND ACCESS AND OUR WI-FI ACCESS.
THESE ARE FOUNDATIONAL ELEMENTS WE'RE GETTING OUT OF THE DATA CENTER BUSINESS, GETTING INTO OUTSOURCING THOSE FUNCTIONALITIES TO MORE AGILE IMPLEMENTATIONS IN AZURE AND AWS. BUT THEY PROVIDE THAT FOUNDATION, THAT FOUNDATIONAL TECHNOLOGY ELEMENT THAT'S REQUIRED TO MAKE EVERYTHING WORK.
THE OTHER THING I LIKE ABOUT THIS IS THE NEXT LEVEL IS WE LOOK AT STUDENT SUCCESS AND OPERATIONS.
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BUT ALIGNING THOSE APPLICATIONS THEN IN THE FUTURE GIVES US THE ABILITY TO TRACK LITERALLY LABOR AND NON-LABOR COSTS FROM AN IT PERSPECTIVE AS IT ALIGNS WITH THE BUSINESS. AND THAT'S THAT'S THE ONE THING I WANT YOU TO TAKE OUT OF THIS SLIDE.IF ANYTHING ELSE, THAT'S WHAT WE'RE GOING TO DO.
SOME OF US WOULD CALL THAT ACTIVITY BASED COSTING.
CAN YOU REPEAT THAT WHERE YOU JUST SAID WE'RE GOING TO ALIGN OUR TECHNOLOGY TO UNDERSTAND HOW THEY SUPPORT THE BUSINESS? IN OTHER WORDS, IF I HAVE D2L BRIGHTSPACE, WHICH IS A NEW LEARNING MANAGEMENT SYSTEM, THERE'S A REASON WHY I HAVE THAT, AND THAT HAS TO TIE DIRECTLY TO THE BUSINESS ELEMENT FOR ITS PURPOSE.
SO IS THAT CHANGED? DOES IT DOES IT GO THROUGH A PROCESS BEFORE WE PURCHASE A SOFTWARE OR CONTINUOUS SOFTWARE? YEAH. SO I'M WORKING VERY CLOSELY WITH THE CFO TO TO ALTER THAT APPROACH.
SO HISTORICALLY, IF YOU LOOKED AT US HISTORICALLY, WE WOULD HAVE PURCHASED THINGS ACROSS 30 OR 40 DIFFERENT COST CENTERS AND ACTIVITIES AS WE WERE USED TO AS SEVEN DIFFERENT BUSINESS ENTITIES AND A DISTRICT OFFICE.
AND SO WE'LL PROBABLY HAVE A COUPLE OF BIG COST CENTERS.
ONE WILL JUST BE THE OPERATIONAL BASE.
I'LL TALK ABOUT THAT IN A SECOND.
WE'LL ALSO TAKE ALL OF THE INSTRUCTIONAL SOFTWARE THAT WE HAVE TO BUY SO THAT FACULTY AND STAFF CAN TEACH CLASS AND WE'LL PUT THAT TOGETHER SO WE CAN TRACK THAT AS A BUNDLE INSTEAD OF 30 DIFFERENT PLACES.
DOES THAT HELP? THE OTHER THING THAT I WANT YOU TO TAKE AWAY FROM THIS IS SOME OF THESE WILL RETIRE, SOME OF THESE LIKE ALEUTIAN COLLEAGUE, WHICH WE USE FOR OUR CURRENT SYSTEM, WILL RETIRE IN 2025 WHEN WORKDAY IS FULLY OPERATIONAL.
AS A STUDENT PLATFORM, THE COLLEAGUE SYSTEM GOES AWAY.
SEVERAL OF THESE OTHERS MAY ALSO GO AWAY AS WE ROLL OUT THOSE WORKDAY STUDENT CAPABILITIES.
BUT THE SECOND THING I WANT YOU TO GET IS AS OF YESTERDAY MORNING, WE HAD 17 MAJOR ENTERPRISE LEVEL PROJECTS UNDERWAY SIMULTANEOUSLY.
AND THAT WILL HELP EXPLAIN SOME OF THE NUMBERS IN THE NEXT SLIDE.
ANY QUESTIONS, SIR? WHEN WE DID THE BUDGET LAST YEAR, THERE WAS SEVERAL SHEETS THAT ILLUSTRATED REALLY HUNDREDS OF CONTRACTS THAT WE HAVE FOR SOFTWARE.
HOW DID THAT PROCESS GO AND WHAT DID YOU FIND AND HOW MUCH CAN WE SAVE BY DOING SOFTWARE MORE CENTRALLY AS OPPOSED TO DISTRIBUTED? SO SOME OF THE SAVINGS WE RECRUIT AND THAT WAS PART OF THAT $1.7 MILLION THAT I ASKED YOU TO MATCH FOR THE LAST.
AND THEN AN OUTCOME OF THAT PROCESS THAT WE'RE CURRENTLY IN NEGOTIATIONS WITH IS TO CONSOLIDATE THE SOFTWARE PURCHASING INTO A SINGLE CATALOG. SO THERE ARE A COUPLE OF COMPANIES THAT DO THIS FOR US AND THAT ACTUALLY MANAGE THE LICENSES FOR US.
SO INSTEAD OF DOING LICENSE, MANAGING OURSELVES FUNDAMENTALLY GO THROUGH A VENDOR, EITHER DWG OR SHE AND THEY WILL ACTUALLY MANAGE THE LICENSES FOR US. AND THAT MAKES IT EASIER FOR FOR US TO PURCHASE AND IT CREATES THAT STANDARD LIST OF PACKAGES THAT WE ARE AUTHORIZED TO USE.
SO DID I ANSWER YOUR QUESTION? WELL, I'M JUST I MEAN, IT'S SORT OF A IT WAS A RESIDUAL OF OUR OLD MODEL THAT WE HAD HUNDREDS OF PURCHASING DECISIONS MADE AT THE CAMPUS LEVEL THAT MAY OR MAY NOT BE GERMANE TO OUR SOFTWARE STRATEGY IN 1 OR 1 COLLEGE APPROACH.
AND AND WHEN WE HAD THIS DISCUSSION LAST YEAR ON THE BUDGET, IT'S LIKE, HEY, THERE'S GOING TO BE A PROCESS THAT WE'RE GOING TO GO RATIONALIZE THAT AND WE'RE GOING TO FIGURE OUT WHAT WE NEED AND WHAT WE DON'T. AND WE SHOULD HAVE FEWER CONTRACTS AND SAVE MONEY BECAUSE THERE WAS A BIG NUMBER, YOU KNOW, THERE WAS A BIG LINE ITEM FOR THAT.
AND AND AND THE BOARD EXPRESSING CONCERN.
AND SO I'M WONDERING WHETHER WHETHER THAT PROCESS ACTUALLY SAVED US ANY MONEY.
YOU KNOW WHAT I MEAN? OR OR NOT.
WELL, WE DID AN INITIAL COST SAVINGS BY BASICALLY DEPRECATING SOME OF THE SOFTWARE THAT WAS EITHER REDUNDANT, DATED, WASN'T APPROPRIATE, AND THAT LED TO THAT MILLION PLUS THAT WE SAVED.
I THINK WE'RE GOING TO SAVE ANOTHER BUNDLE OF OR CLOSE TO A MILLION WHEN WE NEGOTIATE THIS LICENSING MANAGEMENT AGREEMENT, BECAUSE NOW WE'RE GOING TO THE VENDOR AS A BIG CHUNK OF MONEY INSTEAD OF 10,000 SMALL CHUNKS.
SO I DON'T KNOW WHAT THAT NUMBER WILL BE, BUT I HAVE AN ESTIMATE.
BUT WE'LL WE'LL FOLLOW UP AS SOON AS WE GET THE CONTRACT COMPLETED.
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PROCESS THAT THEIR TEAM USES TO SELECT BOOKS, TO SELECT SOFTWARE AND KIND OF COMBINE THAT.THAT WAY THEY HAVE A SAY ABOUT WHAT THEY DID AND I CAN MAKE THAT TRANSPARENT TO THEM.
THANK YOU. YEAH. JUST TO ADD TO THAT, IT'S BEYOND JUST THE ACTUAL COST FOR THE CONTRACT TOO.
THERE'S A THERE'S A TIME ELEMENT FOR IMPLEMENTATION.
SO YOU SEE THAT THERE, BUT IT'S ALSO MAGNIFIED BY HOW MANY PEOPLE IT TAKES TO IMPLEMENT.
AND WE'LL TALK ABOUT THAT IN JUST A SECOND, TOO.
OH, YOU MAY ANSWER THIS AND LATER.
BUT I NOTICED THAT SOME OF IT THERE'S OVERLAP.
SHALL WE NEED IT. YEAH IT'S BOTH IT'S BOTH ABOUT THE DATA ACCESS BUT ALSO ABOUT THE MODULES.
SO WORKDAY IS A GREAT EXAMPLE.
WE'VE ROLLED OUT WORKDAY, HR AND FINANCE.
THERE'S PROBABLY ABOUT A DOZEN MODULES WITHIN THOSE TWO AREAS, MAJOR AREAS, AND THEN THE SECURITY COMPONENT, THE ACCESS CONTROLS AND THE MANAGEMENT IS WHY IT SHOWS UP DOWN HERE AS WELL.
THAT'S THAT'S REALLY AN IT FUNCTION.
AND THEN WHEN WE ROLL OUT STUDENT, YOU'LL SEE WORKDAY POP UP HERE AND I NOTICED SALESFORCE IN A NUMBER OF AREAS.
AND TO THAT POINT, THE FUNCTIONAL USERS IN EACH ONE OF THOSE AREAS ARE USING LIKE A SALESFORCE APPLICATION, RIGHT? SO THAT'S WHY YOU'RE SEEING A WORKFORCE OR A SALESFORCE SHOW UP.
IN THEORY, THAT'S THE WAY IT SHOULD WORK.
THEN AS WE CONTINUE TO TIGHTEN THIS RIGHT, YOU'LL SEE LESS SOFTWARE AND LESS AND FEWER BOXES BECAUSE YOU'VE GOT A SOFTWARE PLATFORM LIKE A WORKDAY, WHO'S CREATING FUNCTIONALITY FOR THE DIFFERENT USER GROUPS.
WE'LL POINT OUT BEFORE I GO TO SLIDE THING HERE, I COULDN'T CALL FUTURE, SO WE ARE LOOKING AT CURRENTLY, BUT WE'RE IN THE MIDDLE OF A NEGOTIATING PROCESS FOR A PLATFORM THAT WILL SUPPORT OUR WORKFORCE SEEING COMPONENTS AND ADDRESS A LOT OF THE QUESTIONS ACTUALLY THAT WERE ASKED YESTERDAY ABOUT WHERE CAN I GET A LIST OF THIS OR WHERE CAN I FIND THAT AND THAT THAT HAS TO BE PURCHASED.
WOW. SO HAVE YOU GONE THROUGH ALL THOSE AREAS YOU'RE JUST SHOWING US? THE REASON I ASK YOU IS HAVE YOU GONE OVER IT? FOUNDATION WHAT DOES IT FOUNDATION MEAN? SO IT FOUNDATION WOULD MEAN IS WHEN YOU CONNECT TO THE INTERNET FROM YOUR LAPTOP, THAT'S A FOUNDATIONAL TECHNOLOGY THAT HAS TO BE THERE, RIGHT? SO THE NETWORK COSTS THE COST THAT GO INTO BUILDING OUR INTERNET AND BROADBAND ACCESS AS WELL AS OUR LOCAL AREA NETWORKS IS AN IT FOUNDATIONAL COST.
AND IT GOES TO THESE WON'T GO AWAY.
THESE MAY THIS MAY MODIFY OVER TIME, BUT THEY DON'T THEY DON'T GO AWAY.
THANK YOU. THEY HAVE TO EXIST TO SUPPORT MASLOW'S HIERARCHY OF NEEDS.
THERE'S A FOUNDATIONAL PIECE THAT OTHERS ARE BUILT UPON.
RIGHT? AND THEN I THINK YOU'VE SEEN THIS, BUT WE'RE TRYING TO PROJECT THAT THE CURRENT TECH LANDSCAPE FOR OUR STUDENT EXPERIENCE IS JIM PARKER'S OPINION MORE COMPLEX THAN IT NEEDS TO BE.
SO WE WANT TO RECOGNIZE THAT AND TRY TO MAKE IT AS STREAMLINED AND AS STRAIGHTFORWARD AS POSSIBLE.
I MEAN, STUDENTS DON'T WANT TO GET BUNGLED WORKING THROUGH THE TECHNOLOGY.
THEY JUST WANT TO DO THEIR THING, GO TO GO TO CLASS, GET THEIR INSTRUCTION AND THEN MOVE ON.
THERE'S NO WAY WE'RE GOING TO CREATE A TRAINING PACKAGE THAT'S GOING TO SATISFY THAT.
SO IT REALLY HAS TO BE NO INSTRUCTIONS REQUIRED.
HOW IS GREEN LIGHT WORKING? I THINK IT'S WORKING VERY WELL.
OUR STUDENTS. DO WE HAVE ANY IDEA HOW MANY STUDENTS TAKE ADVANTAGE OF THAT? THEY DON'T HAVE THAT NUMBER OFF THE TOP OF MY HEAD.
FEEL FREE. IF NOT, I WILL GET YOU THE NUMBER.
THANK YOU. OKAY, SO THERE'S 12% IN THE MIDDLE OF THIS BULL'S EYE.
IN THE MIDDLE OF THE SCREEN IS THE NUMBER WE TALKED ABOUT.
AND WE'VE MENTIONED BEFORE, THAT IS THE TOTAL.
THAT'S ONE OF OUR KPIS AND THAT'S THE TOTAL IT SPEND AS A PERCENTAGE OF COLLEGE BUDGET.
RIGHT. AND THE QUESTION CAME UP BEFORE IS WHY ISN'T IT LOWER? RIGHT. ALL RIGHT. SO THE FIRST SLIDE, I SAID WE HAVE 17 ENTERPRISE LEVEL PROJECTS THAT ARE GOING IN.
THERE'S A COMPONENT OF THAT 12%.
SO LET'S BREAK IT DOWN THAT THERE'S A COMPONENT OF THAT 12%, WHICH IS THE OPERATIONAL FLOOR.
THAT'S THAT'S ABOUT 8% CURRENTLY.
AND IT'S A IT'S BASICALLY $50 MILLION IN LABOR AND NON-LABOR.
ANYTHING ABOVE THAT IS WHAT'S CONTRIBUTING TO THAT 12%.
SO ABOUT A THIRD, A THIRD OF OUR RESOURCES ARE GOING INTO THOSE NEW PROJECTS AND EFFORTS.
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WHEN WE GO INTO THE NEXT YEAR, I EXPECT THAT NUMBER TO ACTUALLY GO UP.ALL RIGHT. AND THEN IN THE FOLLOWING YEARS, HOPEFULLY THESE PROJECTS OF THE 17, THAT NUMBER SHOULD DECLINE, RIGHT? AS WE'VE MADE THOSE INVESTMENTS IN OUR TECHNOLOGY, AS WE CHANGED FROM SEVEN AND A DISTRICT OFFICE TO A SINGLE COLLEGE, THAT NUMBER SHOULD DECLINE.
WE HAVE A TARGET GOAL THAT REALLY NEEDS TO GET US CLOSER TO ABOUT SIX 6%.
WE'VE BEEN GETTING EMAILS EVERY NOW AND THEN ABOUT WI-FI IS OUT ON EL CENTRO OR MOUNTAIN VIEW.
AND THEN THEN THE FOLLOW ON IS THE WHOLE CAMPUS IS SHUT DOWN.
OH, YEAH. I MEAN, I MEAN, WHY IS THE WI-FI GOING OUT AND WHY IS IT NECESSARY TO SHUT DOWN THE WHOLE CAMPUS? YEAH. SO IF I GO BACK, ONE OF THE REASONS WHY WE ARE GOING TO LOBBY TO GO TO THE LONE STAR EDUCATION RESEARCH NETWORK IS OUR NETWORK INFRASTRUCTURE IS DESIGNED IN THE PAST.
IT IS DESIGNED AS A DISTRICT OFFICE WOULD IN SUPPORTING SEVEN INDEPENDENTLY ACCREDITED INSTITUTIONS.
AND SO MY MY MY UNFORTUNATE CAMPUS THAT I WANT TO FOCUS IN ON FIRST IS CEDAR VALLEY, QUITE FRANKLY, BECAUSE IN THE LAST YEAR I THINK THEY'VE HAD TO SHUT THEIR CAMPUS DOWN HALF A DOZEN TIMES JUST BECAUSE THE INTERNET LOST.
AND IT EVEN AFFECTS CAMPUSES LIKE RICHLAND BECAUSE THEY'RE ALSO SINGLE THREADED.
AND THAT SHUT THE INTERNET DOWN DURING A REGISTRATION ORIENTATION DAY FOR THE WHOLE DAY.
YEAH, I MEAN, SOME OF THESE WHEN WE HAD TO SHUT DOWN ITS POWER OUTAGES AND SO THE POWER OUTAGES HAVE BECOME SOMEONE HITS A HITS A POLE, KNOCKS POWER OUT IN THE AREA.
YOU KNOW THAT'S THAT'S CUT POWER LINES OR OTHER THINGS.
AND SO I THINK THE TEAM HAS DONE A GOOD JOB OF MITIGATING WHERE WE CAN AROUND ISSUES THAT THAT WE DIDN'T CAUSE AND WEREN'T ABOUT US, BUT WE JUST GOT CAUGHT UP IN SOME OF THOSE THINGS THAT HAPPEN NOW.
DID YOU SHUT YOUR OFFICE? NO, BUT I'M A SMALL OFFICE WE CAN WORK OFF OF.
YEAH, I MEAN, WHY? WHY IS IT LIKE IF YOU LOSE INTERNET? I MEAN, WE HAVE INSTRUCTION FOR THE INTERNET.
WHY IS IT NECESSARY TO CLOSE THE CAMPUS? IT DOESN'T ALWAYS CLOSE EVERYTHING.
SOMETIMES WE CAN COMPENSATE THROUGH HOTSPOTS, WI-FI HOTSPOTS THAT WILL BRING IN.
WHAT WE REALLY NEED, THOUGH, IS WE NEED TO REDESIGN THE ARCHITECTURE SO THAT WE CAN, ONE, HAVE THE REDUNDANCY THAT'S NECESSARY SO THAT WHEN A WHEN A BACKHOE CUTS A FIBER LINE GOING INTO ONE SIDE OF CEDAR VALLEY, THE TRAFFIC CAN GO OUT THE OTHER SIDE OF CEDAR VALLEY AND THINGS CAN STILL OPERATE UNTIL WE GET THE REPAIR COMPLETED.
THE OTHER THING WE NEED TO DO IS INCREASE THE BANDWIDTH AND PREPARE OURSELVES FOR THE FUTURE.
IT JUST REQUIRES THAT MUCH AND WE WANT IT TO LAST FOR A WHILE.
IT WAS NOT DESIGNED TO SUPPORT PEOPLE IN INSTRUCTION OUTSIDE OF A CLASSROOM.
SO THAT ALSO IS A PIECE THAT NEEDS TO BE REDESIGNED.
SYSTEMS WERE PUT IN WHEN YOUR CONNECTION PER STUDENT WAS CLOSER TO ONE OR LESS THAN ONE.
TODAY'S AVERAGE CONNECTION PER PERSON IS THREE.
SO THOSE ARE THE PARTS OF THE MS WE HAVE TO IMPROVE AND.
OKAY, SO THESE ARE OUR THREE YEAR GOALS.
LIKE I SAID, WE WANT TO GET CLOSER TO A STEADY STATE, CLOSER TO 6.8, 6 TO 8 POINTS.
ANY QUESTIONS ON THAT? I THINK YOU KIND OF COVERED THAT DOWN.
ALL RIGHT. THERE'S A LOT OF THIS WAS COVERED IN THE KPI PRESENTATION.
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AND THESE WE CAN BENCHMARK US AGAINST OTHER INSTITUTIONS ACROSS THE COUNTRY.ONCE YOU GET TO 2026 OF THE LIFE CYCLE, STEADY STATE, DO YOU ANTICIPATE THAT KIND OF STAY STATIC OR IS IT POSSIBLE THAT ONE DAY YOU WOULD HAVE TO REPLACE WORKDAY AND WE GO THROUGH THIS HUGE INVESTMENT AGAIN, CIOS GOAL IS TO ALWAYS MAKE THIS PERCENTAGE AS LOW AS POSSIBLE OR AS SMART AS POSSIBLE SO THAT WE CAN MAINTAIN MISSION WITHOUT BEING CHEAP.
SO WE HAVE 18, LUCKILY ALMOST 1200, ALMOST 1200 CLASSROOMS, RIGHT? THE LIFE CYCLE ON THOSE CLASSROOMS IS IS ABOUT TEN YEARS BECAUSE THE PROJECTOR IS A CERTAIN AMOUNT.
AND THEN THE ALL IT IS IN THERE WE WE'VE HAPHAZARDLY OR AS JUSTIN GOES AND GIVES A PRESENTATION AND THE AUDIO VISUAL DOESN'T WORK WE GO FIX ON A BREAK FIXED BASIS. WHAT WE NEED IS AN INSTITUTIONALIZED BASIS.
THAT SAID EVERY YEAR WE'RE GOING TO SPEND THIS MUCH MONEY TO REFRESH AND REPLENISH X NUMBER OF CLASSROOMS. YOU CAN'T DO IT ALL IN ONE YEAR BECAUSE THEN YOU CREATE THAT BALLET, BUT YOU CAN DO IT OVER A PERIOD OF TIME, RIGHT? AND THAT FOR THAT TIME FRAME, THEN WE ESTABLISH THAT STEADY STATE LIFE CYCLE MANAGEMENT PROGRAM.
WE HAVE TO THAT HAS TO BE A LIVING THING TOO, RIGHT? SO TODAY I HAVE 1200 CLASSROOMS. THE REST OF THE DAY YOU'RE GOING TO TALK ABOUT BUILDING BUILDINGS.
SO EVERY BUILDING IS GOING TO COME WITH SOME CLASSROOMS. SO THAT NUMBER, 1200, IF WE DON'T DEMOLISH ANYTHING, IS GOING TO GO UP AND SO WE HAVE TO HAVE THAT THAT PREDICTABLE TRACKABLE RATE TO MAINTAIN A BUDGET OF THAT AMOUNT SO THAT WE CAN SUSTAIN OURSELVES OVER TIME.
AND THAT GOES FOR THAT GOES FOR THESE LAPTOPS.
IT GOES FOR ALL THAT STUFF. YOU MENTIONED OTHER COMMUNITY COLLEGES.
IN TERMS OF IT CAPABILITIES WITH OTHER COMMUNITY COLLEGES AROUND THE COUNTRY.
AND THEY HAD A HERE'S WHAT IT IS FOR ALL INDUSTRIES COMPARISON.
I'M JUST CURIOUS AS TO IN TERMS OF OUR IT CAPABILITIES BECAUSE WE'RE HAVING TO BASICALLY REDO OUR SYSTEM WHERE WE COMPARE I MEAN, WE'RE IN THE MIDDLE OF THE PACK WITH THESE TYPE OF ISSUES OR, YOU KNOW, JUST WHERE WHO'S NUMBER ONE IN THE COUNTRY, DO YOU KNOW? YEAH, I WOULD SAY WE ARE GOING TO BENCHMARK OURSELVES.
I TOLD A COUPLE OF FOLKS BECAUSE THEY'VE ASKED THAT QUESTION AND WE WANT TO LOOK AT IN SOME REGARDS LIKE WESTERN GOVERNORS OR SMU BECAUSE. BELIEVE IT OR NOT, DALLAS COLLEGE IS DIRECTION.
AND ONE OF THE REASONS WHY I WANTED TO COME HERE IS VERY, VERY PROGRESSIVE.
I MEAN, THE TECHNOLOGY, EVEN AT LARGE UNIVERSITIES IN THE STATE OF TEXAS, WE'RE ACTUALLY VERY, VERY COMPETITIVE IN THE DIRECTION WE'RE GOING IS VERY, VERY EXCITING FROM A TECHNOLOGICAL PERSPECTIVE.
SO I FEEL VERY CONFIDENT ONCE WE GET THROUGH THIS HUMP OF INVESTMENT AND WE STABILIZE ON A TRULY MODERN AND SUSTAINABLE STEADY STATE, THAT WE WILL COME IN PRETTY CLOSE TO SIX POINTS.
AND THAT'S THAT'S COMPETITIVE FOR AN INSTITUTION OF OUR SIZE.
THANK YOU. A LOT OF WHAT WE'RE BUILDING, WHAT YOU'RE BUILDING FOR US IS BASED ON THESE ENTERPRISE PLATFORMS. AND SALESFORCE AND WORKDAY IN PARTICULAR ARE THE TWO BIGGEST.
DO YOU GET THE SENSE THAT OTHER COMMUNITY COLLEGES ARE USING THOSE SAME PLATFORMS? AND AND IF SO, IT WOULD MAKE IT EASIER FOR US TO SHARE OUR EXPERTISE UNDER A SHARED SERVICES APPROACH, WHICH THE LEGISLATURE IS ENCOURAGING, WOULDN'T IT? THE ANSWER IS I THINK WE CAN SHARE OUR EXPERTISE BECAUSE THEY'RE NOT THERE YET.
MOST OF THE INSTITUTIONS AREN'T THERE YET.
THEY HAVEN'T MADE THAT KIND OF INVESTMENT.
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WE DID THE VERY SIMILAR THING IN NORTH CAROLINA WITH SERVICENOW SALESFORCE BECAUSE MOST OF THE 58 COLLEGES IN THE STATE COULD NOT AFFORD TO DO THAT. AND SO WE MADE THAT INITIAL INVESTMENT AND SHARED THAT RESOURCE.DO YOU HAVE A SENSE OF ARE K-12 AND HIGHER ED PARTNERS? I MEAN, ARE THEY USING THESE SAME ENTERPRISE PLATFORMS? I MEAN, DO WE HAVE INTEROPERABILITY WITH THEM IN TERMS OF DATA EXCHANGE AND PLANNING? AND I KIND OF SENSE THAT WE DO BECAUSE I SAW SOME OF IT AT THE UNT DALLAS CONFERENCE ON SOCIOECONOMIC MOBILITY AND STUFF THAT OUR TEAM IS DOING, WHICH IS ABSOLUTELY FANTASTIC.
I THINK WE'RE WELL, I DON'T THINK WE'RE CHASING THAT A LITTLE BIT.
I'M NOT SO INFORMED AS MUCH ON THE APPLICATION PLATFORMS, BUT THE STRATEGY BEHIND THE BACKBONE OF OUR BROADBAND INTERNET IS SPECIFICALLY DESIGNED TO BETTER ALIGN US WITH SHARED INFRASTRUCTURE OPPORTUNITIES WITH BOTH FOUR YEAR AND GRADUATE INSTITUTIONS THAT WE SEND OUR STUDENTS TO, AND ALSO THE K THROUGH 12 INSTITUTIONS BECAUSE THEY'RE JUST RUNNING RIGHT ALONGSIDE OF EACH OTHER, IF THAT MAKES SENSE.
IT'S KIND OF LIKE WE'RE GOING TO BUILD A RAILROAD TRACK.
IT'S ONE THING TO HAVE THE SOFTWARE STACK, BUT IT'S WHAT YOU DO WITH IT TOO.
AND SO THAT'S WHERE THE EFFICIENCY THROUGH PROCESS IMPROVEMENTS COMES INTO PLAY, BECAUSE YOU CAN HAVE FIVE DIFFERENT INSTITUTIONS, ALL WITH A SALESFORCE APPLICATION AND WORKDAY, BUT THEY MAY NOT USING THAT MAY BE USING THAT TO OPTIMAL LEVELS.
AND SO THAT'S WHERE THE INTEGRATION WITH THE CORE TEAMS ON IT AND FUNCTIONAL USERS THEN BECOMES SUPER IMPORTANT BECAUSE HOW WE TIGHTEN THAT UP GOES BACK TO THAT COMPETITIVE ADVANTAGE SLIDE, WHICH THEN POSITIONS US AS A SHARED SERVICE FOR A RURAL ORGANIZATION THAT MAY NOT HAVE THE FUNDS TO TO INVEST IN TECHNOLOGY LIKE THIS, BUT THEY MAY NOT ALSO HAVE THE STAFF TO DO IT EITHER.
SO THERE'S A LOT OF EFFICIENCIES AND THEN OPPORTUNITY IN WHAT JIM'S TALKING ABOUT.
I THINK THERE'S ALSO AN OPPORTUNITY RIGHT HERE IS OUR CYBER SECURITY POSTURE AND I'LL JUST TALK TO THAT A LITTLE BIT BECAUSE THERE'S AN ELEMENT OF SKILL AND LUCK IN DALLAS COLLEGE COMPARED TO STATE AND LOCAL GOVERNMENTS AND EVERYTHING AROUND US.
AND IT'S NOT ALWAYS JUST IN WHAT I CALL OVERHEAD SUPPORT.
SO TO ME, IF YOU'RE IF YOUR STAFF IS TEACHING AS WELL AS DOING IT, THAT'S NOT A BAD THING IF YOU'RE A WRITER, RIGHT? SO THE CYBERSECURITY POSTURE IS GOOD AND THAT PUTS US IN ALIGNMENT BECAUSE WE'RE NOT A SMALL INSTITUTION.
WHEN I TALK THIS TOPIC WITH OTHER STATE OF TEXAS, HIGHER ED INSTITUTIONS, WE'RE TALKING, YOU KNOW, AUSTIN, UT DALLAS BIGGER INSTITUTIONS BECAUSE WE'RE JUST THAT SIZE.
YEAH. IN THE ONE OF THE I CONSIDER A CHALLENGE BUT ALSO AN OPPORTUNITY IN THAT ALMOST LIKE IN THE LATE 90S AND ALL ABOUT HEALTH CARE WHEN HIPAA CAME ALONG AND FORCED EVERYBODY.
CYBERSECURITY IS KIND OF FORCING EVERYBODY TO DO WHAT THEY SHOULD HAVE DONE ANYWAY.
RIGHT. BUT WHAT'S HAPPENED THOUGH AND IS THAT BECAUSE HIGHER ED WASN'T SPENDING THE MONEY, NEITHER WERE THE SOFTWARE DEVELOPERS DEVELOPING BECAUSE IT WAS NOT A BUYER FOR THEIR PRODUCT.
SO WE HAVE YEAH, SO WE KIND OF HAVE THAT SAME CHALLENGE NOW IS THAT THERE'S NEW GUYS EVERY WEEK POPPING UP AND, AND I THINK THAT'S AN OPPORTUNITY FOR SOMEBODY LIKE US TO PARTNER AND HELP SOME OF THEM AND NOT.
SO. OR HELP OURSELVES WITH OUR OWN INTELLECTUAL PROPERTY.
THAT'S RIGHT. YEP. HELP OURSELVES.
WE BECOME A VERY GOOD LABORATORY FOR NEW DEVELOPMENTS.
MICHAEL MOE IS PROBABLY ONE OF THE SINGLE LARGEST FUNDER OF THESE DEVELOPING COMPANIES.
SO THEREFORE, WE HAVE ACCESS TO BEING A ACTIVE PARTNER.
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GIVE ME SOME GOLD TIME. YEAH.GOOD. THERE'S SOME TRUTH, THOUGH.
GO BACK TO THAT EARLIER SLIDE.
WHAT IS THE CHIMNEY AND IDENTIFY THE STAND OUTSIDE IT.
BUT IF MOST OF THIS IS THE WHAT I CALL THE INSTRUCTIONAL SOFTWARE, SOFTWARE AND TECHNOLOGY THAT FACULTY USE TO ACTUALLY TEACH A CLASS, A GREAT EXAMPLE WOULD BE A NETWORK ENVIRONMENT THAT HAS TO BE BUILT USING CISCO ROUTERS BECAUSE YOU'RE GOING TO TEACH STUDENTS ON HOW TO DO BECOME CERTIFIED NETWORK ENGINEERS, NOT INEXPENSIVE EQUIPMENT, BUT IT HAS TO BE ESTABLISHED IN AN ENVIRONMENT SO THAT THAT YOU CAN USE IT TO TEACH TEACH STUDIES.
AND IT ALSO GOES ALL THE WAY DOWN TO I NEED VISUAL BASIC SOFTWARE.
WHY OUTSIDE? BECAUSE WHEN I SAY THAT, WHEN I SAY IT'S SPENT IN ONE OF THOSE 30 COST CENTERS THAT WE HISTORICALLY USED, THAT WAS THAT WAS CAPTURING THOSE COSTS.
SO THIS THIS NEXT BUDGET YEAR, WHAT WE'RE DOING IS WE'RE CREATING ONE COST CENTER THAT'S MANAGED JOINTLY BY IT AS WELL AS ACADEMIC SIDE THAT WILL HOUSE ALL OF THAT INFORMATION.
OKAY. I'LL MAKE A QUICK POINT ON THIS LAST PIECE.
SO THE GOAL HERE IS YOU'LL HEAR FROM SCOTT IN FACILITIES, AS YOU'VE HEARD BEFORE, HE HAS A FACILITIES IMPROVEMENT PROGRAM, WHICH IS A HOW TO HOW THE LIFE CYCLE REPLACEMENT PLAN FOR WHETHER IT BE ROOFS OR FLEET VEHICLES OR WHATEVER.
BUT IT'S TRYING TO UNIFY ALL OF THAT.
THAT GIVES OUR BUDGET FINANCE TEAM A LITTLE BIT MORE PREDICTABILITY ON THE SPIN, RIGHT? SO ALL OF THESE THEN UNITE TOWARDS WHAT IS OUR ANNUAL REPLACEMENT COST, HOW DO WE MAKE SURE WE KNOW WHAT THE PIECES ARE, MINIMIZE THE SURPRISES.
THAT WAY IT GIVES TISHKA AND TEAM THE ABILITY TO THEN PROJECT A LITTLE BIT BETTER.
BUT I THINK YOU TALKED TOO MUCH OF THIS ALREADY.
MOSS. AND I'LL JUST TOUCH ON THIS REALLY QUICKLY.
YOU KNOW, THERE ARE A LOT OF QUESTIONS YESTERDAY THAT REALLY BOILED DOWN TO IS HOW DO WE GET DECISION MAKING INFORMATION? HOW DO WE MAKE THAT TRANSPARENT? HOW DO WE SEE IT, MAKE IT VISIBLE, AND THEN MAKE GOOD CHOICES FOUNDED ON THOSE? I'M A BIG NUMBERS PERSON AND PART OF THAT MODERNIZATION OF THE IT STRATEGY IS ENABLING THAT.
AND THAT INFORMATION THEN CAN BE HANDLED BY FOLKS LIKE UPWORK FOR BEATRICE, AND THEY CAN ACTUALLY PERFORM SOME TRUE ANALYSIS BECAUSE IT TAKES MORE THAN JUST DATA THAT'S IN THE HR RECORD, RIGHT? IT TAKES MORE THAN JUST GRADES.
IT TAKES MORE THAN IT TAKES A WHOLE LOT OF INFORMATION TO BASICALLY SAY, IS THIS STUDENT ON THE RIGHT TRACK OR NOT? YOU KNOW, A LOT OF IT IS, HOW MANY TIMES DO THEY LOG IN IN THE DAY? RIGHT. OR HOW MANY TIMES DOES SOMEBODY CHECK THEIR GRADES? SO YOU'VE GOT TO BRING ALL THOSE DATA FROM THESE DISPARATE DATA SOURCES INTO A SINGLE SOURCE OF TRUTH.
WE DON'T HAVE WE DON'T HAVE THAT.
WE HAVE MULTIPLE SOURCES OF DATA THAT PEOPLE USE IN A VARIETY OF WAYS.
SO WE'RE GOING TO CLEAN THAT UP, CONSOLIDATE IT, MAKE IT MUCH MORE EFFICIENT AND MUCH MORE RELIABLE.
WHAT'S THE DIFFERENCE BETWEEN DATA AND TRUTH? SO I'M GOING TO HAVE TO I'LL PULL MANJU.
SO YOU NEED TO BRING IT TO A PLACE WHERE YOU CAN SAY THAT NUMBER IS THE TRUE NUMBER.
IT'S A REFLECTION OF THE RECORD PLUS WHATEVER TRANSFORMATIONS AND ANALYSIS HAVE BEEN PERFORMED ON.
SO THE OTHER PIECE TO THIS AND THIS IS I WE LOOK AT KIND OF OUR PLANS AND OPERATIONS IS HOW DO YOU MONETIZE THIS? RIGHT. WHAT DOES THAT LOOK LIKE AND HOW DO YOU DO IT? THERE'S A LOT OF INTELLECTUAL PROPERTY HERE.
POSSIBILITIES WHEN YOU LOOK AT HELPING OTHER SCHOOLS, WHETHER IT BE A FOUR YEAR OR TWO YEAR, MAKE SENSE OF THEIR DATA AND HOW TO USE IT STRATEGICALLY FOR ENROLLMENT MANAGEMENT OR RETENTION AND RECRUITMENT PIECES.
SO THAT'S THAT'S THE OTHER EYE THAT WE LOOK AT THIS AS WE IDENTIFY THE OPPORTUNITIES WITHIN THE DATA STRATEGY PIECE, HOW DO WE THEN OPEN THIS UP FRAMEWORK STRUCTURES THAT OTHERS CAN POTENTIALLY USE? AND THERE'S A BIG SOURCE OF OPPORTUNITY HERE AS WELL.
INSTEAD OF IS IT REASONABLE TO SAY THAT AS IT STANDS NOW AND WHAT WE'RE MOVING AWAY FROM, IF WE'VE GOT SOMEBODY SITTING OUT THERE IN THAT OFFICE THAT THEY'RE HAVING TO GO TO MULTIPLE DIFFERENT
[00:35:06]
DATABASES TO FIND THE INFORMATION THAT THEY NEED.BUT ONCE WE ACCOMPLISH ALL OF THESE UPGRADES AND INTEGRATION AND REDESIGN, THEN THEY'LL BE ABLE TO GO TO ONE SOURCE AND CAPTURE ALL THE DATA FROM MOST.
YES. SO RIGHT NOW, A LOT OF TIME IS BASICALLY BEING WASTED JUST SEARCHING AROUND OR GOING FROM PLACE TO PLACE, PULLING INFORMATION AND SELF PROCESSING.
KNOW SO LIKE TODAY WITH AND WITH OUR BUDGETING, FOR EXAMPLE, IT WOULD NORMALLY TAKE A LOT OF PEOPLE PULLING DATA FROM SOURCES AND THEN PROCESSING THAT THEMSELVES INTO A SPREADSHEET WHEN REALLY THE SYSTEM CAN NOW WITH A MODERN SYSTEM, CAN MAKE THAT AVAILABLE FREELY, WHICH BECOMES REAL IMPORTANT WHEN WE SUBMIT NUMBERS TO THE STATE FOR THE NEW FUNDING FORMULA.
THE TRUE MAGICIANS RIGHT NOW AT DALLAS COLLEGE ARE THOSE THAT ARE MANAGING MULTIPLE SPREADSHEETS TO PULL DATA FROM DIFFERENT SOURCES TO MAKE SENSE OF THAT DATA THAT THEN YOU SEE ON A PRESENTATION THAT'S GIVEN DURING A TRUSTEE MEETING THAT THERE'S A LOT OF EFFORT.
SO WHEN YOU LOOK AT THE OVERALL IMPACT OF A WORKDAY IMPLEMENTATION OR WORKDAY STUDENT OR SOME OF THESE OTHERS, THE EFFICIENCY IN GO BEING POTENTIALLY AUTOMATION OF SOME OF THAT.
SO INSTEAD OF A WEEK'S TIME OF TRYING TO MANAGE THE MERGER OF THAT INFORMATION OR THAT DATA, THE ONE PUSH BUTTON OR A CANNED REPORT THAT ENABLES THAT, THAT'S WHERE WE CONTINUE TO TAKE MAJOR AND SIGNIFICANT STRIDES AND HOPEFULLY INCREASE THE BANDWIDTH FOR THINKING AND MARKETING.
IT MAKES THE JOB FUN AGAIN IN A BETTER WAY.
THE OPPORTUNITY TO THINK AND SPEND MORE TIME IN ANALYSIS AND LESS TIME IN ACTUALLY PROCESSING.
THERE'S A LOT OF TALENT IN SPREADSHEET MANAGEMENT AND EXCEL MANAGEMENT RIGHT NOW BECAUSE OF TRYING TO, TO BREATHE LIFE INTO THIS DATA COMING OUT OF THE DIFFERENT SYSTEMS. SO THE REAL ANSWER IS NOT CHATGPT.
I WOULD HOPE THAT GOES BACK TO WHAT THE CHANCELLORS TALKED ABOUT IN THESE MEETINGS BEFORE.
WHO ARE THE PROMPT ENGINEERS? OPPORTUNITY COMES BETWEEN HOW WE TEACH PEOPLE TO BECOME PROMPT ENGINEERS, TO THEN ALLOW PEOPLE TO GO INTO DATA SETS LIKE THIS AND PULL INFORMATION.
NOW I STILL CAN'T DO THAT FROM MULTIPLE EXCEL SHEETS.
IN THEORY, THAT'S WHERE THE WORLD IS GOING.
SO YOU MISSED THE WHOLE HUMOR IN THAT.
I DID, I GUESS, EARLY, BUT ABSOLUTELY.
AND I HAVE I HAVE TALKED TO THE TEAM ABOUT PROMPT ENGINEERS.
AND SO, YOU KNOW, YOU TAKE A MAJOR DEGREE LIKE ENGLISH, SO ANY ENGLISH DEGREES IN THIS ROOM THAT OFTENTIMES YOU LOOK AT THOSE AND GO, OKAY, WHERE ARE THOSE GOING? WE KNOW WHO MAKES GREAT PROMPT ENGINEERS ARE PEOPLE THAT HAVE ENGLISH MAJORS.
AND SO IT BREATHES NEW LIFE INTO THAT DEGREE, THAT FIELD OF STUDY BECAUSE OF CHANGING TECHNOLOGY.
JUST REAL QUICK BEFORE YOU GO, ARE YOU LEAVING? OH, NEVER ASK YOUR QUESTIONS.
AND JUST FOR THIS QUESTION, I WOULD BE SURPRISED IF THERE'S ANY COMMUNITY COLLEGE THAT IS MAKING THESE KINDS OF INVESTMENTS AND DOING THE PROCESS REDESIGN AND ENGINEERING THAT IS GOING ON IN DALLAS COLLEGE RIGHT NOW.
AND YOU KNOW, IT'S GOT A BIG ROLE IN IT, BUT YOU'RE MOVING THE WHOLE ORGANIZATION.
YOU KNOW, I THINK THE BOARD WOULD BENEFIT A LOT, NOT JUST SEEING A PRESENTATION LIKE THIS ON THE INFRASTRUCTURE AND THE FOUNDATION, BUT ALSO, YOU KNOW, SOME OF THE APPLICATIONS THAT YOU GUYS THAT ARE BEING BUILT BY THE PEOPLE THAT YOU SERVE.
AND AND THAT COULD BE DONE MAYBE IN ONE OF TWO WAYS.
MAYBE WE HAVE A PRESENTATION WHERE YOU TALK ABOUT HOW OUR IT CAPABILITY, YOU KNOW, CREATES MORE EFFECTIVE COURSE PLANNING AND CURRICULUM PLANNING AND FACULTY LOAD AND AND SO FORTH.
BUT HOW WILL ALL THESE INVESTMENTS IMPACT OUR STUDENTS? WHAT WILL IT LOOK LIKE TO THEM? SHOW US? I MEAN, BECAUSE I THINK WE WOULD.
REALLY LIKE TO SEE THE RETURN THAT THE ON THE INVESTMENT FROM A STUDENT PERSPECTIVE, BUT ALSO FROM A FACULTY AND A STAFF PERSPECTIVE AND MAYBE A PRESENTATION ON THAT OR EMBEDDING IT, GETTING THAT COMPONENT INTO THE PRESENTATIONS ON A LOT OF THINGS THAT YOU BRING TO US WILL BE VERY VALUABLE.
[00:40:01]
SO I THINK YOU'LL GET YOU'LL BE ABLE TO GET A DEMONSTRATION ON THIS.AND THEN ALSO THIS FALL, WE CAN PROBABLY DEMONSTRATE DEPENDING ON DOCTOR JOSEPH'S VIEW.
I MEAN, I DON'T KNOW IF MY BANK IT'S LIKE, HEY, JIM PARKER, I SEE YOU'RE CALLING FROM A NUMBER.
HOW CAN I HELP YOU? AND THAT'S WHERE WE'RE GOING TO GO WITH THIS.
I THINK THIS WILL THIS WILL BE READY THIS FALL, TOO.
SO THOSE ARE TWO VERY IMPORTANT ONE.
THIS ONE. AND HERE'S HOW WE KNOW WE'RE DOING THINGS RIGHT IS WHEN THESE TWO BRANDS ARE IN JIM'S OFFICE SAYING, NOW, WHAT ARE YOU GUYS TRYING TO DO AGAIN? RIGHT.
SO THEY SEE THE INNOVATION AND THE PROCESS ENGINEERING WORK THAT'S GOING ON.
THEY'RE WANTING TO BE PART OF THAT WITH US.
I'LL TELL YOU, MRS BOYD SAID SOMETHING THAT WAS REALLY INTERESTING TO ME.
I MEAN, KEN, REVENUE RECOVERY DRIVE OUR OUR IT COSTS TO ZERO.
I MEAN, THAT'S THAT'S BECAUSE THE TECHNICAL ASSISTANCE CAPABILITY THAT THAT THIS THIS PART OF OUR ORGANIZATION REPRESENTS TO OTHER COLLEGES IS EXTREMELY VALUABLE.
I'LL TAKE THAT CHALLENGE. YEAH.
ALL RIGHT. SO WE'RE GOING TO HIT A COUPLE OF SLIDES HERE.
A LOT OF CHANGE MANAGEMENT AROUND TECHNOLOGY, RIGHT? SO I WANT TO COVER THAT.
SO YOU SEE OUR WORKDAY STUDENT KICKOFF.
THIS IS THE SECOND LINE UP ACROSS.
THE H.R. PIECE GOES ACROSS BOND STRATEGY, STRATEGY, BUDGET PLANNING CYCLE, A LOT OF MOVING PARTS.
BUT WHEN YOU PUT THESE TWO TOGETHER, A LOT OF MOVING PARTS AND ANOTHER A LOT OF MOVING PARTS THAT JIM JUST EXPLAINED ON HOW DO WE CONSOLIDATE AND BRING EFFICIENCY EFFICIENCIES TO THESE. THIS SLIDE MAKES A LOT OF SENSE BECAUSE WHAT YOU HAVE HERE, THESE HUBS AND SPOKES OF INITIATIVES THAT WE'RE LAYING ACROSS THE CAMPUS.
SO WHEN WE START TALKING ABOUT CHANGE MANAGEMENT, EACH ONE OF THESE INITIATIVES IMPACTS TEAMS IN DIFFERENT WAYS, RIGHT? BECAUSE THESE ARE ALL SOURCES OF NEW.
SO THEN IT BECOMES HOW DO YOU BEGIN TO MANAGE THE LAYERS OF NEW RIGHT? BECAUSE YOU HAVE A TEAM WHO MAY BE IN THE CENTER AND THAT CIRCLE WHO ARE HIT FROM 4 OR 5 DIFFERENT WAYS BY THE DIFFERENT TYPES OF INITIATIVES THAT MAY LAYER OVER THEIR FUNCTIONAL WORK TEAM. RIGHT? SO THERE'S A LOT GOING ON.
SO THIS IS THE PROCESS, ENGINEERING AND THOUGHT ALIGNMENT.
THIS IS AN EFFORT THEN TO AS WE FIND THESE TEAMS OR TEAMS CAUGHT IN THIS KIND OF SPIRAL HERE OF PROCESS BOTTLENECK OR A LACK OF CLARITY, PUTTING WORK TEAMS ON THIS IN ORDER TO HELP THEM GET THROUGH THAT BECAUSE THE WORK CAN'T STOP.
SO WHEN WE'RE DOING AN IMPLEMENTATION, THE DAY TO DAY OPERATIONAL WORK HAS TO CONTINUE.
ONE OF THE THINGS WITH PIPER WE'VE HAD THIS DISCUSSION ABOUT, THERE'S SUCH AN INDUSTRY OUT THERE IN THIS ASSISTING IMPLEMENTATION STUFF.
TO ME, THAT'S A CATEGORY OF US HAVING A NEW SCHOOL, BUT A A PRODUCTION THAT THAT TAKES AND TRAINS THESE PEOPLE WHO ARE THE THAT WE'RE ALL PAYING MILLIONS OF DOLLARS TO.
SO WE WE COULD CREATE, AGAIN, A REAL FOCUS ON ON DEVELOPING THAT SKILL SET FOR PEOPLE WHO ARE NOT GOING TO GO BE A JIM PARKER BUT WANT TO GO BE AN IMPLEMENTATION PERSON LIKE A TRAVELING NURSE THAT GOES FROM HOSPITAL TO HOSPITAL TO HOSPITAL.
WELL, THAT'S THE SAME WAY WITH IT PEOPLE.
AND I THINK THERE'S A TREMENDOUS SHORTAGE AND IT'S HIGH PAYING STUFF.
I ALWAYS SEE IT AS AN OPPORTUNITY TO TO HOW CAN WE BE THE SOURCE FOR THAT, THAT ENTITY.
[00:45:03]
AND THAT'S HOW I KIND OF LOOKED AT MY BUSINESSES FOREVER.AND THAT'S HOW I LOOK AT THE COLLEGE THE SAME WAY.
THERE'S ALSO A SIGNIFICANT SOFT SKILLS COMPONENT TO THIS AS WE DO THESE IMPLEMENTATIONS.
AND JIM JUST WALKED BACK IN, LOVE HIM TO DEATH.
BUT WHEN WE TALK ABOUT A HEAVY IT MIND TRYING TO DRIVE A TECH BASED IMPLEMENTATION AND A FUNCTIONAL USER WHO MAY NOT TRACK WITH THAT HEAVY IT MIND, THAT'S USUALLY WHERE SOME OF THE TENSION COMES IN BECAUSE CHANGE IS HAPPENING FAST.
SO SO THIS PERSON BECOMES A TRANSLATOR IN A WAY.
AND SOME OF YOUR WE'RE TALKING IN TERMS OF SPIN OFFS OR REVENUE OFFSETS.
AND THAT IS VERY MUCH AN IN-DEMAND SKILL.
SO AGAIN, GUIDANCE, ONE OF THE REASONS FOR FOR THE PROCESS TEAMS TO IF WE GO BACK TO THE EMPLOYEE ENGAGEMENT SURVEY, THERE WERE REFERENCES TO STRUCTURE AND CLARITY OF ROLE AND ALSO PROCESS DOCUMENTATION.
ONE, TWO, THREE, FOUR ON STEP FOUR, PULSE CHECKS, REVISIONS AND MORE COMMUNICATION.
SO AS AN EXAMPLE, AS WE'RE ROLLING OUT WORKDAY PAYROLL OR H.R.
SO WHAT OVER TIME THEN BECAME THE REQUISITE FOR ANY KIND OF MESSAGING IS, IS WE NEEDED FIVE OR 4 OR 5 DIFFERENT STAKEHOLDER GROUPS TO REVIEW A MESSAGE BEFORE WE EMAILED IT OUT. HOW ARE YOU GOING TO READ THIS, HOW OUR STAFF ARE GOING TO READ THIS? HOW ARE OUR IT PEOPLE GOING TO READ THIS TO MAKE SURE THAT AS THE MESSAGE IS RECEIVED AS INTENDED, THAT WE'RE STRUCTURALLY SOUND THERE.
SO ANYWAY, THERE'S A COMMUNICATION IS A HUGE PIECE OF THIS PROCESS, THIS PROCESS INITIATIVE, RIGHT? SO AS WE CONCLUDE DAY ONE, I WANT TO GO BACK AND REFERENCE WHAT I MENTIONED YESTERDAY, THIS YEAR'S SLIDE THAT AGAIN, THOSE OF YOU THAT HAVE BEEN AROUND WILL RECALL A FEW YEARS AGO, WE WE SHOWED THIS SLIDE AND STARTED TALKING ABOUT HOW THESE PIECES.
SO THE ACADEMIC MASTER PLAN, THE FRAMEWORK THAT YOU SAW ON YESTERDAY THAT SHAWNDA AND THE TEAM HAVE BEEN WORKING ON, IS HELPING TO DRIVE AND SUPPORT AS WE THINK ABOUT WHAT ARE THE BUDGETARY NEEDS, WHAT ARE THE PEOPLE NEEDS, WHAT ARE THE FACILITY NEEDS FOR THIS NEXT BUDGET AND FOR YEARS TO COME AND ON AND ON AND ON.
THE INTERLINKED COMPONENTS TO ALL OF THIS THAT THIS YOU KNOW, THIS YEAR, THIS BUDGET IS THE FIRST REAL IMPLEMENTATION OF BRINGING THESE DISPARATE PIECES TOGETHER.
SO SOMETHING THAT YOU SAID, PHIL, AND I'M ASKING ON THE BOARD RETREAT.
SHOULD WE LOOK AT DOING SOME TRAINING AND HAVING A DISCUSSION ABOUT THIS? ETPS FOR EVERYBODY UNDERSTANDS WHERE THESE NUMBERS WILL BE COMING FROM AND WHAT MAKES THOSE UP AND HOW WE GET TO WHAT WE SEE IN THE BRICK THINK THAT WOULD BE HELPFUL.
LOOK, I SAID SOMETHING ABOUT THE BOARD OF MS. I THINK WE HAD OTHER TOPICS WE WERE GOING TO DISCUSS ON THE BOARD.
MISS MOLINA, CAN YOU REMIND ME THERE WAS THE INNOVATION PIECE THAT WE MIGHT HAVE HAD, BUT WE WERE GOING TO GIVE YOU THE INNOVATION AND THEN AND THE POSSIBILITY.
BUT I'M TAKING NOTES NOW AND WHAT WE'RE GOING TO DO, THOSE TYPE OF SURVEYS.
YES. AND THE SURVEY RIGHT NOW THIS TIME WE HAD ON THAT.
YEAH, WE CAN TAKE WE CAN TAKE A LOOK AND OFFER SOME SUGGESTIONS.
YEAH. I MEAN, ONE ONE APPROACH THAT WE JUST LOOKED AT THAT CHART RIGHT THERE.
AGAIN, IT GOES BACK TO THOSE ARE ALL USERS OF THESE INVESTMENTS IN THESE TOOLS.
BUT I THINK IT'D BE VERY INSTRUCTIVE FOR US TO GET A LITTLE BIT OF GLIMPSE OF THAT.
[00:50:03]
AND I'LL TELL YOU, IT'S AMAZING.IT'S AMAZING WHAT PEOPLE ARE DOING AROUND HERE WITH DATA AND WITH IT SYSTEMS AND IN.
I'M SURE WE COMPLETELY UNDERSTAND HOW THIS IS ALL WORKING NOW ONCE WE TOTALLY.
IN THE IT WORLD IN DATA COLLECTION AND SO FORTH, BECAUSE BEFORE I PRETTY MUCH UNDERSTOOD WHERE THE DATA WAS COMING TO THE PRESIDENT FROM ONE SOURCE IN OUR DIFFERENT OFFICES.
BUT WE'RE GOING TO A TOTALLY DIFFERENT ENVIRONMENT.
AND I THINK I MAY HAVE SOME MORE QUESTIONS ABOUT IT TO MAKE SURE I CLEARLY UNDERSTAND THE NUMBER THAT I'M LOOKING AT, WHERE IT CAME FROM AND HOW IT WAS COLLECTED.
YEAH, SO SO IT WOULD BASICALLY BE A LEVEL OF TRUST IN MYSELF THAT I CAN DEPEND AND RELY ON WHAT YOU'RE GIVING ME.
YOU KNOW, ANOTHER WAY TO GET AT THAT IS ASK CHANCELLOR AND THE STAFF TO BE A LITTLE BIT MORE DETAILED IN HOW KPIS ARE DEVELOPED, RIGHT? I MEAN, BECAUSE THOSE ARE THE DATA METRICS THAT WE'RE GOING TO USE TO EVALUATE THE PERFORMANCE OF OF THIS ORGANIZATION OF HIM PERSONALLY WITH US AND KNOW DOWN IN THE H.R. STUFF IN THE PERFORMANCE REVIEW.
AND HOW WAS THAT GENERATED IN ORDER TO GET IT? WHERE DOES IT COME FROM? HOW RELIABLE IS IT? WHAT'S TRUTH AND WHAT'S AND WHAT'S DATA? BECAUSE YOU KNOW, YOU POINTED OUT THAT WE'VE CHANGED THE WAY AND IT'S STEADILY EVOLVING AS WE'RE LOOKING AT ALL OF THIS STUFF FROM THE WAY IT'S USUALLY BEEN DONE AND SO FORTH, AND MAKE SURE THAT EVERYBODY UNDERSTANDS THAT WE'RE IN A NEW ENVIRONMENT AND THIS IS HOW IT'S BEING DONE IN THE MODERN WORLD.
THE, YOU KNOW, A BIG PORTION OF WHAT WHAT I HOPE THAT WE'LL SPEND TIME ON IN THE RETREAT IS IS LOOKING AT THOSE KPIS AND METRICS DIVING DOWN A LITTLE BIT DEEPER SO WE CAN TALK ABOUT WHAT THOSE GOALS LOOK LIKE, WHY THEY LOOK THE WAY THEY DO. SO.
YEAH, THERE'S SOME KPIS THAT AREN'T ON THERE, RIGHT? THERE'S SOME THINGS THAT WE'RE DOING IN MARKETING AND SOME OTHER PLACES THAT DESERVE A PLACE IN THAT DOCUMENT BECAUSE WE OURSELVES WANT TO HOLD OURSELVES ACCOUNTABLE, BUT WE ALSO WANT TO RECOGNIZE THE HARD WORK THAT'S GOING INTO THAT.
YEAH, YEAH. AND THAT'S THE CULTURE THOUGH, WHEN WE START TALKING ABOUT A CULTURE OF INNOVATION OR KEEP TALKING ABOUT THAT, IT'S THAT OPEN AND SAFE ENVIRONMENT WHERE WHERE YOU PUT THE IDEA UP AND WE JUST POKE HOLES IN IT.
AND SO NO IDEA IS BAD AT THAT POINT.
ALL RIGHT. WELL, LET'S MOVE TO DAY TWO.
YEAH, LET'S GO THROUGH TO DAY TWO.
I HAVE TO GIVE SCOTT A LITTLE APUTOV RIGHT NOW.
AND SO JUST SO HAPPENS WE HAVE AN EVENT THAT STARTS AT THAT SIDE AT 11.
AND WE WHEN WE'RE ASLEEP, SCOTT'S UP OFTEN MANAGING SOME OF THAT.
SO, SCOTT, I'M GOING TO GIVE YOU THE I'LL LET YOU DRIVE, IF YOU WOULD.
ALL RIGHT. GOOD MORNING, TRUSTEES.
MADAM CHAIR. MR. CHANCELLOR, THANK YOU FOR THE TIME.
OKAY. SO FIRST, THIS IS OUR CORE RESPONSIBILITIES.
I THINK YOU'VE ALL SEEN THIS BEFORE.
THESE ARE THE MAJOR CATEGORIES.
OF COURSE, THE BOND PROGRAM, THE SHIP STUFF, THE FACILITY IMPROVEMENT PLAN, WHICH REPLACES EQUIPMENT, DOES RENOVATIONS, INTERIOR DESIGN, FURNITURE REPLACEMENT, ALL THAT KIND OF STUFF, OPERATIONS AND MAINTENANCE.
[00:55:04]
THAT'S INCLUDING THE BOND BUILDINGS THAT ARE COMING ONLINE.WE DO LANDSCAPING GROUNDS ABOUT 1300 ACRES TOTAL.
FLEET SERVICES, I KNOW THAT YOU ALL RECENTLY TOOK A TRIP OUT TO REDBIRD.
IF YOU NOTICE THAT VEHICLE YOU'RE IN, IT WAS BRANDED DALLAS COLLEGE.
THAT WAS THAT WAS FLEET SERVICES THAT PROVIDED THAT VEHICLE THE DRIVER AND GOT YOU THERE AND BACK.
ET CETERA. THEY TAKE CARE OF IT.
THEY DO A GREAT JOB. WHY? LANDSCAPING GROUNDS EQUIPMENT ON THE FLEET SERVICES.
WHY IS LANDSCAPING GROUNDS EQUIPMENT LISTED UNDER FLEET SERVICES? BECAUSE THEY TAKE CARE OF IT. SO THE ENGINES, THEY CHANGE THE OIL.
TRACTOR MOWERS, MOWERS AND ALL THAT KIND OF STUFF.
YES, MA'AM. WE DO ALL THE 1300 ACRES.
PEST CONTROL. WE DO THAT IN HOUSE OF A GREAT TECHNICIAN THAT TAKES CARE OF THE WHOLE COLLEGE.
AND I HEAR HE'S VERY POPULAR AS HE WALKS AROUND, I THINK.
I THINK THE TRUSTEE TRUSTEE MAYOR HAS MET HIM AND HE'S VERY GOOD.
AND I'M PROPOSING THAT WE ADOPT MASCOTS INSTEAD OF JUST KILLING.
YEAH, WE HAD A MICE ISSUE, BUT IT WAS TAKEN CARE.
HE'S GREAT IF HE MAY THINK HE'S REALLY GOOD.
ALL YOUR GUYS ARE RELATIVELY NEW.
ADDITIONS TO OUR TEAM. DID A GREAT JOB.
YEAH. REMIND ME NEVER TO GO THAT.
WE TOOK CARE FOR WE TOOK CARE OF IT, RIGHT? YES, HE DID. YES, HE DID.
FACILITIES, HELPDESK. THEY PROCESS ALL THE WORK ORDER REQUESTS THAT HAPPEN THROUGHOUT THE COLLEGE.
AND THERE'S ABOUT 48,000 PER YEAR.
A LOT OF REQUESTS, EVENT REQUESTS.
THEY PROCESS ALL THAT AND GET IT UP TO WHERE IT NEEDS TO GO.
SHIPPING, RECEIVING A NEWLY KIND OF SET UP OFFICE THAT'S STILL TRYING TO, YOU KNOW, FIND THEIR LEGS A LITTLE BIT AND AND HELP THE COLLEGE AND IN REGARD TO SPACE MANAGEMENT AND THEN ENERGY MANAGEMENT AND SUSTAINABILITY, WE'VE ALWAYS DONE ENERGY MANAGEMENT.
SO THE ENERGY MANAGEMENT, WHAT WE'RE TALKING ABOUT THERE IS UTILITIES, GAS, WATER AND POWER.
AS FAR AS SUSTAINABILITY, WE WANT TO DEVELOP SOME NEW KPIS THAT THAT WILL COMPLEMENT OUR EXISTING ONES AND INSTITUTIONAL EFFECTIVENESS.
AND THE BIG THING THAT THAT, THAT I'M ASKING THEM TO FOCUS ON AS FAR AS SUSTAINABILITY, BECAUSE NOT TOO AWFULLY LONG AGO I MET WITH THE STUDENT GOVERNMENT PRESIDENTS AT EACH CAMPUS AND THEY WERE VERY INTERESTED IN ENERGY MANAGEMENT AND SUSTAINABILITY.
FOR EXAMPLE, THEY RECENTLY HAD A TRASH PICKUP AND CLEANUP AT BROOKHAVEN, AND THAT WAS LARGELY STUDENTS COMPLIMENTED BY THE SUSTAINABILITY TEAM TO TO CLEAN UP THE CAMPUS.
YOU KNOW, I WORE SHIRTS AND THAT KIND OF STUFF.
AND AND THOSE ARE GREAT THINGS.
AND THERE'S MORE AND MORE WE CAN DO TO ENGAGE STUDENTS IN BEING SUSTAINABLE FOR THE COLLEGE.
AND WE REALLY WANT TO LOOK INTO ACADEMICS.
I WANT TO I WANT TO INFUSE SOME INTO THE CURRICULUM OR SYLLABI OR WHATEVER THAT MAY LOOK LIKE TO TO BRING SUSTAINABILITY.
THE BOTH WHAT WE'RE DOING AND WHAT WE ENDEAVOR TO DO INTO THE CLASSROOM AND MAYBE EVEN SOMEDAY TALK ABOUT, YOU KNOW, A, A CLASS ASSISTANT OR A CLASS OR CERTIFICATE OR SOMETHING TO THAT EFFECT.
AND THAT'S ALL VERY, VERY DEVELOPMENTAL.
AND SO AGAIN, AS WE CONTINUE TO HAVE THESE CONVERSATIONS, HOW DO WE HOW DO WE GET THE RIGHT PEOPLE AROUND THE TABLE AND HAVE THOSE CONVERSATIONS OF PUTTING PEOPLE OR STUDENTS, IN THIS CASE, INSIDE THE WORK THAT MAY BE GOING ON ON SOME OF THE CAMPUSES? YEAH, CORRECT. SOME OF IT MAY, AND THE ALIGNMENT OF IT IS THE IMPORTANT PART, RIGHT? SO THE INTENTIONALITY WORKING WITH THAT TEAM TO TO MAKE IT EVEN MORE ROBUST.
[01:00:06]
SO WE'RE LOOKING INTO THOSE THINGS.AND THEN LASTLY, THE RECYCLING, I THINK THAT SOME CAMPUS OR TWO BEFORE WE BECAME DALLAS COLLEGE DID A PRETTY GOOD JOB AND OTHERS KIND OF DIDN'T OR DIDN'T DIDN'T REALLY FOCUS ON IT.
THEY WERE FOCUSED ON OTHER THINGS.
SO I'D LIKE TO GET AN ALIGNED EFFORT INTO RECYCLING INTO THE COLLEGE SO THAT EVERY CAMPUS IS DOING.
THAT INCLUDES RECYCLING AS WELL.
YOU KNOW, THE EQUIPMENT, IT'S GOT YOUR KPIS.
YOU KNOW, SOME INSTITUTIONS HAVE DEVELOPED THE APPROACH.
OKAY, WE'RE GOING TO ACROSS OUR ORGANIZATION HAVE A CARBON NEUTRAL FOOTPRINT, RIGHT? I MEAN, IS THAT SOMETHING YOU'RE LOOKING AT? I MEAN, DFW AIRPORT HAS DONE THAT IN THEIR OPERATIONS AND IT AFFECTS ALL KINDS OF THINGS.
YOU HAVE TO HAVE A KPI LIKE THAT.
ARE YOU THINKING THAT WAY OR OR THERE'S, YOU KNOW, CARBON NEUTRAL, NET ZERO.
THERE'S A LOT OF LOT OF TERMS AND WORDS.
AND AND I THINK THOSE ARE ALL GREAT ASPIRATIONS, RIGHT? AND I THINK WE SHOULD WORK TOWARD IT.
TO ME, IT'S ABOUT TIMING, RIGHT? SO THERE ARE THINGS THAT THAT THAT WE ARE NOT DOING THAT WE SHOULD BE DOING BEFORE WE THINK ABOUT ANYTHING HAVING TO DO WITH LIKE A NET ZERO.
AND I THINK WHEN YOU DO THOSE THINGS CAULKING WINDOWS AND MAKING SURE OUR BUILDINGS ARE TIGHT, THEN YOU CAN TALK ABOUT WHAT ELSE DO WE DO TO GET TO THOSE NET ZERO THINGS. BUT I THINK INCREMENTALLY IS WORKING TO IT IS ABSOLUTELY WHERE WE'RE GOING.
SO FOR NOT ONLY THE EMPLOYEE BASE, BUT STUDENTS AS WELL.
WHEN YOU GO HOME, DO YOU PRACTICE THESE SAME TYPES OF BEHAVIORS, TURN THE LIGHTS OFF, YOU KNOW, USE LESS WATER, USE LESS STUFF, YOU KNOW, BUT IT'S THAT KIND OF MESSAGING THAT COMES OUT OF A SUSTAINABILITY EFFORT IN TANDEM WITH STUDENT GROUPS THAT THEN TAKES THIS BEYOND THE CAMPUS.
AND THAT'S KIND OF A GOAL AS WELL.
YOU KNOW, WE'RE NOT WE'RE NOT BURNING ALL LEDS YET, RIGHT? SO TO ME, UNTIL YOU DO THOSE KIND OF THINGS, YOU KNOW, YOU CAN'T GET TO THESE OTHER THINGS.
IT'S TOO FAR OF A LEAP FOR KIND OF PEOPLE TO GET THEIR HEAD AROUND.
SO I THINK THOSE INCREMENTAL KPIS WILL DEFINITELY GET THERE.
YES, SIR. SO YOU MENTIONED E RECYCLING.
WHAT'S THE PROCESS FOR THAT? DO YOU ALL JUST JUNKET OR DO YOU ALL ARE YOU ALL ALIGNED WITH SOME NONPROFITS THAT YOU ALL DO SIMILAR TO NONPROFITS TO REPURPOSE AND THEN GET THEM OUT THERE IN PEOPLE'S HANDS? YEAH. I THINK PREVIOUSLY IT WAS THERE WAS A THERE WAS A HELPING OUT THE CPI THAT CONTRACTED PRICING OR CONTRACTED PRICING INDEX, RIGHT? SO WE HAD CPI SET UP FOR THESE TYPE OF VENDORS AND EVERYBODY KIND OF USED THEM, RIGHT? AND THE RECYCLERS BASICALLY CAME AND GOT THE STUFF AND AND LEFT.
SO THE SERVICE WAS JUST TAKING IT AWAY.
WELL, I SEE THAT. AND THAT SAME WAS FOR VEHICLES AND ETCETERA.
RIGHT. WHAT WE'RE DOING NOW IS AND I THINK THIS COULD MAYBE EVEN PUT A FEW NUMBERS TO IT, WE'RE LOOKING AT OPTIONS AND SUCH SO THAT THE COLLEGE CAN GET SOME SOME REVENUE FOR THESE THINGS RATHER THAN JUST KIND OF SURPLUS THEM.
BUT RECYCLING, RECYCLING IN PARTICULAR, I KNOW I'VE WORKED WITH JIM BEFORE.
I DON'T KNOW IF HE'S STILL HERE, BUT HE'S LOOKING AT DOING SOME OF THAT.
ALSO AUCTIONING OR IT COULD BE A NONPROFIT RATHER THAN JUST SCRAPPING IT.
SO JASMINE, I WOULD ASK YOU ALL TO RECONSIDER.
HEY, YOU. CAN YOU CLOSE THE LOOP ON THAT? IF YOU'VE MADE A CONNECTION AND HAVE DECIDED TO GO THAT ROUTE FOR SOME OF WHAT WE RECYCLE, I WOULD APPRECIATE THE CONTACT.
OKAY. SO TRANSITIONING INTO KIND OF THE BUDGET PORTION OF THIS, I'VE KIND OF TOLD YOU A LITTLE BIT A BRIEF OVERVIEW OF EVERYTHING THAT FACILITIES DOES FOR THE COLLEGE, AND HERE'S THE MONEY THAT IT TAKES TO DO THAT.
SO AND THESE ARE BROAD CATEGORIES, RIGHT? THEY BRUSH STROKES.
RIGHT. BUT OUR OPERATING BUDGETS, ABOUT 58 MILLION.
AND YOU CAN SEE THE BREAKDOWN FOR SALARIES.
AND THESE ARE JUST MAJOR CATEGORIES, RIGHT? THE O&M IS OPERATIONS AND MAINTENANCE.
[01:05:01]
THAT'S BASICALLY EVERYTHING, ALL THE WORK WE DO ON WEST SIDE UTILITIES AND THEN COLLEGES.MY TEAM ALSO MANAGES ALL THE CONTRACTS AND LEASES FOR THE COLLEGES, EXTERNAL LEASES.
SO YOU CAN KIND OF SEE THE BREAKDOWN OF THAT OPERATING BUDGET.
AND THEN THAT'S COMPLEMENTED BY THIS THING.
WE WE HEAR A LOT ABOUT THIS FACILITY IMPROVEMENT PLAN AND THE FUNDING FLUCTUATES A LITTLE BIT.
AND I THINK SHE'S GOING TO PUT THAT INTO THERE.
SO IT DOESN'T WORRY ABOUT, WELL, LET'S SPLIT THIS EQUALLY AMONGST THE CAMPUSES.
NONE OF THAT. IT GOES TO WHERE THE BIGGEST PROBLEMS ARE FIXED.
AND THEN A BUNCH OF, LIKE I SAID, NEW FURNITURE RENOVATIONS, ETCETERA.
IF YOU WANT TO, LET'S ADD A LITTLE BIT TO THIS.
SO WE DIDN'T JUST PULL THIS NUMBER OUT OF THE AIR.
RIGHT? SEVERAL YEARS AGO, WE HAD A DEFERRED MAINTENANCE PROGRAM WITH SOME OF YOU MAY REMEMBER, AND IT WAS ABOUT $86 MILLION OVER THE COURSE OF FIVE YEARS, ABOUT $60 MILLION A YEAR.
AND THAT DIDN'T GET US VERY FAR.
RIGHT? AND SO WE STARTED OFF WITH $25 MILLION OR SO.
IT LOOKS LIKE FOR HIM TO DO A PROPER, COMPLETE, CONTINUAL MAINTENANCE OF OUR FACILITIES, IT'S ROUGHLY ABOUT SOMEWHERE AROUND 35 TO $38 MILLION A YEAR.
NOW THAT WOULD BE A HUGE LIFT FOR US, RIGHT? SO LIKE I SAID, THERE'S $20 MILLION DIDN'T COME JUST OUT THE AIR.
AND SO THIS IS THE NUMBER THAT WE'RE WORKING WITH.
AND SO SCOTT AND I HAD A CONVERSATION AND I SAID, WELL, WHAT IF WE COULD AFFORD $35 MILLION A YEAR? HE SAID, WE COULDN'T KEEP UP WITH IT, YOU KNOW, SO IT'S NOT THAT WE'RE HINDERING HIM BY GIVING HIM THIS SMALLER AMOUNT OF MONEY AND NOT TARGETING THE 35.
IT'S REALLY A MATTER OF THE MANPOWER THAT WE HAVE AND THEN WHAT'S AVAILABLE FOR US, EVEN IF WE WERE TO CONTRACT, YOU KNOW, JUST TRYING TO KEEP THOSE PEOPLE IN PLAY IN ORDER TO DO WHAT WE NEEDED TO DO ON FACILITIES.
SO THIS DOES NOT THAT NUMBER DOESN'T INCLUDE IN THE DISCUSSION YESTERDAY OF HAVING CLASSROOMS THAT ARE UP TO DATE AS OPPOSED TO WHERE THEY ARE THAT THAT.
SO LET'S TALK ABOUT THAT. RIGHT.
BECAUSE SOME OF THE PLANS THAT SCOTT THAT SOME OF THE ITEMS THAT SCOTT HAS IN HIS FACILITY IMPROVEMENT PLAN AS WELL AS SOME OF THE REFRESH THAT JIM HAS IN HIS PLAN ARE INCLUDED IN SOME OF THEIR OPERATIONAL AND THEIR AND THEIR REFRESH BUDGETS, BUT MAYBE NOT ALL TO THE EXTENT OF WHAT THE ACADEMIC PLAN HAS.
RIGHT. THAT'S THE MORE MAJOR THING, LIKE THE HEALTH CARE DISCUSSION OF HAVING AN APPROPRIATE HEALTH CARE LABORATORY TYPE AS OPPOSED TO A CHEMISTRY LABORATORY.
THAT'S NOT INCLUDED IN THOSE NUMBERS.
IT'S NOT INCLUDED IN THOSE NUMBERS.
HOWEVER, THERE'S CONSIDERATION THAT WE DO THROUGHOUT THE YEAR.
SO WE'VE TALKED TO YOU AND WE WILL TALK A LITTLE BIT MORE ABOUT OUR STRATEGIC FUNDING PROCESS THAT WE DO, WHERE WE SET ASIDE MONEY, THAT WE THEN HAVE CONVERSATIONS WITHIN THE DIFFERENT PROGRAMS FOR WHAT EQUIPMENT THEY NEED.
SO IF THEY HAVE EQUIPMENT THAT WE NEED TO UPDATE, WE HAVE MORE MODERN EQUIPMENT, WE HAVE THINGS THAT MAYBE BEYOND ITS SERVICE LEVEL TIME, THEN WE HAVE MONIES THAT ARE SET ASIDE AND SCOTT AND I WORK WITH WHAT POT OF MONEY DOES THAT COME FROM? RIGHT, RIGHT POCKET OR LEFT POCKET IS STILL DALLAS COLLEGE FUNDS.
ONE TIME EXPENDITURES AS OPPOSED TO WHERE THIS IS REOCCURRING MAINTENANCE.
SO THAT'S REAL CRITICAL AS TO WHERE DOES THE MONEY COME FROM.
SO FROM OUR SURPLUS MONIES, WE CAN DO THE UPGRADES FOR MODERNIZATION AS OPPOSED TO HAVING TO HAVE THAT, BECAUSE HE SAID YOU'RE NOT GOING TO HAVE IT EVERY YEAR TO BE ABLE TO KEEP THAT PACE.
SO IF YOU RECALL, WHEN I DID THE FACILITY CONDITION INDEX, WHICH IS ONE OF OUR KPIS WE TALKED ABOUT, THE NUMERATOR IS DEFERRED MAINTENANCE AND THE DENOMINATOR IS REPLACEMENT COST. AND THEN I LOOKED AT IT FROM A COLLEGE LEVEL.
THAT'S THE $2 BILLION IN THE DENOMINATOR.
[01:10:06]
AND WHERE DO YOU WANT THAT NUMBER TO BE, RIGHT? THAT'S YOUR GOAL, RIGHT? AND SO WHEN I SAT DOWN AND LITERALLY COVERED HER TABLE WITH NUMBERS AND ALL KIND OF CALCULATORS FLYING EVERYWHERE AND TRYING TO FIGURE OUT WHAT DOES THIS NUMBER NEED TO BE? BUT THE FACILITY IMPROVEMENT PLAN AIMS TO PRIMARILY REDUCE THAT NUMERATOR, BUT IT'S VERY SPECIFIC THINGS ROOFS, FIRE ALARMS, AIR HANDLERS, CHILLERS, NOT REALLY FRONT FACING THINGS IN A ROUNDABOUT WAY.OBVIOUSLY, AIR CONDITIONING IS VERY FRONT FACING WITH WHAT'S GOING ON THIS WEEK.
RIGHT. BUT THE CHILLER REPLACEMENT, YOU KNOW, NOBODY REALLY SEES THAT, RIGHT? OR NO, NO, NO.
SO THAT NUMBER ONLY MOVES WHEN THOSE TYPE THINGS GET REPLACED OR REPAIRED, ETCETERA.
YOU TALK ABOUT RENOVATIONS AND ALL THAT, THAT DOESN'T REALLY MOVE THE FCI NUMBER.
BUT THAT'S HARDLY EVER THE CASE.
THERE'S ALWAYS OTHER NEEDS THAT WON'T NECESSARILY MOVE THE FCI OR THE FACILITY CONDITION INDEX, BUT YOU ALSO MENTIONED TECHNOLOGY THOUGH, AND NEW NEEDS FOR FOR WHATEVER PROGRAM. I'VE ALSO HAVE AN AGGRESSIVE GRANTS TEAM, PROPER SHOP WITH ADRIAN THOMPSON, WHO ARE WHO ARE ALSO IN THIS CONVERSATION ABOUT WHAT OTHER FUNDS ARE OUT THERE AND HOW DO WE LEVERAGE GRANT FUNDS AND OUR FUNDS IN ORDER TO GET TO WHERE WE NEED TO GO.
SO THEY'RE NOT JUST THE INTERNAL FUND CONVERSATION THAT GOES ON.
WHEN WE TALK ABOUT THESE TYPES OF REFRESH, IT'S WHAT ARE THE EXTERNAL OPPORTUNITIES TO.
SO AGAIN, IT'S ANOTHER EXAMPLE OF THE COLLABORATION OF WHERE'S THE MONEY COME FROM, WHAT ARE THE STREAMS, HOW DO YOU PIECE THAT TOGETHER? AND THEN WHAT'S THE OUTPUT? AND ONE LAST THING AS WE BEFORE WE MOVE ON IS THE $20 MILLION THAT WE LOOKED AT TO LOOK AT EACH PROJECT.
AND I WOULD SAY ROUGHLY 80 TO 90% OF IT DOES MOVE THE NEEDLE FOR THE FACILITY CONDITION INDEX.
SO IT'S DOING WHAT IT'S INTENDED TO DO.
I NEED THIS. YOU KNOW, THOSE ONE OFF THINGS THAT DO NOT MOVE THE NEEDLE FOR DEFERRED MAINTENANCE.
SO BUT THERE'S ALWAYS A NEED FOR THAT.
SO UNFORTUNATELY, ALL OF THAT MONEY CAN'T MOVE THE CONDITION INDEX JASMINE O ON THE O AND M THE 31.1 MILLION.
UM. ELECTRICAL PROBLEMS. PLUMBING ISSUES.
HVAC PROBLEMS ARE A BIG PART OF IT.
THERE'S A LOT OF PREVENTATIVE MAINTENANCE, FILTER CHANGES, REPAIRS.
YOU KNOW, THERE'S, THERE'S AN ISSUE AT SO WE'RE WORKING THROUGH WITH CHILLERS RIGHT NOW.
ALL OF THAT MAINTENANCE LANDSCAPING GROUNDS IS IN THEIR CONTRACTORS.
IT'S A PRETTY WIDE THAT 31.1 MILLION COULD BE ADDED TO THE 20 MILLION, WHICH GIVES YOU 51.1 MILLION. WE'LL SEE.
THE O&M IS IS MORE THOUGHT ABOUT TO BE REPAIRS.
SO MONEY SPENT ON A REPAIR OF SOMETHING AGAIN DOESN'T MOVE THE DEFERRED MAINTENANCE NEEDLE.
WE NEED TO FUND IT AND REPLACE IT.
THAT DIDN'T REPLACE THE ROOF, SO IT DOESN'T COME FROM OPERATIONS AND MAINTENANCE.
SEE, THE THE 20 MILLION IS IS A FUND TO FUND DEPRECIATION IN THE GOVERNMENT.
WE DON'T HAVE YOU KNOW, LIKE A BUSINESS WOULD HAVE A DEPRECIATION EXPENSE.
SO THIS PROGRAM, THE 20 MILLION IS FUNDING DEPRECIATION, MEANING REPLACING THE THE DETERIORATION OF ALL OF OUR FACILITIES ON A ON A SCHEDULED PLAN.
AND THEN THE BUSINESS YOU YOU HAVE YOU FUND YOUR DEPRECIATION.
IF YOU DON'T, YOU END UP WITH DEFERRED MAINTENANCE AND A DILAPIDATED FACILITY.
SO THIS IS JUST A TERM DIFFERENT IN GOVERNMENT ACCOUNTING AS OPPOSED TO BUSINESS.
SO YOU'RE TALKING ABOUT $78 MILLION? NO, BUT I UNDERSTAND THE QUESTION YOU'RE ASKING.
SO 51 MILLION YOU'RE ASKING IF $51 MILLION GOES DIRECTLY TOWARD THE UPKEEP OF DALLAS COLLEGE FACILITIES? YES. SO TOTAL, HOW MUCH FOR 23 AND 24?
[01:15:06]
SO? SO THE TOTAL FOR WOULD WOULD BE THE 58 PLUS THE 20 TO DO EVERYTHING THAT MY TEAM DOES, INCLUDING YOUR PERSONNEL, INCLUDING SALARIES, UTILITIES, LEASES.AND THAT INCLUDES YOUR FACILITY IMPROVEMENT PLAN.
YES, MA'AM. GOOD QUESTION, SCOTT.
YES, SIR. SO YOU SHARED WITH US SOME MONTHS BACK, I THINK, A SCORE OR AN INDEX.
BUT WAS THAT FOR OPERATIONS AND MAINTENANCE OR FACILITIES IMPROVEMENT? FACILITIES IMPROVEMENT. OKAY.
YES, MA'AM. SO THIS IS MINOR AND I'M NOT SURE WHERE IT WOULD FALL.
IN THE VIDEO THAT WAS SHOWN YESTERDAY BY THE STUDENT AT MOUNTAIN VIEW.
ONE OF THEM, HE WAS OPENING A DOOR AND THE PAINT AROUND THAT DOOR HANDLE WAS REALLY CHIPPED.
AND SO HOW WOULD YOU IDENTIFY THOSE TYPE OF SMALL, MINOR THINGS? BECAUSE THAT'S A REFLECTION TO A CERTAIN EXTENT, TO USE TRUSTEE BOYD'S WORD OF DILAPIDATION.
SO HOW DO YOU IDENTIFY THOSE SMALL, MINOR ISSUES THAT NEED TO BE TENDED TO? YEAH. SO THE MONEY WOULD COME FROM MORE OF AN OPERATIONS AND MAINTENANCE, RIGHT? NOT A FACILITY IMPROVEMENT PLAN UNLESS IT WAS WIDESPREAD CAMPUS PAINTING, RIGHT.
WHICH WE'VE DONE THERE, HANDRAILS, ETCETERA.
SO THE IDEA WOULD BE THAT I GO PAINT THAT DOOR BEFORE SOMEBODY TELLS ME THAT IT NEEDS TO BE PAINTED.
THAT'S THE PINNACLE OF WHERE YOU WANT TO BE IN A MAINTENANCE ORGANIZATION.
IF I'M NOT QUITE THERE YET, WHICH WE'RE NOT, RIGHT? WE'RE STILL MORE REACTIONARY THAN WE ARE PROACTIVE.
BUT SO WHOSE RESPONSIBILITY IS IT TO KEEP THEIR EYE ON THINGS LIKE THAT, TO THEN LET YOU KNOW OR WHOEVER THEY'RE SUPPOSED TO LET KNOW THAT THIS NEEDS TO BE ADDRESSED. SO SO ULTIMATELY I'LL TAKE RESPONSIBILITY FOR STAYING ON TOP OF THOSE THINGS.
THAT'S WHAT I THAT'S WHY I ENDEAVOR TO DO.
BUT I THINK IT'S EVERYBODY'S RESPONSIBILITY TO CARE ABOUT THE UPKEEP OF OUR CAMPUSES, RIGHT? SO TO THAT EXTENT, IF YOU SEE SOMETHING, WHOEVER YOU MAY BE, YOU CAN SUBMIT A WORK ORDER, CALL OUR 24/7 NUMBER AND LET US KNOW AND WE'LL TAKE CARE OF IT.
I DEFINITELY ENCOURAGE IT, YES.
HOW DO YOU COMMUNICATE THAT? IT'S UNDER A FORMAL POLICY CALLED THE QUOTE UNQUOTE DEAD BIRD POLICY.
SO SO YEAH, TALK ABOUT THE DEAD BIRD POLICY IS, IS YOU KNOW, WHENEVER YOU SEE ADDRESS IT, FIX IT.
SO, YOU KNOW, THERE'S A DEAD BIRD AT THE FRONT OF THE STUDENT SERVICES BUILDING.
YOU CAN'T BE WALKING PAST THAT GOING, I WISH SOMEBODY WOULD TAKE CARE OF THAT.
IT'S EVERYONE'S RESPONSIBILITY TO MAKE SURE.
AND THESE ARE THESE ARE RESTROOM STALL LATCHES, LIGHTS BEING OUT.
IT'S KIND OF THAT CULTURE OF IF YOU LIVE HERE, HE'LL TAKE CARE OF IT.
BUT AGAIN, YOU ALL HAVE COMMUNICATED THAT SUFFICIENTLY TO ALL STAFF.
SO THEY KNOW THAT THERE'S A PROCESS THEY CAN FOLLOW AND CONTINUE TO DO SO.
OKAY. SO MOVING INTO THE SECOND PART OF IT, THE BOND DISCUSSION, AND THIS SEEMS LIKE IN YEARS, IT WAS ONLY A FEW YEARS AGO, BUT IN ACTUAL TIME FELL BECAUSE OF CHALLENGES IT SEEMED LIKE FOREVER AGO.
SO I ACTUALLY GOT HERE IN MARCH OF 2019 AND THE BOND WAS PASSED SHORTLY THEREAFTER AND THEN IMMEDIATELY LAUNCHED INTO A MYRIAD OF HURDLES OF BARRIERS AND AND CHALLENGES FOR THE BOND, RIGHT? SO THE FIRST ONE THAT HAPPENED WAS A LAWSUIT WAS FILED.
AND IT WASN'T RESOLVED UNTIL SOMEWHERE NEAR THE END OF 2020 2ND NOVEMBER TIME FRAME OF 2022.
AND THAT THAT THAT PLAYED A LOT OF ROLE INTO FUNDING AND TISSUES STUFF.
AND HOW DO WE DEAL WITH ALL THAT? AND IT PRESENTED CHALLENGES TO THE BOND PROGRAMS AND THEN RIGHT AROUND THAT CORNER WAS THE GLOBAL PANDEMIC, WHICH WE STILL THE MAJOR WAY IT HIT THE BOND WAS THE SUPPLY CHAIN AND THE COST OF GOODS, CONCRETE AND STEEL JUST SKYROCKETED.
AND THEY COME DOWN AND MAYBE LEVELED OFF AT SOME POINT.
RIGHT. SO WE'RE STILL DEALING WITH THAT.
AND THEN WE HAD THE DALLAS COLLEGE REORGANIZATION, RIGHT.
[01:20:01]
WHICH WHICH WE ALL KNOW WAS CHALLENGING AND WE MADE OUR WAY THROUGH THAT.YEAH. SO WHAT WHAT WE WANTED TO INCLUDE HERE IS A SUPPLIER DEVELOPMENT PIECE.
THE GOAL THERE IS TO BECOME BEST IN CLASS AND HOW AN INSTITUTION OR AN ORGANIZATION DOES THAT.
YOU KNOW, WE ARE FIRST TO SAY THAT THAT THINGS CAN ALWAYS BE IMPROVED AND ALWAYS BE FASTER AND BETTER, BUT DON'T WANT TO DISMISS OR TAKE AWAY FROM THE FACT THAT COMPLIANCE REMAINS THE TOP PRIORITY AND WORK OF THIS TYPE.
AND THEN HOW DO THE REST OF THE FACTORS PLAY INTO THAT? ONE OF THE MOST IMPRESSIVE GROUPS IN DALLAS THAT'S DOING THIS VERY, VERY WELL IS THE DFW AIRPORT.
AND YOU MAY HAVE BEEN THERE DURING THAT TIME, BUT THE MONTHLY WEBINARS THAT THEY LAUNCHED TO THE PUBLIC THAT KIND OF STEPS PEOPLE THROUGH THE PROCESS, INCLUDING WORK ON MONTHLY KIND OF SUPPLIER MEETINGS OR WHATNOT, GIVES A REAL HIGH TOUCH FEEL TO THAT.
RIGHT? HOW ARE WE PLACING MESSAGES? HOW ARE WE IDENTIFYING PERSONAS OR AUDIENCES? HOW ARE WE ALIGNING THAT THAT'S GOING TO APPLY NOT ONLY TO TO TO THE MARKETING PIECE, BUT ALSO THE SUPPLIER DEVELOPMENT PIECE? OUR OUR MESSAGE REACHING THE RIGHT PEOPLE AT THE RIGHT TIME THAT MAKES SURE THAT THE PUBLIC KNOWS WHEN OPPORTUNITIES ARE AVAILABLE HERE.
AND SO THAT IS THE GOAL OF THIS.
AND SO YOU WANT TO SPEAK TO ONE.
YOU MAY START WITH JUST THE PROCUREMENT WORK THAT'S GOING ON AND THEN WE CAN KIND OF ACTIVISM.
WE ARE AT, AS BRAD JUST MENTIONED, WE HAVE ENGAGED A CONSULTANT TO COME IN AND WORK WITH OUR LEADERSHIP TEAM, YOU KNOW, TO KIND OF GIVE AN OVERVIEW OF WHAT'S HAPPENING IN PROCUREMENT. THEY'RE GOING TO TALK TO EXECUTIVE LEADERS AS WELL, DO SOME INTERVIEWS TO FIND OUT WHAT THAT PERSPECTIVE IS, AND THEN REVIEW OUR OVERALL PROCUREMENT PROCESS.
YOU KNOW, WHAT ARE SOME OF THE CHALLENGES THAT ARE BEING FACED WITHIN THE TEAM ITSELF BECAUSE OF BECAUSE OF PROCESSES AS WELL AS WHAT ARE OUR EXTERNAL CUSTOMERS FEELING? BECAUSE OF SOME OF THAT, WE ARE, AS, AS BRAD MENTIONED, DOING A DEEP DIVE INTO SUPPLIER DEVELOPMENT AS PART OF THAT PROCESS SO THAT WE CAN DO AN OUTREACH TO OUR OUR MARKET TO FIND OUT AGAIN BASED ON THE RESULTS THAT WE GET FROM THE A AND B STUDY ON DIVERSE SUPPLIERS AND HOW WE CAN REACH THEM.
WHAT ARE THEY LOOKING FOR? WHAT KIND OF TRAINING DO THEY DO THEY NEED? WE'RE IMPLEMENTING THAT B TO B TO G NOW SUPPLIER DIRECTORY, WHICH WILL GIVE US A BROADER CUSTOMER BASE SUPPLIER BASE TO TO DIG INTO.
BECAUSE RIGHT NOW WE HAVE SUPPLIERS THAT ARE OUR USUAL SUPPLIERS, OUR USUAL GO TOS, BUT WE NEED TO BROADEN THAT OUTREACH SO THAT WE CAN UNDERSTAND WHO ELSE WE NEED TO REACH AND THEN WHAT WE NEED TO DO TO TO GET THEM ON BOARD AND HOW TO DO BUSINESS WITH US.
SO YOU SAW IN THE PRIOR PRESENTATION FROM JIM PARKER ON DATA STRATEGY THAT ALSO APPLIES HERE WHEN WE LOOK AT HOW DO WE CAPTURE OUR FIRST LEVEL SPEND ON PROJECTS, ALTHOUGH THAT'S ALSO THAT SECOND TIER SPEND, WHAT KIND OF DATA MAPPING THAT HAS TO GO INTO THAT TO MAKE SURE THAT AS WE'RE DOING THIS WORK, WE TAKE FULL CAPTURE OF WHAT WERE THE SPINS WITH A DIVERSE SUPPLIER BASE.
AND SO WE ARE WELL, I MEAN, YOU KNOW, AND THEN TO AS WE TALK ABOUT SOME OF THE OUTREACH AND AND THE TRAINING AND THE AVAILABILITY OF DIVERSE SUPPLIERS, THERE ALSO IS A NEED FOR US TO TAP IN AND FIND OUT NOT JUST WHAT SUPPLIERS ARE AVAILABLE, BUT WHAT SUPPLIERS ARE CAPABLE, WHAT CAPACITY DO THEY HAVE TO DO BUSINESS WITH US. AND IF WE FIND THAT WE'RE REACHING MORE THAT DO NOT HAVE THE CAPACITY, THEN HOW DO WE TRAIN THEM UP? WHAT TOOLS DO WE PROVIDE THEM AND WHAT OTHER ACCESS POINTS DO WE GIVE THEM SO THAT THEY CAN BE POSITIONED TO WORK WITH US? SO I'LL GIVE YOU AN EXAMPLE OF A CONVERSATION.
LAST WEEK I TOOK A CALL FROM SOMEONE WHO'S NOT A SUPPLIER YET THEY WANT TO BE.
AND SO AFTER THEY KIND OF MADE THEIR PITCH, I ASKED, SO HOW IS OUR PROCESS OF HOW YOU ACCESS THE SYSTEM? HE SAID, WELL, I REGISTERED WITH THE SUPPLIER PORTAL AND NOW I'M ON THE PHONE WITH YOU.
A WEEK AND A HALF LATER. I'D SAY IT WORKED, RIGHT? AND SO BUT NOW IT'S THAT NEXT STEP OF HOW WE PUT A POTENTIAL SUPPLIER IN FRONT OF THE FACILITIES OR THE PROCUREMENT STAFF.
SO EVERYBODY KNOWS KIND OF WHAT THE OPPORTUNITIES ARE AND WHAT THAT MAP LOOKS LIKE.
BUT AGAIN, IT COMES WHAT'S THE SPEED AND EFFICIENCY OF THAT AND HOW CLUMSY IS OUR PROCESS AND HOW DO WE IMPROVE THAT? AND IT'S ONE THING TO DO THAT IN ISOLATION BECAUSE WE COULD COME UP WITH OUR OWN PROCESS, BUT THE VALUE IS GOING TO BE HOW DO WE DO THIS IN COLLABORATION WITH PEOPLE WHO ARE USING
[01:25:02]
OUR SYSTEM NOW, PEOPLE WHO WANT TO ACCESS THE SYSTEM NOW AND BUILD OUR PROCESS AND SYSTEM AROUND THOSE NUANCES OR THOSE IDEAS OF TO MAKE THIS CLEAN FROM THE USER SIDE.AND THAT'S HOW WE HIT THE CUSTOMER OR THE STAKEHOLDER SATISFACTION PIECE OF THAT.
AND WE DON'T WANT TO, YOU KNOW, NOT ACKNOWLEDGE THE HARD WORK THAT THE PROCUREMENT TEAM.
RIGHT, BECAUSE WE'RE ORGANIZATION OF OUR SIZE AND THEY'RE PROCESSING DATA.
IS IT LIKE 14,000 REPS OR SOMETHING LIKE THAT? THEY'RE PROCESSING A WEEK AND IT'S A LOT, YOU KNOW, NOT TO MENTION THAT'S JUST THE REPS THAT THEY'RE PROCESSING.
THAT'S NOT THE CONTRACTS THAT THEY HAVE TO REVIEW AND THAT'S NOT THE SOURCING THAT THEY DO.
SO IT'S A HEAVY LIFT FOR THAT GROUP.
AND SO YEAH, WE ALWAYS HEAR THE CHATTER, RIGHT? WE HEAR THE STATIC THAT RISES TO THE TOP, BUT WE WANT TO MAKE SURE THAT WE ACKNOWLEDGE THAT THEY DO A LOT OF WORK.
ALL SITE CLIENTS FIND THAT COMPLYING WITH WHAT COMPLY WITH OUR STATE AND FEDERAL REGULATIONS WHEN IT COMES TO ENGAGING WITH SUPPLIERS AS WELL AS WHEN IT COMES TO PROCUREMENT ISSUES.
PEOPLE WANT THINGS FASTER, THEY WANT IT DONE QUICKER.
BUT WE DO STILL HAVE CHALLENGES AS FAR AS BEING ABLE TO MEET THOSE REGULATORY ISSUES.
YOU SAID COMPLIANCE WITH STATE, FEDERAL, STATE AND FEDERAL REGULATIONS.
SO, OKAY, THE SUPPLIER DEVELOPMENT AND CONTRACTING ABOUT ABOUT CONTRACTING AND AN RFP.
WE WANT TO MEASURE INTERNAL TARGETS FOR ENGAGING DIVERSE SUPPLIERS, BUT WE STILL HAVE A PROCESS THAT WE HAVE TO GO THROUGH FOR RFPS, IF YOU WILL, RIGHT. OR FOR WHAT WE DO IN REGULAR CONTRACTING.
SO THOSE ARE THE GUIDING PRINCIPLES TO HOW WE CAN ENGAGE EVEN WITH DIVERSE SUPPLIERS.
IT'S A SUPPLIER IS A SUPPLIER WHEN IT COMES TO THOSE TYPES OF THINGS.
SO WE WANT TO COME BACK ON OUR SELF A LITTLE BIT, BUT ALSO WE HAVE TRUSTEE FLOYD A CHANCE TO TO CONTINUE TO VOICE HIS, HIS LOVE FOR THE PROCESS.
WELL, IT'S JUST, IT'S JUST IT'S A NATURE OF GOVERNMENT AND PROCUREMENT AT PARKLAND WAS PATHETIC.
WE BOUGHT $700 MILLION WORTH OF IOT EQUIPMENT THE SAME WAY WE BOUGHT A ROAD GRADER.
AND WHAT'S WRONG IS NOT SO MUCH GETTING THE PEOPLE IDENTIFIED AND THE SOURCING AND ALL THAT.
I MEAN, I WANT SOMETHING FROM AMAZON.
IF WE'RE ASKING OUR PEOPLE TO DO 80 THINGS, COULD WE ASK THEM TO ONLY DO 20 THINGS? CORRECT. AND THAT'S WHERE I'M CONCERNED.
THEY ADD ONE MORE THIS YEAR AND TWO MORE NEXT YEAR AND THEY NEVER TAKE ANY OFF.
THEY NEVER DO SPRING CLEANING AND THEY'RE NOT AFFABLE ANYMORE.
AND SO THAT'S MY WHOLE THING, IS THAT'S THE PROCESS THAT I'VE ASKED THAT WE DO.
I ASK INTERNAL AUDIT TO DO THE SAME THING.
THEY SHOULD GO IN AND DETERMINE HOW APPROPRIATE EMPLOYEES HAVE TO GO THROUGH.
IT TOOK A YEAR AND A HALF TO GET THESE SHIRTS THAT I'M WEARING TODAY.
IT'S A NICE SHIRT. YEAH, IT'S WORTH IT.
BUT WHAT I'M SAYING IS IT KEPT BEING ONE HURDLE AFTER ANOTHER HURDLE.
WE GOT TO GO BACK AND DO THAT.
YOU KNOW, WE DEFINITELY ARE ADDRESSING THAT.
WE ARE EVALUATING, AS YOU SAID, WHAT ARE OUR SELF-IMPOSED CHALLENGES AS OPPOSED TO WHAT ARE OUR EXTERNAL CHALLENGES AND SO WE ARE CHALLENGING ONE ANOTHER TO ADDRESS EXACTLY THAT. AND I AND I HAVE NO DOUBT Y'ALL WILL FIX IT.
HERE'S HERE'S THE FUNDING TOO.
SO YOU HAVE SOMEONE IN A ROLE OVER A CERTAIN TIME WHO LAYS OVER TO THE PROCESS THEIR PRACTICES.
RIGHT. AND THAT PERSON MAY RETIRE OUT.
SO YOU HAVE SOMEONE NEW IN A POSITION THAT INHERITS THE OLD PRACTICE.
SO THAT'S WHAT WE'RE GETTING TO THE BOTTOM OF.
WHAT ARE WHAT DO WE OWN RIGHT, AND HOW CAN WE RESOLVE THAT VERSUS THE COMPLIANCE PIECE? OKAY, SO WE GOT BG TO DO A TOP DOWN REVIEW OF OUR POLICIES, PRACTICES, ETCETERA, THAT WERE HINDERING US.
[01:30:01]
IN THE AREA OF, WELL, REALLY INSTITUTIONAL.SO THIS CONSULTANT THAT YOU'VE ENGAGED.
IS THAT WHAT IT'S FOR? BECAUSE YES, I CAN UNDERSTAND THE VALUE OF USING INTERNAL.
BUT A LOT OF TIMES INTERNAL CAN'T SEE THE FOREST FOR THE TREES AND YOU NEED THE OUTSIDE.
OBJECTIVE LOOK TO IDENTIFY POSSIBLY SOME BARRIERS.
SO IS THAT WHAT THE CONSULTANT IS GOING TO DO? AS WELL. PROCESS SPECIFIC.
YES, ABSOLUTELY. OR BREAKDOWNS.
AND YEAH, IT'S ALL ABOUT PROCESSES.
I MEAN, PART OF THIS IS THAT THERE WAS ONE THAT WE WERE WORKING ON THAT, YOU KNOW, WHEN, WHEN THE.
ANSWER CAME BACK THAT, HEY, YOU KNOW, IT'S A FIVE MONTH TIMELINE.
AND I SAID, COOL, GIVE ME. WHAT A FIVE DAY TIMELINE LOOKS LIKE.
BUT REALLY THAT'S THE INTENT IS HOW DO WE GET FROM A TO B AND ENSURE THAT PEOPLE CAN DO BUSINESS WITH US AND THAT WE CAN MOVE THROUGH TO GET THINGS DONE THAT WE NEED TO DO? OKAY.
SO MOVING ON INTO THE BOND BUILDINGS.
SO JUST TO REFRAME THIS, THIS SCOTT'S OPENING SLIDE, WHICH IS KIND OF A REVIEW OF THE BOND PIECES.
SO THERE'S JUST AN OVERALL REVIEW OF THE CURRENT ONES THAT WE'VE ALREADY LET THAT ARE IN PROCESS.
THESE ARE THESE ARE ABOUT TO OPEN SOON, RIGHT? SO THESE ARE ALL WHAT WE CALL PHASE ONE BOND BUILDINGS.
AND MOST NOT ALL OF THEM ARE GOING TO OPEN SOON, BUT MOST OF THEM ARE.
BUT IT'S JUST A LOOK AT EACH SPECIFIC BUILDING.
YOU GET THE SQUARE FOOTAGE AND KIND OF WHAT IT DOES.
CLASSROOMS, LABS, FOOD SERVICES, CLINICS, ETCETERA.
THE NUMBERS ON HERE, THE BUDGET NUMBER AND THE ACTUAL AND MEMBERS.
RIGHT. AND YOU KNOW, WHEN PEOPLE DO PAY, WHEN THEY SUBMIT THEM, WHEN THEY GET PROCESSED, ETCETERA.
SO THIS IS ALREADY OUT OF DATE.
BUT THIS WAS CORRECT AS AS SOME POINT IN THE PAST, SOMEWHERE AROUND THE END OF MAY.
HERE'S THE EARLY COLLEGE AND ACADEMIC BUILDING.
THIS IS THE NEW BUILDING ON THE NORTH SIDE OF THE CAMPUS.
AGAIN, 50,000FT², MORE CLASSROOMS, LABS, ETCETERA.
AND THE MEMBERS ASSOCIATED WITH IT.
LOOKING TO COME ONLINE IN DECEMBER OF THIS YEAR.
ALSO, CEDAR VALLEY, THE ONE STOP SHOP.
THIS IS THE RENOVATION OF EL BUILDING.
IT'S ABOUT 30,000 SQUARE FOOT RENOVATION.
LOOKING TO COME ON, HOPEFULLY AUGUST OF THIS YEAR.
HE'S VERY EXCITED ABOUT THE BUILDING.
HE'S I THINK HE'S TOURED IT A TIME OR TWO.
RIGHT. I HAVE TO KIND OF WATCH HIM SO HE DOESN'T SNEAK IN THERE, BUT HE'S VERY EXCITED ABOUT IT.
I KNOW DR. JOSEPH, I THINK HAS TOURED AND IT'S A IT'S A GREAT BUILDING.
LOOKING TO COME ONLINE OCTOBER OF THIS YEAR.
MOUNTAIN VIEW. SO MOUNTAIN VIEW, WE HAD SOME DELAY ISSUES OUT THERE, PERMITTING, ETCETERA.
YOU CAN SEE THESE ARE ALL ACTUAL PICTURES, BY THE WAY.
THIS ONE WAS JUST RECENTLY PERMITTED.
SO THEY'VE JUST KIND OF BEGUN THIS.
YOU CAN SEE THE EXPECTED COMPLETION SEPTEMBER OF 24, ABOUT A YEAR.
ON THE NURSING BUILDING, KIND OF THE SAME THING.
THESE ARE OBVIOUSLY RENDERINGS.
HASN'T ACTUALLY STARTED CONSTRUCTION YET.
AND WE DON'T WE DON'T HAVE AN ESTIMATED TIME OF COMPLETION FOR IT JUST YET.
ALSO, MOUNTAIN VIEW, THE WELCOME CENTER, KIND OF THE SAME ISSUE THERE.
RICHLAND, ANOTHER BIG BUILDING, OVER 100,000FT², ADDS A WHOLE BUNCH OF CLASSROOMS, LABS, BLOOMBERG LAB, FOOD SERVICES, ETCETERA.
SO ANOTHER, ANOTHER GREAT SPACE THAT'S COMING ONLINE TOWARD THE END OF THE YEAR.
CEDAR VALLEY, THIS ONE IS COMPLETED.
[01:35:02]
I THINK YOU TORE.I THINK THE BOARD IS TOWARD THIS.
IT'S THE RENOVATION, THE H-VAC LABS OUT OF CEDAR VALLEY.
YOU CAN SEE THAT BOTTOM PICTURE IS ACTUALLY A MOCK UP OF A COMMERCIAL SYSTEM THAT NORMALLY WOULD TAKE UP A BETTER PART OF A OF A BUILDING, BUT THEY'VE GOT IT KIND OF MINIATURE SO THAT STUDENTS CAN SEE IT AND WORK ON IT.
BUT IT GIVES YOU ALL THE TRAINING AND SAME RESULTS.
AND YOU CAN SEE THOSE ARE ACTUAL NUMBERS BECAUSE IT WAS COMPLETED IN AUGUST OF 21.
WHAT'S DALLAS? THIS ONE WAS COMPLETED.
I THINK EVERYBODY SEEN IT, BEEN OUT THERE.
IT'S REALLY, REALLY A REALLY COOL ADDITION OUT THERE THAT THE CONVENING ROOM, I THINK, IS IT'S A IT'S A BIG, GIANT DUAL ROOM.
REALLY INTERESTING ADDITION TO THE WEST CENTER THAT WAS COMPLETED IN AUGUST OF 21 CSB.
WE KNOW THIS BUILDING OPENED IN JULY OF 21, BUT I'M JUST GIVING YOU ALL THE THINGS THAT WERE FUNDED BY THE BOND, RIGHT? SO ALL THESE WERE BOND BUILDINGS.
PHASE ONE FUNDING, WHETHER IT'S COMPLETE OR NOT, IS STILL PART OF THE PHASE ONE.
SCOTT IF YOU WANT TO SCOOT TO THE SIDE A LITTLE BIT.
ARE THEY HAVE IT ON THEIR COMPUTER.
BUT THIS IS KIND OF A PHASE TWO REIMAGINING OF THE DOWNTOWN PRESENCE.
THIS IS KIND OF WHERE WE ARE NOW WITH THE RFP.
I'VE GOT SOME CALENDARS OR SOME SCHEDULES THAT WE'RE GOING TO RUN THROUGH IN A SECOND, BUT WANTED YOU TO SEE THE SQUARE FOOTAGE ON ON WHAT KIND OF THE OUTLINE IS WHEN WE START LOOKING AT CULINARY AND PASTRY DOWNTOWN DESIGN CENTER, THE SPACE OF ONE MAIN PLACE L CENTRAL CAMPUS, ABC, THE R BUILDING, PARAMOUNT ADMIN OFFICE.
M.J. PRIEST AT ONE TIME I THINK THERE MAY HAVE BEEN SOME DISCUSSION ABOUT THE DISTRICT SERVICE CENTER, YOU KNOW, PIECES OF THAT MAYBE, AND THEN THE INNOVATION CENTER AT THE BOTTOM. IT'S NOT A SQUARE FOOTAGE THERE BECAUSE THAT'S STILL KIND OF A WORK IN PROGRESS.
SO WE GO BACK THEN TO THE RFI AND YOU GUYS ARE FAMILIAR WITH THIS.
HERE'S KIND OF THE QUESTIONS THAT WE POINTED TO IS LIKE AS WE READ THROUGH AND THINK ABOUT OPPORTUNITIES, THESE ARE SOME BULLET POINTS ON HOW WE CAN KIND OF THINK THROUGH THINGS AND THE MILESTONES BELOW GOING FROM THE RFI SUBMISSIONS DO, WHICH JUST SEEMS LIKE YESTERDAY ALL THE WAY TO JUNE 7TH, BECAUSE PAGE SHAWNDA HAD BEGAN SOME BROAD ENGAGEMENT, ONE ON ONE INTERVIEWS.
I THINK MANY OF YOU ALL MAY HAVE HAD THOSE OR WERE SCHEDULING THOSE IN PROCESS.
SO YEAH, SO HERE'S WHERE WE ARE NOW.
WHAT WE WANTED TO DO IS ADD A SECOND SET OF ENGAGEMENT SESSIONS AFTER THE SEMESTER STARTING.
SO WE WANT STUDENT VOICE IN THERE AS WELL.
THE FACULTY VOICE IN THERE AS WELL.
YOU SEE A SECOND PIECE OF THAT IN THERE THAT AUGUST 2ND THROUGH 11TH WITH OUR RESPONDENTS.
AND THOSE MEETINGS I THINK ARE BEING SET OR HAVE BEEN SET OR ARE IN THE PROCESS OF IT.
EXCUSE ME. YEAH. ONCE THOSE MEETINGS, ONCE THEY'RE SET, IS THAT A TIME WHERE WE CAN BEGIN TO DISCUSS THE RFI? YEAH. YEAH. SO IT'S NOT.
YEAH. SO WE'LL TALK ABOUT THAT IN A SECOND.
YEAH. THANK YOU. YEAH. SO THEN LET'S GO JUMP TO OCTOBER.
I'M JUST GIVING YOU A HOLISTIC TIMELINE OF KIND OF HOW THIS IS LAID OUT ON PAPER NOW, OCTOBER 20TH, 23, AS THIS TRANSITION TO SOME TYPE OF RFQ, THAT'S WHEN IT'S WE HAVE THE ABILITY TO REVIEW IT THROUGH THE BOARD RETREAT IN THERE AS WELL.
AND THEN THE RELEASE OF THE RFQ IN NOVEMBER.
AND THEN YOU SEE SOME SOME OF THE DATES THERE.
AND THEN WHAT DO THOSE LOOK LIKE IF IT'S A SINGULAR KIND OF THING OR DOES IT LOOK DIFFERENT THAN THAT? AND THAT'S WHERE THE CONVERSATION KIND OF MOVES INTO THAT DIRECTION.
SO THESE MILESTONES THAT'S PUBLIC RIGHT NOW, IS IT OUT THERE OR WE'RE DISCUSSING IT? I THINK I THINK WE PUT IT IN THE RFQ.
I THINK THERE WERE TIME FRAMES IN THERE FOR THAT.
YEAH. WHERE WE WANT IT TO BE AN RFI.
OH, SO YOU ALL ARE GOING TO DO AN RFQ AND THEN YOU HAVE A SHORTLIST AND FROM THAT SHORTLIST, THEN YOU'RE GOING TO REQUEST RFP.
SO THAT'S WHERE THE OPTION PIECE COMES IN AND IT'S LISTED THERE AS OCTOBER.
BUT THAT'S KIND OF NOW AS WELL.
YOU KNOW, AS TRUSTEE BOYD HAS TALKED ABOUT, YOU KNOW, HOW DO WE HOW DO WE ACCELERATE OR COMPRESS TIMELINES? AND THAT'S KIND OF THIS DISCUSSION.
SO. RIGHT OR WHAT? YOU KNOW, WHAT PARTS OF THIS STILL FIT TOGETHER IN THE WHOLE VERSUS WHAT PARTS OF THIS WE MAY THINK ABOUT PULLING OUT SEPARATELY.
[01:40:05]
AND BRAD SHOWED THAT SLIDE A MINUTE AGO THAT SHOWED THE TOTAL SQUARE FOOTAGE.YOU KNOW, THERE ARE PIECES AND PROGRAMS THAT WE YOU KNOW, IN THAT TIMELINE IN THE FALL, WE COULD BEGIN TO THINK ABOUT, YOU KNOW, DOES THAT STILL FIT OR DO WE NEED TO THINK ABOUT ALTERNATIVES? IT SEEMS REDUNDANT TO ME TO ASK FOR AN RFQ AND RFP WHEN YOU COULD DO AN RFP WITH QUALIFICATIONS.
SO WHY GO THROUGH THAT EXTRA STEP? YEAH. WELL, SO THE QUESTION THAT THAT I TALK ABOUT TRYING TO FIGURE OUT HOW TO DO A, A TWO PHASE ASPECT OF THIS, BUT WORKING WITH SOME OF OUR CONSULTING TEAMS AND OTHERS REALLY SAW THAT THIS HELPS US NARROW IN, HONE IN, AND THEN YOU GET TO THE DEAL POINTS, QUITE FRANKLY, WITH THE RESPONDENTS TO GET TO THE DEGREE OF SPECIFICITY, YOU KNOW, AS SPECIFIC AS WE NEED TO THE RFQ, YOU KNOW, WE'RE WE'RE PUTTING OUT THERE HERE ARE THE GUARDRAILS.
RESPOND, RESPOND TO THOSE AND THEN THE RFP GETS TO THE DEAL POINTS.
HOW DO WE DO IT? HOW DO WE MAKE IT HAPPEN WITH THOSE HANDFUL OF FOLKS THAT WE NARROWED DOWN TO? IT SEEMS TO ME LIKE WE'RE GOING TO A BUNCH OF EXTRA EXPENSE.
AND SOMEBODY ELSE IS GETTING PAID SOME MORE MONEY FOR STUFF THAT I DON'T REALLY SEE IS NECESSARY BECAUSE IN AN RFP YOU CAN ASK FOR ALL OF THAT AND YOU CAN STILL COME UP WITH A SHORT LIST OF COMPANIES THAT YOU WANT TO SERIOUSLY LOOK AT.
WELL, WHY ARE YOU SMILING THEN? NO, NO, NO. I'LL TELL YOU WHY.
BUT I WANT YOU FINISH YOUR THOUGHT. HUH? I JUST THOUGHT ABOUT YOUR QUESTION IS A GOOD ONE.
I MEAN, WHY ALL THESE STEPS? AND IS THIS ONE STEP DONE? AND I DON'T KNOW WHY.
THIS IS KIND OF LIKE MAKING BOURBON, RIGHT? I MEAN, YOU START WITH LIKE THIS BIG POT OF MASH AND YOU DISTILL IT DOWN AND YOU DISTILL IT DOWN SOME MORE AND THEN YOU LIKE, LET IT SIT FOR A LITTLE WHILE AND FLAVORS AND THEN YOU GET THE END PRODUCT AND IT TASTES REAL GOOD.
BUT THERE'S JUST A WHOLE LOT OF STEPS TO THIS THING.
AND I WAS THINKING, WHEN ARE WE GOING TO DO THE PROCUREMENT METHODOLOGY SELECTION AND ALL THIS TOO? BECAUSE THAT'S ANOTHER THING THAT'S GOING TO HAVE A BIG IMPACT ON THAT.
SO ANYWAY, THERE'S THERE'S A LOT OF STEPS.
MY THING IS THAT I THINK WE SHOULD LOOK AT SOME OF THE REAL CRITICAL INPUT FROM THE BOARD.
HERE IS I REALLY THINK THAT IF THAT DRAFT, RFQ SLASH RFP, WHATEVER IT MIGHT BE, I THINK WE SHOULD HAVE ONE OR MINIMUM ONE, MAYBE TWO DAY BOARD MEETING WITH NOTHING BUT THAT ON THE AGENDA.
WE SHOULD JUST IMMERSE OURSELVES IN 1 OR 2 DAYS OF PUTTING ALL THE MASH IN THERE AND SEE WHAT WHAT WE AT THAT TIME CAN ALREADY DECIDE THAT WE'RE COMFORTABLE IN MOVING FORWARD.
AND I WOULD THINK BY THAT PARTICULAR TIME YOU'RE GOING TO HAVE SOME IDEA OF SOME OF THE BREAKOUT IDEAS YOU MIGHT HAVE OR WHATEVER, AND THAT MIGHT ACCELERATE RFQ VERSUS RFP AND ALL THAT.
BUT BUT WE WE NEED TO HAVE THAT DAY OR TWO.
WE GOT A BOARD RETREAT. YEAH, BUT THAT'S THAT'S ANOTHER MONTH LATER.
AND AGAIN, YOU KNOW WHAT I'M JUST SAYING IS THAT I THINK IF WE'RE READY TO TALK ABOUT A DRAFT RFQ IN OCTOBER, WE SHOULD BE HAVING A MEETING. WHY WAIT ANOTHER 30 DAYS? WHY KEEP PUTTING IT OFF? WHY NOT? WHY NOT MAKE THIS THE MOST IMPORTANT THING THAT WE FOCUS ON THIS CALENDAR YEAR? AND IF IT MEANS SHUFFLING AROUND SOME STUFF, LET'S SHUFFLE IT AROUND.
SO WE HAVE A CONVERSATION ABOUT WHERE WE ARE.
[01:45:07]
YEAH, BUT BUT AGAIN, TO TO TO ALL OF THE QUESTIONS AROUND TIMING AND AND PROCESS.BUT ANY WAYS THAT WE CAN REASONABLY ACCELERATE THE TIMELINE, I'M CERTAINLY COMMITTED TO DOING THAT.
HOW MANY IS EVERYBODY SCHEDULED TO HAVE A PAGE VISIT? WHEN ARE THOSE WHEN'S THE DATES? JULY. JULY. EVERYBODY'S FINISHED IN JULY.
THEN THERE'S NO REASON IN THE WORLD THAT BY OCTOBER, EARLY OCTOBER, WE SHOULDN'T BE ABLE TO SCHEDULE US TO HAVE I MEAN, THE THE SPACE DISCUSSION.
I MEAN, THIS RFQ DISCUSSION, I MEAN, THAT'S WHERE WE'RE REALLY GOING TO NARROW DOWN THE DESIGN PARAMETERS, PICK THE METHODOLOGY, PROBABLY LOOKING AT SPECIFIC SITES.
I MEAN, SO SO, YOU KNOW, THE MAJOR POLICY LEVEL TYPE CONSIDERATIONS WOULD REALLY BE MORE OF THAT.
AND THE RFQ IS ABOUT PICKING THE BUILDER RIGHT? I MEAN, PICKING THE DEVELOPER AND THE PARTNERS.
I MEAN, FOR A SPECIFIC DESIGN THAT HAS BEEN DEFINED PREVIOUSLY, IS THAT THE RIGHT WAY TO THINK ABOUT IT? NO, THAT'S WHAT WAS THIS BOARD IS QUALIFIED TO DO IT, BUT WE'VE ALREADY ADDED THE OR WHAT IS RFI, RFI NOW YOU ADD AN RFQ, THEN COME BACK WITH AN RFP.
THAT'S THREE DIFFERENT THINGS.
WHEN YOU COULD DO THIS RFP AND THE PEOPLE HAVE TO PUT THEIR QUALIFICATIONS IN THERE WHEN THEY SUBMIT IT ALONG WITH THEIR PROPOSAL AS TO WHAT THEY'RE PROPOSING TO DO.
I LIKE WHAT I'M DOING STUFF AT MY HOUSE.
I'M NOT TRYING TO PAY EVERYBODY ON THE BLOCK.
I'M TRYING TO PAY ONE PERSON THAT I KNOW IS QUALIFIED TO DO THAT JOB FOR ME.
YES, MA'AM. AND AND I APPRECIATE THAT.
ARE YOU OKAY? NO, I APPRECIATE THAT RESPONSE.
IN FACT, I WANT TO GO TO YOUR HOUSE FOR THANKSGIVING, SO YOU HAVE TO SET ANOTHER PLATE.
I LIKE THE MAKING BOURBON ANALOGY AS WELL.
WISH I HAD A LITTLE RIGHT NOW.
THE COMPLEXITY OF THIS, AS WE TALKED ABOUT WITH THE CONSULTANTS THAT WERE HERE AND TALKED TO THE BOARD IN JUNE OR MAY OR WHENEVER RECENTLY, THEY TALKED ABOUT PROJECTS OF THIS COMPLEXITY TYPICALLY WOULD INVOLVE A TWO STAGE PROCUREMENT PROCESS AFTER WE'VE ALREADY ESTABLISHED BEFORE WE GO OUT FOR RFQ, THE DELIVERY METHOD THAT WE'RE GOING TO USE FOR THIS PROJECT, ALL OF THESE THINGS HAVE TO HAPPEN.
SO WITH ALL DUE RESPECT TO THE CHANCELLOR AND IT'S DESERVED, HE'S HE'S WORKING WITH DEADLINES AND THINGS THAT THAT THE LAWYER KEEPS TAPPING THE BRAKES ON THE RFQ WOULD COME BEFORE THE RFP BECAUSE THE RFQ IS THE STEP AT WHICH WE WOULD IDENTIFY THOSE POTENTIAL PARTNERS OR DEVELOPERS OR PARTNERS IN THE PROJECT OF THIS NATURE AND COMPLEXITY WHO HAVE THE WHEREWITHAL TO COMPLETE A PROJECT OF THIS NATURE.
YOU'VE GOT TO DEFINE THE SCOPE OF THE PROJECT BEFORE YOU DO THE RFQ, OF COURSE.
SO ALL OF THEM WORK COLLABORATIVELY TOGETHER.
COULD IT BE DONE WITH A SINGLE RFP? YES, IT COULD. LEGALLY, IT COULD BE DONE IN THAT WAY.
TYPICALLY, IT WOULD INVOLVE A TWO STEP PROCESS BECAUSE YOU DO TO USE THE BOURBON MAKING ANALOGY, CAUSED THAT TO CAUSE THAT FUNNEL TO NARROW THE FIELD OF POTENTIAL PARTNERS, BECAUSE NOT EVERYBODY HAS THE WHEREWITHAL TO DO A PROJECT OF THIS COMPLEXITY.
AND YOU'D LIKE TO IDENTIFY THAT BEFORE YOU GET TO THE MORE.
[01:50:03]
ANOTHER QUESTION, BUT I'M THINKING ABOUT BOURBON AND TALKING.I'M SORRY. GO AHEAD. SHE HAS A QUESTION.
SO ALERT, I MAY GET PASSIONATE AGAIN.
SO I AGREE WITH TRUSTEE BOYD HERE THAT THIS BOARD NEEDS TO TAKE THE TIME TO PUT EVERYTHING ON THE TABLE THAT WE WOULD LIKE TO SEE WITHOUT JUST BEING TALKED TO BASED ON WHAT WAS IN THE RFP OR WHAT'S GOING TO BE IN THE RFP OR RFP, WHATEVER.
BECAUSE WE ARE MAKING A 40 TO 50 YEAR DECISION.
THIS IS ONE OF THE BIGGEST DECISIONS WE'LL EVER MAKE.
AND THE FIRST ITERATION OF TRANCHE OF BOND MONEY.
WE DIDN'T HAVE THE INPUT THAT I FEEL WE NEEDED TO HAVE.
OTHER THAN THE 40 TO 50 YEAR DECISION IS, I'M SURE IT'S NOT A SURPRISE TO ANYBODY.
CITY OF DALLAS IS IN THE PROCESS OF AWARDING THE FIRST PART OF THE CONVENTION CENTER.
THE COMPANY THAT GOT THAT HAVE CONFIRMED THERE'S A 38% MWB PARTICIPATION AND THEY SEE THAT AS THE CEILING, NOT A PLACE TO START FROM. SO THEY HAVE CONFIRMED ALL WE'RE DOING IS 38%.
WELL, GUESS WHAT? THAT'S TAXPAYER MONEY.
IF THERE'S A POSSIBILITY TO GET MORE THAN 38% PARTICIPATION, YOU SHOULD DO A STRETCH GOAL.
SO I DON'T KNOW IF YOU REMEMBER TRUSTEE COMPTON OR NOT, BUT IN THE 2004 BOND ELECTION, YOU'RE THE ONE THAT SAID, LET'S NOT PUT IN A GOAL BECAUSE THEY'LL SEE IT AS A CEILING, NOT A FLOOR, TO SEE WHO COMES TO US WITH THE MOST MWB PARTICIPATION, ALL THINGS BEING EQUAL.
AND IT WORKED. WE DID NOT PUT IN AN MWB GOAL.
BUT AGAIN, ASKING FOR THE TIME TO WHERE NOT JUST TALK TO, BUT WE HAVE THE ABILITY AND ENOUGH TIME TO PUT EVERYTHING ON THE TABLE AND THEN SYNTHESIZE, SYNTHESIZE, USE IT AS A PART OF THE MATCH PROCESS TO MAKE A FINE BOURBON 30 TO 50 YEAR DECISION.
SO I TOTALLY AGREE WITH WHAT YOU'RE SAYING.
SO SO WHAT I'M SAYING TO IS WHY I LIKE TO SEE US MEET FOR A DAY OR TWO AND IN SEPTEMBER.
THAT'S GOING TO BE A MECHANICAL THING.
WE MIGHT SAY WE ONLY WANT PEOPLE WHO ALREADY OWN ASSETS THAT CAN DELIVER WHAT WE WANT DELIVER.
AGAIN, ONCE THAT THE PROVOST HAS GIVEN US OUR OUR DELIVERABLES, THEN WE CAN START TALKING ABOUT HOW WE DELIVER THOSE IN THE TYPE FINANCING AND THE CHARACTER OF THE OF THE PARTNER THAT WE WANT TO HAVE IN THIS IN THIS RELATIONSHIP.
THAT'S WHAT I THINK HAPPENS ON THAT DAY IN THOSE DAYS IS LIKE YOU SAID, WE TALKED TO OUR AMONGST OURSELVES AND WE COME UP WITH WITH A CONCLUSION THROUGH. AND I THINK AFTER WHEN YOU HAVE YOUR MEETINGS WITH THE PAGE GROUP, THESE TYPE THINGS SHOULD BE VOICED VERY CLEARLY TO THEM AND SEE WHAT THEY SAY AND WHY, BECAUSE THEY'RE THE PROFESSIONALS THAT WE'VE HIRED TO HELP GUIDE US IN THIS PROCESS.
SO, BRAD, I'M HEARING AN EMERGING AGENDA FOR THE DISCUSSION OF THE RFQ.
I MEAN, ONE IS MWB PARTICIPATION AND HOW WE'RE GOING TO APPROACH IT BROADLY.
THE SECOND IS THE PROCUREMENT METHODOLOGY THAT WE'VE BEEN BRIEFED ON.
WHAT ELSE WHAT ELSE WILL WE BE DEFINING AT THAT RFQ STAGE, AS CLIFF JUST SAID, ABOUT, I THINK WHETHER OR NOT WE TAKE A LARGE LUMP OR DO WE TAKE THREE SMALL CLUMPS? WELL, ONE THING THAT I WOULD LIKE TO ADD TO THE CONVERSATION IS I BELIEVE THAT GOING STRAIGHT TO GOING STRAIGHT FROM AN RFI TO AN RFP PATH OPENS UP OUR RISK, IF YOU WILL, FOR PROTEST, BECAUSE NOW WE HAVE NOT NARROWED DOWN OUR POOL OF CANDIDATES.
AND ONCE YOU GET TO THE RFP PROCESS NOW, THAT OPENS US UP FOR PROTEST.
SO THAT MEANS THAT WAS ABOUT THE PROCESS AND HOLD IT UP ANYWAY.
[01:55:10]
PROPERLY OR IT MAY HAVE NOT HAVE BEEN VETTED.THEY DIDN'T LIKE THE POOL OF CANDY.
YOU KNOW, HOW DID YOU EVALUATE THIS POOL OF CANDIDATES? THEY NOW CAN FILE A FORMAL PROTEST AND THAT STALLS OUR PROCESS ANYWAY.
BUT IF YOU DO A PROTEST THAT YOU STAGE RIGHT NOW FOR RFQ, IS THAT RIGHT, BOB? RIGHT. ROB, AM I CORRECT? NOT CUTE, BUT YES, BECAUSE THAT IS AN INTENTION TO AWARD.
THERE'S A POTENTIAL CHALLENGE AT EVERY STAGE, QUITE FRANKLY.
BUT I WANT TO JUST ADD, IF I COULD, TO WHAT I'VE HEARD FROM THE BOARD.
THAT IS, IN FACT, THE PROVINCE OF THE BOARD.
THE RFI IS BUT ONE PART OF THAT.
IT ALSO IS IS LOOKED AT IN CONJUNCTION WITH THE ACADEMIC MASTER PLAN, THE FISCAL RESOURCES AVAILABLE, WHICH COULD BE USED IN LEVERAGE TO BUILD A PROJECT OF THIS NATURE. I THINK IT'S ENTIRELY APPROPRIATE FOR THE BOARD AFTER HAVING THE REVIEW OF THE RFI, WHICH HAD SOME INFORMATION IN THEM.
IF YOU'VE BEGUN TO REVIEW THOSE, HAVE SOME INFORMATION IN THERE ABOUT IDEAS AND VISIONS OF THOSE PEOPLE WHO RESPONDED TO THE RFI ABOUT HOW WE CAN ACCOMPLISH SOME OF THE PROBLEMS WE'RE TRYING TO SOLVE DOWNTOWN, SOME OF THE ISSUES THAT WE ASK THEM TO OPINE ABOUT OR GIVE US INFORMATION ABOUT, AND YOU'LL HAVE YOUR ONE ON ONE.
MEETINGS OR HAVE HAD ONE ON ONE MEETINGS WITH THE CONSULTANT HRA, WHICH WILL HELP TO FURTHER ILLUMINATE WHAT THE BOARD'S PERSPECTIVE IS ON WHAT SHOULD HAPPEN WITH THE DOWNTOWN PROJECT. I THINK ALL OF THOSE INPUTS ARE VERY VALUABLE.
WE TALKED ABOUT ALL THOSE INPUTS WITH THE WITH THE JASMINE FOLKS ABOUT A MONTH AGO.
THOSE ARE ALL INPUTS THAT GO INTO THAT.
I AGREE WITH WITH TRUSTEE BOYD THAT THE THE BOARD SHOULD HAVE AN OPPORTUNITY, HAVING CONSIDERED ALL THAT INFORMATION, TO TO CONFER AND DELIBERATE AND TALK ABOUT WHAT THE VISION IS FOR THE DOWNTOWN, DOWNTOWN, WHETHER IT'S ONE SINGLE PROJECT OR A COMBINATION OF PROJECTS PHASED OVER TIME IS AN ENTIRELY APPROPRIATE CONVERSATION FOR THE BOARD TO HAVE.
DON'T DISAGREE WITH THAT AT ALL.
ALL OF THAT NEEDS TO HAPPEN, FRANKLY, BEFORE THE RFQ GETS ISSUED, BECAUSE THE RFQ IS IN FACT GOING TO BE DRIVEN IN PART BY WHAT THE RFP WILL EVENTUALLY LOOK LIKE. THE RFP IS WHAT IS GOING TO CONTAIN ALL OF THE TECHNICAL SPECIFICATIONS THAT WE NEED TO HAVE TO HAVE THE PROJECT BUILD TO DALLAS THE COLLEGE'S EXPECTATION.
SOME OF THAT WE SAW IN HERE, WHICH WAS THE THE POTENTIAL OF SQUARE FOOTAGE THAT'S NECESSARY FOR SOME OF THE PROGRAMS, WHETHER ALL OF THOSE PROGRAMS GET BUILT DOWNTOWN OR ACTUALLY END UP BEING PROGRAMED FOR DOWNTOWN OR NOT IS STILL A QUESTION I THINK, THAT WE NEED TO RESOLVE.
BUT AS WE DO THAT, WE'RE WORKING TOWARDS THIS AGAIN, THIS FUNNEL OF NOT ONLY WHO IS CAPABLE OF OR WHO HAS THE WHEREWITHAL NOT TO BE A SPECULATIVE DEVELOPER, BUT SOMEBODY THAT HAS THE WHEREWITHAL TO DELIVER A PROJECT OF THIS NATURE.
BUT ALSO WHAT'S THE PROJECT ULTIMATELY GOING TO LOOK LIKE? BECAUSE THAT'S WHAT THE THE VERY IMPORTANT 40 OR 50 YEAR DECISION IS GOING TO BE MADE BY THIS BOARD IS WHAT DO WE NEED TO BUILD DOWNTOWN TODAY THAT WILL PERSIST AND ENDURE FOR 40 TO 50 YEARS? I JUST THINK THAT THAT THAT WHEN WHEN EVERYBODY GETS A CHANCE TO VISIT THAT PAGE, I THINK IT WOULD BE VERY APPROPRIATE, CHANCELLOR, TO ASK THEM TO SUMMARIZE WHAT THEY HEARD FROM THESE SEVEN PEOPLE.
PAGE WOULD SUMMARIZE THAT IN THESE INTERVIEWS AND OUR REVIEW AND ALL.
HERE'S WHERE A DIRECTION I BELIEVE THAT THAT I BELIEVE THAT EVERYBODY FEELS THEY WANT TO GO.
BUT BUT THEN AT THAT POINT IN TIME, WE START DECIDING WHETHER OR NOT THE NATURE OR THE CHARACTERISTIC OF THE PROJECT, WHETHER IT BE A PUBLIC PRIVATE PARTNERSHIP, WHETHER IT BE SOMETHING WE DESIGN AND BUILD OURSELF, YOU KNOW, THAT'S THE DISCUSSION THAT THAT PAGE SHOULD BE IN THAT MEETING GUIDING US NOT NOT NOT OUR FINANCE OR OUR CHANCELLOR, BUT THAT'S WHAT WE HIRED THEM TO DO, IS FOR THEM TO HEAR ALL OF OUR EMOTIONS AND FEELINGS AND AND VISIONS AND EXPERIENCE AND THEN CONVERT THAT INTO DIRECTION AND THEN DECIDE WHETHER WE NEED TO GET FIND OUT WHETHER OR NOT ANYBODY QUALIFIED IN THE AREA TO DELIVER WHAT WE COME OUT OF THAT SEPTEMBER OCTOBER MEETING.
IF THEY SAY, YOU KNOW, CHANCES ARE VERY GOOD, THEN MAYBE IT IS YOU GO STRAIGHT TO AN RFP.
[02:00:03]
SHORT A TIME FRAME AND SAVE SOME MONEY AS WELL.BUT I THINK OUR MOST CRITICAL THING IS TO GET SEPTEMBER, OCTOBER, LATE, SEPTEMBER, OCTOBER, WHATEVER CAN BE DONE WITH PAIGE AND US HAVE A DAY OR TWO. I'M NOT OPPOSED TO TWO DAYS.
I THINK IT'S THE MOST CRITICAL TIME WE'RE GOING TO SPEND.
I KNOW IT WILL BE IN MY TENURE ON THIS BOARD.
IT WILL BE THE MOST CRITICAL THING THAT I THINK WE'LL HAVE TO DECIDE.
I DO. I'VE LIVED THIS BEFORE, SO I KNOW.
AND IT CAN'T HAPPEN IN A SHORT PERIOD OF TIME.
OKAY. AMEN. WE'RE GOING TO TAKE A BREAK.
NO, I'M GOING TO TAKE A BREAK WITH Y'ALL.
BUT WE'RE ALREADY BEHIND SCHEDULE, GUYS, SO TEN MINUTES.
REALLY? IT'S ABOUT, YOU KNOW, WOULD YOU ACCEPT 30%? YES, I GOT IT.
ALL RIGHT. WE WILL NOW RESUME WITH OUR BUDGET PRESENTATION.
SO NOW THAT WE'VE TALKED ABOUT EVERYTHING THAT WE'VE TALKED ABOUT OVER THE LAST DAY AND A HALF OR SO, THIS IS THE PART WHERE WE CAN TALK ABOUT HOW DO WE INVEST IN THESE AREAS, THESE PROGRAMS, AS WE THINK ABOUT THE BUDGET OVER THIS NEXT YEAR.
ALL RIGHT. CONTRARY TO POPULAR BELIEF, I AM NOT HERE TO PROVIDE DOOM AND GLOOM.
SO I KNOW THAT'S WHAT EVERYBODY.
NOPE, I'M NOT DOING IT. I'M NOT DOING IT.
YEAH. DOOM AND GLOOM SITTING BACK HERE, ROB.
WONDERFUL. YOU TALKED BEFORE HOW WE DID THIS AS A GROUP.
YEAH. YOU WANT TO HIT A HIGH? YEAH. WELL, I'LL.
YEAH, I'LL MENTION AGAIN THAT THE CHANGE IN THE DIFFERENCE OF OUR INTERNAL BUDGET PLANNING PROCESS THIS YEAR HAS LOOKED VERY DIFFERENT.
AND WHAT YOU'VE SEEN OVER THE LAST DAY AND A HALF IS A REFLECTION OF THAT OF, AGAIN, THE MORE COLLABORATIVE APPROACH TRYING TO FIGURE OUT, STARTING WITH THE CENTRAL QUESTION, WHAT PROBLEM ARE WE TRYING TO SOLVE AND THEN WORK BACKWARDS FROM THERE.
THAT IS NOT JUST ABOUT FUNDING STUFF.
FUNDING PROGRAMS, INITIATIVES.
AND THEN ALSO THAT IN ITSELF HAS PROVIDED OPPORTUNITIES FOR EFFICIENCIES, AS I SAID YESTERDAY.
AND I THINK TOWARDS THE END OF THIS PRESENTATION, WE'LL GET INTO A LITTLE BIT OF WHAT, AS I REFERENCED YESTERDAY, STARTED AS A PRETTY SIZABLE NUMBER OF QUOTE, UNFUNDED THINGS THAT WE HAVE COLLABORATED ON TO NARROW THAT DOWN.
AND CERTAINLY THERE ARE STILL SOME THINGS RELATED TO PERSONNEL REQUEST THAT AS A TEAM WE'RE GOING TO HAVE TO SPEND TIME WORKING THROUGH OVER THE NEXT SEVERAL WEEKS. BUT I SAY ALL OF THAT THAT NOT TO SAY THAT THE PROCESS WAS WRONG OR FLAWED OR ANY OF THAT BEFORE, BUT A LOT OF TIMES THOSE CONVERSATIONS WERE DONE MORE IN ISOLATION RATHER THAN THE APPROACH THAT WE TAKE.
INITIATIVE. LET ME SAY, AS I SAID YESTERDAY, WE SPEND OUR TIME IN THE LAST MONTH OR SO, NOT ON WHATEVER CHARTS WE HAVE OR WHATEVER NUMBERS SHE HAS, AS MUCH AS WE HAVE THE PROCESS.
TO ME, IF YOU GET THE PROCESS DOWN RIGHT, THE NUMBERS WILL TAKE CARE OF THEMSELVES.
AND SO WE'RE MAKING SUCH A MAJOR PUSH TOWARDS ACCOUNTABILITY IN THE PERSONNEL SIDE, BEING ABLE TO MEASURE PEOPLE IN THE MOST CRITICAL THING THAT WHEN YOU GIVE SOMEBODY RESPONSIBILITY, YOU'VE GOT TO GIVE THEM THE AUTHORITY TO MANAGE THE RESOURCES THAT DETERMINE THE OUTCOME TO THE BEST OF THAT ABILITY.
AND WE DIDN'T HAVE A PROCESS THAT DID THAT.
AS I SAID YESTERDAY, FINANCE PEOPLE WERE WERE PUT INTO THAT BUCKET OF RESPONSIBILITY FOR ALL SEVEN KINGDOMS AND THAT WE HAVE NO MORE.
SO I JUST SAY THAT AGAIN AND AGAIN.
SO IT'S A MATTER OF RE EMPHASIZING THAT THE PROCESS FOR BUDGETING IS CHANGING.
[02:05:06]
ESPECIALLY THE NEXT CYCLE WILL REALLY HAVE A FAR, FAR BETTER BUDGET THAN WE EVEN HAVE TODAY.BUT I CAN'T SAY ENOUGH ABOUT THE QUALITY OF WORK THAT OUR FINANCE PEOPLE DO.
WE ARE SO BLESSED BECAUSE IN INSTITUTIONS I'VE BEEN AFFILIATED WITH, IT WASN'T ALWAYS THE CASE.
YOU NEVER HAD A LOT OF CONFIDENCE IN THE NUMBERS.
AND AS WE TALKED THIS MORNING ABOUT IT AND HAVING DATA AND WHAT'S RIGHT AND WHAT'S TRUE AND WHAT'S REALLY THE ANSWER, I THINK WHEN WHEN THIS GROUP GIVES YOU NUMBERS, I THINK YOU CAN PRETTY WELL TAKE THEM TO THE BANK.
AND SO WITH THAT, KNOWING THE PROCESS IS CHANGING AND GETTING FIXED, TELL US WHAT YOU.
SO WHAT I LIKE TO TELL YOU IS I APPRECIATE THE APPROACH THAT WE'VE TAKEN THIS YEAR AND THE COLLABORATION WE'VE HAD WITH EXECUTIVE LEADERSHIP, BECAUSE IT HAS TAKEN US FINANCE OUT OF THE REALM OF BEING THE ONES TO SAY NO, RIGHT? JOHN ALWAYS SAID WE DON'T.
WE THE BEST KEPT SECRET ABOUT FINANCE IS THAT WE LIKE TO SAY YES.
WE LIKE TO FIND WAYS TO SAY YES.
AND IT MAY SOUND LIKE NO, BUT IT MAY BE YES, WIN OR YES IF.
RIGHT. AND SO WE HAVE TO HAVE THOSE CONVERSATIONS AND THAT COLLABORATION IN ORDER FOR US TO TO BE ABLE TO SUPPORT ALL THE GOALS AND INITIATIVES OF THE ORGANIZATION WHILE WE MAINTAIN THE FINANCIAL HEALTH.
RIGHT. BECAUSE THAT IS THE UNDERLYING GOAL THAT WE HAVE TO MAINTAIN FINANCIAL HEALTH.
SO THERE'S SOME TOUGH CONVERSATIONS THAT THAT TAKE PLACE THROUGHOUT OUR ENTIRE PROCESS.
AND HERE WE HAVE TWO, TWO ITEMS HERE THAT SHOW YOU KIND OF THE WAY THAT WE WERE STRUCTURED IN THE LEGACY MODEL THAT WE'LL CALL IT, AS OPPOSED TO THE CHANGES THAT WERE MADE FOR HB EIGHT FUNDING.
AND AS YOU CAN SEE, IT'S KIND OF TURNED UPSIDE DOWN NOW, RIGHT? IT'S BASICALLY OUTCOMES BASED.
THERE'S A TIER COMPONENT IN THERE, BUT IT'S GUARANTEED FUNDING TO MOSTLY THE SMALLER RURAL COLLEGES.
THE GUARANTEED FUNDING FOR US IS, YES, WE'RE GOING TO GUARANTEE YOU THIS FUNDING, BUT BECAUSE DALLAS COUNTY, YOU HAVE SUCH A LARGE TAX BASE, WE'RE GOING TO THEN DEDUCT CERTAIN MONEY BASED ON THE AMOUNT OF TAXES PER 100, THAT AMOUNT OF REVENUE YOU GET FOR 100.
SO ALL OF OUR FUNDING WILL BE OUTCOMES BASED.
SO THAT'S THE PART THAT WE WANT TO EMPHASIZE AND EMPHASIZE HERE.
YES, MA'AM. IS THE CORE OPERATIONS FUNDING THE SAME SIZE AS THE BASE TIER FUNDING AND THE NEW.
BUT AGAIN, IT IS SO IN THE CORE FUNDING PRIOR TO IT WAS LIKE $600, RIGHT? $600,000 WAS LIKE THE MINIMUM.
THIS IS WHAT WE'RE GOING TO GIVE YOU TO TURN ON YOUR LIGHTS AND OPEN THE DOORS.
AND THEN THEY ADDED IN THESE OTHER COMPONENTS.
SO NOW THE BASE TIER WILL NOW BASICALLY BE THE IN THE LEGACY MODEL THAT FIRST AND BOTTOM, AND THEN THEY START TO DEDUCT FROM THERE ON WHAT THEY KNOW OUR OTHER REVENUE STREAMS ARE. YES, IN THE OLDEN DAYS, WHICH WERE DEFINED AS BEFORE DALLAS COLLEGE AND BEFORE, YOU KNOW, WE GOT ABOUT 20% OF OUR FUNDING FROM THE STATE.
AND THE STATE PERFORMANCE COMPONENT OF THAT WAS REALLY SMALL.
AND AS A CONSEQUENCE, WE MADE A DECISION TO DO PERFORMANCE BASED FUNDING WITH OUR OWN RESOURCES.
ALL THAT'S IRRELEVANT NOW, RIGHT? I MEAN, WE DON'T WE DON'T NEED OR WE DON'T HAVE A PERFORMANCE BASED COMPONENT TO OUR LOCAL FUNDING BECAUSE WE DON'T HAVE THE ONE COLLEGE MODEL.
THAT'S A BIG CHANGE, RIGHT? CORRECT. CORRECT, YES.
SO WE DON'T HAVE ANY OF THAT METHODOLOGY IN PLACE NOW, UNFORTUNATELY, WE ARE STILL WAITING FOR THE DEFINITIONS FROM THE COORDINATING BOARD ON EVEN THE VALUE OF THE METRICS THAT THEY'RE GIVING US IN THIS PERFORMANCE TIER.
IF WE WERE TO DO SOMETHING, IF WE WERE TO INSTITUTIONALIZE SOMETHING, WE DON'T EVEN HAVE A BENCHMARK ON WHERE WE GO AS TO HOW TO INCORPORATE SOMETHING LIKE THAT INTO A MODEL WE HAVE NOW. SO NOW WHAT YOU'LL SEE INTO YOUR QUESTION THAT YOU ASKED YESTERDAY ABOUT, HEY, HOW ARE YOU ALL BUDGETING? ARE YOU BUDGETING? ARE YOU ARE YOU LOOKING AT THE SCHOOLS? ARE YOU LOOKING AT THE WORKGROUPS? ARE YOU LOOKING BY PROGRAMS? THE ANSWER TO THAT IS YES.
[02:10:05]
WE NOW HAVE ALLOCATIONS OR FUNDING MODELS THAT WE USE BY SCHOOL AND BY WORKGROUP.SO I KIND OF LEANED INTO THIS A LITTLE BIT ABOUT THE WAYS, THE METRICS THAT WE ARE STILL WAITING.
AS WE KNOW, WE'RE TALKING ABOUT CREDENTIALS OF VALUE.
AND SO WE KNOW THAT HIGH DEMAND FIELDS THAT WE HAVE DENTAL HYGIENE, NURSING, LOGISTICS, MANUFACTURING, CONSTRUCTION, IT THOSE ARE ALL THE PROGRAMS THAT WERE HIGHLIGHTED FOR YOU ALL YESTERDAY IN PROGRAMS THAT THAT WE'RE DOING MORE INVESTING IN AS PART OF THE ACADEMIC PLAN.
SO WE'RE ALREADY ON TRACK FOR MEETING THE OUTCOMES AND THESE AREAS HERE FOR CRITICAL FIELDS OR CREDENTIALS OF VALUE AS WELL AS DUAL CREDIT AND TRANSFERS, RIGHT.
WHAT THIS DID WAS IT BASICALLY ALLOWED US SOME CERTAIN AMOUNT TO INSTITUTIONS IN SUPPORT OF DUAL CREDIT BECAUSE THAT IS OUR LARGEST GROWING BASE OF STUDENTS AT THIS POINT IS DUAL CREDIT. THE NATIONAL AVERAGE FOR DUAL CREDIT ENROLLMENT IS UP 8% OVER YEAR OVER YEAR.
AND SO AS WE KNOW, DALLAS COLLEGE, WE HAVE A SIGNIFICANT NUMBER OF DUAL CREDIT PROGRAMS THAT WE HAVE EARLY COLLEGE, HIGH SCHOOL PROGRAMS. SO IT'S $3.4 MILLION THAT WE RECEIVED AS PART OF OUR FUNDING IN ADDITION TO OUR 91.5 THAT WE HAVE IN SUPPORT OF DUAL CREDIT.
HOW DO WE GET THAT MONEY? IT'S DATA THAT'S UTILIZED FROM THE REDUCED LUNCH PROGRAM.
HOWEVER, WE DON'T CONTROL THAT NOW, SO WE DON'T KNOW WHETHER OR NOT IT'S A 1 TO 1 RATIO, IF YOU WILL, ON US BEING FUNDED FOR THE NUMBER OF STUDENTS THAT WE HAVE. WHAT I WILL SHOW YOU ON FOLLOWING SLIDES IS WE WAIT.
THAT'S ROUGHLY $30 MILLION FOR US.
AND SO THE FUNDING THAT WE NOW HAVE FOR THE STATE IS 3.4 MILLION.
SO AGAIN, IT'S NOT A DOLLAR FOR DOLLAR REIMBURSEMENT, IF YOU WILL.
BUT YES, IT DOES GIVE US MORE SUPPORT TO PUT IN FOR THOSE PROGRAMS. ON THE OUTCOMES FUNDING BOX THAT YOU HAVE ON THE LOWER LEFT, YOU HAVE ASTERISKS NEXT TO ADJUSTMENTS THAT WILL BE MADE FOR HIGH CREDENTIALS.
IS THAT RIGHT? AND I GUESS I ASSUME IT IS.
AND IF THAT'S SO, WILL WE HAVE THAT INFORMATION BEFORE WE DO OUR BUDGETING ON AN ANNUAL BASIS? I MEAN, SO WE KNOW WHAT WE'LL GET PAID MORE FOR FROM THE STATE? WELL, ALL OF THAT.
SO THESE ASTERISKS ARE NOT MINE, THEY'RE THE COORDINATE BOARDS.
AND SO, YES, WE ASSUME THAT THAT DOES MEAN BECAUSE THESE ARE THESE CREDENTIALS OF VALUE.
AND SO THEY ARE STILL WORKING TO DETERMINE WHAT THAT VALUE IS.
WELL, NOW IT'S ALMOST IT'S GOING TO TRUE US UP ALMOST RIGHT AWAY.
ALSO, WHAT'S SO CRITICAL IS THE DEVELOPMENT OF THESE GUIDELINES.
SO CHANCELLOR IS VERY, VERY ENGAGED WITH THEM.
CAT, THE ORGANIZATION THAT I KEEP BRINGING UP AGAIN, WE HAVE MAINTAINED VERY, VERY MUCH IN CONTACT WITH THE COORDINATING BOARD, WITH ALL THE PEOPLE THAT ARE GOING TO BE RESPONSIBLE FOR THIS DEVELOPMENT.
AND SO THAT'S WHAT'S SO CRITICAL FOR THESE ORGANIZATIONS.
YOU COULD GO BACK TO THE PREVIOUS SLIDE.
IS THAT SUSTAINABLE? AS WE PROBABLY WILL INCREASE ENROLLMENT OF DUAL CREDIT STUDENTS, WE WILL.
WELL, HOPEFULLY, WE'RE HOPING THAT THE LEGISLATURE IS GOING TO TAKE A LOOK AT THIS FAST ALLOCATION.
SO I BELIEVE THAT AS WE START TO GET THIS DATA THAT THEY'RE UTILIZING TO SEE WHAT THE MONIES WE SHOULD BE ALLOCATED, IF IF THEY CAN PROVE OUR NUMBERS ARE HIGHER THAN THEY ARE, THEN THIS ALLOCATION SHOULD ADJUST ITSELF IN THAT SAME DIRECTION.
SO THE CONTACT OUR REIMBURSEMENT PLAYS A PART FOR A SMALL PART.
NOW IN THE REIMBURSEMENT WE GET FROM THE STATE, CORRECT? SO DO YOU. IT'S PROBABLY TOO FAR OUT TO PROJECT, BUT I'M GOING TO ASK A QUESTION ANYWAY IN TERMS OF THIS FAST FUNDING.
[02:15:07]
DO YOU THINK IT WOULD GET TO A POINT THEY'RE GOING TO DO THE SAME THING TO THAT AS THEY DID HAVE DONE TO, YOU KNOW, SUCCESSIVELY IN DIFFERENT LEGISLATIVE SESSIONS TO THE CONTACT OUR REIMBURSEMENT? YOU MEAN AS FAR AS HIKING IT UP AND THEN BRINGING IT OVER? I THINK ANYTHING'S POSSIBLE.YEAH. I MEAN, ALL GOOD QUESTIONS.
YOU KNOW, THIS IS GOING TO BE A LEARNING YEAR THAT THE BOARD IS ENGAGED WITH AN ADVISORY GROUP RIGHT NOW DOING SOME SORT OF SOME EMERGENCY RULES AROUND THIS OR A LIMITATION NEXT YEAR.
AND THEN THERE'LL BE A PERMANENT ADVISORY GROUP THAT WILL HELP INFORM IT ON A GO FORWARD BASIS.
SO THIS YEAR WE'LL BE WE'LL BE A LITTLE LATER IN KNOWING WHAT SOME OF THESE VALUES ARE.
AND THEN I THINK IT'S CERTAINLY A GOOD QUESTION THAT WE AS AN INSTITUTION HAVE DETERMINED THAT WE WANT TO INVEST IN OUR DUAL CREDIT STUDENTS, PROVIDE THEM OPPORTUNITY AND WAIVE TUITION, BUT WE DO HAVE TO PAY ATTENTION TO THAT.
WE ABSOLUTELY DO HAVE TO PAY ATTENTION TO THAT AS THERE'S GROWTH.
YOU KNOW, AGAIN, I'M A I'M A GLASS IS HALF FULL KIND OF GUY.
BUT LEGISLATIVE ACTION CAN CHANGE.
SO HAVE WE DONE PROJECTIONS INTO HOW MUCH MORE WE CAN GROW IN THAT AREA OF STUDENTS DUAL CREDIT ENROLLMENTS? SO, YOU KNOW, I HAVE TO LOOK TO SHAWNDA AND TIFFANY, OF HOW FAR WE'VE DONE OUR PROJECTIONS OF WHERE ARE WE NOT WHERE ARE WE NOT ALREADY THAT WE COULD BE AS WE LOOK AT THE OF THE MARKET OF STUDENTS.
OBVIOUSLY, WE'VE GROWN RAPIDLY, WHATEVER IT IS, 133% SINCE 2015.
SHAWNDA DO YOU KNOW OFF THE TOP OF YOUR HEAD? WELL, IT'S NOT REALLY A SIMPLE EQUATION LIKE THAT.
AND I ALLUDED TO THIS YESTERDAY WHEN WE WERE TALKING ABOUT THE NUMBERS AND GROWTH IS IN RESPONSE TO THE REQUESTS OF THE ISDS BECAUSE THERE'S A SIGNIFICANT INVESTMENT ON THEIR BEHALF TO WHEN THEY ENTER INTO DUAL CREDIT AND NOT SO MUCH FROM A TUITION BASED PERSPECTIVE BECAUSE OBVIOUSLY WE COMP THAT, BUT IT'S FROM THE OTHER SUPPORTS THAT THEY PROVIDE. WE DO HAVE A BEST PRACTICE MODEL THAT'S RECOGNIZED NATIONWIDE IN TERMS OF FACILITATORS THAT ARE NEEDED, DIFFERENT INSTRUCTIONAL SUPPORTS THAT THEY PROVIDE ON THEIR END, BUT THAT THEY ALSO LIAISE WITH US WITH THAT.
AND THAT TAKES MANPOWER ON THEIR PART.
AND SO IT'S NOT JUST, OH, WE WANT TO DO IT, CAN WE DO IT? AND THAT'S A BUDGETARY CONSTRAINT FOR THEM.
AND THEY HAVE TO MAKE THAT DECISION.
INCLUDED IN THAT IS TRANSPORTATION AND FOOD, LUNCH, BUSSING.
THAT THAT'S TRANSPORTATION IS ONE THAT COMES INTO PLAY IN YEAR THREE AND FOUR.
AND SO I DON'T KNOW IF YOU WANT TO SPEAK. YES.
NO. SO JUST TO BUILD ON THAT WITH ONE OF OUR LARGEST PARTNERS, DALLAS ISD, FOR EXAMPLE, THERE ARE 25 EARLY COLLEGE HIGH SCHOOL P-TECH PROGRAMS AND HAVE REALLY INDICATED TO US A DESIRE TO FOCUS ON QUALITY OF THAT EXPERIENCE, SUPPORT THE RESOURCES THAT WE'RE CREATING RATHER THAN EXPANDING OR ADDING ADDITIONAL EARLY COLLEGE HIGH SCHOOLS. AND SO WE EXPECT THAT IN THE NEXT FEW YEARS WE'LL BE PRETTY CONSISTENT WITH OUR ENROLLMENT WITH DALLAS ISD GIVEN KIND OF THEIR DESIRE TO AGAIN, REALLY EMBARK ON THE QUALITY COMPONENT WHERE WE ANTICIPATE SEEING SOME GROWTH IS WITH OUR SMALLER INDEPENDENT SCHOOL DISTRICTS.
RICHARDSON ISD IS ONE THAT HAS EXPRESSED A LOT OF INTEREST IN BUILDING UP THEIR PROGRAMING.
SO WE WE THINK WE'LL SEE SOME POCKETS THERE.
BUT AGAIN, IT'S REALLY IN ALIGNMENT WITH THE WAYS IN WHICH THE ISD'S ARE POSITIONED TO SUPPORT THE DUAL CREDIT STUDENTS BECAUSE IT DOES TAKE SUCH AN INVESTMENT ON THEIR SIDE AS WELL. AND SO THAT'S KIND OF WHERE WE SEE THAT.
THE OTHER QUICK NOTE I WANTED TO MENTION, AS WE WERE TALKING ABOUT THIS SLIDE, IS THAT MANY OF OUR STUDENTS, IF WE LOOK AT DALLAS ISD IN PARTICULAR, THEY ARE FREE AND REDUCED LUNCH. SO WE REALLY EXPECT THAT OUR DUAL CREDIT STUDENTS SHOULD BE KIND OF MEETING THIS GUIDELINE OF, AGAIN, COMING IN WITH THE FREE AND REDUCED LUNCH CRITERIA TO ALIGN WITH THE FUNDING MODEL.
SO WHAT IS OUR GROWTH PLAN OR DO WE HAVE A GROWTH PLAN? DO WE HAVE AN ANTICIPATED PLAN FOR INCLUDING BECAUSE THEY'RE THE SMALLER, LESS COMPLICATED? IS THERE ANYTHING YOU CAN TELL US ABOUT THAT? SURE, ABSOLUTELY. WITH THE PRIVATE AND CHARTER SCHOOLS, WE KIND OF THINK ABOUT THEM SIMILARLY BECAUSE OF THEIR SIZE.
THE PLAN RIGHT NOW IS REALLY ENGAGEMENT.
WE'RE REALLY WORKING CLOSELY WITH THE PRIVATE AND CHARTERS WE HAVE.
ALMOST 200 PRIVATE AND CHARTER PARTNERS THAT WE CURRENTLY WORK WITH.
[02:20:04]
BUT ONE OF THE BIGGEST CHALLENGES FOR THESE PROGRAMS IS THEIR OWN CAPACITY.SO JUST AS WE WERE DISCUSSING THIS IDEA OF WHO SUPPORTS THE STUDENTS, WHO PARTNERS AND LIAISONS WITH US, WHO WORKS THROUGH SOME OF THOSE THINGS AT THE HIGH SCHOOL, OFTEN WE FIND IN OUR PRIVATE AND CHARTER SCHOOLS, IT'S ONE HIGH SCHOOL COUNSELOR WHO MAY BE SERVING ALL GRADE LEVELS, SOMETIMES NOT JUST HIGH SCHOOL, MIDDLE SCHOOL AND HIGH SCHOOL. AND SO THEIR ABILITY TO DO SOME OF THE SUPPORT AT THE HIGH SCHOOL LEVEL THAT STUDENTS NEED CAN AT TIMES BE CHALLENGING WHEN WE THINK ABOUT ROBUST DUAL CREDIT ENROLLMENT.
IS IT ACCURATE TO SAY WE'RE FIRST IN THE NATION IN TERMS OF OUR DUAL CREDIT PROGRAM? WE'RE A LEADER.
THAT NUMBER KIND OF CAN FLUCTUATE, BUT.
COULD I JUST SAY THE ORIGINAL QUESTION WAS ABOUT DUAL CREDIT? I JUST LIKE ACCURATE INFORMATION.
I WOULD SAY WE'RE THE LEADER IN THE NATION FOR OUR EARLY COLLEGE HIGH SCHOOL TECH PROGRAM, BOTH BY VIRTUE OF SIZE AND THE ACTUAL BREADTH OF THE PROGRAM AND WHAT IT COVERS. DUAL CREDIT IS STILL THEN TAKING COURSES WHILE THEY'RE IN HIGH SCHOOL, WHICH IS A WHICH IS A LITTLE BIT DIFFERENT.
SO IN TERMS OF DUAL CREDIT, THE QUESTION WAS JUST POSED AWKWARDLY.
AND I DON'T HAVE A PULSE ON THAT NATIONWIDE BECAUSE IT'S BECOMING LESS AND LESS OF A PRIORITY MODEL AS PEOPLE PRIORITIZE GOING TO EARLY COLLEGE HIGH SCHOOL P-TECH BECAUSE IT IS MORE SUCCESSFUL BY OBVIOUSLY HAVING STUDENTS EARN A CREDENTIAL RATHER THAN JUST TAKING CAFETERIA STYLE COURSES THROUGH DUAL CREDIT.
SO THEN THAT CAUSES ANOTHER QUESTION, SINCE THE GATES FOUNDATION IS THE ONE THAT WAS PIONEERED THIS MODEL AND ENCOURAGED COLLEGES TO USE IT, DO WE GET ANY EXTRA FUNDING NOW OR DO THEY JUST DO THE SEED FUNDING? IT DOESN'T. YES, IT WAS SEED FUNDING.
WE DON'T GET ANYTHING FROM GATES.
I KNOW WE ARE ENGAGED NATIONALLY THROUGH A PATHWAYS INITIATIVE AND ALSO THROUGH ACHIEVING THE DREAM WHO IS PILOTING A DUAL CREDIT SECTOR WITHIN THEIR WORK AND WE'RE WORKING WITH THEM ON THAT FOUNDATIONAL CURRICULUM.
AND SO WE DO NOW HAVE INSTITUTIONS FROM AROUND THE COUNTRY COMING HERE TO LOOK AT WHAT WE'RE DOING.
WE DO HAVE THE LARGEST NUMBER OF TECHS OF ANY PLACE IN THE COUNTRY.
AND AGAIN, WHEN WHEN I TALK ABOUT THAT 9500 GRADUATES THAT WE HAD, 2500 OF THOSE ARE, YOU KNOW, OR DISD STUDENTS THAT THAT ALSO GOT THEIR ASSOCIATE'S DEGREE OR CREDENTIAL FROM US.
SO THEN A COUPLE OF THINGS AND THEN I'M THROUGH WITH THIS.
I'D LIKE TO KNOW WHO'S TAKING A LOOK AT IT.
ABSOLUTELY. SO THAT WOULD BE GOOD INFORMATION TO HAVE.
AND THEN I'M MENTIONING THE 9500 GRADUATES.
SEVERAL YEARS AGO, WE HAD LIKE 3500, IF I REMEMBER CORRECTLY.
SO COULD YOU GIVE US LIKE FOR THE PAST FIVE YEARS THE NUMBER OF GRADUATES? I REALLY WOULD LIKE TO SEE IF WE'RE INCREASING THAT BECAUSE THAT'S CERTAINLY THE GOAL.
SO ANOTHER INVESTMENT THAT WE HAVE FROM THE FROM THE STATE AFTER THIS LEGISLATIVE SESSION WAS AN ADDITIONAL INVESTMENT THAT THEY MADE IN THE TEXAS EDUCATION OPPORTUNITY GRANTS TOG. THEY INCREASED THIS ALLOCATION TO COLLEGES BY 128%.
WE DO NOT USE THESE MONIES FOR OPERATIONAL EXPENSES.
THEY ARE AWARDED TO THE STUDENT.
LAST YEAR FOR WHAT CURRENT YEAR?
[02:25:02]
I GUESS FOR FY 23, WE WERE ABLE TO AWARD 4300 STUDENTS.SO BETWEEN PELL GRANTS TOG AND THE SUPPORT AVAILABLE FROM OUR FOUNDATION, WE CAN REPRESENT TO THE COMMUNITY THAT THERE ARE NO FINANCIAL BARRIERS TO DALLAS TO STUDENTS STUDYING AT DALLAS COLLEGE.
IS THAT THAT'S ACCURATE? YEAH. AND MONIES THAT WE SET ASIDE.
AND THOSE ARE MONIES THAT WE ACTUALLY SET ASIDE FROM FROM OUR TUITION.
SO LET'S TAKE A WALK DOWN TUITION RATE MEMORY LANE HERE.
SO WE TALKED ABOUT GROSS TUITION.
SO WE WOULD SAY BACK SINCE THE 70S, WE WERE RANGING $45.
SO IN 2013, SPRING OF 2013, WE DID THE FIRST INCREASE THAT WE'VE DONE IN YEARS TO $52.
FOLLOWING THAT SPRING 2015, WE WENT FROM $52 TO $59.
REMEMBER, WE'RE 58 YEARS OLD AND THIS IS THE PROGRESSION OF TUITION.
SO NOW THE ADDITIONAL COST THAT IS BORNE FROM THAT CHANGE IN RATE IS NOW BORNE BY THE INSTITUTION.
ARE YOU SEEING SEEING THE NEED FOR US TO INCREASE TUITION ACCORDINGLY TO COVER THAT GAP? YEAH, THE SHORT ANSWER IS YES, BECAUSE HE KNEW I WOULD SAY YES, THAT WE ABSOLUTELY NEED TO HAVE A CONVERSATION ABOUT ADJUSTING TUITION AND ON WHAT SCHEDULE AND TIMELINE TO DO THAT.
SO STUDENTS AND OTHERS COULD BE AWARE AND PREPARE FOR THAT.
AND EVEN WHAT'S THE LATEST? STATEWIDE AVERAGE OF COMMUNITY COLLEGE TUITION IS 100.
NOW IT IS YEAH, IT'S OVER 100 NOW.
ALSO, WE DON'T INCLUDE FEES IN THERE.
BUT AS YOU ALSO JUST HEARD AND TRUSTEE READERS QUESTIONS, THERE ARE OTHER SOURCES OF FUNDS THAT HELP SUPPORT THOSE STUDENTS NOW THAT DIDN'T ALWAYS EXIST AS WELL. SO SO I DO THINK THAT WE NEED TO ENGAGE IN A CONVERSATION AS WE PLAN WHAT WHAT OUR TUITION ADJUSTMENT COULD BE.
ARE WE IN TERMS OF OUR OUT-OF-DISTRICT TUITION? ARE WE BELOW THE STATE AVERAGE ON THAT AS WELL? WE'RE BELOW ON ALL OF THEM.
THEY'RE THE SOLE PROVIDER OF ELECTRONIC TEXTBOOKS TO ALL OF OUR STUDENTS.
IS THERE COMPETITION? IS ARE THERE OTHER VENDORS WHO CAN DO THAT AND WHEN WOULD WE BID THAT OUT? BECAUSE A LITTLE COMPETITION CAN STIFLE PRICING, JOHN, TO SPEAK TO THAT, BECAUSE HE WAS AN INTEGRAL PART OF THAT DEVELOPING THAT THAT CONTRACT.
WE ARE CURRENTLY GOING OUT FOR BID RFP, IF YOU WILL, ON INCLUSIVE EDUCATION BOOKSTORE MATERIAL.
GREG IS IS HEADING THAT UP WITH A TEAM FROM PURCHASING.
BUT THERE WILL BE THE COMPETITION.
NOW PART OF IT IS THE SIZE WE ARE AND THE NUMBER OF STUDENTS WE HAVE.
WE DON'T TYPICALLY HAVE MULTIPLE BECAUSE IT'S VERY DIFFICULT TO BE ABLE TO DO THAT.
BUT IT IS TIME NOW TO GO OUT FOR RFP AND REVIEW THAT PROCESS AND SEE WHO THE PLAYERS ARE.
SO, YOU KNOW, THE CFO CEO, PAULA, WAS MET WITH US A COUPLE OF MONTHS AGO.
YOU KNOW, WE WERE WE WERE AMONGST THE FIRST TO DO THIS WHEN WE DID THIS.
SO I SAY ALL OF THAT, THAT EVEN THE BOOKSTORES HAVE LEARNED ALONG WITH US HOW TO DO
[02:30:08]
THIS. SO I SAID ALL THAT.MY HOPE IS, IS THAT WHEN WE GET INTO THIS CONSIDERATION AND AND AND LOOK FOR COMPETITIVE ADVANTAGES, I THINK WE'RE GOING TO FIND SOME THAT EXIST THAT DIDN'T EXIST WHEN WE FIRST STARTED THIS.
AND THAT'S WHAT I SAID EARLIER TODAY.
IN THE WORLD, WHEN THERE'S NOBODY BUYING ANYTHING, THERE'S NOBODY DEVELOPING.
NOW THERE'S THE TREND IS TO DO THIS.
SO WHEN WE INCLUDED THE COST OF BOOKS IN THE TUITION AND THE TUITION WENT UP BY $20 A CREDIT HOUR.
REMIND US HOW MUCH IN SAVINGS THAT WAS TO THE STUDENTS THAT NOW DID NOT HAVE TO BUY THE BOOKS.
45 AND 50% OF THE WELL AVERAGE TO EACH STUDENT.
DO YOU REMEMBER AVERAGE PER STUDENT? I DON'T REMEMBER THAT. BUT IT WAS A SAVINGS.
NOW, THEY DIDN'T HAVE TO PUT OUT A POCKET TO BUY TEXTBOOKS.
THANK YOU. WHAT'S AN OUT OF DISTRICT LABOR? I'M SORRY. WHAT IS AN OUT OF DISTRICT WAIVER? I'LL GIVE YOU AN EXAMPLE. IF YOU HAVE AN IF YOU HAVE AN EMPLOYEE THAT HAS A CHILD THAT WE LIVE OUT OF DISTRICT, I SAY WE BECAUSE I WAS THAT WE LIVE OUT OF DISTRICT. WE WILL WAIVE THE TUITION AMOUNT FOR THAT PERSON SO THAT IT BECOMES IN DISTRICT.
OR IF WE HAVE ANOTHER STUDENT IN ONE OF THE OTHER PROGRAMS LIKE EARLY COLLEGE, HIGH SCHOOL OR SOMETHING, WHEN WE HAVE TO PROCESS THAT INTO INTO OUR INTO OUR LEDGER, EVEN THOUGH WE WAIVE IT, WE STILL HAVE TO WAIVE THAT OUT OF DISTRICT PART BECAUSE WE'RE ONLY CHARGING, IF YOU WILL, ON OUR BOOKS THE IN DISTRICT AMOUNT IF THEY DON'T LIVE WITHIN THE WITHIN DALLAS COUNTY.
SO IT'S SOLELY AN EMPLOYEE BENEFIT.
NO, NO, NO, NO, NO, NOT AT ALL.
IT CAN EVEN BE ONE OF OUR AD VALOREM PARTNERS.
SO IF YOU HAVE A BUSINESS AND AN EMPLOYEE COMES.
BUT BUT THE EMPLOYER BUSINESS, LET'S SAY AMAZON AMAZON'S HERE IN DALLAS COUNTY AND THEY HAVE EMPLOYEES THAT REGISTER FOR CLASSES, WE WILL WAIVE THAT PORTION SO THAT WE ONLY CHARGE THEM OUR IN DISTRICT RATE.
DO WE HAVE A POLICY ON THAT? YES, WE DO.
THAT'S RIGHT. BECAUSE THERE WERE STUDENTS THAT WERE BEING CHARGED OUT OF DISTRICT TUITION RATE.
SO WE DID AT LEAST THAT FOR STUDENTS.
SO YOU HAVE CEDAR HILL LIVING IN IN THE COUNTY SOUTH OF ELLIS.
ELLIS COUNTY, WHICH WOULD BE NAVARRO'S.
SO WE'VE SPOKEN ABOUT OUR LARGEST OUR OUR LARGEST PLEDGED SUPPORT IN TUITION WAIVERS.
THAT'S NOT AVAILABLE EMERITUS THAT THAT'S CORRECT.
BUT NOT THE OPERATIONAL MONIES.
THE OPERATIONAL MONIES IS DIRECTLY WHAT WE'RE WHAT WE'RE PUTTING IN.
WHAT IS OTHER. I HAVE NO IDEA TO FIND OUT FOR YOU.
I WAS JUST CURIOUS. SO WHEN WE LOOK AT ENROLLMENTS, I GAVE YOU A LEGEND HERE AT THE BOTTOM OF THIS SLIDE BECAUSE WE DID USE OUR ALPHABET SOUP TO IDENTIFY OUR SCHOOLS HERE.
BUT IF WE LOOK AT ENROLLMENTS TERM OVER TERM, YOU CAN SEE AND BASICALLY IN SUPPORT OF THE COMMENTS THAT WE HEARD ON YESTERDAY, THAT MS AND MIT ARE OUR LARGEST GROWING PROGRAMS, AND THAT IS A DIRECT RESULT OF THOSE HIGH DEMAND, THOSE THOSE CRITICAL FIELD JOBS THAT THEY'RE DOING IN THOSE SCHOOLS. WE TALK ABOUT DECLINED ENROLLMENT, BUT OUR ENROLLMENT DECLINED, AS YOU SEE, DOESN'T HAVE ANY IMPACT ON OUR REVENUE, EVEN CONSIDERING WHAT THE THE TUITION THAT WE WEIGHED BECAUSE WE DO STILL HAVE OUR SAME THREE BASIC APPROPRIATIONS FOR OUR OUR TUITION, OUR STATE AND OUR TAX BASE.
RIGHT. THOSE NUMBERS STAY PRETTY MUCH LEVEL.
SO HERE I HAVE TO GIVE A BIG SHOUT OUT TO MY MENTOR TO JOHN ROBERTSON, BECAUSE HE IS A WEALTH OF INFORMATION WHEN IT COMES TO TAXES, WHEN I NEED TO GET EDUCATED ON THINGS.
[02:35:05]
WITH THE TAB, WHAT YOU NEED TO LOOK FOR.HE'S OUT THERE LOOKING OUT OVER THERE.
BUT I JUST WANT TO SAY THANK YOU TO HIM FOR ALL HIS MENTORSHIP.
SO THE THE THREE COMPONENTS THAT WE SHOW HERE ARE ABOUT OUR OUR AD VALOREM TAXES.
THE MAXIMUM ALLOWABLE BY STATE IS 20%.
AND THAT IS WHAT DALLAS COLLEGE ALLOWS TO OUR TAXPAYERS.
THAT WAS AN ADDITIONAL SAVINGS FOR THIS COMING YEAR FOR OUR TAXPAYERS OF JUST AROUND $4 MILLION.
AND WHEN WE TALK ABOUT HOW WE ESTIMATE OUR TAX REVENUE, THERE IS A FORMULA THAT WE USE.
WE TAKE WHATEVER THE TAXABLE ASSESSED VALUE IS, DIVIDE IT BY $100 TIMES OUR TAX RATE.
OKAY. AND SO THAT'S HOW WE COME UP WITH THAT.
WHAT WE WILL TALK ABOUT A LITTLE BIT THOUGH, IS, AGAIN, LIKE WE DID A TUITION WALK DOWN, LET'S DO A TAX WALK DOWN TAX RATE, WALK DOWN IN 2011, OUR TAX RATE WAS JUST JUST A LITTLE OVER SEVEN AND ONE HALF CENTS.
AND BASED ON HISTORY AND CONVERSATION, THAT THAT THIS BOARD AND DIRECTION FROM THIS BOARD PREVIOUS LEADERSHIP DIDN'T INCREASE TO 9.8 CENT IN 2012.
SO WE HAD A SIGNIFICANT SPIKE.
SO WE CAN'T IMAGINE THAT THAT TREND IS GOING TO CONTINUE.
WE TYPICALLY SEE A TREND OF BETWEEN 3 AND 5%.
AND I ANTICIPATE THAT THAT'S GOING TO CONTINUE AS WE MOVE FORWARD.
THE SECOND PORTION OF OUR TAX RATE GOES TO OUR DEBT SERVICE, OUR 24 HOUR 2004 OR 2004 BOND PROGRAM.
WE HAVE A REMAINING BALANCE OUT OF THAT 450 MILLION THAT WE ISSUED OF 45.9 MILLION.
OUR CURRENT DEBT IS 491 MILLION.
WE DID HAVE, BECAUSE OF THE FISCAL RESPONSIVENESS OF THIS LEADERSHIP AND THIS BOARD'S DIRECTION, OUR REFUNDS AND ACCELERATION OF DEBT SAVED OUR TAXPAYERS OVER $67 MILLION SINCE OUR LAST BOND PROGRAM.
AND THEN WE ANTICIPATE THAT WE WOULD HAVE BETWEEN, AGAIN, 2025 AND 2026 WHEN WE PAY OFF SOME OF THE DEBT THAT WE HAVE THAT STANDARD IN THERE, THAT WE WILL HAVE AN ADDITIONAL CAPACITY FOR DISCUSSING HOW WE ARE GOING TO FINANCE, FINANCE, NOT FINANCE, FINANCE, OTHER OPPORTUNITIES FOR DEVELOPMENT THROUGHOUT DALLAS COLLEGE.
SO WE'RE LOOKING AT THE CIRCLES AND WE'RE CARRYING OUT THE PRINCIPLE OF 375 AND INTEREST OF 115.
SO IT'S ABOUT 115 IS ABOUT A THIRD, RIGHT? I MEAN, IT IS DEBT IS EXPENSIVE.
I'LL LET YOU FINISH YOUR THOUGHT THAT IT.
ALL RIGHT. SO LET'S LET'S TALK ABOUT THAT.
SO WHEN WE LOOK AT THIS NUMBER HERE, RIGHT?
[02:40:01]
YES, IT LOOKS LIKE IT'S ABOUT A THIRD, BUT THAT'S IF WE TOOK EVERYTHING TO MATURITY.VERY SELDOM HAVE WE TAKEN EVERYTHING TO MATURITY AS WE JUST TALKED ABOUT.
WE'VE DONE REFUNDINGS, WE'VE DONE ACCELERATION OF DEBT.
SO WE'VE NOT REALIZED THIS FULL AMOUNT.
AND SO THEREFORE THAT BURDEN HAS NOT BEEN ON THE TAXPAYER.
BUT WE TALKED ABOUT WHAT MONIES WE ISSUED EARLIER THIS YEAR WHEN THEY CAME TO US AND SAID, I THINK YOU'RE GOING TO HAVE A COST OF CAPITAL OF AROUND, YOU KNOW, FIVE, FIVE AND A QUARTER. WE CAME IN LESS THAN FIVE.
WE CAME IN RIGHT AROUND FOUR AND ONE HALF.
OUR MATURITY AT THIS POINT, AT THIS POINT IS ONLY 15.
WE'RE TO PAY OFF $100 MILLION OF THAT 375 MILLION.
NOW, HOW MUCH INTEREST SAVINGS WOULD WE REALIZE? WELL, THAT'S HARD FOR ME TO ANSWER, BECAUSE THE WAY THE DEBT IS STRUCTURED WELL, THE WAY THE DEBT IS STRUCTURED, WE WE HAVE LIMITS ON WHAT WE CAN BECAUSE THESE ARE TAX FREE BONDS. IF WE WERE TO GO AND TAKE THOSE BONDS AND PAY THEM, WE NOW HAVE TO PAY TAXES ON THOSE BONDS.
SO WE CAN'T JUST GO AND SAY TAKE 100 MILLION.
IT COULD POTENTIALLY COST US MONEY, AND THAT'S WHAT WE DON'T WANT TO DO.
JOHN. SHE DID AN EXCELLENT JOB IN THAT $350 MILLION WORTH OF BOND ISSUE.
SO WHEN SHE WENT TO MARKET AND DID THAT AND THE MARKET'S NOT USED TO THIS MARKET IS USED TO A TEN YEAR CALL AND WE HAVE ONE YEAR, THREE YEAR. FIVE YEAR.
THAT IS A THAT IS AN AGGRESSIVE LOOK, NOT ONLY THE 15 YEAR, BUT THEN ALSO TO HAVE THAT ABILITY OF BEING ABLE TO IF WE HAVE THE MONEY TO PAY THOSE THINGS OFF.
IN TERMS OF THESE PROJECTS WE HAVE TO FUND, WE CAN JUST PAY PAY CASH.
WE COULD PAY CASH. THAT HASN'T WE HAVE THAT, WHICH WOULD BE WHAT I'M HEARING YOU SAY IS THAT WOULD BE A MORE FISCALLY PRUDENT ROUTE SHOULD THE BOARD CHOOSE TO GO WITH THEN TO PAY OFF ANY IF I CAN GET IF I'M NOT MAKING AS MUCH MONEY IN THE MARKET BECAUSE RIGHT NOW THE MARKET IS DOING PRETTY GOOD.
SO LIKE I SAID, OUR RETURN, OUR RETURN ON ON OUR PORTFOLIO RIGHT NOW ARE BETTER THAN BETTER THAN, YOU KNOW, IT'S BETTER TO USE OTHER PEOPLE'S MONEY THAN OUR OWN BECAUSE WE CAN GET A HIGHER LEVEL OF RETURN.
I MEAN, INTEREST RATES HAVE GONE THROUGH THE ROOF.
THAT'S MORE EXPENSIVE, RIGHT? THAT'S CORRECT. AND THEREFORE, TO BE AVOIDED, IT SHOULD ALWAYS BE OUR EXERCISE TO CONSIDER OUR OPTIONS OF CASH VERSUS DEBT.
I MEAN, THAT'S THE WAY YOU RUN A BUSINESS.
AND THAT'S THE WAY SHE THINKS AND THE WAY JOHN HAS THOUGHT.
AND THEY TREAT EVERY DOLLAR AS IF IT WAS THEIR OWN FAMILY DOLLAR.
AND THAT'S MAKES A DIFFERENCE.
THAT'S HOW YOU GET CHANGED, RIGHT? YEAH, RIGHT, RIGHT.
HERE HE COMES. SO I'M LISTENING TO TWO DAYS OF CONVERSATION AND I'M LISTENING TO THE ACADEMIC PLAN AND AND THE ENORMOUS AMOUNT OF NEEDS THAT ARE GOING ON.
SO. SO I'M STILL NEW AND I ACKNOWLEDGE THAT.
SO THE FUNDING FOR ALL THE THINGS FOR CLASSROOMS IN THERE, IS THAT BOND MORE MONEY OR IS THAT OTHER KINDS OF MONEY? THAT'S OTHER MONEY.
OTHER MONEY. OKAY. SO IN THE CATEGORY OF OTHER MONEY VICE CHAIRS, COMMENTS ABOUT IF WE CHANGE OUR RESERVE POLICY AND FREE UP SOME OF THOSE MONIES, I WANT TO BE STEADFAST IN PROPOSING NOT NOT THAT WE'RE GOING TO BE FISCALLY, FISCALLY IRRESPONSIBLE ABOUT DEBT, BUT INVESTING THOSE FIRST IN THOSE PROGRAMS. BECAUSE IF I'M SITTING OUT THERE IN THIS AUDIENCE AND LISTENING TO THIS CONVERSATION AND THE AMOUNT OF OXYGEN THAT'S BEEN TAKEN UP FROM DOWNTOWN, AND I KNOW WE STILL HAVE THESE
[02:45:08]
OTHER CONVERSATIONS GOING ON, I WOULD MUCH RATHER INVEST THAT MONEY IN IS EXPENSIVE IN THOSE KINDS OF THINGS.AND WE CAN DO A BALANCE OF THOSE KINDS OF THINGS.
AND I HEARD THAT QUITE A BIT IN TERMS OF USING THOSE CASH.
AND SO I JUST WANT TO BE ON RECORD AS SAYING THAT WE HAVE A TREMENDOUS AMOUNT OF COLLABORATION.
WE HAVE A TREMENDOUS AMOUNT OF WORK PUT INTO THE ACADEMIC PLAN.
AND SO WHERE YOU'LL HEAR ME COMING DOWN CONSISTENTLY IS BEFORE WE START DOING ALL THIS COST SAVINGS, ALL THOSE KINDS OF THINGS, LET'S TALK ABOUT HOW WE INVEST IN OUR PROGRAMS. AMEN.
SCOTT KIND OF DID A LITTLE BIT OF A WALKTHROUGH ON OUR 2019 BOND ISSUANCE.
SO AGAIN, WE WERE AUTHORIZED AT 1.1 BILLION.
1.1 IS WHERE IS WHERE WE SETTLED.
SO IN 2023, WE ISSUED THE FIRST AMOUNT OF THE FIRST ISSUANCE FOR PHASE ONE AT $350 MILLION, WHICH LEFT US THE REMAINING AUTHORIZATION OF $750.50 2 MILLION.
THAT DOES NOT MEAN THAT THAT IS THE BUDGET FOR PHASE TWO.
THAT MEANS THAT IS THE AMOUNT WE HAVE AVAILABLE TO ISSUE OUT OF THE AUTHORIZATION THAT WE HAD.
SO PHASE TWO, AS WE KNOW, THE STEPS THAT WE'RE IN, IN PHASE TWO RFP, RFP IS OUT.
WE'RE WAITING TO DO THE RFP BASED ON OUR ACADEMIC MASTER PLAN AND OUR FACILITY MASTER PLAN.
AND THEN AS WE EVALUATE THE NEEDS THAT WERE PRESENTED FROM OUR ACADEMIC MASTER PLAN AND OUR FACILITIES MASTER PLAN, IT WILL DETERMINE THE PRICING AND THEN ADDITIONAL CONVERSATIONS WILL DETERMINE HOW WE PAY FOR THAT.
DO WE PAY FOR THAT WITH OUR MONEY? DO WE PAY FOR THAT WITH CASH? DO WE PAY FOR THAT WITH PARTNERSHIPS? SO ALL OF THAT IS STILL TO BE DETERMINED.
THE FIRST ONE WE DID IN 1965, $41 MILLION, OUR SECOND 1 IN 1977, 12 YEARS LATER, WAS 85 MILLION.
SO IN TOTAL, WITH ALL OF THESE ISSUES THAT WERE DONE, WE'RE JUST OVER ABOUT 1.5 OR $1.6 MILLION.
BUT THE 2020 DISD BOND PROGRAM, JUST THAT ONE YEAR BOND PROGRAM, WAS 3.2 BILLION.
AND SO THE REASON I WANTED TO KIND OF OUTLINE THAT IS TO REMIND US WHAT OUR JOURNEY HAS BEEN AS WE THINK ABOUT HOW TO FUND AND INVEST IN OUR FACILITIES AND THAT WE STILL HAVE A LOT TO FIGURE OUT FROM THE 2019 BOND INITIATIVE, AS WE'VE TALKED ABOUT.
BUT ALSO WE BEGIN WE NEED TO BEGIN TO THINK ABOUT EVALUATE AS WE LOOK AT DALLAS COLLEGE 2030, WHEN DO WE BEGIN TO THINK ABOUT PLANNING FOR THE NEXT BOND INITIATIVE? WHAT DOES THAT NEED TO LOOK LIKE? BECAUSE ABSOLUTELY, 2019 WAS A $2 BILLION PLAN THAT WE WHITTLED DOWN TO 1.1 WITH THE INTENT THAT WE BEGIN TO BEGIN TO LOOK AT PARTNERSHIPS E THREE OPPORTUNITIES, EVALUATE THOSE.
SO, YOU KNOW, WE'RE NOT TALKING TODAY ABOUT A NEW BOND INITIATIVE.
I MEAN, I THINK IT'S PREMATURE TO TALK ABOUT A NEW BOND PERSONALLY.
AND AND ALSO, YOU KNOW, REMIND THE BOARD THAT THE 2019 BOND PROGRAM WAS PUT TOGETHER FOR ONE COLLEGE AND IT WAS BASICALLY A ROLL UP OF SEVEN SEPARATE COLLEGES, YOU KNOW, ASPIRATIONAL WISH LISTS FOR PHYSICAL PLANT.
WELL, YOU KNOW, WE GOT A DIFFERENT GOVERNANCE MODEL.
WE GOT A DIFFERENT EDUCATION PLAN.
[02:50:02]
DIFFERENT. BUT, YOU KNOW, $2 BILLION IS NOT A GOAL IN MY MIND.THAT OR A BACKLOG OF UNFUNDED CAPITAL PROJECTS.
I'M NOT SAYING THAT WE SHOULD THAT WE SHOULD HAVE HAVE IN OUR MINDS, I DON'T THINK YOU KNOW, I'M NOT SUGGESTING THAT WE'RE GOING TO HAVE A CONVERSATION IN A COUPLE OF YEARS AND GO BACK TO THAT LIST OF WHAT THAT THAT PREVIOUS BILLION DOLLARS WAS ON THAT LIST.
AND WE'RE STARTING FROM THERE.
THAT'S NOT WHAT I'M SUGGESTING AT ALL.
BUT WHAT I'M SUGGESTING IS, IS THAT WE NEED TO BEGIN TO THINK ABOUT WHAT IS A REGIONAL A REASONABLE APPROACH TO HOW DO WE CONSIDER EVALUATING FACILITY COST AND BOND INITIATIVE TIMELINES THAT I CAN'T SPEAK TO THE GAP BETWEEN 1977 AND 2004, WHAT WAS GOING ON THEN? BUT, YOU KNOW, ONE OF THE REASONS THAT THAT HAVING BEEN PART OF SOME OF THE THE BOND PLANNING PROCESS, TRUSTEE RITTER WAS THOSE OF YOU THAT MAY NOT RECALL WAS THE OUR BOND CHAIRMAN OF OUR ZERO FOUR BOND INITIATIVE AND WAS DEEPLY INVOLVED THEN OF HOW WE SET THE 450 AT THAT TIME VERSUS HOW WE GOT TO THE 1.1 IN 2019 THAT WHEN WE DO CONSIDER GOING TO THE VOTERS AND ASKING THEM FOR SUPPORT, WHAT I'M SUGGESTING IS, IS THAT WE NEED TO BE TAKING A LOOK AT THAT TIMELINE OF HOW OFTEN DO WE GO AND WHAT IS THE NUMBER THAT WE'RE ASKING THEM TO CONSIDER WHEN WE GO, AND THAT GAPS OF 20 SOMETHING YEARS, GAPS OF 15 SOMETHING YEARS MEANS THAT NUMBER IS GOING TO BE BIGGER, OBVIOUSLY, WHEN WE GO.
THAT'S MY ONLY COMMENT ON HOW WE BEGIN TO THINK ABOUT IT.
I THINK THAT THE THE OPTION OF FINANCING VEHICLES HAS COME SUCH A LONG WAYS IN THE LAST TEN YEARS THAT THAT THERE'S THERE'S WAYS OF GETTING YOUR NEEDS MET WITHOUT EVEN THE BOND ISSUE THOUGHT THAT THAT'S THAT I THINK IS IS BECAUSE AS YOU HEARD SCOTT TODAY WHEN YOU GO WITH PUBLIC PRIVATE PARTNERSHIPS, YOU'RE NOT IN THE CHILLER BUSINESS, YOU'RE NOT IN THE ROOF BUSINESS, YOU'RE NOT IN THE ELEVATOR BUSINESS, YOU'RE IN THE EDUCATION BUSINESS.
AND IT ALLOWS YOU TO USE THE EXPERTISE AND THE FUNDS OF OTHERS TO TO PROVIDE THE VEHICLE THAT YOU NEED TO DELIVER THE MASTER PLAN OF THE 30 YEARS.
I THINK WE WE JUST HAVE TO ALWAYS USE THE LATEST VEHICLES AVAILABLE TO US AND WE NEED TO BECOME AS SMART ABOUT THEM AS WE CAN. AND WE NEED TO DEVELOP RELATIONSHIPS WITH PEOPLE WHO DELIVER THOSE TYPE VEHICLES, BECAUSE THAT'S IN MY OPINION, THAT'S HOW SCHOOL DISTRICTS I THINK HOUSTON IS ONE OF THE LEADING SCHOOL DISTRICTS THAT DOESN'T DO BONDS MUCH ANYMORE.
IT TAKES THE POLITICAL PIECE OF IT OUT.
SO I AGREE WITH WHAT YOU'RE SAYING.
ALL RIGHT. SO NOW WE GET TO REVENUE FORECAST.
WE'VE TALKED ABOUT STATE APPROPRIATIONS.
SO WHERE WE MAY NOT HAVE TRADITIONAL STUDENT ENROLLMENT INCREASE AT THIS POINT, WE DO HAVE ADDITIONAL TRAINING AND ADDITIONAL REVENUE FROM CONTRACT TRAINING THANKS TO THE WORKFORCE AND ADVANCEMENT GROUP, OUR LOCAL SUPPORT DOLLARS, WE WILL HAVE CERTIFIED NUMBERS AS OF JULY 25TH.
SO WHEN WE COME BACK TO THE BOARD IN AUGUST, WE WILL HAVE A BETTER NUMBER THAT WE'RE LOOKING AT.
OUR INVESTMENT INCOME WILL INCREASE GREATLY THIS YEAR AGAIN, DUE TO MARKET CONDITIONS.
AND WE KIND OF TALKED ABOUT THAT SEVERAL MONTHS AGO.
SO. BIG CONVERSATION FOR TODAY.
WHAT DO WE DO WITH ALL THAT MONEY WE HAVE SITTING THERE? RIGHT. SO, YOU KNOW, ONE OF THE KPIS THAT WE TALKED ABOUT, THE THE COUPLE OF MONTHS OF THE LAST MONTH, I GUESS, MONTHS OF PULLING TOGETHER THAT WE TALKED ABOUT LAST MONTH WAS OUR ABILITY TO SURVIVE WITHOUT ADDING ANY ADDITIONAL NET POSITION TO OUR OPERATING BUDGET.
[02:55:01]
THIS GRAPH HERE DEPICTS TWO SEPARATE BUCKET BOARDS, ONE BUCKET, BUT HOW WE DIVIDE IT, RIGHT, THE AMOUNT OF CASH RESERVES THAT WE'RE REQUIRED BY POLICY IS SHOWN IN GREEN, AND THEN THE BLUE AMOUNT IS THE AMOUNT THAT WE HAVE IN EXCESS OF WHAT OUR POLICY REQUIRES FOR US TO HAVE.THE DIFFERENCE BETWEEN A CONTINGENCY AND A RESERVE.
THAT MONEY IS SET ASIDE FOR OTHER INITIATIVES THAT MAY COME UP THROUGHOUT THE COURSE OF THE YEAR.
UNEXPECTED DECLINES IN REVENUE THAT WE MAY NOT ANTICIPATE AND OTHER COSTS THAT WE MAY INCUR.
SO AGAIN, 3 TO 5% OF OUR ANNUAL OPERATING BUDGET.
THIS IS OUR CASH RESERVES HERE AND IT'S ACCUMULATED OVER THE YEARS OF OVER THE YEARS OF UNSPENT DOLLARS THAT WE HAD AT THE END OF A BUDGET CYCLE. HOW DID WE GET THIS BIG POT OF MONEY? FIRST OF ALL, IT CAME FROM US, FROM FROM PRIOR LEADERSHIPS, VERY CONSERVATIVE APPROACH WHERE WE ALMOST STARVED OURSELVES FOR SOME OF THE INVESTMENTS THAT WE NEEDED TO MAKE.
AND THAT WAS ALL A RESULT OF TRYING TO AMASS WHAT WE FELT WE NEEDED TO HAVE AS FAR AS CASH RESERVES.
SO NOW WHEN WE LOOK AT WHAT OUR RESERVE NEEDS TO WHAT WE NEED TO DO WITH THOSE WITH THOSE AREAS, WE WANT TO HAVE A CONVERSATION ABOUT HOW DO WE ADDRESS A SPEND, IF YOU WILL, OF THAT EXCESS CASH.
SO FOR AREAS, WE NEED TO CONCENTRATE IN OPERATING MAINTENANCE, CAPITAL IMPROVEMENTS, CASH, RIGHT? HOW CAN WE FUND THINGS WITH CASH AND THEN EQUIPMENT? WE'LL YOU'LL SEE SOME THINGS THERE THAT WE HAVE OUT THERE FOR INSTRUCTIONAL EQUIPMENT, CLASSROOM FURNITURES, I.T.
COMMITTED, DEDICATED AND DISCRETIONARY.
SO WHEN WE USE THE TERM COMMITTED AND WE'LL START TO USE THESE TERMS MORE FREQUENTLY WHEN WE HAVE THESE FINANCIAL CONVERSATIONS, WHEN WE USE THE TERM COMMITTED, I WANT US TO START THINKING IN TERMS OF THIS IS THE AMOUNT THAT'S REQUIRED FOR US TO HAVE.
WHEN WE TALK ABOUT DEDICATED, IT'S WHAT CONVERSATIONS HAVE WE HAD WITH, WITH, WITH LEADERSHIP AND AT BOARD DIRECTION ON WHAT MONIES WE WANT TO DEDICATE FOR THE PURPOSE OF FACILITIES AND ADMINISTRATIVE INITIATIVES, LEADERSHIP GOALS, WHERE ARE WE GOING WITH NEW PROGRAM DEVELOPMENT AND RENEWAL OF OUR FACILITIES? THAT'S THE DEDICATED PORTION.
SO HELP ME UNDERSTAND BECAUSE YOU'VE EXPLAINED THIS TO ME BEFORE, BUT I FORGOT PROBABLY WE PASS A BUDGET ON AN ANNUAL BASIS AND WE AUTHORIZE THE EXPENDITURE OF FUNDS FOR ALL KINDS OF THINGS.
AND SOMETIMES THE BUDGET YEAR ENDS WITHOUT THOSE MONEYS BEING EXPENDED AND THOSE AMOUNTS ARE HELD IN CASH RESERVES, RIGHT? THAT'S CORRECT. SO IS THAT A COMMITTED OR A DEDICATED THERE THERE? SO IT WOULD BE COMMITTED AND DISCRETIONARY? IT'S NOT DEDICATED UNTIL AFTER WE FORMALIZE THE USE OF THAT MONEY.
AND SO THE COMMITTED MONIES WOULD BE THE MONIES THAT WERE REQUIRED TO HAVE IN POLICY.
AND ANYTHING THAT WE HAVE THAT WE HAVE TO PAY A CURRENT YEAR EXPENSE IN NEXT YEAR.
SO WE HAVE A PO OUTSTANDING, AN ENCUMBRANCE THAT WE HAVE TO A SUPPLIER AND WE'VE NOT PAID THAT BILL.
SO THE $350 MILLION THAT WE'RE HOLDING ABOVE OUR PRESCRIBED POLICY, HOW MUCH OF THAT IS ENCUMBERED THAT WOULD THAT NOT? WELL, LET ME TAKE THAT BACK.
WE'LL LOOK. WE'LL LOOK AT THAT. I HAVE SOMETHING HERE I'M GOING TO SHOW YOU.
SO AGAIN, WE'RE GOING TO USE THE TERMS COMMIT THE COMMITTED PORTION FOR OUR REQUIRED TWO MONTHS OF CASH RESERVES, 95 MILLION COMMITTED FOR END OF YEAR OBLIGATIONS THAT ARE NOT YET PAID IS ANTICIPATED TO BE 10 MILLION.
SO NOW WE WILL HAVE DISCRETIONARY CASH RESERVES OF 356 MILLION, ROUGHLY AROUND SEVEN MONTHS.
[03:00:01]
MAYBE YOU'RE RIGHT, ROBERT.WHAT WHAT TIME PERIOD ARE IS THERE A TIME PERIOD IN WHICH WE HAVE THE USE OF THE BONDS THAT WERE PASSED? NOW, JOHN, YOU CAN MAYBE SPEAK TO THAT, TOO.
THERE ARE SOME ISSUES WE HAVE TO CONFRONT WITH THE AUTHORIZATION.
THE AUTHORIZATION IS IS IS ALMOST PERPETUAL.
IF WE ISSUE THE BONDS, WE HAVE TO USE THEM WITHIN A PERIOD OF TIME.
OTHERWISE, WE RUN INTO ARBITRAGE ISSUES.
I UNDERSTAND THAT COMPLICATIONS.
BUT IN TERMS OF IF WE DON'T USE ALL OF THE $1.1 BILLION THAT WAS AUTHORIZED BY THE VOTERS IN 2019, THERE'S NOT AN ABSOLUTE END DATE BY WHICH WE HAVE TO ISSUE THAT INDEBTEDNESS THAT'S BEEN APPROVED.
CORRECT. NOW, THERE'S PROBABLY A CREDIT.
IT'S LIKE A LINE OF CREDIT. RIGHT.
YEAH. I JUST WANT TO MAKE SURE BECAUSE YOU CAN PUT THINGS IN ISSUES.
AND I WASN'T HERE WHEN THAT WAS DONE.
AND I WANTED TO MAKE SURE THAT THERE WASN'T ANY CAVEATS PUT IN THAT, BECAUSE IF WE KEEP PUSHING THE CAN DOWN THE HILL HERE AND THE NEED DOES COME, I WANT TO MAKE SURE WE'RE NOT THERE'S A FENCE THAT WE DON'T KNOW ABOUT.
EXPECTATION OF WHAT YOU WERE GOING TO USE THOSE MONEY FOR AT THE TIME YOU WENT OUT TO THE VOTERS.
AND I THINK THAT'S EXACTLY RIGHT.
IT'S SOMETHING WE WE CAN ALWAYS GO BACK TO WHEN OUR VISION REALLY EXPLODES OVER HERE.
AND WE HAVE TO HAVE SOMETHING THAT WE HADN'T THOUGHT ABOUT.
AND IT HAS GIVEN US A CHANCE TO HAVE THE RESOURCES TO FUND THE VISION, THE THE 2030.
SO IT'S IT IT I THINK WE HAVE TO LOOK AT IT THAT WAY AND NOT ALWAYS BE SO CRITICAL.
IT'S IT'S ONE IT'S ONE SOURCE OF OF FUNDING FOR THE PROJECTS.
AND AS BRAD SAID EARLIER, YOU KNOW IF TRUSTEE COMPTON WANTS TO MAKE IMPROVEMENTS TO YOUR HUNDREDS OF MILLIONS OF DOLLARS RESIDENTS SHE LOOKS AT ALL AVAILABLE REVENUE SOURCES. BUT THERE ARE YOU KNOW THERE'S THERE'S BOND BOND CAPACITY THERE.
THERE ARE OTHER PEOPLE THERE'S OTHER PEOPLE'S MONEY AND THERE ARE OTHER FUNDING MECHANISMS WE TALKED ABOUT LAST MONTH WITH WITH THE FOLKS THAT CONCESSION INCOME AND OTHER THINGS THAT YOU CAN HAVE FROM A PROJECT LIKE THAT TO BUILD THAT.
I MEAN, AND WE'RE REALLY PROUD OF THE FACT THAT WE HAVE ACCESS TO THESE DISCRETIONARY DOLLARS.
YOU KNOW, IT ALLOWS US TO BE FORWARD THINKING, YOU KNOW, INNOVATIVE WITHOUT HAVING IMMEDIATE BURDEN TO OUR TAXPAYERS OR OUR STUDENTS, YOU KNOW, BY HAVING TO ADJUST OUR TAX RATE OR ADJUST OUR TUITION.
SO BUT IT'S JUST A GOOD EXAMPLE.
WE WE WENT AHEAD AND DID STUFF WITH THAT 300 MILLION BECAUSE WE HAD THE CASH TO DO IT.
AND UNTIL WE GOT OUT OF THE LAWSUIT AND THEN WE PAID HERSELF BACK.
WE COULD HAVE BEEN A LOT OF THINGS THAT WE WOULD HAVE BEEN INCURRING EXPENSES THAT WE DIDN'T.
SO IT'S A IT'S A REAL EXAMPLE OF THE VALUE OF LIQUIDITY.
HISTORICALLY, YOU WOULD SEE A LIST THAT LOOKS SIMILAR TO THIS IN YOUR BUDGET BOOK UNDER SPECIAL ITEMS. SO THE USE OF THIS, WHAT WE'RE DOING NOW IS TALKING ABOUT DEDICATED USES FOR OUR CASH RESERVES.
SO THIS IS A PROPOSED LIST THAT WE HAVE IGNORE THE BOTTOM NUMBER IN BOTH.
AND LET'S JUST TALK ABOUT THE CONTENT OF WHAT'S HERE ON THIS LIST.
SCOTT SPOKE AGAIN ABOUT THE DEFERRED MAINTENANCE PROGRAM CAMPUS REFRESH.
SO AGAIN, THAT'S ANOTHER PORTION.
[03:05:05]
IS THAT AM I CALLING THAT RIGHT? YES, ABSOLUTELY.SO IF WE DO THIS, WE CAN REDUCE OUR EXPECTED BOND AUTHORIZATION BY $48 MILLION.
CORRECT. YOU KNOW, ANOTHER WAY OF LOOKING AT THAT, TOO, IS IF IF WE DO THINGS LIKE THIS, WE CAN AVOID THE 35% INCREASE IN COST THAT COST US BY THE DELAY.
THAT ESCALATED PRICING BY NOT EVER HAVING TO USE THAT MONEY FOR THAT FUNCTION.
SO THAT'S ANOTHER WAY OF LOOKING AT IT.
YEAH. AND I THINK TOO, WITH US DOING THIS EXPENDITURE, THE WAY WE'RE DOING IT NOW BASICALLY JUST ALLOWS THE TEAM TO GO OUT AND SECURE ALL THE RESOURCES THAT THEY NEED IN ORDER TO DEPLOY THIS ACROSS ACROSS OUR CAMPUSES.
CAN YOU GIVE AN EXAMPLE OF INNOVATION AND ALSO STRATEGIC FUNDING? INNOVATION FIRST. YEAH.
SO I HAVE ASKED THAT WE SET SOME DOLLARS ASIDE THAT THEN THE TEAMS CAN TAP INTO SOME DOLLARS OUTSIDE OF THE NORM.
THIS IS REALLY ME TRYING TO FIGURE OUT A WAY TO INCENTIVIZE SOME INNOVATIVE THINKING OUTSIDE, JUST THE NORMAL OPERATIONAL SIDE. AND SO, YOU KNOW, I HAVE SOME IDEAS OF KIND OF WHAT I'D LIKE TO SEE, BUT BUT WE'RE GOING TO KIND OF ENGAGE WITH THE TEAM A LITTLE BIT TO LET THEM KIND OF COME UP WITH IDEAS FOR ME TO ULTIMATELY CONSIDER WHAT CAN PLAY IN.
AND THEN YOU SAW IN PIPER'S PRESENTATION YESTERDAY SOME OF THE SOME OF THE SPECIFICS AROUND WHAT HER TEAM IS WORKING ON AROUND INNOVATION THAT I ALSO WANT US TO TRY TO TRY TO THINK ABOUT HOW TO FUND.
AND SO, AGAIN, INNOVATION IS ONE OF THOSE BIG WORDS.
AND AS I STARTED WITH YESTERDAY, MEANS DIFFERENT THINGS TO DIFFERENT PEOPLE.
BUT THIS IS THIS IS REALLY TRYING TO INCENTIVIZE A DIFFERENT WAY OF THINKING.
SO IS THAT LIMITED TO ACADEMIC OR WORKFORCE PROGRAMS? IT'S NOT INCLUSIVE OF OPERATIONS IN TERMS OF MAYBE SOME EFFECTIVENESS, EFFICIENCY AND DIFFERENT WAYS THAT WE'RE DOING THINGS.
IF WE BROUGHT IT BACK FOR ANYTHING ELSE.
FROM YOUR PIECE YESTERDAY, I THINK WHEN WE TALKED ABOUT THIS, THE NEED FOR HELP AROUND HOW WE STRUCTURE SOME OF THESE IDEAS ABOUT HELPING STUDENTS INVESTING IN A SMALL BUSINESS, THAT AN ENTREPRENEUR MAY COME TO US WITH SOME OPPORTUNITIES TO THINK ABOUT INNOVATION IN THOSE SPACES AS WELL.
BUT WE DON'T HAVE THE EXPERTISE TO KNOW HOW TO DO THAT.
SO WE WILL NEED EXTERNAL HELP.
AND WE'VE TALKED ABOUT THE NEED FOR CONTRACTED SERVICES TO HELP US DO THAT.
SO THAT COULD BE A PIECE OF IT AND AN EXAMPLE OF STRATEGIC FUNDING.
SO STRATEGIC FUNDING, THIS WILL BE OUR THIRD YEAR, I THINK, GOING ON UNDERGOING A STRATEGIC FUNDING.
SO HOW DO YOU GET SOME OF THOSE OUTLIERS BACK INTO YOUR BUDGET LIKE EQUIPMENT? A FEW YEARS AGO, WE BOUGHT A LOT OF EQUIPMENT FOR HEALTH SCIENCE PROGRAM.
WE BOUGHT SOME THINGS FOR VET TECH.
AND THEN WE THERE'S A COMMITTEE THAT REVIEWS THOSE REQUESTS, AND THEN WE APPLY THE STRATEGIC FUNDING IN ORDER FOR THEM TO BE ABLE TO SECURE THOSE ITEMS. SO THIS DOESN'T FIT HERE, BUT IT BRINGS TO MIND A QUESTION.
SO I CAN'T REMEMBER IF IT WAS LAST YEAR OR TWO YEARS AGO THAT THERE WAS A CONCERN THAT THERE WAS NOT ENOUGH FUNDING FOR STUDENT PROGRAMS AND ACTIVITIES THROUGH THE DIFFERENT OPERATIONAL AREAS.
AND I THINK MORE MONEY HAD TO BE PUT INTO WHERE THOSE CONCERNS WERE.
SO HAS THAT BEEN SUFFICIENTLY COVERED IN WHAT'S BEEN PROPOSED? AND SO WE'VE WE'VE BEEN MORE CREATIVE IN HOW WE DO THAT BUDGET, RIGHT? SO WELL, LET ME GIVE YOU THE EXAMPLE OF SALARY DOLLARS.
SO WE HAVE POSITIONS, WE ARE APPROVED, A CERTAIN NUMBER OF POSITIONS.
WE HAVE POSITIONS THAT MAY NOT BE FILLED AT THE ONSET OF THE BUDGET YEAR.
SO WHAT DO WE DO WITH THOSE SALARY DOLLARS? WE REALLOCATE THOSE INTO OPERATING EXPENSES SO THAT WE CAN MEET SOME OF THOSE NEEDS.
BUT SO IS THAT A GOOD ENOUGH PRACTICE? BECAUSE THOSE SALARY DOLLARS THEN OUT OF WHAT WAS NOT USED, POSITIONS THAT WEREN'T FILLED? RIGHT. SO DOES THAT MEAN THOSE POSITIONS GO AWAY BECAUSE YOU HAVE ALLOCATED THOSE SALARY DOLLARS? NO, NOT AT ALL.
THOSE POSITIONS ARE STILL APPROVED.
THEY'RE STILL ABLE TO HIRE FOR THOSE POSITIONS.
BUT WE JUST USE THE MONIES THAT WERE UNSPENT UNTIL THAT PERSON IS HIRED.
[03:10:04]
THAT'S WHERE WE HAVE TO GO IN AND MAKE OTHER OPERATIONAL CHANGES IN ORDER TO MEET THAT.WE HAD SOME CONVERSATIONS, ESPECIALLY IN THE STUDENT SERVICES AREA THIS YEAR WITH THE BUDGET TEAM IN ORDER TO MEET THOSE NEEDS, BECAUSE AGAIN, WE FUNDED THINGS OUT OF SOME SALARY DOLLARS. BUT AS THE YEAR WENT ON AND IT WAS IT WAS DETERMINED THAT THEY STILL NEEDED TO MAINTAIN THAT LEVEL OF SERVICE.
SO WHAT WE SEE IN THIS BUDGET IS HOW WE THEN WENT AHEAD AND RIGHTSIZE THEIR BUDGETS SO THAT THEY COULD CONTINUE TO SUSTAIN THOSE SERVICES SO THEY DID NOT LOSE THE POSITION AND THE SERVICES DID NOT GO AWAY.
RIGHT. OKAY. SO THEN ANOTHER CONCERN WAS, MIKE, THAT IT HAD BEEN CUT TOO DEEP WHEN WE FIRST TRANSITIONED TO DALLAS COLLEGE.
SO IS THAT STILL A CONCERN OR YOU ALL FEEL WE ALL HAVE THE RIGHT LEVEL? SO DOROTHY HAS HAS PRESENTED A PLAN FOR SOME REORGANIZATION THAT SHE'S DONE TO FIND SOME EFFECTIVENESS AND HOW THOSE MARKETING DOLLARS WERE USED.
SO AT THE ONSET OF THE OF THE RECALIBRATION OF MARKETING, DOROTHY WAS NOT ON BOARD.
BUT NOW THAT SHE HAS, SHE'S COME BACK AND SHE'S PRESENTED A PLAN.
AND SO NOW I BELIEVE THAT YOU'RE SATISFIED WITH WHAT YOU'RE EXPECTED TO HAPPEN THIS YEAR.
YES. BASED OFF OF THE PLAN THAT I PRESENTED, WE TALKED ABOUT PERFORMANCE MARKETING YESTERDAY.
BUT IT ALSO BECOMES OUR UNIQUE DATA THAT WE CAN START TO MODEL OFF OF OVER THE YEARS.
SO, SO ANOTHER CONCERN WAS IT TAKES TOO LONG BECAUSE IS IT STILL THE PRACTICE THAT WHEN A PROGRAM OR DEPARTMENT NEEDS A MARKETING FLIER, IT'S HANDLED BY MARKETING, IT'S NOT HANDLED BY THAT PROGRAM OR DEPARTMENT.
WE'RE IN THE PROCESS OF LOOKING AT HOW WE UPGRADE SOME OF OUR RESOURCES TOOLS TO ALLOW MORE PEOPLE ACCESS TO DO FLIERS FOR EVENTS ON CAMPUS, BUT ALSO ALLOWING MORE STAFF IN OUR CREATIVE SERVICES TEAM TO ACTUALLY SUPPORT THE DEMAND OF THAT TOO.
SO ALL OF THAT IS REPRESENTED IN WHAT I'VE SUBMITTED TO THE ORGANIZATION.
IT'S NOT JUST EVERYTHING THAT'S WRONG WITH THE MARKETING.
THE PROGRAMS OR DEPARTMENTS WILL HAVE THE OPTION TO CREATE THEIR FLIERS.
IS THAT WHAT YOU'RE SAYING? WELL, I'M SAYING IS MARKETING IS NOW EMBEDDED IN MOST ALL OF OUR TEAMS. SO WHEN YOU TALK ABOUT STUDENT SERVICES OR STUDENT AFFAIRS OR ACADEMICS, WE HAVE MARKETING TEAMS DEDICATED TO EACH OF OUR BUSINESS UNITS THAT WOULD ACTUALLY HELP FACILITATE THAT.
IS IT SOMETHING THAT THE TEAMS CAN DO? PEOPLE CAN DO IT WITH A SELF SERVICE BASIS BECAUSE WE HAVE A TOOL FOR THAT WHERE A PERSON CAN GO IN AND MAKE THEIR OWN FLIER FOR AN EVENT THEY WANT TO HAVE, OR IS IT MORE INTRICATE? THAT REQUIRES US TO USE INTERNAL RESOURCES.
AND IF THERE'S A DESIRE TO DO SORT OF A ONE OFF FLIER, WE HAVE A TOOL FOR THAT.
OKAY, GOTCHA. SO WE DID WE WE DID NOT HAVE THE STRUCTURE WE HAVE TODAY.
THANK YOU. YOU KNOW, ONE OF THE ONE OF THE THINGS IS THAT YOU HAVE, YOU KNOW, IN THE NEW AND EXPANDED PROGRAM, ALONG WITH WHAT PAUL SAID, I THINK THAT THAT 8 MILLION IS WHAT YOU'RE TALKING ABOUT.
A LOT OF THE NEW PROGRAMS WHERE YOU'RE TALKING ABOUT THE FIRST $8 MILLION, I DON'T REALLY SEE NECESSARILY A LOT OF THAT THAT'S AVAILABLE FOR OUR REDBIRD, WHICH IS PROBABLY THE BLANK SHEET THAT WE HAVE THAT WOULDN'T IT BE A LITTLE BIT APPROPRIATE TO TO KNOWING WHAT THAT OPPORTUNITY IS, THAT WE IDENTIFY SOME OF THAT FOR THAT CREATIVITY? THAT'S CISCO. WHERE WOULD REDBIRD BE REFLECTED IN AN OPERATIONAL BUDGET? YEAH, I WAS GOING TO SAY IT SHOULD.
IT SHOULD ALREADY BE REFLECTED IN WHERE WE'RE PUTTING IN PROGRAMS WHERE PRIMARILY HERE WE'RE TALKING ABOUT BACHELOR'S PROGRAMS, NEW START UP COSTS AROUND THOSE.
I DON'T KNOW WHO SERENADED ME BEHIND, BUT EXCUSE ME, I'VE BEEN WAITING WHEN YOU'RE DONE.
[03:15:03]
BUDGET TOGETHER. THEN ALL OF A SUDDEN, A GREAT INNOVATIVE THING COMES ALONG.YEAH, WELL, LORI IS NOT SHY, BUT SHE SHE'S.
SHE SPEAKS UP AND ASK FOR WHAT SHE WANTS.
SO BUT THAT'S ALSO WHERE THE INNOVATION AND STRATEGIC FUNDING ALLOWS US ROOM FOR THOSE CONSIDERATIONS AND WASN'T ORIGINALLY A THOUGHT OR PLAN AND OUR CONTINGENCY.
AND THESE ARE THE QUESTIONS FOR THE OPERATING BUDGET, NOT FOR CASH RESERVES UTILIZATION.
IF I'M UNDER IF I'M UNDERSTANDING IT CORRECTLY.
NOW THE QUESTION ON THESE NEW AND EXPANDED PROGRAMS AND YOU DO HAVE $8 MILLION, AS CLIFF POINTED OUT, WE HAVEN'T TALKED ABOUT AIRFRAMES, SO BUT WE SAID WE WERE GOING TO YESTERDAY, BUT WE'RE NOT ADDING THESE ARE LIKE ONE TIME START UP EXPENSES.
I MEAN, WE USE CASH RESERVES FOR THIS PURPOSE.
WE'RE NOT INSTITUTION USING $8 MILLION PER YEAR FOR THE AT INFINITY.
CORRECT. GIVE US GIVE US A FLAVOR FOR WHAT THESE ONE TIME EXPENSES ARE AND THESE NEW AND EXPANDED PROGRAMS. OKAY. SO LET'S JUST FIRST OF ALL, LET'S SAY.
SO THEREFORE, WHEN THE COSTS ARE INSTITUTIONALIZED, THERE'S A VALUE TO THAT.
WE'VE GOTTEN MORE CONTRACT TRAINING OUT OF BUSINESSES.
IT'S NOT JUST INSTITUTIONALIZING THE COSTS FOR THE SAKE OF IT.
AND AT THE TIME, ARE THESE PROGRAMS NOW MORE VALUABLE THAN SOME OF THE PROGRAMS THAT WE HAVE? WHICH PROGRAMS DO WE SUNSET? THAT'S ALL PART OF THAT CRITERIA THAT THE LEADERSHIP WILL DEVELOP FOR THIS.
SO, YES, THESE ARE ONE TIME EXPENSES, BUT IT MAY BE SPENT OVER THE COURSE OF THREE YEARS IF IT'S DETERMINED THAT THE THREE YEAR POINT IS THE TIME THAT WE NEED TO SEE WHETHER OR NOT THESE. PROGRAMS ARE SUSTAINABLE.
SO THE 2 MILLION WOULD BE FOR THE LIFE OF THE PROGRAM, BUT LESS YOU KNOW, DR.
UMEH COMES IN AND SAYS, HEY, NURSING IS GANGBUSTERS.
I'VE GOT, YOU KNOW, 400 NEW STUDENTS.
AND WHAT HAPPENS? WELL, WE KNOW THAT PROGRAM IS GREAT.
SO WE'RE GOING TO GO AHEAD AND GET THAT PROGRAM STARTED.
I JUST WANT TO SAY I SUPPORT WHAT YOU HAVE HERE IN TERMS OF THE UTILIZATION AND F.Y.
23, 24 OF ROUGHLY $90 MILLION OF OUR $350 MILLION SURPLUS, WE'RE NOT SHOOTING THE HOLE WIDE, BUT FOR THIS YEAR, BASED ON WHAT WE HEARD ON THE EDUCATION PLAN YESTERDAY AND THE FACT THAT WE'RE DOING PAYGO ON SOME THINGS IN THE TECHNOLOGY SPACE AS OPPOSED TO COUNCILMAN MONEY, I THINK WHAT YOU'RE PROPOSING GENERALLY MAKES SENSE.
THANK YOU. THANK YOU. TRUSTEE TRUE.
AS TO THE POINT ON WE'RE NOT IN THE OPERATIONAL WORLD CASH RESERVES.
HOWEVER, AS THESE QUESTIONS COME UP BEFORE THE THOUGHT LEAVES.
THAT'S WHY THE QUESTION WAS ANSWERED.
BUT THANK YOU FOR POINTING THAT.
HOWEVER, I HAD ANOTHER QUESTION MORE INTO OPERATIONS FOR CONTINUATION OF THE CONVERSATION YESTERDAY IN TERMS OF THE COMMUNITY CAMPUSES WITH THE STATEMENT MADE THAT THE REDBIRD MODEL WILL BE REPLICATED AT THE COMMUNITY CAMPUSES.
YES, WE AND IF YOU COULD POINT THAT OUT WHEN WE'RE IN THE OPERATIONS BUDGET.
THANK YOU. AND YOU WILL HEAR THAT AS THE AS THE LEADER SPEAK TO KIND OF THE CONTENT OF THEIR BUDGET.
INITIALLY WE HAD $100 MILLION OVER WHAT WE PROJECTED.
OUR REVENUE WOULD BE AN ADDITIONAL ASK.
ONE OF THE OUTCOMES WAS OUR CASH RESERVES PHILOSOPHY IS HOW DO WE DO SOMETHING THAT MAKES SENSE THAT WE CAN SHOW? AND WE'RE DEMONSTRATING THAT IT'S A GOOD USE OF THAT EXCESS MONEY, AS WELL AS BEING ABLE TO PROVIDE THE TEAM THROUGHOUT THE COLLEGE WITH THE RESOURCES THAT THEY NEED TO BE SUCCESSFUL AND THAT BASICALLY THEY DON'T HAVE TO TRY TO NICKEL AND DIME WITHIN THEIR THEIR LINE ITEMS WITHIN THEIR BUDGET.
SO WE WANTED TO PROVIDE THEM WITH THAT.
WE'RE NOT AN INSTITUTION THAT IS SIMPLY ADDRESSING OUR CORE COURSES, IF YOU WILL.
YOU KNOW, WE HAVE A MUCH MORE HOLISTIC VIEW ABOUT WHAT WE NEED TO ADDRESS IN THE MARKET.
SO WE NEED TO BE ABLE TO BE RESPONSIVE.
[03:20:07]
THE OPPORTUNITY TO FAIL.AND WE'LL WE'LL TALK ABOUT THAT, TOO.
SO WE SHOW THIS BECAUSE AGAIN, AS WE USUALLY SAY, YOU KNOW, ROUGHLY 70% OF OUR EXPENSES IS PEOPLE.
THAT'S THE CASE FOR EVERY HIGHER ED INSTITUTION.
IT'S MOSTLY PEOPLE. THAT'S THE BIGGEST FOCUS OF OUR BUDGET.
SO OUR BUDGET THIS YEAR WILL ADDRESS A LOT OF YOU WILL SEE SALARY CONSIDERATIONS IN ADDITION TO PROGRAMMATIC INCREASED PROGRAMMATIC OPPORTUNITIES, PROGRAMMATIC CAPACITY.
AND I BELIEVE OUR BUDGET TEAM IS SITTING ON THE BACK TWO ROWS.
I TOLD YOU ALL TO BE PREPARED AND WEAR YOUR SUNDAY CLOTHES, SO STAND UP.
WE HAVE A COUPLE REAL, REAL QUICK.
YOUR NAME AND WHAT GROUP OR WHAT SCHOOL OR WHAT WORK GROUP THAT YOU ALL ASSIST.
I'M RICHARD WILSON AND I WORK WITH STUDENT SUCCESS AND THE SCHOOL OF LAW AND PUBLIC SERVICE.
AND SO YOU ALL CONTINUE TO KEEP RICHARD IN YOUR PRAYERS BECAUSE YOU WORK.
ERIC LEWIS SCHOOL OF HEALTH SCIENCES.
EL CENTRO COLLEGE. BRADLEY WORKED WITH ACADEMIC SUPPORT AND SCHOOL OF EDUCATION.
DOWN HOUSE. I WORKED WITH THE SCHOOL OF MANUFACTURING AND.
EDWARD MERKEL SAID OPERATIONS.
ANY SOLOMON SCHOOL OF BUSINESS, HOSPITALITY GLOBAL TRADE, RICHLAND CAMPUS IN RICHLAND.
I'M JANET DOHERTY AND I WORK WITH CENTRAL ADMINISTRATION AND OPERATIONS.
I'M THE SENIOR DIRECTOR OF BUDGET PLANNING AND COORDINATION.
I'M CURRENTLY THE INTERIM BUDGET MANAGER FOR SCHOOL OF ENGINEERING.
SO THANK YOU ALL FOR ALL YOUR WORK.
YES, MA'AM. I'M ON SLIDE NUMBER 24.
WHAT IS THE AVERAGE? UM. AND MAIN COSTS.
THESE DAYS. BECAUSE 42% SEEMS TO BE A LITTLE HIGHER THAN WHY WE'RE GOING TO GET.
WE'RE GOING TO GET TO THAT IN AND BREAK THAT DOWN HERE IN JUST A MINUTE.
SO WE WILL I MEAN WE CAN WE CAN ADDRESS IT.
SO YES, TO THE CHANCELLOR'S POINT, THE STUDENT SERVICE THAT WE PROVIDE FOR DART AND INCLUDE IT, THAT'S SHOWN IN CENTRAL ADMINISTRATION BECAUSE THAT IS A THAT IS A COLLEGE PAYMENT THAT WE MAKE ON BEHALF OF THE STUDENTS.
SO EVEN THOUGH IT'S STUDENT SERVICE, IT DOESN'T NECESSARILY SHOW UP IN DOCTOR JOSEPH'S BUDGET UNDER THAT ALSO INCLUDED IN CENTRAL ADMINISTRATION IS IT WHEREAS BEFORE IT WAS SPREAD OUT AMONG THE DIFFERENT FUNCTIONAL AREAS AND NOW IT IS PART OF A CENTRAL SERVICE FACILITIES IS IN THAT COST AS WELL.
THEY ARE NOW A CENTRAL SERVICE MARKETING POLICE.
THOSE ARE ALL COMPONENTS THAT ARE NOW MAKING UP CENTRAL ADMINISTRATION.
SO BASICALLY WHAT YOU'RE SAYING IS SOME EXPENSES THAT ARE BEING ACCOUNTED FOR UNDER CENTRAL ADMINISTRATION WERE THE COSTS WERE SPREAD OUT MORE? YES, MA'AM. SPREAD OUT BEFORE UNDER.
CONSIDERATIONS ADDRESSED DURING THIS BUDGET.
YOU HEARD LOUIS SPEAK YESTERDAY IN REGARDS TO SOME COMPENSATION ISSUES THAT WERE GOING TO BE ADDRESSING FOR FACULTY ADJUSTMENT, MAKING SURE THAT WE HAVE A LIVABLE A LIVABLE WAGE, THAT ALL OF OUR EMPLOYEES ARE EARNING A LIVABLE WAGE.
WE HAVE SOME AREAS THAT WE HAVE TO ADDRESS FOR FACULTY STIPEND SO THAT OUR CRITICAL FIELD, THOSE FIELDS THAT WE'RE GOING TO BE MEASURED AGAINST, THAT WE HAVE THE APPROPRIATE FACULTY THAT CAN TEACH THAT.
AND SO THOSE ARE EXTRA DOLLARS THAT WE'RE GOING TO DO.
SO THOSE ARE SOME OF THE PIECES THERE.
WE FOUND OUT THAT WE WILL HAVE SOME CHANGES TO OUR BENEFITS.
[03:25:03]
OUR EMPLOYEES WILL SEE SOME OF THAT, MEANING THEY'LL HAVE INCREASED OUT-OF-POCKET EXPENSES FOR THEIR THEIR HEALTH COVERAGE.THE WE AS DALLAS COLLEGE WILL HAVE AN INCREASED PORTION FOR OUR TEACHERS.
THE RETIREMENT CONTRIBUTION THAT WE HAVE TO MAKE.
DO WE NEGOTIATE THE HEALTH BENEFITS FOR OUR EMPLOYEES? DO WE HAVE TO RELY ON TEACHERS? NO. WE HAVE NO STATE.
WE DON'T NEGOTIATE IT AND ALL OR PART OF IT.
COULD COULD WE JUST INJECT INTO THAT CONVERSATION SOME EXAMINATION OF THE MENTAL HEALTH BENEFIT THAT WE PROVIDE TO OUR EMPLOYEES UNDER OUR EMPLOYEE HEALTH COVERAGE AND JUST TELL THEM WHAT WE CARE ABOUT.
YOU WILL NOT HAVE ADEQUATE NETWORKS TO MEET THE PREVALENCE OF MENTAL ILLNESS IN THIS COMMUNITY.
AND IF YOU COULD JUST WHATEVER MEANS IS APPROPRIATE, LET THEM KNOW THAT IT'S ON OUR RADAR SCREEN.
AND SO THAT WAS PART OF THE SOME OF THE.
THANK YOU THOSE SOME OF THE TALKING POINTS THAT I WAS GOING TO MAKE IN REGARDS TO SOME OF THE SALARY CONSIDERATIONS AND INVESTMENTS IN OTHER AREAS LIKE OUR BUSINESS CONTINUITY AREA WHERE THEY ASK FOR ADDITIONAL SOCIAL SOCIAL WORKERS.
RIGHT? AND SO WE NEED TO SHOW THEM THAT WE VALUE THEM AS WELL.
WHEN WE TALK ABOUT COMPENSATION, IT'S NOT STRICTLY FOR THE MEANS OF JUST GIVING PEOPLE RAISES, RIGHT? THEY'RE AFFECTED BY INFLATION.
THEY'RE AFFECTED BY THE REAL ESTATE MARKET FLUCTUATIONS AS WELL.
YOU KNOW, WE HAVE EMPLOYEES THAT ARE DEALING WITH MEDICAL ISSUES, TRAUMA, AGING PARENTS.
SO, YES, WE NEED TO PROVIDE FOR THEIR MENTAL HEALTH AS WELL.
SO DO WE ARE WE DO WE HAVE AN OPTION ON ON HEALTH BENEFITS? I MEAN, IF WE SAID WE DON'T LIKE TEACHERS AT ALL, WE'RE GOING TO DO OUR OWN.
IT'S A REQUIREMENT OF STATE LAW.
CAN WE CONTRACT FOR OUR OWN EAP SEPARATE AND ABOVE STATE LAW? IF WE GO AHEAD AND BECOME A PRIVATE COLLEGE AND CAN HAVE YOU KNOW, WE COULD PROBABLY DO WHAT WE WANT.
WE'VE BEEN PUTTING THAT OFF FOR A NUMBER OF YEARS.
THE BOARD HAS ASKED US TO LOOK AT THAT AS TO WHAT WE HAVE.
I CAME FROM AN INSTITUTION THAT HAD A VERY RICH PACKAGE OF BENEFITS.
WE BASICALLY PROVIDE THE STATE MINIMUM THAT WE HAVE.
AND SO ONE OF HIS NOT RIGHT AWAY, BUT IT WAS ONE OF YOUR JOBS IS GOING TO NEED TO BE TO COMPARE WHAT WE HAVE AND BRING THAT TO THE BOARD WHAT MENTAL HEALTH ADDITIONAL COVERAGE YOU WERE GOING TO HAVE AFLAC, YOU KNOW, WHATEVER ELSE WE WANT.
SO THOSE ARE SOME ADDITIONAL THINGS THAT WE NEED TO LOOK AT, BUT WE CAN'T BOW OUT OF THE ERS.
THAT'S PART OF OUR DELIVERABLES IN THE NEXT 12 MONTHS AND MAKE SURE WE DO A COMPREHENSIVE REVIEW, UNDERSTANDING WHERE WE'RE STRONG, WHERE THE AREAS OF OPPORTUNITY, HOW DO WE BENCHMARK AGAINST THE COMPETITION AND NOT JUST UNIVERSITIES, BUT WHAT'S HAPPENING IN PRIVATE SECTOR SO WE CAN BRING SOME OF THOSE BEST PRACTICES AND IDEAS TO BEAR HERE? BECAUSE, YOU KNOW, AND NOT SO MUCH OUR SAY, OUR EXISTING EMPLOYEES, BUT WHEN THEY RETIRE AND WHEN THEY'RE OVER 65, WHAT I'M FINDING IN THE FRIENDS THAT I HAVE AND ALL THE THE TRS IS DISASTROUS FOR THEM AS FAR AS WHAT IT COSTS THEM, IT'S NOT IT'S FAR BETTER TO TO SWITCH OVER AND GET INTO A DIFFERENT PRIVATE PROGRAM.
AND IF THE COST IS JUST GONE OUT, OUT OF SIGHT.
TO KNOW WHAT I'D LIKE TO SEE IT AS AS PART OF OUR OUR EMERITUS PROGRAM THAT WE THAT WE TAKE THAT KNOWLEDGE AND WE OFFER THAT AS A VERY VALUABLE TOOL TO THE COMMUNITY.
[03:30:03]
SUCCESS. SO IT'S IT'S ABOUT HOW CAN THEY WORK TOGETHER AND SERVE THE CAMPUS AS A WHOLE.OH, I'D LIKE TO MAKE A REQUEST ON THIS.
THIS 43% ON THE CENTRAL ADMINISTRATION, WOULD YOU BREAK DOWN WHAT MAKES UP THAT 43% BY PERCENTAGES AND DENOTE THE.
EXPENSES THAT ARE SHOWN IN THERE THAT HADN'T BEEN SHOWN BEFORE.
NO, IT'S NOT. THIS HAS BEEN SINCE 2020 WHEN WE WENT TO ONE COLLEGE.
OKAY. BUT. I'D LIKE TO KNOW WHAT THOSE EXPENSES ARE.
AND REALLY, PRIMARILY THE REASON WHY IS THAT IN JUST KIND OF SIMPLY OBSERVING, I HAVE A CONCERN THAT WHAT I CONSIDER TRADITIONALLY ADMINISTRATION THAT WILL BECOME A TOPIC ONCE AGAIN WHICH LED TO SOME PROBLEMS. SO ONE THING THAT WILL BE NEW TO YOU IN YOUR BUDGET BOOK, WHICH WE'RE SCHEDULED TO SEND OUT BY JULY 20TH, IS A MORE GRANULAR AND TRANSPARENT VIEW OF WHAT THESE BUDGETS ENTAIL.
AND TO YOUR POINT, WHAT MAKES UP THOSE LINE ITEMS. SO AS YOU SEE HERE, WE HAVE JUST OVERVIEW OF INSTRUCTION.
YOU'LL BE ABLE TO SEE EACH SCHOOL AND THEN WHAT THESE AREAS OF SPEND ARE, BUT ALSO BASED ON THE DISCUSSION THAT I'VE HEARD HERE, LIKE THE STUFF WE CAN EXPECT AS WE PROGRESS OUR.
TO THE FUTURE THAT THAT 43% SHOULD COME DOWN? WE SHOULD, YES.
AS THEY BECOME A SMALLER PERCENTAGE OF THE BUDGET, AND ESPECIALLY ONCE WE DO THE KIND OF THINKING OF THE WORD I'M TRYING TO SAY, THE INFLUX, IF YOU WILL, OF DOLLARS FROM CASH RESERVES FOR THEM TO MEET SOME OF THOSE INITIATIVES THAT THEY HAVE AND BEING ONE TIME EXPENDITURES INSTEAD OF THEM ABSORBING THEM INTO THEIR OPERATING BUDGET, WE SHOULD SEE THAT NUMBER DECLINE ON THE COMPENSATION STUDY.
WE SHOULD GET THE FULL REPORT OR JUST INITIAL INFORMATION.
SO SEPTEMBER'S TIME FRAME, WE WILL HAVE AT LEAST AN INITIAL CUT OF WHAT ARE THE FINDINGS, WHAT ARE THE RECOMMENDATIONS, AND SO HOW WILL THAT BE SHARED WITH EMPLOYEES IN TERMS OF WHERE THEY ARE RECOMMENDED ACCORDING TO THEIR I DON'T KNOW IF WE HAVE BANDS ANYMORE OR.
YEAH, I ACTUALLY DON'T KNOW THAT ANSWER JUST YET BECAUSE WE HAVEN'T GOT ALL THE DATA BACK.
AND THEN MY OTHER QUESTION, I CAN'T.
I WROTE IT DOWN. I DON'T KNOW IF THAT CHANGE YOU OR NOT, BUT LET'S SEE, WHEN ARE WE GOING TO LOOK AT IF IT'S POSSIBLE WITH THE BUDGET IMPACT TO PAY TO REQUIRE THAT THE STAFF OF THE JANITORIAL COMPANIES THAT WE CONTRACT WITH GET A LIVABLE WAGE? YEAH, I TALKED TO SCOTT ABOUT THAT.
SO WE'LL COME BACK TO YOU ON THAT.
WE HAVE SOME DECLINE IN SOME OF OUR OTHER AREAS BECAUSE WE HAVE OVER THE LAST COUPLE OF YEARS, AGAIN WITH THE ASSISTANCE OF WORKFORCE AND ADVANCEMENT, BEEN ABLE TO TAP INTO ADDITIONAL DOLLARS FROM GRANT OPPORTUNITIES IN ORDER TO FUND SOME OF THE INITIATIVES THAT WE HAVE.
WE DO STILL HAVE UNMET REQUEST THAT WE STILL HAVE TO TO VET.
AND THEN ALSO OUR TAB NUMBER IS NOT FINALIZED UNTIL JULY.
SO WE'LL SEE YOUR BUDGET BOOK WHEN IT COMES THAT YOU WILL HAVE THAT LINE ITEM LEVEL OF DETAIL.
ALSO ON THE PURCHASE SERVICES, WHAT'S ENTAILED IN THAT
[03:35:08]
WHERE? THOSE NIGHT.M AND THEN YOU HAVE THAT VARIANCE OF FOUR.
SO AGAIN, LIKE WE SAID, WE HAD SOME OPPORTUNITIES FOR GRANT FUNDING ON SOME OF THOSE THINGS.
SOME OF THE OTHER CONTRACT VENDORS THAT WE HAVE THAT WOULD BE UNDER PURCHASE SERVICES, OUR CALL CENTER THAT WOULD BE UNDER PURCHASE SERVICES, WHAT THE CALL CENTER THAT WOULD BE CONSIDERED PURCHASE SERVICES.
AND THEN A LOT OF THINGS THAT SOME OF THE THINGS BETWEEN PURCHASE SERVICES AND OPERATING EXPENSES WOULD COME UNDER SCOTT'S CIP PLAN, WHICH AS WE KNOW, WE TALKED ABOUT A FUNDING THAT FROM A DIFFERENT SOURCE.
THIS SLIDE HERE DEPICTS JUST OUR CURRENT YEAR OPERATING OR ANTICIPATED CURRENT YEAR REVENUE, AND THEN WE MAKE THE ADJUSTMENTS HERE FOR OUR USE OF CASH RESERVES.
WE WILL SEE SOME OF THESE NUMBERS.
SO PUT A PLACE, A SEPARATE OPERATING VERSUS CAPITAL BUDGETING PROCESS A COUPLE OF YEARS AGO, DIDN'T WE? WE DID. SO NONE OF THAT'S REFLECTED HERE.
YOU'RE SHOWING TOTALLY THE OPERATIONS SIDE.
SO DO YOU THINK, BY THE WAY, THIS IS A WHOLE NEW LOOK? IT LOOKS REALLY GOOD.
AND I KNOW THERE'S A LOT OF WORK BEHIND IT, BUT CAN WE GET INTO SOME FORECASTING ON THE CAPITAL SIDE, MAYBE THREE YEAR PROJECTIONS AND SO FORTH? BECAUSE I THINK THAT'LL REALLY HELP US IN TERMS OF ALLOCATION OF BOND MONEY AND CAPITAL IS A LITTLE EASIER TO ANTICIPATE THAN OPERATIONS.
AND I WOULD JUST OFFER THAT AS A YEAH, ABSOLUTELY.
AND SO THAT IS WHERE OUR TECHNOLOGY PLAN, OUR ACADEMIC PLAN, OUR FACILITIES PLAN, THIS IS THAT'S WHERE THEY ARE ALL MEET SO THAT WE CAN DETERMINE AND MAKE THAT FORECAST FOR THOSE CAPITAL EXPENDITURES AND THEN TALK ABOUT HOW DO WE FUND THAT, RIGHT.
DO WE FUND THAT AGAIN WITH CASH OR DO WE THEN TRY TO INSTITUTIONALIZE SOME OF THAT COST OF OPERATING? ARE YOU STILL LOOKING AT A FIVE YEAR PLAN OR A THREE YEAR PLAN DOWN THE ROAD IN TERMS OF PROJECTIONS? YEAH, I MEAN, WE TYPICALLY DO FORECASTING OVER A THREE AND FIVE YEAR PERIOD.
IT'S BEEN A LOT THAT'S CHANGED WITH THE STATE REVENUE MIX AND OTHER THINGS THAT WE'LL HAVE A BETTER IDEA THIS TIME NEXT YEAR OF THE STATE PORTION AT LEAST.
BUT WE CAN WITH THE NEW TECHNOLOGY AND SO FORTH, YOU HAVE THE CAPABILITY TO DO SOME MODELING ON WHAT OUR BUDGET CAN LOOK IN A MULTI YEAR PLAN.
HE HAS IT ON A LIVE SITE THAT WE ALL LOOK AT AND WE JUST GIVE HER A SPREADSHEET IS A SPREADSHEET.
BUT BUT HE SAID HE IS A DATA GURU.
AND SO WE RELY ON HIM TO HELP US WITH THE FORECASTING.
AND NOW WE GET THAT WE STILL HAVE SOMEBODY WHO BASICALLY OR IS THAT MEAN THAT KEEPS TRACK OF OUR INVESTMENTS AND LOOKS AT MARKETING TODAY AND YOU GET THE TEAM UNDER UNDER MY DIRECTION DOES.
THANK YOU. PLEASE EXCUSE MY INEXPERIENCE WITH THIS WHOLE PROCESS.
SO I'M HEARING THAT WE'RE GOING TO BE MAKING DECISIONS ON HOW WE PRESERVE OR WHAT'S APPROPRIATE AND HOW WE USE THOSE MONIES FOR DEBT OR FOR PROGRAMS. WHAT IS THAT ALL GOING TO HAPPEN? I GUESS THE BOARD HAS TO MAKE A DECISION OR CHANGE THE POLICY ABOUT HOW MANY MONTHS AND WHAT KIND OF THINGS WE DO NOT.
SO FORTUNATELY, THERE IS THERE IS NO POLICY THAT WE HAVE TO AMEND AT THIS POINT.
RIGHT. WHICH IS A REQUIREMENT.
WHICH IS THE REQUIREMENT. RIGHT.
AND THEN AS WE DISCUSSED THAT PHILOSOPHY OF HOW WE WANT TO APPROACH THIS, WE CAN HAVE CONVERSATIONS LATER ON TO SAY, HEY, YOU KNOW WHAT, GOING FORWARD IN FUTURE YEARS, WHAT PERCENTAGE OF THAT OF THAT POT OF DISCRETIONARY DO WE WANT TO ALLOW TO BE SPENT? YOU KNOW, IS THERE A PERCENTAGE, IS THERE A DOLLAR VALUE, IF YOU WILL? YOU KNOW, WE CAN'T HAVE THAT DISCUSSION, BUT WE DON'T HAVE TO MAKE ANY POLICY ADJUSTMENTS AT THIS POINT FOR THAT.
BUT IN ORDER TO THE APPROVAL WILL TAKE WILL TAKE PLACE WHEN YOU VOTE TO APPROVE THE BUDGET, BECAUSE THAT LIST WILL BE INCLUDED IN THE BUDGET BOOK AND WE WILL BE VOTING TO APPROVE THE ITEMS THAT ARE IN THE BUDGET BOOK.
YOU PLAN TO HAVE THE APPROVAL OF THE BUDGET ON THE AUGUST AGENDA?
[03:40:05]
YES, MA'AM. YEAH.CAN YOU JUST LIKE OUTLINE THE TIMELINE FOR GETTING THE BUDGET BOOKS AND WHAT WILL HAPPEN IN THE NEXT COUPLE OF MEETINGS? SO MY TIMELINE IS QUICK, RIGHT? IT'S YOU'LL GET THE BUDGET BOOKS JULY 20TH, JULY 20TH.
THOSE ARE SCHEDULED TO GO OUT TO JULY 20TH AT THE AUGUST 9TH MEETING.
IS THAT AUGUST 9TH? AUGUST 8TH.
AND THEN THERE WILL BE AN ITEM TO BE APPROVED IN AUGUST.
IN AUGUST, WE APPROVE IT IN AUGUST.
AND ARE WE STILL REQUIRED TO HAVE THOSE PUBLIC MEETINGS FOR TAX RATE TAX RATES? YES, WE DON'T HAVE TO HAVE ONE.
WE WILL HAVE THE THE MEETING IN AUGUST FOR JOHN.
WE'RE DOWN TO IF WE HAVE TO HAVE ONE, THERE'S ONLY ONE, BUT IT CAN BE ROLLED IN.
SO IT'S NOT THE WAY YOU REMEMBER.
THEY CAN BE COMBINED IN WITH OTHERS.
SO THAT THAT WAS ACTUALLY AN IMPROVEMENT.
AND THEN THE ADOPTION WOULD BE IN SEPTEMBER, CORRECT.
WHAT IS THE DATE TO RECEIVE? THE SURVEY SHOULD BE PAID JULY 25TH.
SO BETWEEN JULY 20TH AND AUGUST 8TH, IT'S LIKE THREE WEEKS ALMOST.
YOU CAN ADDRESS THEM TO Y'ALL INDIVIDUALLY.
YES. AND THEN WE'LL BE PREPARED TO GIVE YOU A RESPONSE.
I JUST WANT TO SEE THE TAX BILL ON YOUR $100 MILLION HOUSE.
THERAPY IN THE SUMMER PARTY LIKE THE DISTRICT.
WELL, I'LL SAY, YOU KNOW, THANKS FOR STICKING WITH US OVER THIS LAST COUPLE OF DAYS.
IT'S A VERY DIFFERENT APPROACH THAT WE'VE HAD INTERNALLY.
IT'S A VERY DIFFERENT WAY TO TRY TO ENGAGE IN THIS CONVERSATION, THINK THROUGH THIS TOGETHER AND AGAIN, REALLY LAY OUT WHAT WE'RE TRYING TO ACCOMPLISH, THE PROBLEMS WE'RE TRYING TO SOLVE AND AREAS WHERE WE NEED TO INVEST THIS YEAR AND THE AREAS WHERE WE NEED TO BE THINKING ABOUT INVESTING OVER THE NEXT SEVERAL YEARS AS WE THINK ABOUT DALLAS COLLEGE 2030.
AND AGAIN, I THINK THERE'S A LOT TO BE PROUD OF THAT YOU'VE SEEN OUT OF THE LAST COUPLE OF DAYS THAT THAT THAT WE'RE DOING DIFFERENTLY, THAT WE'RE SUPPORTING STUDENTS AND PROGRAMS AND NEW INNOVATIVE WAYS THAT THIS NEW PROCESS, OUR NEW STRUCTURE HAS ALLOWED US TO FIND EFFICIENCIES IN A DIFFERENT WAY THAN THAN WE HAD IN THE PAST.
AND SO I THINK, YOU KNOW, THIS BUDGET, THESE RECOMMENDATIONS IN WHICH YOU'LL CONSIDER IN AUGUST IS A RESPONSIBLE USE OF THE RESOURCES THAT WE ARE PROVIDED AS AN INSTITUTION BY THE TAXPAYERS TO MAKE SURE THAT THOSE DOLLARS GET TO EXACTLY WHERE THEY NEED TO GET TO TO HELP SUPPORT OUR STUDENTS AND OUR BUSINESS INDUSTRY AND OUR COMMUNITY.
THIS TEAM THAT HAS BEEN A PART OF LEADING THIS EFFORT.
THE BEHIND THE SCENES ASPECT OF PUTTING ALL OF THIS TOGETHER AND THE STRATEGIC THINKING THAT THEY HAVE DONE TOGETHER AROUND THIS HAS BEEN INCREDIBLE TO WATCH.
BUT I'M REALLY, REALLY PROUD OF OF EVERYONE WHO'S BEEN A PART OF THAT AND PARTICIPATE.
CERTAINLY, I APPRECIATE PEARL AND OUR BOARD RELATIONS STAFF AND TEAM FOR EVERYTHING THEY DO.
OF COURSE, FOR US EVERY MONTH.
BUT WHEN WE COME TOGETHER FOR A COUPLE OF DAYS, THAT'S THAT'S EVEN MORE SO.
AGAIN, WE HAVE AN INCREDIBLY COMMITTED AND TALENTED TEAM AND OUR LEADERSHIP TEAM IS ALSO THE MOST DIVERSE THAT IT HAS EVER BEEN, BUT THEY ARE IN THEIR ROLES BECAUSE OF THEIR TALENT.
THAT'S HOW THEY GOT THERE IS BECAUSE OF THEIR TALENT.
AND CERTAINLY TRUSTEE FLORES, I APPRECIATE HER PASSION AND HER LONG TERM ADVOCACY
[03:45:07]
FOR SUPPORTING DIVERSITY, EQUITY AND INCLUSION AND ENSURING THAT WE HAVE A DIVERSE REPRESENTATIVE WORKFORCE IS A GOAL THAT WE CERTAINLY SHARE, AND THERE IS CERTAINLY NO EXCLUSION BY DESIGN WITH WHAT WE ARE DOING AND WHERE WE ARE AS AN INSTITUTION.THAT WILL LEAD TO A BETTER DALLAS COLLEGE.
TONIGHT, TONIGHT, THE WORD FAILURE.
OKAY. WELL, TONIGHT, YOU SHOULD ISSUE A MANDATE AROUND WHO WE HIRE.
BUT WHAT I WILL SAY IS THAT THE MANDATE IS TO ABSOLUTELY HIRE THE BEST PEOPLE THAT WE CAN FIND.
AND SO CERTAINLY THERE'S WORK TO DO AROUND ALL OF THOSE ISSUES AND TO DO A BETTER JOB TO INTENTIONALLY RECRUIT, ATTRACT AND RETAIN OUR STAFF.
BUT THAT'S WHY I'VE HIGHLIGHTED AREAS OF CONCERN YESTERDAY.
THAT'S WHAT SO MUCH OF THESE KPIS ARE ABOUT.
AND THEN ANOTHER THING I WANT TO BE REAL CLEAR ON WITH YESTERDAY, THERE WERE NO TOKENS THAT WERE UP HERE PRESENTING AT ANY TIME.
AND I'M PROUD OF EVERY ONE OF THEM FOR THAT.
AND THAT'S HOW THEY EARN THEIR PLACE AT THIS TABLE.
LOT MORE DISCUSSIONS TO COME ON THIS TOPIC CLEARLY.
AND AND I LOOK FORWARD TO THOSE CONVERSATIONS TO COME.
I THINK WE OWE A ROUND OF APPLAUSE TO THE WHOLE STAFF AND THE.
WELL, YOU CAN'T DO THAT. WELL, THANK YOU, CHANCELLOR, FOR THOSE REMARKS.
WHEN WE MET FOR A GENDER REVIEW, I WAS LIKE, THERE'S NO WAY WE'RE GOING TO FINISH ON TIME.
I THANK YOU FOR YOUR LEADERSHIP AND EVERYBODY FOR GETTING US THERE.
AND WITH THAT, WE WILL ADJOURN TODAY'S MEETING AT 1:06 P.M..
THANK YOU.
* This transcript was compiled from uncorrected Closed Captioning.