[00:00:06]
>> CHAIR D. FLORES: GOOD MORNING, ONCE AGAIN TO EVERYBODY.
[1. Certification of Notice Posted for the Meeting]
[INDISCERNIBLE] THIS OPEN MEETING OF THE BOARD OF TRUSTEES IS AUTHORIZED IN ACCORDANCE WITH THE TEXAS GOVERNMENT CODE, 551.001 THROUGH 551.146.VERIFICATION OF NOTICE OF MEETING AND AGENDA ARE ON FILE IN THE OFFICE OF THE CHANCELLOR.
PER TEXAS GOVERNMENT CODE 551.1282, THIS MEETING IS BEING BROADCAST OVER THE INTERNET IN THE MANNER PRESCRIBED BY TEXAS GOVERNMENT CODE, 551.128.
CHANCELLOR, COULD YOU PLEASE CERTIFY THE NOTICE.
>> CHANCELLOR MAY: I I CERTIFY THE NOTICE WAS POSTED ACCORDING
[2. Board Workshop: Best Practices of an Effective Governing Board Facilitated by Dr. Pamila J. Fisher, ACCT Consultant]
TO GOVERNMENT CODE 554.54.>> CHAIR D. FLORES: WE HAVE PAMILA FISHER.
I WILL LET HER GIVE HER OWN BIO.
WE HAD SOME ISSUES POP UP WHERE IT CAUSED US TO QUESTION WHETHER OR NOT WE HAVE EVERYTHING IN PLACE THAT WE SHOULD HAVE.
IN TERMS OF BEST PRACTICES AND MOST EFFICIENT AND EFFECTIVE MANNER OF GOVERN GOVERNING OURSS AND COMMITTEES AND THANK YOU FOR ADDRESSING THAT.
AND ADDITIONALLY, [INDISCERNIBLE].
>> THANK YOU FOR THE INVITATION.
I'LL TELL YOU A LITTLE BIT ABOUT MYSELF.
EVERY TIME I LISTEN TO SOMEBODY OR PRETENDING TO LISTEN, I WOULD LIKE TO KNOW MORE ABOUT THEIR BACKGROUND AND PERSPECTIVE BECAUSE THAT'S WHAT I'M GOING TO DO TODAY IS SHARE PERSPECTIVE WITH YOU ON ISSUES.
PERHAPS SHARE WITH YOU INFORMATION ABOUT WHAT OTHER BOARDS, YOUR PEERS ARE DEALING WITH IN OTHER PARTS OF THE COUNTRY.
MAKE SOME SUGGESTIONS ABOUT POSSIBLE BEST PRACTICES, BUT MOSTLY, MOSTLY, I WANT TO FACILITATE YOUR DISCUSSION OF SSOME OF THOSE ISSUES SO YOU WIL HAVE A CHANCE TO VERY MUCH MAKE THIS BE YOUR RETREAT.
SO YOUR ENGAGEMENT IS REALLY CRITICAL.
BUT JUST A BIT ABOUT YOU KNOW ACCT, THAT IS YOUR ORGANIZATION, YOUR MEMBERS.
WE APPRECIATE YOUR MEMBERSHIP.
AND ACCT, OF COURSE, IS THE ONLY INTERNATIONAL ORGANIZATION THAT EXISTS TO SUPPORT LOCAL GOVERNING BOARDS OF COMMUNITY AND TECHNICAL COLLEGES.
SOME PEOPLE USE THAT NAME AND SOME USE UNIOR COLLEGE BUT ALL OF THE ABOVE.
YOUR DISTRICT HAS HAD AN ACTIVE PRESENCE IN ACCT WITH PEOPLE PARTICIPATING AND LEADERSHIP.
AND ALSO AT THE NATIONAL LEVEL IN AAC, THE AMERICAN ASSOCIATION, WHERE I FIRST MET YOUR CHANCELLOR.
IT'S BEEN ALMOST 20 YEARS AGO.
WE WERE BOTH ON THE BOARD TOGETHER.
AND THEY O THAT THROUGH PUBLICATION, TRUSTEE EDUCATION, ADVOCACY AND CONGRESSES AND SERVICES LIKE THIS AND SERVICES SUCH AS PRESIDENTIAL SEARCHES.
I'M HERE AS THE REPRESENTATIVE.
I'M A PART-TIME CONSULTANT IN CERTAIN ACTIVITIES.
MY OWN PERSONAL BACKGROUND IS THAT I'M A COMMUNITY CUTTING IN AND OUT] COLLEGE ALUM, N CENTRAL CALIFORNIA, MODESTO JUNIOR COLLEGE. I TAUGHT AT THE UNIVERSITY AND SCHOOL LEVEL.
I SAID MY PASSION IS COMMUNITY COLLEGES.
SO I SPENT 30 YEARS IN THE YOSEMITE COLLEGE DISTRICT AS A FACULTY MEMBER, AND THEN AS A UNION LEADER.
AND THEN I CROSSED OVER TO THE OTHER SIDE AND BECAME AN ADMINISTRATOR AND EVENTUALLY CHANCELLOR OF OUR TWO COLLEGE DISTRICT AND MULTICAMPUS DISTRICT.
I LIKE TO TELL THE STORY, WHEN I BECAME CHANCELLOR, THE FACULTY THAT I HAD HAD RIGHT OUT OF HIGH SCHOOL IN SUMMER SCHOOL FOR ENGLISH 101 AND SPEECH 101 WERE STILL ON THE FACULTY AT THAT TIME.
AND THEY STILL CRITIQUED MY SPEECHES AND MEMOS, WHICH WAS PERFECTLY FINE.
I HAD THE OPPORTUNITY TO PARTICIPATE N STATEWIDE LEADERSHIP IN CALIFORNIA.
AND THEN NATIONALLY THROUGH ACC AND SERVED AS THERE CHAIR OF THE BOARD OF TRUSTEES.
WHEN I DECIDED TO STEP OUT OF THAT ROLE, ON A PERSONAL LEVEL, SPEND MORE TIME WITH A BRAND-NEW
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GRAND BABY AND ANOTHER ONE ON THE WAY.SO I LEFT CALIFORNIA AND I ACTUALLY LIVE IN BOZEMAN, MONTANA, WHICH IS A BIG CHANGE.
GORGEOUS PLACE IF YOU HAVE BEEN THERE.
A LITTLE COLD IN THE MIDDLE OF THE WINTER.
BUILT A HOME RIGHT BEHIND MY DAUGHTER AND HER BABIES AND, WHO ARE NOW TEENAGERS AND HANG OUT WITH GRANDMA A LOT.
IT'S BEEN ALMOST 14 YEARS I HAVE BEEN WORKING WITH OTHER DISTRICTS ACROSS THE COUNTRY.
I HAVE NOW WORKED WITH PROBABLY CLOSE TO 100 BOARDS AND I HAVE 25 OR SO PRESIDENT OR CHANCELLOR SEARCHES.
I DO LEADERSHIP DEVELOPMENT WORKING WITH COLLEGES DEVELOPING UP AND COMING ADMINISTRATORS OR A GROUP I LIKE TO AFFECTALLY CALL, AFTER SPENDING 30 YEARS IN COMMUNITY COLLEGES, THE LAST 12 AS A CHANCELLOR, AND NOW ALMOST 15 YEARS WORKING WITH COLLEGES AND BOARD ALL ACROSS THE COUNTRY, I FEEL LIKE I'M READY TO BE A COLLEGE PRESIDENT.
AND I'M SERIOUS ABOUT THAT BECAUSE THE LEARNING CONTINUES.
I LEARN FROM EVERY GROUP LIKE YOU AND SOMETHING NEW I IT'S APPROPRIATE WITH OTHER BOARD.
WHEN I COME TO YOU ODAY, I'M COMING WITH A PRETTY ROAD BACKGROUND THAT IS NOT JUST ABOUT ME BUT WHAT WE LEARNED FROM WORKING WITH OTHERS AS THEY FACED ISSUES AND CHALLENGES.
AND I'M HOPEFUL THAT WILL BE HELPFUL FOR YOU.
AS WE LOOK AT BEST PRACTICES, SOME OF YOU ARE THINKING WHAT A FULL DAY WE HAVE, WHY ARE WE TAKING TIME FOR THIS? YOU MAY NOT BY DOING THIS BUT YOUR MIND IS DOING THIS.
WHICH IS WHY I'M ENCOURAGING YOU TO GET ENGAGED AS MUCH AS YOU CAN AND TAKE THIS OPPORTUNITY TO TALK WITH YOUR COLLEAGUES BOUT THINGS ON YOUR MIND.
YOU KNOW IN A FORMAL BOARD MEETING OR COMMITTEE MEETING, THERE IS A FAIR AMOUNT OF PROTOCOL WE FOLLOW.
AND SO WE DON'T ALWAYS GET TO BRAINSTORM.
WE DON'T ALWAYS GET TO SAY, I'M THINKING ABOUT, BUT WHAT ABOUT, WITHOUT PEOPLE JUMPING TO A CONCLUSION THAT YOU MADE UP YOUR MIND ON THAT TOPIC.
WHEN REALLY WHAT YOU ARE DOING IS EXPLORING THE TOPIC.
YOU MIGHT WANT TO 15 MINUTES LATER SAY, NOW THAT I HEARD WHAT WESLEY HAD TO SAY, I CHANGE MY MIND.
THE DIALOGUE AND GIVE AND TAKE, THE OPEN MEETING LAWS DON'T MAKE IT EASY FOR US TO DO THAT.
AND SO HERE WE ARE IN AN OPEN MEETING.
BUT WE'RE GOING TO TRY TO DO IT ANYWAY BECAUSE WE'RE NOT ASKING YOU TO TAKE ACTION ON ANYTHING.
WE'RE ASKING YOU O INSTEAD GIVE THOUGHT AND REFLECTION TO CERTAIN ISSUES.
AND PERHAPS OUT OF THIS WILL COME SOME FUTURE ACTION IF IT'S APPROPRIATE OR DELEGATION TO A COMMITTEE OR WHATEVER YOU THINK IS APPROPRIATE.
FOR NOW, IT'S YOUR CHANCE TO REFLECT AND TO THINK.
YOU MIGHT SAY, WELL THEN, WHAT IS THE POINT? WHAT IS THE REAL PURPOSE? I LIKE TO PUT IT THIS WAY.
THIS BUSINESS OF COMMUNITY COLLEGE, OUR MISSION IS EXTREMELY CRITICAL TO THE FUTURE, NOT JUST OF YOUR COMMUNITY BUT THE COUNTRY.
I'M ASSUMIC WE ALL AGREE WITH THAT.
IN ORDER TO ACCOMPLISH THAT MISSION, THERE IS A LOT OF HARD WORK THAT HAS TO GET DONE.
YOU CAN REFER TO YOUR CHANCELLOR, WHICH IS WHAT YOU SHOULD DO.
BUT THE OLE OF THE BOARD IN HIS SUCCESS IS EALLY CRITICAL.
SO MY APPROACH TO ANY OF THE WORK I DO WITH THE BOARDS IS TO SAY, WE'RE GOING TO FOCUS FOR THE NEXT COUPLING OF HOURS ON -- COUPLE -- ON THIS TEAM.
IT'S A UNIQUE STRUCTURE THAT WE ASK PEOPLE TO OPERATE IN.
YOU DECIDE TO KEEP HIM OR FIRE HIM.
BUT, OUTSIDE OF THAT PARTICULAR ACTIVITY YOU CAN'T OPERATE WITHOUT HIM.
ADDITIONALLY, YOU NEED HIS EXPERTISE TO LEAD YOUR ORGANIZATION.
THERE MAY BE SOME OF YOU AROUND THE TABLE WHO ARE QUALIFIED TO WIN A PRESIDENTIAL CHANCELLOR SEARCH.
I KNOW YOU ARE A HIGH-POWERED GROUP WITH A LOT OF EXPERIENCE AND EXPERTISE.
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MOST LIKELY HE HAS MORE EXPERTISE THAN YOU IN THIS ARENA.DOESN'T ME HE REPRESENTS THE COMMUNITY BETTER THAN YOU.
I'M SAYING YOU STILL RELY ON HIM TO BE THE LEADER OF YOUR ORGANIZATION AT THE SAME TIME YOU ARE HIS BOSS.
THE REASON I WANT TO SAY THAT UPFRONT IS BECAUSE THAT'S KIND OF A WEIRD SITUATION.
WHEN YOU REALLY THINK ABOUT IT, IT'S NOT A TYPICAL EMPLOYER/EMPLOYEE SITUATION AT ALL.
WHAT I LIKE TO DO IS SAY THAT UPFRONT.
PUT IT OVER HERE, FORGET ABOUT THAT.
AND TALK ABOUT THE 8 OF YOU AS A TEAM.
HE CAN'T BE SUCCESSFUL IF YOU ARE NOT USING BEST PRACTICES.
AND GUESS WHAT? YOU CAN'T BE SUCCESSFUL IF HE'S NOT SUPPORTING YOU IN THE BEST PRACTICES.
IT'S VERY MUCH A MUTUAL THING.
YOU WILL HEAR ME SAY MORE THAN ONCE IN OUR TIME TOGETHER HOW THAT -- HOW YOU AFFECT ONE ANOTHER WITH RESPECT TO THAT.
IF WE ACCEPT THAT ASSUMPTION, THAT PRINCIPAL THAT WE'RE ALL IN IT TOGETHER OR AS I LIKE TO SAY, YOU CAN'T REALLY SAY [INDISCERNIBLE] WE'RE IN THIS THING TOGETHER.
IF WE ACCEPT THAT, HOW DID YOU GET TO BE A MORE EFFECTIVE TEAM.
WHAT DOES IT TAKE? WHAT DO WE KNOW ABOUT WHAT IT TAKES? ONE THING WE KNOW IS TEAMS ARE MORE EFFECTIVE IF THEY ACTUALLY KNOW EACH OTHER.
I MEAN, REALLY KNOW EACH OTHER.
NOT JUST KNOW THEIR NAMES AND THEIR OCCUPATION BUT KNOW EACH OTHER.
WE KNOW TEAMS ARE MORE EFFECTIVE IF THEY RESPECT EACH OTHER.
THEY DON'T HAVE TO LIKE EACH OTHER BUT THEY HAVE TO RESPECT EACH OTHER.
IF YOU WANT MAXIMUM EFFECTIVENESS.
WE KNOW TEAMS ARE MORE EFFECTIVE IF THEY SHARE A COMMON VISION ABOUT WHY THEY ARE HERE, IN THIS CASE, THE DALLAS DISTRICT.
THEY ARE MORE EFFECTIVE IF THEY SHARE A COMMON UNDERSTANDING OF THEIR ROLES.
AND IN REFERENCE TO SOMETHING DIANA SAID EARLIER, THEY UNDERSTAND WHAT IT IS WE SHOULD BE DOING THAT MEETS THE DEFINITION OF BEST PRACTICES.
AND WE'LL TALK ABOUT THAT QUITE A BIT TODAY.
A GOOD TEAM LSO RECOGNIZES YOU ARE NOT ALWAYS GOING TO AGREE.
AND THAT YOU ARE GOING TO HAVE DIVERSITY OF OPINION.
AND YOU ARE GOING TO HAVE ARGUMENTS, POSSIBLY.
AND YOU MAY EVEN HAVE CONFLICT ABOUT AN ISSUE AND THAT'S NOT NECESSARILY BAD.
BUT A GOOD TEAM ALSO KNOWS HOW TO RESOLVE THE CONFLICT.
THEY KNOW HOW TO CARRY OUT THE CONFLICT, IF YOU WILL.
AGAIN, BACK IN THAT RESPECTFUL WAY.
SO THEY ARE KIND OF LIKE GROUND RULES.
OKAY, WHEN WE DISAGREE, HOW ARE WE GOING TO DEAL WITH THIS? HOW ARE WE GOING TO TALK ABOUT IT? WHAT ELSE DO WE NEED TO KNOW? AND THEN YOU HASH IT OUT AND OF COURSE WHEN YOU ARE DONE YOU AGREE WE'RE ALL GOING TO GET ON THE SAME PAGE IN ORDER TO MAKE THAT HAPPEN.
THE LAST PART, A GOOD TEAM HAS A BOARD THAT AS A VISION FOR WHERE THEY WANT TO GO, SETS POLICY AND DIRECTION.
AND THE LAST STEP IS EMPOWERS THE ONE AND ONLY EMPLOYEE, IN THIS CASE, MR. MAY, TO GO GET TT DONE.
THE OBVIOUS QUESTION TO ME IS HOW DO YOU MAKE THAT HAPPEN? IT'S NOT EASY.
ONE OF HE WAYS YOU MAKE IT UP HAPPEN, AND I WANTS TO COMMEND EVERY ONE F YOU THIS MORNING FOR THIS, IS YOU TAKE THE TIME TO DO WHAT YOU ARE DOING TODAY.
THAT'S MY INTRODUCTION TO WHAT WE'RE DOING.
THIS IS WHY IT'S SO IMPORTANT YOU DO HAT YOU DO TODAY.
THAT YOU TAKE TIME TO PAUSE, CATCH YOUR BREATH, GET OFF OF THE HAMSTER WHEEL AND REFLECT, TALK, AND ASSESS HOW WELL ARE YOU DOING.
AND MAYBE EVERYTHING IS JUST PERFECT.
IF IT IS, YOU GIVE YOURSELF AN A PLUS AND KEEP DOING IT PERFECTLY.
IF THERE ARE THINGS THAT CAN BE TWEAKED, IDENTIFY THOSE AND SEE WHAT YOU CAN DO ABOUT THEM.
IT'S A GOOD TIME TO PAUSE AND SAY BESIDES THIS BEING A GOOD IDEA SO THE DALLAS DISTRICT REMAINS WAY UP HERE, WHICH IS WHERE YOUR REPUTATION IS AS A DISTRICT NATIONALLY, YOU ARE VERY WELL THOUGHT OF, HIGHLY REGARDED.
IN ADDITION TO HAVING THAT CONTINUE, THERE IS ACCREDITATION.
FROM THE STANDARDS OF THE PEOPLE, YOU ARE PROBABLY IN SACKS, OKAY.
[00:15:01]
REGIONS, REGIONAL COMMISSIONS.BUT SACKS HAS FORMALLY ADDED TO THEIR STANDARDS THE REQUIREMENT THAT ALL BOARDS OF TRUSTEES DO MEANINGFUL BOARD SELF ASSESSMENT.
THAT IS PART OF THE ACCREDITATION STANDARD.
WE'RE GETTING CALLS FROM SACKS MEMBERS SAYING, WE SORT OF DO IT, WE SORT OF DON'T.
WE DON'T THINK IT'S NECESSARY.
SO WE'RE STARTING TO RESPOND TO THAT NOW.
BUT BEFORE SAX DID THAT, EVERY ACCREDITING COMMISSION WANTED TO DO THAT.
YOU RECOLLECT CHECK THAT ONE ON YOUR BOX THAT YOU HAD A RETREAT WHERE YOU TALKED ABOUT IT.
NOT SURE WHAT YOU DO ABOUT IT YET.
MAYBE IT WILL COME UP AS WE GO ALONG.
BUT KNOW THAT IS THERE FOR THAT DOING THINGS LIKE THAT AS WELL.
I'M GOING TO ASK YOUR INDULGENCE.
AS WE START OFF TO DO JUST PART OF OUR TIME ADDRESSING THIS PIECE OF GETTING TO KNOW EACH OTHER BETTER.
MY QUESTION FOR EACH OF YOU IS I'M GOING TO ASK EACH ONE OF YOU TO SHARE A STORY WITH YOUR COLLEAGUES.
NOW, SOME OF YOU ARE AYING, I DON'T LIKE THESE KIND OF ACTIVITIES.
YOU DON'T HAVE TO SHARE ANYTHING YOU DON'T WANT TO.
YOU HAVE CONTROL VER THE SITUATION, OKAY.
HERE'S WHAT I WOULD LIKE YOU TO DO.
TELL ONE STORY FROM YOUR CHILDHOOD, TELL US SOMETHING ABOUT YOUR CHILDHOOD WHERE YOU GREW UP, WHERE YOU WERE BORN, AN ONLY CHILD, A MIDDLE CHILD OF 10.
SOMETHING ABOUT YOUR SIBLINGS.
AND THEN SOMETHING ABOUT YOUR [INDISCERNIBLE] SIGNIFICANTLY AND PERHAPS CONTINUES TO TODAY.
IT MIGHT BE SOMETHING AS SIMPLE AS I GREW UP ON A FARM AND WORKED HARD.
I DON'T KNOW HOW NOT TO WORK HARD.
IT MIGHT BE SOMETHING LIKE THAT.
IT MIGHT BE SOMETHING AS PROFOUND AS I LOST MY FATHER WHEN I WAS AND HELPED SUPPORT MY FAMILY FOR THE REST OF MY LIFE.
OR I GREW UP KNOWING THAT I HAD TO DO SOMETHING TO GIVE BACK TO HELP THE REST OF THE WORLD.
OR I GREW UP THINKING I WOULD NEVER BE ABLE TO GO TO COLLEGE BUT I SHOWED THEM THEY WERE WRONG.
IT CAN BE TRIVIAL OR PROFOUND.
BUT SOMETHING THE COLLEAGUES IN THE ROOM DON'T KNOW ALREADY.
I'M GOING TO GIVE YOU AN OPPORTUNITY TO GO FIRST SO YOU CAN ENJOY THE REST OF THEM AND NOT BE PICKY ABOUT YOUR COMMENTS.
WOULD ANYBODY LIKE TO KICK US OFF? JUST A SHORT STORY.
WHEN I TURNED 15, MY MOTHER PUT MY IN THE CAR AND SAID YOUR HEADED DOWN THE WRONG PATH AND YOU ARE GETTING A JOB.
I DIDN'T HAVE A LICENSE BUT SHE DROVE ME TO DIFFERENT PLACES TO WALK IN THE DOOR AND SAY WHAT DO YOU GOT.
I GOT A JOB AS A JANITOR OF A DUNCAN DOUGHNUTS.
SO I LEARNED HOW TO MOP AND CLEAN.
I LEARNED AT AN EARLY AGE THAT'S WHAT I DID NOT WANT TO DO HE REST OF MY LIFE.
COLLEGE WAS NEVER AN OPTION FOR OUR FAMILY.
YOU DID YOUR BEST IN HIGH SCHOOL AND WENT ON.
FROM THAT POINT FORWARD, THAT EXPERIENCE REALLY ENABLED ME TO REALIZE THAT THERE ARE A WHOLE LOT OF JOBS I DON'T WANT TO DO AND I WOULD MUCH RATHER TALK AND MAKE A LIVING THAN ACTUALLY WORK HARD.
I ENDED UP FOR 40 YEARS IN SALES.
MOTHER OBVIOUSLY HAD A BIG INFLUENCE ON YOU.
>> SHE HAD TRAVELED A LOT AS A GIRL. IN FACT, SHE SPENT 25 OR 30 DIFFERENT SCHOOLS BECAUSE MY GRANDFATHER WAS CONSTRUCTION FORMAN ON FOSTER WHEEL AND BUILT CHEMICAL PLANTS.
SHE KNEW HOW TO GET TO A PLACE, GET ACCLIMATED.
SIX MONTHS LATER SHE WAS GONE.
>> I'M GLAD SHE DID BECAUSE IT ENABLED ME TO HAVE A GOOD LIFE I HAVE ENJOYED AND THAT SAME WORK
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ETHIC WAS PASSED ONTO MY KIDS.WE'RE ALL PROP PROPOSING -- PROG THE REWARDS.
>> CHAIR D. FLORES: IT WAS SET UP AS A FIVE, SIX, SEVEN TOWN.
[INDISCERNIBLE] DIFFERENCE STOPPED WEST OF [INDISCERNIBLE] UNITED STATES.
THE OTHER SIDE OF THE TRACKS WERE AFRICAN AND MEXICAN AMERICANS.
AND SO I REMEMBER SOMETHING VERY VIVIDLY FROM THIRD GRADE.
THE SCHOOL WAS STILL EGREGATED.
WE WENT TO SCHOOL WITH THE [INDISCERNIBLE] THE AFRICAN AMERICAN KIDS WERE IN SEGREGATED SCHOOLS.
I REMEMBER IN THIRD GRADE SEEING EVERYBODY, TEACHERS, PRINCIPALS, EVERYBODY THAT WORKED IN THE SCHOOLS THAT HAD A SIGNIFICANT POSITION WAS WHITE.
AND LOOKING AROUND IN MY COMMUNITY, MY NEIGHBORHOOD, EVERYBODY LOOKED AT ME WAS VERY HARD WORKING BUT DID NOT HAVE A PROFESSIONAL TYPE JOB.
I REMEMBER ANALYZING, WE WEREN'T GOOD ENOUGH TO HAVE THOSE KINDS OF POSITIONS.
WE WERE GOOD WORKERS BUT WE WEREN'T GOOD NOUGH OR MAYBE SMART ENOUGH TO BE ABLE TO GET THE OTHER POSITIONS.
THEN SOMETHING THAT IMPACTED ME IN MY CHILDHOOD, ABOUT 10 OR 11, MY DAD GOT HURT.
AT THAT TIME, THE FATHER WAS THE BREAD WINNER, THE MOTHER STAYED HOME.
MY DAD GOT HURT AND HE WASN'T ABLE TO WORK FOR ABOUT THREE YEARS.
MY UNCLE OWNED A RESTAURANT, SO MY MOTHER WORKED THERE EARNING MINIMUM WAGE AND WHATEVER TIPS.
SO I REMEMBER THINKING WHEN I GROW UP, I CAN'T DEPEND ON MY HUSBAND.
BECAUSE SOMETHING CAN ALWAYS HAPPEN.
I NEED TO PREPARE MYSELF IF SOMETHING DOES HAPPEN, YOU KNOW, SUPPORT THE FAMILY FINANCIALLY.
>> YOU HAD THE REAL MOTIVATION.
DON'T DEPEND ON A MAN WAS HER STORY.
AND SHE WAS MARRIED BUT YOU HAVE TO E ABLE TO TAKE CARE OF YOURSELF.
>> S. WILLIAMS: I VERY SELDOM GET ASKED THESE KIND OF QUESTIONS, THE OLDER YOU GET.
[INDISCERNIBLE] SISTER, 13 MINUTES OLDER THAN HER AND I STILL LET HER KNOW IT.
A SISTER THAT IS SIX YEARS OLDER THAN ME.
WE WERE -- OUR MOTHER HAD TWO JOBS ER WHOLE LIFE.
SHE NEVER TOLD US WE WERE POOR.
[INDISCERNIBLE] I'LL ALWAYS REMEMBER MY MOTHER AS A HERO.
[INDISCERNIBLE] SHE DID IT BY HERSELF.
AND IT WAS ONE OF THOSE THINGS THAT YOU DON'T SEE SOMETHING UNTIL LATER IN LIFE.
ADOPTED A LITTLE GIRL THAT WAS TWO DAYS OLD.
SHE WAS 21 NOW [INDISCERNIBLE] WHEN HE WAS TWO DAYS OLD AND HE'S 14.
AND [INDISCERNIBLE] PARKING LOT [INDISCERNIBLE].
I'LL NEVER FORGET THE ATTORNEY WE WENT THROUGH WHEN WE WENT TO THE CAR AND [INDISCERNIBLE] MARRIED 41 YEARS NEXT -- NO.
>> [INDISCERNIBLE] ATTORNEY [INDISCERNIBLE] DIDN'T KNOW
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ANYTHING ABOUT.LATER THEY TOLD US, WE COULDN'T BRING OURSELVES TO [INDISCERNIBLE] IN AND OUT] TO TAKE WHAT IS GIVEN TO YOU.
[INDISCERNIBLE] SPENT 48 YEARS.
>> GOOD STORY. AND ANOTHER MOTHER AS A HERO.
>> M. BRAVO: [INDISCERNIBLE] CAMPAIGN TOGETHER SO WE KNOW A LOT ABOUT EACH OTHER.
TRYING TO THINK OF SOMETHING SHE WOULDN'T KNOW.
I'M THE DAUGHTER OF IMMIGRANTS.
I GREW UP KIND OF NEAR THE FAIR PARK AREA.
ORRIN ROBERTS ELEMENTARY SCHOOL, WHICH I'M SURE IS PROBABLY BACK THEN WAS PROBABLY A LOW-PERFORMING SCHOOL.
BUT I WOULD HAVE NEVER KNOWN, BECAUSE I HAD REALLY GOOD TEACHERS.
I WENT TO JILL AND OUT] FOR MIDDLE SCHOOL.
WHICH IS A ERY DIVERSE SCHOOL.
IT'S PRETTY MUCH LIKE A THIRD WHITE, A THIRD BLACK, A THIRD HISPANIC.
IT WAS MY FIRST TIME OF REALLY HAVING WHITE CLASSMATES BECAUSE I WAS USED TO JUST BEING AROUND BROWN AND BLACK KIDS.
AND I REMEMBER I WOULD HAVE CLASS WITH ALL THESE GIRLS AND THEIR NAMES WERE ALL, SARAH.
BUT EVENTUALLY, I WAS IN PRE-HONORS CLASSES.
SO I GOT OUT OF MY COMFORT ZONE, OUT OF MY SHELL.
AND THEN, SO FROM THERE, I TRANSITIONED TO HIGH SCHOOL.
WHICH IS N ALL-GIRL, VERY AFFLUENT HIGH SCHOOL IN DALLAS.
DURING THAT EXPERIENCE, I BASICALLY, YOU KNOW, I WAS ABLE TO REALLY FIGURE OUT, HEY, THERE IS A LOT OF THINGS I CAN DO IN MY LIFE.
COLLEGE IS GOING TO BE ONE OF THEM.
I WAS THINKING ABOUT LAW SCHOOL SINCE 8TH OR 9TH GRADE, WHICH I EVENTUALLY DID.
AND SO WHEN I SEE OUR STUDENTS, I SEE A LOT OF MYSELF IN THEM.
YOU ARE GETTING INTO OUR SECOND QUESTION WE'RE GOING TO COME TO LATER.
EVEN THE STORIES WE HEARD ALREADY, LEAD TO -- I KNOW I CAN HELP OTHERS.
IT'S WHY THE MISSION OF THIS COLLEGE DISTRICT SO DEAR TO YOUR HEARTS.
I KNOW YOU ARE NOT HERE BECAUSE THEY PAY YOU SO WELL.
WHO IS NEXT? CHARLETTA, CAN YOU TELL US YOUR STORY? I KNOW YOU MUST HAVE GOOD ONES.
>> C. COMPTON: LET ME SAY THIS FIRST.
THAT QUESTION -- MOST PEOPLE IN THE BLACK COMMUNITY WILL TELL YOU THAT'S A TYPICAL WHITE PERSON QUESTION.
>> C. COMPTON: WANTING TO KNOW MORE INFORMATION ABOUT PEOPLE.
IT'S JUST NOT STUFF THAT I REALLY TALK ABOUT.
ESPECIALLY WITH PEOPLE THAT I DON'T KNOW REALLY WELL.
BUT I'LL TELL YOU, I'M THE OLDEST OF FOUR CHILDREN.
I'M A SECOND GENERATION OF COLLEGE DEGREES.
I WAS BORN BASICALLY INTO SEGREGATION.
DALLAS DIDN'T COMPLETELY INTEGRATE THE PUBLIC SCHOOL SYSTEM UNTIL I WAS LIKE 16 YEARS OLD.
ONE OF THE THINGS THAT I NEVER WANTED TO HAPPEN TO MY CHILDREN WAS GROWING UP EVERY YEAR I ENDED UP GOING TO A DIFFERENT SCHOOL.
AND IT'S HARD FOR CHILDREN TO HAVE TO MOVE FROM SCHOOL TO SCHOOL AND MAKE FRIENDS.
I'VE ALWAYS PRETTY MUCH [INDISCERNIBLE] THEM ALONG.
I HAVE ONE BROTHER WHO IS DECEASED BUT FOR A LONG TIME IT
[00:30:02]
WAS SIX YEARS, JUST THE TWO OF US.AND THEN MY OTHER BROTHER IS SIX YEARS BETWEEN US.
I HAVE A SISTER WHO IS THE YOUNGEST AND 12 YEARS ETWEEN THE TWO OF US.
SHE DIDN'T BECOME A REAL PERSON UNTIL SHE WAS ABOUT 17 YEARS OLD.
SHE WAS JUST A LITTLE KID RUNNING AROUND.
I WILL TELL YOU ONE THING THAT I'M PRETTY PROUD OF.
MY BROTHER, YOU SAY DALE HANSON HIGH SCHOOL, THAT'S MY BROTHER.
MY FATHER PLAYED SEMIPRO FOOTBALL.
BUT BECAUSE IT WAS ME ND TWO BOYS --
>> C. COMPTON: WELL, IT KIND OF SHAPED MY PERSONALITY BECAUSE MY FATHER WAS PRETTY STRICT.
AND WE COULDN'T JUST RUN AROUND.
AND MY MOTHER WAS NOT TOO FAR AWAY.
SO I SPENT A LOT OF TIME ALONE AS A CHILD.
THAT'S ONE OF THE REASONS WHY I'M AN AVID READER BECAUSE I HAD TO ENTERTAIN MYSELF.
I WILL TELL YOU THAT I TAKE AFTER MY FATHER'S SIDE OF THE FAMILY.
AND ONE OF THE THINGS MY FATHER USED TO TELL ME ALL THROUGH LIFE, MY BASIC PERSONALITY HAS NOT CHANGED OVER THE YEARS, THAT I WILL SPEAK UP.
I'M NOT GOING TO LET ANYBODY WALK OVER ME.
HE USED TO ALWAYS TELL ME AND MY BROTHERS, IF YOU ARE MAN OR WOMAN ENOUGH TO DO SOMETHING, BE MAN OR WOMAN ENOUGH TO BE READY TO ACCEPT THE CONSEQUENCES.
THAT'S THE WAY I ALWAYS LIVED MY LIFE.
WHEN I MAKE A DECISION ABOUT SOMETHING, WHATEVER I THINK THE CONSEQUENCES MIGHT BE, THEN I'M PREPARED TO DEAL WITH THOSE CONSEQUENCES.
AND THE REST OF THE STUFF YOU GUYS KNOW.
LIVED IN THE SAME PLACE FOR PRETTY CLOSE TO FOUR YEARS.
BUT I DON'T REMEMBER ANYTHING THAT REALLY TRAUMATIZED ME AS A CHILD.
OBSERVATIONS THROUGH THE YEARS THAT HAVE SHAPED MY THOUGHT PROCESSES ABOUT CERTAIN THINGS.
I WENT THROUGH MY MILITANT PERIOD, HAD AN AFRO AND WORE ALL THE BLACK ALL THE TIME.
AND THEN MY PROFESSIONAL LIFE, I GOT DEGREES BECAUSE I KNEW I COULD MAKE MORE MONEY.
BUT YOU KNOW, I'M A PRACTICAL PERSON.
AS I TELL MY DAUGHTERS RIGHT NOW, I CAN'T MAKE DECISIONS BASED ON EMOTIONS, THAT'S A LUXURY.
I HAVE TO MAKE DECISIONS BASED ON FACTS.
THAT'S WHAT I PRETTY MUCH TRY TO DO.
BUT THAT TELLS YOU A LITTLE BIT ABOUT ME.
AND I CERTAINLY DIDN'T MEAN TO IMPLY IT HAD TO BE SOMETHING TRAUMATIC.
BUT YOU TURNED OUT A STRONG WOMAN AND YOU GAVE US A CLUE AS TO WHY.
>> C. COMPTON: [INDISCERNIBLE] I USED TO WORK FOR A BLACK CHAMBER OF COMMERCE.
AND [INDISCERNIBLE] TALKING ABOUT RUNNING FOR SOMETHING.
THE DIRECTOR OVER THERE, HEY WERE HAVING A FUNDRAISING DINNER OR WHATEVER, SO THEY ASKED HIM TO BRING PEOPLE OUT THERE.
BUT ANYWAY, WENT ON OUT HERE AND SO FORTH.
I WAS SITTING NEXT TO THIS MAN.
WELL, ASKED ME A COUPLE OF QUESTIONS.
[INDISCERNIBLE] WHAT MY FATHER DID, WHAT MY MOTHER DID.
AND MY MOTHER WAS PRETTY MUCH A HOUSE WIFE UNTIL I WAS 11 OR 12 YEARS OLD OR SOMETHING LIKE THAT.
THEN HE ASKED ME SOMETHING, YOU KNOW, BECAUSE I MEAN, HE ASKED ME SOMETHING ELSE.
AND IT DAWNED ON ME, HE KEPT ASKING ME ALL THESE PERSONAL QUESTIONS.
[00:35:05]
FLAG UP IN MY HEAD.AND THAT CALLS ME PRETTY MUCH TO CLAM UP.
I PUT MY FORK DOWN AND I ASKED HIM, I SAID, WHAT IS IT? YOU WANT TO KNOW MY LIFE HISTORY? I THEN HE TOLD ME, YEAH, TELL ME EVERYTHING.
HE DIDN'T GET TOO MUCH AFTER THAT.
I KNOW, YOU KNOW WHO I'M TALKING ABOUT.
WHEN I GOT BACK TO THE CHAMBER, MY FIRST STOP WAS THE DIRECTOR'S OFFICE.
I SAID, TELL ME WHO THIS OLD WHITE MAN ASKING ME ALL THESE PERSONAL QUESTIONS.
SO ANYWAY, HE SAID, YOU DON'T KNOW ALEX BICKLY? ANYWAY, I SAID, WHO IS HE? HE PROCEEDED TO TELL ME, HE PROBABLY GOT A FILE ON YOU.
THAT'S THE FIRST THING HE DID WHEN HE WENT BACK TO HIS OFFICE.
BUT YOU KNOW, LIKE I SAID, I KNOW SONNY KNOWS WHO I'M TALKING ABOUT OR WHATEVER.
BUT THAT IS JUST NOT SOMETHING THAT HAPPENS IN THE BLACK COMMUNITY THAT YOU GET QUESTIONED LIKE THAT.
ESPECIALLY IF SOMEBODY DOESN'T KNOW YOU OR WHATEVER.
BECAUSE THE QUESTIONS HAD GOTTEN SO PERSONAL, THEN LIKE I SAID, IT MADE ME GUN SHY AND I MEAN, THAT'S NOT SOMETHING YOU DO.
SO THAT SHAPED MY THINKING ABOUT A WHOLE BUNCH OF STUFF IN DALLAS AND I STARTED PAYING ATTENTION TO THE INTERACTIONS AND PEOPLE CONNECTED TO OTHER PEOPLE.
>> C. COMPTON: TELL ME HE HAD A FILE ON ME.
THERE IS STRONG, OUT SPOKEN, CONFIDENT WOMAN.
>> D. ZIMMERMANN: I WAS SECOND IN MY FAMILY.
I'M THE ONLY GIRL OUT OF FOUR CHILDREN.
I GUESS MY BEST LESSON WAS IF YOU THROW THE BUG FIRST, THEY WILL NOT THROW HE BUG BACK AT YOU.
BECAUSE THE BUG WILL ALWAYS GO TO SOMEBODY ELSE.
IT WAS A VERY IMPORTANT -- MIC] --
>> HOW DOES THAT TRANSLATE FOR YOU AS AN ADULT?
>> D. ZIMMERMANN: THROW THE BUG FIRST.
>> I WAS INTERPRETING IT YSELF.
>> D. ZIMMERMANN: SOMEBODY ELSE, THEY DON'T THROW IT BACK AT YOU.
WE'LL SEE HOW THAT TRANSLATES AS WE CONTINUE.
>> P. RITTER: I'M THE OLDEST OF THREE CHILDREN.
I HAVE A BROTHER WHO IS 10 AND A HALF MONTHS YOUNGER THAN ME.
AND I HAVE A OUNGER SISTER, EIGHT YEARS YOUNGER.
WHEN I WAS NINE YEARS OLD, MOVED TO THIS NEW TOWN CALLED COLUMBIA, MARYLAND HALF WAY BETWEEN BALTIMORE, WASHINGTON.
IN THE ID60S, THE [INDISCERNIBLE] NEW CITY.
WE WERE AMONGST THE FIRST 500 TO MOVE TO COLUMBIA, MARYLAND.
IT HAD PLANS FOR TRANSPORTATION AND EDUCATION AND PARK SPACE, RECREATIONAL.
ALSO DESIGNED TO BE AN INTEGRATED COMMUNITY.
AND A VARIETY OF HOUSING, TO BE A DIVERSE URBAN CITY AS WELL.
AND THAT WHOLE DREAM ND VISION OF COLUMBIA, MARYLAND INSPIRED ME AND SET A BIT OF A TONE FOR MY LIFE AND MADE ME UNREALISTICALLY OPTIMISTIC.
I BECAME AN URBAN STUDIES MAJOR AS AN UNDERGRAD IN MARYLAND.
THE YEAR I GOT OUT OF LAW SCHOOL I HAD A COLLISION WITH REALITY.
AND I CLERKED FOR A JUDGE FOR YEAR IN BALTIMORE.
[INDISCERNIBLE] HALF OF THE YEAR TRYING FELONY CASES, MURDERS, ROBBERIES, DRUGS AND RAPES.
AND REALLY, MADE ME A PRACTICAL [INDISCERNIBLE] HANDS-ON [INDISCERNIBLE] WHAT CITIES ARE LIKE AND THE CHALLENGES THAT PEOPLE FACE.
[00:40:03]
REALLY, IT ALL COMES BACK TO EDUCATION.AND FIGURING OUT HOW TO CREATE A BROAD BASE EDUCATIONAL OPPORTUNITY AS POSSIBLE.
AND MY GRANDMOTHER WAS IN EDUCATION, MY MOTHER WAS A SCHOOL TEACHER.
MY DAD WAS A UNIVERSITY ADMINISTRATOR IN MARYLAND.
IN MOVING TO DALLAS AND GETTING INVOLVED IN THE COMMUNITY COLLEGE, AND THE FOUNDATION [INDISCERNIBLE] I'M A LITTLE BIT OF A CONTINUATION OF THE FAMILY BUSINESS IN A WAY THAT SORT OF PURSUED [INDISCERNIBLE] COMMUNITY THAT WE LIVE IN AND LOVE.
IN TERMS OF ADDRESSING ISSUES OF INCOME AND WEALTH DISPARITY AND
>> P. RITTER: STILL GOING STRONG.
TODAY IT'S PROBABLY 35% ASIAN INTERESTINGLY.
IT DID NOT REACH [INDISCERNIBLE] DIVERSITY AND INCLUSION AND INCOME LEVELS.
BUT IT'S A VERY INTERESTING AND DESIRABLE PLACE TO LIVE AND EDUCATE YOUR KIDS.
>> INTERESTING HOW IT INSPIRED YOU.
>> P. RITTER: THEY HAVE A COMMUNITY COLLEGE, [INDISCERNIBLE] COMMUNITY COLLEGE THAT'S BEEN VERY SUCCESSFUL.
>> CHANCELLOR MAY: I GREW UP ABOUT TWO HOURS EAST OF HERE.
IT WAS 1600 PEOPLE WHEN I LIVED THERE.
AND THEY BUILT I-30, THE MAIN DRIVER OF THE ECONOMY WENT AWAY.
>> SHE'S HE'S SKING FOR THE NAM.
THERE IS ONE OTHER PERSON, KEITH PRESIDENT OF B.B.A. BANK IS FROM THERE OO.
SO [INDISCERNIBLE] AND YOU KNOW, I THINK BACK, THERE WERE, IT WAS A SMALL TOWN.
EVERYBODY KNEW YOU IN THE TOWN.
BUT THERE WAS ALWAYS AN OPPORTUNITY TO WORK.
I REALIZE I STARTED DOING SOMETHING TO BE PAID FOR, STARTING IN THE THIRD GRADE.
I PROBABLY HAD NEVER HAD A BREAK REALLY SINCE THEN.
AND DELIVERED [INDISCERNIBLE] CARS DOWNTOWN.
AND CONTINUED ON, HAD MY OWN BUSINESS FOR A WHILE.
PARTNERED WITH A HAULING BUSINESS IN HIGH SCHOOL.
THAT'S PROBABLY ALSO WHY I WENT STRAIGHT THROUGH BACK TOWARDS MASTERS AND DOCTORATE.
AND I THINK YOU KNOW, BUT A LOT OF THAT SHAPED MY THINKING ABOUT THE OPPORTUNITIES THAT WE HAVE.
AND I REALLY REALIZE HOW THE OPPORTUNITIES HAVE CHANGED TODAY IN SIGNIFICANT WAYS.
[INDISCERNIBLE] MY MOTHER TOLD ME TO.
BUT THEY DIDN'T KNOW HOW TO SUPPORT THAT.
THEY HAD NO IDEA HOW TO PAY FOR IT.
[INDISCERNIBLE] IN THOSE DAYS.
THERE IS REALLY SOME CHANGES TODAY IF YOU THINK ABOUT IT.
WHAT MY MOTHER WORRIED ABOUT, AND I TALKED ABOUT THIS BEFORE, SO MANY GOOD JOBS [INDISCERNIBLE] OR OTHER PLACES WHERE YOU COULD GET A LIVING WAGE IN THOSE DAYS WITHOUT AN EDUCATION, THAT MY FRIENDS WERE BUYING CARS.
I WAS WORKING BUT I WAS STA STARVING.
I REALIZED THAT THE -- OUR WORLD IS SUCH A DIFFERENT PLACE TODAY.
WHICH IS WHY I'M SO MOTIVATED ABOUT EQUITY AND INCOME DISPARITY.
BECAUSE TODAY WE CAN'T GET [INDISCERNIBLE] MY PARENTS HAD THE OPPORTUNITY TO DO.
THEY WERE ABLE TO SUPPORT THEIR FAMILY WITHOUT GOING TO COLLEGE.
AND TO DO THAT TODAY, THAT'S NOT AN OPTION FOR MY KIDS OR FOR ANYONE.
I THINK -- THE MORE I THINK BACK AND JUST RECALL [INDISCERNIBLE] TAKE ADVANTAGE OF IT.
BUT TODAY, THERE REALLY ISN'T THAT SAME OPPORTUNITY THERE.
[00:45:01]
, WHICH I THINK IS WHY ENJOY DOING WHAT I DO.I SEE THE GOAL IS TO ADDRESS THAT PROBLEM.
[INDISCERNIBLE] FIGURE OUT HOW WE GIVE PEOPLE THAT CHANCE, THAT OPPORTUNITY KNOWING THAT WE MAY BE THE ONLY CHANCE THEY HAVE.
WELL, WE DIDN'T LEAVE ANYBODY OUT, DID WE? [INDISCERNIBLE]
>> I DO A LOT OF WORK WITH GROUPS AROUND THE TOPIC OF CULTURAL SUFFICIENCY AND ALSO AROUND EFFECTIVE TEAMS. AND I -- I WASN'T PLANNING ON THIS BUT I'M GOING TO SHARE THIS BECAUSE IT'S A PRINCIPAL I FOUND REALLY WORKS.
WE'RE TRYING TO HELP TEENS COME TOGETHER, WORK TOGETHER, UNDERSTAND EACH OTHER, PARTICULARLY IN THE AREAS OF CULTURAL PROFICIENCY.
A LOT OF THE RESEARCH TELLS US IT STARTS WITH A CONVERSATION.
YOU HAVE TO BE ABLE TO TALK WITH PEOPLE.
YOU HAVE TO -- YOU DON'T HAVE TO SHARE YOUR DEEP DARK SECRETS.
BUT YOU HAVE TO BE ABLE TO TALK WITH EACH OTHER AND GET TO KNOW EACH OTHER AS PEOPLE BEFORE YOU ARE GOING TO TALK ABOUT THE THINGS THAT MATTER ON YOUR PARTICULAR AGENDA IN A WAY THAT PEOPLE UNDERSTAND WHERE YOU ARE COMING.
ALL OF US WANT TO INFLUENCE ONE ANOTHER BECAUSE WE KNOW WE HAVE THE RIGHT ANSWER.
BUT WHEN YOU GET YOURSELF ON A BOARD OF NY KIND, ONE OF SEVEN, ONE OF FIVE, ONE OF 15, DEPENDING ON THE NATURE OF THE BOARD, AND ONLY A BOARD CAN MAKE A DECISION.
AND YOUR INFLUENCE ON THAT BOARD, YOUR INFLUENCE ON THE BOARD'S DECISION IS ALL BASED AROUND YOUR RELATIONSHIPS WITH PEOPLE.
AND SO, THE MORE INFLUENTIAL YOU ARE, IT'S BECAUSE YOU HAVE DEVELOPED SOME KIND OF RELATIONSHIP WITH OTHER PEOPLE.
AND THEY ARE MORE APT TO DO THAT IF THEY KNOW KNOW A LITTLE BIT.
AGAIN, I'M NOT TRYING TO MAKE THIS BE A 1960S ENCOUNTER GROUP, FOR THOSE OF YOU OLD ENOUGH TO REMEMBER THOSE.
I'M JUST TALKING ABOUT PERSONAL RELATIONSHIPS.
TALK ABOUT YOUR PEERS AND COLLEAGUES, SAME PRINCIPALS APPLY.
WHEN I'M WORKING WITH GROUPS THAT ARE VERY DIVERSE, CULTURALLY, THEN THIS BECOMES EVEN MORE IMPORTANT THAT WE GET TO KNOW PEOPLE.
SO THINK ABOUT WHAT YOU JUST HEARD.
IF WE COULDN'T SEE YOU AND JUST LISTENED TO YOUR STORIES, LOOK AT THE COMMON THEMES THAT CAME UP.
OUR MOTHERS INSPIRED ME TO DO THIS.
MADE ME STRONG ENOUGH TO DO THAT.
AND SEVERAL OF YOU COMMENTED ON THE NEXT PART, WHICH IS AND THAT'S WHY I'M HERE ON THIS BOARD.
AND THAT'S THE SECOND PART I WANT YOU TO TAKE JUST A MOMENT TO THINK ABOUT, WHY ARE YOU HERE ON THIS BOARD? YOU GOT THROUGH A SET OF LIFE ADULT EXPERIENCES, BOTH CHILDHOOD AND ADULT.
NOW YOU ARE ON THE BOARD, ONE OF THE LARGEST DISTRICTS IN THE COUNTRY, FACTING CLOSE TO 100,000 PEOPLE'S LIVES EVERY YEAR, IT'S A BIG DEAL.
WE ESTABLISHED YOU ARE NOT HERE FOR THE PAY.
WHY ARE YOU HERE ON THIS BOARD? AND LET'S SEE HOW YOUR ANSWERS COMPARE.
AGAIN, A COUPLE OF YOUR STEPPED TOWARD THAT DIRECTION ALREADY.
BUT I WANT YOU TO ANSWER MORE FULLY.
THIS TIME I'M JUST GOING TO GO AROUND THE CIRCLE AND START HERE.
YOU ARE ONE OF THE NEWER -- WHO IS THE NEWER ONE? OKAY.
SO WHY ARE YOU ON THIS BOARD? WHY ARE YOU HERE INSTEAD OF OUT WORKING ON YOUR BUSINESS OR PLAYING AROUND TODAY?
>> COMMUNITY COLLEGE IS THE MOST IMPORTANT INSTITUTION IN DALLAS ADDRESSING ISSUES I CARE ABOUT.
INCOME, WEALTH DISPARITY, ALONG THE RACIAL LINES.
>> CAN'T GET BETTER THAN THAT.
>> P. RITTER: WEALTH DISPARITY.
[00:50:03]
>> S. WILLIAMS: I WAS GOING TO SAY TO GIVE BACK.
MY FATHER-IN-LAW TOLD MY WIFE AND HER SISTER AND MYSELF, WE WILL SERVE ALL OF DALLAS, NOT PART OF DALLAS.
AND I THOUGHT ABOUT THAT HARD BECAUSE [INDISCERNIBLE] DON'T EVER FORGET THAT.
>> THAT WAS YOUR FATHER-IN-LAW? DID YOU SAY THAT WAS YOUR FATHER-IN-LAW? INTERESTING.
>> GO AHEAD AND TELL US AGAIN.
>> M. BRAVO: BECAUSE HIGHER EDUCATION MADE SEARCH A DIFFERENCE IN MY LIFE, NOT JUST INCOME WISE BUT ALSO BROADENED MY THINKING, AND BECAUSE OF THE RISING COST OF HIGHER EDUCATION NOWADAYS, COMMUNITY COLLEGES ARE GOING TO [INDISCERNIBLE] MOST OF OUR COMMUNITY.
I THINK IT'S IMPORTANT TO HELP WITH THAT.
>> SERVE OVER HALF OF THE STUDENTS THAT ARE IN HIGHER ED.
SO YOU THINK OF ALL HOSE UNIVERSITIES, THEY SERVE LESS THAN HAVE.
IF WE'RE TALKING ABOUT EOPLE OF COLOR, IT'S EVEN GREATER, MORE LIKE THREE QUARTS.
AND THOSE UNIVERSITIES -- THREE QUARTERS.
PART OF THEIR SUCCESS S BASED ON THE SUCCESS OF COMMUNITY COLLEGES.
>> IN THE YEARS TO COME, YOU PUT SOMETHING BACK IN THE SYSTEM.
>> CHANCELLOR MAY: A COLLEGE EDUCATION S A GAME CHANGER.
FROM ONE GENERATION O THE NEXT, A FAMILY IS LIFTED OUT OF POVERTY.
WHEN YOU HAVE A MEMBER THAT IS COLLEGE DUCATED, NOT ONLY THAT GENERATION, BUT MY GRANDCHILDREN BY BECOMING OLLEGE EDUCATED THEY ARE GIVING A GIFT TO THE GENERATIONS TO COME TO THEM.
WHEN YOU HAVE A COLLEGE EDUCATION IN YOUR FAMILY THERE IS A HIGHER LIKELIHOOD THAT WILL [INDISCERNIBLE] IT IS A GIFT TO THE GENERATIONS AND ALWAYS TO THAT FAMILY.
>> THAT'S SO TRUE, IT'S THE MULTIPLIER AFFECT IS HUGE.
I WAS AT A COLLEGE IN SOUTHERN ARIZONA A WEEK OR SO AGO.
THEY WERE GETTING READY TO HAVE A GRADUATION.
AND I DON'T KNOW [INDISCERNIBLE] BUT G.E.D. GRADUATIONS THEY MAKE YOU CRY.
AND IT WASN'T GOING TO APPEN FOR ANOTHER HOUR.
AND I KNEW THAT BECAUSE THEY WERE SETTING UP.
MULTI-GENERATION LINED UP FROM GRANDMA, PARENTS, TEENS, LITTLE TINY ONES, A WHOLE GENERATION.
HAD TO BE HERE FOR THAT.W THEY- I SAID, WHO IS GRADUATING? I THOUGHT IT COULD HAVE BEEN THE MOTHER.
IT WAS A TEENAGER ABOUT 19 OR 20 YEARS OLD.
WELL, CONGRATULATIONS, ARE YOU GOING TO COME BACK AND GO TO COLLEGE? YEAH.
AND IT WAS SO OBVIOUS HIS YOUNGER, I DON'T KNOW, BROTHER, SISTER, NIECES, NEPHEWS, I DON'T KNOW THE RELATIONSHIPS, WERE SEEING HIM AND IT WAS GOING TO DO JUST WHAT YOU SAID.
SOME OF YOU SAID IT, YOU'LL SAY IT.
FIRST GENERATION, I DIDN'T GET BORN INTO A FAMILY THAT WOULD HAVE WENT TO COLLEGE.
IF ITEN WASN'T FOR COMMUNITY COLLEGE, I WOULDN'T BE HERE.
IF YOU HAVE THAT EXPERIENCE, THEN LIKE YOU WERE TALKING ABOUT, IT'S LIKE YOU WANT OTHERS TO HAVE IT AS WELL.
IS IT OKAY TO PUT IT ON THERE? THAT'S ALL I WANTED TO HEAR ABOUT.
OKAY, SO WHY ARE YOU ON THIS BOARD?
>> D. ZIMMERMANN: I WAS AN ALUM
[00:55:01]
OF THE EASTFIELD COLLEGE AND THE FIRST WOMAN IN MY FAMILY TO GO TO SCHOOL.AND SO YES, I UNDERSTAND THE DEFINITE BENEFIT TO AN EDUCATION.
BASICALLY, I GOT INVOLVED IN JUST VISITING.
I WAS VISITING THE [INDISCERNIBLE] BEFORE I WAS ELECTED.
APRIL 2012 WAS MY FIRST MEETING AND I HAVE NOT MISSED ONE SENSE.
>> WHY DID YOU SPEND ALL THAT TIME DOING THAT?
>> D. ZIMMERMANN: I GOT TO SEE HOW MONEY WAS SPENT AND DECISIONS WERE MADE.
I FELT AS THOUGH MAYBE I COULD HELP OUT.
YOU KNEW WHAT YOU WERE GETTING INTO.
>> D. ZIMMERMANN: SEVEN YEARS AND COUNTING.
AND SO WOULD YOU SAY YOU CAME -- BECAUSE YOU THOUGHT MAYBE YOU COULD CONTRIBUTE R DID YOU SEE DECISIONS MADE THAT WERE A CONCERN TO YOU?
THAT'S WHAT I WAS LOOKING FOR.
THAT'S NOT AN UNCOMMON REASON TO RUN FOR THE BOARD BY THE WAY.
I DON'T KNOW IF YOU FOLKS FOLLOW THE PIMA COLLEGE DISTRICT CHALLENGE, NOT IN THE LAST COUPLE OF YEARS BUT IT STARTED IN THE LAST FOUR OR FIVE YEARS.
I WAS WITH THEM A COUPLE OF WEEKS AGO AND THEY HAVE DONE A COMPLETE TURNOVER OF ALL THE BOARD MEMBERS THAT HIRED ME.
THEY HAVE DONE A COMPLETE TURNOVER.
AND EVERY SINGLE BOARD MEMBER ON THERE, MAYBE NOT THE JUST -- BUT CAME ONTO FIX THE PLACE BECAUSE THEY WERE DISGUSTED WITH THE OTHER BOARD AND PROBLEMS AND ISSUES THEY HAD.
I DIDN'T TELL YOU JUST AS ANOTHER ASIDE ABOUT MY OWN EXPERIENCE, IN ONE OF MY WEAKER MOMENTS I AGREED TO BE AN INTERIM CHANCELLOR.
IT WAS FOR CITY COLLEGE OF SAN FRANCISCO.
IF YOU WERE AROUND THE COMMUNITY COLLEGE BUSINESS BACK IN 2012 AND EVER SINCE, YOU KNOW THEY WERE A REALLY, REALLY, REALLY BIG TROUBLE AS IN BANKRUPT AND ABOUT TO LOSE THEIR ACCREDITATION.
AND ONE OF THE SEVERAL THINGS THAT HAPPEN AD OVER THE NEXT COUPLE OF YEARS WAS THAT ONLY ONE BOARD MEMBER IS STILL THERE FROM THAT TIME PERIOD.
THERE IS A WHOLE ISSUE OF IF THE BOARD REALLY MESSED UP, [INDISCERNIBLE] PIMA.
BUT BOTH OF THEM WERE GOING THROUGH THAT T ABOUT THE SAME TIME.
SAN FRANCISCO, THEY ARE NOT OUTT OF THE WOODS YET.
AT ONE OINT SERVING 100,000 STUDENTS, IT HAD DROPPED TO 90 WHEN I WAS THERE, NOW IT'S MORE LIKE 60 BECAUSE OF A BOARD THAT DID NOT DO WHAT IT NEEDED TO AND WOULD NOT SUPPORT THE ADMINISTRATORS WHO TRIED TO DO WHAT THEY SHOULD.
ANYWAY, THAT'S A WHOLE NOTHER STORY.
>> CHANCELLOR MAY: MY LAST 10 OR 12 YEARS WORKING FOR THIS LARGE COMPANY, I WAS A CHIEF STEWARD AND CONTRACT LABOR NEGOTIATIONER FOR THE UNION.
I SAY THE ADVANTAGE OF BEING ABLE TO COMMUNICATE.
AND PART OF THAT WAS HAVING A BACKGROUND IN EDUCATION.
IEPTED A LOT OF PEOPLE WHO GOT OUT OF HIGH SCHOOL, ALL THE WAY UP TO PEOPLE WITH MASTERS DEGREES.
I WAS ABOUT IT 400-PERSON WORKFORCE.
AND SO WHEN THE OPPORTUNITY CAME OPEN FOR ME TO COME HERE I WAS INITIALLY POINTED, I FELT THIS WAS BE A GOOD EXTENSION OF THAT KIND OF ADVOCACY.
YOU CERTAINLY SAW THE VALUE OF THE EDUCATION AND WORKFORCE.
>> VICE CHAIR W. JAMESON: THE PROMOTION OPPORTUNITIES, [INDISCERNIBLE] DEGREE BEYOND HIGH SCHOOL.
[01:00:01]
VETERAN ON THIS BOARD IF I RECALL CORRECTLY?>> C. COMPTON: [INDISCERNIBLE]
>> YOU ARE A VETERAN IN TERMS OF LONGEVITY? NO? WHO IS? DIANA.
HOW MANY YEARS HAVE YOU BEEN ON THE BOARD?
CHARLOT>> CHARLOTTE, HOW LONG?
>> I TRIED TO CHOOSE MY WORDS CAREFULLY.
WHY ARE YOU ON THE BOARD? WHAT'S THE MAIN REASON YOU ARE ON THE BOARD?
>> C. COMPTON: WELL, I'VE BEEN INVOLVED DOING SOMETHING IN POLITICS SINCE 1971 OR '72.
BEFORE MY FATHER PASSED AWAY, HE IS GETTING INVOLVED IN LOCAL POLITICS.
MY MOTHER IS FROM DALLAS, MY FATHER IS FROM MARYLAND.
BEFORE I CAME ON THE BOARD, I HANDLED THE COLLEGE DISTRICT MINORITY DISTRICT PROGRAM.
>> C. COMPTON: [INDISCERNIBLE]
>> C. COMPTON: I TOLD YOU I WORKED FOR MY CHAMBER.
BUT ON SOME LEVEL I BEEN INVOLVED WITH MINORITY AND MAJORITY BUSINESSES THAT INDIVIDUALS FROM THOSE BACKGROUNDS.
BUT COLLEGE DISTRICTS WAS NOT DOING AS MUCH AS THEY COULD TO BE MORE INCLUSIVE IN TERMS OF MINORITY BUSINESSES.
AND I TRULY BELIEVE AS I BELIEVE TODAY THAT YOU NEED TO SUPPORT THE PEOPLE THAT SUPPORT YOU.
AND CONTRIBUTE TO THE TAX ASE.
I THOUGHT I COULD AFFECT THAT MORE ON THIS SIDE OF THE TABLE THAN WORKING AS AN EMPLOYEE.
AND I GOT TIRED OF HEARING THE STAFF [INDISCERNIBLE]
>> C. COMPTON: [INDISCERNIBLE] - - OPEN DOORS AND NEW EXPERIENCES FOR ME.
>> C. COMPTON: [INDISCERNIBLE]
>> TO THE BENEFIT OF EXPERIENCE TO BE HERE.
>> C. COMPTON: AND IT DOES -- EDUCATION REALLY DOES [INDISCERNIBLE].
AND IT OPENS THE DOOR TO NEW OPPORTUNITIES AND EXPERIENCES.
>> OOK AT THE UNDERLYING VALUES THAT HAVE BEEN EXPRESSED HERE.
EVERYTHING EACH OF YOU SAID ABOUT WHY YOU ARE ON THE BOARD GOES BACK TO SOME OF THE VALUES THAT YOU HOLD.
AND I WOULD O BACK TO SAY, IT GOES BACK TO SOME OF THE VALUES YOU ACQUIRED AS YOU WERE GROWING UP AS WELL.
IN TERMS OF THEY ARE STILL WITH YOU.
I WANT TO ADDRESS INCOME DISPARITY AND INCLUSIVENESS AND MAKE SURE EDUCATION IS OPEN TO ALL.
THE NEXT TIME YOU ARE HAVING A HEATED ARGUMENT WITH EACH OTHER ON A PARTICULAR ISSUE, WHICH IS FINE, REMEMBER, CONFLICT IS OKAY.
IT'S HOW YOU ADDRESS IT THAT COUNTS.
I WANT YOU TO THINK ABOUT THIS CONVERSATION.
ABOUT THIS COLLEAGUE THAT IS DRIVING YOU CRAZY AT THAT PARTICULAR MOMENT, WE'RE NOT GOING TO SAY HAT.
THINK ABOUT THE PERSPECTIVE FROM WHICH THEY ARE COMING.
WHY ARE THEY ON THIS BOARD AND REALIZE WHAT YOU HAVE IN COMMON WITH THEM.
AND THEN PROCEED TO SEE IF YOU CAN FIND COMMON GROUND.
SO THAT'S MY WAY OF BACKGROUND.
LET'S TALK ABOUT EXPANDING FROM THE 7.
WE'RE NOT GOING TO ASK JOE WHY HE'S HERE.
YOU HAVE THE BLUE ACKET FROM ACCT.
IF YOU WOULD OPEN THAT AND ON THE RIGHT-HAND SIDE, THERE IS A WORKING AGENDAS, IF YOU WILL, THAT WE'RE FOLLOWING THIS MORNING UNTIL WE CHOOSE NOT TO, WHICH USUALLY HAPPENS.
AND WE MAY COME UP WITH TOPICS YOU REALLY CARE ABOUT, YOU AS A GROUP MIGHT DECIDE IT'S NOT THE PLACE TO DEAL WITH.
IF THAT HAPPENS, WE'LL CREATE A LIST AND HAND IT TO THE CHANCELLOR, AND BETWEEN THE CHANCELLOR AND BOARD PRESIDENTS, YOU WILL FIGURE OUT WHEN TO DO THAT IN TERMS OF A WORK/STUDY SESSION KIND OF THING.
I WOULD LIK LIKE YOU TO GO TO SX ESSENTIALS.
THIS IS A ONE-PAGE SUMMARY FROM AN ENTIRE BOOK ON THIS TOPIC.
[01:05:01]
THINK IT'S STILL VERY, VERY GOOD.VON SHERMAN WAS A TRUSTEE FOR DECADES.
AND HIS WORK IS STILL RELEVANT IN TERMS OF WHERE WE ARE.
I'M GOING BACK TO THE TEAM PART, IT'S HOW YOU WORK AS A TEAM TOGETHER.
AND THERE IS THE DISTILLATION OR SUMMARY OF THAT.
GOOD BOARD PRESIDENT RELATION, WHERE IT SAYS PRESIDENT, YOU CAN SUBSTITUTE YOUR PRESIDENT RELATIONS, BEGIN WITH ETHICAL BEHAVIOR.
AS THE TRUST IF IT WAS THERE, DIMINISHES, AND THEN YOU HAVE TO START ALL OF.
THE BOARD AND PRESIDENT MUST COMMUNICATE OPENINGLY AND APPROPRIATELY.
HARDLY ANYBODY IS GOING TO DISAGREE, BUT HOW DO YOU COMMUNICATE OPENLY IF THE ONLY TIME YOU TALK TO SOMEBODY IS IN A MEETING LIKE THIS WHERE YOU ARE VIDEO BROADCAST.
HHOW DO YOU TELL PEOPLE WHAT YOU ARE THINKING THAT YOU DON'T WANT TO SAY IN FRONT OF THE WHOLE WORLD.
IT'S MPORTANT TO HAVE THOSE OPPORTUNITIES, FOR EXAMPLE TO MEET PRIVATELY, NOT VIOLATING LAWS BUT TO MEET PRIVATELY FOR EXAMPLE FOR YOUR CHANCELLOR OR TO MEET PRIVATELY TO TRUSTEES OR BOARD MEMBERS WHEN SOMETHING NEEDS TO BE DISCUSSED THAT IS BETWEEN THE TWO OF YOU.
LOOKING FOR WAYS TO DO THAT IS IMPORTANT.
THE THIRD ONE WE'RE TALKING ABOUT A LOT TODAY.
THEY KNOW THEIR SEPARATE ROLES.
EVERYBODY KNOWS THE BOARDS MAKE POLICY ON THE CHANCELLOR AND STAFF IMPLEMENT IT.
YOU DO POLICY, THEY DO OPERATIONS.
AND SOME THINGS IT'S OBVIOUS POLICY OR OPERATION.
AND THEN THIS IS THIS BIG GRAY AREA IN THE MIDDLE, WHERE SOME OF YOU THINK THIS IS POLICY AND OTHERS OF YOU THINK, NO, HAT'S NOT.
AND CHANCELLOR IS CAUGHT IN THE MIDDLE.
AND YOU MAY OR MAY NOT EVEN WANT HIS OPINION.
BUT YOU ARE NOT ALL ON THE SAME PAGE.
AND THAT'S WHERE WE'RE BACK TO COMMUNICATION AGAIN.
NUMBER FOUR, THE BOARD AND PRESIDENT SHOULD BE EVALUATED ANNUALLY.
I ALREADY MADE MY PITCH FOR THAT.
MAY I SUGGEST, AS YOU REVIEW, I KNOW IT'S ON YOUR AGENDA TO LOOK MORE SERIOUSLY AT BOARD SELF-ASSESSMENT.
IF YOU DO THAT, GIVE SOME SERIOUS THOUGHT TO THE CEO'S EVALUATION AND THE BOARD'S EVALUATION OCCURRING AT THE SAME TIME.
SAME TIME, LITERALLY, SAME TIME.
SAME WORKSHOP, SAME RETREAT, SAME BOARD MEETINGS.
ONE OF THE MISTAKES HAT OFTEN HAPPENS IS THAT BOARDS WILL SET UP SELF-EVALUATION PROCESS THAT IS PERFUNCTORY.
THEY CHECK OFF THE BOXES AND SPEND 10 MINUTES AT THE MEETING AND THEY ARE DONE.
THAT WON'T CUT IT IN TERMS OF ACCREDITATION OR BEING OF ANY USE.
YOU HAVE TO SETTING WHERE WE CAN TALK ABOUT IT SERIOUSLY.
I'M CONVINCED ON THE SAME DAY YOU ASSESS YOURSELVES ON THE SAME DAY YOU DO THE CEO'S EVALUATION, THE FACT YOU ARE A TEAM OES TOGETHER.
WHY DIDN'T HE GET THIS ONE? EVERY TIME HE ASKED US TO TALK ABOUT IT, WE WERE TOO BUSY OR CHANGED MIDSTREAM.
THE SAME IS TRUE FOR THE BOARD HAS ITS OWN GOALS.
I DON'T KNOW HOW YOU DEAL WITH THAT.
WE AS A BOARD, OT WHAT YOU ARE TELLING HIM BUT YOU AS ABORTED SAY YOU ARE GOING TO DO LIKE BE MORE -- BOARD -- WE ASKED THE CHANCELLOR TO SET UP A MEETING WITH THE LEGISLATURE BUT HE NEVER GOT AROUND TO IT.
THE POINT IS, YOU HELP EACH OTHER.
WHEN YOU TALK ABOUT IT ON THE SAME DAY, IT KEEPS YOU FROM DOING THIS KIND OF STUFF.
SO SOME REAL, I THINK REAL VALUE TO THAT.
>> ARE YOU SAYING [INDISCERNIBLE] SAME DAY OR SAME TIME.
>> I'M SAYING THE SAME DAY BECAUSE HIS WOULD HAVE TO BE EXECUTIVE SESSION, YOURS HAS TO BE IN OPEN SESSION.
YOU CAN'T LITERALLY DO IT BUT IN A AY YOU DO.
BECAUSE WHEN YOU ARE IN OPEN SESSION YOU ARE SAYING WE COULD BE MORE EFFECTIVE, CHECKING TO SEE IF I'M RIGHT.
IT WOULD HAVE TO BE AN OPEN SESSION FOR BOARD SE SELF-ASSESSMENT?
>> THERE MIGHT BE A LITTLE WIGGLE ROOM.
[01:10:02]
AND THE WAY -- THAT'S CONSISTENT WITH OTHER STATES.
SO ANOTHER REASON FOR DOING IT ON THE SAME DAY IS THIS.
LET'S SAY YOU HAVE DONE YOUR BOARD SELF-ASSESSMENT IN YOUR OPEN MEETING AND THERE ARE TOUCHY ISSUES.
MAYBE BETWEEN WESLEY AND DOROTHY.
YOU KNOW, YOU DON'T WANT TO GET INTO TOO MUCH.
BUT YOU MIGHT HAVE A DISCUSSION TO BE MORE RESPECTFUL IN THE MEETINGS.
YOU KIND OF, SHALL WE SAY, DANCE AROUND IT A BIT.
GIVING JOE DIFFERENT DIRECTION WHICH GETS INTO THE APPROPRIATE ROLES, HE SHOULD ONLY TAKE DIRECTION FROM THE BOARD, NOT ONE PERSON.
NOW YOU GO INTO EXECUTIVE SESSION AND YOU ARE DOING HIS EVALUATION.
YOU CAN DISCUSS THE TOPIC THAT THE CHANCELLOR IS HAVING A HARD TIME BECAUSE WE ARE GIVING HIM MIXED DIRECTION.
THE TWO OF YOU NEED TO STOP FIGHTING WITH EACH OTHER.
IN OTHER WORDS, IT IS DIRECTLY IMPACTING THE CHANCELLOR AND PART OF HIS PERFORMANCE THEN YOU HAVE, THAT'S WHAT I WOULD CALL A LITTLE BIT OF WIGGLE ROOM AND THAT SEEMS TO BE WHAT YOU ARE SAYING AS WELL.
>> CHAIR D. FLORES: WE NEVER HAD THIS BOARD GOAL.
WE HAD STRATEGIC PRIORITIES AND [INDISCERNIBLE] COULD YOU TALK MORE ABOUT THAT?
MOST BOARD SET STRATEGIC DIRECTIONS FOR THEIR DISTRICT.
AND THEN THEY SET GOALS FOR THEIR LEADER.
OR IT MAY BE A SUBSET OF THAT.
OR IT MAY BE SLIGHTLY DIFFERENT.
DIFFERENT DISTRICTS DO THAT PART DIFFERENTLY.
I SAW YOUR STRATEGIC PRIORITIES.
AND THAT LOOKS LIKE STRATEGIC PRIORITIES FOR THE DISTRICT.
AND IS THAT THE SAME AS YOUR GOALS? SO YOU MADE THOSE BE THE SAME.
SO LET ME SPEAK TO THAT PART AND COME BACK TO YOURS.
FOR THE CHANCELLOR'S GOALS, WHICH ARE THE STRATEGIC PRIORITIES, OFTEN TIMES IN TERMS OF EVALUATION AT EAST, THERE WOULD BE A COMPONENT, HOW WELL HAS E DONE ON ALL THESE THINGS WE ASKED.
BUT OFTEN TIMES ANOTHER PART OF THE EVALUATION THAT IS A SET OF WHAT I CALL LEADERSHIP LEADERSHP CHARACTERISTICS.
ONCE YOU HAVE THAT CORE SET OF LEADERSHIP QUALITIES, THOSE TEND TO BE THE SAME EVERY YEAR.
THE SECOND PART, THE GOALS OR STRATEGIC PRIORITIES, THAT CHANGES A LITTLE.
THEN WHAT ABOUT BOARD GOALS? YOU CAN STILL CALL T BOARD DIRECTION, BOARD STRATEGIC WHATEVER, WHEN I TALK ABOUT TERMS BOARD GOALS, IT'S SLIGHTLY DIFFERENT.
AND THIS IS A BOARD THAT HAS AN ACTIVITY LIKE YOU MIGHT HAVE TODAY WHERE YOU HAVE ALSO GONE THROUGH A SELF-ASSESSMENT AND OUT OF THAT COMES THE DISCUSSION THAT YOU KNOW THERE ARE SOME THINGS WE COULD DO BETTER AS A BOARD.
FOR EXAMPLE, WE COULD MAKE SURE THAT IN OUR MEETINGS WE ARE FOCUSING ON POLICY VER VERSUS GETTING IN THE EEDS, THE "M" WORD, MICROMANAGEMENT.
THIS YEAR WE'RE GOING TO WORK REALLY HARD N FOCUSING ON POLICY VERSUS OPERATIONS, AND LEAVE THE OPERATIONS.
ANOTHER GOAL MIGHT BE AND I MENTIONED THIS ONE EARLIER, WE THINK WE SHOULD BE MORE OF A VISIBLE, STRONG ADVOCATE IN TERMS OF THE LEGISLATURE.
WE WANT TO BE MORE ACTIVELY VOLVED IN THE DISTRICT.
ADVOCACY IS A MAJOR PART OF YOUR ROLE.
THAT WILL SHOW UP IN THE MATERIALS YOU HAVE IN THE PACKET.
WE DON'T -- WE WANT TO DO MORE.
OR, WE THINK WE NEED TO BE MORE VISIBLE IN TERMS OF OUR COMMUNITY OR CAMPUS EVENTS.
I'M JUST PICKING SOME THAT I HEARD FROM OTHER PEOPLE.
FREQUENTLY, THERE IS THINGS LIKE IF YOU ARE REALLY IN TROUBLE, THE BOARDS WILL SET GOALS FOR THEMSELVES HOW THEY CONDUCT THEIR MEETINGS, HOW THEY BEHAVE.
IT'S YOURSELF-ASSESSMENT THAT SAYS, HERE'S WHAT WE WOULD LIKE TO DO MORE OF.
OR WE NEED MORE PROFESSIONAL DEVELOPMENT OR YOUR EXAMPLE THIS YEAR COULD EASILY BE WE'RE GOING TO ADOPT A POLICY ABOUT BOARD SELF-EVALUATION AND IMPLEMENT IT IN A MEANINGFUL WAY.
ONCE YOU GET IT GOING, THAT WOULDN'T STAY ON YOUR LIST IN FUTURE YEARS, YOU JUST KEEP
[01:15:02]
DOING IT.I RECOMMEND DON'T HAVE TOO MANY.
YOU HAVE TO DO EVERYTHING ELSE BUT YOU ARE SAYING THIS YEAR WE'RE GOING TO MAKE A CONCENTRATED FOCUSED AREA ON.
I THINK I SAW IN ONE OF YOUR -- IT WASN'T YOURS, SORRY, IT'S ANOTHER OLLEAGUE.
I KNOW THAT YOU SPENT A LOT OF TIME TALKING ABOUT EQUITY AND INCLUSION AND DIVERSITY.
AND THERE IS ANOTHER COLLEGE I'M STARTING TO DO A SEARCH FOR AND THAT IS HIGH ON THEIR LIST.
ONE OF HEIR BOARD GOALS IS THAT THE BOARD ITSELF S GOING TO PARTICIPATE IN PROFESSIONAL DEVELOPMENT RELATED TO -- THEY SAID, WE'RE GOING TO DO THIS OURSELVES SO WE CAN SPEAK THE SAME LANGUAGE AND MOVE THIS ISSUE FORWARD.
SO THAT'S WHAT I MEAN WHEN I CALL IT BOARD GOALS.
WHEN I TALK ABOUT BOARD GOALS, I'M TALKING ABOUT THE GOALS YOU TAKE RESPONSIBILITY AS THE SEVEN OF YOU THAT WE'RE REALLY GOING TO DO THIS.
THIS IS WHAT'S IMPORTANT TO US.
A YEAR FROM NOW, WHEN YOU GET READY TO DO THE NEXT BOARD SELF-ASSESSMENT, YOU TOO WOULD HAVE THIS DOCUMENT THAT HAS ABOUT 20 OR 30 CHARACTERISTICS.
PART TWO IS FOUR GOALS WE SET FOR OURSELVES THIS YEAR, HOW DID WE DO ON THOSE.
WHEN YOU ARE DONE TALKING ABOUT IT, YOU ARE GETTING READY FOR THE NEXT YEAR.
WE GRADED OURSELVES LOW ON UNDERSTANDING "X," WE NEED STUDY SESSIONS ON THAT TOPIC.
THAT'S WHAT ACCREDITATION CALLS IN THE LOOP.
YOU SAW A NEED, YOU MADE A PLAN TO FIX IT.
YOU ASSESSED IT AND YOU ARE MOVING FORWARD.
YES, NOW NOT EVERYBODY DOES THOSE BUT MORE BOARDS ARE REALIZING THEY PERSONALLY NEED TO SAY THIS IS WHAT'S OUR RESPONSIBILITY THIS COMING YEAR.
ENCOURAGING EACH OTHER AND THE NUMBER SIX, I THINK IT SPEAKS FOR ITSELF.
WHAT ARE TECHNIQUES FOR GETTING INPUT FROM THE CHANCELLOR AND ALSO SHOULD THAT INPUT BE SOLICITED MORE BROADLY FROM THE ORGANIZATION?
>> THAT'S A LOCAL DECISION IN TERMS OF MEANS OF DOING IT, THE ACTUAL TOOL I WOULD SAY ONLY THE SEVEN OF YOU DOING THAT.
IT PUTS CHANCELLOR IN A RATHER AWKWARD POSITION TO ASSESS YOU.
PERSONALLY, I PREFER YOU ALL DO IT AND WHEN YOU ARE HAVING THE DIALOGUE, I'M NOT MAKING A PIMP FOR ACC IT, BECAUSE IT CAN BE ANYBODY, IT'S WHY THE DIALOGUE SHOULD BE FACILITATED BY AN OUTSIDER.
CHANCELLOR, HOW DO YOU SEE THIS.
I GET WORRIED ABOUT DOING THAT.
I WOULD RATHER OLICIT HIS INPUT IN THAT SETTING.
AND MAYBE EVEN BETTER YET SOLICIT HIS INPUT WHEN YOU ARE DOING THIS EVALUATION.
WHAT ARE WE TAKING UP TOO MUCH OF YOUR TIME? ALL THOSE ARE BOARD BEHAVIORS ES THAT IMPACT HIS PERFORMANCE.
I THINK THAT MIGHT BE A BETTER PLACE.
AS FAR AS ASKING THE AUDIENCE, A FEW BOARDS DO THAT, NOT VERY MANY.
BASICALLY WHAT THAT DOES FOR YOU IS GIVE YOU A FEEL FOR HOW YOU ARE PERCEIVED.
IT MAY OR MAY NOT BE ACCURATE.
BUT IT DOES GIVE YOU A FEEL FOR HOW YOU ARE PERCEIVED.
YOUR QUESTIONS FOR THAT GROUP OF PEOPLE, IS YOUR SENIOR-LEVEL PEOPLE, YOUR PRESIDENTS, PROBABLY FACULTY AND LEADERS AS WELL.
IF YOU INCLUDE THOSE PEOPLE, YOU SHOULD BE ASKING THEM BASED ON WHAT THEY SEE, NOT WHAT THEY THINK OR SPECULATE ABOUT.
AGAIN, CAREFULLY WORD IT, YOU COULD DO THAT.
FOR EXAMPLE, YOU COULD ASK A QUESTION LIKE THIS: DO BOARD MEMBERS COME DIRECTLY TO YOU WITH THEIR INQUIRIES? IF YOU GET RESPONSES THAT SAY,
[01:20:01]
YES, YOU KNOW YOU HAVE A PROBLEM.BECAUSE THAT'S NOT SUPPOSED TO HAPPEN.
THAT'S NOT BEST PRACTICES FOR A BOARD.
IT WOULD BE A WAY LIKE BILL, YOU WOULD NEVER, VER, DREAM OF DOING THAT BUT THE FEEDBACK TELLS YOU SOMEBODY IS.
IT WOULD GIVE YOU A CLUE, I SUPPOSE THAT YOU OUGHT TO TALK ABOUT THAT AS A GROUP ONE MORE TIME.
BUT JUST ANY VERSION OF THE 360 STUFF, I SAY BE CAREFUL.
IT DEPENDS ON WHO YOU ARE ASKING TO ANSWER THEM, IT DEPENDS ON HOW YOU ASK THE QUESTION.
AT ACC WE HELP PEOPLE BUT WE'RE NOT A 360 EVALUATION OF YOUR CHANCELLOR.
I DON'T KNOW IF YOU DO THOSE OR NOT.
>> WE INCORPORATE IT IN OUR SURVEY QUESTIONS TO THE DIRECTOR REPORTS.
BECAUSE WE WANTED TO GET A FEEL FOR OUR [INDISCERNIBLE] WE DIDN'T DO IT DISTRICT WIDE WITH EVERY EMPLOYEE.
IT APPEARS TO ME PEOPLE HAVE A CONCERN OVER ANONYMITY AND THEY ARE GOING TO BE POSITIVE NO MATTER WHAT.
WE DID THOSE SURVEYS, I NEVER--
>> THAT'S WHY I'M ALWAYS CAUTIOUS ABOUT THEM.
IF YOU ET TO A BROADER CONCERN, YOU ARE WONDERING IN A BIG DISTRICT LIKE YOURS, IT WOULD BE EVEN TOUGHER.
YOU HATE TO SAY THIS, BUT THERE ARE LOTS OF MPLOYEES WHO DON'T KNOW YOU LET ALONE KNOW ANYTHING ABOUT THE PERFORMANCE.
WHEN YOU GET TO A PLACE WHERE YOU HAVE CONCERNS THAT MAYBE THERE IS OTHER HINGS GOING ON.
IT'S MORE APT TO HAPPEN WITH A PRESIDENT THAN A CHANCELLOR.
SO YOU HAVE TO DEAL WITH THAT ABOUT WHAT IS HAPPENING ON CAMPUS.
IF YOU TAKE THE 360 CONCEPT TO A COLLEGE PRESIDENT, IF YOU WERE A SINGLE COLLEGE BOARD AND THAT WAS YOUR CONCERN, I WOULD SAY IF YOU REALLY THINK THERE IS SOMETHING GOING ON OUT THERE, LET'S DO A CLIMATE SURVEY.
LET'S DO SOMETHING THAT IS PROFESSIONALLY DONE BY AN OUTSIDE GROUP AND FIND OUT WHAT IS ON PEOPLE'S MIND.
ARE WE REALLY INCLUSIVE? ARE WE REALLY COMMUNICATING WELL? AND GET A FEEL FOR WHAT IS HAPPENING ON THE WHOLE CAMPUS AS OPPOSED TO TARGETING AT ONE PERSON.
GOING BACK TO YOUR QUESTION ABOUT YOU AS A BOARD, YOU ARE ULTIMATE JURY IS THE ELECTION TORT.
ALMOST ALL THE ONES I WORK WITH ARE ELECTED BOARDS.
THEY ARE NOT THE MAJORITY ACROSS THE COUNTRY.
WEST OF THE ROCKIES, THE WEST IS PRIMARILY ELECTED XCEPT FOR WASHINGTON STATE.
>> C. COMPTON: IN TERMS OF [INDISCERNIBLE] -- IN TERMS OF EFFECTIVENESS AND THE ATTITUDE OF PEOPLE WHO ARE APPOINTED TO A BOARD RATHER THAN PEOPLE WHO ARE ELECTED, WHAT ARE THE DIFFERENCES YOU FIND IN THE COMMITMENT, JUST GENERALITIES?
IT'S DANGEROUS FOR TWO REASONS.
ONE I REPRESENT ACCT WHO REPRESENTS ALL OF THE ABOVE, AND ACCT DOES NOT HAVE AN OPINION ON THAT.
MY EXPERIENCE IS PRIMARILY WITH ELECTED BOARDS.
THAT'S REALLY WHAT I KNOW IS ELECTED BOARD VERSUS THE OTHER.
HAVING SAID THAT, I HAVE MET AMAZING APPOINTEES.
I HAVE DONE WORK WITH SCHOOLS ON THE EAST COAST, ONE RECENTLY, THAT IS ALL APPOINTED.
AND SO IT'S REALLY DANGEROUS TO GENERALIZE.
BUT I WOULD SAY SAY THAT THERE ARE JUST AS COMMITTED.
OCCASIONALLY YOU WILL GET SOMEONE WHO THEY CONSIDER IT A POLITICAL PRIZE TO BE APPOINTED.
>> YEAH, BUT YOU GET THAT ON THE
[01:25:01]
ELECTED ONES TOO.THAT DIDN'T USED TO BE THE CASE BUT NOW IT IS A MAJOR PHENOMENON OF PEOPLE IN OUR LARGE, URBAN DISTRICTS, I DON'T KNOW IF IT'S TRUE FOR YOU, BUT WHERE I WORKED AS A CONSULTANT OUR INCLUDING CITY COLLEGE WHERE I WAS THE , THAT WAS SEEN AS A STEPPING STONE TO COUNTY COMMISSIONER, WHICH LED TO SACRAMENTO TO THE LEGISLATURE.
I HAVE TO SAY WITH THE APPOINTED BOARDS, ONE THING I HAVE SEEN IT'S A LITTLE DICEY.
WHEN YOU HAVE A BOARD MEMBER THAT IS ACTING INAPPROPRIATELY, THE POPULAR TERM IS ROGUE.
WHEN YOU HAVE THAT, AND THEY ARE AN APPOINTED PERSON THERE IS MORE APT TO BE AN INTERVENTION.
IN OTHER WORDS, THE BOARD MAY GO AND SAY TO THE GOVERNOR OR THE COUNTY COMMISSIONER, PLEASE AT MINIMUM SAY PLEASE DON'T REAPPOINT, CONTROL OR SAFETY NET MECHANISM IN THE APPOINTED ONES.
I LEARNED IN TEXAS, YOU HAVE YOUR ATTORNEY HELPED.
I READ IT IN YOUR POLICY AND YOUR ATTORNEY HELPED ME WITH THIS.
YOU DO HAVE A PROCESS FOR SOMEONE WHO REALLY COMMITS A CRIME OR WHATEVER THAT YOU HAVE SOME AUTHORITY FOR REMOVAL.
AND THEN THERE IS ANOTHER PART YOU HAVE SOME AUTHORITY FOR REMOVAL IF THEY VIOLATED OVERWHELMINGLY, DID HORRIBLE STUFF THROUGH AN ELABORATE PROCESS THEY CAN BE REMOVED.
THERE IS A FEW THAT HAVE BEEN ATTEMPTED BUT IT DOESN'T USUALLY HAPPEN.
THE NEXT TIME AT THE BALLOT BOX, PEOPLE WORK AGAINST THEM.
I DON'T THINK THERE IS ANYTHING INHERENT IF IT'S DONE WELL.
I HAVE SEEN PEOPLE BE ELECTED WHO HAD NO CLUE WHAT THEY WERE GETTING INTO OR SEE PEOPLE WHO GOT ELECTED TO MAKE SURE "A" HAPPENS AND "A" IS FILL IN THE BLANK.
I'M GOING TO MAKE SURE YOU BRING BACK FOOTBALL.
I'M GOING TO MAKE SURE YOU GET RID OF WHATEVER.
I HAD A TRUSTEE ON MY OWN BOARD.
I HAD A MAJOR DIVERSITY INTOLERANCE ISSUE.
I'M GOING TO MAKE SURE THEY STOP THAT.
CAME FROM A CONSERVATIVE PART OF THE DISTRICT.
SHE HAD A LOT OF MONEY AND RAN AND GOT ELECTED.
SHE WAS ONE OF SEVEN, AND COULDN'T DO THAT.
IT'S ONE PLACE IN MICHIGAN, SHE WAS THERE TO REINSTATE FOOTBALL.
AFTER TWO YEARS, SHE REALIZED THEY WEREN'T GOING TO DO IT.
THEY WERE REASONS WHY THEY HAD IT ABANDONED.
SHE EXPRESSED IN A RETREAT LIKE THIS HOW UPSET SHE WAS FOR NOT CHANGING.
THEY EXPLAINED WHY THEY WEREN'T GOING TO CHANGE.
MY CONVERSATION WITH HER AT THE BREAK, THEY AREN'T GOING TO CHANGE ON THAT POINT.
MOST COME WITH A PARTICULAR THOUGHT AND REALIZE WHAT A WONDERFUL HONOR, I DON'T MEAN TO SOUND CLICHÉ BUT THE HONOR IT IS TO BE HERE ND THE PICTURE IS BIGGER AND THEY COME ALONG.
ANOTHER OBSERVATION IS WHEN FORMER EMPLOYEES GET THEMSELVES ELECTED TO THE BOARDS.
AND WHEN THAT STARTED HAPPENING 15, 20 YEARS AGO, BOARDS GOT CONCERNED ABOUT THAT.
WHEN IT COMES TO NEGOTIATIONS, THIS OR THAT AND PERSONNEL.
THE OVERWHELMING MAJORITY OF CASES IT'S NOT A PROBLEM.
ONCE IN A WHILE IT'S A PROBLEM.
I HAVE ONE BOARD RIGHT NOW I WORK WITH REGULARLY HAS TWO FORMER FACULTY, ONE FORMER DEAN, AND TWO FORMER COLLEGE PRESIDENTS ON THE BOARD.
AND I THOUGHT, OH, MY THIS IS GOING TO BE TOUGH.
THEY WERE HAVING A LOT OF THE ISSUES.
IT ALL CAME ACK TO THEIR ROLES.
I MAY HAVE BEEN A FORMER EMPLOYEE BUT NOW I'M A TRUSTEE.
AND FRANKLY, SOMETIMES WHEN FORMER EMPLOYEES COME AROUND IT ACTUALLY REALLY, REALLY HELPS BECAUSE THEY CAN SAY YOU DON'T KNOW THE WHOLE PICTURE.
SOMEBODY JOKED ABOUT THAT EARLIER.
SO FORMER EMPLOYEES CAN BE JUST
[01:30:02]
FINE DEPENDING ON HOW THEY CHOOSE TO DO THAT.I KNOW YOU NEED TO BREAK FOR LUNCH.
>> CHAIR D. FLORES: WE'RE 30-MINUTES LATE.
>> CHAIR D. FLORES: AUDIT COMMITTEE MEETING.
>> CHAIR D. FLORES: IF ANY OF YOU DURING THE CONVERSATION ARE STRUCK BY SOMETHING THAT IS NOT ON THE AGENDA BUT YOU WANT TO PURSUE IT FURTHER [INDISCERNIBLE] SHE'LL KEEP A LIST OF ISSUES THAT WE MIGHT WANT TO EXPLORE.
[INDISCERNIBLE] QUESTION THAT'S SOMETHING WE WANT TO PURSUE.
WE DON'T HAVE TO SPEND A LOT OF TIME OVER LUNCH, THAT'S UP TO YOU.
THE NEXT ITEM IN HERE IS WHAT I'M GOING TO ASK YOU TO DO, HE ONE WITH THE LADDER.
I WANT YOU TO THINK ABOUT BOTH COLUMNS.
THIS IS GOING TO KIND OF RELATE TO SOMETHING YOU SAID EARLIER, BILL, TOO.
FIRST COLUMN IS WHAT DOES THE BOARD EXPECT FROM THE CHANCELLOR? WHAT DO YOU WANT FROM HIM.
COLUMN ON THE RIGHT IS WHAT YOU THINK THE CHANCELLOR NEEDS FROM YOU.
AND THEN FOR YOU, JOE, I'M GOING TO ASK YOU TO FILL IT OUT THE OTHER WAY AROUND.
WHAT DO YOU THINK THEY WANT FROM YOU AND HAT DO YOU WANT FROM THEM.
WE'LL HAVE A DIALOGUE ABOUT YOUR TAKE ON THIS AND SEE HOW THIS IS IN SYNC OR NOT WITH HOW HE THINKS AND PERCEIVES AND HOPES WE'LL ACTUALLY HAPPEN.
DOES THAT MAKE SENSE? ARE WE MOVING ELSEWHERE? DO YOU WANT TO GIVE DIRECTION?
>> CHAIR D. FLORES: OUR REGULAR ROOM, RIGHT?
>> AND WHAT TIME DO YOU WANT US BACK IN HERE?
>> CHAIR D. FLORES: I WANT TO TAKE A MINUTE.
FIRST COLUMN, WHAT DO YOU THINK YOU ASK YOUR COLLEAGUES EXPECT FROM YOUR CHANCELLOR, THAT'S THE LEFT.
RIGHT SIDE, WHAT DO YOU THINK HE NEEDS FROM YOU? JOE IS GOING TO ANSWER BY SAYING WHAT HE THINKS YOU WANT FROM HIM.
THE RIGHT SIDE IS WHAT HE KNOWS HE WANTS FROM YOU AND WE'LL COMPARE NOTES.
[01:35:36]
YOU CAN KEEP WRITING IF YOU WANT BUT I THINK WE'RE GOING TO START COMPILING THEM.WHAT DO YOU WANT FROM YOUR CHANCELLOR? ANYBODY WANT SO CHAIR?
>> S. WILLIAMS: HONESTY IS NUMBER ONE.
>> PEOPLE DON'T GET THE MESSAGE, YOU CAN ADD TO IT.
>> S. WILLIAMS: STRONG POSITIVE LEADERSHIP.
>> VICE CHAIR W. JAMESON: OVERS.
>> ACCOUNTABILITY AND RESULTS.
>> THIN SKIN? EASILY OFFENDED OR THICK SKINNED? GOOD QUESTION, UH? ALL RIGHT.
>> S. WILLIAMS: MOVING THE ORGANIZATION LONG TO SUPPORT BOARD VISION AND PRIORITIES.
>> NOT ONLY YOUR IDEA BEHIND -- I WANT TO MAKE SURE I GOT IT RIGHT.
>> VICE CHAIR W. JAMESON: SMOOTH OPERATION.
>> I THOUGHT I WAS GOING TO HEAR SMOOTH OPERATOR.
>> VICE CHAIR W. JAMESON: REMIND S ME F A SONG.
[INDISCERNIBLE] SMOOTH OPERATIONS.
>> VICE CHAIR W. JAMESON: THE HIGHS AND LOWS AND FIND CONSENSUS.
>> OPERATIONS BUT STYLE [INDISCERNIBLE].
I TELL ALL THE PRESIDENTIAL WANT TO BETO BEES, DON'T EXPECT TO S.
PROBABLY GOES WITH SMOOTH OPERATION.
>> I WAS GOING TO SAY THAT GOING ALONG WELL WITH THAT.
NOTHING IS GOING TO HAPPEN -- LET ME TAKE A MOMENT AND SAY THIS.
NO MATTER HOW MUCH WE TALK ABOUT BOARD ROLE AND HOW MUCH YOU UNDERSTAND IT AND IF YOU ALL AGREE ON WHAT IS THE APPROPRIATE PROTOCOL, SOMETHING IS STILL GOING TO HAPPEN.
OTHER ISSUES ARE GOING TO COME UP.
OTHER PEOPLE MIGHT JOIN YOUR BOARD.
OTHERS MIGHT HAVE A DIFFERENT PERSPECTIVE.
HOW DO WE DEAL WITH IT WHEN IT COMES UP.
SO I WAS TEASING ABOUT THE SMOOTH OPERATOR, IT'S ACTUALLY APPLIES TO THE BOARD AS WELL AS TO YOUR LEADER.
BEFORE WE SAY THE SKY IS FALLING, LET'S DEAL WITH IT.
>> CHAIR D. FLORES: YOU MIGHT WANT TO SHORTEN IT BUT EQUAL ACCESS FOR BOARD MEMBERS AND RESPECT EACH BOARD MEMBER.
>> FOR THE SAKE OF CONVERSATION WE'LL CALL IT EQUITY WITH BOARD MEMBERS.
AND THAT'S A REALLY IMPORTANT POINT.
WHAT THAT MEANS, AMONG OTHER THINGS IS [INDISCERNIBLE] WE SHOULD HAVE ACCESS TO HIM.
HE SHOULD REACH OUT TO ALL THE REST OF YOU.
ALL OF YOU SHOULD HAVE THE SAME
[01:40:03]
INFORMATION.AND THERE ARE DIFFERENCES SLIGHT AN ON THIS.
I THINK YOU EITHER HAVE A STRONG BOARD CHAIR, IT'S IMPORTANT THE REST OF THE BOARD KNOW ALMOST EVERYTHING THE CHAIR DOES.
ONCE IN A HILE, CHANCELLOR MAY BRING SOMETHING TO THE CHAIR AND THE CHAIR'S RESPONSE MAY BE, DON'T WORRY ABOUT THAT.
IF THAT'S THE CHAIR'S REACTION, YOU PROBABLY DON'T WANT TO SHARE THAT.
HE'S A SOUNDING BOARD SOMETIMES.
IF IT'S INFORMATION ABOUT THE COLLEGE DISTRICT, EVERYONE NEEDS TO HAVE ACCESS.
AS YOU ARE REVIEWING THE NEW GOVERNANCE COMMITTEE AND COMMITTEE STRUCTURE AND I UNDERSTAND SO FAR YOU ARE HAPPY THE COMMITTEE STRUCTURE IS -- COULD BE MORE EFFECTIVE AND EFFICIENT THAN BEFORE.
MAY I TALK TO YOU, THERE IS ONE POTENTIAL PROBLEM WITH THE COMMITTEE STRUCTURE.
ALTHOUGH, I THINK YOU HAVE SOLVED IT WITHOUT KNOWING IT.
AND THAT IS COMMITTEE MEMBERS WILL NOW THINGS OTHERS DON'T KNOW.
IF THAT GOES ON FOR TOO LONG, EVENTUALLY THE PEOPLE WHO DON'T KNOW START QUESTIONING TO THE EXTENT YOU ARE SITTING IN ON THE COMMITTEE MEMBERS, THAT IS NOT A PROBLEM.
IF OTHERS ARE WELCOME TO LISTEN, THAT WORKS.
A LOT OF BOARDS THEY HAVE COMMITTEES PRECISELY SO THEY DON'T HAVE TO DO THAT.
AND IN OTHER WORDS, THEY ALL MEET AT THE SAME TIME.
AND THEN WHAT WILL HAPPEN IS OTHER BOARD MEMBERS WILL FEEL THEY DON'T UNDERSTAND WHAT HAPPENED OVER THERE IN THE FINS COMMITTEE BECAUSE THEY NEEDED TO BE ON THE PERSONNEL OVER WHATEVER THEY CHOSE.
>> CHAIR D. FLORES: CLEAR COMMUNICATION.
BY THE WAY, THIS LIST IS VERY MUCH LIKE A LIST THAT -- THIS IS VERY MUCH LIKE A LIST A BOARD WOULD GIVE ME WHEN I WAS STARTING A SEARCH FOR THEM.
AND I SAID WHAT KIND OF PERSON DO WE WANT YOUR PRESIDENT OR CHANCELLOR TO BE.
THESE ARE THE KINDS OF THINGS THAT USUALLY COMES UP.
ONE OF THINGS I THINK IS INTEREST, I DON'T KNOW YOU WELL BUT IN LISTENING TO YOUR STORIES THIS MORNING ALREADY, YOUR STORIES IMPACT WHAT YOU PUT ON THIS BOARD.
THERE ARE SOME THINGS ARE MORE CRITICAL TO THERS AND SOME THINGS WERE MORE.
SOME OF THESE ARE ON THE HARD SIDE? , SOME ARE THE INTERPERSONAL SIDE.
AND OF COURSE, YOU WANT ALL OF THEM.
WALK N WATER, THAT'S WHAT WE WANT.
>> C. COMPTON: BEYOND EQUITY WITH ALL TRUSTEES.
CAN YOU ALL EXPAND ON THAT A LITTLE BIT MORE.
>> CHAIR D. FLORES: BASICALLY, ANY TRUSTEE CAN PICKUP A PHONE AND TALK TO HIM OR BASICALLY IS A TWO-WAY STREET.
BUT I THINK YOU SERVED ON THE BOARD AT A TIME I ALSO SERVED ON THE BOARD FOR THE CHANCELLOR WAS CONCERNED WITH FOUR VOTES.
TO HECK WITH THE -- THERE IS OUTLIARS.
>> CHAIR D. FLORES: I DISAGREE WITH YOU ON THAT.
BUT IT WAS OBVIOUS SO TREAT ALL BOARD MEMBERS THE SAME.
ACCESS AND SHARING INFORMATION.
AND [INDISCERNIBLE] CHANCELLORS, PRESIDENTS ARE HUMAN BEINGS, OKAY.
SO THEY ARE HUMAN BEINGS NO MATTER WHETHER THEY HAVE THICK OR THIN SKIN.
AND THEY ARE GOING TO BE PEOPLE, I'LL DO IT FOR MYSELF.
I HAD THE PLEASURE OF BEING SELECTED BY A 7-MEMBER BOARD THAT WAS SUPERB.
OVER THE COURSE OF 12 YEARS THAT CHANGED.
SOME OF THE OLD TIMERS WERE REALLY GOOD AT WHAT THEY DID, WENT OFF THE BOARD.
OTHERS CAME IN AND GOT ET ELECTD AND HAD DIFFERENT AGENDASSED.
I HAD TO WORK HARD TO TREAT ALL 7 EQUITY.
PARTICULAR, THE ONE THAT WANTED TO DESTROY MY INITIATIVE.
I HAD THE OBLIGATION, I HAD TO SPEND MORE TIME WITH HER TO BRING HER ALONG.
IT DIDN'T ALWAYS WORK BUT THAT'S ANOTHER STORY.
SO WE'RE GOING TO HAVE FAVORITES AND PEOPLE WE TRUST MORE THAN
[01:45:01]
OTHERS.EVEN AFTER ALL THESE YEARS, AFTER ENOUGH NAIVETY, TO KNOW THE ONES HAVING THE HARDEST TIME.
BECAUSE THAT'S THE ONLY HOPE I HAVE OF TRYING TO MOVE THIS FORWARD.
BUT ABOVE ALL, IT DOESN'T WORK, IT DOESN'T WORK.
IT WON'T BE BECAUSE I DIDN'T TRY.
THE SAME RESPONSIBILITY IS ON THE PART OF THE BOARD MEMBERS TO MY OPINION.
IF YOU ARE NOT HAPPY WITH THEM, TALK TO HIM ABOUT IT IN THE APPROPRIATE PLACE.
WHEN YOU LOOK AT THE NEXT ITEM ABOUT TRUSTEE ROLES, PART OF YOUR ROLE IS TO CREATE A POSITIVE CLIMATE FOR THE INSTITUTION.
AND YOU HAVE AN INSTITUTION THAT'S WATCHING HERE AND THERE, AND YOU SET THE STAGE.
IF THERE IS EVER JUST A FACTOR OF INSTABILITY ON THE PART OF THE BOARD, YOU ARE GIVING PERMISSION FOR STAFF TO DO THE SAME THING.
YOU HAVE TO BE UP HERE ABOVE THE APPROACH, EVEN THOUGH YOU DISAGREE HOW YOU DO IT.
IF IT'S TOUGHER YOU NEED TO SAY TO EACH OTHER OR HIM, YOU FIND ANOTHER SETTING FOR IT.
THAT'S WHAT YOUR ACCREDITATION IS FOR.
THEY COME ON CAMPUS AND ASK PEOPLE ABOUT YOU, WHAT DO THEY SEE, WHAT IS THE PERCEPTION.
THOSE ARE THINGS THEY LOOK FOR.
>> HAS AN INSTITUTION LOST ACCREDITATION BECAUSE OF BOARD ISSUES OR BEHAVIOR?
>> THEY HAVE GOTTEN SANCTIONED FOR IT, PROBATION AND WARNINGS FOR IT, ABSOLUTELY.
USUALLY BY THE TIME IT GETS TO SHOW CAUSE, WHICH IS THE LAST STEP BEFORE YOU LOSE ACCREDITATION, THAT IS ULTIMATELY MY OPINION, THE BOARD'S FAULT.
IT WILL BE BECAUSE A BOARD MADE POOR FISCAL DECISIONS OR PERSONNEL HIRING DECISIONS.
AWARDING CONTRACTS INAPPROPRIATELY.
IT COMES DOWN TO BOARD ALWAYS EVENTUALLY.
SHORT OF THAT, WHICH IS PRETTY DRAMATIC, NOT VERY LONG AGO, ABOUT THE TIME SAN FRANCISCO HAD TROUBLE IN CALIFORNIA, I WOULD SAY HALF OF THE COLLEGES ABOUT FOR ACCREDITATION IN ONE YEAR BOUGHT RECOMMENDATIONS, WHICH IS A -- WE DID THIS WRONG COMMENT ABOUT THE BOARD.
AND IT WAS USUALLY THE BOARD WAR ROLES.
ONE THAT COMES TO MIND THAT I WORKED WITH SPECIFICALLY, A BOARD MEMBER HAD GONE OUT ON THA LOT OF BOARD MEETINGS.
IT WAS THE EARLY DAYS, ABOUT 10 AGO.
HE HAD GONE OUT ON CAMPUS, A LARGE CAMPUS.
I'M TRUSTEE, COME TELL ME WHAT YOU THINK.
WELL, THE TEAM FROM THE ACCREDITING COMMISSION WAS THERE THE NEXT WEEK SO THEY HEARD ALL ABOUT IT.
AND THEY SITED THE BOARD, AS NOT UNDERSTANDING THEIR ROLES, BEHAVING FOR APPROPRIATELY TO THE DETRIMENT OF THE COLLEGE, ET CETERA, ET CETERA, AND ONE OF THE THINGS THAT BOTHERED THE BOARD THE MOST, THEY KNEW THE GUY WAS TROUBLE FOR THE BOARD, NOT JUST THE PRESIDENT AND INSTITUTION, THEY WERE IN THE MIDDLE OF A PRESIDENTIAL SEARCH.
FOLKS, PEOPLE ARE NOT GOING TO WANT TO -- THEY HAD A WONDERFUL REPUTATION IN THE BAY AREA UP TO THAT POINT.
THEY AREN'T GOING TO APPLY IF THIS IS WHAT THE BOARD IS DOING.
BOARD CHAIR CALLED ME AND SAID WE NEED HELP.
WE DON'T THINK IT'S FAIR THE ACCREDITING COMMISSION SAID THE BOARD DOESN'T UNDERSTAND ITS ROLES WHEN WE ALL KNOW IT WAS, AND THEY SAID IT FRONT OF THEM BECAUSE THEY ALL KNEW.
AND THAT'S, I HAVE HAD THAT EXPERIENCE SIX, SEVEN, EIGHT TIMES.
ONE OR TWO BOARD MEMBERS ACTING REALLY INAPPROPRIATELY AND IT'S DISRUPTING AND VIOLATES GOOD PRACTICE AND ETHICS OF THE BOARD ITSELF, ADOPTED AS POLICY, THE COMMISSION WILL DOCUMENT IT OCCURRED.
AND THEN THEY WILL LOOK TO THE BOARD TO ASK WHAT HAVE YOU DONE ABOUT IT.
[01:50:02]
DID YOU TALK? DID YOU INTERVENE? DID YOU CORRECT THE PERSON WHEN THEY SAID SOMETHING TOTALLY INAPPROPRIATE TO THE MEMBER OF THE PUBLIC OR STAFF OR SOMETHING OF THAT NATURE? HAS YOUR CHAIR MET WITH THE PERSON OR A CHAIR AND A VICE CHAIR OR IF IT'S A CHAIR, HAVE THE REST OF YOU -- WHAT HAVE YOU DONE TO TRY TO IMPROVE THAT.AND THEN THE BOARD CAN AT LEAST DEFEND ITSELF.
THAT GOES TO SHORT OF WHAT WE WERE TALKING ABOUT LAW, SHORT OF THAT WOULD E IN MOST, NOT MOST, WE'RE RECOMMENDING TWO COLLEGES IN YOUR BOARD POLICY WITH YOUR CODE OF ETHICS, I'M NOT JUST TALKING ABOUT CONFLICT OF INTEREST, THAT IS KIND OF EASY.
THOSE ARE NOT THE ONES THAT ARE HARD TO FIND.
THE ONES THAT ARE HARD TO DEFINE ARE THE ONES ABOUT APPROPRIATE BEHAVIOR.
LIKE IF YOUR CODE OF ETHICS IS ALL SPELLED OUT, THE QUESTION I ASKED YOU I'M JUMPING AHEAD, DOES IT HAVE A RECOURSE; NAMELY, WHAT DO YOU DO WHEN YOU THINK SOMEONE HAS NOT -- HAS VIOLATED THE CODE OF ETHICS AND NOT FOLLOWED IT.
WHAT ARE YOU AS A BOARD MEMBER SUPPOSED TO DO IF YOU THINK ANOTHER BOARD MEMBER IS NOT FOLLOWING YOUR OWN CODE OF ETHICS.
RIGHT NOW YOURS DOESN'T SAY WHAT YOU SHOULD DO.
AND SO HAVING SOMETHING LIKE THAT IN YOUR POLICIES, IT GIVES DIRECTION.
[INDISCERNIBLE] GUILTY, BRING IT TO THE ATTENTION OF THE VICE CHAIR.
YOU HAVE A BOARD SUBCOMMITTEE THAT IS GOING TO BE INVESTIGATING AND TALKING ABOUT T.
THE FINAL STEP IS USUALLY CENTUR.
IT'S A PRETTY ELABORATE PROCESS AFTER THAT.
SO YOUR POLICY MIGHT SAY SOMETHING AFTER RECOURSE IS DEFERRED TO GOVERNMENT CODE BLAH BLAH BLAH, WHICH IS MUCH MORE ELABORATE.
THE POINT IS THAT IS A DEFENSE FOR THE BOARD.
I CALL IT, YOU MAY NOT LIKE IT, BUT AND CALL IT POLICING YOURSELVES.
ALL PROFESSIONALS POLICE THEMSELVES, ATTORNEYS, DOCTORS, PROFESSIONS POLICE THEMSELVES.
EVEN ACCREDITATION IS POLICING THEMSELVES BECAUSE THAT'S YOUR PEERS.
CLOSER TO HOME, WHICH YOU ALL DO [INDISCERNIBLE] I GOT SIDETRACKED.
BUT I WANTED TO TALK TO YOU ABOUT THAT BECAUSE I DIDN'T SEE IN YOUR POLICY.
JOE, WHAT DO YOU HAVE ON THE LIST THAT THEY EXPECT OF YOU?
>> CHANCELLOR MAY: A LOT OF THE SAME ONES.
RESULTS, ACCOUNTABILITY GO TOGETHER.
THE ADVOCACY PIECE, CERTAINLY THE TRANSPARENCY.
THE INTEGRITY THAT WOULD BE THERE.
TRUSTEES, WHAT DO YOU THINK HE NEEDS FROM YOU?
>> WHAT DO YOU THINK HE NEEDS FROM YOU? WHAT DOES HE NEED THE BOARD TO DO?
>> M. BRAVO: I SAID DIRECTION, VISION.
>> C. COMPTON: STRONG SUPPORT.
>> D. ZIMMERMANN: OPENMOPENMINDS .
>> THE CHANCELLOR NEEDS CONSENSUS FROM YOU.
THERE IS NOTHING THAT DRIVES A CEO CRAZIER THAN SEVEN PEOPLE COMING WITH SEVEN DIFFERENT THINGS.
AND EVEN THREE PEOPLE TELLING HIM THREE DIFFERENT THINGS DOESN'T WORK TOO WELL.
SO EVENTUALLY, ONE OF THE BASIC PRINCIPALS AND THIS IS WHERE A COLLEGE BOARD IS DIFFERENT THAN SOMEWHAT FROM A K-12, BUT REALLY DIFFERENT FROM A CITY COUNCIL OR YOU HAVE NO AUTHORITY WHATSOEVER YOU HAVE CORPORATE AUTHORITY AS A BODY, THE SEVEN OF YOU.
NOW, I KNOW YOU HAVE A LITTLE LINE IN YOUR POLICY THAT SAYS SOMETHING LIKE THE CHANCELLOR IS EXPECTED TO RESPOND TO REQUESTS FROM INDIVIDUAL TRUSTEE THAT DOESN'T TAKE MUCH TIME OR COST MUCH MONEY OR SOMETHING LIKE THAT, WHICH IS OKAY AND LEGITIMATE.
[01:55:01]
YOU DID HAVE A TRANGE PART IN THERE I WOULD ENCOURAGE YOU TO HAVE FURTHER DISCUSSION AT ANOTHER TIME ABOUT.IT IS A LINE THAT SAYS, IF THE CHANCELLOR TURNSES DOWN A REQUEST FROM THE TRUSTEE, THAT HE OR SHE HAS TO EXPLAIN THAT TO EVERYBODY ELSE ON THE BOARD.
THAT'S -- I HAVE NEVER SEEN THAT.
I HAVE NEVER SEEN NE LIKE THAT.
BECAUSE THAT COULD BE PROBLEMATIC.
FOR EXAMPLE, DIANA, COULD COME TO JOE AND SAY, I WOULD LIKE TO HAVE YOU GO TO SUCH AND SUCH.
THAT WOULD TAKE ABOUT 30 OURS.
AND IS THAT REALLY THAT CRI CRITICAL.
JOE, I THOUGHT YOU HAD IT ALREADY.
IF THEY ARE SATISFIED, THAT SHOULD BE THE END OF THAT DISCUSSION.
YOU SHOULD NOT HAVE TO GO BACK TO THE REST OF YOU AND SAY SHE ASKED FOR THIS AND I HAD TO TELL HER WHY I COULDN'T DO IT.
IT'S ONE THING TO SPELL ANOTHER OUT YOUREXPECTATIONS.
THEY ARE BY FAR HE MOST LENGTHY SET I HAVE SEEN.
THAT'S WORKING OKAY BUT WHEN YOU GO BACK TO REVIEW THEM AT SOME POINT, YOU MIGHT WANT TO CLEAR SOME OF THEM UP.
I THOUGHT ABOUT BRINGING THEM AND HAVING YOU LOOK AT THEM BUT THEN I KNEW WE WOULD SPEND A WHOLE DAY ON POLICY.
YOU NEED TO REVISIT THOSE THING AND TRUST YOUR CHANCELLOR.
TYPICALLY THE ANSWER WOULD BE, YOU HAVE A DISCUSSION HERE.
YOU WOULD HAVE A DISCUSSION HERE THAT SAYS, WE ALL AGREE THAT WE CAN ONLY TAKE DIRECTION FROM ONE PERSON.
WE AGREE IF IT'S A SIMPLE REQUEST, HE'LL DO IT.
IF IT'S NOT SIMPLE, HE'LL TELL YOU, I CAN'T DO THAT WITH YOU THE WHOLE BOARD KNOWING IT.
AND THEN YOU REFER BACK TO THE WHOLE BOARD.
IF YOU AS AN INDIVIDUAL THINK IT'S THAT IMPORTANT YOU ASK IT BE DISCUSSED AT YOUR BOARD MEETING.
AND THE BOARD DECIDED WHETHER OR NOT WE WANT TO STUDY THAT FINDS OUT ABC AND GIVES DIRECTION.
AND YOU AGREE TOGETHER AND SAY TO HIM AND HE AGREES.
SIX MONTH FROM NOW WE OULD DO IT MORE EASILY OR WHATEVER IT IS AND YOU ALLOW FOR THAT.
WHEN YOU HAVE IF QUITE AS PRESCRIBED AS YOU DO, IT TIES HIS HAND AND YOURS IF YOU KNOWW WHAT IT SAYS.
>> C. COMPTON: IN REVIEWING THE GOVERNANCE OF THE COMMITTEE INFORMATION ON THE AGENDA, I KNOW WE GOT INTO A DISCUSSION ABOUT MAYBE REVISING THE POLICY WHERE ELECTED OFFICERS AND ALL THAT KIND OF STUFF.
I THOUGHT WE WOULD TABLE THAT FOR A ULL DISCUSSION FROM THE BOARD.
>> THE GOVERNANCE COMMITTEE CHARTER?
>> C. COMPTON: NO, THE DRAFT THAT WESLEY -- MAYBE PRESENTED WE GOT TO INCLUDE DISCUSSION.
>> CHAIR D. FLORES: THAT'S OFF THE TABLE UNTIL WE COME UP WITH --
>> C. COMPTON: I THOUGHT IT HAD BEEN TABLED.
>> CHAIR D. FLORES: THAT'S NOT MADE IT TO THE WEBSITE BECAUSE IT'S NOT BECOME OFFICIAL.
>> CHAIR D. FLORES: THAT'S WHAT MONICA IS SAYING.
>> C. COMPTON: BUT THAT WAS MY -- THE -- THE GOVERNANCE COMMITTEE BECAUSE I THOUGHT WE HAD TABLED IT AND IT WAS STILL TABLED.
>> CHAIR D. FLORES: NOT UNTIL THE GOVERNANCE COMMITTEE CHARTER IS APPROVED, GOVERNANCE COMMITTEE MEMBERS ARE APPOINTED THEN THEY START LOOKING AT OUR POLICY AND WHAT DO WE NEED TO CHANGE, ADD OR DELETE.
>> I'LL GIVING YOU FOOD FOR THOUGHT FOR THE PROCESS.
I DON'T KNOW IF I'M CALLING IT BY THE RIGHT TERMS. BUT THERE IS ONE PART THAT'S CALLED BOARD LEGAL DUTIES, POWERS, DUTIES AND RESPONSIBILITIES.
AND IT LOOKS LIKE YOU DID IT TWO YEARS AGO.
AND THEN ANOTHER ONE CALLED CODE OF RESPONSIBILITY, WHICH IS PRETTY GOOD BUT IT HASN'T BEEN LOOKED AT IN 10 YEARS.
[02:00:04]
IN BOTH CASES, I READ, BUT DID NOT PRINT OUT THE STATUTE.
I WENT WITH LOCAL BECAUSE I FIGURED STATUTE YOU CAN'T DO ANYTHING ABOUT IT.
WHAT I WANT TO TALK ABOUT WAS WHEN YOU HAVE A LOCAL DECISION ABOUT HOW YOU WANTED TO HANDLE SOMETHING.
WHAT ELSE DOES THE CHANCELLOR NEED FROM YOU?
>> CLEAR UNDERSTANDING OF THE BOUNDARY BETWEEN POLICY AND MANAGEMENT.
>> THAT WOULD PROBABLY E AT THE TOP OF THIS LIST I WOULD GUESS.
YOU MAY NOT PUT IT AT THE TOP.
I WILL SPEAK ON BEHALF OF CEOS EVERYWHERE.
WHERE DOES YOUR ROLE [INDISCERNIBLE].
>> VICE CHAIR W. JAMESON: PROFE.
>> AMONG YOURSELVES? NOT WITH HIM.
>> VICE CHAIR W. JAMESON: ALL OF US.
>> CHAIR D. FLORES: WE'RE A TEAM.
DON'T PUT YOUR CHANCELLOR IN CROSS HAIRS.
YOU GUYS HAVE AN ISSUE WITH OTHER, LIKE THE THING ABOUT POLICING EACH OTHER.
YOU GUYS SAW IT FOR YOURSELVES.
YOU ARE THE ELECTED OFFICIALS.
GRANTED YOU HAVE BEEN [INDISCERNIBLE] AND PROBABLY WON'T CONTRIBUTE TO IT.
PEOPLE GOT CARRIED AWAY WITH THE BOARD AND INDISCERNIBLE] CONTRIBUTE IT TO.
FOR THE MOST PART THIS IS STUFF YOU FOLKS, AND YES, CERTAINLY THE CHANCELLOR SHOULD BE PROFESSIONAL, BUT THERE DEBATE AMONG YOURSELVES, ARE YOU SAYING, WHAT ARE YOU GOING TO DO ABOUT HER? CAN'T DO THAT.
[INDISCERNIBLE] WHAT ELSE DO WE WANT?
>> CHAIR D. FLORES: NO HIDDEN AGENDA.
>> ANYBODY ELSE WANT TO ADD ONE BEFORE WE ASK JOE? THIS IS WHERE HIS LIST MIGHT BE DIFFERENT.
>> CHANCELLOR MAY: NOT THAT MUCH.
THE ONLY ONE I HAD THAT IS NOT UP THERE BUT IT'S KIND OF PROFESSIONAL DEBATE IS MEANINGFUL ENGAGEMENT.
>> CHANCELLOR MAY: I SAID ONE VOICES, WHEN YOU SAID CONSENSUS.
THAT'S THE POINT ABOUT, YES, YOU CAN DEBATE.
BUT WHEN WHERE YOU ARE DONE, IT'S ONE VOICE.
THAT'S HARD FOR SOME ELECTED OFFICIALS.
WAIT A MINUTE,IEST ELECTED, I'M GOING TO DO, KAY.
WHEN THE PRESS COMES TO YOU, OKAY, YOU DON'T WANT TO TALK TO THE ONES THAT WON THE VOTE, WE WANT TO TALK TO THE ONES THAT LOST THE VOTE.
MY CONCERNS ARE KNOWN BUT MY COLLEAGUES HAVE SPOKEN, THIS IS OUR POSITION.
THAT'S HARD FOR SOME FOLKS AND I GET THAT.
MY SORT OF CONSENSUS, IF YOU CAN'T SUPPORT THE DECISION YOUR COLLEAGUES MADE, AT LEAST KEEP QUIET.
BECAUSE THERE AGAIN, YOUR CONSTITUENTS, YOUR EMPLOYEES, PEOPLE WHO AVE TO CARRY THIS OUT, YOUR ACCREDITORS ARE OING TO LOOK FOR, DO YOU HAVE ONE VOICE.
I DON'T KNOW YOU WELL, AND I DID NOT WATCH YOUR VIDEOS, WHICH IS MY ERROR.
I'M WATCHING VIDEOS TO DETERMINE ENGAGEMENT, WHAT WOULD I SEE? WHAT WOULD ENGAGEMENT LOOK LIKE?
>> VICE CHAIR W. JAMESON: EVERYD CONTRIBUTING.
>> EVERYBODY IS PARTICIPATING AND CONTRIBUTING.
PEOPLE ARE NOT DOING THEIR EMAIL.
NOW, I'M GUESSING, I KNOW YOU USE WORD DOCS.
WHEN YOU ARE AT THE MEETING, DO YOU COMPUTERS OR LAPTOPS? SOME DO?
>> D. ZIMMERMANN: ONE OF US DOES.
>> YOU HAVEN'T MADE EVERYBODY GO TO THAT.
[02:05:01]
I WON'T TOUCH THAT ONE.IN THOSE PLACES WHERE EVERYBODY HAS GONE TO THAT, THEY NOW HAVE AN ISSUE, THEY LOOK OVER AND SEE SOMEBODY DOING N EMAIL.
BUT THE POINT IS, ARE YOU ENGAGED HERE WITH US? YOU ARE LISTENING, PARTICIPATING AND YOU CAN DEFINITELY DO THAT.
A LOT OF BOARDS HAVE DONE THAT.
SINCE YOU GET PAPER DOCUMENTS, HERE'S A -- FOR THOSE OF YOU WHO DO PAPER DOCUMENTS, WHEN YOU SIT DOWN AT THE TABLE, ARE THEY SEALED UP AND UNSEALING IT FOR THE FIRST TIME AT THE OARD MEETING?
>> THAT'S WHAT I'M GETTING AT.
ARE THEY PREPARED TO TALK ABOUT ENGAGEMENT.
AND BESIDES BEING PREPARED IN TERMS OF LOOKING AT IT, ONE OF THE PROTOCOLS IS IF THERE IS SOMETHING IN THE AGENDA THAT BOTHERS YOU OR YOU DON'T UNDERSTAND, WHAT'S YOUR ACCEPTED PRACTICE? AND THIS IS SOMETHING JOE WOULD NEED FROM YOU.
>> CHAIR D. FLORES: REPEAT THAT.
>> YOU SEE SOMETHING YOU DON'T UNDERSTAND IN THE AGENDA AND YOU HAVE SERIOUS CONCERNS ABOUT DURING THE BOARD MEETING.
>> CHAIR D. FLORES: I CAN'T SPEAK FOR EVERYBODY, BUT FOR MYSELF, TYPICALLY I'LL CONTACT BED LA, AND HAVE SUCH AND SUCH CALL ME.
LET THEM KNOW YOU HAVE A QUESTION.
>> CHAIR D. FLORES: FOR EXAMPLE, IF IT'S A FINANCIAL ISSUE, THERE CFO, I DON'T GO DIRECTLY TO THE CFO, TYPICALLY IT'S NOT JOE IF IT'S ON THE BOARD AGENDA BECAUSE THAT'S OUR BOARD EXECUTIVE.
I'LL CALL AND SAY I HAVE QUESTIONS.
ON THE RARE OCCASIONS I HAVE GONE DIRECTLY TO SOMEONE, I'LL LET JOE KNOW AND WHAT IT'S ABOUT.
>> CHANCELLOR MAY: WE GET HERE EARLY IN CASE THERE ARE QUESTIONS, WE ARE HERE TO --
BUT IF YOU HAVE A SERIOUS QUESTION AHEAD OF TIME, IT'S A GOOD IDEA TO LET HIM KNOW SO HE CAN BE PREPARED FOR IT.
BUT THEY ARE GOING TO COME UP WITH A DIFFERENT QUESTION THAT IS HARDER FOR STAFF TO ANSWER ON THE SPOT.
I ASSUME THE GOAL IS TO GET THE ANSWER, NOT TO EMBARRASS THE STAFF.
SO ANYTHING YOU CAN DO AHEAD OF TIME IS PLUS.
IT'S UP TO YOU WHAT YOU PROTOCOL IS WHETHER THEY CALL YOU OR WHOEVER.
BUT I LIKE THAT YOU ALSO SAID, WHOEVER YOU ARE TALKING WITH, WHENEVER YOU ARE TALKING WITH STAFF, UNLESS THE [INDISCERNIBLE] ASKED OTHERWISE, BASICALLY HOSE COMMUNICATIONS NEED TO GO THROUGH HIS OFFICE.
>> CHAIR D. FLORES: THAT'S IN OUR POLICY.
>> CHANCELLOR MAY: THE EXCEPTION IS WE HAVE THREE STANDING COMMITTEES THAT HAVE LIAISONS ASSIGNED BY JOE.
>> VICE CHAIR W. JAMESON: AND LEADERSHIP DIRECTOR, THOSE INDIVIDUALS.
I DON'T FEEL AN OBLIGATION I'M TALKING TO JOHN ROBERTSON, TO TELL JOE I TALKED TO HIM.
>> NO, THAT'S PART OF THE -- NOT ONLY HAS HE AGREED, THAT IS THE MOST IMPORTANT PART.
BUT IT'S ALSO PART OF THE DEFINITION OF THE COMMITTEE ROLE.
IF YOU HAVE A QUESTION ABOUT SOMETHING YOU HEARD IS GOING ON AT EASTFIELD COLLEGE, HOPEFULLY UNLESS YOU HOLD HIM DIFFERENTLY, HOPEFULLY YOU ARE NOT CALLING THE PRESIDENT OF EASTFIELD COLLEGE, YOU ARE TALKING TO CHANCELLOR, YOU MIGHT THEN TELL YOU TO CALL HIM.
SO BUT THAT'S WHAT I MEAN ABOUT COMMUNICATION PROTOCOL.
DID WE LEAVE ANYTHING ELSE OUT ON YOUR LIST?
I THOUGHT WE WERE REFERRING TO ABOUT [INDISCERNIBLE] THAT'S GOOD.
>> D. ZIMMERMANN: SOME OF US ARE BETTER AT FINDING TYPOS OR OTHERS.
>> THERE IS ALWAYS ONE OF THOSE ON EVERY BOARD.
YOU GET THE SENSE, YOU ARE [INDISCERNIBLE].
I KNOW JOE YOU HAVE BEEN HERE FIVE YEARS, JOE? SOMETHING LIKE THAT.
THERE IS A LITTLE BIT OF DANGER WHEN -- WE LOVE IT YOUR CEO HAS BEEN HERE THAT LONG.
HE'S EXCEEDED THE NATIONAL AVERAGE, AND THAT'S GREAT.
WITH A LITTLE BIT OF DANGER OF THAT IN THAT YOU CAN START TO TAKE THINGS FOR GRANTED.
[02:10:01]
THAT'S WHY IT'S GOOD TO BACK OUT AND DO SOME OF WHAT WE'RE DOING TODAY.IN YOUR PACKET, I'M NOT GOING TO READ IT.
I REFERENCED IT SEVERAL TIMES.
I WOULD LIKE YOU TO EE IT, ACCT LOGO, TRUSTEES' ROLES AND RESPONSIBILITIES.
AND UNDOUBTEDLY OLD HAT FOR VETERANS BUT NEW FOR OTHERS.
EVERYBODY FIND IT OKAY? I WANT TO MAKE SURE YOU FIND IT.
WHAT THIS IS TALKING ABOUT HERE, YOU TALKED WHY YOU ARE ON THE BOARD.
THIS IS REMINDING YOU ONCE YOU ARE ON THE BOARD, YOU REPRESENT EVERYBODY.
>> VICE CHAIR W. JAMESON: OVERA.
>> CHAIR D. FLORES: IT'S A BOTH AND BUT NOT EXCLUSIVELY AN END.
BUT THERE ARE TIMES YOU MIGHT NEED TO ADVOCATE MORE BECAUSE OF THE LACK OF.
AND YOU CAN HAVE A -- YOU ALSO HAVE ADVOCATE BECAUSE OF YOUR PERSPECTIVE.
IF YOU HAVE A REAL INSIGHT TO LET'S SAY VETERANS, AND THE OTHER BOARD MEMBERS DON'T, YOU MIGHT BE ABLE TO SAY, THERE IS UNIQUE BARRIERS HERE.
WHAT CAN WE DO ABOUT THAT? AND WHAT ARE WE DOING ABOUT THAT? AT THE SAME TIME YOU ARE REPRESENTING AND LOOKING OUT FOR THE WHOLE INTEREST.
NOW, IN A DISTRICT AS LARGE AS YOURS WITH SEVEN COLLEGES, WHEN IT COMES TO SPENDING MONEY, ESPECIALLY ON CAPITAL CONSTRUCTION ITEMS, THAT BECOMES A DIFFICULT ISSUE.
AND YOU ARE GOING TO HAVE TO HAVE A DEBATE IN ALL LIKELIHOOD.
THAT SAID, REMEMBER, I'M HERE AS PROVOCATEUR.
I LIKE TO SAY, I WATCH YOUR BOARD MEETINGS, I SHOULD NOT WE ABLE TO TELL FROM WHAT GEOGRAPHICAL BASE YOU ARE COMING FROM.
BECAUSE WESLEY MAY ARGUE STRONGLY FOR MONICA'S AREA BECAUSE IT'S SO OBVIOUSLY -- WHATEVER.
SO YOU ARE PUTTING THE BEST INTEREST WAY UP HERE.
AT THE SAME IME, IF YOU FEEL LIKE A CONSTITUENCY NEEDS MORE ATTENTION, THAN THAT'S OKAY TO BRING IT UP AND IF YOU KEEP EVERY BODY'S SENSITIVITY UP WHILE YOU ARE -- LOOKING AT THE WHOLE PICTURE AT THE SAME TIME.
AND THAT CAN BE HARD BECAUSE THEN WE HAVE A TENDENCY TO BE SO STRONG WITH VALUES, WHICH WE KNOW ARE BETTER THAN EVERYBODY ELSE'S OF COURSE.
THEN IT'S REALLY HARD TO SAY, WELL, YOU KNOW, WHY DON'T YOU SEE IT MY WAY? AND THEN I'M BACK TO THE CONVERSATIONS AGAIN.
ULTIMATELY, YOU HAVE TO GO BACK AND SAY I AGREE E NEED TO DO THAT.
I'M CONCERNED AT THE SAME TIME THAT WE'VE BEEN IGNORING THIS, HOW DO WE DO BOTH? DOES IT HAVE TO BE EITHER OR.
>> VICE CHAIR W. JAMESON: JUST BECAUSE YOU HAVE A CONCERN IN ONE AREA, AS THAT GET SAID CORRECTED OR DISCUSSED, IT ACTUALLY RAISES OR GIVES YOU AN OVERALL IMPROVEMENT TO THE WHOLE PROCESS.
I THINK THE KIND OF THINGS THAT GET YOU IN TROUBLE IS WHEN YOUR ADVOCACY IS THE SAME CONSTITUENCY FOREVER AND EVER.
IN OTHER WORDS, YOUR GOAL AS A BOARD MEMBER IS TO INFLUENCE THE OTHER BOARD MEMBERS.
TO INFLUENCE, THEY HAVE TO SEE AND YOU GAIN RESPECT FROM THEM AS YOU SHOW YOU CAN LOOK AT THE WHOLE PICTURE.
THEN WHEN YOU GET READY TO ADVOCATE, IT'S NOT QUID PRO QUO.
REMEMBER, WHEN SHE WAS ALSO ADVOCATING FOR THIS AND NOW SHE'S SAYING HAT.
I'M TRYING TO KEEP YOU FROM GETTING IN OPPOSITE CORNERS OF THE ROOM AND NOT MOVING, WHICH CAN BE A PROBLEM.
ESPECIALLY WHEN I READ ALL YOUR BIOS, YOU ALL HAD LOTS OF INFLUENCE IN YOUR RESPECTIVE AREAS AND.
IT HAS TO BE A LITTLE BIT HARD TO STEP IN AND SAY I HAVE TO CONSULT WITH SIX OR SEVEN OTHER PEOPLE.
[02:15:01]
WE TALKED ABOUT THE CHIEF EXECUTIVE OFFICER.I MENTIONED THE POSITIVE CLIMATE.
LET ME TALK ABOUT MONITORING FROM TIME TO TIME.
BECAUSE SOMETIMES TRUSTEES ARE FRUSTRATED, PARTICULARLY NEW ONES.
AND THEY WILL SAY, IF I STAY UP HERE AT THE POLICY LEVEL ALL THE TIME, H HOW DO I MAKE SURE THINS ARE GETTING DONE THAT ARE SUPPOSED TO? YOU MONITOR IT.
YOU SET POLICY AND DIRECTION, JOE AND STAFF MAKE IT HAPPEN.
YOU MONITOR IT AND YOU AS A BOARD HAVE TO DECIDE HOW YOU MONITOR IT.
WHAT THE KINDS OF REPORTS YOU WANT.
AND YOU SHOULD AGREE ON THOSE BY THE WAY.
AND IDEALLY CREATE ONCE A YEAR A CALENDAR OF THE MAJOR REPORTS THAT ARE GOING TO BE DONE AND WHEN THEY ARE GOING TO BE DONE SO HE AND HIS STAFF HAVE AT LEAST A CHANCE OF HAVING THEM ALL DONE TO MEET YOUR NEEDS AND IT'S NOT SOMETHING THAT COMES UP THIS MONTH AND OH, BY THE WAY THIS WHAT WE WANT.
THE LAST ONE, THAT IS CLEARLY A PART OF THE NEW ROLE.
I DON'T KNOW HOW ACTIVE YOU ARE, IT SEEMS LIKE A PRETTY POLITICALLY SOPHISTICATED GROUP.
SO I'M GUESSING, I'M LOOKING AT YOU JOE, ARE THEY VERY INVOLVED WITH YOUR LEGISLATURES AND GETTING YOUR SUPPORT? GOOD.
AND THEN THE LAST ONE IS BEING A TEAM.
SO LET'S SEE HOW WELL YOU ARE DOING.
I WOULD LIKE YOU TO USE THIS AS A QUIZ.
FOR EACH OF THESE ITEMS, LET'S -- WE'LL MAKE IT EASY.
LET'S DO A LIKERT SCALE OF 1-5.
GIVE YOURSELF A 5 IF YOU THINK THE BOARD DOES IT REALLY WELL.
IF YOU ARE REALLY, REALLY POOR, GIVE YOURSELF A 1 OR SOMEWHERE IN BETWEEN.
GIVE A SCORE OF 1-5 FOR EACH OF THE 20 ITEMS. YOU COULD STRETCH THIS AND CALL THIS A SELF-EXCEPT FOR PURPOSES OF ACCREDITATION.
>> CHAIR D. FLORES: I HAVE A QUESTION ON THAT VERY FIRST ONE.
BROAD POLICIES AND ROLES AND NOT DIRECTING THE PRESIDENT OR CHANCELLOR, BLAH, LAH, BLAH.
TWO OR THREE YEARS AGO, WE WANTED TO ENGAGE THE, I FORGET THE TERM, THE NONCONSUMER.
WE NEEDED PEOPLE LIKE THEM THAT HAVE COME TO US, GONE THROUGH THE SYSTEM, TO GO BACK AND WORK WITH THEM AND TRY TO BRING THEM IN.
THAT DOESN'T REALLY -- YOUR BROAD POLICY DIRECTION WOULD BE WANT YOU TO GO OUT THERE AND FIND THE ONES WHO HAVE NEVER COME, WHY THEY AREN'T COMING, IS THAT WHAT YOU ARE SAYING? FROM PARTICULAR GROUPS.
THIS IS A HIGH PRIORITY TO REACH THOSE PEOPLE.
FIGURE OUT HOW TO DO THAT AND PLEASE DO THAT.
YOU COULD HAVE A BRAINSTORMING SESSION THAT SAID SOMETHING ALONG THE LINES, MAYBE IT WOULD HELP IF WE SENT PEOPLE THAT LOOK LIKE THEM, CAME FROM THAT NEIGHBORHOOD, WHATEVER.
>> CHAIR D. FLORES: YEAH, WE SAID THIS IS WHAT THE WE WOULD LIKE TO SEE, AS A RESULT THEY CAME UP WITH THE STREET TEAM.
>> THAT'S A GRAY AREA, DIANA, BECAUSE TECHNICALLY YOU SET THE GOAL.
THEY IDEALLY WOULD COME BACK WITH A PLAN THAT YOU WOULD DO.
BUT IT'S REALLY GIVE AND TAKE.
IF YOU AS A BOARD GOTTEN TOGETHER WITHOUT ANY DIALOGUE WITH YOUR READER AND SAID WE THINK YOU NEED A TEAM THAT DOES BLAH, BLAH, AND TAKE $300,000 OUT OF THE BUDGET, THAT'S THE STUFF SAN FRANCISCO COLLEGE SAID ALL THE TIME.
BUT YOU CAN HAVE DISCUSSION, ABSOLUTELY.
ESPECIALLY IF IT'S BY THE WHOLE BOARD.
SOMEBODY ASKED, HOW DO YOU TELL WHEN IT'S MICROMANAGEMENT VERSUS POLICY? AND IT'S HARD, HERE'S ONE OF MY OWN CRITERIA I THINK WORKS.
IF ONE PERSON IS TELLING HIM TO DO IT, IT'S PROBABLY OPERATIONS.
BECAUSE THEY ARE TELLING HIM HOW TO DO IT.
IF THE WHOLE BOARD IS HAVING A DIALOGUE, IT'S LESS LIKELY TO BE THAT BECAUSE THEN THE ONE THING TO KEEP EACH OTHER HONEST IF YOU STARTED TO GET TOO FAR INTO THE WEEDS.
FOR ANOTHER, IT DA DOESN'T UNFOD
[02:20:03]
THE SAME, ESPECIALLY IF IT'S GIVE OR TAKE DIALOGUE.I'LL GIVE YOU A COUPLE OF MORE MINUTES.
DID YOU FIND ANYWHERE YOU GAVE YOURSELF, A SCORE OF 3 OR LESS? 3, 2, OR 1? ANY IN THERE HAT YOU THINK YOU DID A GOOD JOB.
>> CHANCELLOR MAY: I PUT THAT ON NUMBER 2, BOARD OPERATES AS A UNIT WHEN DECISIONS ARE MADE.
>> THAT'S AN ISSUE WE WERE TALKING ABOUT EARLIER.
>> VICE CHAIR W. JAMESON: A 2 ON THE LAST ONE BECAUSE I DON'T THINK ACCREDITATION STATUS IS IN LINE AT ALL.
>> I THAT'S BIT STRONG LANGUAGE.
>> VICE CHAIR W. JAMESON: BREAK THE NEWS THAT ACC --
>> YOU DON'T HAVE COLLECTIVE BARGAINING.
>> CHAIR D. FLORES: THE CHANCELLOR DOES, NOT THE BOARD.
>> OKAY, IT'S RELEVANT THOUGH, THAT'S MY POINT.
IF IT'S OT UNION, THE SUBSTITUTE CAN MEET WITH THE REPRESENTATIVE.
YOU SHOULDN'T MEET WITH THEM DIRECTLY WHILE HE'S NEGOTIATING WITH THEM.
>> CHAIR D. FLORES: THAT'S ONGOING IN TERMS OF MEETINGS THEY HAVE.
>> CHAIR D. FLORES: ALWAYS IN THAT MODE.
FIRST OF ALL, THIS IS STRONGER LANGUAGE ABOUT EVEN IF YOU ARE CONCERNED ABOUT ACCREDITATION, I'M NOT SURE YOU PUT IT ABOVE ALL OTHER CONCERNS, THOSE ARE DESIGNED FOR THE COLLEGES IN TROUBLE WITH ACCREDITATION.
ON THE OTHER THING YOU SHOULD THINK ABOUT ACCREDITATION ONCE IN A WHILE.
THAT IS THE QUALITY CONTROL OF OUR PROFESSIONAL.
WHEN IS YOUR NEXT VISIT? YOU JUST WRAPPED UP? YOU ARE IN THE RELEASE TIME PERIOD.
ONCE YOU ARE GEARING UP FOR THE NEXT REPORT OR WHATEVER, YOUR QUESTION, DOES THE ACCREDITATION TEAM COME DOWN ON THE BOARD HARD FOR BEHAVIOR? IF YOU DON'T KNOW ANYTHING ABOUT ACCREDITATION, THEY --
THEY WANT WHEN THEY COME, THEY WANT TO INTERVIEW YOU ABOUT HOW THINGS WORK.
WHEN THIS SELF-STUDY WAS DONE, DID THEY COME TO YOU FOR APPROVAL.
DID YOU UNDERSTAND WHAT ACCREDITATION IS? FOR THE NEWER PEOPLE ON THE BOARD, I HAVE A ONE-PAGE HANDOUT I CAN SEND YOU, WHAT IS ACCREDITATION AND WHY DOES IT MATTER BECAUSE IT REALLY MATTERS.
I CAN PROMISE YOU JOE AND HIS COLLEAGUES LIVE BY IT.
TWO, WHETHER OR NOT YOU OPERATE AS WHOLE.
WHERE IS ANOTHER ONE THAT IS LOWER? IF NOT, YOU DID REALLY, REALLY WELL.
ANYONE OF THEM YOU THINK WE SHOULD TALK ABOUT? OR THAT YOU DON'T UNDERSTAND?
>> VICE CHAIR W. JAMESON: I TEND TO THINK FROM TIME TO TIME THE BOARD GETS TOO INVOLVED IN PERSONNEL DECISIONS.
[02:25:01]
DECISIONS, NOT ALL.I STATED THIS PROBABLY BEFORE THAT I DON'T KNOW WHY WE APPROVE ALL THE CONTRACTS FOR EMPLOYEES AND FACULTY CONTRACTS.
YOU NOW, I'M CONCERNED AS I THINK EVERY MEMBER OF THE BOARD IS WITH ETHNIC PARTICIPATION, MIRRORING OUR COMMUNITY.
I DON'T THINK IT'S APPROPRIATE THE BOARD MEMBERS REVIEW THE ETHNICITY OF EVERY HIRE.
THAT REALM OF ACTIVITY IS IN MY MIND CLEARLY THE PROVINCE OF MANAGEMENT AND NOT US.
AND YOU KNOW, WE'VE LOST SOME HIRES, I THINK HERE BECAUSE OF ISSUES WITH THE BOARD.
>> P. RITTER: I THINK IT'S SOMETHING WE NEED TO TALK ABOUT.
>> YOU TECHNICALLY, YOU HAVE ONE EMPLOYEE.
LITERALLY, YOU HAVE ONE EMPLOYEE.
NOW IT MAY BE THAT TEXAS CODE REQUIRES A BOARD TO APPROVE YOUR RECOMMENDATION, DO THEY? SOME STATES DO, SOME DON'T.
>> CHANCELLOR MAY: NOW THE BOARD IS THE ULTIMATE AUTHORITY BY STATUTE, THEY ARE ALLOWED TO DELEGATE.
>> IN MANY DISTRICTS THE BOARD DOES NOT PARTICIPATE IN THE HIRING ISSUES AT ALL.
EVEN INDIVIDUAL HIRINGS, ABSOLUTELY NOT.
AGAIN, I'M GOING TO GO BACK TO ACCREDITATION.
IF THE BOARD STARTS INDIVIDUAL HIRING, Y YOU ARE GOING TO GET T WITH THAT BECAUSE IT'S NOT YOUR ROLE.
YOU SPEAK OF ETHNICITY, IT IS A MONITORING ROLE TO SAY WHAT ARE OUR NUMBERS.
HOW DO WE COMPARE TO OUR COMMUNITY? HOW DO WE COMPARE TO OUR STUDENT BODY? AND IF THE GOAL IS TO DIVERSIFY OUR STAFF, I DON'T KNOW OF ANY COLLEGE FOR WHOM THAT ISN'T A GOAL, A FEW MAYBE BUT MOST EVERYBODY IS WORKING ON THAT GOAL.
IT'S APPROPRIATE YOU ET REPORTS THAT SHOW YOU WHAT PROGRESS YOU ARE MAKING PERIODICALLY.
IN TERMS OF INDIVIDUAL DECISIONS, THAT IS NOT YOUR ROLE.
AND I DON'T KNOW, I'M NOT GOING TO PLAY LEGAL COUNSEL HERE, YOU GOT YOUR OWN.
I THINK YOU MIGHT EVEN BE TREADING ON THIN ICE TO BE ASKING THAT QUESTION ABOUT A PERSON.
WHEN WE HIRE THEM, WE KNOW IT'S ILLEGAL TO ASK QUESTIONS, ABSOLUTELY, ILLEGAL ABOUT ETHNICITY, SEXUAL ORIENTATION, RELIGION, AGE, YOU KNOW THE LIST.
JUST PUT A SEARCH COMMITTEE THROUGH THAT TRAINING LAST THURSDAY.
ONCE THEY RE HIRED YOU CAN TRACK THE DATA, NOT BY INDIVIDUAL PERSON.
I WOULD JUST THAT MAYBE SOMETHING YOU NEED TO TALK MORE ABOUT.
FROM A COUPLE OF PERSPECTIVES.
ONE IS THE LEGAL PERSPECTIVE, WHICH I'LL DEFER.
BUT THE OTHER IS THE ETHICAL PERSPECTIVE.
BECAUSE THE REAL ISSUE IS ARE WE DIVERSIFYING AND MAKING PROGRESS? THAT IS THE NUMBERS IN THE CUMULATIVE.
AND IT SHOULD BE AGGREGATED TO THIS EXTENT, THE STAFF OR WHATEVER TERMS, PARAPROFESSIONALS, MANAGERS, FACULTY, ADJUNCT, YOU CAN AGGREGATE IT THAT WAY FOR SURE AND PROBABLY WANT TO.
BECAUSE OTHERWISE LET'S FACE IT, YOU WILL HAVE MORE DIVERSITY N THE LASSIFIED RANGE THAT THE FACULTY RANGE.
FOR MOST OF OUR INSTITUTIONS, THE CHALLENGE IS THE FACULTY RANGE.
I'M THINKING OF MY OWN EXPERIENCE IN THE CENTRAL VALLEY OF CALIFORNIA, WITH SOME WORK, WE WERE ABLE TO DIVERSIFY OUR MANAGEMENT RANGE.
THE FACULTY WAS THE HARD ONE TO CRACK.
MOSTLY BECAUSE THE FACULTY CONTROLLED THE PROCESS.
AND SO IT TAKES A LOT OF WORK AND IT SN'T JUST A MATTER OF HIRING, JUST AN ASIDE.
WE'RE GOING TO TALK ABOUT EQUITY LATER TOO.
YOU WANT TO DIVERSIFY YOUR FACULTY, YOU HAVE WONDERFUL POLICIES, AND YOU SHOULD.
AND YOU SHOULD HAVE CAREFUL MONITORING.
WHAT IS REALLY GOING TO CHANGE IT IS WHEN YOU CHANGE SOME PEOPLE'S HEARTS.
SO A LOT OF OUR EFFORT WENT INTO PROFESSIONAL DEVELOPMENT FOR FACULTY ABOUT WHY HAVING A DIVERSE FACULTY WAS BETTER FOR STUDENT ACHIEVEMENT AS MUCH AS WHAT I WAS TRYING TO DO FROM THE OTHER END.
BUT YOU RAISE A GOOD QUESTION IN TERMS OF SETTING THE DIRECTION.
WE LOOK AT THE REPORTS AND SEE IF YOU ARE MAKING PROGRESS.
IF YOU HAVE SOME GOOD IDEAS, ESPECIALLY YOUR EARLIER POINT, BY THE WAY I SAW A BOARD MEMBER SAY TO THE PRESIDENT IN FRONT OF ME, I JUST WENT TO THESE THREE EVENTS, HAPPENED TO BE THE LATINO COMMUNITY, AND WE DIDN'T HAVE A BOOTH THERE AND OTHER ORGANIZATIONS DID.
[02:30:02]
SHE WASN'T TELLING HIM WHAT O DO BUT SHARING HER EXPERTISE SAYING HERE'S AN IDEA ND OF COURSE HE RAN WITH IT.THE BOARD CAN BE INVOLVED THAT WAY BUT ON AN INDIVIDUAL BASIS YOU ARE TREADING ON THIN ICE ON THAT ONE.
COUNSELOR CAN HELP YOU WITH THAT.
DO YOU HAVE OTHERS ON HERE YOU THINK YOU COULD DO AN EVEN BETTER JOB OF? I'M NOT TRYING TO BEAT YOU UP.
SINCE YOU HAVEN'T DONE A BOARD SELF-ASSESSMENT IN A LONG TIME, NOW YOU ARE.
AND RIGHT BEHIND THERE, THE NEXT THING IS THREE CASE STUDIES.
ARE YOU ALL OKAY ITH USING THIS AS THE BOARD ASSESSMENT?
>> WE CAN GET YOU A BETTER ONE.
>> CHAIR D. FLORES: NO, BECAUSE WE'VE GONE THROUGH THIS, THINK IF THIS AVERAGES OUT WHAT THE RESPONSES WERE.
>> YOU ARE REALLY GOING TO GIVE YOURSELF CREDIT.
>> I LOVE THE IDEA OF SEEING THE OTHER TOOLS AVAILABLE.
I THINK EVERYONE SHOULD HAVE GOTTEN IT.
>> CHANCELLOR MAY: THERE ARE BETTER QUESTIONS THAN THESE.
>> THIS IS MORE LIKE GUIDANCE.
THE WORDING WASN'T QUITE PERFECT FOR RANKING.
>> REMEMBER, IT WAS WRITTEN INITIALLY FOR A COLLEGE THAT WAS HAVING EVERY ONE OF THOSE PROBLEMS. SO THAT'S WHY I SAID, I PROBABLY SHOULD HAVE TONED IT DOWN.
SO WE HAVE THREE ASE STUDIES HERE.
AND I'M GOING TO SUGGEST THAT -- WE HAVE EIGHT PEOPLE.
SO THE FIRST ONE IS ON COMMUNICATION PROTOCOLS.
I'M GOING TO SUGGEST THAT YOU THREE PEOPLE WORK AS A TEAM TO ANSWER THAT NE.
AND YOU TWO SINCE YOU WORK TOGETHER ALL THE TIME, THAT YOU DO THE ONE THAT IS CALLED THE ROGUE BOARD MEMBER.
AND THEN THE THREE OF YOU AT THIS SIDE OF THE TABLE, YOU TAKE THE ONE THAT SAYS, WORKING WITH THE MEDIA.
TAKE ABOUT 10 MINUTES AS A GROUP AND FIGURE OUT WHAT THE ANSWER SHOULD BE AS FAR AS YOU ARE CONCERNED FOR YOUR DISTRICT.
EVERYBODY GOT THEIR ASSIGNMENT? SO YOU CAN'T TAKE THE TEACHER OUT OF THE TEACHER.
[02:37:07]
>> WE ARE GETTING TO THE END OF III.
LET'S HEAR YOUR ANSWERS AND SEE IF YOUR COLLEAGUES GREE.
THE FIRST ONE WAS COMMUNICATION PROTOCOLS.
WESLEY, ARE YOU THE REPORTER? YOU LOOK LIKE YOU ARE PREPARED.
>> VICE CHAIR W. JAMESON: ASK HIM TO ADDRESS THE COMPLAINTS YOU REMEMBER THE BOARD OF TRUSTEES, WHAT DO YOU DO IF THE CONSTITUENT IS A MEMBER OF THE COLLEGE STAFF? WE WOULD REPORT THEM TO THE IMMEDIATE SUPERVISOR OR HUMAN RESOURCES DEPENDING ON THE NATURE.
>> VICE CHAIR W. JAMESON: YEAH.
>> ANYBODY ELSE WANT TO ADD ANYTHING TO THAT?
>> CHAIR D. FLORES: IF IT AD POLICY IMPLICATIONS, WE CAN'T GET INTO OPERATIONAL.
IF IT HAS POLICY IMPLICATIONS, I BRING IT TO THE BOARD FOR DISCUSSION.
LET ME BACK TRACK, TAKE IT TO THE CHANCELLOR AND ASK HIM AND LEGAL COUNSEL, HAVE WE VIOLATED POLICIES.
>> THAT'S WHAT I WAS LOOKING FOR THERE.
IF YOU AS A BOARD MEMBER GET APPROACHED BASICALLY BY ANYBODY, WHATEVER ELSE YOU DO, YOU NEED TO LET YOUR CHANCELLOR KNOW IT'S GOING ON.
>> CHANCELLOR MAY: SOMETIMES IT'S NOT OBVIOUS WHAT IS HAPPENING.
>> THAT'S AN EASY WAY TO DO IT.
BECAUSE YOU HAVE ONE EMPLOYEE.
AND THE REFERRAL TO THE SUPERVISOR COMPLAINING OR EVEN THE COLLEGE PRESIDENT.
ANY OF THE ABOVE, IF THEY FEEL LIKE I HAVE DONE ALL THAT, THEN YOU SAY, HAVE YOU TAKEN IT TO H.R., HAVE YOU TAKEN IT TO THE CHANCELLOR? NO, I DON'T WANT TO DO THAT.
THAT'S BY WAY OF CAUTION WITH EMPLOYEES.
STRONGLY RECOMMEND YOU NEVER PROMISE EMPLOYEES WHAT THEY TELL YOU IS CONFIDENTIAL.
IF THEY START OUT BY SAYING I'M GOING TO TELL YOU SOMETHING CONFIDENTIAL, YOU SHOULD STOP THEM RIGHT THERE.
BECAUSE YOU HAVE A LEGAL OBLIGATION TO FOLLOW-UP ON CERTAIN THINGS, NOT EVERYTHING BUT CERTAIN THINGS. ANYTHING THAT IS DISCRIMINATION OR HARASSMENT YOU AVE A LEGAL OBLIGATION TO FOLLOW-UP O DON'T TELL THEM YOU ARE NOT GOING TO FOLLOW-UP.
IF THEY SAY I CAN'T TELL YOU, HERE ARE PEOPLE YOU CAN TELL AND H.R. IS A CLASSIC PLACE TO START OR TITLE 9.
THAT'S WHY YOU WANT TO GET YOURSELF OUT OF THAT POSITION AND HAND IT OVER DO THE PEOPLE WHO ARE SUPPOSED TO DO IT AND ARE TRAINED TO DO IT.
[02:40:02]
CHANCELLOR ABOUT WHAT IS GOING ON.>> CHAIR D. FLORES: I LEARNED EXACTLY WHAT YOU ARE SAYING THE HARD WAY.
SOMEONE IN THE DISTRICT THAT IS A FRIEND CAME TO ME, DON'T TELL ANYBODY.
SINCE THEY TOLD ME DON'T SAY ANYTHING, I WENT ON THE FRIEND ROUTE INSTEAD OF THE TRUSTEE ROUTE.
SO THEN ANOTHER ISSUE CAME UP, SAME THING, EMPLOYEE TOLD ME SOMETHING THAT HAD TO DO WITH FIDUCIARY RESPONSIBILITY: I TOLD JOE.
I'M REPORTING THIS TO YOU SO YOU CAN HAVE IT LOOKED INTO.
THE FIRST EVENT ON THE HARASSMENT, NEVER AGAIN.
I WILL NOT GET CAUGHT THAT WAY EVER AGAIN.
>> THANK YOU FOR SHARING THAT.
THAT WAS ONEF OF THE ISSUES THAT DID THE CHANCELLOR PIMA IN AND THE BOARD.
BECAUSE ALLEGATIONS WERE MADE AGAINST THE CHANCELLOR TO SOME BOARD MEMBERS WHO CHOSE NOT TO TELL ANYBODY ELSE.
AND SO WHEN IT UNFOLDED, THAT NOT ONLY WERE THE ALLEGATIONS TRUE, THAT BECOMES THE CHANCELLOR'S PROBLEM.
BUT IT BECAME A BOARD PROBLEM BECAUSE BOARD MEMBERS KNEW AND DIDN'T DO ANYTHING ABOUT IT.
THAT'S IN TROUBLE WITH THE ACCREDITATION.
IT WASN'T THE CHANCELLOR THAT GOT THEM IN TROUBLE WITH ACCREDITATION, IT WAS THE BOARD.
>> WHAT IS THE APPROPRIATE ACTION, GO TO THE ATTORNEY?
>> IF IT'S ABOUT THE CHANCELLOR, YOU GO TO THE CHAIR AND THEN YOUR ATTORNEY.
>> THAT WAS A VERY UNUSUAL ONE.
WE ALL LIVED THROUGH THAT PAINFULLY.
A MEMBER OF THE COMMUNITY, WHAT DO YOU DO?
IF IT'S A COMMUNITY ISSUE WE'RE INVOLVED IN, LET'S SAY WE'RE DOING A HIGH SCHOOL RECRUITING EVENT AND THEY WANT TO BECOME A PART OF THAT, TO WHOEVER HANDLES THAT EVENT, [INDISCERNIBLE] CHANCELLOR AND LET HIM DO THAT.
>> OKAY, REMEMBER, THIS IS SOMEBODY [INDISCERNIBLE].
IF THEY ANT TO ASK, MY SON WANTS TO GO THERE NEXT YEAR, HERE'S WHERE THE COUNCILOR'S OFFICE IS.
THIS IS SAYING THE COMMUNITY MEMBER IS UNHAPPY WITH SOMETHING THE COLLEGE DID, THEN YOU ARE WANTING TO REFER THAT TO A HIGHER LEVEL THAN WHO DID IT.
COULD BE THE PRESIDENT OR CHANCELLOR.
ACTUALLY KIND OF DEPENDS ON HOW JOE FEELS ABOUT IT.
>> C. COMPTON: THINKING MORE OR LESS IF IT'S ONE OF YOUR CONSTITUENTS.
AND THEN IN THAT CASE I WILL AN OBLIGATION TO HELP HEM GET THEIR CONCERN ADDRESSED.
IN MY CASE, MY MENTALITY IS ALWAYS START AT THE TOP AND WORK MY WAY TO THE BOTTOM.
>> I WOULD AGREE WITH YOU 75%.
YOU HAVE A CONCERN WITH THE COMMUNITY.
YOU WANT TO MAKE SURE IT GETS ADDRESSED BECAUSE IT MAY OR MAY NOT BE ACCURATE, BUT IT MAY BE.
>> C. COMPTON: I ALWAYS TELL HIM IS JUST KEEP ME IN THE LOOP AND LET ME KNOW WHAT HAPPENS.
>> I'M NOT THE PERSON WHO WILL RESOLVE IT.
>> CHAIR D. FLORES: THAT'S ONE OF MY [INDISCERNIBLE]
>> C. COMPTON: SOMETIMES, YOU KNOW, IF I'M SURE ABOUT WHAT THE ISSUES ARE AND WHO HAS THOSE AND SO FORTH THEN, YOU KNOW, I MAY SEND IT TO SOMEBODY ELSE.
>> C. COMPTON: I SEND IT TO [INDISCERNIBLE] OCCASIONALLY.
>> WHAT YOU DON'T WANT TO DO IS BE THE ONE THAT GOES ON CAMPUS AND MEETS WITH THE DIRECTOR OF FACILITIES ON THAT CAMPUS AND SAY WHY HAVEN'T YOU FIXED THIS.F I MADE THE MISTAKE --
I MADE THE MISTAKE THE OTHER DAY, I WAS ON AN 100--YEAR-OLD CAMPUS, I WAS TALKING ABOUT WHAT THEY WANTED IN THE NEW PRESIDENT AND THEY MENTIONED FACILITIES.
IT'S A GOOD IDEA BECAUSE I USED A COUPLE OF RESTROOMS THAT REALLY NEED ATTENTION SOON, NOT LATER.
AND I WAS KIND OF, I'M GETTING OVER SURGERY, AND I HAD MY CANE
[02:45:02]
WITH ME AT THE TIME.AND SAID, THE ACCESSIBLE BUTTONS DON'T WORK.
AND SO THEN ONE TRUSTEE CAME UP TO ME, WHERE IS THE RESTROOM.
OH, SHOOT, YOU NEVER SHOULD HAVE SAID THAT.
POINT IS THAT IT'S NOT HER JOB TO FIX IT.
INTERIM PRESIDENT WILL TAKE CARE OF IT.
I THINK SHE'S DEFINITELY A PERSON WHO LIKES TO KEEP THINGS UNDER ONTROL AND GET IT DONE.
BUT I'LL GIVE HER THE BENEFIT OF THE DOUBT.
>> C. COMPTON: BECAUSE I'M NOT INTO MICROMANAGING, A LOT OF TIMES I'M REALLY NOT SURE WHAT'S GOING ON.
ESPECIALLY IF THE DISTRICT IS YOURS.
>> C. COMPTON: YOU KNOW, AND HEY, F IT'S NOT WORKING RIGHT, BY THE TIME IT WORKS IT'S WAY UP TO ME, EVEN FROM THAT OMMUNITY PERSON OR SOMEBODY INTERNALLY, I WILL HAVE A PRETTY GOOD UNDERSTANDING AS TO WHAT IS HAPPENING, WHAT THE RESOLUTION IS AND IF I DON'T AGREE WITH IT, THEN I'LL EXPRESS IT WITH THEM AND DISCUSS IT WITH [INDISCERNIBLE]
>> YOU HAD ONE MORE, ANOTHER CIRCUMSTANCE.
>> IF IT'S A MEMBER OF THE BOARD, WE WOULD BRING IT TO THE ENTIRE BOARD TO DISCUSS.
>> CHAIR D. FLORES: JOE SAYS THAT'S ABOVE HIS PAY GRADE.
>> THAT IS ONE SMART CHANCELLOR.
>> CHAIR D. FLORES: BASICALLY WHERE A BOARD CHAIR CAN TALK TO A BOARD MEMBER.
IF THE ISSUE CONTINUES OR THE INDIVIDUAL BOARD MEMBERS CONTINUES, IT SHOULD BE DISCUSSED BY THE FULL BOARD.
AND WE HAVE THIS SITUATION WHERE WE'VE HAD A BOARD MEMBER, A COUPLE OF BOARD MEMBERS OR THE MAJORITY NOT BEING COMFORTABLE ON AN ISSUE, NOT FEELING LIKE THEY HAVE OTTEN ENOUGH INFORMATION SO WE'LL CALL A WORK SESSION ON THE ISSUE TO GET THE DATA PRESENTED TO US REGARDING THE ISSUE, ET CETERA, ET CETERA.
HAVE AN AMPLE OPPORTUNITY FOR QUESTION AND ANSWER TO WHERE BOARD MEMBERS HOPEFULLY FEEL COMFORTABLE ENOUGH, TO TAKE ACTION IF NEEDED OR GET A CONSENSUS.
>> OF COURSE, ON THE BIGGER PICTURE, IT GOT BLOWN OUT OF PROPORTION, YOU BACK TO THE CODE OF ETHICS.
>> CHAIR D. FLORES: SO NOTED, WE DON'T HAVE THAT.
>> BUT YOU ARE ABSOLUTELY CORRECT.
THE LAST ONE, WORKING WITH THE MEDIA.
AFTER A HEATED DISCUSSION, THE BOARD MAKES A DECISION O TERMINATE THE CHANCELLOR'S CONTRACT.
THE LOCAL MEDIA CAN HARDLY WAIT UNTIL THE CONCLUSION OF THE MEETING TO TALK TO THE BOARD CHAIR, WHO WAS ONE OF THE MEMBERS WHO VOTED AGAINST THE POSITION.
HOW SHOULD THE CHAIR HANDLE THE MEDIA? WE AGREE THE CHAIR IS A SPOKESPERSON FOR THE BOARD.
SO SHOULD SPEAK ON BEHALF OF THE BOARD MAKING THIS POSITION.
ON THE SECOND ONE WE KIND OF DISAGREEDED A LITTLE BIT ON WHETHER THE CHAIR CAN EXPRESS THEIR OWN OPINION ON THE DECISION.
I WAS MORE OF THE NOT THAT THE CHAIR SHOULD NOT SHARE THEIR OWN PERSONAL DECISION.
IF THEY DIDN'T FEEL COMFORTABLE SPEAKING FOR THE BOARD, MAYBE THEY SHOULD DEFER TO THE VICE CHAIR TO BE THE SPOKESPERSON.
PHIL THOUGHT MAYBE WE COULD ADD THAT PART.
BUT AT THE SAME TIME, STILL DO THE OTHER PART FIRST --
>> DO THE OTHER PART FIRST AND THEN --
>> P. RITTER: ACKNOWLEDGE, HEY IT'S A PUBLIC MIGHT AND THERE IS A DEBATE AND YOU KNOW, NOT IN THE [INDISCERNIBLE] I WAS ON THE OTHER SIDE OF THIS BUT HERE'S OHOW IT CAME OUT.
THE CHAIR IS KIND OF IN A AWKWARD BUT IMPORTANT ROLE IN THAT, AS CHAIR YOU HAVE TO REFLECT WHAT YOUR WHOLE BOARD DID.
OTHERWISE YOU SHOULDN'T BE THE CHAIR.
AT THE SAME TIME YOU ARE STILL A HUMAN BEING AND A BOARD MEMBER AND ELECTED OFFICIAL WITH AN OPINION.
BUT YOU ARE RIGHT, AS TRANSPARENT AS YOU ARE, THEY ARE GOING TO KNOW HOW YOU VOTED, BUT
[02:50:02]
WHY.IN THIS PARTICULAR EXAMPLE, THEY MIGHT NOT HAVE HEARD ANY DISCUSSION WHATSOEVER.
IF OTHER ISSUES LIKE WE BUY THIS PROPERTY OR NOT, THEY WOULD HAVE KNOWN.
YOU WOULD HAVE TO BE CAREFUL WHAT YOU SAID.
YOU HAVE MY SUPPORT BUT THE BOARD HAS SPOKEN AND WE NEED TO MOVE ON.
YOU DON'T WANT TO TALK ABOUT THAT ONE ANYWAY.
>> M. BRAVO: I WAS THINKING ABOUT WHEN I HEARD ABOUT THAT LOCALLY, THE MOST RECENT EXAMPLE, IT WAS A SHORT TIDBIT, IT DID NOT GO INTO SPECIFICS.
>> WE HAVEN'T TALKED ABOUT IT TODAY BUT I'M ASSUMING YOU HAVE ALL HAD CRASH COURSES WITH THE ATTORNEY IN OPEN MEETINGS LAWS AND CONFIDENTIALITY AND EXECUTIVE SESSIONS, RIGHT? YES? OKAY.
BECAUSE THAT IS ABSOLUTELY CRITICAL.
I DON'T KNOW ABOUT IN TEXAS, IN SOME STATES, VIOLATING THE CONFIDENTIALITY PART OF EXECUTIVE SESSION IS A MISDEMEANOR.
AND IT'S LANDED A NUMBER OF BOARDS HAVE BEEN INVESTIGATED BY GRAND JURIES OVER THAT.
>> CHAIR D. FLORES: I THINK IN TEXAS TOO.
WHAT WILL HAPPEN IS IT WILL BE OBVIOUS PEOPLE HAVE GONE OUT OF CLOSED OR EXECUTIVE SESSION AND SHARED IT WITH OTHERS AND THE MOST COMMON ABUSE YOU WOULDN'T HAVE IS IN COLLECTIVE BARGAINING STATES.
WE'LL BE NEGOTIATING IN TERMS OF WHAT YOU ARE GOING TO SAY OR NOT BEHIND CLOSED DOORS.
IT HAPPENED AT CITY COLLEGE, TOOKROM THE UNION PRESIDENT.
I'M GOING INTO NEGOTIATIONS AND I'LL CALL YOU LATER AND TELL YOU HOW IT WENT.
THE EXECUTIVE SESSION IS ALTOGETHER DIFFERENT.
LET'S TAKE A DIFFERENT EXAMPLE, IT'S NOT CLOSED SESSION, THERE WAS OPEN DEBATE.
BUT YOU STILL, YOUR RESPONSE IS BASICALLY THE SAME.
MY OPINION HAS BEEN EXPRESSED.
YOU GET AN A PLUS FOR THE QUIZ.
I'M GOING TO SUGGEST WE TAKE A SHORT BREAK AND STRETCH IF IT'S OKAY, MADAM PRESIDENT.
WE'RE GOING TO LOOK QUICKLY AT THE LIST OF POLICIES AND SEE IF THERE ARE ANY YOU WANT TO TALK ABOUT BRIEFLY THAT WILL BECOME THE WORK OF THE GOVERNANCE COMMITTEE SO WE CAN SPEND OUR TIME TALKING ABOUT THE GOVERNANCE COMMITTEE ITSELF.
AND THAT KIND OF GOES TOGETHER.
AND THEN TO THE EXTENT YOU ARE INTERESTED, I KNOW HOW MUCH YOU CARE ABOUT DIVERSITY, I WANT TO SHARE ACCT'S EQUITY AGENDA TO SEE IF IT HELPS YOU AS YOU MOVE FORWARD WITH THAT PARTICULAR INITIATIVE WHICH IS HIGH ON THE
>> WE'LL GO FROM FOUR TO SIX, SORRY ABOUT THAT.
SO MUCH FOR THE AUTOMATED TECHNOLOGY WORKING.
WE ALKED ABOUT SOME OF THESE THINGS, WE'RE GOING INTO DEPTH.
THESE ARE THINGS AT A MINIMUM YOU WANT TO SEE IN YOUR POLICY, ABOUT THE CHANCELLOR EVALUATION, WHICH YOU HAVE, A POLICY ABOUT BOARD SELF-ASSESSMENT, WHICH YOU HAVE UT HAVE NOT BY FOLLOWING.
THE CODE OF ETHICS, WHICH YOU HAVE BUT YOU WILL PROBABLY REVISIT.
WITH THIS SLOT IN MIND, CODE OF ETHICS, DIFFERENT FROM CONFLICT OF INTEREST.
CONFLICTS OF INTEREST IS PRETTY STRAIGHT FORWARD.
THE MAIN THING ON THE CODE OF ETHICS, IS BE I'M SURE, YOM NOT GOING TO SAY THIS TO YOU, YOU HAVE TOO MUCH DETAIL ALREADY.
BUT THINK ABOUT THAT RECOURSE PART, WHICH WE TALKED ABOUT.
SUMMARIZE WHAT YOU TALKED ABOUT.
THINK ABOUT THE POSSIBILITY OF MAKING SURE YOU DO IT, THINK ABOUT WHEN YOU WANTS IT TO BE IN SYNC WITH THE CHANCELLOR EVALUATION, AND BOARD GOALS HAVING TO DO WITH YOUR BEHAVIOR, MORALS IF YOU DON'T LIKE THE
[02:55:02]
WORD BEHAVIOR.BUT THINGS YOU ARE GOING TO DO.
THINGS YOU ARE PROMISING TO DO.
BUT WHENEVER WE GET AROUND TO THIS, I WAS READING THAT GOVERNANCE POLICY.
I WANTED TO HAVE A DISCUSSION WHEN IT SAYS, BOARD MEMBER PERFORMANCE.
BECAUSE I THINK THAT'S BECAUSE WE'RE AN ELECTED BOARD I THINK THAT'S SOMETHING WE NEED TO BE VERY CAREFUL ABOUT BECAUSE WE DON'T WANT TO OVERSTEP OUR AUTHORITY WHERE WE'RE TRYING TO DICTATE TO THE PUBLIC WHO, WHAT, BACKGROUND AND SO FORTH TO SHAPE WHO THEY WANT TO ELECT AS THEIR REPRESENTATIVE.
>> CHAIR D. FLORES: YEAH, ONCE THE GOVERNANCE COMMITTEE IS SET UP, THOSE SPECIFICS GET WORKED OUT AND THAT WILL BE DEFINITELY WHERE YOU CAN BRING THOSE ISSUES UP.
>> IT MIGHT BE A CHOICE OF WORDS EVEN.
I WOULD SAY TO YOU FOR THE BENEFIT OF TODAY, I WOULD HOPE YOU WOULD INTERPRET BOARD PERFORMANCE TO BE WHAT THE KINDS OF THINGS WE TALKED ABOUT TODAY, WHICH IS A SELF-ASSESSMENT OF INDIVIDUAL BOARD MEMBERS AND BOARD BASED ON THE KINDS OF THINGS WE TALKED ABOUT TODAY.
NOTHING TO DO WITH PREELECTION WHATSOEVER.
IT WOULD HAVE TO DO WITH ONCE YOU ARE ON THE BOARD ARE YOU IN FACT CARRYING OUT YOUR RESPONSIBILITIES THE WAY YOUR POLICY DESCRIBES.
THEN WHAT YOU WANT TO LOOK AT CAREFULLY AT IS WHAT IS WRITTEN IN THE CODE OF ETHICS.
IS IT LEGIT TO SAY BOARD MEMBERS SHOULD COME TO THE MEETING PREPARED OR COME TO THE MEETINGS ON A REGULAR BASIS.
I'M ONLY HALF FACETIOUS THERE.
THAT'S HOW I INTERPRETED THE WORD PERFORMANCE.
BUT YOU ARE RIGHT, YOU SHOULD LOOK AT THE WORDS THEY CHOSE TO USE IN THOSE POLICIES ABOUT PARTICULARLY, ETHICS AND RESPONSIBILITIES.
THOSE WERE THE TWO THAT WAS INTERPRETED.
DID YOU HAVE SOMETHING TO ADD?
>> I WAS GOING TO ADD, CHARLETTA'S PREMISE IS A GOOD ONE, WE'RE ELECTED BY CONSTITUENTS.
THAT'S WHO WE'RE SUPPOSED TO REPRESENT.
THERE IS AN ACCOUNTABILITY TO EACH OTHER REFLECTED CERTAINLY IN OUR POLICY BUT LSO THE EXPECTATIONS I BELIEVE THE WAY WE TREAT EACH OTHER AND MAKE DECISIONS.
>> YOU ARE ABSOLUTELY CORRECT.
AND THAT'S WHAT SHOULD BE REFLECTED IN THE CODE OF ETHICS.
AND ONE ANOTHER THINGS THAT'S DIFFERENT.
YOU ARE AN ELECTED OFFICIAL IN HIGHER EDUCATION.
AS YOU RECALL, SOMETHING I SAID EARLIER TODAY, BEING ON THE BOARD OF A HIGHER-EDUCATIONAL INSTITUTION IS NOT THE SAME AS BEING ON THE BOARD OF EVEN A NONPROFIT ORGANIZATION.
IT'S CERTAINLY NOT EVEN CLOSE TO THE SAME AS BEING ON A CORPORATE BOARD.
AND SO AND THAT'S BECAUSE YOU DON'T USE THE WORD A LOT BUT I USE IT TODAY, BECAUSE OF ACCREDITATION.
THE CREDIBILITY OF THE INSTITUTION OF HIGHER ED IS PARTLY YOUR REPUTATION AND IT STARTS WITH ACCREDITATION.
YOU LOSE YOUR ACCREDITATION, YOU DO NOT EXIST.
YOUR STUDENTS DON'T GET FINANCIAL AID.
THE UNITS DON'T TRANSFER ANYWHERE.
THEY MAY LEARN BUT YOU GET NO FUNDING PERIOD.
THERE ARE PRIVATE, NONACCREDITED SCHOOLS OUT THERE, PRIMARILY RELIGIOUS SCHOOLS.
BUT THOSE GET NO FINANCIAL AID, NO STATE SUPPORT ND THOSE UNITS DON'T TRANSFER.
YOU DON'T EXIST WITHOUT ACCREDITATION.
SO BRINGING IT BACK TO THE BOARD, ACCREDITATION BECAUSE OUR CREDIBILITY BEING THIS TIED UP WITH THE COMMISSION SAYING WE'RE LEGIT, THEY GET TO PRESCRIBE MORE OF IT WITH QUALITY CONTROL IS SAYING THIS IS HOW BOARDS THAT ARE TRUSTED BY THE PUBLIC, WHETHER APPOINTED OR ELECTED THIS IS HOW THEY ARE SUPPOSED TO BBEHAVIOR WHEN MAKING GOOD DECISIONS.
NO, NOBODY GETS TO TELL ME HOW I'M SUPPOSED TO BEHAVE.
UNFORTUNATELY OR FORTUNATELY, IN THE CASE OF HIGHER ED, THEY DO.
>> WITHIN THE ACCREDITATION PROCESS FOR ETHICS VIOLATIONS?
>> YEAH, THE SIGNIFICANT ONE THAT COULD HAPPEN IS A SANCTION AGAINST THE COLLEGE.
[03:00:01]
YOU A WARNING OR IF IT WAS REALLY BAD, THERE WAS A INSTITUTION WERE SEVERAL BOARD MEMBERS WERE INVOLVED IN FISCAL IMPROPRIETY.BUT THEY WOULD HAVE TO BE PRETTY BLATANT.
>> IF WE'RE DEVISING A CODE OF ETHICS, WHATEVER WE COME UP WITH IN TERMS OF RECOURSE, ARE THERE EXAMPLES YOU CAN SEND TO US WHAT THOSE KINDS OF RULES THAT VIOLATIONS OF RULES, WHAT OTHER PEOPLE ARE DOING?
>> YOU MEAN IN TERMS OF RECOURSE? IT'S SYMPTOM.
THE MAIN THING IS YOU HAVE A PROCESS AND USE IT.
YOU WILL INVESTIGATE IT AND BE FAIR.
-- YOU ARE GOING TO INTERVENE.
YOU KNOW, LIKE AT THE LOWEST LEVEL AND THE WHOLE BOARD B AND CENTUR.
>> C. COMPTON: YOU SAID SOMETHING A FEW MINUTES AGO YOU DON'T GET ANY FUNDING?
>> IF YOU LOSE YOUR ACCREDITATION, YOU WON'T GET STATE FUNDING.
>> C. COMPTON: WE GET TAX DOLLARS.
THE PUBLIC CANNOT SUPPORT A NONACCREDITED INSTITUTION.
SO YOU WOULD NOT GET, YOU OULD GET TUITION IF YOU COULD TALK STUDENTS INTO PAYING FOR A NONACCREDITED SCHOOL HERE CREDITS WON'T TRANSFER.
>> C. COMPTON: ONE OF THE THINGS THAT'S BOTHERING ME, I'M NOT SURE WE'RE ON THE SAME PAGE AS A BOARD, YOU MADE THE COMMENT A COUPLE OF TIMES ABOUT CORPORATE VERSUS PUBLIC INSTITUTION.
WE'RE NOT A CORPORATION, WE'RE A PUBLIC INSTITUTION.
AND WE NEED TO GET ON THE SAME PAGE AS WHAT THAT MEANS.
AND GOT THE IMPRESSION THAT YOU WERE TALKING ABOUT IN OME WAYS WE WERE A CORPORATE ENTITY OR OPERATED LIKE ONE RATHER THAN A PUBLIC INSTITUTION.
THAT MIGHT BE A DISCUSSION FOR HERE.
>> I DON'T WANT TO TAKE TOO MUCH OF YOUR TIME.
LET ME CLARIFY WHAT I'M SAYING.
YOU ARE A PUBLIC INSTITUTION, OF COURSE.
AND BUT YOU ARE A CORPORATE, MY LEGAL PEOPLE HAVE TO HELP ME.
IN THE SENSE YOU ARE A LEGAL ENTITY, YOU CAN BE SUED, RECEIVE MONEY, YOU HAVE TO FOLLOW THE GOVERNMENT CODE, AND THE ED CODE.
SO TO THAT EXTENT, YOU ARE A PUBLIC INSTITUTION WITH A SET OF RULES AND A LEGAL, YOU ARE A LEGAL ENTITY.
AND THAT'S, I THINK IN ACCT, IT TALKS ABOUT WHY THAT'S WHY YOU AS AN INDIVIDUAL HAVE NO AUTHORITY.
WHO HAS AUTHORITY IS THIS ENTITY OF THE BOARD.
ONLY THE BOARD CAN BUY PROPERTY.
ONLY THE BOARD CAN HIRE A CHANCELLOR.
>> C. COMPTON: I UNDERSTAND THAT.
>> WHAT I SAY YOU ARE NOT A CORPORATE BOARD, I'M REFERRING, I REPRESENT LARGE INSTITUTIONS, PRIVATE, INCORPORATE.
FIRST, FOR ANOTHER REASON, WE WOULD NOT GET INVOLVED IN OPERATIONS AT ALL.
>> CHAIR D. FLORES: FOR PRIVATE OR FOR PROFIT.
>> C. COMPTON: THE ONLY THING I'M SAYING, THIS MAY NOT BE A DISCUSSION FOR THIS PARTICULAR FORUM.
BUT I KIND OF GATHER, AND I COULD BE WRONG ABOUT THIS, SOMEBODY MIGHT DISAGREE THAT THERE IS A MISCONCEPTION ABOUT CORPORATE AND WHAT YOU CAN DO VERSUS OPEN GOVERNMENT AND SO FORTH.
WE AS A BOARD NEED TO BE READING OFF THE SAME PAGE.
>> OKAY, THAT'S OMETHING TO TALK ABOUT FURTHER.
IF I CAN, I WANT TO MOVE YOU ALONG BECAUSE YOU HAVE A COUPLE OF MORE MEETINGS TO DO.
>> THE DIFFERENCE BETWEEN CORPORATE, PUBLIC, ND HIGHER ED.
I'M TRYING TO GET BEYOND ACCREDITATION AS MERELY BOX WE CHECK OR A MERE COMPLIANCE REQUIREMENT.
ASPECTS OF WHAT WE DO, AS A HIGHER INSTITUTION, THE SHARED GOVERNANCE OF LEADERSHIP OF HIGHER ED, THE FACULTY, THE ADMINISTRATION, THE STAFF AND WHAT ACCREDITATION ASSURES IS THAT BOTH WITHIN THOSE FUNCTIONS AND TERMS OF THE INTERRELATIONSHIPS AND THE BOARD THAT THEY ARE WORKING TOGETHER.
RIGHT AND THAT'S WHAT ACCREDITATION IS REALLY TRYING TO UNDERPIN AND WHAT MAKES US UNIQUE COMPARED TO THE OTHER TWO TYPES OF EN ENTITIES.
[03:05:03]
JUST ABOUT COMPLIANCE, I DON'T WANT YOU TO GO AWAY WITH THAT.>> CHAIR D. FLORES: YOU WILL SEND A SUMMARY?
>> I'LL SEND A ONE-PAGE SUMMARY.
I'LL SAY THIS, IF YOU DON'T DO ALL THE THINGS YOU DESCRIBED, THE ACCREDITATION WILL COME BACK AND BE A COMPLIANCE ORGANIZATION.
IT IS THE FEDERAL GOVERNMENT'S WAY OF ENSURING THE HIGHER EDUCATIONAL INSTITUTIONS ARE DOING WHAT THEY ARE SUPPOSED TO DO; NAMELY, ALL THE THINGS YOU SAID, SHARED GOVERNANCE, ACADEMIC FREEDOM, QUALITY, TRUTH IN ADVERTISING.
IT'S VERY INTRUSIVE IF YOU LOOK AT THE STANDARDS.
>> TO OPERATE IN THE -- RECOGNIZE THE DISTRICT NOT THE INDIVIDUAL COLLEGES IN THAT CASE.
AND THEN THERE IS A ASSOCIATION OF COLLEGES AND SCHOOLS THAT RECOGNIZE THE COLLEGE BUT NOT THE DISTRICT.
>> BUT I THINK TO YOUR POINT ABOUT ACCREDITATION, I ALWAYS TELL PEOPLE, ACCREDITATION IS A THEORETICALLY VOLUNTARY PRACTICE.
YOU DON'T HAVE TO DO ACCREDITED IF YOU DON'T WANT TO.
YOU JUST WON'T EXIST THE WAY YOU DO.
AND IT'S IMPLEMENTED BY OUR PEERS.
THAT WILL BE IN THE HANDOUT I SENT TO YOU.
THE VISITING TEAM IS TRUSTEES FROM OTHER INSTITUTIONS, FACULTY, ADMINISTERRERS FROM OTHER INSTITUTIONS, ENSURING QUALITY AND THAT IS REALLY WHAT ACCREDITATION IS ABOUT, TO ENSURE QUALITY.
AS OUR LIVES GOT COMPLICATED, AND INSTITUTIONS COMMUNITY COLLEGES TODAY ARE FAR MORE COMPLICATED THAN 25 YEARS AGO.
THERE IS FAR MORE EXPECTATIONS, FAR MORE RULES.
I MEAN, IT'S A MUCH TOUGHER POSITION THAT YOU HAVE TODAY THAN THIS ROLE WOULD HAVE BEEN 25 YEARS AGO.
AND THAT'S WHY WE'RE HAVING TROUBLE RECRUITING PEOPLE TO JOBS.
WITH THAT SAID, IT'S STILL OUR PEERS, IT'S STILL ABOUT QUALITY.
I I GUESS I UNDERSTAND I WAS AN ACCREDITING OFFICER FOR MY DISTRICT FOR 10 YEARS BEFORE I BECAME CHANCELLOR.
AND THEN I COULDN'T LET AGO OF F IT.
SO I KNOW WHAT IT CAN DO FOR YOU.
HAVING LEFT THAT ROLE AND NOW VISITED A LOT OF COLLEGE SAID THAT ARE STRUGGLING, I REALIZE THAT ACCREDITATION IS EVEN MORE IMPORTANT THAN I THAT AS A COMPLIANCE DOCUMENT.
BECAUSE YOU ARE OVER HERE IN ANOTHER WORLD.
YOU DON'T THINK THIS IS IMPORTANT.
ALL I HAD TO DO WAS GO TO SAN FRANCISCO IF I NOT THAT.
MOVING RIGHT ALONG, ON THE OTHER PRACTICES, YOU HAVE SOMETHING IN THERE IN YOUR CURRENT ONE ABOUT PROFESSIONAL DEVELOPMENT.
IT'S NOT FLESHED OUT MUCH BUT IT'S THERE.
YOU HAVE SOMETHING ABOUT NEW MEMBER ORIENTATION.
I WOULD THINK YOU NEW MEMBERS MIGHT HAVE THOUGHTS ABOUT THAT IN TERMS OF WHAT WORKED, WHAT IDN'T.
>> LET'S SAY WITHIN THE LAST YEAR, YOU HAVE WHAT, THREE?
>> CHAIR D. FLORES: THEY CAME ON IN 2016.
>> THE NEWEST OF WHAT YOU HAVE.
SO CAN YOU REMEMBER BACK TO YOUR NEW MEMBER ORIENTATION.
SOMETIMES SENIOR ONES, THAT WAS NO FORM --
>> M. BRAVO: THERE WAS NO FORMAL MEMBER ORIENTATION.
>> THAT'S WHAT YOU WANT TO DO.
>> M. BRAVO: A LOT OF INFORMATION.
>> THE ERE YOU GO ORIENTATION.
>> M. BRAVO: WE WENT TO ONE IN AUSTIN, PHIL AND I DID.
>> SOMETIMES IT FEELS LIKE YOU ARE DRINKING FROM A FIRE HOSE BECAUSE THERE IS SO MUCH.
AND MOST BOARD MEMBERS SAY, I WAS WITH A GROUP IN IDAHO THE OTHER DAY, LAST MONTH, THERE WAS A PERSON WHO HAD BEEN THERE LIKE FOUR MONTHS OR SOMETHING.
OR I GUESS FIVE, ROM NOVEMBER.
AND THEN THERE WAS ANOTHER BOARD MEMBER WHO HAD BEEN THERE TWO YEARS, TWO OF THEM, SAID I DON'T KNOW WHAT'S GOING ON STILL.
THE TWO-YEAR VETERANS SAID, I HAVE BEEN ERE TWO YEARS AND I'M STILL TRYING TO FIGURE IT OUT.
THEN WE'RE TALKING ABOUT WHAT ELSE CAN WE DO TO FAST FORWARD IT BECAUSE THERE IS A LEARNING
[03:10:03]
CURVE.YOU HAVE POLICIES AND PROCEDURES OR JUST POLICIES?
SO WHEN YOUR GOVERNANCE COMMITTEE GOES TO WORK ON THIS, MAY I SUGGEST YOU LOOK AT YOUR POLICIES THAT YOU TRY TO SIMPLIFY YOUR POLICIES.
AND THEN HAVE A COMPANY PROCEDURES FOR HOW YOU ACTUALLY DO IT.
>> CHANCELLOR MAY: THOSE ARE SEPARATE.
>> RIGHT NOW YOUR POLICIES HAVE A T TON OF PROCEDURES, FOR THE BOARD, ONLY THE ONES I READ.
THE PROBLEM WITH THAT IS YOU HAVE TO FOLLOW POLICY.
AND SO THEN IF YOU DON'T FOLLOW IT, IT LOOKS AD.
ON THE OTHER HAND, IF YOU HAVE PROCEDURES, YOU CAN CHANGE THE PROCEDURES.
WE TRIED THIS ORIENTATION THAT DIDN'T WORK, LET'S DO A DIFFERENT ONE NEXT TIME AROUND.
AND USUALLY, YOUR POLICY ON POLICIES IF YOU WILL FORGIVE THAT ERM, YOU WILL SET THE POLICY, HE'S RESPONSIBLE FOR WRITING THE PROCEDURES.
WHERE IT OMES TO THE BOARD IS IF IT'S ABOUT YOUR OPERATIONS, YOU WANT TO SEE WHAT WRITTEN AND GIVE IT THE YAY OR NAY, YOU SHOULD SET POLICY AND JOE AND HIS STAFF ARE DOING THE PROCEDURE AND YOU ARE NOT DOING THOSE ADD ALL.
THE BEST PART IS YOU CAN CHANGE THE PROCEDURES EASIER AND IT'S HARDER TO CHANGE POLICIES.
NEW MEMBER ORIENTATION IS A GOOD EXAMPLE.
THE LAST ONE ON HERE WAS THE BOARD ORGANIZATION.
I KNOW YOU HAD SOME SENSITIVE CONVERSATIONS ABOUT HOW DO YOU DO ELECTIONS? HOW TO DO THIS AND THAT? THAT'S, THAT YOU SHOULD TALK ABOUT.
YOUR GOVERNANCE COMMITTEE CAN DO A LOT OF BACKGROUND WORK, RESEARCH, COME UP WITH MODELS.
AND PROBABLY THERE IS A LOT OF THINGS THIS GOVERNANCE COMMITTEE WILL DO THAT WILL HAVE TO COME BAIC TO THE WHOLE BOARD IN WORK SESSIONS OF SOME KIND.
THIS IS TOO MUCH, I HOPE YOU DON'T -- I DON'T KNOW IF THAT'S YOUR INTENTION, I ASSUME IT IS.
BECAUSE THE KINDS OF THINGS YOUR GOVERNANCE COMMITTEE IS GOING TO LOOK AT IS THE HEART AND SOUL OF HOW YOU OPERATE.
YOU HAVE TO BE ON THE SAME PAGE OR CONSENSUS.
>> CHAIR D. FLORES: THE PROCEDURE IS THEY LOOK AT THE ISSUE AND COME WITH RECOMMENDATIONS TO THE BOARD, ET CETERA.
>> AND SOME CASES IT MIGHT BE ON SOME OF THE ISSUES YOU COME BACK WITH TWO OPTIONS FOR THIS PARTICULAR POLICY.
SOME BOARDS DO THIS, SOME DO THAT.
A POSSIBLE BOARD GOAL FOR YOU THIS YEAR IS WE'RE GOING TO UPDATE OUR BOARD OPERATIONS OR SOME PEOPLE CALL THEM BYLAWS, WHATEVER YOUR CHOOSE TO CALL THEM.
>> I UNDERSTAND WHAT YOU ARE SAYING, THE BOARD SHOULD BE IN THE POLICY REALM.
PROCEDURES SHOULD NOT BE IN THE BOARD REALM, BUT IN THE REALM OF MANAGEMENT.
I THINK THAT WE HAVE A LOT OF OMITTED PROCEDURES IN OUR POLICIES.
THE HOW DO WE GET [INDISCERNIBLE] DO HAVE BOARDS THAT HAVE A SUNSET POLICY FOR POLICIES OR PROCEDURES THAT CAUSE A PERIODIC REVIEW?
>> THEY DON'T SUNSET BUT THEY DO HAVE POLICIES THEY SAY EVERY POLICY WILL BE REVIEWED AT LEAST ONCE EVERYTHING THREE OR FIVE YEARS.
NOT SUNSET BECAUSE IT CAN'T GO WITHOUT HAVING IT.
>> P. RITTER: WHAT WE HAVE BEEN DOING FOR SEVERAL YEARS, THE ROLE IS A SIGNIFICANT EFFORT --
YOU PROBABLY NEED A POLICY THAT WILL SAY REVIEW IT MORE FTEN THAN THAT.
>> CHAIR D. FLORES: FRED FLINTSTONE.
>> THE ONE SET OF POLICIES I EXPERIENCED WITH SEVERAL BOARD THEY DID THEM ALL AT ONE TIME ARE THESE.
AND THERE MIGHT BE 20, 25, THERE MIGHT BE ONLY 10.
BUT THOSE IS LIKE A SET PACKAGE.
AND THOSE ARE THE ONES THAT YOU HAVE A BIGGER ROLE IN REVIEWING.
SO THAT EVEN IF AND SOMETIMES SOME OF THOSE ARE SO SIMPLE THEY DON'T REQUIRE A PROCEDURE.
BUT IF HEY REQUIRE A PROCEDURE, IT'S LEGITIMATE YOU AS A BOARD WANT TO LOOK AT THOSE PROCEDURES BECAUSE THIS IS HOW YOU ARE SAYING YOU ARE GOING TO OPERATE.
[03:15:01]
PROCEDURES WE SHOULD HAVE DIRECT CONTROL ARE OVER.>> YOU SHOULD MAKE HIM DO THE WORK BUT HAVE CONTROL OVER IT.
AND GET IM UP TO SPEED AND AFTER YOU GET IT UP TO SPEED, IT'S NOT THAT HARD TO KEEP IT GOING.
IF YOU HAVEN'T LOOK AT IT SINCE '94, THERE IS WORK TO DO.
>> I WONDER HOW JOE FEELS UBTHAT.
>> DOES THAT HELP? -- ABOUT THAT --
HOW THAT ALL PLAYS OUT, [INDISCERNIBLE]
>> VICE CHAIR W. JAMESON: THAT INVOLVED A LOT OF ENGAGEMENT, INPUT OF [INDISCERNIBLE] EOPLE.
>> THEN YOU GET YOUR SHARE OF GOVERNANCE TOO.
I KNOW ON YOUR AGENDA LATER TODAY, YOU ARE GOING TO TALK MORE ABOUT THE GOVERNANCE COMMITTEE CHARTER.
I DIDN'T -- IT'S NOT MY PLACE TO CRITIQUE IT.
BUT IT HAS THE SKELETON TO MOVE FORWARD AND DO THE WORK YOU NEED TO DO.
THE NITTY-GRITTY WORK IS COMING AS YOU NOW DECIDE WHAT ARE THE MANY THINGS.
AND INCLUDING, WHAT ARE ALL THE POLICIES THAT ARE GOING TO TAKE A LOOK.
DO YOU WANT THEM ALL DONE AT ONCE? ARE SOME MORE PRESSING? SOME MAYBE CAME OUT OF THIS DISCUSSION OR OTHERS YOU HAD ELSEWHERE THAT YOU WANT TO MOVE HIGHER UP ON THE LIST.
HOW YOU GO ABOUT THAT I'M SURE THE CHANCELLOR AND BOARD HOSPITPRESIDENT HAVE A WAY TO AH THAT.
I SUGGEST YOU TAKE A LOOK AT THIS LAST ITEM, WHICH IS TALK ABOUT SHARED GOVERNANCE.
IT TOOK THEM ABOUT TWO, AT LEAST TWO YEARS FOR THE ACC OARD TO PRODUCE THIS.
AND CAME OUT ABOUT SIX MONTHS AGO.
AND ACC'S PHILOSOPHY IS NOT TO TELL LOCAL BOARDS WHAT TO DO BUT TO SHARE THE CONSENSUS OF YOUR COLLEAGUES AROUND THE COUNTRY, THE TRUSTEE LEADERSHIP THINKS IS APPROPRIATE FOR YOU.
THERE IS NO TEETH, THERE IS NO COMPLIANCE TO ACCT.
SO LET'S BE REAL CLEAR ABOUT THAT.
BUT IT IS AN EFFORT TO SHARE WITH YOU WHAT SEEMS TO BE BEST PRACTICES.
WHEN YOU READ IT CLOSELY, YOU WILL FIND THAT IN MANY CASES IT'S ADVISING YOU OF WHAT QUESTIONS TO ASK.
EVEN AS OPPOSED TO HOW TO DO IT.
ENSURE FAIR PRACTICES OR SOMETHING OF THAT NATURE.
THE ISSUE OF EQUITY, DIVERSITY, INCLUSION, WE ALL HAVE A SENSE OF DIVERSITY, ALTHOUGH SOMETIMES WE USE DIFFERENT DEFINITIONS, ACC USES IT IN THE BROAD SENSE.
THTHERE IS A LOT OF DIVERSITY.
THERE ARE OTHER KINDS O OF DIVERSITY THAT BOARD ARE GRAPPLING WITH.
THE LGBTQ ISSUES WERE BIG FOR A LOT OF BOARDS.
REGARDLESS, WHAT IS DIFFERENT ABOUT THE MOVEMENT RIGHT NOW ABOUT EQUITY IS THE CONCEPT OF -- AND I DON'T KNOW WHERE YOU ARE T A BOARD BUT I'LL SHARE MY OBSERVATIONS.
I HAVE BEEN PERSONALLY INVOLVED IN THE MOVEMENT FOR CULTURAL PROFICIENCY FOR DECADES.
AND OUR APPROACHES HAVE CHANGED.
AND I'M OLD ENOUGH TO SAY, ARE WE NEVER GOING TO GET THERE? DO WE TILL HAVE TO HAVE THESE CONVERSATIONS? YES, BECAUSE WE'RE NOT THERE.
THE DIFFERENCE TODAY AND THE REASON ACCT BUT THIS OUT AS AN EQUITY, WE'RE NO LONGER TALKING ABOUT EQUALITY.
WE'RE TALKING ABOUT EQUITY WHEN IT COMES TO OUR STUDENTS.
HOW DO WE ENSURE EQUITY AND IF I'M TELLING YOU STUFF YOU ALREADY KNOW, I APOLOGIZE BUT I WANT TO BE SURE OR RECOMMEND WHEN YOU TALK ABOUT EQUITY, WE'RE TALKING ABOUT WHAT IT TAKES IN THE FIRST CHART, THE 123, LET'S GET EVERYBODY TO PARTICIPATE, LET'S REACH OUT AND MAKE SURE ALL THE STUDENTS COME IN THE DOOR.
THE SECOND STEP IS NOW HOW WELL DID E DO? ARE THEY HERE? WHAT ARE THE NUMBERS? AND WHAT WHEN WE STARTED TALKING
[03:20:01]
ABOUT STUDENT'S SUCCESS ABOUT WHAT MAYBE 10 YEARS AGO NOW ALMOST? NOT QUITE.AND WE SAID, ACCESS IS NOT ENOUGH.
WE HAVE TO TALK ABOUT STUDENT SUCCESS.
HOW THEY COME IN THE DOOR, DO THEY GO OUT THE DOOR HAVING ACHIEVED THEIR GOAL AND WE HAVE TO MEASURE IT.
AND BY THE WAY, IT WAS THE ACCREDITATION COMMISSION THAT PUT HE PRESSURE ON COLLEGES YOU CAN'T SAY I FEEL GOOD ABOUT WHAT I DO BECAUSE I CAN TELL YOU NICE STORIES.
THEY SAID NO, YOU HAVE TO MEASURE IT AND SEE.
WHEN WE MEASURED IT, ACHIEVEMENT, HOWEVER YOU DEFINED IT, WE FOUND THAT NOT ONLY WAS THE ACHIEVEMENT NOT AS HIGH AS WE WOULD LIKE BUT IT VARIED BY GROUP.
WHEN WE STARTED LOOKING AT THE DATA, WE FOUND OUT THEY MIGHT BE COMING IN THE DOOR AT THE SAME RATE BUT THEY WEREN'T GOING OUT THE SAME RATE WITH HAVING ACCOMPLISHED GOAL.
FACULTY ARGUED FOR DECADES, YOU CAN'T MEASURE JUST BY GRADUATION.
BUT THAT DOESN'T MEAN YOU DON'T GET TO MEASURE AT ALL.
DID THEY GET A JOB OR ACCOMPLISH WHAT THEY WANTED? THEY WANTED 6 UNITS OF COMPUTER TECHNOLOGY SO THEY WOULDN'T GET FIRED.
SO WE HAD THOSE DEBATES, 20 YEARS AGO AND STILL A GOAL.
WHATEVER DEFINITION YOU USE WHEN YOU LOOKED AT THE DATA WE FOUND DIFFERENT GROUPS DID MORE POORLY.
ETHNICITY WAS A HUGE DIFFERENCE.
ALWAYS SOCIOECONOMIC STATUS WAS A HUGE DIFFERENCE.
FIRST GENERATION WAS A HUGE DIFFERENCE.
SO WE SAID, WHAT ARE WE GOING TO DO ABOUT IT? THAT IS NUMBER TWO ON THE THREE GRAPHS AT THE TOP OF THE PAGE.
I DON'T KNOW WHAT TO CALL THAT SYMBOL.
THE NUMBER TWO WAS THEN WHAT RESOURCES DO WE HAVE TO PUT IN TO IT.
EQUITY SAYS WE DON'T PUT THE SAME AMOUNT, IT WILL NOT REQUIRE THE SAME AMOUNT FOR EACH PERSON TO GET, TO BE SUCCESSFUL.
AND THE GRAPH, I DON'T HAVE THE VISUAL, I HAVE I'M SURE YOU HAVE SEEN IT ARE THE THREE LITTLE KIDS TRYING TO LOOK OVER A FENCE TO WATCH A BASEBALL GAME FOR WHICH THEY COULDN'T BUY A TICKET.
IF I'M THIS TALL, I COULD GET ON MY TIPPY TOES AND MADE IT.
IF I'M THIS TALL I NEED A BENCH.
WE'RE GOING TO GIVE YOU WHAT YOU NEED TO GET YOU WHERE YOU NEED TO GO.
THAT IS THE MENTALITY AND APPROACH AND MINDSET THAT AMERICA'S COMMUNITY COLLEGES HAVE NOW FOR THE MOST PART, I DON'T KNOW YOUR DISTRICT WELL.
THAT IS THE MENTALITY THAT SAYS THAT'S THE ONLY WAY WE'RE CLOSING THE ACHIEVEMENT GAP, IN THE MIDDLE OF THE FIRST PAGE, INCLUSIVE, EQUITABLE AND DIVERSE ENVIRONMENTS ARE ESSENTIAL FOR ALL STUDENTS TO SUCCEED.
I'M ASSUMING YOU FOLKS ALREADY BELIEVE THAT.
THE ISSUE BECOMES, HOW DO WE GET THERE? WHAT DOES IT LOOK LIKE? HOW DO WE GET THERE, HOW DO WE HAVE TO DO AND MOST IMPORTANTLY, WHAT IS MY ROLE AS A TRUSTEE TO HELP ENSURE WE GET THERE? WHAT DO WE HAVE TO DO TO ENSURE THAT ALL OF OUR STUDENTS ARE SUCCESSFUL.
START BY LOOKING AT THE DATA TO FIND OUT WHO IS HAVING THE MOST TROUBLE.
I'M SURE YOUR STAFFS ARE WELL INTO THIS AND HAVE BEEN HOPEFULLY FOR A NUMBER OF YEARS.
BUT WHAT CAN YOU DO? AND THAT'S WHAT THIS DOCUMENTS IS.
THIS IS NOT TELLING YOU HOW JOE AND HIS COLLEGE PRESIDENTS AND ALL THE STAFF AND FACULTY, WHAT THEY HAVE TO DO.
SOME OF YOU ARE ALREADY READING.
AND I DON'T LIKE TO READ TWO PEOPLE.
I'M GOING TO LET YOU READ FOR A COUPLE OF MINUTES AND YOU HAVE TO RESPOND.
YOU WILL SEE THINGS YOU ARE ALREADY DOING.
PERHAPS YOU SEE SOME YOU MIGHT WANT TO EXPLORE FURTHER GOING FORWARD.
>> CHAIR D. FLORES: LET ME ASK, DO YOU HAVE A LOT OF EXPERIENCE IN THIS AREA?
>> I HAVE A FAIR AMOUNT OF EXPERIENCE, YES.
>> CHAIR D. FLORES: WHAT SOME BOARDS ARE DOING IS GETTING TRAINED IN DIVERSITY BEST PRACTICES THEMSELVES, AND GET A PRETTY GOOD UNDERSTANDING OF THE ISSUE THAT THEN HELPS THEM SET POLICY OR GUIDE POLICY DIRECTION.
>> YES, I DON'T DO THAT PERSONALLY, BECAUSE THERE ARE PEOPLE WHO DO NOTHING BUT THAT AND ARE REALLY GOOD AT THAT.
BUILDING ON WHAT YOU ARE SAYING, DIANA, AND I REPRESENTED EARLIER TALKING ABOUT HIRING, I GO BACK TO MY EXPERIENCE AS A CHANCELLOR, WE TOOK THESE ISSUES ON A LONG TIME AGO.
[03:25:01]
MORE THAN 20 YEARS AGO.WE WERE LOOKING AT THE UMBERS.
WE KNEW WE DIDN'T REFLECT OUR COMMUNITY.
WE WERE DOING A GOOD JOB OF OUR STUDENT BODY REFLECTING OUR COMMUNITY BUT NOT OUR STAFF, PARTICULARLY NOT OUR FACULTY.
AND SO WE HAD THE POLICIES AND WE HAD THOSE THINGS.
AND WE HAD SOME FAIL-SAFE PROCEDURES YOU MAY RECALL, CALIFORNIA EVENTUALLY EVEN PASSED AN ANTIREMEDY ACTION INITIATIVE.
THAT CHANGED SOME OF WHAT WE COULD DO BUT WE FOUND WAYS TO ENCOURAGE A MORE -- WE WERE RECRUITING OUR OWN STUDENTS OF COLOR TO ENCOURAGE THEM TO GO INTO EDUCATION.
WE WERE DOING A LOT THAT WE THOUGHT WAS GOING TO HELP AND SOME DID.
THE AHA MOMENT FOR US IN OUR PARTICULAR DISTRICT WAS WE COULD HAVE ALL THESE POLICIES IN PLACE AND PROCEDURES IN PLACE, AND IF WE DIDN'T CHANGE PEOPLE'S HEARTS, THE FACULTY WERE STILL GOING TO CLONE THEMSELVES.
SO WE PUT A LOT OF OUR DIVERSITY INITIATIVES INTO PROFESSIONAL DEVELOPMENT FOR FACULTY, STAFF AND TO A LESSER EXTENT, BOARD MEMBERS.
I HAD A BOARD AT THE TIME WHO HAD CHANCELLOR, IT'S YOUR JOB YOU GO DO IT.
IT'S MORE COMPLEX TODAY AND IT'S RELEVANT FOR THE BOARD TO HAVE HELP.
DO WE RECOGNIZE WE ALL HAVE IT, WHAT DO WE DO ABOUT THAT? WHAT ARE THE SPECIAL ISSUES THAT LGBTQ FOLKS ARE EXPERIENCING ON YOUR CAMPUS? ARE YOU AWARE OF THAT? THERE IS SO MUCH TO THE LEARNING PART THAT IF YOUR ENSITIVITY IS MORE KEEN, IF YOU HAVE BEEN EXPOSED TO THAT, IT'S EASIER TO SET BROAD GOALS.
THAT SAID, I DON'T THINK THERE IS ANYTHING CONTRARY, IT'S YOUR RESPONSIBILITY TO TURN IT OVER TO HIM TO MAKE IT HAPPEN.
HE MIGHT COME BACK TO YOU FOR EXAMPLE, TO LET YOU KNOW, WE'RE GOING TO HAVE TO SPEND "X" AMOUNT OF MONEY IN PROFESSIONAL DEVELOPMENT ON THIS TOPIC ON OUR CAMPUSES.
WE ALL DID IT WITH SEXUAL HARASSMENT.
YOU HAD ENOUGH LAWSUITS AND THE LAW CHANGED AND SAID YOU HAVE TO DO THE TRAINING.
>> CHAIR D. FLORES: I THINK IT WOULD BE GOOD FOR US, LIKE WE'LL HAVE A SESSION ON FINANCE FROM AN A I, CT CONSULTANT TO HAVE A COMMON SET OF UNDERSTANDING, WHAT IS DIVERSITY AND EQUITY AND HOW YOU BREAK SOME OF THE BARRIERS TO THEN HELP US BETTER ESTABLISH POLICY.
>> CHAIR D. FLORES: THAT CAN HELPGOID WHAT JOE WOULD DO WITH HIS TEAM.
THAT'S WHY I TALK ABOUT THE DEFINITION OF EQUITY BECAUSE IT MEANS DIFFERENT THINGS TO DIFFERENT PEOPLE.
YES, I THINK THAT'S A VALUABLE PROFESSIONAL DEVELOPMENT.
>> CHAIR D. FLORES: FOR THE STAFF.
>> AND THEN THEY -- AN EVALUATION OF THAT TO REALLY CUSTOM DESIGN WHAT WE NEED TO --
>> FOR YOUR STAFF ACROSS THE DISTRICT?
>> CHAIR D. FLORES: FOR EXAMPLE, UTSA TRYING TO GET AT THIS ISSUE TO IMPROVE THEIR DIVERSITY HAS TRAINING ON BIAS.
SO YOU CAN RECOGNIZE WHAT BIAS IS AND WHEN BIAS STARTS TO KICK IN, ET CETERA.
>> CHAIR D. FLORES: I KNOW YOU USE THE TERM, IMPLICIT BIAS.
SO I THINK T THAT WOULD BE HELPL FOR BOARD MEMBERS.
>> CHAIR D. FLORES: TO GET TRAINING ON BECAUSE IT'S A CONTINUING ISSUE.
AND YOU ARE RIGHT, WHILE WE'VE BEEN SUCCESSFUL WITH AND OTHER INSTITUTIONS, IN TERMS OF HAVING A GOOD DIVERSE STUDENT POPULATION THAT DOES REFLECT THE COMMUNITY, WE'RE NOWHERE NEAR THAT IN REGARDS TO FACULTY AND STAFF.
>> PART OF THAT TOO, IT'S A MULTIPRONG APPROACH.
I KNOW, ARE YOU CALLING IT AN INITIATIVE? DID I READ THAT? A DIVERSITY INITIATIVE.
OUR INITIATIVE WAS THE BEYOND TOLERANCE INITIATIVE.
DON'T GET HUNG UP IN THE WORD.
THERE WAS A RESOURCE IN LOS ANGELES CALLED THE TOLERANCE MUSEUM, MUSEUM OF TOLERANCE.
AND IT WAS REALLY CAME ABOUT BECAUSE OF THE HOLOCAUST.
IT EXPANDED TO INCLUDE ALL KINDS OF DIVERSITY.
IF YOU GET A CHANCE TO GO THERE IT'S NEAR BEVERLY HILLS.
[03:30:01]
POINT, IF YOU WILL.WE ACTUALLY TOOK BUSLOADS, IT'S A SIX-HOUR DRIVE, 25, 30 PEOPLE TO SPEND TWO DAYS AT THE MUSEUM OF TOLERANCE TO DO A CRASH-COURSE IN ALL THE ABOVE.
IT'S ONE OF THESE INTERACTIVE EXPERIENCES YOU WALK AWAY A DIFFERENT PERSON.
YOU CAN'T GO THROUGH IT AND WALK AWAY THE SAME PERSON.
AND THEN WHAT WE DID, IS WE GOT A CRITICAL MASS.
AND THEY BECAME THE CORE GROUP THAT LED THE INITIATIVE ON CAMPUS.
IF YOU WANT TO CHANGE PEOPLE'S HEARTS YOU HAVE TO PERMEATE IT.
EVERYONE GOES TO ONE WORKSHOP AND YOU'VE GOT IT.
IT'S IN YOUR PROFESSIONAL DEVELOPMENT, WE CHOSE TO MAKE THE FINE ARTS PEOPLE, THEY SAID WE'RE OING TO DO EVERYTHING IS NON-TOLERANCE, THE PLAYS AND CONCERTS.
THE GUEST SPEAKS, WE WENT BIG TIME TRYING TO RAISE PEOPLE'S CONSCIOUSNESS.
ONCE THEY SERVED ON THE SEARCH COMMITTEE FOR FACULTY, THEY HAD TO GO THROUGH AN ADDITIONAL, NOT JUST THE EEOC, YOU CAN'T ASK THIS OR THAT, LET'S TALK ABOUT IT.
IF IT WAS TODAY, IT WOULD BE IMPLICIT BIAS, WE DIDN'T KNOW THE TERM THEN.
BY THE WAY, IT WILL NOT CHANGE THINGS OVERNIGHT.
IF YOU MAKE THIS HIGH ON THE LIST AND HOLD HIM RESPONSIBLE, ON BEHALF OF MY COLLEAGUE, IT TAKES YEARS TO CHANGE THIS.
>> CHAIR D. FLORES: AT LEAST YOU HAVE A BEGINNING AND YOU HAVE A GOOD SOLID BEGINNING.
>> CHAIR D. FLORES: FROM WHICH TO BUILD.
>> IT'S NEVER GOING O CHANGE IF YOU DON'T START.
I HAD ONE VERY RELUCTANT RECALCITRANT WHITE FACULTY LEADER SAY AFTER THREE YEARS, I'M TOLERANCED OUT.
I DO NOT WANT TO HEAR ANYMORE ABOUT THIS.
I SAID, YOU KNOW, IF YOU CAN MAKE THAT COMMENT THEN I KNOW OUR WORK IS NOT DONE. BECAUSE THERE HAD NO SUCH THING AS THAT.
IT TAKES TIME, IT TAKES PERSEVERANCE.
SOMETHING YOU SAID OVER HERE ABOUT SUPPORTING YOUR CHANCELLOR, IF YOU GIVE HIM THIS KIND OF DIRECTION AS A BOARD, THEN YOU GOT TO PREPARE TO SUPPORT HIM BECAUSE HE WILL GET RESISTANCE.
SO THAT'S WHERE THE ONE VOICE IS REALLY IMPORTANT AND THAT ONE OF THE REASONS I SHARE THIS WITH YOU, SO YOU KNOW WHAT YOU ARE SETTING OUT TO DO.
WHAT I READ ABOUT WHAT YOU ARE SETTING OUT TO DO IS CONSISTENT WITH THE NATIONAL AGENDA.
BUT IT'S HARD TO DO AND SEE THE OUTCOMES YOU WANT.
AND IT'S FRUSTRATING BUT I TAKE YOU BACK TO SEVERAL HOURS AGO WHEN WE STARTED AND YOU ALL TALKED ABOUT WHY YOU ARE ON THE BOARD.
I HAVE BEEN SAYING THE DECADES, YOU CANNOT BELIEVE IN THE MISSION OF THE COMMUNITY COLLEGE WITHOUT BELIEVING IN DIVERSITY AND EQUITY.
THAT'S WHAT WE'VE ALWAYS BEEN ABOUT, WE JUST DIDN'T DO IT WELL.
COMMUNITY COLLEGES CAME ABOUT TO SERVE THE STUDENTS WHO ARE NOT BEING SERVED ELSEWHERE.
YOU ARE ON THE RIGHT TRACK WITH IT.
THERE ARE RESOURCES, I'M THRILLED TO HEAR WHAT YOU ARE DOING FOR THE ASSESSMENT.
THERE ARE PEOPLE WHO DO NOTHING BUT THIS KIND OF WORK.
IT'S JUST, I GUESS IF I WERE GOING TO LEAVE YOU WITH MY BIAS ABOUT THIS TOPIC, TO ME IT'S CORE TO YOUR MISSION.
BY THE WAY, WE ALSO SHOULD -- YOU KNOW, EVERYTHING WE DO ABOUT STUDENT SUCCESS, STUDENT ACHIEVEMENT, IT'S ALL PART TO HAVE.
IT'S NOT TO THE EXCLUSION OF ANY ONE GROUP.
IT MAKES THINGS BETTER FOR EVERYBODY.
AND AS SOON AS WE START POLARIZING THE ISSUE, THIS ONE NEEDS IT MORE THAN THAT ONE.
THAT'S -- IT'S COUNTER PRODUCTIVE.
WE'RE GOING TO WRAP IT UP AND GO BACK TO THE FIRST ACTIVITY OF THE DAY, WHICH IS WE CAN'T SOLVE MAJOR PROBLEMS WITHOUT CONVERSATIONS AND WITHOUT CONVERSATIONS THAT ARE RESPECTFUL AND SOMETIMES VERY TOUGH.
I COULD SAY THAT'S WHY WE PAY YOU THE BIG BUCKS BUT THAT DOESN'T WORK.
[03:35:02]
ELECTERATES TRUST YOU EVEN IF THEY DON'T FULLY UNDERSTAND THE FLEXTY OF WHAT WE'RE ASKING YOU TO DO -- COMPLEXITY.YOU ARE ALREADY DOING A LOT OF IT.
I DON'T HEAR ANY OF YOU SAYING WE HAVE OTTEN AS FAR AS WE NEED TO.
I DON'T THINK YOUR CHANCELLOR WOULD SAY THAT.
SO AND IT MIGHT KEEP GOING ON AFTER EVERYONE IN THIS ROOM IS GONE.
PROBABLY, THE EFFORT WILL CONTINUE BECAUSE YOU KNOW, LET'S FACE IT, WE'RE ALL BECOMING CENTURIES OF NOT --
>> CHAIR D. FLORES: THE LEGACY WE CAN LEAVE.
I KNOW WE JUST SCRATCHED THE SURFACE ON A NUMBER OF THINGS BUT I HOPE IT'S GIVEN YOU SOME THINGS TO THINK ABOUT AND GO FORWARD.
YOU ALL HAVE MY CARD IN YOUR PORTFOLIO.
YOU CAN CONSIDER ME PART OF YOUR NETWORK.
YOU CAN CALL WHEN YOU NEED A SOUNDING BOARD.
I'M PERFECTLY HAPPY TO DO THAT.
>> CHAIR D. FLORES: IF POSSIBLE WE'LL WANT A PART TWO.
>> THAT WILL BE WONDERFUL AS WELL.
AND I DO HAVE A BOARD MYSELF TO WHOM I REPORT, WHICH IS THE ACCT BOARD.
IF YOU HAVE A MOMENT, THERE IS ONE MORE EVALUATION.
DOROTHY STARTED TO DO IT EARLIER, AND THOUGHT IT WAS ABOUT YOU GUYS, BUT NO.
>> AND AGAIN, I THANK YOU FOR TAKING A CHANCE AND INVITIING M.
>> S. WILLIAMS: SOMETHING EARLIER, [INDISCERNIBLE] I REMEMBER BACK WHEN COLLEGES WERE CALLED JUNIOR COLLEGES, AND NOW IT'S COMMUNITY COLLEGES, [INDISCERNIBLE] THAT DIDN'T LIKE TH COLLEGE.
[INDISCERNIBLE] CARE TO HAVE COMMUNITY COLLEGE.
>> I DON'T KNOW ANYBODY THAT OBJECTIVES TO COMMUNITY COLLEGE.
>> CHAIR D. FLORES: ON THE FOUR-YEAR DEGREE.
>> VICE CHAIR W. JAMESON: I SAID THAT -- [INDISCERNIBLE] INSTITUTIONS.
>> T THAT WILL BE AN ISSUE GOING FORWARD.
BY THE WAY, THERE ARE STILL A COUPLE OF JUNIOR COLLEGES.
MY ALMA MATTER IS A JUNIOR COLLEGE.
IT WOULD HIT THE PRESS AND THE ALUMS FROM THE 1930S AND '40S CAME OUT IN MASS, DO NOT CHANGE THIS NAME.
IT'S MJC, IT HAPPENED TWO OR THREE TIMES WHILE I WAS CHANCELLOR.
I TOLD THE CITY, YOU HAVE TO WAIT UNTIL THEY ALL DIE.
BUT THE INSTITUTION WENT FROM BEING A JUNIOR TO A COMMUNITY COLLEGE.
JUNIOR COLLEGE WAS TWO-YEAR TRANSFER PERIOD.
FOR THOSE WHO COULDN'T AFFORD IT.
THAT'S HOW IT WAS WHEN I WENT.
20, 40 YEARS LATE, IT'S ALL DIFFERENT.
THE ISSUE, DID YOU START OUT THE BACCALAUREATE, I DON'T KNOW WHAT WILL HAPPEN.
PROBABLY MORE COLLEGES AND DROP THE COMMUNITY.
>> OU MENTIONED THE END OF THE DISCUSSION ON THE DIVERSITY IT TAKES YEARS AND TRAINING AND ALL THAT STUFF.
ONE APPROACH IS IT'S EVERY BODY'S JOB AND WE'RE GOING TO EMBED IT IN THE PLANS FOR THE ORGANIZATION AND THIS IS PART OF WHAT WE DO.
IS YOUR EXPERIENCE THERE NEEDS TO BE DEDICATED RESOURCES AND ORGANIZATIONS FACILITATING CONSIDERATION OF DIVERSITY AND CONTRACTING AND HIRING WITHIN THE ENTERPRISE AS OPPOSED TO JUST HAVING IT DIFFUSE THROUGHOUT THE ORGANIZATION AND QUOTE, EVERY BODY'S JOB.
>> I DON'T WANT TO STEP ON TOES HERE.
BUT SOMEBODY HAS TO BE RESPONSIBLE FOR IT.
I WOULD SAY MY XPERIENCE HAS BEEN THE ONES THAT ARE MOST SUCCESSFUL, WHATEVER YOU CALL IT, THE DIVERSITY OFFICER, THE OFFICE OF DIVERSITY, NOW I WOULD SAY EQUITY, I WOULDN'T USE THE TERM, DIVERSITY, I WOULD USE OFFICE OF EQUITY.
>> DEPENDS ON THAT BECAUSE YOU -- I THINK WHAT WAS DISCUSSED REGARDING THE FACULTY IS GOING TO BE TRUE BECAUSE THAT IS BY ACCREDITORS, AN INSTITUTIONAL DECISION NOT A DISTRICT OR SYSTEM DECISION WITH REQUIRING INPUT IN HE PROCESS.
THAT ONE IS A LITTLE -- OTHER THINGS YOU CAN BUT NOT EVERYTHING.
>> FOR EXAMPLE, ONE OF THE STRATEGIES YOU GET FACULTY LEADERS TO TAKE ON THE COST. IN
[03:40:02]
FACT, I USED TO CALL IT THE TRUE BELIEVERS.PEOPLE ALREADY COMMITTED TO CAUSE, AND YES, I WOULD PROVIDE THEM WITH THE RESOURCES.
AND IN OUR CASE, THE RESOURCES TO GO TO THE MUSEUM OF TOLERANCE TOLERANCE.
THE FIRST GROUP, THE FIRST THING I DID WAS PUT THEM FR IN FRONT F THE BOARD AND TELL THEM ABOUT YOUR EXPERIENCE.
I HAD TWO OF OUR MALE LEADERS, OLDER WHITE MALE LEADERS OF THE FACULTY SITTING BY ME AND ONE WAS SKEPTICAL.
I SAID, WE'RE OING TO TAKE ANOTHER TRIP IN TWO WEEKS, I'LL GO, YOU GO WITH ME.
I ASKED HIM IN PUBLIC, HE SAID TO SAY YES.
SO THE NEXT GROUP INCLUDED NOT JUST THE CHANCELLOR BUT COUPLE OF THE VERY POWERFUL LEADERS FROM THE FACULTY AND THEY CAME BACK AND SAID, OKAY, YOU ARE RIGHT.
YOU DO A MULTIPLE STRATEGIES NOT JUST ONE THING.
I FIGURE THESE DAYS IF IT'S A MONEY WE'RE COMMITTING TO, EQUITY AND CLOSING THE ACHIEVEMENT GAP, THIS GETS YOU THERE.
THIS GETS YOUR ENROLLMENT UP BECAUSE IT HELPS WITH RETENTION.
IT'S NOT EITHER OR BUT IN TERMS OF SOMEBODY BEING RESPONSIBLE FOR IT, PROBABLY COLLEGE BASE, YES.
THAT'S WHY I WANTED THOSE GUYS THERE.
IN ALL SERIOUSNESS, THAT WAS PART OF MY STRATEGY.
PEOPLE OF COLOR ALREADY GOT IT.
SOME OF -- WE HAD -- TALK ABOUT SERIOUS CONVERSATIONS.
WE HAD SOME AMONG BLACK, BROWN AND WHITE FACULTY.
THAT DIVERSITY MEANS EVERYBODY.
BUT THE CHAMPIONS, THE DEAN OF HUMANITIES SAID, WAS AN OLDER WHITE MALE, VERY TALENTED MAN WHO SAID I'M GOING BACK TO MY DIVISION AND HE PROPOSED IN HIS DIVISION BOUGHT WE'RE GOING TO MAKE DIVERSITY BE OUR THEME FOR THIS YEAR.
AND EVERYTHING THEY DID CARRIED THE DIVERSITY LOGO.
AFTER THEY EXISTED FOR ABOUT SIX MONTHS, THEY SAID WE WANT A NAME AND LOGO.
LET IT BE GRASSROOTS WITH MONEY.
AND IT BECAME MORE FORMALIZED.
AND WE STILL HAVE A LONG WAYS TO GO WHEN I LEFT.
BUT THEY HAD COME A LONG WAYS.
AND MOSTLY BECAUSE THEY CHANGED PEOPLE'S HEARTS.
>> VICE CHAIR W. JAMESON: THANK YOU SO MUCH.
I CAN'T BELIEVE HOW LONG YOUR DAY IS.
>> CHANCELLOR MAY: WE HAVE AUDIT COMMITTEE NOW.
WE NEED TO GO TO EXECUTIVE SESSION AT THE END OF IT.
I'M LEAVING YOU MORE CARAMELS TO KEEP IT
* This transcript was compiled from uncorrected Closed Captioning.