[1. Certification of Notice Posted for the Meeting]
[00:00:06]
>> THIS IS THE MEETING OF THE BOARD OF TRUSTEES.
VERIFICATION AND NOTICE OF THE AGENDA ARE IN THE OFFICE OF THE CHANCELLOR.
THIS MEETING IS BEING BROADCAST OVER THE INTERNET.
CHANCELLOR CAN YOU CERTIFY AS TO THE POSTING OF THE NOTICE?
>> YES, I CERTIFY THAT THE NOTICE FOR THE MEETING WAS POSTED ACCORDING TO CODE.
FIRST ITEM IS SUMMARY OF THE DAY.
[2. Summary of the Day Presenter: Joe May]
PRESENTATIONS I WANTED TO MAKE A COUPLE OF COMMENTS.I KNOW MANY OF YOU BUT SOME ARE NOT AWARE THAT THE DAY IS GOING TO BE DISRUPTIVE FROM WHAT WE ORIGINALLY PLANNED AND IN A GOOD WAY.
MARK, MARK HAYES AND HIS TEAM LED A -- AN EFFORT TO CREATE REALLY FIRST SCALE APPRENTICESHIP PROGRAM FOR HEALTHCARE INDUSTRY IN THE NATION.
THE -- THE SECRETARY OF LABOR IS THREEING IN TO PRESENT THE AWARD WHICH IS A 12 MILLION DOLLAR PROJECT THAT WE WILL WORK TON MAKE THAT HPPEN.
I JUST WANT TO COMMEND MARK AND HIS TEAM FOR GOING -- PULLING THIS TOGETHER.
WE'RE ALSO PART OF THE SAN JACINTO GRANT.
MY BIGGEST CONTRIBUTION TO THIS WAS STAYING OUT OF THE WAY AND LET TALENTED PEOPLE DO WHAT THEY DO CAN WELL.
GEORGE, HIS TEAM IN SOLUTIONS DEVELOPMENT, EVEN STAFFERS AT COLLEGE THAT WORKED N THIS WITH US, IT IS -- IT WAS A MASSIVE UNDERTAKING.
BEEN WORKING ON IT ABOUT 13 MONTHS.
THE GRANT WAS SUBMITTED LAST OCTOBER.
IT WAS SUPPOSED TO BE ANNOUNCED IN JANUARY.
WE GOT THE ANNOUNCEMENT ON FRIDAY.
WON'T GET INTO THE DETAILS OF HOW ALL OF THAT GOT MUCKED UP AND EVERYTHING ELSE.
BUT ANYWAY, IT IS -- IT IS -- IT IS A VERY SPECIAL DAY.
WE LOOK FORWARD TO THE SECRETARY BEING HERE.
THIS GRANT WILL SERVE 7500 APPRENTICES AND HEALTHCARE OCCUPATIONS BOTH LOCALLY AND WE HAVE TO SCALE THIS PRODUCT NATIONALLY.
THAT'S WHY THE MERICAN HOSPITAL ASSOCIATION IS A CRITICAL PARTNER ON THIS.
THEIR REPRESENTATIVE IS FLYING IN FROM CHICAGO TO BE AT THE CEREMONY.
WE'RE LOOKING AT THE GRANT AND BEFORE IT WAS RELEASED WE KNEW IT WAS COMING.
WHAT INDUSTRY SECTOR WOULD WE LIKE TO LOOK AT.
D.O.L. WAS PUTTING THE WORD OUT THEY LIKE TO SEE NONTRADITIONAL THINGS, LIKE MANUFACTURING AND CONSTRUCTION.
WHEN SOMEONE MENTIONED HEALTHCARE, THEY ALMOST WENT INTO PANIC MODE.
HOW DO YOU DO APPRENTICESHIPS IN HEALTHCARE.
WE HAVE INE PARTNERSHIPS, INCLUDING THE AMERICAN HOSPITAL ASSOCIATION.
IT JUST TOOK FF LIKE A WILDFIRE.
YOU KNOW, THE 12 MILLION DOLLARS FANTASTIC IS WE HAVE 314 MILLION DOLLARS OF COMMITTED EMPLOYEE -- EMPLOYER LEVERAGE RESOURCES FOR THE GRANT.
THAT'S COMMITMENT TO WAGES, TO TRAINING AND OTHER ASPECTS TO MAKE THIS A SUCCESSFUL PROJECT.
SO WE'RE -- WE HAVE 50 OCCUPATIONS IN HEALTHCARE THAT ARE PART OF THIS.
IT IS GOING TO BE A GIGANTIC UNDERTAKING BUT ONE WE'RE WILLING TO ACCEPT.
SO SORRY FOR THE DISRUPTION TODAY.
HOPE YOU HAVE FUN AND -- AND AND GET SOME - SOME GREAT THINGS OUT OF THIS.
IF YOU HAVE QUESTIONS, PLEASE FEEL FREE TO ASK AT ANY TIME.
WE'LL BE GLAD TO HELP UT ANY WAY WE CN.
THANK YOU TO YOU AND THE PEOPLE THAT WORK ON THIS.
ALSO, TODAY, IS REALLY ABOUT THE -- THE CULMINATION OF A NUMBER OF THINGS.
YOU'LL SEE THE SLIDE LATER WHERE WE BASICALLY SAID THE EDUCATION
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PLAN NEEDS TO DRIVE THE FACILITIES PLAN AND THE PEOPLE AND BUDGET PLAN.FOR THE NEXT TWO DAYS WE'LL BE REALLY TYING THIS TOGETHER AND -- AND -- -- WE START TODAY WITH THE EDUCATION PLAN AS THE -- AS THE BASIS ON WHICH -- WE -- WE MOVE FORWARD WITH EVERY OTHER MAN THAT WE HAVE IN PLACE.
SO I KNOW SOMETIMES MEMBERS OF THE BOARD THAT WHEN YOU LOOKED AT THIS IT SEEMED DISJOINTED AND PIECEMEAL.
THAT'S BECAUSE WE WERE BUILDING A LOT OF PARTS ALL MOVING AT THE SAME TIME.
TODAY HOPEFULLY THEY'LL ALL COME TOGETHER IN A WAY THAT MAKES SENSE TO US NOW AS WELL AS MOVING FORWARD INTO THE FUTURE.
WITH THAT, I'M GOING TO -- TO TURN IT OVER TO THE -- TO THE -- OUR PRESENTERS HERE AND I'M NOT SURE WHO IS TAKING OFF, JOHN, JUSTIN, OR MARY.
>> I GOT A COUPLE OF QUICK OPENING COMMENTS.
FIRST OF ALL, YOU EARD US TALK ABOUT POLYIAN.
IT WAS ACQUIRED BY HE SMITH GROUP.
YOU'LL SEE US REFER TO IT AS A SMITH GROUP.
STILL THE SAME PEOPLE WHICH IS NICE AND BEEN WORKING WITH THEM.
SO, JUST A LITTLE THING THERE WITH FRANK BARKLEY AND MURRAY MOLLIC BOTH HERE TODAY.
THIS IS FRANK AND THAT'S MARTY AND JUSTIN AND MARY AND WE'VE BEEN WORKING TOGETHER WITH THEM.
THIS IS NOT NTO THE DETAILS YET, BUT WHAT WE DID IS LOOKED AT -- THE EDUCATION PLAN FROM A HOLISTIC STANDPOINT OF EVERYTHING TOGETHER AND THEN -- THEN NOW, AS YOU'LL SEE WHEN WE
[3. Board of Trustees Education Plan Presenters: SmithGroup - Marty Maher and Frank Markley, Mary Brumbach, Justin Lonon, John Robertson]
GET TO THE END, NOW THERE'S SOME MORE WORK TO BE DONE.CHANCELLOR MAY AND MEMBERS OF THE BOARD.
DELIGHT FOR US TO COME THIS MORNING AND PRESENT TO YOU WHERE WE ARE WITH THE EDUCATION PLAN FOR THE DISTRICT.
JUST -- JUST A VERY QUICK BACKGROUND.
AGAIN, I'M FRANK MARKLY AND BEEN WORKING WITH COMMUNITY COLLEGES FOR 13 YEARS.
I WORKED AT THE EXECUTIVE LEVEL AND THEN ALMOST 18 YEARS IN THE CONSULTING BUSINESS.
SO QUITE A -- QUITE A -- QUITE A -- I GUESS A TENURE WITH THESE TYPES OF INSTITUTIONS.
>> I'VE BEEN WORKING WITH THE COMMUNITY COLLEGE SECTOR FOR A LONG TIME.
MY FATHER WAS A COMMUNITY COLLEGE FACULTY AND MY WIFE IS A DEAN.
I'VE BEEN AT THREE DIFFERENT COMMUNITY COLLEGES AROUND THE COUNTRY.
I BELIEVE IN WHAT THEY O AND THE MISSION AND PURPOSES.
WE WORK WITH AN INSTITUTION LIKE THIS AND -- IN THE PRIVATE SECTOR.
>> SO TODAY AS JOHN SAID, WE'RE HERE TO GIVE YOU SORT OF THAT HIGH LEVEL OVERVIEW OF WHAT WE'VE BEEN DOING SINCE WE'VE BEEN ENGAGED BY THE DISTRICT AND SOME OF THE -- OF THE OTHER PREMISE OF OUR WORK.
SO THE FIRST THING WE DID WHEN WE GOT INTO THIS WAS LOOKED AT -- WHAT WAS THE PURPOSE OF THE EDUCATION PLAN? I CAN TELL YOU AND THE FACT THAT WE HAVE DONE MANY OF THESE ACROSS THE COUNTRY, EVERY PLAN IS DIFFERENT.
WE CAN'T COME IN WITH A SET F ASSUMPTIONS AND SAYS DALLAS IS LIKELY OR ORLANDO, OR -- OR -- OR TUCSON OR ANYPLACE ELSE IN CALIFORNIA.
AND HE PLAN HAD TO START WITH -- WITH ITS OWN PURPOSE IN MIND.
AS YOU COULD SEE, THERE REALLY ARE MORE BULLET POINTS THAT REALLY EMPHASIZE THE PURPOSE OF THIS EDUCATION PLAN.
WE -- WHEN WE RESPONDED TO THE REQUEST FOR PROPOSAL IT WAS CLEAR THAT THE DISTRICT WAS -- WAS EMBARKING UPON WHAT IS CALLED A NETWORK APPROACH.
THAT WAS ONE OF THE FIRST THINGS WE LOOKED AT.
SO -- BUT THE KEY COMPONENTS OF THIS IS OBVIOUSLY LONG-RANGE AND BROAD BASED.
IT IS NOT JUST ONE INSTITUTION, IT IS LOOKING AT ENTIRE DISTRICT.
THE EMPLOYERS IN THE SURROUNDING DALLAS AREA AND HOW IT INTERFACES WITH BUSINESSES AND COMMUNITIES AS WELL AS THE STUDENTS THEMSELVES.
THAT'S A KEY COMPONENT OF THIS.
IT HAD TO BE LIGNED WITH THE MISSION AND THE INSTITUTED PRIORITIES OF THE BOARD.
IT WAS A GUIDE IF PROGRAM STRATEGY AND ALIGNMENT IN THE NETWORK.
THE NETWORK CONCEPT HAD ALREADY STARTED AND -- AND THAT -- THAT IS -- HAS IS SOMETHING THAT WAS IN THE WORKS.
SO WE HAD TO MAKE SURE THAT IT IS IN LINE WITH -- WITH THAT PARTICULAR PROCESS AS WELL.
BUT IN THE END, THE RECOMMENDATION IS JUST LIKE THE NETWORK ARE REALLY THERE TO GUIDE DECISIONS ABOUT GROWTH DEVELOPMENT AND THEN THE RESOURCE ALLOCATION.
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CHANCELLOR WAS JUST REFERRING TO.THIS IS WHAT WE PROPOSED WHEN WE ACCEPTED THE -- THE ASSIGNMENT HERE WAS THAT THE EDUCATIONAL PLANNING REALLY DOES DRIVE FACILITIES AND PEOPLE LANNING AND UDGET PLANNING DOWN THE ROAD.
SO FROM THAT PERSPECTIVE, THOSE IN ESSENCE WERE THE GIVEN CHALLENGES.
IT HAD TO BE A UNIFIED DIRECTION.
ALL OF HESE THINGS, FACILITIES, PEOPLE, BUDGET NEED TO WORK IN UNISON.
WE'RE ON THE WAY TO DOING THAT.
IT IS HOW THE EDUCATION PLAN BEGINS TO TILE THAT TOGETHER SO YOU COULD MAKE DECISIONS WITH REGARDS TO EACH ONE OF THE COGS IN THE WHEEL.
THAT'S IN ESSENCE, HOPEFULLY YOU HEAR SOME OF THAT TODAY.
WHEN WE GO ON, THERE WAS HUGE ANALYSIS QUESTIONS THAT -- THAT ONCE WE HAD A PURPOSE AND ONCE WE UNDERSTOOD THE NET WORTH CONCEPT, THE GOAL WAS TO -- WHAT -- WHAT ARE THE -- WHAT ARE SORT OF THE HYPOTHESES OR QUESTIONS THAT WE NEED TO ANSWER? THIS -- THIS IECE OF IT OVERWHELMINGLY, THE MAJOR QUESTION THAT HAD TO BE ANSWERED WAS HOW IS THE DISTRICT SUPPLYING THE EMPLOYEES FOR HIGH DEMAND JOBS IN DALLAS COUNTY? THERE REALLY WASN'T AN ANSWER TO THAT.
SO, SO THERE WAS -- THIS WAS OBVIOUSLY INFORMATION THAT WAS COMING OUT WITH REGARDS TO -- TO SOME OCCUPATIONAL COMPONENTS OF JOB SUPPLY AND DEMAND AND MARTY WILL TALK ABOUT THOSE.
THERE WASN'T A UNIFIED LOOK AT THAT AND SHARE SOME OF THAT WITH YOU TODAY AS WELL.
SO THE OTHER THING WAS THE IMPACT ON WHY -- ON THE CLIMATE AND INCOME ND ECONOMIC GROWTH IN THE COMMUNITY.
SHARE THAT WITH YOU TODAY AS WELL.
>> YOU AY IN TERMS OF SUPPLYING EMPLOYEES FOR HIGH DEMAND JOBS THERE WAS NO UNIFIED LOOK.
>> YEAH, COLLEGE LEVEL, SOME WORK HAD BEEN DONE AND THERE'S -- THERE'S A GREAT ECONOMIC FOCUS HERE AT THE COLLEGE THAT WAS SUPPLYING INFORMATION TO -- TO INSTITUTIONS, PRESIDENTS AND SO FORTH.
BUT OVERARCHING, ONE COMPREHENSIVE STUDY TO LOOK AT ALL JOBS WITHIN THE DALLAS METROPOLITAN AREA AND ALL OF THE PROGRAMS, NOT JUST SELECTED PROGRAMS, LIKE HE I.T. OR MAYBE IN HEALTHCARE, THAT COMPREHENSIVENESS WAS WHAT WAS LACKING.
>> AS WE -- AS WE GO FORWARD ON THIS ON IMPLEMENTING THE RECOMMENDATION OF THE PLAN, I GUESS THAT WOULD BE ONE THING THAT YOU WOULD NEED TO -- TO --
>> WELL, WE GOT THE CAPABILITY.
I THINK YOU USED A LOT OF THIS BECAUSE OF MIGUEL AND WHAT HIS TEAM HAS DONE.
WE HAVE ALL OF THIS DATA, WE REALLY SENT IT DIRECTLY TO INDIVIDUAL COLLEGES ORE ABOUT PROGRAMS AND WE USED THAT PROGRAM EVALUATION PROCESS AND OTHERS BUT THIS IS THE FIRST TIME TO REALLY TAKE A LOOK AT THE SNAPSHOT AT -- T NOT ONLY WHAT -- WHAT -- WE HAD IT FOR WHAT IS GOING ON IN -- IN THE REGION BUT WE HAVEN'T REALLY MAPPED WHERE -- WHERE DO WE ALIGN WHERE THE GAPS AND -- AND THE -- AND COME UP WITH STRATEGIES TO ATTACK THIS.
MAINLY BEEN WHAT INSTITUTIONS HAVE BEEN AND NOT WHAT WE SET FORWARD AND MAPPED OUT.
>> THE FOCUS WAS NOT SO MUCH IN -- WELL, LET'S LOOK AT AN INDIVIDUAL COLLEGE AND SAY THE SURROUNDING COMMUNITY OR THE NEED BUT THIS WAS MORE -- MORE OF A DALLAS METROPOLITAN AREA STUDY OF WHAT ARE THE NEED OF THE DALLAS AREA I SUPPOSE.
LET'S STRIP OUT WHO IS GOING TO FULFILL THOSE NEED.
LET'S LOOK AT MORE HOLISTICALLY AT THE MARKET ITSELF.
THAT WAS I THINK -- I THINK THE KEY DIFFERENCE THERE.
SO -- WELL, THE THIRD QUESTION WAS -- WAS THE STRATEGIC FRAMEWORK.
THAT WAS -- WHEN WE CAME, WE LOOKED AT THE INSTITUTIONS, THE SEVEN COLLEGES, WHAT WAS BEINGED OF, NOTICE THAT THERE WAS SOME DUPLICATION AMONG PROGRAMS, OBVIOUSLY IN -- IN -- IN -- IN YOU KNOW, YOU SERVE A BROAD MARKET AND THE COLLEGES ARE -- ARE IN ESSENCE YOU KNOW LOOKING TO SERVE THE COMMUNITY NEED.
SO -- SO -- WHEN YOU HAVE A DISTRICT THIS LARGE, THERE HAS TO BE FRAMEWORK IN PLACE TO BEGIN IN THE NOMENCLATURE LANGUAGE THAT STARTS TO UNDERSTAND PROBLEMATICALLY, HOW DO YOU OPTIMIZE PROGRAM LOCATION AND GRADUATES.
TAKING THIS TO THE DISTRICT LEVEL.
THE LAST ONE ABOUT STRUCTURAL AND ORGANIZATIONAL CHANGES TO CREATE RESPONSIVE SOLUTIONS.
SO -- THOSE ARE THINGS THAT -- THAT -- THAT -- THAT -- THAT WELL ON OUR WAY TO ANSWERING.
SOME ARE -- ARE MORE COMPLETE THAN OTHERS.
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TODAY AS WELL.IN TERMS OF THE KEY ANALYSIS QUESTION, ARE YOUR RECOMMENDATIONS GOING TO BE FOCUSED AROUND THESE FINDINGS?
>> SO IT THEN BECOMES, WELL ARE WE ON THE IGHT TRACK? WHY ARE THESE QUESTIONS IMPORTANT? AND SO I WANT TO POINT TO -- TO STRATA EDUCATION AND THE STUDY THEY DID IN JULY OF 2018 WHERE THEY ASKED MORE THAN 86,000 U.S.
ADULTS ABOUT THEIR EXPERIENCES IN OVER 3,000 INSTITUTIONS OF HIGHER LEARNING.
IN ESSENCE, THE REASONS THEY -- THEY -- THEY DECIDED TO MOVE INTO HIGHER EDUCATION AND AS YOU CAN SEE IN THE PIE CHART THERE, 58 PERCENT SAID JOBS AND INCOME WERE THE PREDOMINANT REASON WHY THEY -- THEY WERE -- THEY WERE CHOOSING HIGHER EDUCATION.
SO YOU KNOW, THE 23 PERCENT MAY T-MAY BE HARD TO SEE BUT THAT'S3 LEARNING THE KNOWLEDGE, THE 12 PERCENT WERE FAMILY EXPECTATION AND 6 PERCENT ACCESS AND AFFORDABILITY.
SO THE JOBS AND INCOME WHEN YOU START TO LOOK AT THIS REPORT, OBVIOUSLY THE STUDENTS HAD -- HAD WHAT -- WHAT THEY SAID WAS A ROAD TO A BETTER LIFE, SHARE IN THE AMERICAN DREAM AND A CHANCE TO ADVANCE, OBVIOUSLY SUPPORT THEIR FAMILIES AND THEIR -- THEIR LIFESTYLE THAT -- THAT -- THAT THEY WANT TO MOVE SOCIAL AND ECONOMIC MOBILITY WERE ALL KEY FACTORS IN THE DECISION TO GO TO COLLEGE.
SO WHEN -- WHEN YOU LOOK AT THIS, JOBS AND INCOME, THERE'S ALSO RESEARCH THAT IS COMING OUT THAT COMMUNITY COLLEGES -- THE ULTIMATE GOAL WAS ALWAYS TO -- COMPLETION OF A DEGREE.
NOW WE'RE SEEING THAT -- THAT THE DEFINITION FOR COMMUNITY COLLEGE SUCCESS IS NOT JUST COMPLETION OF THAT DEGREE BUT THAT STUDENT, THAT GRADUATE, GOING OUT AND GETTING A -- A -- A JOB IN THEIR RELATED FIELD THAT -- THAT IS -- IS IN ESSENCE SUPPLYING A WAGE THAT CAN SUPPORT THEMSELVES AND THEIR FAMILY.
SO THOSE ARE CRITICAL COMPONENTS.
IF THEY TRANSFER THE SUCCESS IS NOW BECOMING COMPLETION OF THAT BACHELOR DEGREE WHEN THEY TRANSFER TO THE FOUR-YEAR INSTITUTION.
OUR -- OUR DEFINITION OF COMPLETION IS -- IS STARTING TO MOVE OUT BEYOND JUST -- JUST THE WALLS OF THE INSTITUTIONS THAT WE HAVE.
REALLY HOW WELL DO THEY DO ONCE THEY -- THEY LEAVE THE INSTITUTION? THAT DOESN'T -- THAT COMMENT --
>> THAT FINDING DOESN'T DIMINISH THE VALUE.
>> THE VALUE OF THIS MOTIVATING.
YOU'RE PROBABLY MORE IMPORTANT THAN THEY EVER WERE.
>> DOES THIS STUDY BRING IN EFFECT ANY -- ANY -- ANY OF THE FOLKS WHO WOULD BE SAY IN THE TRADE?
>> IT WAS A BROAD -- OBVIOUSLY WITH 86,000 AND 3,000 INSTITUTIONS, IT WAS A BROAD BASED STUDY THAT EFFECTED ALL OF HIGHER EDUCATION AND STUDENTS WERE ENGAGED IN ALL DIFFERENT TYPES OF PROGRAMS THAT THEY WERE ENROLLED IN.
>> I MET WITH THE STRATA FOLKS ON THIS.
THEY'RE CALLING 300 PEOPLE EVERY SINGLE DAY AND WILL CONTINUE TO DO THAT FOR THE FORESEEABLE FUTURE.
>> IN OTHER WORDS ONGOING AND CONTINUAL.
>> SO I'M GOING TO LET MARTY TALK A LITTLE BIT ABOUT PROGRAM ALIGNMENT WITH JOB OPPORTUNITIES THAT GIVE YOU AN IDEA OF SOME OF THE -- OF THE CRITICAL NEEDS IN THE DALLAS AREA AND THEN WE COULD MOVE ON TO THE ACTUAL WORK ITSELF.
>> SO ONE OF THE KEY THINGS THAT -- THAT YOU REALLY WANT TO LOOK AT IS HOW THE DISTRICT HAS A ROCESS IN PLACE WHERE WE LOOKED AT WHAT -- WHAT THE WORKFORCE AND WHAT FEEDBACK FROM THE WORKFORCE WAS IN TERMS OF WHAT THEY NEEDED AND THAT FEEDBACK WAS ABLE TO BE TRANSLATED TO THE COLLEGES SO THAT THEY WERE -- HERE WAS SOME SORT OF ALIGNMENT ETWEEN WHAT COLLEGES WERE FOCUSING ON AND WHAT THE ADMINISTRATOR IS LOOKING FOR.
IN THIS GRAPHIC WE'RE SHOWING WHAT WE DID WAS DATA.
THIS ALL HAS TO BE DATA DRIVEN.
WHAT WE LOOKED AT ACROSS THE DISTRICT WHETHER A SURPLUS OR GAP.
ONE OF THE MAIN THINGS WE WERE LOOKING FOR WAS IN PARTICULAR JOBS WITH NO PROGRAMS. WHEN WE SAW HIGH DEMAND FOR A GAP AND DEGREES THAT WOULD FILL THESE JOBS, WE FIGURED OUT IN THE PROCESS HOW TO ADDRESS THOSE GAPS.
HOPEFULLY YOU COULD SAY, WELL, WE GOT TWO OR THREE JOBS AND [INDISCERNIBLE] ND WE MOVE ON
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TO COLLEGE AND HAVE A PROCESS THAT THEY COULD NIMABLY ADJUST AND REALIGN AND IF THEY NEEDED TO ADD A PROGRAM, WHATEVER THEY NEEDED TO DO TO SATISFY THE DEMAND.>> IT IS ONE THING THAT MAKES IT TOUGH TO DO.
YOU DON'T WANT TO ALWAYS LOOK IN THE REAR-VIEW MIRROR.
YOU LOOK AT THE OCCUPATIONAL DEMAND OF WHAT THERE IS AND THAT TELLS YOU WHERE THE JOBS ARE NOW.
PART OF THE THING THAT WE TALKED ABOUT IS HOW DO WE GET TO THE POINT THAT WE'RE FORECASTING WHERE ARE THE OBS IN FIVE OR TEN YEARS DOWN THE ROAD.
WE GOT TO BE THAT FORWARD-LOOKING GROUP AND NOT JUST SAYING, OH, HERE'S WHERE THE JOBS ARE TODAY.
WHAT IS ALSO EQUALLY IMPORTANT IS EITHER BEING NIMBLE SO YOU'RE CHANGING WITH WHAT THE MARKET IS CHANGING OR YOUR -- OR THE JOBS COMING INTO THE PIPELINE.
IT MAY BE THERE IN THREE TO FIVE YEARS.
>> IF I MIGHT -- HAVE WE LOOKED AT ANYTHING ABOUT REOPENING THE HORTICULTURE PROGRAM.
>> I SPOKE TO A GENTLEMAN HAT SAID THEIR COMPANY IS PAYING 13 BUCKS AN HOUR FOR THE GUYS THAT PUSH THE MOWERS.
HE SAID ANYBODY THAT DRIVES A TRUCK MAKES MORE BUT THEY JUST HIRED A GENTLEMAN FOR OUT OF THEIR RANGE FOR THE IRRIGATION WHATEVER IT WAS.
THEY HIRED SOMEBODY TO RUN IRRIGATION AND HE WAS GOING TO START AND THEN THERE WAS A 7,000 DOLLAR INCREASE IN THE FIRST SIX MONTHS.
A LOT OF TIMES IF THEY'RE PROMOTED SOMEBODY ELSE AND TAKES THEM.
THAT'S HORTICULTURE AND NOT SOMETHING ARTIFICIAL INTELLIGENCE IS EVER GOING TO TAKE OVER.
IT IS NOT SOMETHING SHOULD IS GOING TO GO AWAY.
WITH EVERYTHING ELSE THAT IS OUT THIS ANYBODY WHO KNOWS WHAT THEY'RE DOING CAN MAKE MONEY.
I MEAN, WE KNOW THAT JUST FOR A FACT BECAUSE WE'VE SEEN THE TRUCKS THAT COME -- FIRST, THERE'S TWO MOWERS AND THEN FIVE MOWERS AND THEN FIVE GUYS ON THE STREET THAT TAKE CARE OF IT.
IT IS ONE OF THE THINGS THAT IS NECESSARY.
>> ALL OF THOSE TYPES OF THINGS WILL BE INVESTIGATED THROUGH 3 THIS PROCESS.
YOU KNOW, YOU COULD HEAR SIMILAR STORIES DEPENDING ON WHO -- WHO YOU HAVE IN THE ROOM THAT WOULD INDICATE SIMILAR THINGS WHETHER IT IS AUTOMOTIVE TECHNICIANS OR SOMETHING IN ADVANCED MANUFACTURING.
ALL OF THOSE THINGS NEED TO BE VETTED AND -- AND -- THE RIGHT UNDERSTAND WHAT IS THE DYNAMICS GOING ON IN THE LOCAL WORKFORCE IN DALLAS COUNTY TO MAKE SURE THAT -- THAT WHETHER T IS LONG-TERM OR SHORT-TERM ISSUE? WHAT ARE THE CIRCUMSTANCES THAT WOULD GO IN AND CREATE THAT DEMAND.
THIS PROCESS IS DESIGNED TO LOOK AT THOSE.
A FEW YEARS AGO I WORKED IN LITTLE ROCK.
I HAD SEVERAL EMPLOYERS THAT SAID CAN'T FIND WELDERS.
THE FIRST FEW COMPANIES SAID I CAN'T FIND WELDERS.
THE LAST TWO I WAS GOING TO VISIT.
I SAID YOU HAVING TROUBLE FINDING WELDERS? THEY SAID NO.
>> THEY'RE HIRING FROM THE 3 OTHER COMPANY.
>> IT WAS AN ISSUE OF -- THERE WAS NO -- THERE WAS -- THERE WAS NOT -- THERE WAS A DEMAND FOR LOW PAYING WELDER JOBS BUT THIS -- THESE TWO COMPANIES WERE PAYING AT THE VERY TOP OF -- SO EVERYBODY THAT WAS AT THE OTHER COMPANIES, THEY KNEW THEY HAD A JOB OPENING AND WOULD APPLY THERE.
THE ISSUE WAS THERE WAS PLENTY OF WELDERS AT THE TIME AND THERE WASN'T A MARKET FOR LOW PAID WELDERS.
ALL OF THAT HAS TO BE DRIVEN BY DATA O WE UNDERSTAND WHAT THE DYNAMIC IS.
THAT'S WHAT IS GREAT ABOUT THIS PROCESS.
THAT'S WHAT WE WANT TO LOOK AT.
>> DEPENDS ON THE TYPE WELDING.
THE SPRAY ARC, THOSE ARE 35 DOLLAR AN HOUR JOBS.
A ASIC WELDER USING BASIC WELDING TECHNIQUES, MAY BE AS LOW AS 13, 14 DOLLARS AN HOUR?
>> LOTS OF TIME IT DEPENDS ON WHAT WORK THEY DO.
IS IT SOMETHING -- IF IT IS JUST REPAIR, IT IS NOT GOING TO BE THE SAME AS A WAGE FOR SOMETHING THAT IS CREATED.
IT IS -- BUT YEAH WELDING IS ONE OF THOSE THINGS.
FRIEND OF MINE WAS 58 YEARS OLD WHEN HE DECIDED TO RETIRE.
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HE PUT THREE GIRLS THROUGH IVY LEAGUE COLLEGES AND HE STILL HAD ENOUGH MONEY AT 58 TO RETIRE.>> THIS FROM ALL OF THE UNDERGRADUATE? [INAUDIBLE].
JOBS AND INCOME VERSUS EDUCATION.
WHAT IS THE BREAKDOWN OF THIS?
>> YOU'RE STILL REFERENCING THIS HERE?
A FEEL FOR WHAT LEVEL OF EDUCATION.
>> JUST ATTACKING THE INDIVIDUALS THAT KNABEL [INAUDIBLE].
>> ONE OF THE THINGS WE WANTED TO LOOK AT IS JUST TO PUT A CONTEXT TO THE ISSUES THAT EXIST HERE IN DALLAS COUNTY.
WE LOOK AT -- HERE'S THE SLIDE THAT LOOKS AT -- AT THE TOP CERTIFICATE PROGRAM GAP ANALYSIS OUTCOME.
WHAT WE'RE LOOKING AT HERE, IF YOU LOOK AT THE BLUE COLUMN, THAT'S DEMAND IN DALLAS COUNTY.
THAT IS SHOWING WHAT THAT DAY'S DEMAND IS.
OVER IN THE BUFF COLOR OVER ON THE RIGHT-HAND SIDE THAT SHOWS THE N THE NUMBER OF GRADUATES THAT ARE BEING SUPPLIED.
THERE'S OTHER INSTITUTIONS THAT PROVIDE SOME NUMBERS TO THAT BUT NOT VERY MANY IS WHAT WE FOUND.
YOU COULD SEE THAT FOR EXAMPLE, BUSINESS ADMINISTRATION AND MANAGEMENT, A 19.80 DOLLAR JOB.
SO, IF YOU LOOK OVER THERE IN THE YELLOW, THAT ESSENTIALLY TAKES THOSE JOBS THAT AREN'T BEING FILLED AT THAT LEVEL AND THEN EQUATES IT TO THE AVERAGE SALARY AND THEN TAKES IT TIMES A NORMAL WORK HERE WHICH WOULD BE NOT INCLUDING OVERTIME, 2,080 HOURS A YEAR, YOU KEY SEE THE OPPORTUNITY HERE.
ATTENDING A CAMPUS FOR EQUIVALENT OF ONE YEAR TO GET A CERTIFICATE TO GET A JOB.
YOU COULD SEE EACH ONE OF THOSE CULINARY ARTS, LECTRICIAN, BUSINESS AND FINANCIAL SERVICES, YOU GO TO ANOTHER SET OF CERTIFICATES, ACCOUNTING, CRIMINAL JUSTICE, AUTOMOTIVE TECHNICIAN DOWN AT BOTTOM.
YOU COULD SEE NO, THE CLOSEST ONE THAT THE DISTRICT IS COMING TO IS ACCOUNTING AND YOUR APPROXIMATELY -- APPROXIMATELY PROVIDING 10 ERCENT OF THE DEMAND OUT THERE.
THAT'S AS HIGH AS THE DISTRICT GETS.
YOU SEE SOME WITH LESS THAN 1 PERCENT IN TERMS OF DEMAND.
WE AKE A COUPLE OF SLIDES TO LOOK AT -- FOR -- FOR DEGREES.
YOU COULD SEE A SIMILAR KIND OF THING.
HERE ON THIS SLIDE, YOU SEE BUSINESS ADMINISTRATION MANAGEMENT, LESS THAN 1 PERCENT.
AND CHEF TRAINING, LESS THAN 1 PERCENT.
2 PERCENT FOR ACCOUNTING AND CRIMINAL JUSTICE WITH 3 PERCENT.
THERE'S A LOT OF ECONOMIC OPPORTUNITY OUT THERE FOR -- FOR PEOPLE IN -- IN DALLAS COUNTY IF THEY GET THIS KIND OF TRAINING TO GO ON AND GOT GOOD JOBS.
>> WE GOT A HUGE ECONOMY, AND LOTS OF JOBS AND EVERYTHING.
BUT ARE THESE PERCENTAGES OF WHAT WE SUPPLY IN LINE WITH WHAT OTHER DISTRICTS DO? ARE WE LOWER? OR HIGHER?
>> E DIDN'T COMPARE YOU TO OTHER DISTRICTS.
SO IT IS HARD TO SAY EXACTLY WHETHER -- SO I DON'T KNOW, TO BE HONEST WITH YOU.
WE WEREN'T, WE -- THIS WASN'T A DALLAS AGAINST OTHER DISTRICTS.
I THINK THAT -- I THINK THAT -- I THINK THAT -- I THINK THAT -- YOU KNOW, I THINK THESE ARE -- THESE ARE COMMON PROGRAMS, YOU SEE IN MOST COMMUNITY COLLEGES.
THE ISSUE IS -- THE REASON WE'RE DOING THE EDUCATIONAL PLAN IS LOOK AT ALIGNMENT.
WHERE ARE THE ISSUES? WHY IS THE DISTRICT WITH LESS THAN 1 PERCENT N THE MANAGEMENT? WHAT IS THOSE ISSUES? WHERE IS TAT? IS IT THAT THEY'RE -- THEY'RE -- THERE ARE NOT ENOUGH SECTIONS OF COURSE AT -- T INDIVIDUAL CAMPUSES OR WHAT IS THAT? IS IT A MARKETING ISSUE THAT STUDENTS IN THE DISTRICT DON'T UNDERSTAND THAT THESE JOBS EXIST AND ARE ARE AVAILABLE.
IS IT SOMETHING WHERE THE DISTRICT NEED TO WORK WITH THE HIGH SCHOOLS AND HELP STUDENTS UNDERSTAND.
WE CALL THAT -- THAT INVESTIGATION THAT NEED TO GO ON THROUGHOUT THIS PROCESS.
>> HERE AGAIN, THIS IS -- THIS IS ASSOCIATES DEGREE, IF YOU SEE AT THE BOTTOM OF THE SLIDE, OU ADD THAT UP, THERE'S ANNUAL INCOME OPPORTUNITY OF HIGH DEMAND JOB VACANCIES THAT AMOUNTS TO 3 1/2 BILLION
[00:30:01]
DOLLARS.SO THERE'S A LOT OF ECONOMIC OPPORTUNITY AS EVERYONE KNOWS RIGHT NOW.
PART OF THE PROCESS ALSO IS OBVIOUSLY THE ECONOMY IS -- IS DOING VERY WELL RIGHT NOW.
BUT AS THIS PROCESS DEVELOPED WELL IT WILL ALSO ALLOW -- WE KNOW EVENTUALLY, WHAT IS THE ECONOMY GOING TO DO? IT IS GOING TO TURN A DIFFERENT DIRECTION.
IT COULD TURN FURTHER UP OR MAYBE DOWN.
THE GREAT THING ABOUT THE PROCESS IS AS -- IF THE ECONOMY BEGINS TO COOL OFF, YOU USE THAT SAME PROCESS TO REALIGN YOUR PROGRAMS AND SHIFT RESOURCES TO THE PROGRAMS THAT DO REMAIN IN DEMAND, MAYBE AS OTHERS TAPER OFF AND THE PROCESS IS IN PLACE.
CONSTANTLY BE LOOKING AT HOW YOU REALIGN TO STAY, NOT JUST EVEN WHERE THE DEMAND IS BUT AS JOHN MENTIONED EARLIER, HOW DO YOU KEEP LOOK OUT IN THE FUTURE AND SAY HOW DO WE SHIFT OUR RESOURCES WHETHER OR FACILITIES OR CURRICULUM PLANNING AND ALL THAT GOES INTO THIS.
>> ANOTHER QUESTION THAT WE HAD IS DEVELOPING WHAT WE CALL A STRATEGY OVERVIEW OUR FRAMEWORK.
WE -- WE -- WE WERE SUCCESSFUL AT OTHER COMMUNITY COLLEGES OF STRUCTURING PROGRAMS. SO WE STARTED TO LOOK AT TREMENDOUS AMOUNT OF INFORMATION.
WHAT MARTY SAID IN TERMS OF THE OCCUPATIONAL DEMAND AND SUPPLY AND WE LOOKED AT THE ECONOMIC AND DEMOGRAPHIC FACTORS IN THE REGION AND THE PROJECTIONS MOVING FORWARD.
WE KNEW THERE WAS A PROGRAM REVIEW PROCESS IN PLACE IN THE FIRST ROUND AND HAD PRODUCED QUITE A BIT OF INFORMATION.
BUT -- BUT -- THE CAMPUS HAD EACH COMPLETED OVER THE LAST FEW YEARS A CAMPUS MASTER PLAN.
AND THOSE -- THOSE ALSO PROVIDED QUITE A BIT OF INFORMATION.
SO THIS PROGRAM STRATEGY FRAMEWORK 'LL TALK ABOUT MORE SPECIFICALLY IN JUST A MINUTE.
THAT LEAD TO WHAT WE CALL PROGRAM CATEGORIES.
ONCE WE UNDERSTAND WHETHER PROGRAMS -- WHERE PROGRAMS ARE IN TERMS OF EXPANSION OR CONSOLIDATION OR TRANSITION OR MAINTAINING THOSE, THE NEXT QUESTION BECOMES WELL, WHAT CAMPUSES AND -- AND WHERE SHOULD THEY BE -- WHERE SHOULD THEY BE TAUGHT.
THAT'S WHAT WE CALL PROGRAM CATEGORIES.
YOU SEE THREE SYMBOLS UP THERE.
ONE WITH DIVERGENT ARROWS AND A BADGE AND MAGNIFYING GLASS.
EACH ONE HAS A STRATEGY 3 ASSOCIATED WITH IT IN THAT CATEGORY.
SO -- THE END RESULT IS THE OPTIMAL PROGRAM LOCATIONS IN THE NETWORK USING APPING TO MAKE SURE THAT WE'RE PUTTING PROGRAMS ON THE RIGHT CAMPUSES IN THE RIGHT ORDER.
I WANT TO TALK ABOUT EACH OF THESE COMPONENTS.
IT IS AGAIN, EARLY STAGES, WHAT WE MAINTAIN HERE IS THAT -- THAT -- THAT WHEN YOU START TO LOOK AT THIS YOU -- YOU HAVE FIRST OF ALL HIGH JOB DEMAND AND OW JOB DEMAND.
THAT'S THE ACTUAL EMPLOYER, THE NEED OF THE EMPLOYERS IN THE AREA.
THEN ON THE OTHER ACCESS YOU HAVE THE GRADUATES.
WHETHER THE LOW AND HIGH SUPPLY IS THE NUMBER OF GRADUATES BEING PRODUCED IN THOSE PROGRAMS. THIS FRAMEWORK HEN YOU LOOK AT IT IS A FOUR QUADRANT.
WHAT WE FOUND WHEN YOU START TO LOOK AT PROGRAMS HERE AT -- IN THE DISTRICT AND -- IN EACH OF THE SEVEN INSTITUTIONS IS THAT -- THAT A MAJORITY OF THE PROGRAMS AS MARTY JUST EXPLAINED WERE IN THAT -- THAT SORT OF UPPER LEFT-HAND QUADRANT.
HOW CAN WE EXPAND PROGRAM OPPORTUNITIES? THERE WAS HIGH JOB DEMAND, UT THIS WAS REALLY LOW SUPPLY.
WHAT WE MEAN IS THAT A LOW NUMBER OF GRADUATES IN THAT PROGRAM.
NOW BVIOUSLY THERE WERE -- THERE WERE FEW TO MAINTAIN AND CONSOLIDATE AND THE DISCONTINUE IS WHAT WE CALL TRANSITION.
BUT SEVERAL OF THEM WERE -- WERE -- WERE SUPPLY AND DEMAND WERE ALMOST EQUAL, NOT QUITE THERE BUT DEFINITELY MAINTAIN STATUS.
FROM THAT PERSPECTIVE THIS WAS SORT OF THE FIRST CUT OF -- YOU KNOW, CLASSIFYING PROGRAMS INTO THESE PARTICULAR AREAS.
>> CAN YOU GIVE EXAMPLE OF HIGH SUPPLY PROGRAMS?
[00:35:01]
TYPES OF THINGS WHERE THERE'S -- THERE'S A HIGH DEMAND OUT THERE.THE ONE THAT MARTY TALKED ABOUT AND THE ONE -- THE ONE HAT IS HIGHEST IN THE BUSINESS IS THE ACCOUNTING AND FINANCIAL CLUSTER.
>> I'M TALKING ABOUT WHERE THERE'S LOW JOB DEMAND AND HIGH SUPPLY FOR THOSE LOW DEMAND JOBS.
>> CAN YOU GIVE ME EXAMPLE OF JOBS THAT FULFILL THOSE TWO CATEGORIES? LOW DEMAND AND HIGH SUPPLY OF PEOPLE TRAINING FOR THAT JOB.
>> I UNDERSTAND WHAT YOU'RE SAYING.
I -- ONE COMES TO MIND WHICH WAS SOME -- SOME COMPONENTS OF A STEM PROGRAM BECAUSE STEM, IF YOU DON'T GO ON WITH YOUR EDUCATION, SOME OF THOSE JOBS ARE DIFFICULT TO FILL AT THE -- AT THE CERTIFICATE OR THE TWO-YEAR LEVEL.
SO THERE'S -- THIS WAS -- THERE WASN'T MANY OF THOSE IN TERMS OF THE CONSOLIDATION.
>> GENERAL STUDIES DEGREES WILL FALL INTO THAT CATEGORY.
THERE'S REALLY NOT A GOOD JOB RATE.
>> YOU STOP AT THIS LEVEL, THERE'S NOT MUCH OPPORTUNITY.
>> THAT'S TRUE HERE IN THE STRICT.
I CAN'T REMEMBER BUT IN SOME DISTRICTS I'VE SEEN COSMETOLOGY PROGRAMS AND THEY HAVE A LOT OF PEOPLE GO INTO THEM, THEY'RE GENERALLY A LOW DEMAND FOR THEM.
SO ONCE WE DO CAN THAT WE THEN BEGIN TO LOOK AT THE LOCATION OR THE DELIVERY OF THESE PROGRAMS AND AGAIN, DELIVERY IS -- IS PHYSICAL DELIVERY BUT WE ALSO ACKNOWLEDGE THERE'S A VERY LARGE ONLINE COMPONENT TO THIS AS WELL.
FOR THOSE THAT DO LAND ON -- ON A PARTICULAR CAMPUS OR PHYSICAL LOCATION WE DIVIDED THESE INTO THREE DIFFERENT ROGRAM CATEGORIES.
THE FIRST ONE IS WHAT WE CALL A FOCUS.
THAT PROGRAM IS -- IS SOMEWHAT EXCLUSIVE TO EACH SITE WITH A LITTLE OVERLAP.
THE REASON THERE'S NOT A LOT OF OVERLAP WHICH MEANS IT IS NOT A PROGRAM THAT GOING TO APPEAR ON OF INSTITUTION OR EACH OF THE SEVEN COLLEGES IS BECAUSE OF SPACE LIMITATIONS.
WHAT I MEAN BY THAT IS THE EQUIPMENT COST.
IT COULD BE DIFFICULT TO FIND FACULTY TO TEACH IN THAT PROGRAM.
THINGS THAT COME TO MIND ARE AUTO, CULINARY, I'VE PROGRAM COSTS.
THEY NEED SPACE AND EQUIPMENT.
IT DOESN'T MAKE SENSE FROM A FINANCIAL PERSPECTIVE TO PLACE EACH ONE OF THOSE PROGRAMS ON ALL CAMPUS LOCATIONS.
WE CALL THAT A FOCUS STRATEGY OR PROGRAM CATEGORY.
THE ONE IN THE MIDDLE IS SIGNATURE.
IN ESSENCE IT IS A FOCUS PROGRAM REALLY THAT HAS BEEN FINELY TUNED TO MEET THE NEEDS OF THE SUPPLIERS.
IT ALSO IS A PROGRAM THAT IS -- IS IN HIGH DEMAND.
A LOT OF FUTURE PROGRAMS THOUGH AND HIGH LACEMENT RATES.
IT ALSO -- IT ALSO ENGAGES IN INNOVATIVE EDUCATIONAL DELIVERY.
THE BOTTOM LINE IS IT HAS BROAD IMPACT AND IT COULD BE A REGIONAL DRAW FOR THE COMMUNITY.
THESE -- THESE PROGRAMS ARE ELEVATED AND MAYBE THERE'S A SYNERGY COMPONENTS.
A LOT OF TIMES IT IS PROGRAMS THAT GO OGETHER THAT GIVE THEM SYNERGY AND THEY'RE MORE ROBUST.
SOMETIMES IT IS BETWEEN THE CREDIT AND THE WORKFORCE AND THE CONTINUING EDUCATION SIDE.
IT MAKES IT A SIGNATU ARE PROGR.
BUT AGAIN, THOSE THINGS WE SEE IN MANUFACTURING AND TRANSPORTATION TRADES, CONSTRUCTION, HEALTHCARE, CULINARY.
THOSE ARE THE THINGS THAT WE SEE.
I WOULD SAY THAT ALSO WHAT MAKES A SIGNATURE PROGRAM IS ITS RELATIONSHIP WITH BUSINESSES ND THE EMPLOYERS AND THAT -- THATTER 0 THAT HELPING TO SHAPE AND MOLD THAT FOR THEM, THE NIMBLENESS AND THE FLEXIBILITY 3 THAT PROGRAM HAS AS WELL.
THEN WE HAVE WHAT WE CALL DISTRIBUTED.
THESE ARE PROGRAMS THAT ARE DISTRICT ON MULTIPLE SITES.
SAY IT IS GOOD FOR PROGRAM THRESH THAT MEANS, LET'S TAKE ENTRY LEVEL NURSING.
CERTIFIED NURSING ASSISTANT COULD BE T MANY LOCATIONS BUT WHEN YOU MOVE UP IT BECOMES MORE SPECIALIZED AND PROBABLY FOCUSED.
A LOT F INSTITUTIONS MULTI-CAMPUS WILL DO THE FIRST LEVEL OF NURSING CERTIFICATE AT -- AT BROAD BASED IN A DISTRIBUTED STRATEGY BUT THEN AS -- AS STUDENTS WANT TO GO UP THE CAREER LADDER TO LPN AND SO FORTH, THEN THEY WOULD -- THEY
[00:40:02]
WOULD GET MORE FOCUSED AND THEY HAVE TO CHANGE CAMPUSES BECAUSE AGAIN IT IS VERY COST -- COSTLY PROGRAM.SO THAT -- THAT DISTRIBUTIVE PIECE IS GOOD FOR THAT.
IT ALSO PROVIDES GREATER PROGRAM ACCESS.
ANOTHER EXAMPLE IS COMPUTER SCIENCE COURSES WHERE THE FIRST LEVEL COMPUTER SCIENCE COURSES A LOT OF STUDENTS TAKE ON ALL CAMPUSES BUT IF YOU WANT THAT FOCUS ONLY A FEW CAMPUSES ALONG THE WAY.
>> WE SHOW YOU HOW THIS PROCESS WILL WORK WASS .
THE CURRICULUM DIVIDED INTO SEVEN CLUSTERS.
WHAT YOU'RE LOOKING AT HERE ARE THE OCCUPATIONAL DEMAND BY CLUSTER FOR THE ASSOCIATE DEGREES.
THIS IS CLUSTERED AT -- AT -- AT AN ENTIRE CLUSTER.
IT HAS THE HIGHEST DEMAND OF ALL OF THE CLUSTERS.
IF YOU LOOK AT PINK COLOR -- THE PINK COLOR IS THE ANNUAL DISTRICT SERVICE AND REGIONAL PROGRAM COMPLETION.
SO YOU LOOK AT THAT BUSINESS CLUSTER AND YOU SEE THE LIGHT BLUE BAR IS -- IS THE REGION OPENINGS AND HEN THE RED BAR IS THE GAP.
SO YOU COULD SEE THAT -- YOU KNOW, THE CLUSTERS ARE THERE.
SOME YOU SEE IT BARELY REGISTERS IN TERMS OF WHAT THE DISTRICT IS SUPPLYING.
SO WHAT WE THOUGHT AS A AY TO WORK THROUGH THIS IS LET'S LOOK AT THAT BUSINESS CLUSTER AS KIND OF AN EXAMPLE OF HOW YOU WALK THROUGH THIS PROCESS.
SO OBVIOUSLY WHAT THEY NEED TO CLUSTER, THERE'S MANY DIFFERENT PROGRAMS. IT MAY BE THAT NOT EVERY SINGLE PROGRAM HAS AS IGH DEMAND AS ANOTHER.
WE'RE TRYING TO BE LASER-LIKE AND TARGETED IN OUR APPROACH TO SAY THAT WHEN YOU GET DOWN IN THE PROGRAM LEVEL LET'S LOOK AT THE ONE THAT IS HAVE THE HIGHEST DEMAND.
HERE'S AN XAMPLE OF THE BUSINESS OF FINANCIAL SERVICES OCCUPATIONAL DEMAND AS A AP AT 33,000, HIGH DEMAND AND LOW, SUPPLY.
YOU LOOK AT SOME OF THE -- SOME OF THE PROGRAMS -- WELL BANKING AND FINANCIAL SERVICES AND ACCOUNTING AND ADMINISTRATIVE AND MANAGEMENT IN GENERAL.
OUR PATHWAY ON THIS IS TRANSFER RELATED.
WHAT YOU'RE TALKING ABOUT IS A.A.S. LEADING TO A BE JOB INTERVIEW.
WE GOT TWO THINGS THAT WE HAVE TO BE LOOKING AT THROUGH THE PROCESS.
SOME WE'LL GO AND GET THE BACCALAUREATE AND MY GUESS IS WHEN WE GET AT THE JOB MARKET WE'RE BETTER PREPARED THERE.
THE BIGGER GAP IS WITH THE A.A.S. AND THAT'S -- AND CERTIFICATES AND A SHORTAGE THAT IS IN THE PROCESS.
>> PART OF THE REASON THAT IS IT IS A MOVING TAGT.
THIS IS -- THIS IS NOT NECESSARILY, EVERY OTHER DISTRICT IN THE UCOUNTRY IS STRUGGLING TO SOME EXTENT BECAUSE IT IS CONSTANTLY MOVING TARGET.
SO THE KEY IS THAT WE HAVE A PROCESS IN PLACE THAT ALLOWS YOU AT LEAST YOU KNOW HOW TO LOOK FOR -- FOR -- OKAY.
WE GOT THE PROCESS IN PLACE AND REALIGN RESOURCES AND DO THINGS WITH FACILITIES IF WE NEED TO, REVAMP CURRICULUM AND THERE'S A PROCESS THAT EVERYBODY KNOWS HOW TO WORK THROUGH TO GET THE DISTRICT ALIGNED.
YOU KNOW, IT IS THE -- THE DAYS ARE GONE WHERE, YOU MAY SAY WITH AN AUTOMOTIVE PROGRAM, IT IS SAFE TO SAY THAT FROM HERE TO WHEREVER WE WANT TO PROJECT OUT TO, SO LONG AS HUMAN BEINGS WANT TO GET FROM POINT A TO B THERE'S GOING TO BE A MODE OF TRANSPORTATION THAT GETS US THERE WHETHER A GASOLINE POWERED VEHICLE OR ELECTRIC POWERED VEHICLE, WE'RE GOING TO CONSTANTLY NEED PEOPLE THAT FIX THEM.
OTHER PARTS OF THE WORKFORCE ARE A LITTLE MORE DIFFICULT TO STAY ALIGNED WITH.
THAT'S WHAT IS KEY ABOUT THIS PROCESS.
YOU WERE GOING TO SAY SOMETHING.
>> ON PAGE 14 WHEN WE TALK ABOUT THESE OCCUPATIONAL QUESTIONS THAT MATCHES OUR GUIDED PATHWAYS.
SO THE CLUSTER IS THE BIGGER PORTION OF THIS AND THEN AS WE GO THROUGH THIS WE GOT TO START WITH THE DETAILS AND DRILLING DOWN TO FIND OUT WHERE THE GAP IS OR WHERE WE'RE DOING A GOOD JOB.
HOW DO E REALIGN THOSE PROGRAMS TO FILL THE GAPS? THE ONLY THING TO SAY IS THAT WE NEED TO UNDERSTAND THAT THERE ARE TWO DIFFERENT THINGS, THOUGH, GENERALLY SPEAKING THAT ONE IS TRYING TO CREATE OFTEN PATHWAYS TO BACCALAUREATE WHICH IS CERTAINLY IMPORTANT BUT WHAT YOU'RE POINTING OUT IS THE BIGGER WEAKNESS IN THE ORGANIZATION OR THE CERTIFICATES IN THE ASSOCIATE DEGREE THAT COULD BE THERE AND IT COULD BE DIFFERENT THAN THE -- THAN THE
[00:45:02]
TRANSFER PATHWAY.>> CHART ON 15 IS -- IS DEALING WITH AVAILABLE JOBS FOR TWO-YEAR ASSOCIATE DEGREE IN THOSE AREAS.
NOT THE TRANSFER TO BACCALAUREATE.
>> THESE ARE THE PEOPLE RIGHT NOW IN THE WORKFORCE WITH A TRANSFER.
>> WE MAKE A LOT OF INVESTMENTS IN HIGH SCHOOL PROGRAMS AND [INDISCERNIBLE].
OUR BIG GAP AREAS ARE ARE ABLE TO IDENTIFY ARE BUSINESS AND MANUFACTURING AND CONSTRUCTION.
OUR PROGRAMS TARGETED AT HIGH SCHOOL FROM A AND TO FILL THE GAPS.
PROPORTIONATELY TO OTHER THINGS WE MAY DO.
>> THIS HAS PROMISE OF A VERY GOOD STRATEGY FOR US BECAUSE WE CAN IDENTIFY COHORTS OF 125 STUDENTS AND PUT THEM IN -- IN -- ON A PATHWAY TO LEAD TO.
I THINK OUR -- WHILE MANY IF NOT MOST OF THE CURRENT IS DESIGNED TO GET THEM THROUGH THE PROGRAM AND NOT ALL OF THEM ARE THERE.
THE CAREER STRATEGY WAS SPECIFICALLY AIMED AT CERTIFICATE.
>> SO THE STUFF WE'RE DOING IN HIGH SCHOOLS WHICH IS WHERE YOU OUR GROUP IS COMING, WE'RE GOING TO IDENTIFY SPECIFIC CLUSTERS AND TRY TO DRIVE IT INTO THE HIGH SCHOOLS IN TERMS OF MA MARKETING AND RECRUITMENT.
>> WE HAVE I DON'T KNOW MANY PATHWAYS IN THE SCHOOLS NOW.
WE WILL BE AT 41 HIGH SCHOOLS THIS FALL BUT WE HAVE MORE THAN 41 PATHWAYS IN --
>> THE MAJORITY OF THE PATHWAYS ARE ASSOCIATIVE APPLIED SCIENCE DEGREES THAT LEAD TO CERTIFICATES AND DEGREES.
THEY'RE DEFINED BY THE INDUSTRY PARTNER, BUSINESS AND -- SOME OF THE HIGH AREAS, HEALTH SCIENCE ARE IN HOSE DEGREE PROGRAMS. THEY'RE PRIMARILY LOOKING AT -- AT EMPLOYMENT OPPORTUNITIES AFTER THEY GRADUATE.
OUR GUIDE PATHWAYS ON THE WEBSITE INDICATE THE JOB DEMAND FOR ASSOCIATE DEGREE COMPLETERS AND THAT'S THE A.A.S., THE ASSOCIATIVE APPLIED SCIENCE PROGRAM AND THE STARTING WAGE FOR THOSE AREAS AS WELL.
SO WE'RE TRYING TO MORE AND MORE INDICATE TO STUDENTS THAT THIS 3 IS AN OPPORTUNITY FOR EMPLOYMENT AFTER COMPLETION OF A DEGREE THAT CAN LEAD TO HIGHER WAGES.
IN SOME CASES THAN GOING FOR A BACHELOR'S DEGREE WHERE THEY'RE COMPLETING AN ASSOCIATIVE OF ART OR GENERAL EDUCATION DEGREE.
THAT'S A TRANSFER DEGREE BUT IT -- IT -- IN MANY CASES DOES NOT LEAD TO IMMEDIATE EMPLOYMENT.
SO IF THE -- FOR THE LOW INCOME STUDENTS THAT WE SERVE THE BETTER OPTION IMMEDIATELY IS TO LOOK AT -- LOOK AT EMPLOYMENT AFTER THE PROGRAM THAT THEY COMPLETE HERE AND FOR BOTH THE EARLY COLLEGE HIGH SCHOOLS WHICH ARE THE P. TAG AS WELL AS THE CURRENT STUDENTS TRYING TO PROMOTE THOSE PROGRAMS MORE AND MORE THROUGH THE GUIDED PATHWAYS.
>> ANOTHER THING I WAS GOING TO MENTION AS SHE WAS TALKING ABOUT, I KNOW A COUPLE OF YEARS AGO, FRANK AND WORKED ON FACILITY MANAGEMENT.
WHAT WE SAW IN THEIR WELDING PROGRAM IN PARTICULAR AND WE WERE TALKING ABOUT THAT.
WHAT WE SAW WHERE THEY WERE DOING THE TRAINING WAS -- WAS LOTS AND LOTS OF STUDENTS CRAMMED INTO THE VERY SMALL SPACE THAT WAS YOU KNOW, BORDERLINE SAFETY ISSUES BUT YET THERE WAS A DEMAND THERE FOR THE PROGRAM.
THERE WAS A DEMAND OUT IN THE WORKFORCE.
SO THAT -- THAT WAS -- THE BOTTLENECK WAS -- FOR THAT PARTICULAR CAMPUS WAS THEY OBVIOUSLY COULD HAVE BEEN TRAINING MORE STUDENTS BUT THEY SIMPLY DIDN'T HAVE THE ROOM TO EXPAND.
SO THAT'S WHY ALL OF THIS, YOU KNOW, GOING BACK TO THE GRAPHIC THAT DR. MAY SHARED THAT EDUCATIONAL -- EDUCATIONAL PLAN HAS TO DRIVE ALL OF THAT.
THERE HAS TO BE THAT FEEDBACK PROCESS THAT -- THAT -- THAT SHOWS, OKAY, THERE'S DEMAND HERE, BOTH IN THE WORKFORCE AND AT THE PROGRAM LEVEL.
HOW DO WE CREATE? HOW DO WE ALLOW THAT INSTITUTION TO RAMP UP ITS EFFORTS? I'LL TAKE YOU THERE.
>> SO IF YOU LOOK AT NEXT STEP IN THE PROCESS, SO IF WE LOOK AT BUSINESS AND FINANCIAL SERVICES PROGRAMS, HERE IS SORT OF AN ASSESSMENT OF WHAT EXISTS IN THE DIFFERENT -- IN THE BUSINESS CLUSTER AND THEN AT EACH AMPUS WHAT DOES EACH CAMPUS HAVE? THE QUESTION BECOMES WHERE ARE THE GAPS? SHOULD THERE BE PROGRAMS BROUGHT ONLINE? WHEN YOU EXPAND A PROGRAM LIKE THIS YOU GOT TO BE LOOKING AT ALL WAYS HOW DO YOU INCREASE THAT OUTPUT? WHAT IS THOSE THINGS? HOW DO YOU WORK WITH INDIVIDUAL
[00:50:02]
CAMPUSES TO IDENTIFY AND SAY, AS A CAMPUS, WHAT COULD WE DO TO HELP YOU TO INCREASE YOUR CAPACITY WITH THESE TYPES OF DEGREES AND THE FACT WE GET IN THE WORKFORCE.>> SO THAT'S JUST THE WAY -- THE WAY THE EXAMINATION THAT GOES ON AFTER -- AT THE PROGRAM LEVEL AND AT THE CAMPUS LEVEL TO REALLY IDENTIFY IT.
SO IF YOU LOOK THEN GOING BACK TO WHAT -- TO WHAT FRANK REFERENCED EARLIER.
HERE YOU SEE THE HIGH JOB DEMAND.
WHAT ARE THOSE IMPLEMENTATION STRATEGIES? WELL, FROM WHAT WE HAVE SEEN, IF YOU LOOK AROUND, YOU LOOK -- KIND OF GO DOWN THE LIST, IS THERE A SPACE EQUIPMENT, STAFFING RESTRAINTS? FRANK AND I HAVE DONE THIS ON A FEW CAMPUSES AND LOOKED AT VARIOUS PROGRAMS AND WE SAW SOME EVIDENCE OF -- THAT THERE'S SPACE ISSUES.
YOU KNOW, REVIEW PROGRAM LOCATION.
YOU KNOW, THERE WAS SOME THOUGHT THAT WE ALREADY BEGAN TO LOOK AT, HOW MUCH INFLUENCE SHOULD THE LOCATION OF A PROGRAM AT ONE OF YOUR CAMPUSES HAVE IN RELATIONSHIP TO WHERE THE ACTUAL DEMAND EXISTS.
SO IS THERE ANY EVIDENCE THAT SAYS THAT IF THERE'S -- THERE'S A THOUSAND WELDING JOBS AVAILABLE IN A CERTAIN GEOGRAPHIC AREA SHOULD THAT INFLUENCE THE PROGRAM LOCATION.
THINGS LIKE THAT ARE BEING REVIEWED AND CONSIDERED.
YOU LOOK AT PROGRAM AND DETERMINE CONSOLIDATION OR CLOSURES IN THE CLUSTERS.
SOMETIMES IT MAKES SENSE TO MIGRATE ONE PROGRAM INTO ANOTHER PROGRAM AND STILL BE ABLE TO SATISFY THE DEMAND THAT IS OUT THERE IN THE INDUSTRY.
>> YOU'RE TALKING ABOUT THE PROBLEMATIC LEVEL.
AT SOME POINT ALSO CONTENT NEED TO ENTER INTO THAT.
EVERYTHING -- EVERYTHING IS OPEN TO -- TO -- TO -- TO BEING MODIFIED, IF YOU TRULY WANT TO LOOK AT HOW DO YOU CREATE A BETTER OUTPUT, YOU GOT TO LOOK AT EVERYTHING.
IF YOU HAVE HIGH DEMAND IN ONE AREA IT MAY MAKE SENSE TO FOCUS RESOURCES ON THAT.
OBVIOUSLY YOU KNOW THERE'S NO BLANK CHECKS HERE AT THE TABLE.
WE GOT TO MAKE SURE OF THE RESOURCES THAT THE DISTRICT HAS, HOW DO YOU FOCUS THOSE IN TO THE HIGHEST DEMAND AND THAT IS ARE CRITICAL TO THE COUNTY?
>> THERE'S WORK AT THE MAPPING.
HERE'S THE FINANCE AND INSURANCE.
YOU COULD SEE BASED ON THE COLOR AND THE NUMBER OF FINANCIAL INDUSTRY BUSINESSES.
YOU KNOW, YOU DON'T HAVE TO GUESS ANYMORE.
WE HAVE DATA THAT COULD SHOW US WHERE DO THESE TYPE OF JOBS EXIST OUT IN THE INDUSTRY? SO WE CAN SAY, WELL, WHAT RELATIONSHIP DO WE WANT TO HAVE BETWEEN THE CAMPUSES AND THE PROGRAMS THAT OFFER THE FINANCE AND THE INSURANCE TYPE CLUSTER, WHERE DO WE -- DOES IT MAKE SENSE TO HAVE THEM HERE R DOES IT MATTER? SO E DON'T HAVE TO GUESS AT ANYTHING.
WE'RE ABLE TO HAVE DATA ON MOST OF THIS.
>> THE QUESTION YOU ASKED, IT DOESN'T MATTER.
YOU LOOK ALL OF THE JOBS AND BUSINESS UP NORTH, WE'RE NEVER GOING TO BUILD PROGRAM THERE.
IS THAT THE IMPLICATION OF THIS?
>> I'LL TELL YOU WHAT I GUESS I'VE SEEN AND FRANK AND JUST COMPLETED WORK WITH -- WITH A TEAM AT THE COMMUNITY COLLEGE IN CHARLOTTE.
WE'VE DONE WORK IN SEVERAL LARGER URBAN AREAS.
AND THIS IS RESEARCH OUT THIS TO SUPPORT THIS, SO I'LL THROW IT ON THE TABLE.
WHAT WE FIND IS THAT PEOPLE WILL DRIVE ALMOST ANYWHERE TO GET A JOB.
I'M JUST -- THERE'S DATA THAT SUPPORTS THAT.
BUT PEOPLE RE VERY CHOOSEY WHEN IT COMES TO WHERE THEY GO TO SCHOOL.
I MEAN CHOOSEY, THEY WON'T DRIVE LONG DISTANCES.
MOST STUDENTS ARE NOT GOING TO ELECT, THAT IF THEY LIVE IN THE SOUTHWEST CORNER OF THE DISTRICT AND THE PROGRAM THAT THEY WANT, THAT THEY REALLY WANT IS UP IN THE NORTHEAST PART THE CHANCES ARE THEY'RE NOT GOING TO GO THERE.
THAT'S WHAT THE EVIDENCE SHOWS.
MOST STUDENTS WILL -- WILL -- THE RESEARCH SHOWS AT TOPS, 25 MINUTES IS TOPS, FAR TO GET TO THE PROGRAM.
THAT IS BASED ON THE TYPE OF AND THAT THEY LIVE IN.
IF YOU'RE IN A RURAL AREA, YOU'LL LOOK AT IT DIFFERENT.
YOU LOOK AT URBAN AREA LIKE THIS YOU'LL LOOK AT WHATEVER.
>> IT DOESN'T HAVE TO DO WITH THE COOLING, IT HAS TO DO WITH THE TIME YOU GOT.
YOU GOT TO MAKE IT TO YOUR JOB AND PICK UP THE KID FROM SCHOOL.
THERE'S OTHER STUFF THAT FITS IN.
WHEN YOU'RE GOING TO POOL YOU HAVE TO ARRANGE YOUR TIME.
IF YOU'RE SPENDING ALL OF THE TIME IN YOUR CAR, READ FOR THE NEXT CLASS OR WRITING THE PAPER
[00:55:02]
AS YOU'RE DRIVING.IT HAS TO BE SOMETHING -- IF YOU LOOK AT THE WAY A STUDENT LIVES YOU CAN'T BE DRIVING FOR AN HOUR AND A HALF.
IF A JOB IS ALL YOU'VE GOT TO DO THAT DAY YOU CAN SPEND THE 38 MINUTES BEFORE -- THE 42 MINUTES, THE HOUR AND A HALF TO GET THERE.
THAT'S YOUR JOB, THAT'S HAT YOU'RE DOING.
WHEN YOU GO TO SCHOOL, THERE'S A THOUSAND OTHER THINGS.
YOU MAY NOT HAVE THE MONEY TO SIT IN THE CAR IDLING WITH GAS OUT THE BACK TAILPIPE BECAUSE 3 YOU DON'T HAVE THE MONEY TO PUT IT BACK IN TO GO TOMORROW.
>> I THINK THAT -- THE ANSWER -- YOU KNOW, SOMEBODY, YEARS AGO, A FAMOUS BANK ROBBER, WHY IS E ROBBING BANK? HE SAID THAT'S WHERE THE MONEY IS.
I KNOW THE COUNTY IS LOOKING AT ECONOMIC MOBILITY.
HOW DO WE PROVIDE MORE ECONOMIC MOBILITY FOR THE PEOPLE THAT LIVED IN THIS COUNTY? I THINK IT BECOMES OBVIOUS IF TRANSPORTATION ISSUES, CHILD CARE ISSUES, I THINK WE GOT TO LOCATE PROGRAMS, YOU WANT TO PULL THESE UP FROM A LOWER ECONOMIC STATUS, YOU GOT TO BUILD A PROGRAM WHERE THEY CAN CAN ACCESS THEM EASILY.
WHAT WE FIND IS ONCE THEY ET THOSE SKILLS AND THIS RENEWED ENTHUSIASM FOR WHAT THEY WOULD DO THEY'LL DRIVE UP TO THE NORTHEAST IF THEY HAVE TO TO GET THE JOB.
THEY HAVE A GOOD PAYING JOB TO DO THAT.
I THINK THE KEY HERE THE ANSWER, WHAT WE LOOK FOR, IN OUR OPINION BASED ON THE WHAT WE'VE SEEN, THEY'LL FIND THE JOBS.
>> IT IS IMPORTANT TO ESTABLISH A RELATIONSHIP WITH THE BUSINESS AND HAVING A WILLINGNESS IN PLACE, WITHOUT THAT WE DON'T KNOW IF WE HAVE HE RIGHT ALIGNMENT FOR THE INDIVIDUAL.
>> YOU'RE SAYING IN TERMS OF THE ANNOUNCEMENT AND WHAT SHOULD WE CONSOLIDATE AND MAINTAIN AND -- AND WHAT YOU GAVE US, THIS IS NOT PARTICULARLY RELEVANT DATA.
THIS HOWS S WHERE THE JOBS ARE.
WE NEED TO BE CONCERNED ABOUT STUDENT ACCESS, LEARNING OPPORTUNITIES, CAMPUS AND PROXIMITY TO SERVICES.
>> I THINK THIS IS A PIECE OF IT.
IF WE LOOKED FOR HEALTHCARE, MOST DEGREES, THERE'S A CLINICAL PORTION OF IT.
YOU WANT YOUR PROGRAM SOMEWHAT LOCATED SO THEY CAN CAN GO GET THE CLINICAL EXPERIENCES.
THERE'S PROBABLY SOME PROGRAMS WHERE THIS IS MORE IMPORTANT THAN OTHERS.
OBVIOUSLY YOU LOOK AT APPRENTICESHIP PROGRAMS AND THINGS LIKE THAT, THEN CO-LOCATING CLOSE TO THAT'S GOING TO BECOME MORE IMPORTANT.
FOR OTHER PROGRAMS, IT IS PROBABLY LESS IMPORTANT.
>> HE NEXT SLIDE GETS INTO -- INTO YOUR QUESTION A BIT.
LOOKING AT WHERE THERE IS -- WHERE THERE IS LEVELS OF EDUCATION WITHIN THE COUNTY THAT CAN HELP IDENTIFY JUST THAT.
>> SO THIS PARTICULAR SLIDE HERE KIND OF SHOWS, YOU KNOW, AT LEAST SOME COLLEGE EDUCATION IN 2014.
OBVIOUSLY THE -- THE YELLOW AND GREEN COLORS AND THAT PEACH COLOR AND WHERE -- AND A CROSS HATCH ARE WHERE THE LOWER EDUCATION POPULATION EXISTS.
BASED ON THE RESEARCH WE'VE SEEN.
WHEN IN DOUBT, IF YOU DIDN'T KNOW WHERE TO LOCATE A PROGRAM IT WOULD BE LOCATED IN THESE AREAS WHERE YOU SEE LOW EDUCATION.
THAT'S HOW YOU'RE GOING TO HELP OTHER PEOPLE IN THIS COUNTY.
YOU GOT TO CREATE THAT OPPORTUNITY WHERE -- WHERE T IS EASILY ACCEPTABLE.
>> THE SCENARIO WHERE THE PEOPLE COULD BENEFIT THE MOST.
>> [INAUDIBLE] AS FAR AS A JOB [INDISCERNIBLE]?
YOU WOULD BE SHOCKED IF I SHOWED YOU HOW FAR SOME PEOPLE ARE DRIVING TO COME TO A JOB IN DALLAS CUNTY.
I GUESS BASED ON WHAT I'VE SEEN -- I WOULD SAY THAT THERE'S PROBABLY 12 TO MAYBE UPWARD OF 15 PERCENT OF THE PEOPLE THAT DRIVE MORE THAN 50 MILES A DAY TO COME TO A JOB IN DALLAS COUNTY.
YEARS AND YEARS AGO BEFORE THIS CAME ABOUT PEOPLE WANTED TO LIVE IN -- THEY WANTED TO IVE IN A LITTLE TOWN.
>> WHAT IS INTERESTING TOO IS THE TRANSFER JOBS, EVEN BETWEEN THE TWO COUNTIES WE HAVE HERE IN DALLAS AND THE PEOPLE WHO ARE COMING FOR JOBS HERE, THEY'RE COMING FROM DALLAS COUNTY AND JOBS.
THERE ARE STUDIES THAT LOOK AT THAT TOO OF -- TRAFFIC. AT THE RUSH HOUR -
>> I THINK DALLAS COUNTY IS WINNING THAT BY ALMOST 800,000
[01:00:02]
JOBS.IF YOU WANT -- THE MOST IMPORTANT THING IS TO MAKE THE EDUCATIONAL EXPERIENCE ACCESSIBLE, ESPECIALLY FOR -- FOR THE SIGNATURE PROGRAM THAT WE CAN'T DO EVERYWHERE, WE OUGHT TO LOOK AT PUTTING THEM ECONOMICALLY DISADVANTAGED AREAS OR CONSOLIDATE DOWNTOWN.
THIS IS A SUCCESSFUL PART OF THE REGION.
IS THAT THE TYPE OF THINKING THAT WE OUGHT TO LOOK AT AND WITH YOUR PROGRAM CATEGORIES AND THE ACCESS?
>> I THINK THAT'S THE AGREEMENT.
THIS IS A PROCESS, NOT A FINISHED PROCESS.
I THINK THAT'S ALSO SOME CONVERSATIONS THAT NEED TO HAVE HAPPEN WITH THE CAMPUSES IN PARTICULAR.
AS SAID BEFORE WHEN IN DOUBT I WOULD SAY LOCATE IN -- IN ECONOMICALLY DEPRESSED AREAS.
I THINK THERE'S -- RIGHT NOW THE WAY THE ECONOMY IS GOING IN THIS PARTICULAR COUNTY YOU PROBABLY CAN'T GO WRONG BUT THAT'S NOT ALWAYS GOING O BE THAT WAY.
I'M SAYING, YOU NEED TO BE STRATEGIC.
I THINK THERE'S PROGRAMS IN BOTH -- IN -- YOU'RE GOING TO HAVE TO LOOK INDIVIDUALLY AT EACH CAMPUS AND AY WHAT IS THAT? WHAT IS THE CAPACITY THERE FOR THAT CAMPUS TO TAKE ON SOME ADDITIONAL PROGRAMS. THERE'S A HOST OF QUESTIONS THAT THAT'S WHAT THIS PROCESS IS MEANT TO DO IS STREAMLINE THAT DOWN SO THE QUESTIONS YOU'RE ASKING RIGHT NOW THERE'S A WAY TO GET TO THE ANSWER.
>> WE GAVE YOU A LITTLE BIT OF A TASTE OF -- OF THE -- OF THE -- OF THE BUSINESS CLUSTER AND SOME OF THE THINKING THAT HAD TO GO WITH THAT.
IT IS COMPRISED OF SEVEN CLUSTERS ND THEY'RE ALL COMPREHENSIVE IN TERMS OF THEIR PROGRAMS AND OFFERINGS.
IT IS A LARGE UNDERTAKING TO TRY TO DO THIS ALL AT ONCE.
THAT'S NOT OUR RECOMMENDATION TO LAUNCH INTO, WE GOT THE STUDY ALL OF THIS AT ONE TIME.
SO THERE'S REALLY -- I SHOULD SAY THAT EACH OF THE SEVEN CLUSTERS HAS TO BE EXAMINED IN DEPTH TO LOOK AT THE STRATEGY FRAMEWORK, THE CATEGORIES, MAKE3 DECISIONS WITH REGARDS TO -- TO THE PROGRAM STRATEGY FRAMEWORK AND THEN -- THEN YOU KNOW LOOK AT -- LOOK AT -- INITIATION OF NEW PROGRAMS BASED ON DEMAND AND WAGES AND RELATIONSHIPS.
WE MATCH THE PROGRAMS TO THE PARTICULAR AREAS.
SO I THINK THE RECOMMENDATION IS ALSO PRIORITY SHOULD BE GIVEN TO THOSE PROGRAMS WITH THE HIGHEST DEMAND AND THE LOWEST SUPPLY AND INTRODUCING GREATER WAGES.
FROM THAT PERSPECTIVE BUSINESS IS A GOOD TART FOR THAT BECAUSE A LOT OF THOSE MEET THAT CRITERIA.
THE OTHER PIECE F THIS IS THAT YOU HAVE TO KEEP IN MIND THAT THE INSTITUTIONS ARE -- ARE -- A -- THEY'RE OFFERING THE PROGRAMS AND THEY'RE USING SPACES.
YOU KNOW, THEY'RE EXPENDING FACULTY AND MONEY TO GET THE STUDENTS TO COMPLETE THE PROGRAM.
WE HAVE TO TAKE INTO EFFECT ALSO THAT THE MASTER PLANS HAVE BEEN COMPLETED.
THERE'S PROJECTS FROM THE MASTER PLANS.
WE NEED TO GO BACK AND LOOK AT THE PROGRAM UTILIZATION ASSESSMENTS ND YOU KNOW, MAKE SURE THAT WE UNDERSTAND WHERE -- WHERE THERE ARE -- WHERE THERE ARE CONSTRAINT ISSUES IN SPACE AND WHERE THERE COULD BE OPPORTUNITIES FOR GROWTH IF WE DECIDE TO SAY TO MOVE A PROGRAM OR ENHANCE OR EXPAND A PROGRAM.
IS THERE ROOM ON A PARTICULAR CAMPUS TO DO THAT? WITH THE CURRENT MASTER PLANS WE'RE NOT SURE IF WE COULD ANSWER THOSE QUESTIONS, ESPECIALLY SINCE HEY WERE NOT PART OF A NETWORK STRATEGY OR THE EDUCATION PLAN STRATEGY.
WE HAVE TO GO BACK AND REVISIT THAT BEFORE WE START TO REALLY MAKE -- MAKE -- MAKE GOOD DECISIONS MOVING FORWARD.
THE FINDINGS STATE, WE HAVE SEVEN CLUSTERS.
WE HAVE TO LOOK AT THE WAY WE UNDERSTAND THE CURRENT LEVEL AND CONSOLIDATION AND CLOSING AND SO FORTH.
IN ADDITION TO SUPPLY AND DEMAND AND LABOR MARKET AND OTHER FACTORS, OBVIOUSLY THERE'S OTHER THINGS THAT WE NEED TO LOOK AT.
IT IS MUCH MORE COMPREHENSIVE THAN JUST THE -- THE -- THE LASH AND WAGE DATA THAT WE SUPPLY, SUPPLY AND DEMAND.
WHEN YOU THAT YOU HAVE TRANSPORTATION BARRIERS AND EQUIPMENT FACILITIES AND THE PROGRAM CAPACITY, THE POTENTIAL FOR LIVING WAGE AND GREATER
[01:05:02]
INCOME.THOSE -- THOSE GAP ANALYSIS, THOSE SIGNIFICANT GAPS ARE REALLY THE ONES THAT I THINK NEED TO FIRST FOCUS.
NOW THERE'S BEEN PROGRESS MADE IN -- THERE CERTAINLY IS YOU KNOW CONTINUED EFFORT IN THOSE AREAS.
WE HAVE TO LOOK AT -- OBVIOUSLY THE TALENT SUPPLY CHAIN THROUGHOUT THE REGION AND -- BEGIN -- AND IN ESSENCE THAT ALIGNMENT.
>> WHY DON'T YOU TALK ABOUT THE G.I.S. COMPONENTS.
>> THIS GOES BACK TO WHAT WE SAID EARLIER.
SHARE OF ADULTS WITH COLLEGE DEGREE, YOU COULD SEE THE DARK BLUE COLORS ARE LESS THAN 20 PERCENT.
YOU ET IN THOSE ORANGE COLORS, THAT'S WHERE 80 PERCENT OR MORE OF THE POPULATION HAS -- HAS THE -- AGES 25 WITH ASSOCIATES DEGREE OR HIGHER.
IT IS EASY TO LOOK AT THE DISTRICT AND -- AND THE COUNTY AS A WHOLE AS TO -- WE KNOW EXACTLY WHERE THE LOWER EDUCATION SIDE.
YOU LOOK AT THE PROJECTIONS THAT OVER ON THE RIGHT-HAND SIDE, THE POPULATION GROWTH PROJECTION, YOU SEE.
THE DARKER THE COLOR, MORE OF THE POPULATION GROWTH CAN YOUING.
JOHN WE NEED TO LOOK AT WHAT WE NEED.
YOU ARE SCRAMBLING TO CATCH UP WITH THE NEED.
AGAIN, THIS IS A FOCUS ANNUALLY AS IT IS CONSTANTLY BEING UPDATED.
>> WOULD THIS BE AN ISSUE WHERE IF YOU HAD MORE SKILLS OR -- OR EDUCATED WORKERS IN HOSE BLUE AREAS THAT IGHT CHANGE IN TERMS OF GROWTH AND POPULATION?
IT IS HARD TO COMPLETELY PREDICT WHAT INFLUENCES POPULATION GROWTH.
I THINK IN THESE MORE -- IN THE AREAS WHERE THERE'S LOWER EDUCATION, OU KNOW, I THINK IT IS A SAFE BET TO SAY THAT IF WE STARTED TO INCREASE THE LEVEL OF EDUCATIONAL ATTAINMENT IN THOSE AREAS ONLY GOOD IS GOING TO HAPPEN.
YOU KNOW, IT IS GOING TO CHANGE THE -- THE ECONOMIC ENHANCEMENT IN THAT AREA.
>> WE AREN'T ANTICIPATING THE POPULATION GROWTH IN OUR COUNTY.
IT MAY BE OUTSIDE OF THE COUNTY.
DO WE NEED TO DEAL THEN WITH PEOPLE WHO ARE -- ARE WITHIN THE COUNTY AND THE NO MOVING, THE LACK OF MOBILITY WITHIN OUR POPULATION AND COUNTY RESIDENTS.
>> AGAIN, IT IS -- WE'RE -- WE'RE TALKING HYPOTHETICALLY.
WE LOOK WHERE WE ARE AT IN THE ECONOMY, THE JOB GROWTH WILL CONTINUE FOR THE FORESEEABLE FUTURE.
IF YOU LOOK AT INSTEAD OF A LOT OF THESE FOLKS THAT ARE DRIVING INTO THE COUNTY, IF YOU BEGIN TO PREPARE THEM EDUCATIONALLY AND THEY GET THE JOB AS OPPOSED TO PEOPLE OUTSIDE THE COUNTY, THEY HAVE YOU'VE CREATED A GOOD THING BECAUSE YOU KEEP ALL OF THOSE WAGES IN THE COUNTY.
>> THERE'S ANOTHER KEY MAP THAT WE CAN LOOK AT WHAT HAPPENS TO STUDENT THAT GRADUATE FROM OUR PROGRAMS. UNFORTUNATELY THEY LEAVE AS FAST AS THEY CAN.
THEY MAY BE WORKING IN THE COUNTY.
THEY TEND TO GO TO ELLIS COUNTY, ROCKWELL AND THEY CLUSTER VERY CLOSE TO THE COUNTY LINE.
SO THERE'S OTHER FACTORS HERE AT PLAY IN TERMS OF NEIGHBORHOODS AND -- AND THINGS OF THAT NATURE.
>> WE'VE BEEN TALKING ABOUT THE EDUCATION PLAN.
I THINK WE WANT FOCUS BACK ON WHY ARE WE DOING THIS? WE'RE DOING IT TO BETTER THE COMMUNITY.
ONE RECOMMENDATION WE SEE MOVING FORWARD IS THIS NOTION OF ORGANIZATIONAL BARRIERS AND -- AND CERTIFICATE COMPLETION.
SO I THINK YOU HAVE TO KEEP IN MIND.
LOOKING HOLISTICALLY AT THE INSTITUTIONS THEMSELVES.
I THINK WITH THAT WE'RE GOING TO GET A CASE STUDY ABOUT AN EXPERIENCE THAT NEED TO BE ADDRESSED IN THE EDUCATION PLAN MOVING FORWARD.
>> AS PART OF THE PROCESS, YOU RECALL THE EXTENSIVE WORK WE DID WITH STUDENT EXPERIENCE.
[01:10:01]
STUDENT EMMANUEL IS A COMPOSITE BUT REAL.SOUND LIKE MANY OF OUR STUDENTS MEMBSTUDENTS.
HE TRIED TO COMPLETE HIS DEGREE.
HE WAS HAPPY THEY ACCEPTED COURSES THAT HE HAD TAKEN AT COMMUNITY COLLEGE.
ATTEMPTING TO TAKE THE COURSEWORK IN SEQUENCE, HE COMMUTED ACROSS THE DISTRICT.
A JOB MOVED HIM AWAY FROM CENTRAL AND HE TRIED TO ENROLL AT BROOK HAVEN AND WHEN THOSE CLASSES WERE FULL HE TRIED CEDAR VALLEY AND STAYED ON COURSE AND ON TIME.
HE HAS EARNED 66 CREDIT HOURS, ENOUGH IF AN ASSOCIATES DEGREE IN ACCOUNTING WITH EXCELLENT PROSPECTS FOR A GOOD JOB AND HIGH DEMAND FIELD, PAYING 23 DOLLARS AN HOUR AND 44,000 A YEAR.
HE'S NOT LIGIBLE FOR THE DEGREE.
HIS HOUR ARE SPREAD ACROSS OTHER COLLEGES.
HE WON'T GET THE DEGREE BECAUSE HE DOESN'T HAVE 25 PERCENT OF HIS CREDIT IN ONE COLLEGE AS REQUIRED BY THE 25 PERCENT RULE.
HE'S NOT THE ONLY STUDENT IN THIS SITUATION.
IN 2016 AND 17, IN 2017 AND 181,618 STUDENTS WERE ELIGIBLE FOR TRANSFER DEGREES.
THEY WANTED TO GO ON AND GET THEIR ASSOCIATES DEGREE.
THEY COMPLETED ADDITIONAL HOURS TO COMPLETE THOSE REQUIREMENTS.
84 PERCENT DID NOT RECEIVE DEGREES.
THE LIFE-TIME EARNINGS COST TO THE STUDENTS, 546 MILLION DOLLARS.
COST TO THE ACCOUNTABILITY POINTS ALMOST -- ALMOST 300 THOUSAND DOLLARS BECAUSE HEY DID NOT GET THE DEGREES.
SO YOU COULD SEE, IT IS KIND OF A LOSING SITUATION.
>> HAD EXPERIENCE TRYING TO FIND THEM IN THE RIGHT SEQUENCE AND AT TIMES HE COULD ENROLL.
WE TALKED ABOUT THIS A NUMBER OF TIMES AT THIS TABLE.
2018-19, 577 ENROLLED AT THE COLLEGES.
2500 WERE AT THREE COLLEGES, 510 WERE AT FOUR COLLEGES.
67 AT FIVE COLLEGES AND GOD LOVE THEM TWO AT SIX COLLEGES.
YOU'LL SEE AT THE BOTTOM CHART AT THE END OF THE PAGE, ROUGHLY, HOURS EARNED AT OTHER COLLEGES, RANGES FROM 21 TO 55 PERCENT.
THEY'RE TAKING COURSES AT OTHER PL PLACES, SOME ONLINE BUT OTHER IS FACE-TO-FACE.
BASICALLY BY US DOING THE ACCREDITATION AND VERSUS BEING SINGLE IS A BARRIER?
>> THAT'S A CORRECT ASSUMPTION.
>> IF WE WERE SINGLY CREDITED AND AS LONG AS THEY HAD 25 PERCENT OF THE COURSEWORK AT -- 25 PERCENT HERE, 10 PERCENT THERE, 12 PERCENT YOU KNOW AT DIFFERENT COLLEGES.
>> IT GOES BACK TO THE FACT THAT THEY WEREN'T ABLE TO STAY HOME TO DO THIS.
>> STUDENTS WERE SO FOCUSED ON GETTING THE DEGREE.
THEY -- THEY BELIEVE -- THEY MADE THE PERSONAL DECISION FOR THEM.
THE WAY THAT WE'RE ACCREDITED IS STILL THAT BARRIER.
THEY WERE WILLING BECAUSE -- THEY WERE WILLING TO MAYBE GO FROM -- FROM WHAT? THE RICHLAND AREA TO HE CEDAR VALLEY AREA TO GET THEIR DEGREE.
BUT BECAUSE OF HOW WE'RE ACCREDITED, THEY'RE NOT GOING TO GET THE DEGREE.
IF WE TAKE THE ACCREDITATION OUT OF IT, THE IDEA THAT WE -- WE DIDN'T HAVE -- I WORK FOR A COMPANY THAT WAS A PAPER COMPANY.
EVERY CHRISTMAS WE WOULD RUN OUT OF RED BAGS.
THEY THOUGHT THAT WAS WONDERFUL, MY GOODNESS, THE RED BAGS ARE GONE.
WE DIDN'T LOOK AT THE OPPORTUNITY COSTS OF SENDING SOMEBODY SOME PLACE ELSE TO GET RED BAGS FOR CHRISTMAS SOME PLACE ELSE.
IF WE DON'T HAVE WHAT WE NEED, SOMEBODY -- AS FAR AS -- THE WHOLE IDEA THEN THAT THEY DID NOT GET -- AT ONE POINT, IT KIND OF COMES TO THE THOUGHT PROCESS AS YOU'RE DRIVING.
IF THIS IS THE BEST CAN I DO, MAYBE I COULD GO SOMEWHERE ELSE AND DO BETTER.
THE STANCE -- IF THAT'S WHAT THEY'RE -- IF THAT'S WHAT
[01:15:02]
THEY'RE HERE TO TELL US, THIS IS SOMETHING WE HAVE TO ADDRESS.WE CAN'T EVER RUN UT OF BAGS AT CHRISTMAS.
RED BAGS AT CHRISTMAS IS SOMETHING -- THAT WAS SOMETHING THAT LWAYS HIT ME IN THE MIDDLE OF THE HEAD.
IT WAS LIKE HOW MANY DID WE SEND TO SOMEBODY ELSE BECAUSE THEY COULDN'T FILL THE WHOLE ORDER WITH US? THAT WAS NOT A COMPUTER PROGRAM THAT THEY COULD PUT ON THE IBM SYSTEM AT THAT TIME.
THAT WAS NOT A QUESTION THAT THEY COULD ASK THE COMPUTER, FOR THE COMPUTER TO TELL US HOW MANY RAN OUT SO THAT -- SO THAT -- T THAT -- THEY WENT SOME PLACE ELSE.
>> ELIMINATING ARRIERS AND THAT'S SOMETHING -- THIS WILL ALSO HELP ADDRESS IN TERMS OF WHAT THE CUSTOMER IS TALKING ABOUT TOO?
>> 36 AND OPENS WITH A NEW ONE AND THAT WAY WE DON'T RUN OUT OF RED BAGS AT CRISTMAS.
>> ONE THING I CALL YOUR ATTENTION TO, A RECENT STUDY IS THAT THE SUCCESS RATES OF STUDENTS WHO CO-ENROLL ARE [INDISCERNIBLE] STUDENTS.
THERE'S MERIT IN HAVING A DIFFERENT EXPERIENCE.
YOU'RE OFTEN SUCCEEDING BECAUSE YOU WORK AROUND THE BARRIERS.
THAT GIVES YOU A SENSE OF WHAT IS HAPPENING.
AT RISK FOR THE 25 PERCENT RULE ARE THE STUDENTS THAT ARE TAKING CONTACT HURS, RIGHT NOW, IN SPRING 2019.
>> I DON'T THINK SINGLE ACCREDITATION WILL STOP SLOW.
THE ONLY THING IT WILL DO IS IT WON'T PUNISH THE STUDENT.
THEY'LL STILL -- THAT WILL BE [INAUDIBLE] FOR ALL KINDS OF REASONS AND THEY TAKE CLASSES AT OTHER.
DON'T PUNISH ME BECAUSE I CHOSE TO -- WE WORK HARDER OR BECAUSE MY JOB DOESN'T ALLOW ME.
>> I REMEMBER THE EDUCATION PLAN, THE BOARD WAS TOLD THERE 3 ARE HUNDREDS AND HUNDREDS OF PEOPLE ACROSS ALL SEVEN CAMPUSES WHO ARE MAKING SCHEDULING DECISION, RIGHT? FORGET THE ACCREDITATION.
THIS IS -- IS IT EVEN POSSIBLE TO IMAGINE THAT T -- THAT -- TH IN THIS COMMUNITY COLLEGE DISTRICT WE COULD DO THE TYPE OF QUADRANT ANALYSIS THAT YOU'RE SUGGESTING AND WHAT TO GROW AND WHAT TO MAINTAIN AND WHAT TO CONSOLIDATE WITHOUT -- WITHOUT CHANGING WAIT THAT WE [INAUDIBLE].
POSSIBLE WE COULD EVEN DO THAT.
HAVE YOU COME ACROSS SITUATIONS WHERE THIS IS ADDRESSED IN A HIGHLY CENTRALIZED ENVIRONMENT?
>> I THINK DO YOU HAVE LOOK AT EVERYTHING.
YOU KNOW, THIS IS A PROCESS ACROSS THE ENTIRE STRUCTURE OF THE DISTRICT.
ANYTHING THAT IS CREATING AN ISSUE THAT -- THAT IT -- THE STUDENTS SIGNING UP FOR THE WRONG COURSES IS AN ISSUE THAT IS PUTTING THEM BEHIND AND THEN AT THAT PART OF THE BOTTLENECK IS THAT THE STUDENTS ARE ENDING UP WITH MORE HOURS FOR A PROGRAM OR END UP WITH HOURS IN ALL OF THESE DIFFERENT.
THEY CAN'T SWITCH TO THE OTHER PROGRAM.
>> SO THERE ARE A THOUSAND STUDENTS A YEAR THAT AREN'T ABLE TO GET A DEGREE BECAUSE WE DON'T HAVE UNIFIED ACCREDITATION.
WE CAN'T AFFECTIVELY DEPLOY THE DISTRICT'S FINANCIAL RESOURCES IN A WAY THAT SERVES STUDENTS WITH THE CURRENT SYSTEM OF COURT SCHEDULING THAT WE HAVE.
THOSE -- THOSE FAIR CONCLUSIONS FROM YOUR ANALYSIS?
>> WELL, WE DIDN'T -- WE DIDN'T DO ANY EXAMINATION OF THE SCHEDULING.
WE'RE NOT ABLE TO SIT HERE -- FROM OUR SUNSTANDPOINT, YES.
>> THAT'S OUTLINED WELL IN THE [INDISCERNIBLE].
ONE OF THE PRIMARY FINDINGS THAT WHILE THEY DIDN'T LOOK SPECIFICALLY AT THIS ISSUE THAT WAS IN THERE, THEY DID LOOK MORE FROM A -- FROM A TALENT POINT OF VIEW AND HOW WE UTILIZE AND THEY LOOKED AT IT FROM A PAY POINT OF VIEW AND HOW WE PAY -- HEY DID NOT GET DOWN INTO -- INTO HOW DIFFICULT IS IT FOR THE STUDENT ON THE CERTIFICATE OR THE DEGREE?
>> WOULD WE BE ABLE TO GO BACK TO THE [INDISCERNIBLE] AND CONFER A DEGREE?
[01:20:10]
>> I GUESS WE WOULD, THE COURSES WOULD ALL BE AMEMERGED ONE.
>> SO I THINK GETTING BACK TO THE EDUCATION PLAN FINDINGS AND WE'LL WRAP UP HERE.
JUST BASED ON -- ON WHAT MARY PRESENTED WE KNOW THAT THERE'S -- THERE'S A DEEP COMMITMENT TO STUDENT SUCCESS AND COMPLETION AND THAT MOBILITY IN THE DISTRICT AND THAT OBVIOUSLY IS DRIVING A LOT OF -- OF WHY THE EDUCATIONAL MASTER PLAN IS SO IMPORTANT.
WE ALSO KNOW THAT ONE OF THE STRATEGIC PRIORITIES STREAMLINING NAVIGATION THROUGH OUR SYSTEM AND BEYOND, SO YOU HAVE ADE THIS ALSO A -- A PRIORITY IN THE FTURE.
THE WHOLE NOTION OF THIS -- THIS YOU KNOW, WHAT WE'RE TALKING ABOUT, THE NOTION OF RESPONSIVENESS, BILITY AND CONSISTENCY IN ADDRESSING THE SKILLS GAPS AND WORKFORCE 3 REQUIREMENTS ACROSS THE PROGRAM CLUSTERS.
YOU KNOW, WE HAVE TO -- WE HAVE TO LOOK AT THIS -- IN OUR PRIORITIES ARE HAVE TO REALLY ADDRESS SOME OF THE -- SOME OF THESE THINGS MOVING FORWARD.
THAT WAS THE INTENT OF THE 3 EDUCATIONAL MASTER PLAN.
SO IT IS -- IT IS A PROCESS THAT -- THAT -- THAT AT LEAST FROM THE WORK THAT WE HAVE DONE AT OTHER INSTITUTIONS WHO HAVE DEVELOPED EDUCATIONAL PLANS, IMPLEMENTED THEM AND THEN LOOKED AT THE RESULTS.
I THINK YOU'RE GOING TO SEE IT IT IS GOING TO REQUIRE SOME OF THE ISSUES YOU TALKED ABOUT WITH SCHEDULING ND RESOURCES AND THINGS LIKE THAT.
THAT'S JUST PART OF THE PROCESS, AS YOU START TO GO DOWN THAT FUNNEL INTO -- INTO SOME OF THESE PARTICULAR YOU KNOW COMPONENTS.
I THINK YOU'RE GOING TO FIND YOURSELF THAT IS THE ONLY COURSE OF ACTION FOR THE MOST PART.
SO, SO IF WE LOOK AT THESE PRIORITIES AND WHAT WE NEED TO DO, OBVIOUSLY THE -- THE -- THE EXPANSION, INITIATION OF PROGRAMS, AS WELL AS CONSOLIDATION OR CLOSURE.
I THINK CLOSURE IS -- WHAT WE LIKE TO DO IS MAYBE LOOK AT TRANSITION OR TRANSITIONAL COMPONENTS TO THAT.
MAYBE WAYS TO BE MORE FOCUSED.
THE MARKETPLACE DETERMINES THAT.
>> DIFFERENT FROM WHAT WE'VE DONE.
OF COURSE WE PUT TOGETHER THE PROGRAM OF DUE PROCESS AND LOOKING AT IT.
STILL CLOSURE HAS RARELY BEEN A COLLEGE DECISION.
IT HAS BEEN EXTERNAL LIKE THE COORDINATING BOARD IMPOSING ON US.
THIS WOULD BE A -- WOULD BE A DIFFERENT -- A DIFFERENT APPROACH FOR US.
>> A LOT OF COLLEGES SAY, WELL CLOSURE IS HARSH.
IF YOU LOOK AT IT, THINGS PROGRESS OVER TIME.
IF YOU LOOK, I'LL GIVE YOU EXAMPLE.
THE TRANSITION FROM HORSE AND CARRIAGE TO THE AUTOMOBILE.
WHAT IF YOU HAD A PROGRAM IN -- IN OU KNOW BUGGY HIPS R SOMETHING LIKE THAT.
OBVIOUSLY THINGS EVENTUALLY NEED TO TRANSITION.
THEY NEED TO BE CLOSED TO MAKE ROOM FOR SOMETHING ELSE.
YOU KNOW, THAT -- THAT'S THE KEY -- THAT'S THE KEY OF STAYING ON TOP OF THIS.
IT IS -- YOU KNOW, IT HAS TO -- IT IS JUST A NATURAL EVOLUTION IN A LOT OF COMMUNITY COLLEGES.
WE HAD THE LAST COUPLE OF BUDGETS PRESENTED A PROCESS THAT -- THAT EVERY -- THAT EVERY -- [INAUDIBLE].
WE'RE DOING A LITTLE MORE FORMALIZATION OF THAT.
Y'ALL REMEMBER WE DID THE C.T.E.
IT -- IT - SOME OF THIS HAS BEEN REAFFIRMED AND -- AND WE HAVE HAD PROGRAMS IN THERE THAT HAS SPACE LIMITATIONS OR HAD OO MUCH SPACE.
WE GOT TO GO DOWN AND DO THE DETAIL WORK NOW, MUCH LIKE WHAT WE DID ON THE C.T.E. PROGRAM REVIEW AND CONTINUE WITH IT ALL, TO START LOOKING THIS AT AN WHAT WE'RE DOING AND WHERE WE'RE GOING.
WE GOT VERY SMART PEOPLE OUT THERE THAT KNOW HOW TO PUT THIS TOGETHER.
I CALLED THESE GYS, THEY SAINT STAYING FOREVER.
WE FORMALIZE THE PROCESSES AND WHERE DO THEY COME, THE ANNUAL PLANS.
WE WON'T GET ALL SIX CLUSTERS DONE IN THE FIRST YEAR.
WE GOT TO SET UP A PLAN AND MOVE FORWARD.
SO IT GETS AT SOME POINT, PROBABLY EVERY THREE YEARS, MAYBE SOME POINT IN THE FUTURE, EVERYBODY GETS A REVIEW AT LEAST ONCE EVERY THREE YEARS OR SOMETHING LIKE THAT.
WE HAVE IT BUILT IN, THE BIGGEST
[01:25:03]
THING IS GOING TO BE -- GOING TO BE, I AGREE WITH FRANK ON THE CLOSURE, IT IS MORE ALIGNMENT OF PROGRAMS.>> SO, I THINK IF WE LOOK AT THIS, GO BACK JUST A MINUTE, MARTY.
OBVIOUSLY THE PROGRAM SPACE, THE RESOURCE AND WHAT PROGRAMS ARE SHORT OF SPACE, WHAT PROGRAMS HAVE TOO MUCH SPACE, LOOKING AT SPACE EQUIPMENT STAFFING CONSTRAINTS, STUDENT EXPERIENCE, ACCESS TO COURSES, YOU KNOW, AND I CAN'T SAY ENOUGH ABOUT THE STUDENT EXPERIENCE BECAUSE THAT IS ONE OF THE KEY DRIVERS IN ANY PLAN WE HAVE WORKED WITH IN THE PAST.
THERE WAS A STUDY CALLED THE FUTURE OF FULL MY AMPUS INSTITUTIONS IN -- MULTI-CAMPUSES IN 2013.
IT STAYED THE FLUIDITY OF A STUDENT EXPERIENCE MUST BE SUBMITTED AND SUPPORTED.
THAT IS ABOUT THE FUTURE OF THE MULTI-CAMPUS INSTITUTION AND THAT'S IN ESSENCE WHAT NEEDS TO OCCUR.
FROM THAT, THAT CONSISTENT STUDENT EXPERIENCE, SUFFICIENT ACCESS TO COURSES WHEN AND WHERE NEEDED IS CRITICAL IN THIS PROCESS AND OBVIOUSLY THE RESULT OF THAT IS THAT INCREASED DEGREES AND CERTIFICATES.
AND THAT IS AGAIN GETS BACK TO SUPPLYING THE NEEDS AND BASICALLY LIFTING ALL VOTES IN TERMS OF THE ECONOMIC MOBILITY IN DYNAMIC.
>> SO, THIS PARTICULAR SLIDE IS A SUMMARY OF WHAT WE TALKED ABOUT IN SEVERAL DIFFERENT WAYS.
ESSENTIALLY, WHAT WE FIND IS THAT WE THINK IT IS IMPORTANT FOR THE DISTRICT O LOOK AT SOME REORGANIZATION IN A COUPLE OF DIFFERENT WAYS.
I THINK THE SUPPLY AND DEMAND GAP IS BEING EXACERBATED BY THE DISTRICT'S CURRENT ORGANIZATION, CONFIGURATION, SPECIALLY WITH MULTIPLE ACCREDITATIONS.
WHAT WE ARE SAYING IS THERE PROBABLY NEEDS TO BE SOME REAL THOUGHT PUT INTO THE ORGANIZATION AS A WHOLE AND CREATING A STRUCTURE THAT IS A SINGLE ENTITY THAT CAN OPERATE AND REALLY LOOK THROUGH A LENS OF WHAT KIND OF PROGRAMMING, GUIDANCES, EXPANSION, INITIATION, MAINTENANCE, CONSOLIDATION AND CLOSURE.
OUR RECOMMENDATIONS AS FAR AS THE EDUCATION PLAN, THE FIRST RECOMMENDATION IS THERE MUST REALLY BEGIN TO ADDRESS THE SIGNIFICANT LABOR MARKET GRAPS IN THE PROGRAM, STRATEGY -- GAPS IN THE PROGRAM, STRATEGY, MAINTENANCE PROGRAMS. TAKE THAT BUSINESS AND FINANCE CLUSTER AND START WITH IT AND CUT TEETH ON IT AND FIGURE OUT THE REFINEMENT OF THE PROCESS.
HOW DO YOU WORK WITH EACH OF THE SEVEN CAMPUSES AND COLLEGES TO KIND OF MAKE THIS WORK.
IT'S GOT TO WORK FOR EVERYBODY.
RECOMMENDATION TWO, CONDUCT AN IN-DEPTH REVIEW OF THE SEVEN PROGRAM CLUSTERS TO DETERMINE PRIORITY AND STRATEGY AND WHAT THAT FRAMEWORK LOOKS LIKE.
[01:30:01]
GEOGRAPHIC LOCATIONS.I DON'T THINK T IS ONE FACTOR BUT THERE'S PROBABLY A MATRIX THAT YOU LOOK AT, THERE'S MULTIPLE THINGS AND ONE MAYBE SUPERCEDES ANOTHER.
BUT THERE'S AT LEAST A LENS TO LOOK AT TO DETERMINE THE MOST LIKELY GEOGRAPHIC LOCATION.
I THINK THE MAIN TAKEAWAY ON THIS IS EVERY TIME THERE'S A PROGRAM, IT DOESN'T MEAN IT IS TIME SET.
YOU LOOK AT WHAT IS THE DEMAND, WHERE IS THE DEMAND, WHAT AKES SENSE AS FAR AS THE EOGRAPHICAL LOCATION, THAT'S THE LENS WE THINK NEEDS TO BE LOOKED A.
NUMBER THREE, WE STRUCTURE THE DISTRICT ORGANIZATION TO MEET THE NEEDS OF DALLAS COUNTY STUDENTS SO THAT STUDENT EXPERIENCE AND HOW DO WE TAKE BARRIERS AWAY THAT IMPEDES STUDENTS' PROGRESS THROUGH THE DISTRICT THAT ARE BASICALLY UNNECESSARY.
OBVIOUSLY THEY HAVE OTHER BARRIERS, PERSONAL BARRIERS BUT LET'S TAKE AWAY ONE THE DISTRICT CAN MITIGATE SIMPLY BY THE OPERATION HOW THE DISTRICT GETS STRUCTURED.
THE STUDENTS WILL FIND PLENTY OF THEIR OWN BARRIERS.
SO, AS FAR AS NEXT STEPS, AGAIN THE FIRST I GUESS THREE OR FOUR ARE REALLY INTERNAL STEPS THAT WOULD TAKE PLACE IN TERMS OF LOOKING AT THE LABOR MARKET GAPS.
REMOVING THE BARRIERS, ELIMINATING STRUCTURAL BARRIERS.
THE LAST TWO ARE REALLY PROBABLY THINGS THAT NEED TO COME WHICH IS TO REVIEW THE SEVEN PROGRAM CLUSTERS TO DETERMINE THE FRAMEWORK STRATEGIES AND CATEGORIES AND USING GIS AND PROGRAM REVIEW OUTCOMES.
FIGURE OUT WHERE -- WHAT THAT PROGRAM ALIGNMENT LOOKS LIKE AND HOW MANY OF EACH PROGRAM THERE IS, PERFORM AN UPDATED PROGRAM UTILIZATION.
I THINK ALL OF THIS HAS TO COME IN THE CONTEXT OF WHAT DO YOU WASN'TLY HAVE FOR FACILITIES AND IF WE LOOK AT ENHANCEMENT AND EXPAND AND TRYING TO ADDRESS THESE PROGRAM GAPS THAT EXIST, WHAT DOES THAT MEAN IN TERMS OF FACILITIES.
AND YOU CAN'T BEGIN TO PROJECT WHAT FACILITIES YOU NEED UNTIL YOU HAVE A GOOD UNDERSTANDING OF WHAT YOU CURRENTLY HAVE, WHICH FACILITIES CAN BE USED AS THEY ARE, WHICH PARTS OF YOUR FACILITIES NEED TO BE REPURPOSED TO HELP MEET THIS GAP.
IN SOME CASES MAYBE THERE NEEDS TO BE ADDITIONAL SPACE ADDED IN ORDER TO ACCOMPLISH THIS.
>> CHAIR FLORES: ANY QUESTIONS OR COMMENTS? YES.
>> SMITHGROUP IS AN ORGANIZATION OF 2,000 EMPLOYEES, SO, 14 OFFICES.
WE HAVE A SMALL GROUP DEDICATED TO THIS.
BUT WE HAVE A COUPLE OF ANALYSTS AND WE HAVE WORKED WITH ANOTHER COMPANY CALLED EMSI WHO HAS DONE A LOT OF THE ANALYSIS.
A LOT HAS BEEN DONE BY THE DISTRICT AND THAT HAS BEEN PRODUCTIVE ND WILL HELP US TO GOOD RESEARCH COMING OUT OF THE DISTRICT.
SO, ALL OF THAT COMBINED IS REALLY SUPPORTING THIS MOVING FORWARD.
>> CHAIR FLORES: NO QUESTIONS?
>> WELL THE EDUCATION MASTER PLAN FROM THE PEOPLE FROM THE OUTSIDE TAKING AN IN-DEPTH LOOK, IT HAS POPPED UP THAT POSSIBLILY THE SINGLE ACCREDITED COLLEGES OR THAT HAVE SINGLE ACCREDITATION ARE PROVING TO PROVIDE BARRIERS OR HAVE BARRIERS FOR OUR STUDENTS IN TERMS OF COMPLEX, IN TERMS OF GETTING A DEGREE.
I KNOW A COUPLE OF TRUSTEES HAVE SAID WE NEED TO DECIDE HOW WE ARE GOING TO REMAIN HOW WE ARE ARE GO FOR SINGLE ACCREDITATION.
I KNOW SINCE SONNY CAME ON RECENTLY AND ASKED WHY DO WE NEED SEVEN OF EVERYTHING.
I THINK IT IS TIME FOR THE BOARD TO LOOK AT THIS IN-DEPTH.
>> HEN THAT PRESENTATION IS MADE, IT WOULD BE GOOD TO HAVE 3 ADVANTAGES AND DISADVANTAGES ON BOTH ACCREDITATIONS.
[01:35:02]
HOPEFULLY THAT CAN BE -- [INDISCERNIBLE]>> I WILL WORK WITH OTHERS AND THE LEADERSHIP TEAM AND WE WILL KIND OF MAP THAT OUT, WHAT THAT WOULD LOOK LIKE.
>> YOU FEEL LIKE RIGHT NOW WE ARE ON THE RIGHT TRACK?
THERE WAS A LOT OF WORK TO DO BECAUSE WE DID HAVE AN OVERARCHING EDUCATION PLAN DRIVING DECISION MAKING AS WE GET INTO THE FACILITIES.
SOME OF THIS WE CAN'T DO WITHOUT CHANGES TO THE FACILITIES THAT ARE OUT THERE, WHICH HAS BUDGET IMPLICATIONS.
THE STRUCTURE IS REALLY CLEAR FROM THE BEGINNING, WE WEREN'T REALLY DESIGNED TO RESPOND TO AN EXTERNAL MARKET.
NOT NECESSARILY THROUGH ANY FAULT OF OUR OWN BUT WE WEREN'T DESIGNED TO DO THAT.
THAT'S WHY ONE OF THE FIRST THINGS WE DID FIVE YEARS AGO WAS TO CREATE OUR LABOR MARKET INTELLIGENCE SCENARIO.
IF YOU DON'T KNOW WHAT THE PROBLEMS ARE, HOW DO YOU KNOW HOW TO BUILD FACILITIES, ALLOCATE RESOURCES AND START PROGRAMS AND LINE PROGRAMS TO MEET THOSE NEEDS.
THAT HAS BECOME OUR NORTH STAR BUT IT IS NOT SIMPLE BECAUSE THE COLLEGES HAVE BEEN RUNNING PREINDEPENDENTLY OF WHAT THE OVERALL EXTERNAL COMMUNITY NEEDED IN A TIME OF DRAMATIC CHANGE THAT'S BEEN GOING ON.
SO, WE'RE SEEING SHIFTS AND JOB SHIFTS AND ECONOMIC OPPORTUNITY INCREASING, DISPARITY.
EVERYBODY LOOKING TO US TO BE ABLE TO SOLVE THAT PROBLEM.
WHEN WE WERE REALLY MORE DESIGNED TO OPERATE PROGRAMS AND PREPAREEP STUDENTS WITH A HIGH QUALITY EDUCATION IN THE CLASSROOM.
MAINLY IN MANY CASES FOCUS ON TRANSFER TO A LARGER DEGREE WHILE WE HAVE SEEN THE ECONOMY SHIFT AND NEED MORE CERTIFICATES AND AAS DEGREES AT THE SAME TIME.
SO, IT IS AN OPPORTUNE TIME AS I REFLECTED ON THE RECOMMENDATIONS, STRUCTURE MATTERS FROM THE POINT OF VIEW DO WE HAVE A STRUCTURE THAT IS LOOKING AT STEM, THAT IS LOOKING AT BUSINESS, THAT IS LOOKING AT WHAT IS GOING ON AND THE APPS THAT ARE OUT THERE.
WE HAVE DATA BUT YOU HAVE O TRANSLATE THAT INTO A MEANINGFUL CERTIFICATE OR CAREER PATHWAY OR DEGREE THAT LEADS TO A JOB.
AND THAT IS WORK WE HAVE BEEN DOING.
OBVIOUSLY YOU BROUGHT UP EARLIER -- [INDISCERNIBLE]
>> ALIGN THE PROGRAMS WITH THE NEED OF THE EMPLOYER.
WE WEREN'T REALLY DESIGNED TO DO THAT EITHER.
I DO THINK I NEED TO BE LOOKING AND WORKING WITH OUR LEADERSHIP AND FIGURING OUT WHAT THAT WILL LOOK LIKE GOING FORWARD.
>> MADAM CHAIR, I APPRECIATE YOUR COMMENTS AND AS I THOUGHT ABOUT THE INFORMATION WE RECEIVED AS A BOARD OVER THE PAST SEVERAL MONTHS ON THIS EDUCATION PLAN, IN MY MIND I SEE THERE'S THREE MAJOR THINGS WE NEED TO CONSIDER.
ONE IS THE RECOMMENDATIONS ON FACULTY RELOADING SCHEDULING.
SECOND WHAT WE HEARD FROM THE SMITHGROUP TO REALIGNING OUR PROGRAMS TO WHAT EXISTS IN THE COMMUNITY AND THE THIRD BEING ACCREDITATION.
I THINK WE NEED TO HAVE A SENSE OF URGENCY AROUND ALL THREE OF THOSE AREAS AND WE NEED TO ADDRESS THEM THOUGHTFULLY BUT QUICKLY.
AND HAT NEEDS TO BE BASED ON A PROCESS THAT THE CHANCELLOR LEADS WITH HIS PRESIDENTS AND WITH HIS EXECUTIVE LEADERSHIP TO GUIDE US TO THE BEST DECISIONS IN THOSE THREE AREAS.
I WOULD OFFER THAT WE HAVE SO MUCH TO BE PROUD OF HERE AT THIS DISTRICT AND THESE TYPES OF ISSUES THAT WE'RE TALKING ABOUT, THE EDUCATION PLAN, THEY ARE NOT IN ANY WAY OR FORM THE WAY I VIEW THEM A REFLECTION OF THE QUALITY OF EDUCATION IN THE CLASSROOM, THE CLASSROOM EXPERIENCE, THE DEDICATION AND COMMITMENT TO STUDENT SUCCESS.
WE ARE TALKING ABOUT MAJOR STRUCTURAL CHANGE THAT WE NEED TO ADDRESS THAT HAS EVOLVED OVER 50 YEARS AND WE HAVE TO GET AFTER IT.
THE PUBLIC CONFIDENCE IN THIS SCHOOL DISTRICT HAS NEVER BEEN HIGHER.
THAT IS REFLECTED IN THE 71% APPROVAL OF THE BOND PROPOSITION.
IT IS REFLECTED IN THE PHILANTHROPY AND SUPPORT WE GET AND REFLECTED IN THE TYPES OF PARTNERSHIPS THAT WE ARE ABLE TO BUILD WITH INDUSTRY, LEADING TO
[01:40:03]
THINGS LIKE THIS MAJOR GRANT ANNOUNCEMENT THAT WILL UT MILLIONS OF DOLLARS IN THE HEALTHCARE APPRENTICESHIP.I THINK THIS DISTRICT HAS ALWAYS HAD A WILLINGNESS TO CHANGE, ONE OF OUR GREAT ASSETS.
WE HAVE GOT TO ACKNOWLEDGE AND THE SENSE OF URGENCY HAS TO COME FROM THIS BOARD IGHT NOW WE ARE NOT SERVING OUR TUDENTS AS WELL AS WE CAN.
IF ACCREDITATION IS CAUSING HUNDREDS AND HUNDREDS OF STUDENTS IN THIS DISTRICT TO NOT GET A DEGREE THAT THEY WOULD OTHERWISE BE ENTITLED TO THAT IS SHAMEFUL.
IT IS SOMETHING WE HAVE TO ADDRESS.
THE OTHER THING, I ASKED THE CHANCELLOR TO REPRODUCE THIS FOR ME.
THESE ARE THE DISTRICT'S METRICS AND WE HAVE SEEN THEM EVERY YEAR.
EVERY YEAR THAT I HAVE BEEN ON THE BOARD FOR THREE YEARS.
AND HESE ARE OUR MEASURES OF STUDENT PROGRESSION, COMPLETION.
IT IS THE BEST ROLL UP OF ARE WE SERVING OUR CORE MISSION HERE AT THE D.C.
DESPITE THE CONFIDENCE AND THINGS GOING VERY WELL, WE ARE PRACTICALLY DEAD LAST AND IF WE DON'T CHANGE, WE ARE GOING TO REMAIN IN THIS SITUATION AND THIS IS SOMETHING WE HAVE TO GET TO URGENTLY AND WE HAVE A ROAD MAP THROUGH THE DISCUSSIONS THAT WE HAVE HAD ON FACULTY LOAD AND SCHEDULING AND ALIGNING COURSE AND CURRICULUM AND ACCREDITATION AND I WOULD HOPE WE WOULD TACKLE ALL THOSE IDEALLY BY THE END OF THE YEAR.
>> CHAIR FLORES: WE HAVE GOTTEN, I BELIEVE, ENOUGH INFORMATION TO WHERE WE ARE INFORMED, WELL INFORMED.
I DON'T THINK WE HAVE GOTTEN THAT YET ON THE ACCREDITATION, BUT YES, I AGREE WITH YOU.
>> LET ME, IF I COULD RESPOND.
I THINK THAT ONE, WE ASPIRE TO SEE OUR STUDENTS BE SUCCESSFUL.
WE ASPIRE TO MAKE SURE WE ARE MEETING THE NEEDS OF BUSINESSES AND INDUSTRIES.
I MEAN OUR COLLEGE PRESIDENT, OUR ADMINISTRATORS, LEADERSHIP AND FACULTY THROUGHOUT THE ENTIRE DISTRICT.
I WILL SAY WE HAVE GREAT LEADERS AT OUR COLLEGES THAT I BELIEVE CARE ABOUT THIS A GREAT DEAL.
AND WHEN WE FIRST LOOKED AT THIS DATA, THE QUESTION CAME UP IS THIS BECAUSE WE'RE OPERATING POORLY AS INSTITUTIONS? NO.
I THINK WE SAW EVIDENCE TODAY THERE'S SOME INDICATION THAT IT IS STRUCTURE ITSELF CREATES PART OF THE ISSUE.
WE SAID AT THAT TIME IT IS A SYSTEMIC PROBLEM WITH THE SYSTEM AND THE ORGANIZATION MORE THAN IT IS A COLLEGE PROBLEM AS WE LOOK AT THIS.
BECAUSE AGAIN, WE KNOW OUR FACULTY ARE EXCELLENT IN THE CLASSROOM.
I CAN LOOK AT GRADING, I CAN LOOK AT WHAT IS HAPPENING THAT IS OUT THERE AND KNOW THAT.
AND YET YOU COULD PASS A COURSE AND NOT GET A CERTIFICATE OR A DEGREE OR SOMETIMES EVEN EARN THE CREDIT AND NOT MAKE THAT HAPPEN.
SO, OBVIOUSLY, I CAN'T ARGUE WITH ANY OF THE RECOMMENDATIONS THAT WE NEED TO LOOK AT.
AND CHANGE CHAIR FLORES, BECAUSE I DON'T HAVE A PLAN IN MY HIP POCKET FOR THIS.
THIS IS WHY WE HAVE KIND OF COME TOGETHER TO WORK ON IT.
BUT AT THE REQUEST OF -- YOUR REQUEST AND THE BOARD, WE WILL PULL THAT TOGETHER AND WORK COLLECTIVELY WITH OUR LEADERSHIP TO FIND THE BEST WAY TO MAKE THAT HAPPEN.
BY THAT I MEAN -- [INDISCERNIBLE]
>> THEY HAVE TALKED TO ME AT LENGTH ABOUT ALL THREE OF THESE ISSUES BOTH IN THE PAST AND RECENTLY.
I UNDERSTAND THEY CARE AS WELL.
WE ARE GOING O TAKE A COUPLE OF DAYS THIS WEEK PLANNING BASED ON THE DIRECTION WE HAVE BEEN GIVEN.
>> CHAIR FLORES: WE HAVE TWO DATES IN AUGUST SO POSSIBLY WORK IT INTO ONE OF THOSE DATES.
>> AND I WILL WORK ON JOHN SCHEDULING THAT.
>> YOU SAID THE END OF THE YEAR -- [INDISCERNIBLE]
WHAT IS IT THE BOARD NEEDS TO CONSIDER BECAUSE POLICY IS DIFFERENT ROM IMPLEMENTATION.
YOU LOOK AT THE FACULTY LOAD AND POLICY RECOMMENDATIONS, THEY ARE VERY BROAD AND GENERAL.
BUT THEY ARE DIRECTIONAL AND THERE'S A WHOLE LOT OF WORK THAT NEEDS TO BE DONE -- [INDISCERNIBLE]
>> I'M NOT SAYING ALL THAT IS GOING TO BE DONE BY THE END OF THE YEAR.
[01:45:01]
CERTAINLY WE ARE NOT GOING TO CONTEMPLATE ALL THE RECOMMENDATIONS OF THE SMITHGROUP OVER THE YEAR OR NEXT COUPLE OF YEARS.BUT WE NEED OF A ROAD MAP THAT IS OUR EDUCATION PLAN.
THOSE ARE THE ELEMENTS OF THE EDUCATION PLAN I THINK, AS I UNDERSTAND IT.
I WOULD LIKE TO HAVE THAT ROAD MAP IN PLACE BY THE END OF THE YEAR POSSIBLILY.
>> WE WOULD NEED THAT, JOHN, TO DRIVE THE BUDGET GOING FORWARD AND THIS ALL WOULD HAVE BUDGET IMPLICATIONS AS WELL.
>> CHAIR FLORES: TRUSTEE ZIMMERMANN.
>> TRUSTEE ZIMMERMANN: WHAT WOULD THIS GRAPHIC LOOK LIKE IN WE HAD SINGLE ACCREDITATION?
>> THIS IS DONE WITH THINGS LIKE THE STUDENTS NOT GETTING ENOUGH HOURS FOR THE DEGREE.
I DON'T KNOW THAT WE COULD DO A LOOK BACK AND RECALCULATE ALL THIS OR NOT.
BUT IT WOULD LOOK DIFFERENTLY.
>> CHAIR FLORES: JUST BY STUDENTS NOT GETTING THE DGREE, MARY, IF I REMEMBER CORRECTLY -- [INDISCERNIBLE]
>> WE DON'T KNOW THE REAL NUMBER OF THAT.
THOSE ARE JUST THE ONES THAT APPLY.
>> THIS TOOK SOMEBODY WHO HAD THE INITIATIVE TO GO THROUGH THE APPLICATION PROCESS AND -- WE CAN ESTIMATE THROUGH THE NATIONAL CLEARINGHOUSE DATA AND LOOK BACK WHAT IT COULD HAVE BEEN, BUT WE DON'T REALLY HAVE ACCESS TO ALL THAT DATA BECAUSE3 IT REQUIRES KNOWLEDGE OF WHAT THEY TOOK AT A FOUR-YEAR INSTITUTION.
>> CHAIR FLORES: ANY OTHER QUESTIONS, COMMENTS? THANK YOU, GENTLEMEN.
>> CHAIR FLORES: IT IS NOW 11:51.
YOU WANT WITH TO START ON YOUR PORTION OF IT?
IF I COULD MAKE A SUGGESTION, THE NEXT THREE THINGS ARE ALL FACILITY ORIENTED.
[7. Operating Budget Presenters: John Robertson, Tiska Thomas]
I WOULD LIKE TO DO THEM AFTER YOU ALL GET BACK ONE, TWO, THREE.PROBABLY WAIT AND DO THE BUDGET PORTION --
>> CHAIR FLORES: WHAT COULD WE DO FROM THIS POINT FORWARD?
>> CHAIR FLORES: LUNCH IS FROM -- YOU'RE RIGHT.
11:00 TO 11:50 -- 11:15 TO 11:45 --
>> CHAIR FLORES: DO WHAT? SUD SUD -- [INDISCERNIBLE]
>> CHAIR FLORES: THESE TWO CONFLICT.
>> WE PUSH IT ALL AFTER LUNCH AND HEAD OVER TO THE PARAMOUNT BUILDING.
WE ARE THROUGH WITH THE MORGUE PORTION.
>> GOOD AFTERNOON, WE'RE BACK IN SESSION.
THAT WAS A VERY POSITIVE, VERY EXCITING ANNOUNCEMENT AND PARTICIPATION AND -- AND THE THINGS THAT WERE PLANNED AROUND THE ANNOUNCEMENT AND AGAIN, KUDOS, MARK HAYES AND HIS TEAM, EVERYONE THAT WAS INVOLVED IN IT, FOR SOMETHING THAT LARGE, IT IS NOT NE PERSON.
IT TAKES ONE OR TWO PEOPLE TO ESTABLISH A VISION AND WORK ABOUT TO MAKE IT HAPPEN.
>> THIS EVENT WAS DONE WITH FOUR DAY'S NOTICE.
AND PATTY AND HER TEAM AS WELL AS ARK WERE WORKING ALL WEEKEND TO -- TO MAKE THIS HAPPEN SO WE APPRECIATE THAT WORK.
>> I DIDN'T WANT TO ANNOUNCE IT -- THEY DIDN'T LET YOU ANNOUNCE IT FOUR DAYS AGO, RIGHT?
THAT WAS EXCITING AND SO THANK YOU FOR -- FOR -- FOR THAT.
>> T WAS ON THE NEWS THIS MORNING.
[4. Capital Planning: Network Review Thresholds and Committee Guidelines Presenter: John Robertson]
[LAUGHTER].[01:50:01]
SEE WHAT A BREAK WOULD DO FOR US.
>> WE'RE GOING TO COVER TWLE TH-- THREE THINGS IN ORDER.
WE MAY WAIT TO DO THE BUDGET PART TOMORROW.
THE NEXT THREE THINGS WE'RE GOING TO DO IS TALK ABOUT FIRST I LIKE TO SET UP THE CAPITAL PLANNING NETWORK REVIEW.
AS YOU REMEMBER WE'VE DONE WORK WITH COLLIER'S INTERNATIONAL ON HELPING US PLAN -- I'M SORRY.
>> JUST AS REMINDER, THE CHANCELLOR WILL HAVE TO LEAVE AT A CERTAIN POINT TO GO TO THAT MEETING THAT -- THAT THE SECRETARY SAID HE WAS HAVING WITH THE COMMUNITY AND INDUSTRY LEADERS BECAUSE -- IT STARTS BEFORE WE -- BEFORE WE'RE TOTALLY DONE.
>> I'LL NEED TO LEAVE WHEN WE DO THE BREAK AROUND 1:45.
>> I CAN PROBABLY TALK LIKE ROB.
>> SO -- SO YOU KNOW, WE'RE NOT RUNNING TOMORROW.
>> WE'LL TRY TO BE FINISHED BY THEN.
>> AS Y'ALL KNOW, WE'VE GIVEN YOU SOME OF THIS INFORMATION BEFORE BUT WHAT WE WANTED TO DO WAS TO SET UP HOW WE DRIVE AND GOING THROUGH THE -- THE LIST OF REMEMBER THERE WAS ALMOST 2 BILLION DOLLARS THAT CAME OUT OF THE MASTER PLANS AND WE WORKED THAT DOWN TO 1.4 BILLION AND GOT IT DOWN TO THE 1.1.
SO WE KEEP -- WE KEEP OUR TAX RATE AT THE SAME THING.
WHAT WE'VE DONE IS I WILL QUICKLY GO THROUGH THIS.
WE SET UP A WHOLE PROCESS OF REVIEWING CAPITAL PROJECTS HERE AND WORKING WITH -- WITH COLLIER'S ON THIS.
I'M NOT GOING TO SIT HERE AND WALK YOU THROUGH THIS.
>> I'M -- I'M GOING TO LIST EVERYBODY, BUT WE CALL THIS THE CAPITAL BUDGET REVIEW COMMITTEE.
AND -- I'VE GOT A LIST OF THOSE PEOPLE AT THE END OF THE SLIDE.
THIS IS MORE OR LESS THE SETUP THAT THEY HAVE.
THIS WAS MEANT TO HANDLE PROJECTS AS THEY COME UP DURING ANY TIME OF THE YEAR, BOND PROGRAMS OR NOT.
I'LL GO THROUGH THAT A LITTLE BIT.
WE TRIED TO SHORTEN THE PROCESS WITH THE COLLEGES AND SO ON.
WHAT WE HAD HAD IS -- WHAT WE WANTED TO DO IS DOING SOMETHING WHERE WE HAD TWO FORMS. ONE WE CALL AN INITIAL SCREEN WHICH MAKES IT REAL SIMPLE TO FILL IT OUT AND TELL US ABOUT THE PROJECT AND SEE IF IT MEETS OUR STRATEGIC PRIORITIES AND GUIDING PRINCIPLES.
WE DIDN'T USE THESE FOR THE BOND PROJECTS BECAUSE WE DID ALL OF THE MASTER PLANS.
TO HELP SHORT THEN PROCESS, THE INITIAL SCREEN, YOU'LL NOTICE AT THE TOP, IT AYS NOT NEEDED FOR BOND PROJECTS.
I'LL LET YOU READ THAT T YOUR LEISURE.
THE GUIDELINES IN THERE FOR THOSE.
THIS WOULD BE AS IF -- WE'RE JUST DOING SOMETHING DURING THE YEAR AND THERE HASN'T BEEN ANYTHING TO DO WITH THE BONDS OR MASTER PLAN PROJECTS IS WHAT WE HAD BEFORE.
WHAT WE DID HAVE THEM DO IS WHAT WE CALL THE PROJECT INITIATION FORM.
THIS IS THE REAL DETAIL BEHIND IT.
IT LOOKS AT ALL KIND OF THINGS AND WE HAVE -- WE HAVE BASICALLY EVERY PERSON -- EVERYBODY IS GOING TO PUT ONE THROUGH WOULD HAVE TO RECALL PROJECT SPONSOR.
THAT'S TYPICALLY FROM THE COLLEGE, VICE PRESIDENT OF BUSINESS OR COULD COME FROM THE PRESIDENT.
WHAT WE HAVE ON THE FORM IS TO TELL US HOW DOES THIS ALIGN WITH THE ACADEMIC PLAN CURRENTLY AND -- AND -- AND SOMETHING FOR THE FUTURE.
LOOK AT COMPETITIVE ANALYSIS, STUDENT PROGRAMS. WORK COURSE.
THE OCCUPATIONAL DEMAND IN GAS WE JUST TALKED ABOUT THAT A COUPLE OF HOURS AGO.
IT LOOKS AT NYTHING THAT HAD TO DO WITH REAL ESTATE AND THEN 3 ALSO WHAT IS THE DOCUMENTATION OF THE COMMUNITY? WHAT WE DO IS LOOK THROUGH THIS AND MAKE SURE IT IS COMPLETE AND THAT IT HAS ALL OF THE INFORMATION THAT WE WANT IN IT AND THEN WE HAVE THE SPONSOR COME THROUGH AND TALK ABOUT IT.
WHAT WE DID DO FOR THESE BOND PROJECTS IS WE HAD ALL OF THE COLLEGES IN MAY COME THROUGH AND RANK ALL OF THEIR BOND PROJECTS THAT THEY HAD.
AND THEY RANKED THEM IN ANE ORDR FOR US AND THE COMMITTEE WENT THREW SCORED THEM.
WE HAVE AN EVALUATION FORM THAT WE WENT THROUGH AND IT -- IT FOLLOWS THE GUIDING PRINCIPLES AND STRATEGIC PRIORITIES.
THOSE GUIDELINES ARE AFTER WE SCORE IT, IF THERE'S A STRONG ALIGNMENT WITH ANYTHING THAT WOULD BE THE ONE THAT WOULD BE
[01:55:02]
RECOMMENDED.IF IT HAD SOMEWHAT OF ALIGNMENT MAYBE FOR A FUTURE DATE.
OR IF WE FIND OUT IN THE CURRENT FORM IT WOULDN'T BE RECOMMENDED.
THIS WAS PROBABLY HE AREA THAT THE REVIEW COMMITTEE HAD TO WORK WITH THE HARDEST TO START WITH.
WE STARTED OUT WITH 00 MILLION BECAUSE THAT'S WHAT WE COULD AFFORD TO MAINTAIN THE TAX RATE.
SO WHAT WE'RE LOOKING AT IS WHAT COULD WE AFFORD AS UCH AS WE COULD GIVE THE COLLEGES THEIR TOP THREE PRIORITIES.
I WILL TELL YOU NOT ALL COLLEGES GOT THE TOP THREE PRIORITIES BECAUSE THE 300 MILLION IS ALL WE COULD DO.
SO THAT WAS PROBABLY ONE OF THE THINGS THAT HAPPENED HERE IS SOME PEOPLE GOT SOME BECAUSE THEY WERE SMALLER PROJECTS.
OR THEY WERE ASKED TO READ FORMULA.
SO WHAT I'M DOING TODAY AND ALL OF THIS IS BASICALLY WE PUT THIS LIST TOGETHER AFTER REVIEW COMMITTEE DID THEIR RANKING AND SCORING.
THAT'S THE NEXT PRESENTATION I WILL DO IS MAKE THE RECOMMENDATIONS FOR THE BOND PROJECTS.
BEFORE THE PROJECT EVEN GOT TO THE COMMITTEE, THE NETWORK REVIEW COMMITTEE THEY HAD TO FULFILL CERTAIN REQUIREMENTS.
IF HEY DIDN'T IT WOULDN'T BE PRESENTED TO YOU.
WHEN WE WORK WITH COLLIERS WE WORK -- WE WEREN'T EVEN TALKING ABOUT THE BONDS AT THAT TIME WHEN WE FIRST STARTED WORKING THERE.
COMING UP WITH THE BONDS CAME ON AND WHAT WE WANTED TO DO WAS TRY TO NOT MAKE PEOPLE GO BACK AND DO BUSY WORK FOR THE SOLE PURPOSE OF -- WE KNEW IF IT WAS MASTER PLAN IT WENT THROUGH SOME CRITERIA.
WE WANTED TO MAKE SURE BECAUSE THE MASTER PLAN WHILE THEY WORKED ITH THAT ON THEIR -- ON LEAVING THE STRATEGIC PRIORITIES, WE KNEW WE HAD TO DO THIS ACROSS THE NETWORK AND WE KNEW WE HAD LIMITED FUNDS TO BE ABLE TO START.
THIS IS JUST A QUICK MATRIX OF HOW THE THINGS SHOULD LINE UP BETWEEN -- BETWEEN -- GUIDING PRINCIPLES AND STRATEGIC PRIORITIES BUT THIS IS ONE THAT I WANTED TO SPEND SOME TIME ON.
THIS IS OUR ACTUAL EVALUATION CRITERIA.
ROUGHLY 12 PEOPLE ON THE COMMITTEE.
EVERY VOTED AND LISTENED TO THE PRESENTATIONS ND THEY WOULD DO THE SCORING AS THEY WERE PRESENTED TO THE COMMITTEE.
THESE WERE TOTALLED AND THEN -- THEN THE PROJECTS WERE PRIORITIZED ACCORDING TO THE HIGHEST SCORES WE HAD ACROSS THE BOARD.
I'LL JUST GIVE YOU A MINUTE IF YOU WANT TO LOOK AT THAT IS HOW WE -- WE -- WE RANK AND SCORED THOSE.
>> ONE THING ABOUT -- ABOUT -- ABOUT THIS CAPITAL MANAGED PROCESS, ATTACHING TWO BUILDINGS, CONSTRUCTION, RENOVATION, HOW -- SO YOU'RE ACTUALLY SPECIFYING THAT ANY CAPITAL DOLLARS WE SPEND HAS TO PROVIDE A SPECIFIC EDUCATION GOAL IN THE PLAN.
THE WHOLE AMOUNT AS WE SAW THIS MORNING S GOING TO INFORM WHERE WE SPEND CAPITAL DOLLARS AND WE WILL ONLY BE INVESTING CAPITAL IN PROGRAMS THAT WE WANT TO MAINTAIN OR GROW.
IS THAT -- IS THAT -- IS THAT --
>> MAY BE A FEW EXCEPTIONS BECAUSE OF COMMON SPACE AND STUDENT SPACE AND THINGS OF THAT NATURE.
>> THERE ARE PROBABLY, THERE ARE A FEW PROGRAMS I CAN THINK OF ARCHITECTURE AND INTERIOR DESIGN THAT WE ONLY HAVE AT ONE PLACE THROUGHOUT THE DISTRICT.
IT IS NOT A LARGE PROGRAM BUT IT IS ONE THAT -- THAT WE REALLY HAVE TO LOOK AT, WE PROBABLY WANT TO MAINTAIN THAT.
THERE WAS TWO PLACES THAT I REMEMBER FROM THE CAMPUS STORES THAT NEEDED TO BE ADDRESSED.
ONE WAS THE STUDENT LEARNING OR THE STUDENT LIFE SPACE AND COMMON AREAS AND THAT TYPE OF THING.
THE SECOND WE GOT SOME -- SOME REALLY BAD BUILDINGS.
HOW WILL THOSE NONE STRUCTURAL AREAS FARE IN THIS ANALYSIS.
>> WE'LL TALK ABOUT THAT WHEN WE TALK ABOUT HE BOND PROJECTS.
THIS FIRST PHASE 300 MILLION FOR THE MOST PART E CALL IT THE HIGH SCHOOL TROP.
AND A LOT OF IT HAS TO DO WITH IMMEDIATE NEED SPACE BECAUSE OF THE GROWTH WE HAD IN THE EARLY COLLEGE HIGH SCHOOLS.
THERE'S ABOUT 74 MILLION DOLLARS THAT IS IN -- IN INDUSTRY ALIGNMENT BUT THE REST OF THE 300 MILLION DOLLARS IS REALLY MAKING THOSE LEARNING SPACES AND
[02:00:01]
THE SPACES E NEED TO HANDLE THE GROWTH THAT WE HAD.SO THE FIRST ONE IS REALLY A STUDENT ENROLLMENT GROWTH ISSUE.
THAT'S WHERE WE'RE TRYING TO GET THAT DONE AS SOON AS POSSIBLE.
I'LL GO THROUGH THOSE AND THAT'S PART OF MY EXPLANATION THERE.
NOW, THE SECOND PART OF THIS AND THE THIRD PRESENTATION WILL BE ON WHAT WE CALL THE FACILITY IMPROVEMENT PLAN WHICH IS THE DEFERRED MAINTENANCE.
ONLY DIFFERENCE IS WE'RE GOING TO LOOK AT THIS ON ANNUAL BASIS.
WE'RE PUTTING PROJECTS ON THERE THAT WE THINK WE COULD GET DONE IN A YEAR AND COME BACK NEXT BUDGET YEAR AND HAVE ANOTHER LIST.
WE WILL TALK ABOUT THAT IN A MINUTE.
WE'RE TRYING TO ATTACK THIS FROM TWO POINTS OF THE THINGS THAT WE'RE TRYING TO DO IS WHAT ARE THOSE THINGS THAT WE NEED, RENOVATION OR NEW IN THE CAPITAL PLAN AND WHAT ARE THOSE THINGS THAT WE NEED TO DO -- I CAN'T REMEMBER THE EXACT NUMBER, IT IS PROBABLY ABOUT 15 GROUPS WE'RE DOING CAN NEXT YEAR.
THERE ARE JUST THINGS THAT WE'VE GOT TO DO TO MAINTAIN OUR FACILITIES.
THOSE WERE ALSO GOING THROUGH MUCH SMALLER GROUP BUT A REVIEW COMMITTEE TO LOOK AT IT NETWORK WIDE.
WHAT DO WE NEED TO DO FIRST ACROSS THE DISTRICT.
>> THE SIDE NOTE IN THE LAST FOUR OR IVE DAYS, THE AVERAGE AGE OF THEIR -- OF THEIR SCHOOL BUILDING IS 52 YEARS OLD.
THEY GOT -- THEY GOT -- [INAUDIBLE] 53 YEARS, I DIDN'T REALIZE THAT.
WE NEED TO WORK WITH THE BOARD IS -- IS -- WE NEED TO HAVE THAT 50-YEAR TIME HORIZON.
I THREATEN TO TAKE PAINTBALL GUN AND MARK BUILDINGS.
WE HAVE TO HAVE A PLAN AND ONE OF THE THINGS ON THE CAPITAL BUDGET BUSINESS, SOMEBODY WAS ASKING FOR A NEW BUILDING.
WE ASKED WHAT IS COMING DOWN? AND WE -- WE WERE WITH YOU BEFORE WE TRADED OFF.
WE GOT TO HANDLE THAT AGE ISSUE.
THAT'S NOT RIGHT FOR ME TO SAY THAT.
WE'VE GOT TO HANDLE THIS WITH AGES FACILITIES AND THE ONLY WAY TO REALLY HANDLE THAT IS WITH NEW CONSTRUCTION.
REMODEL TO A CERTAIN DEGREE AND YOU GET TO THE POINT YOU'RE THROWING GOOD MONEY AFTER BAD.
WE GOT TO START, WE WON'T DO THAT THIS YEAR.
WE GOT TO BUILD THE INDOOR PLAN AND WHAT ARE WE GOING TO GET RID OF ESPECIALLY WHEN WE'RE BUILDING SOMETHING.
>> WE WERE TOLD THEY WANTED TO DEMOLITION -- TEAR DOWN THREE BUILDINGS? THEY ALREADY HAVE THE IDEA.
>> YOU DID A GOOD JOB AT LOOKING AT SOME OF THOSE.
WE TAKE IT ON A CASE BY CASE BASIS.
WE REALLY NEED TO LOOK IN PUTTING.
YOU'LL NOTICE IN THE FIRST ROUND, MOST OF THE MONEY IS BEING SPENT ON NEW BUILDINGS.
THERE'S ABOUT FOUR OR FIVE RENOVATIONS.
>> THE DESCRIPTION OF TEMPORARY, DEFINITION, WEBSTER TELLS US THAT THEY STAYED TOO LONG.
>> ISN'T RICHLAND GETTING A WHOLE NEW BUILDING.
>> THE ISSUE IS BECAUSE OF THE GROWTH SO FAST IN THE HIGH SCHOOLS WE'RE SO FAR BEHIND IN PROVIDING THAT SPACE.
THAT WILL BE A PLAN TO GET RID OF AFFORDABLE BUILDINGS.
AT THE SAME TIME WE'LL HAVE PLACES WE NEED RENOVATIONS AND HAVE SWING SPACE.
WE DON'T HAVE SWING SPACE WHILE WE RENOVATE A BUILDING.
>> RICHLAND COMING UP AND NEW TEMPORARY BUILDINGS.
THAT'S KIND OF WHERE THEY ARE.
>> THEY'LL HAVE A LIFE CYCLE OF TEN YEARS OR WHATEVER.
>> WHAT IS IMPORTANT HERE IS -- IS -- AND THERE'S TWO PARTS TO THIS, THE CAPITAL PLAN WE WANT TO GET DONE IN TWO YEARS.
THAT'S WHAT I TELL THE PROGRAM MANAGER.
FACILITY IMPROVEMENT ARE ONE-YEAR PROJECTS.
WE BRING BACK ANOTHER LIST AND ANOTHER LIST NEXT YEAR AND WE'LL KEEP RUNNING THROUGH THOSE UNTIL WE GET IT DONE.
TWO PARTS, PART OF IT IS AND QUITE RANKLY WHAT WE LOOKED AT IS TO MAKE SURE THERE WAS NO OVERLAP.
IF WE WERE RENOVATING A BUILDING WE COULD DO EVERYTHING AT ONCE AND MAKE IT PART OF THE BOND PROJECT.
IF WE WEREN'T RENOVATING THE BUILDING OR HALF OF THE BUILDING WAS STILL GOOD AND NEEDED A ROOF, WE'RE GOING TO MAKE SURE WE GET THE ROOF ON IT BEFORE WE DO THE RENOVATIONS.
WE'VE DONE A LOT OF LOOKING AT THE PROJECTS AND WHICH ONES ARE MUTUALLY EXCLUSIVE AND MAKE SURE
[02:05:04]
WE MAXIMIZE.>> IT ALL BE HANDLED ON THE BOND MONEY.
WE HAD 2 MILLION DOLLARS AND WE'RE HANDLING ONE.
WE HAVE 350 MILLION DOLLARS ON A MAINTENANCE PLAN LIST.
THAT'S STILL TEN YEARS TO GET IT ALL DONE.
>> TO COVER SOME OF THE SHORTFALLS IN TEAMS OF HOW YOU WANT AND GET INCLUDED IN THE BOND PROGRAM IS THERE ANY PLAN FOR THE RESERVE FUND THAT IS A ONE-TIME EXPENDITURE IN TERMS OF WHAT THEY COULD BE USED FOR.
>> WE'RE LOOK AING AT EVERYTHI.
THIS IS JUST THE FIRST PART IS TO GET THESE PROJECTS GOING.
BUT THERE PROBABLY WILL BE SOME THIS IS THE OLD CLASSIC CAPITAL VERSUS LABOR.
YOU COULD START THROWING TOO MANY PROJECTS ON THE CAMPUS AT ONE TIME.
THEY START BUMPING INTO EACH OTHER.
REMIND YOU WE'RE DOING ALL OF THE I.P. AND PUBLIC SAFETY PROJECTS GOING ON RIGHT OW THROUGH OUR CAMPUSES.
WE'RE GOING TO THROW IN THE ROADS AND OTHER IMPROVEMENT PROJECTS AND START -- START THE BUILDING -- THESE NEW BUILDINGS AND RENOVATING SOME OF TEM.
WE'VE DONE A LOT OF THINGS GOING ON IN OUR CAMPUSES.
>> THIS IS REALLY SIX-YEAR SPAN THAT WE'RE LOOKING AT.
>> SO I THINK -- I THINK -- I THINK FOLKS ARE FORGETTING THAT THERE'S GOING TO BE MULTIPLE ROUNDS AS WE LOOK AT THIS AND -- AND -- AND OF COURSE THAT'S GOING TO CHANGE DEPENDING UPON WHAT HAPPENS WITH ENROLLMENT OR NEEDS OR PROGRAM MIX OR WHAT IS OUT THERE.
SO IT IS -- IT IS -- IT IS -- IT IS -- IT IS AND THAT'S -- AS YOU'RE LOOKING AT ROUGHLY 300 MILLION AT A TIME.
>> IN TERMS OF OUR RESERVE FUND, WE SAY THAT WE KEEP FOUR TO SIX MONTHS OF OPERATING BUDGET MONEY IN THERE BECAUSE WE HAVE -- WE HAVE SOME KIND OF CRISIS.
ARE THE COLLEGES REQUIRED TO FOLLOW THE SAME STANDARD OR COVERED UNDER THE FOUR TO SIX MONTHS UMBRELLA LAST.
>> IN THE PAST WHEN THEY ASKED ABOUT THAT WE HAD THE COLLEGE PUT IN THE PIECE.
YES, WE HAD THEM DOING SOMETHING OF THAT.
WHEN WE DO THAT WHOLE POLICY, AND ONE OF THE -- ONE OF THE -- IF -- IF -- IF -- IN AUGUST IF YOU HAVE THE -- THE -- THE -- THE ACT EXPERT COME IN AND TALK ABOUT THESE FINANCIAL THINGS THAT'S ONE OF THE THINGS THAT -- THAT -- SEE WHAT THEY BROUGHT UP THAT -- THAT ARE WE USING OUR MONEY MOST EFFECTIVELY BY HOLDING ON TO IT FOR FOUR TO SIX MONTHS.
MOST COLLEGES ONLY DO THREE MONTHS.
YOU DON'T ALWAYS PUT YOUR ASSETS TO WORK FOR YOU IF YOU'RE JUST HANGING ON TO CASH.
THAT'S AN IDEA WE'LL TALK ABOUT.
THAT'S NOT COMING OUT NEXT WEEK.
WE KNOW WE GOT TO COME BACK AND TALK ABOUT THIS.
>> WE KNOW THE BOARD AUTHORIZED SPENDING THAT WE WOULD PAY BACK OURSELVES WHEN WE ISSUED THE BONDS.
>> UP TO 250 MILLION ON WHAT WE DID ON THE REIMBURSEMENT AGREEMENT.
THAT WAS FOR THE I.T., POLICE AND PUBLIC SAFETY PROJECTS AND -- AND -- AND THE E.R. FEE.
PART OF THE E.R. FEE WE PAID FOR OUT OF OPERATING BUDGET, OPERATING FUNDS.
SO AS MUCH AS WE CAN WE'LL DO A MIXTURE OF THOSE TYPE OF THINGS.
THAT'S THE ONLY THING THAT WE REALLY SAID WE WOULD USE BEFORE WE ISSUED REVENUE BONDS.
I DON'T -- THE PROJECT IS SCHEDULED TO BE FINISHED, HE I.T. AND POLICE AND PUBLIC SAFETY IS SCHEDULED FOR NEXT JULY.
AS YOU KNOW ABOUT CONSTRUCTION SPENDING IT GOES LIKE THIS.
IT IS GOING TO BE -- IT IS GOING TO BE NEXT JANUARY THROUGH JUNE THAT'S WHAT WE'LL LOOK A.
WE HAVE FUNDS IN EXCESS OF THAT.
IT COULD BE USED FOR SOME OF THESE THINGS THAT WE'RE LOOKING FOR.
WE ALSO TOLD THE COLLEGES WHAT DOESN'T SHOW UP ON THE LIST, IF YOU WANT TO GO.
YOU WANT TO GO FOR IT, PLEASE DO.
ESPECIALLY THINGS LIKE REVAMPING THE L.E.V.S.
>> THAT WAS SOME OTHER RESERVE FUNDS.
>> FIND IT IN THE OPERATING BUDGET.
WE WORK THAT STRATEGY WITH THE
[02:10:02]
COLLEGES BECAUSE FOR THE MOST PART THIS IS DIFFERENT FROM WHAT WE HAD BEFORE.WE WILL AGREE TO FIND WAYS THAT WE TRY TO ACCOMPLISH AS MUCH AS WE CAN.
RIGHT NOW WE'RE RYING TO GET THE MOST BANG FOR OUR DOLLARS.
THIS WAS OUR REVIEW COMMITTEE.
WE HAVE FOUR CAMPUS REPRESENTATIVES FROM FOUR DIFFERENT COLLEGES.
WE HAVE DIFFERENT DISTRICT REPRESENTATIVES WHO HELPED WITH THIS AND OF COURSE WE ALWAYS USE OUR -- OUR -- OUR EXPERTS LIKE MCGILL.
HE HELPS US WITH THE WORKFORCE AND THE LABOR MARKET INTELLIGENCE.
JAZZ DOES.S S WITH STUFF AND - AND PIPER IS ON THERE AS A CALL-IN BECAUSE THERE'S TIMES WE GET IN THE PROJECT AND SAY, WE NEED TO RAISE INDUSTRY FUNDS FOR THE PROJECT.
KIND OF USE PIPER AS A CALL-IN IS WHAT WE NEED TO DO.
>> DOESN'T CORRESPOND WITH THE PAGE 11 I HAVE.
>> IT RUNS AHEAD SEVERAL -- ARE YOU THROUGH WITH THE PROJECT?
YOU WERE GOING THROUGH AND I GUESS I WASN'T.
THE PURPOSE OF THAT PRESENTATION SAID THERE WAS A REVIEW.
WE WENT THROUGH THE PROJECTS AND THEY WERE SCORED BY AN INDEPENDENT CROSS FUNCTIONAL, CROSS GEOGRAPHICAL TEAM TO LOOK AT THIS STUFF.
THE ONE THING WE DID DO, WE HAVE MEMBERS FROM THE COLLEGES DURING THEIR PRESENTATIONS, WE WANT THEM TO SIT WITH THE -- WITH THE COLLEGE DURING THE PRESENTATION.
THEY DIDN'T SCORE THEIR OWN - THEIR OWN PROJECTS.
>> YOU HAVE YOUR -- A LIST OF REPRESENTATIVES AND HAVE THEM STAND.
SCOTT WRIGHT IS BACK THERE ON THE SIDE.
>> THERE'S GOOD GENDER DIVERSITY ON THIS COMMITTEE.
MINIMAL RACIAL ETHNIC DIVERSITY.
I HOPE THAT WOULDN'T HAVE TO BE POINTED OUT BY ANY BOARD MEMBER BUT IT IS INHERENT THAT WE DO IT EITHER DISTRICT OR COLLEGE.
>> WE -- WE -- WE TRIED THAT IN EVERYTHING THAT WE HAVE.
I HAVE -- I HAVE -- YOU KNOW, TRYING TO MAKE SURE THAT WE KEEP A LOT OF THAT DIVERSITY.
I HAVE A COUPLE OF DIFFERENT PEOPLE.
THE GOOD NEWS IS WITH THIS COMMITTEE IS WE DON'T WANT IT TO STAY THE SAME OVER TIME.
WE'RE LOOKING AT THREE-YEAR TERMS AND IT WOULD BE A STAGGERED TERM JUST SO YOU DON'T CHANGE EVERYBODY OF AT -- AT -- AT -- AT ONE POINT.
BUT WE DO WANT THIS CHANGING OVER.
I'M NOT GOING TO CHAIR THIS THING FOR THE REST OF MY CAREER.
>> NO, YOU'RE MY FAVORITE CFO.
>> BUT, IS THIS -- AGAIN, I -- I HOPE THAT WHEN WE COME IN TOGETHER THAT THIS IS -- THIS IS AN ISSUE THAT DOES NOT HAVE TO BE POINTED OUT BY ANY BOARD MEMBER BECAUSE THIS IS HEALTHY DIVERSITY ACROSS THE BOARD.
TYPICALLY ON GENDER DIVERSITY, WE'RE GOOD.
RACIAL AND ETHIC DIFFERENCES TIS AND MAYBE HANDICAPPED WE'RE NOT.
>> I WANTED TO KNOW HOW THESE INDIVIDUALS WERE [INDISCERNIBLE] AND THAT WAS ONE OF MY CONCERNS WHEN I STAY AT THE ROTATING AND STAGGERED TEAMS. IT WOULD BE THE SON.
>> RIGHT NOW WHAT -- ONE OF THE THINGS WE -- WE'VE DISCUSSED.
WE HADN'T FIGURED ALL OF THAT OUT.
COLLIER RECOMMENDED THREE YEAR TERM AND ONE-THIRD OF THE PEOPLE WILL GO OFF EACH YEAR.
I'VE ALREADY STARTED WORKING ON THE LIST.
I WANT A PRESIDENT ON THE COMMITTEE.
IT IS A MATTER OF MAYBE THEY'RE ONLY ONE-YEAR TERMS JUST BECAUSE -- BECAUSE -- HOW BUSY THEY ARE RATHER THAN TRYING TO DO A THREE-YEAR TERM.
WE HAVEN'T WORKED ALL OF THAT OUT.
WE WILL BE WORKING -- WE GOT THROUGH THIS PART, WE WILL BE WORKING ON LOOKING AT WHO TO GO OFF THIS.
I ALREADY GOT MY SUCCESSOR AND WORK ON A COUPLE OF OTHERS TO
[02:15:02]
PICK THEIRS.WE WILL -- WE WILL WORK THAT OVER.
>> MY INITIAL PORTION, HOW IS THIS GROUP?
>> IN ESSENCE, IT STARTED AS A SMALLER GROUP, WE FIRST TARTED WORKING WITH OLLIER AND THEN AS WE GOT INTO THIS AND -- AND STARTED WORKING ON THIS WHOLE CAPITAL BUDGETING PRIORITIZATION MODEL WE STARTED TO EXPAND THE COMMITTEE AND MARY HLPED.
>> TO WORK THROUGH WHAT WE WERE REALLY TRYING TO DO AND -- AND -- AND COLLIER MADE SOME PRESENTATIONS.
WE REALIZED WE GOT TO THE BOARD AND WE STARTED TO LOOK AT WHERE TO FIND THE GEOGRAPHICAL AND FUNCTIONALITY ACROSS THE DISTRICT AND ACROSS THE COLLEGES THAT WE WOULD BRING DIFFERENT AREAS THAT WE KNEW COLLIER RECOMMENDED THAT YOU LOOK -- NEXT TO THOSE, THERE'S A TITLE.
WE WANTED THE PRESIDENT, WE WANTED A VICE PRESIDENT OF INSTRUCTION.
WE WANTED A VICE PRESIDENT OF STUDENT SERVICES.
WE WANTED THE VICE BUSINESS SERVICES.
OUR PEOPLE -- OUR PEOPLE IN THOSE AREAS I GUESS I SHOULD SAY.
NOT NECESSARILY THE TITLE BY THAT.
THEN THE DISTRICT AREAS HOW WE START LOOKING WHERE WE'RE COVERING THINGS.
TYPICALLY YOU HAVE TO HAVE THE -- THE -- SOME ACADEMIC PEOPLE ON THIS TO WORK WITH THE EDUCATION PLAN THAT IS DRIVING THIS.
YOU HAVE TO HAVE THE BUSINESS BACKGROUND ON THE COMMITTEE WHO COULD HELP MAKE THE FINANCIAL DECISIONS ABOUT WHAT WE'RE DOING.
ALWAYS LIKE HAVING A PRESIDENT THERE.
LIKE GETTING THEIR INPUT AND WHERE THIS IS GOING.
>> WE GOT WHAT, SEVEN PRESIDENT AND THE PRESIDENT THAT IS ON THE COMMITTEE IS CHRISTIAN.
>> IT IS CHRISTIAN WOULD BE THE PERSON OR WAS IT A PROCESS?
>> SO BASICALLY THE ANSWER TO MY QUESTION IS THAT YOU SELECTED THE PEOPLE TO SERVE --
>> LIKE I SAY, WE GOT SEVEN PRESIDENTS.
THE PRESIDENT COULD HAVE -- COULD HAVE -- COULD HAVE -- COULD HAVE ASKED THE PRESIDENTS TO COME UP WITH YOU KNOW, THEY WANT TO REPRESENT THEM ON THIS COMMITTEE.
THAT'S WHAT I'M TRYING TO CLARIFY IS SOMEBODY SHOWS THEM OR IF IT WAS A PROCESS.
I UNDERSTAND THE AREAS IN HERE.
THERE'S NUMEROUS PEOPLE THAT WORK IN THE FINANCE AREA.
THAT WAS -- THAT WAS -- THAT WAS MY QUESTION.
SO YOU CHOSE THE PEOPLE THAT WERE ON THE COMMISSION.
>> YOU JUST LAID OUT THE CAPITAL PLANNING ROCESS FOR THE BOND FUND PROJECTS.
THOSE WILL BE CARRIED -- WE TALKED FOR A COUPLE OF YEARS NOW ABOUT HAVING A SEPARATE CAPITAL BUDGET FOR THE DISTRICT.
THAT'S WHAT THIS IS, RIGHT? THIS WHOLE THAT WE'RE GOING TO TALK ABOUT.
LIKE IN THE BUDGET, WE TART TO SEE A SEPARATE CAPITAL BUDGET FOR APPROVAL.
>> WE HAVEN'T GONE THROUGH THE PRESENTATION.
>> AND -- HOW -- HOW -- CAPITALS, FACILITIES IMPROVEMENTS AND EXPENDITURES POP UP IN A VARIETY OF PLACES AND WE GOT THEM IN THE CAPITAL IMPROVEMENT BUDGET AND WE BUILD THE BOND MONEY.
WE GOT A FACILITY IMPROVEMENT PLAN.
WE GOT A REPAIR AND RENOVATION BUDGET, A THIRD BUDGET AND THEN WE GOT A WHOLE BUNCH OF FACILITIES ITEMS IN OUR SPECIAL ITEMS BUDGET.
WHAT IS THE RATIONALE IN TEAMS OF HOW THESE THINGS GET CHASCHAS CLASSIFIED.
HOW IS IT GETTING THESE SEPARATE FUNDS?
>> NONE WHAT SOLVE EXCEPT WE'RE IN TRANSITION MODE.
WE WANT THE THINGS ON CAPITAL BUDGET.
WE HAVE THE LIST OF THE DISTRICT FUNDED FACILITY IMPROVEMENT PLAN.
AND THEN, IF THE COLLEGES WANT TO DO SOMETHING ELSE, THEN WE'LL LIST THOSE TOGETHER.
WE DIDN'T GET THAT ON -- TO THAT POINT THIS YEAR.
SO WE'RE IN THE TRANSITION YEAR.
THE FIRST TWO OF WHAT IS THE CAPITAL BUDGET FOR THE BOND AND THE FACILITY IMPROVEMENT PLAN, THE DISTRICT MONEY.
THEN THOSE OTHER PROJECTS THAT -- THAT THE -- THAT THE COLLEGES MIGHT BE FUNDING OUT OF HEIR FUND BALANCES ARE COMING SCATTERED THROUGHOUT THE BUDGET.
WE'LL CONSOLIDATE THOSE TOGETHER.
WE WANT ONE -- ONE -- ONE SECTION HERE YOU SEE ALL OF THIS STUFF TOGETHER.
[02:20:02]
>> IN THE -- IN THE CAMPUS ALLOCATION SECTION OF THE BUDGET THERE'S LIKE THREE OR FOUR OR FIVE MILLION DOLLARS BY CAMPUS AND UNEXPENDED FUNDS.
CAN THEY BE APPLIED TO SOME OF THESE FACILITIES WORK OR IS THAT -
>> GOING TO BE -- GOING TO BE OPERATING BUDGET.
SEEMS LIKE THERE'S DIFFERENT MONEY IN THE DIFFERENT FUND AND IT IS HARD TO GET HANDLE AS TO TRULY WHAT WE'RE SPENDING THON PROJECT.
>> THAT'S BY DESIGN BECAUSE WE HAVE TO BE ABLE TO TRACK AND IT IS ACCORDING TO STATE LAW THAT OUR BUDGETS HAVE TO BE APPROVED ACCORDING TO THE FUND AND HOW WE EXPEND IT.
THAT'S THE WAY YOU'RE SEEING IT.
THEY'RE CAPITAL BUDGETS BUT THEY FROM.BUCKETS THAT THEY'RE SPENT- THAT'S HOW WE TRY TO GROUP THINGS TOGETHER TO DISPLAY THEM TO YOU SO YOU COULD SEE THE FACILITY PROJECTS AND THE THINGS THAT WERE I.T. AND WE TRIED TO DELINEATE THAT FOR YOU IN THE BOOK.
THIS IS ISSUE WE'RE WORKING ON.
I'M HALFWAY A BOARD MEMBER PIP WANT THINGS SIMPLE.
I DON'T -- YOU KNOW, WE'RE GETTING THERE.
>> ANY OTHER QUESTIONS ON THE -- ON THE -- WHAT DO WE CALL THIS?
[5. Integrated Facility Plans and General Obligations Bonds Presenter: John Robertson]
PRIORITIZATION.>> ANY OTHER QUESTIONS ON THIS PRESENTATION, CAPITAL PLANNING?
>> THIS ONE I'M GOING TO TAKE MORE TIME WITH.
WE'RE GOING TO TALK ABOUT WHAT CAME OUT OF THE MASTER PLAN AND HOW WE'RE GOING TO LOOK AT THAT WITH THE OVERALL -- OVERALL AREA IN THE GENERAL OBLIGATION BONDS.
AS YOU REMEMBER, WE HAD -- WE HAD -- WE HAD A VOTE TO AUTHORIZE 1.102 BILLION DOLLARS AND WE SAID WHAT WE WERE GOING TO DO IS SPEND IT ON STUDENTS 3 AND INDUSTRY ALIGNED WORKFORCE AND DOWNTOWN EDUCATION AND INNOVATION COMPLEX.
THAT'S WHAT WE'RE CONCENTRATING ON.
PREVIOUSLY WE TALKED ABOUT THE I.T. AND THE POLICE AND PUBLIC SAFETY PROJECT AND THE E.R.P.
WHICH WE SAID WILL BE PAID FOR OUT OF REVENUE BONDS.
WE HAVEN'T STARTED TO SPEND ENOUGH MONEY ON THAT TO WORRY ABOUT IT.
WE'LL COME BACK LATER AT A DIFFERENT TIME.
FACILITY IMPROVEMENT PLAN IS -- IS SOMETHING NEW WHICH WE'LL COVER IN THE OPERATING BUDGET BUT WE GO OVER THAT N WHAT PROJECTS WE HAD PLANNED FOR THAT TODAY AS THE NEXT PRESENTATION.
I'M GOING TO TALK ABOUT WHAT WE'RE DOING HERE ON -- ON DOING THIS.
WE TALKED ABOUT SO MUCH TODAY BUT EVERYTHING WE LOOK AT IS MEETING THE BOARD'S STRATEGIC PRIORITIES.
SO, FIRST ROUND, WHAT WE CALL PHASE ONE IF YOU WILL.
OUT OF THE 1.1 BILLION WE HAVE 297.2 MILLION THAT WE'VE IDENTIFIED ALMOST 75 MILLION IN WORKFORCE PROJECTS, 212 IN -- IN -- IN -- IN STUDENTS, MAINLY EARLY COLLEGE HIGH SCHOOL REASONS.
WE PUT IN THERE A 10 MILLION DOLLAR CONTINGENCY.
I LIST THAT AS -- AS TWO REASONS, ONE THERE MAY BE A PROJECT WE WANT TO COME UP TO THE BOARD NEXT EAR OR THE YEAR AFTER.
WE -- WE'RE TRYING TO DO THESE IN TWO YEARS AND THAT WE MIGHT BE ABLE TO DO AND KEEP ALL OF THIS -- ALL OF THIS UNDER THE 300 MILLION.
IT WAS THE SCENARIO THAT WE RAN WITH THE FINANCIAL ADVISORS BEFORE ABOUT KEEPING THE TAX RATE OF 2 CENTS.
WHAT COULD WE AFFORD IN THE NEXT ROUND.
>> CLARIFICATION ON THE PREVIOUS SLIDE, PLEASE.
THE REVENUE BONDS, UP TO 250 MILLION, REPAYMENT OF THAT HAS TO COME FROM THE OPERATING BUDGET, RIGHT?
>> HAVE -- ARE WE SEEING THAT?
>> THAT'S THE ONE AND REFERENCE WAS MADE FOR IT EARLIER.
WE SAID WE WOULD PAY OUT OF FUND BALANCE OR DO OUR OWN INTERIM FINANCING.
I'M GOING TO TALK ABOUT INTERIM FINANCING LATER ON THESE PROJECTS BUT WE DO OUR OWN INTERIM FINANCING.
A POINT WE WANTED -- THAT WE USED UP ENOUGH FUND BALANCE THE RESERVES THAT WOULD BE THE TIME THAT WE WOULD ISSUE THE REVENUE BONDS.
THAT'S HOW THOSE PROJECTS WERE PRESENTED TO THE BOARD AND -- AND SAID GO AHEAD AND MOVE FORWARD ON THEM.
E.R.P. IS OUT THERE FOR A WHILE AND TIM AND, ONE OF THE THINGS WE HAVE TO DO ITH E.R.P.
CERTAIN AMOUNT IS OPERATING BUDGET AND CERTAIN AMOUNT.
WE MAY KNOW IT TOTAL, WE DON'T
[02:25:03]
KNOW HOW MUCH, WE WANT TO FUND THE BOND AND PAY OUT OF THE OPERATING BUDGET.>> I KNOW IT WAS TENTH ON THE AGENDA AT SOME POINT.
I ASK NOW SINCE YOU BROUGHT T UP, DO WE HAVE A TIMELINE WHERE WE THINK THE VENDOR WILL BE SELECTED AND DONE AND EVERYBODY WORKING ON NEW E.R.P.S.
>> WORKING THROUGH READINESS ASSESSMENT NOW, IT IS A SCHEDULE THAT WILL CREATE THE REQUIREMENTS FOR OUR RFD WHICH WE WILL RELEASE IN THE SPRING AND AS IT MATCHES UP WITH OUR PLANNING FOR NEXT YEAR'S MANNING TIME FRAME WE SHOULD KNOW WITHIN -- IN -- IN THE RANGE OF WHAT WE EXPECT THE VENDORS TO COME BACK.
SO I TALK WITH THE VENDORS AND NEGOTIATE OVER THE SUMMER AND START WORK ACTUALLY IMPLEMENTING THE SOFTWARE THIS TIME NEXT YEAR, CLOSER TO THE FALL.
>> TAKES THREE TO FOUR YEARS TO IMPLEMENT.
WE'RE WORKING WITH -- WE WHAT I FEEL IS A -- A REALLY INTERESTING TIME IN THE WORLD OF E.R.P.S WHERE WE'RE PROBABLY MAKING DEMANDS OF THAT SOFTWARE THAT NO OTHER ORGANIZATION HAS BECAUSE OF OUR RELATIONSHIPS WITH -- WITH THE D.I.S.D.S AND WORKFORCE PARTNERS.
IT IS A MODULAR TYPE THING, INSTALLATION.
THE THINGS THAT ARE COMMON ACROSS A LOT OF ORGANIZES, H.R.
AND FINANCE WE'LL BE DOING FIRST.
THE STUDENT'S ENVIRONMENT IS A CHANGING ENVIRONMENT.
WE'RE -- WE'RE -- WE'RE LOOKING FORWARD TO -- TO CREATING SOME NEW FUNCTIONALITY.
>> IT IS R.P., IT REQUIRES MULTIPLE VENDORS.
>> ARE YOU GOING TO HAVE A MEETING?
>> PROBABLY QUITE A FEW BECAUSE OF THE COMPLEXITY OF THE NATURE OF THE SOFTWARE REQUIRES MULTIPLE VENDORS TO DELIVER THOSE FROM MPLEMENTATION STANDPOINT AND THOSE FROM A SOFTWARE AND SERVICES STANDPOINT.
SO THE -- THE -- THERE WILL BE MULTIPLE PREBID, JUST BECAUSE OF THE QUESTIONS THEY'LL ASK, BASED ON THE R.P. THAT WE RELEASED.
>> TYPICALLY THOSE RESPONSES ARE IN BOOKS, AT LEAST ONE BOOK, IF NOT TWO THAT THICK.
>> THE FIRST LIST, WORKING WITH THE 300 MILLION AND 297.2 WORKING.
I'M GOING TO GO IN MORE DETAIL ON THIS AND AN OVERVIEW AT THIS TIME.
WE CAN'T WAIT TO START ON THE DOWNTOWN EDUCATION.
WE NEED TO START THAT CONCURRENTLY.
AT LEAST IN THE PLANNING STAGE OF WHAT WE WANT TO DO.
WE NEED TO PLAN IT OUT AND SELECT THE DEVELOPER AND DESIGN AND START CONSTRUCTION ON THE FIRST, THE EDUCATION CENTER, FORMULATE THE PLAN FOR THE INNOVATION HUB AND -- AND THIS HAS GOTTEN EXCITING WITH THE INNOVATION HUB.
IT HAS BECOME A MUCH BIGGER PROJECT THAN WHAT I ORIGINALLY FORECASTED.
THIS COULD GET REALLY EXCITING WITH -- WITH WORKING WITH BOTH PUBLIC AND PRIVATE PARTNERS OF WHAT WE COULD ACTUALLY PUT DOWNTOWN.
I KNOW WORKING WITH MARK AND OTHERS IT WAS REALLY NOT A VISION OF WHAT WE WERE SUPPOSED TO DO.
>> WE HAVE AN INNOVATION HUB PLAN BEFORE WE DO CONSTRUCTION.
WE GOT TO START ON BOTH RIGHT NOW.
IF WE WAIT -- IF WE DO IT SEQUENTIALLY THEY'LL DO IT IN TWO OR THREE YEARS.
WE GOT THE EDUCATION PLAN AND WORK ON THESE AND MAKE SURE THAT THEY DOVETAIL TOGETHER AS WE DO THEM BOTH.
>> JUST OUR PIECE ALONE, MINIMUM OF 36 MONTHS AND ESTIMATED TIME FRAME.
THE HIGH SCHOOL AND YOU GOT TH - U.N.T. TALKING AND THEY'RE GONE AND COMMERCE IS PUTTING IT TOGETHER.
SO THOSE WILL STRETCH OUT LONGER ON -- ON THAT PROCESS AS WELL AS -- AS LOOKING AT IT.
SO THERE WILL BE MULTIPLE ENGAGEMENTS GOING FORWARD.
WE WON'T BE THE PRIMARY ON IT.
WE'LL -- WE'LL DO OUR PIECE AND THEN -- AND THEN WE'LL BE PUTTING OUT TO SOMEBODY TO MANAGE THE OTHER ASPECTS.
>> WHO IS THE PRIMARY? FOR THIS PHASE OF THE COMPLEX, WHAT IS THE PROJECTED BUDGET.
[02:30:07]
FOR OUR PART.AS I SAID THAT WAS BEFORE WE LOOKED AT THE INNOVATION HUB AND WE LOOK AT THE PARTNERS THAT FIGURE COULD GO DOWN.
>> BECAUSE OF WHAT EVERYBODY -- EVERYBODY -- BUT WHAT I MEAN BY THAT IS ON THE COLLEGES WE HAVE A PROJECTED BUDGET OF 297.2 MILLION WHICH TAKES UP THE FIRST 300 MILLION.
>> BECAUSE THEY PLANNED OUT WITH THE MASTER PLAN AND THE MASTER PLAN ARCHITECTS.
WE HAVE NOT DONE THAT ON DOWNTOWN SECTION YET.
>> SO ONCE YOU HAVE THAT COMPLETED THE PLANNING FORWARD, YOU'LL GO OUT FOR ANOTHER -- ANOTHER BOND ISSUE TO COVER THAT?
THAT'S WHAT I'M GOING TO TALK ABOUT HERE IN A BIT.
THIS IS -- THIS IS THE FIRST AND WHAT I'M LOOKING FOR TODAY IS THAT WINK AND NOD TO SAY AS WE GET TO THE PROJECT, YES, LET'S GO THROUGH WITH THIS.
ONE, I NEED A LIST OF NEGOTIATIONS OF PROGRAM MANAGER AND A LIST OF -- AND A LIST AT THE POINT WE WANT TO HIRE ARCHITECTS AND START THE DESIGN PROCESS.
IF WE'RE OING TO DO THIS IN TWO YEARS I LIKE TO START AS CLOSE YOU GET THE FIRST ROUND OUT OF - THE WAY.
EVERY MONTH IS ANOTHER MONTH WE JUST WAIT.
THERE'S A LOT OF THINGS WE COULD DO ON REAL SHORT BASIS.
>> THAT'S A DIFFERENT TIMELINE.
THE GOOD NEWS IS WE'VE DONE SO MUCH WORK WITH THE COLLEGES AND THE PRIORITIZATION, ALL WE GOT TO DO IS HIRE HE ARCHITECTS AND GET GOING.
DOWNTOWN WE GOT - WE GOT A LITTLE MORE PLANNING AND ORGANIZATION AND RFQ TO DO OF WHAT WE HAVE TO DO.
AND THERE WILL HAVE TO BE A PREBID ON THAT.
BELIEVE ME, THAT'S GOING TO BE SOMEWHAT OF A VISION STATEMENT OF WHAT WE ACTUALLY EXPECT DOWNTOWN.
I'LL GO OVER THAT A LITTLE BIT IN A MINUTE.
IT -- IT IS MUCH BIGGER THAN JUST US.
I MEAN THAT'S WHAT WE GOT TO REALIZE.
>> TO BE SURE I UNDERSTAND, EL CENTRO INNOVATION COMPLEX WILL NOT BE HELD UP? MOVING FORWARD ON THE BUILDING WON'T BE HELD UP BY THE OTHER MASTER MAN INCLUDING THE OTHER INSTITUTION PARTNERS, ET CETERA?
>> WE'RE MOVING AND -- AND THEY MAY BE SLOWER -- WE LIKE -- WE WILL CONTINUE -- WE LIKE THEM TO GO TOGETHER WITH US.
BUT THE VISION THAT WE'LL HAVE WILL ENCOMPASS ALL OF THESE THINGS AS THE VISION BUT THEN WE'LL TALK ABOUT SPECIFICALLY WHAT WE NEED AND THE NUMBER ONE PRIORITY WILL BE THE EDUCATION CENTER.
>> AND MOVE FORWARD ON WHAT WE NEED.
>> WHOEVER THE -- THE DEVELOPER IS FOR THIS, WHAT WE'LL DO IN THIS CASE IS CONTRACT WITH A DEVELOPER TO DO BIGGER THAN JUST US.
THEY WILL OWN THE LAND AND WILL DO PLACE HOLDERS FOR THE OTHER ENTITIES AND STUDENT HOUSING AND PARK, WHATEVER.
BLUE IS THE DOWNTOWN EDUCATION INNOVATION COMPLEX.
SO THIS IS -- THIS POINTS OUT, IS THAT THE -- HAT WHAT YOU WERE TALKING ABOUT, THE DOTS?
>> 325 MILLION DOLLAR INVESTMENT WILL RENDER THE EL CENTRO CAMPUS SURPLUS.
>> I'LL TALK ABOUT THAT EVENTUALLY.
THERE'S -- THERE'S -- YOU KNOW, I'LL GO OVER WHERE WE'RE AT WITH THAT.
LET'S STAY ON TRACK HERE WITH THE PROJECTS WE GOT OING ON AND THAT'S WHAT WE TO.
>> SO MOUNTAIN VIEW, THERE'S NO FUNDING FOR THE -- FOR THE -- FOR THE WELDING BECAUSE I SEE NURSING AND LLIED HEALTH AT THE CENTER.
SO WE'RE NOT DOING ANYTHING WITH THE WELDING SPACE.
ONE OPTION COULD BE -- COULD BE A DIFFERENT SPACE.
ONE OPTION WAS THAT -- THAT WE RAN OUT OF -- ONE THING THAT -- WE RAN OUT OF MONEY BY LOOKING AT WHAT THEY HAD AVAILABLE WITH -- WITH -- WITH THEIR PRIORITIES AND WHAT THEY WANTED.
THEIR NURSING BUILDING WAS THEIR NUMBER ONE PRIORITY.
WELDING IS UP THERE BUT THERE ARE OTHER OPTIONS.
>> I WAS GOING TO SAY, WHAT OPTIONS ARE THERE? YOU COULD PUT IT ON THE AGENDA FOR ANOTHER MEETING.
WHAT OPTIONS DO THEY HAVE TO GET BETTER WELDING SPACE, STATE-OF-THE-ART WELDING SPACE AND ZIMMERMANN BRINGS UP THE TEMPORARY BUILDING WHAT OPTIONS DOES RICHLAND HAVE TO GET SPACE.
[02:35:02]
BASICALLY -- THAT'S -- THAT'S THE WORKFORCE.SO THE EARLY PART AND OUT OF IT.
>> THIS IS THE LIST HAT IS DEALING WITH WHAT WE CALL THE STUDENT ART OF -- OF -- OF THE AREA.
BROOK HAVEN, ITS SPACED FOR EARLY COLLEGE HIGH SCHOOLS AND -- AND THE EARLY CHILDHOOD EDUCATION PROGRAM EL CENTRO WEST, THEY HAVE SOME STUDENT'S SPACE NEED THAT THEY HAVE TO HAVE TO BE ABLE TO SATISFY THE EARLY COLLEGE HIGH SCHOOLS THAT ARE GROWING.
>> IN THIS ONE WE HAVE ARCHITECT WORKING ON THAT.
>> THAT'S GOING TO BE A TEMPORARY BUILDING.
>> THIS IS GOING TO BE A -- A -- A -- WHAT IS THE WORD I'M LOOKING AT.
I WANT -- THIS IS -- THIS IS AN -- THIS IS SPACE THAT CAN BE OPENED BUT IT IS -- IT IS OPEN SPACE ON THE -- ON THE -- ON THE EAST SIDE OF THE CAMPUS.
IT IS NOT A TEMPORARY BUILDING, IT IS GOING TO BE AN ADD-ON TO THE BUILDING.
>> THAT'S THE WORD I WAS LOOK LOOKING FOR.
>> THAT'S PROBABLY NOT THE END OVER THIS.
WE'RE PROBABLY GOING TO HAVE TO PUT ANOTHER BUILDING AT SOME POINT.
AGAIN THESE WERE SOME CHOICES THAT THE COMMITTEE HAD TO GO THROUGH BY SAYING WE HAD 300 MILLION.
WHEN WE RANKED THE LIST IT WASN'T 300 MILLION PI.
CEDAR VALLEY WE HAVE WHAT WE CALL THE EARLY COLLEGE HIGH SCHOOL BUILDING INNOVATION.
CEDAR VALLEY IS ONE TO DO THEIR ONE-STOP SHOP.
WE WANT IT TO BE -- TO BE COPYED ACROSS ANY CAMPUS ANYWHERE.
WHAT WE'LL DO, WE DO A WELCOME CENTER OR ONE-STOP SHOP, WE EXPERIMENT WITH HOW THOSE NEED TO BE DONE TO BE EFFECTIVE AND THERE COULD BE COPIES SO THE STUDENTS GET MORE EXPERIENCE OF WHERE THEY'RE GOING WITH THE WELCOME CENTER OR THE ONE STOP DROPPING.
>> THIS IS WHERE THE STUDENTS WERE CONGREGATE ADD WE SAW THAT KLA CLASSROOM WITH THE NEW FLOORING.
>> THEY LOOKED AT EARLY COLLEGE HIGH SCHOOL SPACE.
IF THE STUDENTS ACCEPT THE 3 BUILDING THAT SERVES AS A PURPOSE IN THERE.
MOUNTAIN VIEW, THEY HAVE A NEW EARLY COLLEGE HIGH SCHOOL BUILDING AND I TRIED TO PUT A NEW RENOVATION ON HERE SO YOU COULD SEE WHICH NE IS WHICH.
THEN THEY'RE GOING TO BE THE PROTOTYPE FOR A WELCOME CENTER.
WE REALLY THINK ABOUT A WELCOME CENTER EING MORE LIKE YOU'VE BEEN IN AN AT&T OR APPLE STORE AND YOU WALK IN AND DON'T HAVE PEOPLE SITTING BEHIND DESKS, YOU HAVE PEOPLE WITH IPADS AND THEY TAKE CARE OF YOU, ANY PROBLEM YOU HAVE AND HAT OU'RE TRYING TO DO.
YOU KNOW, WE'LL HAVE LITTLE -- LITTLE SPACES FOR THEM TO GATHER AND STUFF LIKE THAT.
I'M LOOKING AT BEING CREATIVE HERE, SOMEBODY TRYING TO ELP US FIGURE OUT WHAT IS THAT THAT PULLS THE STUDENTS IN.
AND RICHLAND, WE HAD TO MODIFY THIS, RICHLAND -- RICHLAND WAS ABOUT 100,000 SQUARE FOOT BUILDING AND 100 MILLION DOLLARS, 92.10.
THAT WAS TOO MUCH TO GO AROUND.
I REALLY APPRECIATE THE PEOPLE AT RICHLAND WORKING WITH US.
THEY HAD A PHASE TWO THAT WAS CLOSER TO 50,000 SQUARE FEET.
WE'RE TRYING TO FIGURE OUT HOW CAN WE WALK THOSE TOGETHER.
THERE'S STILL MPLANNING TO DO WITH THAT.
AGAIN, EVERYBODY HAD SPACE N ACROSS THE DISTRICT.
WILL WE GET RID OF PORTABLE BUILDINGS AFTER THAT? I DON'T KNOW.
WE HAD TO CUT THE SIZE TO MAKE IT FIT, WHAT WE HAD.
>> THIS IS JUST A FIRST ROUND.
>> IT IS JUST THE FIRST ROUND.
>> IT IS INTERESTING THAT AT THE WEST CAMPUS THEY COULD ADD SPACE TO THE HIGH SCHOOL STUDENTS AT 4 MILLION.
>> BUT IT IS REALLY JUST AN ATRIUM, OPEN CONCEPT, CLASSROOM SPACE.
>> IT IS NOT APPLES AND APPLES.
[02:40:01]
>> ONE OF THE THINGS THAT I WAS -- I WAS ACTUALLY SPOKE ABOUT THIS EARLIER, WE'VE GOT TO START LOOKING WHICH BUILDINGS ARE WE DOING, REPLACING AND RENOVATING.
EACH PLAN TOOK SOME VERY HARD LOOKS AT WHAT THEY HAD WITH -- WITH THEIR BUILDINGS ABOUT BUILDING AND REPLACING.
THEY WERE ONE OF THE FIRST ONES TO PRESENT A COMMITTEE WAS EMPHATIC.
YOU BUILD THE BUILDING, WHAT ARE YOU TAKING DOWN?
>> I KNOW HE SAID AT FIRST BLUSH I'M -- THIS KIND OF MONEY AND STILL HAVE AN OLD PAIR OF SHOES.
>> THAT'S PART OF WHAT WE HAVE TO LOOK AT AS WE'RE GOING THROUGH THESE THINGS.
WE DO THESE PROJECTS AND WHY WE WANT -- I'M GLAD WE'RE NOT TRYING TO DO EVERYTHING AT ONCE.
WE'RE LOOKING AT THESE AS TIMES CHANGE AND OUR NEEDS MAY CHANGE.
WE MAY HAVE SOMETHING IN THE ORIGINAL 1.1 MILLION, MAYBE WE FIND EXTRA MONEY AND MAYBE DO A NEW BUILDING AS OPPOSED TO A RENOVATION.
THAT WOULD WARM THE COCKLES OF MY HEART.
>> [INAUDIBLE]? I KNOW IN TALKING TO DOCTOR [INAUDIBLE] WHATEVER.
HE WAS TALKING ABOUT THE -- ABOUT THE -- THE CAMPUS [INAUDIBLE] AND USE THAT, THE EARLY COLLEGE HIGH SCHOOL.
THE CONCEPT I CAUGHT ON WAS THAT -- THAT -- THAT ALL OF THE -- OF THE -- OF THE -- OF THE -- OF THE [INAUDIBLE] THAT THEY HAD AGREEMENTS WITH WOULD COME TO THAT ONE LOCATION.
>> I HAVE TO TURN AROUND AND LOOK.
>> DID I UNDERSTAND THAT CORRECTLY AT THAT TIME.
>> I HAD A CONVERSATION WITH YOU MAYBE A YEAR OR SO GO AND YOU WERE TALKING ABOUT THAT [INAUDIBLE].
EARLY COLLEGE HIGH SCHOOL SPACE.
I GOT THE IMPRESSION IN TALKING TO YOU THAT YOU WERE TALKING ABOUT ALL OF THAT -- THAT -- THAT [INAUDIBLE] THAT YOU HAD AGREEMENTS WITH TO COME TO THAT ONE LOCATION.
WE HAVE THREE EARLY COLLEGE HIGH SCHOOLS THERE.
THERE ISN'T ENOUGH SPACE TO ACCOMMODATE THE OTHER THREE SCHOOLS AS WELL.
SO, ONE OF THEM IS COMING TO DOWNTOWN WHICH IS ADAMSON.
THAT'S WHERE THEY'RE GOING TO BE STARTING IN THE FALL SEMESTER.
AND A PARTNERSHIP WITH DALLAS.
WE'RE OFFERING THE FIRST 16 CREDITS AT THE HIGH SCHOOL.
THEN WE HAVE -- AS I SAID BEFORE, THREE SCHOOLS THAT ARE CURRENTLY AT -- AT THE WEST CAMPUS.
THAT'S AS MUCH AS WE CAN ACCOMMODATE.
>> THIS IS GOING TO BE MORE THAN ONE SCHOOL.
>> CURRENTLY THEY'RE THERE ALREADY.
WE HAVE PINKSTON AND MADISON AND ROOSEVELT.
MY QUESTION BECOMES ON THE OTHER LOCATION WHERE YOU'RE TALKING ABOUT LIKE MOUNTAIN VIEW AND EARLY COLLEGE HIGH SCHOOL POLLING.
WILL THEY ALL BE COMING TO THE ONE BUILDING?
>> THAT'S A GOOD -- THAT'S -- THAT NEEDS TO BE CLARIFIED.
IN SOME CASES THERE'S SPACE NEED LIKE CAFETERIA ROOMS AND MEETING SPACES OR ADMINISTRATIVE SPACES FOR THE ISE AND THE CLASSROOM.
BUT THEY ALSO ILL SERVE OTHER PURPOSES AS THEY GO AROUND.
IT IS -- IT IS -- WHILE WE CALLED IT, IT IS NOT SOLELY EARLY COLLEGE HIGH SCHOOL BUT THAT'S MAYBE AT LEAST IN ALMOST ALL CASES 60, 80 PERCENT OF THE REASON WHY WE NEED THIS.
SO WILL THEY GET A COUPLE OF EXTRA CLASSROOMS TO USE FOR THE BUSINESS PROGRAM? THAT MIGHT BE INCLUDED IN THOSE PLANS.
WHAT WE WERE LOOK AGENT WAS MAJOR GROUPINGS TO MAKE IT MORE UNDERSTANDABLE ABOUT WHAT WE WERE TRYING TO DO.
>> I WAS WONDERING ABOUT THAT -- ESPECIALLY THE [INAUDIBLE].
ALSO ONE OF THE THINGS THAT I NOTICED TOO WAS THAT THE MAJORITY OF THE -- OF THE EARLY
[02:45:05]
COLLEGE HIGH SCHOOL, YOU'RE [INAUDIBLE].>> IT IS GROWING WITH THE NUMBER OF SCHOOL DISTRICTS.
GARLAND IS INCREASING NEXT YEAR.
>> WITH THE EXCEPTION OF -- OF SOME -- SOME OF US.
YOU DON'T REALLY HAVE AN AGREEMENTS WITH THE SUBURBS BUT IN THE NORTHERN SECTOR OF THE TOWN.
>> I HAVE EARLY COLLEGE HIGH SCHOOLS EXISTING WITH DUNCANVILLE, DE-SOTO, WE ADDED MESQUITE AND GARLAND AND RICHARDSON, THANK YOU.
SO GRAND PRAIRIE WAS -- SO WE HAVE BASICALLY ALL OF THE LARGE PUBLIC ISE'S NOW EITHER WITH P.
TEXT OR EARLY HIGH SCHOOL EXPECT 2019 AND SOME ARE PLANNING ADDITIONAL EARLY COLLEGE HIGH SCHOOL FOR 2020.
PARTICULARLY THE OUTLYING COUNTY ISES.
THEY'RE ADOPTING THE SAME MODEL WHERE THEY HAVE THE FIRST TWO YEAR AT THEIR HIGH SCHOOL, THE SECOND TWO YEARS JUNIOR AND SENIOR YEAR AT THE COLLEGES BECAUSE THEY NEED AN INTEGRATED EXPERIENCE IN ORDER TO -- TO MEET THE T.E.A.P. TECH OR EARLY COLLEGE HIGH SCHOOL GUIDELINES.
>> LANCASTER IS AT CEDAR VALLEY.
>> THERE'S GOING TO BE THE NEW PUBLIC -- PUBLIC SCHOOL FINANCE PACKAGE PUT IN CONSIDERABLE INCENTIVES TO EXPAND THIS.
>> YESTERDAY AT THE THCB INDICATED FOR EACH P TECH STUDENT THEY'LL GET 50 DOLLARS PER YEAR.
>> I JUST WANTED SOME CLARIFICATION ON THIS TO MAKE SURE THAT I UNDERSTOOD.
AT ONE POINT THE NUNS -- THE NUNS IN THE SUBURBS.
AND I THINK IT WAS -- IT WAS 3 ADVANCED PLACEMENT VERSUS WHETHER OR NOT THEY -- THEY WANTED TO DO -- THEY WANTED TO DO HIGH SCHOOLS.
IT WAS GOOD TO HAVE THAT UPDATE OF THE CURRENT SYSTEM.
>> HAS IRVING FINALLY BROKEN DOWN AND WANT AN EARLY COLLEGE HIGH SCHOOL.
I HAD HEARD THAT DALLAS IMV -- I FORGOT WHO APPROACHED DALLAS TO HAVE AN EARLY COLLEGE HIGH SCHOOL IN IRVING BECAUSE IRVING -- HUH? [LAUGHTER].
>> GLASS ISE WILL DO A COLLEGIATE ACADEMY, SCHOOL WITHIN A SCHOOL MODEL AT THE SOUTH CAMPUS.
THAT STARTS IN THE FALL OF 19 AND IRVING HAS MADE A DECISION TO DO TWO.
ONE WILL BE 2019 AND NE WILL BE 2020.
SO STARTING -- STARTING -- IS THAT RIGHT? OKAY.
WE'LL HAVE AT LEAST TWO IN SOUTH SHARING FACE WHICH IS INTERESTING BECAUSE THAT'S ACROSS ISE'S SHARING A SPACE.
>> DALLAS JUMPING IN THERE AND THAT GOT THEM MOTIVATED.
>> THAT COULD BE WHY THE SUPERINTENDENT IS NO LONGER THERE.
>> INDUSTRY WORKFORCE, JUST SHY OF 75 MILLION DOLLARS.
CONSTRUCTION SCIENCE BUILDING AT 50 MILLION AND NORTH LAKE NORTH, CEDAR VALLEY HAS THE COMMERCIAL H VAC RENOVATION.
IT IS THE PROGRAM THEY'RE ADDING.
AND MOUNTAIN VIEW ONE OF THE TOP PRIORITIES WAS NURSING.
ALSO FREE UP SPACE -- THIS IS A KIND OF DUAL PURPOSE.
YOU GET THE NEW BUILDING THAT WILL FREE UP SPACE AND HELP THEM ALLEVIATE THEIR EARLY COLLEGE HIGH SCHOOL.
MOUNTAIN VIEW IS ONE OF THE COLLEGES THAT HAS THE MOST -- UTILIZES SQUARE FOOTAGE PER HEAD COUNT AT MANY OF OUR SCHOOLS.
>> IF WE COULD -- AT ONE OF OUR WORK SESSIONS ON THE NURSING PROGRAM, WHAT CAPACITY DO WE HAVE IN TERMS OF STUDENTS
[02:50:02]
CURRENTLY? AND WHAT CAPACITY ARE WE GOING TO GET TO WHEN ALL OF THIS NEW BUILDING IS DONE AND I'M CURIOUS AS TO WHETHER -- I KNOW [INDISCERNIBLE] PROBABLY HAS THE LARGEST PROGRAM BUT THE HOSPITAL RESPECT SO WILLING TO PARTNER WITH THEM, I'M WONDERING DO THEY WANT TO THROW IN MONEY AND LET US MAYBE DOUBLE THE SPACE THAT WE'RE CURRENTLY PLANNING UNDER THE BOND PROGRAM.LET'S SAY WE HAVE -- WE HAVE 100,000 FEET, GO TO 200,000 AND BE ABLE TO TRAIN MORE NURSES, IS THAT FEASIBLE.
THE NURSING PROGRAM BY COHORT, I DON'T KNOW WHY YOU PUT SO MANY IN.
>> TWO OR THREE COHORTS RUNNING AT THE SAME TIME.
IN OTHER WORDS IT IS NOT JUST ONE COHORT.
YOU HAVE THE FACULTY AND THE CLINICAL SIDE AND I'M SPEAKING OUT OF MY RANGE.
THE CLINICAL FACT IS ONE OF THE THINGS.
>> BECAUSE YOU KNOW, THAT'S SUCH A NEED AND SUCH A SHORTAGE AND WE HAVE THIS 12 MILLION NOW.
SO THERE ARE OPPORTUNITIES FOR US TO -- TO -- TO EXPAND THE PROGRAM HAT IS -- AS HAS BEEN INDICATED.
WE HAVE TO MAINTAIN OUR ACCREDITATION AND WE HAVE TO ALSO MAKE SURE THAT WE GOT TRAINED FACULTY THAT COULD TEACH IN THESE PROGRAMS. ALSO VERY IMPORTANTLY IS THE CLINICAL SITES.
WE ARE SOMETIMES CHALLENGED WITH THAT WITH BSM PROGRAMS AS WELL.
I THINK WE'RE WORKING ON A DIFFERENT MODEL WITH SOME OF THE HOSPITALS THAT ARE PARTNERING WITH US IN ORDER TO PROVIDE AT OUR NEW LOCATION, EL CENTRO POSSIBLY SPACE TO BE ABLE TO DO SOME OF THE CLINICAL OPERATIONS THERE AS WELL.
>> AT THE HOSPITAL? THAT WOULD BE NTERESTING TO LOOK AT.
THE TOTAL NUMBER NOW AND THE TOTAL THAT WE CAN SERVE ONCE WE ADDED ON THE BUILDING.
>> THIS BUILDING DOESN'T REALLY -- IT GIVES SOME SPACE.
THEY HAVE STUCK A NURSING CENTER OF CLASSROOMS AND LABS IN AT MOUNTAIN VIEW.
THIS WOULD GIVE THEM THEIR OWN ALLIED HEALTH WHERE THEY COULD PUT PROGRAMS TOGETHER AND POSSIBLY -- POSSIBLY -- POSSIBLY EXPAND TO OTHER PROGRAMS IN THERE TOO.
OTHER SIMILAR PROGRAMS TO MOUNTAIN VIEW? YOU EXPAND.
>> CURIOUS HOW YOU SAID THEY STUCK THIS IN THERE.
>> YOU USE THE WORD, STUCK, THEY STUCK THEM IN THE NEW BUILDING.
>> WHAT THEY'VE DONE NOW IS THEY STARTED THEIR NURSING PROGRAM THEY PUT THEM IN WHERE THEY HAD SPACE AVAILABLE AND THEY HAD TO -- IT IS NOT SET UP IN AN ALLIED HEALTH SETTING IF YOU WILL.
>> WE'RE MAKING A BIG INVESTMENT IN THE EARLY HIGH SCHOOL FACILITIES AND THE PARTNERSHIPS AT I.S.E. AND HUNDREDS OF MILLIONS OF DOLLARS IN CAPITAL AND WE'RE ALSO WAIVING TUITION AND OTHER.
YOUR COUNTER PART GAVE A PRESENTATION TO THE BOARD LAST WEEK ON A BOND PROGRAM.
DO YOU KNOW IF THEY HAVE ANY -- ANY -- ANY COMPONENTS OF THEIR BOND PROGRAM THAT WOULD HELP SUPPORT THE PARTNERSHIPS.
WE HAVE HAD DISCUSSIONS ON HOW WE DO SOME OF THAT.
PARTLY IS THE FUNDING MODEL HAS CHANGED.
OTHER THINGS THAT GO THROUGH THIS.
THE EARLY COLLEGE HIGH SCHOOL - WAS THE EXISTING PROGRAMS IN THE JUNIOR AND SENIOR YEAR.
IF WE ARE GOING TO GO TO THAT, ONE, THEY HAVE VACANT SPACES OR SURPLUS SPACES.
THEY HAVE BOND PROGRAMS COMING UP.
BUT IF THAT MODEL WAS TO CHANGE.
>> THEY JUST PUT AS PART OF THE PROCESS RIGHT NOW THEY REMODELED THE BUILDING.
SO THEY PUT IN USUALLY ANYWHERE FROM A MILLION TO 2 1/2 MILLION UP FRONT TO GET STARTED.
THE TRANSPORTATION FOR THE LAST TWO YEARS AT THE CAMPUSES, THEY HAVE AVERAGE SIX BUSES OR EARLY COLLEGE HIGH SCHOOL AT 60,000 PER BUS.
THEY HAVE BEEN PROVIDING THE LEARNING MATERIALS FOR THAT AND THEN THEY CHANGE THAT A LITTLE BIT WHEN WE ROLL ALL OF THAT UP TOGETHER.
YOU KNOW, I MEAN, THEY PUTSELF TIMES MORE DOLLARS IN THESE, ABOVE YOUR NORMAL.
>> AND THE COMPUTER EQUIPMENT [INAUDIBLE].
THEY ASKED A QUESTION ON THAT.
[02:55:02]
HOW DO WE DIVIDE THAT UP.THEY DETERMINED THEY NEEDED TO PUT MONEY IN K12 AND THEY DIDN'T HAVE THE [INAUDIBLE] WHICH IS WHY THEY CHANGED THE FUNDING MODEL.
DOWNTOWN EDUCATION INNOVATION CONCEPT WE START THE PLANNING ON THIS AND MOVE FORWARD PIP LIKE TO GET THIS INTO A THREE-YEAR TIME HORIZON.
THE FIRST -- THESE ARE BASICALLY THREE MUTUALLY EXCLUSIVE PROJECTS BUT AT THE SAME TIME THEY GOT TO BE COORDINATED TOGETHER.
THE FIRST PART IS THE -- IS THE NEW EL CENTRO OR DOWNTOWN CAMPUS, THE INNOVATION CENTER, WE CAME TO THE IDEA THAT IS POTENTIALLY A PARTNERSHIP MUCH BIGGER THAN WHAT WE HAVE SPOKEN TO OR THOUGHT OF WHEN WE'RE DOING THESE PLANNINGS AND THE ADMINISTRATION AND BUSINESS TRAINING CENTER DOWNTOWN IS PROBABLY THE THIRD ONE IN THAT LINE.
THE FIRST PART IS TO GET MOVING ON THE EDUCATION CENTER SIDE.
AND THEN FIGURE OUT HOW WE DO THIS.
HOW WE DO THE INNOVATION COMPLEX.
WHAT WE WANT TO DO IS TO DEVELOP AN RFQ FOR DEVELOPMENT SERVICES.
IT'LL BE ISSUED TO MAN AND CONSTRUCT THE WHOLE DOWNTOWN COMPLEX.
IT WOULD INCLUDE LAND AND BUILDING.
WE LOOK AT SHARED SERVICES WITH OTHER EDUCATIONAL PARTNERS, LIKE LIBRARIES AND STUDENT CENTERS.
WE WANT MITCH RETAILED IN THERE SOMEWHERE.
NOW I'VE BEEN TRAINED TO SY, ENTREPRENEUR HOUSING BUT AFFORDABLE IS THE KEY WORD HERE.
WE FIRST PROVIDED BY THE DEVELOPER, IT MAY NOT BE BY THE DEVELOPER BUT -- WE OT TO FIND A WAY TO HAVE AFFORDABLE HOUSING DOWNTOWN.
>> NONPROFITS THAT ARE IN THIS SPACE AROUND THE COUNTRY THAT -- THAT -- [INAUDIBLE]
>> SO WE'VE GOT A COUPLE OF THEM COMING IN OVER THE NEXT MONTH OR SO, JUST TO SEE.
THE CHALLENGE AND -- IS GOING TO BE A LITTLE BIT ON THE -- ON THE HOUSING PIECE IS RIGHT NOW DOWNTOWN IS EXPENSIVE FOR THAT TYPE OF CONSTRUCTION.
WE'LL SEE IF IT IS -- IF IT IS ULTIMATELY BE UP TO US.
WE'RE NOT LOOKING AT PUTTING DOLLARS IN, ALTHOUGH THERE'S PUBLIC MONEY THAT MAY BE AVAILABLE THAT WILL OFF SET SOME OF THIS AND WON'T BE OUR DOLLARS.
I HESITATE BECAUSE WE'RE IN THE EARLY PHASES.
>> THAT WOULD BE GREAT IF THAT IS A DO-ABLE, NOT DOING THIS EARLY DOLLARS.
THE HOUSING AND PARKING AND MOST URBAN ENVIRONMENTS ARE THE TWO THINGS THAT THE COLLEGES GENERALLY PROVIDE BUT DON'T PAY FOR THEMSELVES.
>> WHEN YOU TALK ABOUT A STRUCTURED PARKING BEING 20, 25,000 DOLLARS A SPACE, AS OPPOSED TO 200,000 DOLLARS FOR SERVICE PARKING TO BUILDING THREE STORY -- THREE STORY BRICK AND STICK BUILDINGS FOR STUDENT HOUSING AND BUILDING STRUCTURAL HIGH-RISE.
THE COST -- THE COST IS VERY DIFFERENT LET ALONE THE COST OF THE LAND DOWNTOWN.
>> YOU KNOW WE WOULD BE [INAUDIBLE]?
>> I THINK THAT -- WE'RE GOING TO TALK WITH SOME PEOPLE AND IT IS NOT JUST -- JUST FOR DOWNTOWN BUT IT IS ALSO JUST ACROSS THE IDEA IS WE WANT SOMEBODY ELSE DOING THIS.
THERE OUGHT TO BE A MARKET FOR THIS.
A DEVELOPER SHOULD LOOK AT WHAT THEY COULD DO.
WE'RE IN THE GOING TO BE SPENDING OUR DOLLARS TO WORRY ABOUT THIS.
WE CAN BENEFIT BY BEING NEARBY, CLOSE BY.
WE WANT AN APARTMENT AND GREEN SPACE.
THE WHOLE IDEA ABOUT THIS IS THAT -- THIS -- THIS COMPLEX AND -- I'LL GIVE MARY CREDIT FOR THIS.
THIS COMES WITNESS IN A LIFETIME.
WE HAVE A CLEAN SLATE TO BUILD A VISION ABOUT WHAT COULD IMPACT THE ECONOMY AND DALLAS.
THIS IS ABOUT WHAT WE COULD DO TO TRANSFORM THE WHOLE IDEA ABOUT WHAT WE'RE PROVIDING IN THE EDUCATION ARENA, ALONG WITH ALL OF THE PARTNERS, WHETHER IT IS -- WHETHER ISD'S OR THE HIGHER INDUSTRY AND HOW WE WORK TOGETHER ON THE WHOLE COMPLEX.
IT WOULDN'T -- IT WOULDN'T BE JUST EDUCATION.
THERE'S PROBABLY OFFICE SPACE DOWN THERE AND WHAT IF THEY HAVE THE PEOPLE THAT COULD BE THE MENTORS FOR OUR STUDENTS.
INTERN PROGRAMS TO BE ABLE TO IS.
>> PARK AND THE EDUCATION INNOVATION COMPLEX.
[03:00:03]
ASK YOU.WHEN YOU SAY PARK AND GREEN SPACES, ARE YOU SAYING GREEN SPACES ABOVE THE PARKING?
>> YOU SAID THE COLLEGE DIDN'T OWN THE GREEN SPACE T WAS ACTUALLY CITY OWNED AND -- AND IN THAT CASE.
IT WAS CERTAINLY USED BY THE COLLEGE STUDENTS.
>> THE PLAN FROM -- FROM THE DISTRICT OFFICE.
>> IN -- IN THE -- THE IDEA OF THE ADMINISTRATION AND BUSINESS TRAINING.
BUT WE COULD EITHER SELL OR DEVELOP PROPERTIES.
WE GOT TO GET HE OTHER THINGS GOING.
CURRENTLY THE VALUE FOR ALL OF THE 1601 AND -- AND THE EL CENTRO PROPERTIES SIMILAR, BETWEEN 75 AND 115 MILLION DOLLARS.
WE HAVE NOT DONE ANY REVENUE PROJE PROJECTIONS.
THOSE BEING INCOME PRODUCING PROPERTIES OR SOMETHING ELSE.
THAT'S THE FUTURE FOR ME TO TALK ABOUT BECAUSE THEY GOT TO DO THIS.
WELL START PLANNING IN YEAR OR TWO.
WE GOT TO WORK ON HOW WE MOVE OUT OF THESE PLACES.
>> WE HAD PEOPLE REACH OUT AND TALK ABOUT -- ABOUT -- ABOUT -- ABOUT SOME OF THESE TO HOUSING AND REMAIN THE OWNER BUT LET SOMEBODY ELSE RUN IT.
THAT'S CERTAINLY DOWN THE ROAD IF WE WANT TO GO THERE.
>> BY CONSOLIDATING ALL OF THE ADMINISTRATION INTO ONE AREA, WE GOT THE DISTRICT SERVICE CENTER WHICH COULD BE USED BY E FIELD AND WE GOT THE LACROIX BUILDING WHICH WOULD BE USED BY RICHLAND.
LACROIX IS ABOUT 70,000 SQUARE FEET AND THE DISTRICT SERVICE CENTER, CLOSE TO A MAYBE 55, 60,000 SQUARE FEET.
>> THE STUFF IN THE BACK AND OFF TO THE SIDE YOU DON'T SEE.
WE WOULD DO AWAY WITH THE LOCATIONS BECAUSE EVERYTHING WOULD BE DOWNTOWN.
>> IN TERMS OF DISTRICT OFFICE PERSONNEL BEING HOUSED THERE.
>> EVERYBODY CONSOLIDATED TOGETHER AND THEN WE OT DECISIONS ON WHAT WE COULD DO AND BASICALLY THE VALUATION COULD ALMOST PAY FOR THAT WHOLE ADMINISTRATION TRAINING CENTER DOWNTOWN WITH WHAT THE CURRENT VALUES ARE.
THAT FREES UP MONEY TO GO BACK INTO THE POT TO BE ABLE TO REALLOCATE IT BETTER TO OTHER PROJECTS.
LET'S TALK A LITTLE BIT ABOUT WHAT GOES ON WHEN WE ISSUE BONDS.
WE GO THROUGH THIS QUICK AND THEN I'M GOING TO COME BACK TO THE PROJECTS.
WHAT IS THE FINANCIAL ADVISOR DO? THE FINANCIAL ADVISORS, YOU'VE SEEN THEM HERE.
THEY HELP ADVISE ON HOW WE CAN STRUCTURE DEBT AND REFUND DEBT.
THE ADVISORS ARE EXPECTED TO BE INDEPENDENT.
THEY GOT TO BUILD THE WALL BETWEEN THE OTHER OPERATIONS.
I ALWAYS LIKE TO GIVE, NOT [INDISCERNIBLE] UNDERWRITERS.
>> ON THE THIRD SENTENCE OF FINANCIAL ADVISOR PROVIDES ADVICE.
WHAT THE UNDERWRITERS DO, THEY ACT LIKE INTERMEDIARY.
THEY PURCHASE THE SECURITIES FROM US AND THEN SELL TO THEM OTHER PEOPLE.
USUALLY THEY HAVE BUYERS AND MAKE A NICE PROFIT TO BE ABLE TO DO THAT.
ONE OF THOSE KIND OF LIKE LAWYERS.
UNDERWRITERS GET THEIR OWN BOND COUNCIL.
OUR BOND COUNCIL IS USED TO MAKE SURE THAT WHAT WE'RE DOING AND ISSUING IS FOLLOWING ALL OF THE STATE AND LOCAL AND -- AND REQUIRED FEDERAL, REQUIRED ACTS OF WHAT WE NEED TO DO.
THEY'RE ALSO THE ONES THAT HELP WORK WITH US WITH GETTING THE BONDS THROUGH THE STATE ATTORNEY GENERAL'S OFFICE.
RATING AGENCIES, WE USE THREE.
ON OUR G.O. BONDS WE HAVE A TRIPLE A. RATING.
ON THE REVENUE BONDS WE DON'T HAVE IT ANYMORE BUT THE LAST ONE WE HAD WE HAD A DOUBLE A-PLUS.
YOU DON'T GET AAA RATINGS ON REVENUE BONDS.
THE G.O. BONDS WITH THE AAA RATING, EVEN WITH THIS AMOUNT, AND WE HAVE A PLAN AND WORKING THE PLAN OF WHAT WE HAVE, I FEEL
[03:05:02]
VERY COMFORTABLE IN BEING ABLE TO MAINTAIN THAT RATING THROUGHOUT THE ONE MILLION.SO THAT'S -- THAT'S SOMETHING THAT WE HAVE TO HAVE.
>> PARTY THROUGH THE ISSUANCE.
WE DON'T REALLY HAVE MANY PARTIES WITH THESE PEOPLE.
WHILE THE GRAPHS LOOK CENTER, YOU SEE WHERE THE MONEY GOES.
WE TRY TO ISSUE AS MUCH AS WE CAN BECAUSE OF FIXED COSTS ASSOCIATED WITH THIS LIKE THE RATING AGENCIES.
I'M GOING TO PAY EACH OF THEM 70,000 DOLLARS EACH TIME I ISSUE A BOND.
SO IF I ISSUE 250 MILLION, I'M GOING TO PAY THAT TWICE.
IF I CAN ISSUE ONE 300 MILLION I'LL PAY THAT 210 ONE TIME.
THERE'S A LITTLE SAVINGS IN UNDERWRITER FEES.
YOU COULD SEE WHERE THE MONEY END UP GOING FOR THE MOST PART.
LIKE I SAID, IT IS PRETTY MUCH IN THE UNDERWRITERS THAT MAKE THE MONEY.
>> WHY DO WE PAY THE RATING AGENCY?
>> THAT'S HUE THEY STAY IN BUSINESS I GUESS.
>> THERE'S BEEN DISCUSSION ABOUT THAT OVER THE YEARS.
I SAY THE FINANCIAL ADVISORS OUGHT TO PAY FOR THIS AND THEY LAUGH AT ME.
IF THERE'S A CONFLICT OF INTEREST THAT WE'RE PAYING AN AGENCY TO DO THIS FOR US, THEY HAVEN'T EVER FIGURED THAT OUT, IT WOULD BASICALLY AKE SOME KIND OF SEC OR CONGRESSIONAL 3 LEGISLATION TO CHANGE THE STRUCTURE OF THAT.
IT HAS BEEN THAT WAY SINCE OUGHT TWO SO I DON'T SEE THAT CHANGING.
WE DO ALL OF THE WORK AND HEY SIT BACK AND ASK US ALL OF THE QUESTIONS.
I REALLY FEEL I SHOULD SEND THEM A BILL RATHER THAN SENDING ME A BILL.
>> WELL, OU KNOW, IF YOU'RE -- IF YOU'RE A CONSUMER, AS -- AS -- AS -- YOU DON'T PAY FOR YOUR FICO SCORE AND STUFF LIKE THAT.
THAT'S BUILT INTO THE OTHER WAYS THEY GET PAID.
THE COMMERCIAL SIDE OF THIS, THE MUNICIPAL BOND CODE, IT NEVER WORKED THAT WAY.
ONE OF THE THINGS WE'RE GOING TO BE BRINGING TO Y'ALL IS -- IS COMING PROBABLY SEPTEMBER SOMETIME IS A COMMERCIAL PAPER PROGRAM FOR INTERIM FINANCING.
WE WOULD LIKE - WE DID THIS BACK IN 2004 BOND PROGRAM.
INTEREST RATES STARTED TO GO DOWN AFTER 2008.
WASN'T A REASON TO HAVE IT ANYMORE.
BUT THE ADVANTAGE OF THIS IS YOU CAN BASICALLY WITHOUT ISSUING A BOND, IN OTHER WORDS MAKING A MORTGAGE PAYMENT, YOU CAN PAY SHORT-TERM INTEREST RATES ON A COMMERCIAL PAPER PROGRAM AND YOU -- YOU ONLY ISSUE AND YOU ONLY PAY FOR THAT MONEY WHEN YOU SPENT IT.
SO IF YOU KNOW THE CONSTRUCTION SCHEDULE, AGAIN THEY RAMP UP LIKE THIS YOU PAY VERY LITTLE IN THE BEGINNING.
YOU ISSUE BONDS, YOU MAKE THE MORTGAGE PAYMENT UP FRONT.
YOU'RE PAYING THE WHOLE TIME WHERE YOU ARE AT.
>> THE COMMERCIAL PAPER DON'T HAVE -- WE DON'T NEED UNDERWRITERS.
>> THAT'S RIGHT ON COMMERCIAL PAPER WE DON'T PAY THESE FEES.
THAT'S WHAT WE TRIED TO LIST HERE WHAT THE FEES ARE.
IS THIS POSSIBLE TO DO ON COMMERCIAL PAPER.
BY NATURE IT IS SHORT-TERM DEBT.
THAT'S PART OF THE WAY THAT THE PROGRAM IS SET UP IS -- AND WE'RE GOING TO EXPLAIN MORE TO YOU ON THIS LATER.
I'M GOING TO LET AN EXPERT DO IT RATHER THAN ME.
BUT THE IDEA BEHIND IT THAT I LIKE IS YOU'RE DOING LOWER INTEREST COSTS ONLY ON THE MONEY AS YOU WOULD ACTUALLY CONSUME THE FUNDS, THAT'S WHAT YOU'RE PAYING ON AND AT SOME POINT YOU ISSUE THE BONDS TO PAY DOWN YOUR INTERIM FINANCING.
>> YOU KNOW WHAT IS ISSUED IN THE BOND.
YOU SPENT THE MONEY AND YOU KNOW THE PROJECTS.
YOU'RE NOT GUESSING WITH LEFTOVER FUNDS.
YOU ONLY ISSUE BONDS FOR WHAT YOU NEED.
THERE'S A THING WE CALL ARBITRAGE LIABILITY, I WON'T GO INTO THAT.
YOU'RE NOT SUPPOSED TO SIT THERE AND MAKE MONEY OFF THE DEAL.
[03:10:02]
THAT.LOOK UP TO 300 MILLION, DEFINITELY WE COULD GET 150 MILLION.
IT MAY BE FROM A COUPLE OF DIFFERENT ISSUERS.
150 WITH ONE GROUP AND THEN ANOTHER GROUP.
WE'LL HAVE TO LOOK AT THAT AND HOW WE'RE SPENDING THE MONEY AND WHAT THE CASH FLOW IS DOING.
JUST AN IDEA UP FRONT, WE'RE GOING TO HAVE A DIFFERENT WAY OF DOING THE INTERIM FINANCING.
IT IS THE SMART WAY OF DOING THINGS.
THIS WILL COME BACK TO THE BOARD AT A FUTURE DATE NOT TOO FAR DOWN THE ROAD.
>> COMMERCIAL PAPER [INAUDIBLE]?
>> NO, THE REVENUE BONDS ARE A BOND ISSUED -- LET'S GO INTO THAT FOR A SECOND.
WE HAVE -- WE CAN STILL FUND AND BE IN OUR OWN INTERIM FINANCING.
THAT'S WHAT WE'RE DOING ON THE I.T. PROJECT IS TO -- TO SELF-FUND AND ISSUE REVENUE BONDS WHEN THE REVS GET LOW ENOUGH THAT WE NEED TO REPLENISH THOSE.
WE DON'T HAVE ENOUGH TO DO THAT.
SO WITH THE G.O. BONDS WE'RE GOING TO HAVE TO HAVE ANOTHER PROGRAM.
IT IS THE SAME THING WHEN YOU GO TO THE BANK AND GET A LINE OF CREDIT.
THE ONLY PROBLEM WITH THAT IS THE BANK COULD IN SIX MONTHS SAY WE'RE NOT GIVING IT TO YOU ANYMORE.
COMMERCIAL PAPER PROGRAM HAS MORE F A GUARANTEE AND COULD ROLL IT OVER CONSTANTLY AND CONTINUE.
THERE'S INTEREST RATE RISKS YOU TAKE WITH COMMERCIAL PAPER.
>> WE'RE PAYING OFF THE 2004G.O. BONDS IN FY20.
>> RIGHT NOW AS OF -- AS OF FEBRUARY, WE MAKE OUR BIG PAYMENT AND WE WERE DOWN TO 183 MILLION DOLLARS IN PRINCIPAL.
THAT DROPPED 183 -- SHE'S LOOKING AT THOSE.
WE MAKE ANOTHER PAYMENT NEXT FEBRUARY DURING -- DURING NEXT YEAR'S BUDGET AND DROPS IT BY ALMOST ANOTHER 40 MILLION.
I THINK WE'RE GOING TO BE DOWN TO NEXT FEBRUARY AND BEING T 143 MILLION OUT OF THE BONDS.
>> IT IS ACTUALLY -- I THINK, NO.
WE'RE GOING TO COME AND DO REFIN REFINANCING.
IT DROPS OFF AFTER 2020, OUR DEBT SERVICE DROPS LIKE A ROCK.
I GOT THOSE -- SOME MATURITY THE LAST 12 YEARS THAT I CAN'T GO OUT ABOUT RIGHT NOW.
>> JUST KIND OF MENTION SINCE THE CALLS CAME UP ON -- ON THAT.
MOST ARE ISSUED WITH A TEN-YEAR CALL, WHETHER TEN-YEAR, 30-YEAR, 40-YEAR.
THEY'RE ISSUED WITH A -- A TEN-YEAR LIFE.
WHAT I STARTED DOING S PUTTING CALL FEATURES IN THAT THAT MAY BE TWO YEARS, FINE YEARS, OTHER OPTIONS.
DEPENDING ON THE MARKET YOU MAY PAY A FEW BASIS POINTS MORE FOR THAT BUT WHEN YOU DO, YOU GET THE OPTIONS OF CALLING THOSE BONDS EARLIER AND YOU DON'T NEED ALL OF THESE FEES.
IF I REFUND, I HAVE TO GO BACK THROUGH THE RECEIPTS.
SO WE TYPICALLY TRY TO STRUCTURE AND BELIEVE ME THE FED DOES THIS ON THE INVESTMENT SIDE.
60-DAY CALLS, THREE MONTH CALLS ON THEIR BONDS.
WE STARTED TO DO THE SAME THING TO THE MUNICIPAL MARKET AND QUITE FRANKLY ONE OF THE THINGS WE TALKED ABOUT -- WE TALKED ABOUT TO THE FINANCIAL ADVISORS THEY ISSUED SOME LATELY WHERE THEY HAD SHORT CALLS AND THE MARKET DIDN'T EVEN PUT A PRICE PREMIUM ON IT.
THE MARKET IS GETTING MORE USED TO THAT.
I DID IT AT LONE STAR FIRST AND THE MARKET DIDN'T UNDERSTAND IT.
WITH WE EXPLAINED IT TO HIM WE WERE 400 PERCENT OVER PRESCRIBED.
FOR EVERY BUYER I HAD 400 MORE THAT WANTED THE SAME BOND.
IF YOU SELL THEM IN THE RIGHT WAY AND FINANCIAL ADVISORS AND UNDERWRITERS UNDERSTAND WHAT YOU'RE TRYING TO DO.
THEY SELL WELL IN THE MARKETPLACE.
>> I KNOW BEFORE WE WENT OUT -- THE BONDS, THERE WAS SOME CONCERN THAT WE WERE GETTING IN TOO MUCH DEBT.
SO I'M CURIOUS, FOR US TO KEEP THAT RATING, IF WE HAD TOO MUCH DEBT WE WOULDN'T HAVE THAT RATING.
IS THAT ONE THING THAT THE AGENCY LOOKS AT?
>> THEY LOOK A SO MANY THINGS.
>> BUT IS THAT ONE OF THE THINGS? IN OTHER WORDS, IF WE ALREADY HAD TOO MUCH DEBT AND WE'RE TAKING ON MORE DEBT, WE WOULDN'T
[03:15:03]
HAVE KEPT OUR -- KEPT OUR AAA RATING.SOME OF THE DISCUSSIONS YOU HAVE WITH THEM, ALL THREE ARE DIFFERENT, ALL THREE HAVE -- HAVE -- HAVE THEIR OWN PERSONALITIES ABOUT THEM, ABOUT WHAT THEY'RE LOOKING FOR.
ONE IMPRESSIVE THING TO THEM IS THE INVOLVEMENT IN THE PROMISE PROGRAMS. LAST TIME E TALKED TO THEM BECAUSE THEY KNEW WHAT WE WERE LOOKING FOR.
THEY TYPICALLY ONCE -- WHAT IS YOUR GROWTH PATTERN? HOW ARE YOU GOING TO GROW? WE TALKED ABOUT IS HOW WE'RE GOING TO BE MORE EFFICIENT AND HOW WE GOING TO GET PEOPLE OUT TO GET IN THE WORKFORCE.
THEY WERE REALLY IMPRESSED WITH WHAT THE COLLEGE WAS TRYING TO DO.
SO IT IS REALLY PREPARING THOSE IS WHAT WE HAVE AND -- AND QUITE FRANKLY TO SHOW THAT WE HAVE A PLAN.
I'LL REMIND YOU WE HAVE A 2 PERCENT DEBT SERVICE RATING.
BY STATE LAW THE MAXIMUM IS 50 CENTS.
WE HAVE A 2 CENT DEBT SERVICE RATE, BY STATE LAW, THE MAXIMUM IS 50 CENTS.
THEY LOOK AT THE CAPACITY THAT YOU HAVE FOR ISSUING THAT.
THEY ALSO LOOK AT THE CAPACITY OF OTHER -- OF OTHER -- OF TAXPAYERS AND HE DEBT THEY HAVE ACROSS THE COUNTY.
IT IS CALLED OVERLAPPING DEBT.
AND -- SO THERE'S A LOT OF FACTOR THAT GO INTO WHAT THEY'RE LOOKING AT AND WHAT -- HOW THEY MAINTAIN THAT AAA RATING.
I FEEL VERY COMFORTABLE EVEN WITH ADDING THIS -- THIS STEP THAT WE'RE TALKING ABOUT BECAUSE WE'LL HAVE A SCHEDULE OF DOING THIS OVER TIME AND MAINTAINING THAT AND WE WILL BE ABLE TO MAINTAIN.
AGENCIES ALSO, YOU'RE TAKING ON DEBT AND YOUR ABILITY AND MEANS OF MAKING ADDITIONAL REVENUE IF YOU HAVE TO AND -- AND IN OUR CASE, WE DO HAVE ADDITIONAL REVENUE SOURCES AND THAT WOULD BE THE RATE.
WE HAVE THE LOWEST TUITION RATE.
THEY KNOW WE HAVE FLEXIBILITY OF EVEN MOVING THE AVERAGE, THE 2 CENTS TO 50 CENTS.
WE'RE -- THIS IS -- THE DISTRICT IS REALLY PROBABLY ONE OF THE BEST FINANCIALLY.
THIS IS ALL OF HIS PREDECESSORS THAT CAME BEFORE JOHN.
WE HAVE BEEN A GOOD FINANCIAL STEWARD OF OUR MONEY.
YOU DON'T HAVE TO GO VERY FAR TO FIND STATES THAT DON'T -- DON'T LET THE BOARD RAISE TUITION.
THEREFORE YOU DON'T HAVE CONTROL OVER IT, WHICH NEGATIVELY IMPACTS YOUR BOND RATING.
IF IT REQUIRES THE STATE TO DO SO.
>> WHAT PERCENTAGE IS 2 CENTS OF 50 CENTS? I'M COMING UP WITH --
TWO DIVIDED BY 100 AND DOUBLING IT.
>> COMING UP WITH THE WRONG ANSWER.
>> WE WOULD REALLY BE IN TROUBLE IF THAT WERE TO HAPPEN.
>> JUST TO GIVE YOU AN IDEA, COME ON, WAKE UP, IF WE WERE TO DO THIS, PROBABLY THE MORE AGGRESSIVE SCHEDULE WOULD BE TO ISSUE 150 MILLION SOMETIME IN SEPTEMBER OR FALL OF 2020.
ANOTHER 150 MILLION IN JUNE TO AUGUST.
THIS IS BASED ON -- ON A 3 PRELIMINARY CONSTRUCTION SCHEDULE BY ME.
I HAVEN'T WORKED WITH THE PROGRAM MANAGER ON IT.
THEN WE WOULD LOOK AT HOW WE WOULD ISSUE THOSE BONDS SOMEWHERE DOWN THE LINE.
THIS IS ALL ENTATIVE HYPOTHETICAL, ALL WE'RE GOING TO DO WITH THIS IS -- WE HAD THIS ROOM TO -- TO MOVE AND TO FLEX THESE THINGS AS WE WANT TO DO.
AS I SAID, I RATHER ISSUE 300 MILLION AT ONE TIME.
IF WE ONLY GET 150 MILLION OF INTERIM FINANCING THAT TELLS YOU WHEN I GOT TO ISSUE BONDS.
>> SO WHEN WE WOULD - WE WOULD ISSUE THE BONDS N TERMS OF THE FIRST TWO ISSUES WHICH IS COMMERCIAL PAPER?
>> COMMERCIAL PAPER IS OUT THERE.
>> THIS IS NOT COMMERCIAL PAPER.
>> THIS REPLACES THE COMMERCIAL PAPER.
>> THIS WILL REPLACE THE COMMERCIAL PAPER, THE FIRST TWO.
>> THAT'S WHY IT IS -- ALL RIGHT.
WE FIRST TALKED ABOUT 300 MILLION AND SOME OTHER NUMBERS.
I'VE BROKEN IT UP SOME HERE BECAUSE PART OF THIS IS WE MAY BE ABLE TO GET TO 300 MILLION AT -- ATTRACTIVE RATES THEN AGAIN IT IGHT BE BETTER TO DO 150 MILLION AND ISSUE THE BONDS.
[03:20:01]
LOOK AT TO GO FORWARD.BRIEFLY, PLANNING COMPLETION OF PROJECTS.
WE HIRED A PROGRAM MANAGER TO HELP US WITH THIS.
MOST EFFECTIVE WAY TO GET DONE ON TIME AND UNDER BUDGET AND BRING IT IN.
THIS GIVES YOU AN OVERVIEW OF WHAT THE PROGRAM MANAGER'S ROLE IS.
THE ONE THING I WANT TO NOTE, AT THE END OF THE DAY, WE ARE THE PEOPLE DECIDING WHO IS THE ARCHITECT AND WHO ARE THE CONTRACTORS.
THEY CAN HELP US TREMENDOUSLY.
WE'RE NOT TURNING OVER THE SELECTION CRITERIA TO SOME THIRD PARTY TO DECIDE.
AT THE END OF THE DAY, WE COMPLIMENT EACH OTHER AND YOU COME AFTER ME.
WE'RE GOING TO MAKE SURE THAT WE'RE STILL THE ONES DOING THIS.
>> HASN'T BEEN NEGOTIATED BECAUSE WE HAVEN'T NEGOTIATED A CONTRACT.
WE'LL PROBABLY USE SOME TYPE OF -- PROBABLY USE WHAT IS CALLED A CONSTRUCTION MANAGER AT RISK TYPE CONTRACT ON THE CONTRACTORS AND USUALLY THERE'S INCENTIVE PROGRAM IN THERE BECAUSE THERE'S A PENALTY IF THEY DON'T MAKE IT IN TIME.
I BELIEVE IN BEING FAIR, IF WE PUT THE PENALTY IN THERE I'LL GIVE YOU A REASON TO DO THAT.
IF YOU CAN OME IN UNDER THAT -- UNDER THE UARANTEED MAXIMUM OR WHATEVER AND HOW WE SHARE THAT MONEY IS THE DIFFERENT METHODOLOGY WE COULD NEGOTIATE ON.
>> THE PROGRAM MANAGERS WILL ASSIGN PEOPLE AT DISTRICT OFFICES.
THEY'LL PUT SOMEONE ON THE VOCATIONAL SITES.
THEY PREPARE AND REVIEW RECOMMENDS BID FOR CONSTRUCTION, DEVELOP AND WORK WITH LOCAL GROUPS AND LIST AND SUPPORT THE BMWB PROGRAM.
WE'RE CURRENTLY USING A CONSTRUCTION, A PROGRAM MANAGER ON THE NORTH LAKE CONSTRUCTION SCIENCE BUILDING AND -- AND THE I.T.P.S.S. PROJECT.
IT IS A DIFFERENT FIRM THAN THEWAY WE HIRED FOR THE REST OF THESE.
CHRISTIAN IF YOU WANT TO SPEAK TO IT, NOTICE SHE'S BEEN VERY -- BEEN REALLY HAPPY WITH HOW THAT WORKED OUT AND GETTING THE PRONL CAN'T BACK ONLINE AND MOVING FORWARD.
>> ONE OF THE THINGS THAT WE'RE LOOKING AT IN ALL OF HESE PROJECTS IS WE GET GOOD OVERALL MWB, SMALL BUSINESS, VETERANS BUSINESSES, PARTICIPATION.
THE DOCTOR HAS FORMED WHAT WE CALL THE CHANCELLOR ADVISORY GROUP ON THIS.
THE FIRST MEETING IS JULY 1ST.
WE WILL ISSUE AN RFQ AFTER WE LISTEN TO THE GROUP ABOUT HOW DO WE DO THIS? HOW DO WE WORK TOGETHER? WE WANT SOMEBODY TO COME IN AND HELP US DESIGN AND DEVELOP A ROBUST MWB OFFICE.
NOT JUST FOR BOND PROGRAMS BUT FOR ALL IN WHAT WE CAN DO.
WE'LL HAVE OUR TEAM WORKING WITH CHAMBERS AND THE INDUSTRY ASSOCIATIONS, PROGRAM MANAGERS, AND BY THE WAY I MET WITH -- I MET WITH ASSOCIATIONS AND I CONTINUE.
AND THE CONSULTANTS AND OTHER GOVERNMENT.
WE'LL FIND A WAY TO WORK THROUGH THIS.
AS PER THE APPENDIX, Y'ALL GET THIS IN THERE TOO?
>> THIS IS WHAT I NEED A WINK ANDED IN TO OF MO FORWARD ON AND THIS IS WHAT WE NEED TO DO AS MOVING FORWARD IN THE FIRST -- FIRST PHASE.
I CAN'T NEGOTIATE A CONTRACT WITH THE PROGRAM MANAGER UNLESS I GET A LIST.
I NEED TO BE ABLE TO WORK WITH HIM AND TAKE THE LIST AND THEN BE ABLE TO -- TO -- TO -- TO DO THIS.
ONE OF THE THINGS WE WILL DO AS MUCH AS WE DO ON MANY OF OUR OTHER FACILITIES, WE WILL HAVE A SEPARATE REPORT, INFORMATIONAL REPORT THAT WE PUT IN THE PACKAGE.
WE WILL REPORT ON THIS, WHERE THE PROJECT IS, THE COMPLETION.
WHAT CONTRACTOR HAS BEEN ASSIGNED.
WE'LL KEEP A LIST AND REPORTING ALSO IN WMB PARTICIPATION FOR THE PROJECT.
>> ARCHITECTS AND ENGINEERS, I DON'T KNOW WHO IS RESPONSIBLE FOR CHOOSING THEM.
THE PREAPPROVED LIST, BUT APPARENTLY THERE'S NOT ENOUGH ROTATION IN CHOOSING FROM THE VENDOR LIST.
>> AND I THINK THAT'S PART OF WHERE -- WHERE HEALTH PASSED THE PROGRAM MANAGER TO HELP US WITH THAT.
I'M GOING TO INTRODUCE YOU TO TWO PEOPLE RIGHT NOW WHO ARE HELPING THE FACILITY.
>> NOT SURE OF WHAT YOU WANTED
[03:25:05]
TO DO.>> THE PROGRAM MANAGER IS CBRE IN CONJUNCTION WITH NATHROP AND ABOUT FIVE OTHER PEOPLE THAT WILL WORK FOR THIS.
WE'RE CURRENTLY DRAFTING A -- -- A CONTRACT TO WORK WITH THEM BUT THIS IS THE LIST THE COMMITTEE HAS GONE THROUGH WITH THE HIGHEST PRIORITIES.
WOULD WE LIKE MORE? SEVERAL THINGS WE LIKE TO HAVE MORE.
IT IS NOT JUST THE BOND PROGRAM WHEN WE GO THROUGH THE FACILITY AND IMPROVEMENT PLAN ALSO.
I'LL TALK ABOUT THAT IN A MINUTE.
BUT WHAT I'M LOOKING FOR, I'M NOT CALLING IT SO MUCH REALLY A GOSPEL OF APPROVAL BUT TO MOVE FORWARD I GOT TO HAVE A LIST OF WHERE WE GOT TO GO.
ANY QUESTIONS ON THE LIST SO FAR OF WHAT WE TRYING TO DO?
>> WE CAN'T VOTE ON THIS BECAUSE THIS IS THE NO -- NOT A --
WE CAN SEE IF THERE'S A CONSENSUS --
>> THEN IT WOULD BE PUT ON THE AGENDA.
>> I LOOK TO BRINGING IT BACK WITH THE PROGRAM MANAGER CONTRACT IN CASE WE HAVE THE LIST AND TIE THOSE TWO THINGS TOGETHER.
>> THAT'S WHAT I'M SHOOTING FOR.
>> AND ANY QUESTIONS -- I'M SORRY, GO AHEAD.
>> LIKE A CONSENT AGENDA PROJECT.
>> I RATHER HAVE IT THAT WAY PARTLY BECAUSE WE HAVE HAD THIS GROUP AND GONE THROUGH THIS PROCESS.
WE HAVE THE PRESIDENT COME THROUGH AND -- AND DO THIS.
IT IS ACTUALLY BETTER PROCESS TO LET THE [INAUDIBLE].
GIVE ME THUMBS UP OR THUMBS DOWN.
I THINK THIS HAS BEEN DEVELOPED.
>> WE RATHER REWORK THE ENTIRE LIST AND COME BACK.
>> GETTING RID OF ONE, THAT COULD CHANGE SOMETHING ELSE IN THE PRIORITIES.
IT -- WE ALREADY GONE THROUGH THAT.
IF YOU WILL TAKE IT, YOU SAY STRIKE THIS ONE OFF THE LIST.
WHAT DO I DO? I'M TRYING TO STAY AS CLOSE TO 300 MILLION AS I CAN.
>> IN LOOKING AT THE -- THE CONSTRUCTION, IT DOESN'T SHOW ANY KIND OF -- ANY KIND OF GUESSTIMATE OR -- OR -- YOU WERE SAYING HOW SOME NEEDED A CAFETERIA WHERE ANOTHER ONE DIDN'T AND THAT THERE'S THIS PROBLEM WITH -- AND SO -- KIND OF LOOKING AT WHAT -- AT WHAT IS HERE BEFORE US WITHOUT SOME KIND OF A -- A -- A -- DO WE HAVE ANY KIND OF -- THAT'S -- THAT'S WHERE.
WE HAVE A [INAUDIBLE] TO MAKE UP THESE CSTS.
BY THE TIME -- THEY'RE ALL -- THEY'RE ALL WITH SEVERAL DIFFERENT PEOPLE, AND THIS PROJECT AND MASTER PLAN AND ARCHITECT TO DEVELOP THOSE LISTS AND ALL OF THE ADDITIONAL TYPES.
>> MANY BATHROOMS. AND DOLLARS.
>> THERE'S A DETAILED LIST ON HOW WE DO IT.
IT IS ALSO ON COST PER SQUARE FOOTAGE.
WHAT I DO QUICKLY IS TAKE THAT GROSS QUARTER FOOT AND DIVIDE BY THE PROJECT COST AND IF IT IS NEW.
THE TRIP IN RANGE THAT I'M LOOKING FOR BUT THE DATE LIST IS REALLY TOO MUCH INFORMATION, QUITE FRANKLY AND SO WE WORK THIS TO BRING THIS UP TO AN AREA ESPECIALLY WHEN THEY'RE WORKING THE ARE REVIEW COMMITTEE OR ANYTHING ELSE.
I RIED TO BREAK IT DOWN A LITTLE BIT OF MJOR.
HERE'S THE PROGRAM MANAGER AND THAT'S JUST ESTIMATING, BECAUSE WE THINK WE'RE GOING TO CUT FEE IN HALF AND WHAT THE CONSTRUCTION OSTS WOULD BE.
>> I KNOW YOU SAID THAT ONE OF THE THINGS NEEDED THE CAFETERIA AND THEN SOMEBODY ELSE DIDN'T.
>> BETWEEN COOLERS AND STAYING WITH -- WITH COUNTER TOPS AND EVERYTHING ELSE, THAT MAKES -- THAT RUNS IT UP BIG TIME COMPARED TO -- TO SAY JUST --
>> THE GOOD NEWS IS WE ONLY NEED PAPERS.
WE DON'T ACTUALLY HAVE FOOD PREPARATION AREAS.
WE JUST NEED A PLACE FOR THEM TO SIT DOWN AND EAT THEIR LUNCHES.
>> WE'RE NOT ETTING INTO THE FOOD PREPARATION.
>> YOU MENTIONED THE CONSTRUCTION MANAGER ARRANGEMENT?
>> THAT WOULD BE THE MOST PROBABLE TO USE ON MOST OF THESE.
AND THAT ARRANGEMENT, DOESN'T THE CONSTRUCTION MANAGER ASSUME THE A AND E COST TOO?
[03:30:02]
THEY HAVE CONSTRUCTION MANAGER COST AND THAT'S PART OF WHAT I HAVE TO END UP DOING NEGOTIATING WITH THE PROGRAM MANAGER.
THAT'S WHERE THE FEE WOULD BE REDUCED IS IN THE PROGRAM MANAGER FEE IF WE USE THAT EQUIPMENT.
>> IT IS THE PROGRAM MANAGER AND THEN AFTER THAT COMES THE OTHER LEVEL.
>> THE OTHER PART OF THAT IS WE MAY GO INTO JUST OUR NORMAL -- OUR NORMAL DESIGN BID.
BUT THAT TEND TO BE A LITTLE LONGER PROCESS AND THE DISTRICT USED -- IT IS CALLED SEAMER.
THEY USED TO DESIGN AND BUILD A COUPLE OF TIMES IN THE LAST BOND PROJECT AND THEN THEY USED SOME -- SOME - SOME -- SOME DESIGN BID BUILD.
OUR CURRENT BOARD POLICY I'M WORKING ON UPDATING BECAUSE THAT'S ONE OF THE THINGS WE WANTED TO BRING.
THESE ARE STATE APPROVED DELIVERY METHODS.
A CHANCELLOR EED TO BE ABLE TO AUTHORIZE WHICH METHOD.
BUDGET THEM OUT, A AND E PROGRAM MANAGER.
THEY'RE GOING TO BID ON NE THING THAT WILL TOP THE PROGRAM MANAGER FEE AND THE CONSTRUCTION MANAGER.
PROGRAM MANAGER FEE IS USUALLY DONE TWO THINGS.
ONE -- THEY'RE ALMOST LIKE THE CONSTRUCTION MANAGER WHICH DEALS WITH THE CONTRACTOR.
WHAT A PRIME MINISTER MANAGER ALSO WORKS WITH THE ARCHITECT AND UP FRONT WITH THE OWNERS AS TO DEVELOP WHAT THEY NEED TO HAVE IN THEIR BUILDING.
MANY TIMES THEY CAN SAVE YOU MONEY BY LOOKING AT WHAT -- AT -- AT WHAT WAS ORIGINALLY DESIGNED BY SOMEBODY ELSE AND SAY.
YOU KNOW IF YOU DID THIS, THIS THAT'S NOT KEEPING -- LOWERING THE VALUE OF THE PRODUCT.
BUT THAT'S -- THAT'S USING SOME SMART IDEA ABOUT -- ABOUT HOW DO WE GET EFFECTIVELY WHAT WE NEED OUT OF THE BUILDING.
I'M PREPARED TO SUPPORT IT BECAUSE I THINK THERE WAS A THOUGHTFUL PROCESS THAT INFORMED THIS SELECTION PROJECT.
WHAT WE SEE IF THE SERIES IN THE YEARS AHEAD OF CONTRACT APPROVAL AT THE BOARD FOR -- FOR AMY OR -- PROGRAM MANAGERS AND MY PROJECT.
PROGRAM MANAGERS AND CONSTRUCTION.
>> WE WILL BE PROVIDING THAT IMPLEMENTATION LIST.
HOWEVER, I WOULD NOT PROPOSE BRINGING BACK EVERY SINGLE CONTRACT THAT -- THAT -- THAT -- THAT -- WHEN WE -- WHEN WE PROPOSED PROGRAM MANAGER CONTRACT THAT WILL BE THE TIME TO APPROVE THESE PROJECTS.
JUST LIKE WE DID WITH THE I.T.T.
AND T.S.S. AND LIKE WE'VE DONE WITH NORTH LAKE IS TO MOVE FORWARD ON THOSE PROJECTS AND THEN REPORT TO YOU SO THAT YOU KNOW WHO IS EING HIRED FROM AN ARCHITECT STANDPOINT, A CONTRACTORS STANDPOINT AND WHAT BMWBE RATIO IS ON THE PROJECTS.
WE KEEP EVERY CONTRACT IN THE BOARD WE WILL GET HERE.
WE WON'T GET THE PROJECT DONE FOR YOU.
THAT'S NOT ANYTHING TO DO WITH Y'ALL.
WE HAVE TO HAVE THINGS TWO MONTHS BEFORE IT COMES TO A BOARD AND THEN WE SIT AND -- AND TWIDDLE OUR THUMBS FOR TWO MONTHS.
IT COULD BE DESIGNING AND BUILT.
>> THE BUDGET AND THE EXPENDITURES YOU'RE MAKING SO WITH THIS WE'RE APPROVING AND [INAUDIBLE] OFF OF THESE 300 MILLION.
WE HAVE A BUDGET FOR EACH ONE.
THE EXPECTATION IS IT WON'T GO OVER BUDGET.
>> WE WILL ALSO AT THE SAME TIME PREPARE A -- A -- A CONSTRUCTION SCHEDULE WHICH -- WHICH -- THAT -- THE TWO THINGS.
IN FACT, I HONESTLY -- I NEVER HAD A CONSTRUCTION PROJECT BEFORE.
>> AND IN THE 2004 BOND WE DIDN'T EITHER.
YOU CAN'T CONTROL MOTHER NATURE.
SOMETIMES WET WEATHER AND OTHER THINGS SLOW YOU DOWN ON SOME PROJECTS.
>> THERE'S THE 10 PERCENT OR THE 15 PERCENT OVERRUNS OF ALL OF THIS.
>> IT IS BUILT INTO THAT CONSTRUCTION NUMBER THAT WE HAVE ON THOSE.
>> SET ASIDE THE 10 MILLION DOLLARS CONTINGENCY.
AND THAT -- THAT IS REALLY THE WRONG WORD.
WHAT THAT REALLY IS -- IS -- IS -- THEY HAVE ESTIMATED SOMETHING AND LIKE A CONTINGENCY.
[03:35:02]
THEY WOULD -- THEY WOULD -- ALL OF THESE PROJECTS THAT WE BUDGET OUT WITH, MAYBE ADD ANOTHER PROJECT THAT WE WEREN'T ABLE TO ADD TO START THROUGH THE FIRST ROUND.WE WOULD BRING THAT BACK TO THE BOARD AND SAY, WE FOUND ANOTHER -- ANOTHER 5 MILLION DOLLARS PLUS THE 10 AND WE'RE NOT GOING TO SPEND IT.
LET'S SEE THE NEXT TWO PROJECTS.
ONLY GOING TO ISSUE BONDS FOR WHAT WE SPENT.
IF WE DON'T SPEND CONTINUOUSLY, THEY'LL ONLY ISSUE BOND OR A LESSER AMOUNT.
THAT'S ONE ADVANTAGE OF WHAT WE HAVE ON THIS OF DOING THE INTERIM FINANCING IS THAT CONTINGENCY DOESN'T REALLY GET BUILT INTO WHAT YOU'RE TRYING TO DO.
>> THAT WORKED OUT THE PERCENTAGE OR JUST -- JUST --
>> IT IS JUST A NUMBER WE THINK WE HAVE ON INDIVIDUAL PROJECTS AND BUILT INTO IT TO HANDLE SUCH THINGS.
CEMENT IS GOING TO GO UP OR STEEL OR DRYWALL.
SOMETHING HAPPENS EVERY TIME YOU START CONSTRUCTION PROJECT.
INTEREST RATES COULD DROP IN HALF.
WHO KNOWS WHAT IS GOING TO HAPPEN?
>> I THINK YOU KNOW, YOU SELL THE BONDS AND THINGS CAME OUT BETTER.
DON'T SELL, THINGS CAME OUT WORSE.
>> WE GOT TO DEAL WITH IT EITHER WAY.
ANY OTHER QUESTIONS OR COMMENTS? IF NOT WHAT IS THE CONSENSUS OF THE BOARD? OUR TEAM HAS PERMISSION TO MOVE FORWARD ON THIS LIST? OKAY.
YOU'VE GOT YOUR BLINK AND NOD.
AND THEN ANOTHER CONSENSUS OF THE BOARD, THE NEXT PRESENTATION IS 30 MINUTES WHICH UTILIZED TO LEAVE IT FOR TOMORROW.
>> LIKE TO DO IT TOMORROW AND TECHNOLOGY AND BUDGET ALL AT THE SAME TIME.
THIS WILL BE A NICE BREAKING POINT TO FINISH THE FACILITY IMPROVEMENT PLAN.
25, SOMETHING, SHE CAME HEN SHE WAS EIGHT YEARS OLD.
SHARON HANDLED ALL OF THE -- ALL OF THE -- IN FRONT OF ME IGHT NOW IS THE INTERNAL DISTRICT FACILITIES AND ARCHITECTS AND ENGINEERS AND PROJECT MANAGER IN THERE.
AND SCOTT RICE IS FAIRLY NEW HIRE.
AND NOW HE'S BEEN HERE THREE MONTHS.
AND A THOUGHT COMES ONE FROM THE SERVICE.
THIS IS -- THIS IS -- THIS IS MINE, AMONG OTHERS.
HAS BEEN WITH COLLEGES AND UNIVERSITIES IN SCHOOL DISTRICTS, VERY MUCH IN THE MAINTENANCE STANDPOINT.
SCOTT'S JOB IS TO HELP THE FACILITIES DIRECTORS MOVE THROUGH AND -- AND COORDINATE HOW WE DO HINGS AS A TEAM, THE NETWORK CONCEPT.
MANY OF OUR BUILDINGS WERE BUILT AT DIFFERENT TIMES WITH DIFFERENT ARCHITECTS AND SPECS SO NOW WHAT WE'RE TRYING TO DO IS DEVELOP WHAT WE CALL THE FACILITY IMPROVEMENT PLAN.
IT IS A LITTLE DIFFERENT FOR MAINTENANCE.
PART OF THIS IS THIS IS AN ANNUAL PLAN THAT WE'LL BRING BACK TO THE BOARD.
WITH THAT, I'M LOSING MY VOICE, SCOTT AND SHARON, Y'ALL CAN
[6. Facility Improvement Plan for FY20 (Deferred Maintenance) Presenters: John Robertson, Sharon Wilson, Scott Wright]
START ON THIS.>> SO THE FACILITY IMPROVEMENT PLAN IS -- IS -- IS THE FACILETATION OF HOW YOU HANDLE THAT.
THE THIRD MAINTENANCE IS THE PURPOSEFUL DELAY F CERTAIN MID TO HIGH LEVEL PROJECTS FOR BUDGETING EFFICIENCY AND THINGS LIKE THAT.
THE FACILITY IMPROVEMENT PLAN IS HOW WE'RE GOING TO HANDLE THEM HERE'S WHAT I'LL TALK ABOUT A LITTLE BIT.
DEAF ANYTHING PROCESS, RESULTS AND WHAT THIS WOULD LOOK LIKE MOVING FORWARD AND ANY QUESTIONS YOU MIGHT HAVE.
SO GAIN THE -- THE F5T IS A PROCESS BY WHICH WE'RE GOING TO HAND THE THIRD.
I THINK THAT -- THAT THE DISTRICT HAS ALWAYS DONE THE MAINTENANCE.
THIS IS A LITTLE MORE OF A PROCESS FLAVOR INTO THE MIX.
>> THIS INFORMATION WILL BE AN ANNUAL BUDGET AT THE BUDGET CENTER.
SO THE PROCESS STARTED A LITTLE BEFORE I GOT HERE.
[03:40:02]
TAKING OUT THE STANDARDS INTO THESE THREE CATEGORIES.ONE IS CRITICAL, TWO IS MAINTENANCE.
MAINTAINING THINGS AND EVERYTHING ELSE THAT PUT -- PUT IN THE CATEGORY.
SO THESE WERE PUSHED OUT TO EACH CAMPUS FACILITIES DIRECTOR AND THEY CAME BACK TO US WITH -- WITH THE -- I KNOW THIS IS A CUMULATIVE LOOK AT THE DATA.
SO THIS IS EVERYTHING THAT THEY PUT IN, SUMMED UP INTO ONE SLIDE.
YOU'LL SEE THAT THE BULK OF -- OF THE PROJECTS AND MONEY ARE IN CATEGORY TWO, THAT'S A GOOD THING.
YOU ON'T WANT TO SEE A LOT OF CRITICAL WORK THAT NEED TO BE DONE.
IT IS ACTUALLY GOOD THAT I SEE A LOT COMING OUT.
CATEGORY THREE, YOU SEE ALL OF THE OTHER STUFF THAT THEY -- OTHERWISE THEY DIDN'T CATEGORIZE INTO ONE AND TWO.
>> ONCE WE GOT THE INPUT FROM THE CAMPUSES WE CONSOLIDATED IT INTO ONE LIST.
I'VE ACTUALLY BEEN OUT AND I'VE CRAWLED ON ROOFTOPS AND MECHANICAL ROOMS AND PLANTS.
I LOOKED AT A LOT OF THIS FIRSTHAND ND HAD A GOOD TAKE ON HOW TO PRIORITIZE THIS FROM A 3 DISTRICT STANDPOINT.
WE'RE TRYING TO DO 25 MILLION IN ONE YEAR SO OBVIOUSLY, YOU KNOW, SOME SOMETHING.
WE CONSOLIDATED AND COMMITTEE CONVENED TO -- TO GO OVER THE PRIORITIZATION.
THIS IS THE RESULT OF THE COMMITTEE.
THE PROJECT IN A GENERAL SENSE TO EACH CAMPUS.
>> THIS COMMITTEE WAS ONE I PICKED.
IT REALLY -- IT REALLY LOOKING AT THE PEOPLE ON THERE, WE ALSO HAD IN COMMENTS FROM THE BUDGET STANDPOINT WE HAD MR. -- MR. -- MR. -- FROM [INAUDIBLE].
WE HAD A SMALL GROUP BUT IT WAS ONE OF THOSE.
THESE WERE ALREADY PRIORITIZED BY THE FACILITY DIRECTOR.
IT WAS WHICH ONE ARE WE GOING TO DO FIRST.
WE SPENT TIME GOING BACK THROUGH THAT TO MAKE SURE.
IN SOME CASES WE -- WE HAVE TAKEN SOMETHING OFF HERE AND WE'RE GOING TO PUT IT IN THE BOND PROGRAM.
WE MADE SURE AS BEST WE COULD, I STILL COULD GET SURPRISED AT SOMETHING, BUT WE'LL CONSTANTLY LOOK IF THAT.
BECAUSE ALL OF THIS IS GOING TO BE GOING ON AT THE SAME TIME.
ALSO WHILE WE'RE REDOING ALL OF OUR I.D. CARDS.
I DON'T REMEMBER, EACH CAMPUS.
CAN YOU TELL ME HOW MANY YEARS?
>> HOW MANY YEARS, BUT I COULD FIGURE IT OUT.
>> ONLY IN MULTIPLE LOCATIONS.
THERE'S NOT ANY MORE OF THOSE.
THE PAYMENT IS THE ONLY LOCATION IN THE BILDING.
>> BROOK HAVEN HAS THE MAJORITY BUT THERE ARE -- A FEW.
>> MY NEXT DOOR NEIGHBOR'S HOUSE BURNED DOWN TO THE GROUND.
THEY BROUGHT IN A BULLDOZER THAT KNOCKED THE GARAGE DOWN SO SOMEBODY DIDN'T GET KNOCKED DOWN.
>> THAT'S WHY THEY'RE -- THEY'RE AT THE TOP OF MY LIST.
>> THERE WAS SOME VERY EASY THINGS TO LOOK AT THIS.
>> AND IN FACT, WE HIRED SCOTT THE FIRST THING I ASKED HIM IS WHAT DO YOU THINK ABOUT [INAUDIBLE]? HE GAVE US THE RIGHT ANSWER BECAUSE WE'RE IN TOTAL AGREEMENT WITH HIM.
THIS FIRST YEAR QUITE FRANKLY FROM BOTH THE CAMPUS STANDPOINT AND OUR STANDPOINT THERE'S THINGS WE GOT TO GET DONE.
>> I CAN'T BELIEVE THEY WOULD ALLOW THIS.
SOME OF THESE HAVE BEEN ON RECALL FOR MORE THAN 30 YEARS.
>> THERE -- THEY'RE GOING NOW.
[03:45:07]
>> BROOK HAVEN, THE MAJOR PART OF IT IS THE CENTRAL PLAN.
IN THE CENTRAL PLANT, YOU HAVE WHAT THEY CALL MCC, THE MOTOR CONTROL CENTER, LARGE ELECTRICAL PANEL.
THEY'RE ALL PART OF PACIFIC AND THAT'S WHY THEY'RE UP THERE.
TWO BUILDINGS WORKING WITH A CAMPUS.
THERE'S MORE, BUT AGAIN WE HAD TO PRIORITIZE THINGS.
AND THIS -- THIS IS A BIG DENT IN THEIR PANEL.
>> DO WE KNOW WHAT WAS GOING TO?
PRETTY CLEAR, NO LONGER IN BUSINESS.
ONE THING WE'RE TRYING TO DO ND NOT BEEN DONE IS SANDERS.
YOU KNOW, WHETHER IT IS H VAC SYSTEM OR BOILERS OR CHILLERS, ELECTRICAL PANELS AND SO ON.
WE HAD -- BECAUSE AND THIS HAPPENS EVERYWHERE.
YOU HAVE BUILDINGS AND THINGS OVER TIME AND YOU DON'T HAVE A GOOD STANDARD.
FIVE YEARS, YORK AND ANOTHER FIVE JERRY.
YOU GOT TO START TO DEVELOP THOSE STANDARD SO YOU HAVE.
THAT'S A LOT OF HIS JOB IS WORKING WITH THE FACILITY DIRECTORS ON HOW CAN WE COORDINATE THIS SO WE HAVE THE SAME TYPE OF ENGINE CONTROL SYSTEM.
>> WHEN I WALKED IN AND SAW THOSE, I HAD YOUR SAME REACTION.
>> BORROWED TIME AS FAR AS I KNEW.
>> ALSO BROOK HAVEN HAS SEVERAL ROUTES.
SOME ROUTES PARTICULARLY CEDAR VALLEY ARE NOT IN GOOD SHAPE.
SO AGAIN, 17 TOTAL AND THEY'RE PRIORITIZED AND STRATEGIC WORST AND OR [INDISCERNIBLE] BUILDINGS AND [INAUDIBLE] BUILDINGS COMING DOWN AND THINGS LIKE THAT.
>> WHAT IS OFF THIS IS EL CENTRO.
>> EXPLICITLY, NONE, HOWEVER, IF WE GET IN A PROJECT THAT REQUIRES IT, IT WOULD HAVE TO BE FACTORED IN PIECE WISE WITH THAT PROJECT.
CEDAR VALLEY, YOU SEE HE TOTAL THERE.
GET INSIDE THESE AND THE COIL WAS STARTING TO FAIL.
YOU SEE EIGHT OF 11 BUILDINGS ON THE CAMPUS.
>> THERE'S -- THERE'S NO -- THERE'S NO -- JUST AGING AND MODERN.
THERE'S DAMAGE LOOKING AND WORKING WITH RISK MANAGEMENT TO -- TO GET THE CLAIM.
THOSE ARE THE COPPER ROUTES THAT I WORK WITH.
THE REST OF THEM, CEDAR VALLEY ARE BALANCED ROUTES, HAIL WOULDN'T HURT THEM BUT BROOK HAVEN, YES.
>> WE'RE GOING TO DO A DIFFERENT STYLE.
ALSO REPLACE IN THE FUTURE WITH THAT.
THAT TECHNOLOGY AND EVERYTHING YOU HAVE DONE.
MOST OF THEM WILL ROLL OUT TYPE.
>> WE'RE GOING TO DO A SINGLE PLY MEMBRANE.
IT IS -- IT IS -- IT IS -- IT IS EASY TO APPLY, NO ROCKS FOR CLOGGING UP CHAINS OR ANYTHING LIKE THAT.
WITH THE EXCEPTION OF BROOK HAVEN SO THEY HAVE THE METAL.
I'VE BEEN N THIS PERFORMANCE, THE STAIRS, THE TEAMWORK.
THE ELECTRICAL NEED SOME UPDATING.
AND IF YOU HAVE EVER BEEN IN AN ELEVATOR [INAUDIBLE].
>> I WAS A LITTLE CONCERNED THAT MIGHT TAKE MORE THAN ONE YEAR BUT IT IS REALLY I THINK -- I THINK THEY TOLD ME IT IS MORE REFURBISHING.
WE REAL THINK THAT IS ONE OF THE THINGS THAT -- THAT -- THAT NEEDS TO BE TONE.
[03:50:03]
ELEVATOR SAFETY SO ON.THESE ARE THINGS WE'LL LOOK AT.
ONE THING I HAVE TO MENTION IS THE CEDAR VALLEY FIRE COMMISSION.
>> THERE WAS A HORRIFIC ELEVATOR ACCIDENT A COUPLE OF MONTHS AGO IN FORT WORTH.
WHAT IS OUR PROGRAM FOR -- FOR ASSURING ELEVATOR SAFETY AND -- ACCOUNTABILITY?
>> WE HAVE A DISTRICT WIDE AGREEMENT, MAINTENANCE AGREEMENT.
IF WE NEED THEM, IF SOMEBODY GETS STUCK IN THE AN ELEVATOR THEY COME OUT AND HAVE TO BE THERE WITHIN AN HOUR.
WE MAINTAIN THE ELEVATORS, WE JUST NEED TO REFURBISH THESE.
WE'VE DONE THIS ROUTINELY WITH THE ELEVATORS IN THE DISTRICT, REFURBISH THEM.
REPLACE THEM FROM THE HYDRAULIC ELEVATORS AND THE CONTROLLERS AND EVEN THE INTERIOR JUST TO KEEP THEM GOING.
>> THIS IS NOT -- NOT CURRENTLY, RIGHT NOW WE HAVE A LOCAL FIRM, EMR ELEVATOR.
THEY'VE BEEN WORKING WITH US SINCE THEY STARTED.
THEY STARTED -- IT WAS A FAMILY OWNED FIRM AND THEY'RE STILL WITH US.
>> WE DON'T KNOW, THEY OWN JUST ABOUT EVERYTHING.
ELEVATORS, HARD TO NOT USE THEM.
>> MOUNTAIN VIEW, THEY HAVE -- THEIR CENTRAL LAN HAS A THREE CELL COOLING POWER THAT IS -- IS INSIDE THEIR MAINTENANCE YARD PICKING UP A LOT OF ROOM.
SO THEY WANT TO REPLACE THAT UP SIDE BECAUSE THERE'S 22 AND THEY HAVE -- NOT ENOUGH OWER FOR THE AMOUNT THAT THEY HAVE.
WE WANT TO MATCH THAT AND MOVE IT OUT OF THE YARD.
IT WILL HELP THEM AND GET THE NEW TOWERS.
IT IS NOT LIKE IT BREAKS THEY LOSE THE MOTHERBOARD.
THERE'S THAT VULNERABILITY WITH THAT.
WE WANT TO GET AHEAD OF THAT 3 BEFORE THAT APPENS SO WE CAN -- THEY'LL DO IT IN PARALLEL.
THEY WON'T SHUT OFF EXISTING UNTIL THIS ONE IS DONE.
SO -- SO YOU'LL ALWAYS HAVE A FUNCTIONING FIRE ALARM IN THE BUILDING.
>> NOT JUST ONE FIRE ALARM IN ONE AREA.
THAT'S ONE BUILDING FOR PLACEMENT AS WELL.
>> RICHLAND HAS THREE ROOFS FOR A REPLACEMENT.
THEN I CALL IT DISTRICT BECAUSE IT EFFECTS OTHER CAMPUSES BUT -- BUT THE FA AS I HEAR THE DISCUSSION ABOUT THE CAPITAL, THE FCA WILL HELP WITH THE PROGRAMMING THING.
I THINK YOU BROUGHT IT UP SIR WHERE YOU'RE TALKING ABOUT HOW DO WE PLAN FOR THIS? AN FCA WILL HELP YOU HAVE THAT CAPITAL.
YOU PUT YOUR ROOF ON A 20-YEAR PLAN AND THEN YOU PROGRAM THEM AS THEY BUBBLE UP TO THE TOP.
FAILURES, DATABASE FAILURES BUT IT IS JUST -- JUST WIDE.
YOU ARE STUCK WITH THE PROGRAM A YEAR OR TWO OUT.
THEY'LL DO EVERYTHING FROM FLOOR TO CEILING, FLOOR TO ROOF.
AND THEY'LL LOOK AT EVERYTHING AND GIVE US A DETAILED REPORT.
PROJECT MANAGEMENT IS SORELY NEEDED HERE.
MAINLY SHARON'S GROUP TO HELP MANAGE RIGHT NOW, THE SPREADSHEET, E MAILS AND TEXT MESSAGES.
A SOLUTION THAT IS CALLED THE SIRE PROCESS WHICH I'M SURE EVERYBODY IS FAMILIAR WITH.
IT IS A PROCESS THAT HELPS THEM MANAGE IT.
THE LAST THING, THE UTILITY SURVEY THAT'S A G.P.R. AND SERVING GROUND ENETRATING RADAR.
IT GOES TO THE GROUND AND LOOKS FOR UTILITY LINES AND WATER LI LINES, ET CETERA AND WE'LL HAVE THAT MAPPED OUT.
WE ALLOCATED A MILLION DOLLARS FOR THOSE THINGS.
>> YOU'RE SAYING WITH THIS SOFTWARE WE'LL KNOW WHERE OUR UTILITY LINES ARE?
>> THE PROJECT MANAGER SOFTWARE WAS A WAY TO MANAGE PROJECTS BETTER THAN WE'RE DOING, SEPARATE FROM THAT ARE THE UTILITY SURVEYS TO WHERE THEY WOULD GIVE US THE DATA OF WHERE THESE ARE IN THE DISTRICT.
[03:55:01]
>> SO WHO IS GOING TO CONDUCT A UTILITY SERVICE?
>> THE LAST TIME WE DID THAT WAS 1993.
EVERY PLACE THERE'S AN UNDERGROUND SOMETHING.
WHERE ARE THE ELECTRICAL LINES AND THE SEWER AND GAS LINES.
>> WE HAVEN'T DISCUSSED THE THE PRESENTATIONS TODAY YET OUR APPROACH TOWARD SUSTAINABILITY AND -- AND JUST CURIOUS ABOUT HOW -- WHAT DO YOU THINK ABOUT THAT, THE APITAL PROGRAM AT LARGE? BUT ALSO UTILITY SURVEY.
I THINK A LOT OF THE UTILITY WILL OFFER COST SHARE TO MINIMIZE DEMAND AND THAT KIND OF STUFF.
ARE WE TAKING FULL ADVANTAGE OF THOSE?
>> WE'RE DOING THOSE WORKING WITH GEORGIA.
THIS UTILITY SURVEY IS JUST DOWN THE PENETRATING RIDGE.
WHERE IS THE TOUGH YOU CAN'T SEE? THE UTILITIES YOU'RE TALKING ABOUT IS OTHER THINGS WE'RE DOING.
WE DO EVERYTHING FROM HAD ELECTRICAL BILLS TO -- TO -- TO -- TO -- TO COMING UP HERE IN ANOTHER YEAR.
WHAT KIND OF -- OF -- OF WHAT DO WE WANT TO DO.
WHO HELPS US WITH THE GAS AND ELECTRIC.
THERE'S ALL KIND OF STUFF THAT IS DONE BUT WHAT WE HAVE NOT FINISHED AND WE'LL DO T THIS MORNING IS WHAT - WHAT WILL HELP IN THE SUSTAINABILITY WITH THE PROJECTS.
MANY OF THE COOLING TOWERS AND EVERYTHING, THEY'RE GOING TO HELP.
IT IS GOING TO REDUCE THE WAY THEY WORK TODAY AND PROPOSE THE OLD ONE.
THERE'S A REFLECTABILITY THAT CAN DEDUCE THE HEAT DEMAND ON THE ROOF AND THERE BY RUDDING YOUR -- YOUR -- YOUR -- YOUR -- YOUR HAND ON YOUR -- ON YOUR EIGHT TRACK SYSTEM THAT YOU HAVE.
WE GOT TO GO BACK AND GET SOME OF THAT WORK.
WHAT DOES SUSTAINABILITY DO ON ALL OF THIS.
>> IF YOU LOOK AT THE BALANCE AND THE ROOF VERSUS THE PVC ROOF I'M SUGGESTING IT IS A 40 TO 50 DEGREE DIFFERENCE ON ANY SUMMER DAY.
IT IS SOMETHING CALLED REFLECTIVITY AND SOMETHING ABOUT THE WAY IT ABSORBS HEAT.
YOU GO UP THERE AND IT IS JUST LIKE SNOW.
WHEN WE UPGRADE OR -- GET A NEW COOLING TOWER THEY'RE NEWER AND MORE EFFICIENT.
I KNOW THEY'RE WORKING ON A SURVEY AS WELL.
>> THERE'S NOT RIGHT NOW IN THIS PLAN.
IT CERTAINLY CAN BE IN THE FUTURE.
BUT WHAT THIS PLAN IS SPECIFICALLY -- [INAUDIBLE] IT CERTAINLY COULD FACILITATE IN THE FUTURE.
IF YOU'RE ASKING ME IF THAT ROOF WILL SUPPORT IT, THEN THE ANSWER IS YES.
>> WE GOT TO DO THEM -- GOT TO DO THEM STILL -- I'VE ALSO FOR THE TO CONFESS SOME THINGS WE JUST NEED TO FIX RIGHT NOW.
IF I DON'T TAKE CARE F -- OF SOME OF THE ISSUES THAT ARE GOING ON AND WE'RE BEHIND THE EIGHT BALL ALL ALONG.
THERE'S SOME THINGS TO TALK ABOUT.
WE GOT TO BUILD IN A PORTION OF THIS AS WE DEAL WITH THAT.
THAT'S WHY I WANT TO LOOK AT THIS HOW MUCH THIS HAS SUSTAINABILITY FACTOR IN IT.
THE FIRST ROUND THERE'S GOING TO BE THINGS.
THEY'RE NOT LISTED SEPARATELY AS DOING SOMETHING.
ANYTIME YOU BUILD A NEW BUILDING, YOU'RE GOING TO FIND YOURSELF BEING MORE THAN [INAUDIBLE].
WHAT -- WHAT -- WHAT [INAUDIBLE] I DON'T KNOW EXACTLY.
>> SO -- AT SOME POINT AND I'VE -- I TOTALLY SUPPORT WHAT YOU SAID ABOUT WE GOT TO DO SOME THINGS RIGHT AWAY AND WE WILL.
[04:00:03]
ARTICULATING A PHILOSOPHY TOWARD SUSTAINABILITY.>> SPENDING 11 BILLION DOLLARS IS AN OPPORTUNITY.
HOW DO WE DO UTILITY PURCHASING AND THESE THINGS AN IF WE WANT TO GET SERIOUS ABOUT SOLAR, WE'LL DO IT BY PURCHASING TOEFRT GRID AND RATHER THAN -- THAT'S THE MOST EFFICIENT WAY.
>> IT HAS TO MIX TOGETHER RIGHT.
YOU HEARD THAT THEY START THE EDUCATION PLAN.
YOU'VE GOT TO TAKE CARE OF STUDENTS.
>> TWO WORD I WILL USE OVER AND OVER AGAIN SO YOU'RE TIRED OF ME SAYING IT, BUDGET AND EVERYTHING ELSE WE'RE LOOKING AT HAS GOT TO HELP THE STUDENTS GET JOBS AND WAGES.
ARCHITECTS AND ENGINEERS, WE WERE TALKING I.T. AND PUBLIC SAFETY.
WE'RE ALKING -- WE'RE TALKING ABOUT DIFFERENT DESIGNS AND DIFFERENT INSTRUCTIONAL TECHNOLOGIES.
I MEAN, IT IS -- IT IS JUST DIFFERENT THAN BUILDING A BUILDING AND SUSTAINABILITY IS A BIG PART OF THAT OF WHAT WE WANT THEM TO DO.
WE GOT TO STAY IN WHAT WE CAN AFFORD AND SUSTAINABILITY IS AFFORDABLE.
BUT YOU GOT TO WATCH WHERE IT MAKES, WHERE YOU GET THE MOST BANG FOR YOUR DOLLAR.
>> ON THE UTILITY SURVEY AS WE'RE BUILDING THE BUILDING ARE WE GOING TO INCLUDE THEM IN -- IN THE REPORT OR WHATEVER THE FINAL PRODUCT IS TO LET US KNOW ON THE NEW BUILDING FOR EVERYTHING IS LAID OUT.
THEN IN KEEPING WITH -- WITH WHAT WAS SAID, I KNOW WE NEED TO FOCUS ON MANY OTHER THINGS.
EVENTUALLY IT WOULD BE GOOD TO HAVE A SUSTAINABILITY PLAN.
WE KNOW [INAUDIBLE] AND POSSIBLY APPROVE.
BUT COUPLED WITH THAT WE HAVE TO BE [INAUDIBLE] DOWN THE ROAD AND SUSTAINABILITY.
IN A COMPREHENSIVE WAY, IT'LL TAKE MONEY.
AT LEAST WE KNOW WHAT WE'RE LOOKING AT.
>> THAT'S THE PLAN I HOPE TO HAVE MORE OPTIONS IN THE FUTURE SAYING -- OH, I SEE, YOU COULD DO SOME OF THIS.
DIRECT THE DOLLARS IN THESE DIRECTIONS.
RIGHT NOW IT IS -- IT IS PRETTY EASY STORY TO TELL.
AT SOME POINT IT IS HARDER TO DO.
WHAT DO YOU DEFINE AS FUTURE? THREE YEARS OUTING FIVE YEARS OUT.
THE CONTINGENCY MONEY, IT IS NOT CONTINGENCY, WE DIDN'T PUT ANYTHING IN THERE FOR EL CENTRO OR SOMETHING ELSE POPS UP THAT WE HAVE TO FIX.
I DON'T WANT TO CALL IT AN EMER EMERGENCY.
IT HAS A DIFFERENT TITLE TO IT.
>> SO THE CONTINGENCY HERE MEANS FOR UNFORESEEN BUILDING TO MAKE IT POP-UP.
>> I ASKED HIM WHETHER HE'S GETTING THIS DONE FAST ENOUGH.
SHORTLY AFTER THE FIRST OF THE CALENDAR YEAR, MAYBE AROUND FEBRUARY WE KNOW WHERE WE'RE GOING TO BE ON GETTING THIS DONE AND WHAT WE ALREADY SPENT THE MONEY ON.
IF THERE'S SOMETHING WE CAN DO WITH THAT WE'LL ADD TO THOSE.
>> IT CAN'T BE THAT DIFFICULT.
HINDSIGHT IS A LITTLE DIFFERENT.
>> 250 MILLION IS WHAT THE TOTAL, IN ROUND NUMBERS.
25 MILLION IS ONLY BOUT A THIRD OF THE THINGS THAT -- THAT I IDENTIFY AS CRITICAL.
SO IF THEY'RE CRITICAL THAT TELLS ME THAT -- THATTEE THAT SOMEBODY [INAUDIBLE].
PACKAGES -- I'LL GO BACK QUICK.
[04:05:01]
LIKE FIRE ALARM WOULD BE IN CATEGORY ONE BECAUSE IT HAS TO DO WITH FIRE.IT DOESN'T JEOPARDIZE ANYBODY RIGHT NOW.
>> I MAYBE DIDN'T NEED THE DESCRIPTION BUT JUST IT DICE TOMORROW.
WHERE DOES THE MONEY COME FROM?
>> PROJECT THAT HASN'T STARTED YET.
THIS -- THIS LIST IS THE DEFERRED MAINTENANCE.
THE WAY IT WORKS, IT SHOULD LIVE AND BREATHE EVERY SINGLE DAY.
TOMORROW ONE OF THE DIRECTORS COULD CALL ME AND SAY I HAVE THIS APPEN AND I -- WE NEED HELP.
SO I'LL GET WITH JOHN AND THEN WE MAY REPRIORITIZE.
AND THIS WILL HAPPEN -- THIS FORMAL PART WILL HAPPEN EVERY YEAR.
THE PRIORITIES COULD CHANGE TOMORROW.
>> HOPEFULLY IN THE NEXT TWO TO THREE YEARS.
THERE'S MORE OF THIS, AS YOU EXPERIENCED FROM AN EMERGENCY REPAIRS TO PLANNED MAINTENANCE AND WE'RE IN HERE WORKING ON A PLAN RATHER THAN FIGHTING.
>> THIS KEEPS YOU OUT ALL THE TIME.
>> THEY DON'T CATCH EVERYTHING.
BUT WHILE -- WHILE -- ONE OF THE -- ONE OF THE PROBLEMS I HAVE, I HAVE THIS -- I HAVE THIS -- I'M DEALING WITH MY HOME OR WHATEVER, I GET USED TO SOMETHING THAT IS BROKE OR DOESN'T WORK RIGHT.
>> PART OF WHY WE'RE DOING THE FACILITY CONDITION ASSESSMENT IS BECAUSE I HAVE THAT OUTSIDE EXPERT ENGINEER, ARCHITECT THAT IS LOOKING AT THIS AND SAYING, NO YOU GOT THIS.
MAYBE WE PUT IT UP WITH IT FOR SO LONG WE DIDN'T THINK IT WAS THAT.
THAT'S THE IMPORTANT PART, GETTING SOMEBODY ELSE TO HELP.
THIS HAS A FAILURE RATE OF 75 PERCENT ONCE IT GETS OVER 15 YEARS.
GUESS WHAT? THOSE ARE THE HELPS WE CAN HAVE OF HOW WE WANT TO PLAN THIS OUT EVENTUALLY IS WE REPLACE THINGS BEFORE THEY COULD [INAUDIBLE] WITHOUT WASTING MONEY BUT KNOWING THAT THERE IS A LIFE CYCLE THAT EVERY SINGLE ONE OF THESE -- THESE -- THESE -- THESE FUNCTIONS THAT WE USE IN DOING THESE THINGS AND THEY CAN BE REPLACED ON A REGULAR BASIS.
>> AFTER FIVE YEARS, A MOVE TOWARD PROACTIVITY.
>> WE HAVE - THAT WE'RE -- WE'RE ALLOCATING MORE MONEY.
I JUST THOUGHT IT WAS HOPELESS BEFORE BASED ON THE RESOURCES THAT WE WERE ALLOCATING.
>> SCOTT LIKE HE BARELY GOT HIS HEAD ABOVE WATER.
>> LET ME ASK YOU A QUESTION, WE GOT, I DIDN'T COUNT THEM UP, WE GOT LL THESE RULES.
>> I FIGURED YOU WOULD HAVE A NUMBER.
>> WE STARTED LOOKING AT THOSE.
HAVE YOU ALL LOOKED AT -- AT THIS -- JUST DOING ONE [INDISCERNIBLE]? [INAUDIBLE].
SEE WHAT KIND OF PRICING WE COULD GET.
WE'RE DOING -- I'LL TELL YOU THE WAY I'M LOOKING AT IT.
THERE'S FOUR CAMPUSES, BROOK HAVEN, CEDAR VALLEY, RICHLAND AND NORTH LAKE.
I'M COMBINING RICHLAND AND NORTH LAKE AND THREE ON ONE AND ONE ON THE OTHER.
THREE CAMPUSES OR THREE PROJECTS.
I WANT TO HAVE IN PARALLEL A -- A -- A CONTRACTOR OR -- OR THE ROOF IS GOING ON AT THE SAME TIME AT ALL FOUR CAMPUSES.
SO I'M TRYING -- I ALREADY MET WITH PURCHASING CHARLES AND JEFF AND -- AND WE TALKED ABOUT THIS.
WE THOUGHT THE BEST WAY TO DO IT WAS -- WAS ADHERING TO STATE LAW AND DIVERSITY AND FAIRNESS AND EQUITY AND ALL OF THE STUFF THAT THEY WORRY ABOUT IS TO -- YOU COULD DO ONE CONTRACT BUT THEN IT IS -- IF SOMETHING HAPPENS WITH THAT CONTRACTOR IT EFFECTS THE ENTIRE DISTRICT.
[04:10:02]
VENDORS, BUT YOU -- YOU COULD -- THERE'S 17 DIFFERENT BUILDINGS.I THINK THREE IS A GOOD WAY TO -- TO DIVERSIFY THE MONEY.
DIFFERENT PARTS OF THE CITY OR BUSINESSES AND GET THEM DONE AT THE SAME TIME.
>> THERE'S COMPETITIVE BIDDING.
>> ARE THEY SIMILAR TYPE ROOFS?
>> BROOK AVEN IS DIFFERENT THAN ANYWHERE ELSE BECAUSE OF THE COPPER ROOFS THEY HAVE.
CEDAR VALLEY IS MAINLY THE BALANCE OF WHAT WE CALL E.P.D.M.
THEN RICHLAND AND NORTH LAKE HAVE A MIXTURE BETWEEN WHAT WE CALL BUILT-UP ROOFS AND THEY ALSO HAVE I THINK SOME -- SOME -- SOME OLDER SINGLE PLY ROOFS.
I DON'T KNOW -- THERE'S A WIDE ARRAY, ESPECIALLY BROOK HAVEN.
TO FIND ONE PERSON TO DO ALL OF THAT AND TO DO IT WELL WOULD BE A CHALLENGE.
THERE'S THE 2 MILLION DOLLAR CONTINGENCY THAT WE TALKED.
THAT ROUND OUT THE 25 MILLION.
>> THERE'S A VISUAL FOR THE MONEY.
THE ONLY THING NOT ON HERE IS THE DISTRICT MONEY, THE -- THE MILLION DOLLARS FOR THE DISTRICT EFFORTS.
I BELIEVE -- SO THIS IS THE LAST SLIDE.
SO -- AS I'VE SAID, THIS IS -- THIS HAS MADE THE CHANGE AND IT SHOULD CHANGE AND WILL CHANGE AND THEN -- AS -- AS JOHN SAID, AS WE GET MORE MATURE IN THE PROCESS IT WILL BECOME MORE STABLE AND MORE PROACTIVE AND REACTIVE.
REGARDLESS, IT MADE THE CHANGES AND SHOULD CHANGE.
SO I'M GOING TO -- I'M GOING TO INSURE THAT WE PRIORITIZE AND KEEP IT [INDISCERNIBLE] AS NECESSARY.
IF THE CAMPUSES DO SOMETHING ON THEIR OWN, I'LL WORK WITH THE FACILITIES DIRECTOR TO RECONCILE THE LIST AND KEEP IT UP TO DATE.
WE'LL COME BACK NEXT YEAR AND -- AND -- HOPEFULLY TELL YOU EVERYTHING THAT WE SAID WE'RE GOING TO DO WE DID.
SO PROPOSE VERSUS ACTUAL RECONCILIATION ITH THE BOARD.
AND THEN ALSO IN THE SAME MEETING OUTLINE WE'LL HAVE THE NEW LIST OF THE NEW PRIORITIES AND WHATEVER THEY MAY BE FOR NEXT F.
THEN WE ALSO TALK ABOUT THE 25 MILLION DOLLARS TOO IS SOMETHING THAT I FELT FAIRLY COMFORTABLE WITH THAT WE COULD GET DONE IN ONE YEAR BECAUSE I THINK THAT -- YOU KNOW, GETTING THESE DONE IN A TIMELY ANNER IS AS IMPORTANT AS ANYTHING ELSE.
THESE ROOFS YOU KNOW, THE CAMPUSES REALLY NEED THEM.
I'M GOING TO GET THEM DONE AS FAST AS POSSIBLY .
>> OF THE 25 MILLION, DO YOU THINK THAT'S NOUGH IN THE BUDGET FOR DEFERRED MAINTENANCE FOR THESE EVEN THOUGH THEY MAY NOT BE AS CRITICAL AS THEY WERE.
THIS IS TOO IMPORTANT TO BE DONE PROJECTS IS ENOUGH.
>> I -- I -- SO AGAIN THE CHALLENGE TO ME WAS TO TO GET THESE DONE.
THIS WAS A DEMARCATION WHERE I THINK WE CAN GET THIS DONE IN A YEAR.
SOME OF THE -- SOME OF THE STUFF PUSHED UP AND THERE'S DIFFERING CULTURES AND IND SETS THAT EACH CAMPUS WITH FACILITIESES APART.
WHAT WAS WHAT ONE HERE AND THAT WOULDN'T BE A ONE.
SO SOME OF THAT, THERE'S NOT -- THERE'S NOT -- SITUATION -- CONSISTENCY AMONG ALL -- ALL -- ALL OF THE DATA THAT CAME UP.
BUT I CAN TELL YOU THAT AGAIN, I -- I -- I TOLD YOU EARLIER.
I'VE SEEN THIS STUFF AND SEEN IT AND TOUCHED IT AND SEEN IT.
WE'RE CAPTURING AS MUCH OF THE CRITICAL MOST SPORNT STUFF WITH THE 25 MILLION AS FAR AS IT WOULD GO.
I TOOK ONE AND TWO AND WENT FROM THERE.
>> YOU'RE CORRECT, WE LIKE IT TO BE MORE.
ONE THING WITH SCOTT, SAVOR THE BUDGET AND GET IT DONE IN THE TIME PERIOD WE SAID E WOULD.
36 MILLION DOLLARS NEXT YEAR IS BECAUSE HE DID SUCH A GOOD JOB.
THAT'S -- THAT'S ONE OF THE THINGS WE GOT TO DO IS WE GOT TO DECIDE ON THE LIST AND WE'LL GET IT DONE ON TIME AND UNDER BUDGET.
AS WE DO THAT I FEEL MORE COMFORTABLE ASKING FOR MORE MONEY.
>> THIS GOING TO AKE PLACE OF THE FOLD-OUT FORM THAT -- THAT JUST --
[04:15:01]
WE'RE WORKING ON THAT BECAUSE -- WE'RE GOING TO HAVE MORE THINGS GOING ON FROM A FACILITY STANDPOINT THAN WHAT WE HAD BEFORE.
A LOT OF THAT IS GOING TO NOW BE IN THIS AS PART OF THIS, WE'LL SHOW YOU THIS.
THIS IS WHAT WE SAID WE WOULD DO AND HERE'S HOW WE'RE DOING.
>> THIS IS CLICKING WITH OUR -- OUR BOARD BOOK.
>> AND FACILITY IMPROVEMENT PLAN.
>> THAT IS THE WAY IT IS GOING -- GOING TO -- BUDGET LOOKS NOW.
THE FACILITY IMPROVEMENT MAN AND I'LL ADD THE LIST TO THE BUDGET LIST FOR THE BOND PROGRAMS AND I'LL BE UNDER THE CAPITAL.
WE HAVEN'T GOTTEN TO YET IS THAT OTHER STUFF IN THE BUDGET.
EVENTUALLY WILL CONSOLIDATE EVERYTHING DOWN TOGETHER SO WE SEE WHAT FACILITY PROJECTS ARE GOING TO BE JOINED.
ONE SECTION IN THEWE'LL BE REPO ALSO THE SAME WAY.
HERE'S WHAT WE SPEND ON THE G.O.
BONDS AND THE REVENUE BONDS AND THE -- YOU GOT IT.
THAT S STILL FUND, THE WAY WE GOT THIS GOING, WE'RE DOING TRANSITION YEAR.
AND THEN I THINK WE COULD MOVE NORTHWARD OF WHAT WE'RE DOING.
>> WE COULD GO ALL NIGHT, IF YOU LIKE.
>> I WAS IN FOR 24 YEARS DAYE A LOT OF THINGS.
BUT THE FIRST PART OF MY CAREER I WAS A MAINTAINER.
I WAS ENLISTED OFFICER AS WELL.
I WAS A FEDERAL AGENT INVESTIGATING FELONY CRIMES AND THEN I BECAME AN ENGINEER.
ALL RIGHT, WITH THAT BEING SAID, NO -- NO -- NO -- SHARING WITH US THE LIST THAT IS ON THE CHANCELLOR'S ADVISORY COMMITTEE.
HE PROVIDED THEM TOO AND PEARL MADE EXTRA COPIES AND HAD TO RUN OUT TO EVERYBODY.
HE TOLD ME THAT IF ANYBODY HAD ANY RECOMMENDATIONS FOR SOMEBODY THAT NEEDED TO BE [INAUDIBLE] TO GIVE IT TO THEM.
I HAD A UESTION ABOUT FIVE PEOPLE FROM THE DISTRICT.
WERE YOU UP TO 19 PEOPLE ON THIS LIST? WHO IS AND I DON'T KNOW, THAT'S WHY I'M ASKING, I MAY HAVE MET THEM AND DON'T REMEMBER.
>> CHARLES FRANNAL AND CHRISTIAN THOMAS.
>> CHARLES FRANNAL IS THE -- THE DIRECTOR OF PURCHASING.
I'M NOT SURE IF HE'S HERE TODAY.
WE HAVE MET HIM HERE, WE DID THE PROCUREMENT PRESENTATION SEVERAL MONTHS AGO.
HE WAS THE ONE SITTING NEXT TO ME.
CHRISTIAN THOMAS WORKS FOR MARK HAYES.
SHE'S OVER AT BILL JAY PRIEST AND PUT TOGETHER A LOT OF THE SMALL BUSINESS INNOVATION CENTER TYPE THINGS OF WHAT IS GOING ON OVER THERE INCLUDING THE LABS THAT THEY CURRENTLY HAVE VER THERE AND WHO ELSE?
>> I WAS JUST CURIOUS ABOUT THOSE TWO.
YOU NEED TO BE IN THE DISTRICT.
>> ARE THERE ANY POLICY ISSUES THAT -- THAT YOU ANTICIPATE THE BOARD WILL LOOK AT REGARDING MWPE IN THE COMING MONTHS AS WE GEAR UP FOR THE BOND MEETING.
FOR EXAMPLE ARE WE GOING TO BE REQUIRING MB CERTIFIED?
WHO IS NOT CERTIFIED BECAUSE IT GIVES ME A DATABASE WHO YOU WANT TO GO AFTER IN THIS.
THAT'S PART OF WHAT WE WANT TO DO WITH THE ADVISORY GROUP IS GET IDEAS.
PEOPLE TELL US WE'RE HARD TO DO
[04:20:01]
BUSINESS WITH.PART OF THE SECRET OF THIS, THE CITY HAS A -- HAS AN ONLINE BID SOFTWARE THAT -- THAT MAKES IT EASY FOR PEOPLE TO GET ON AND DO THAT.
WE WILL HAVE SOME OF THOSE SAME TYPE OF THINGS OF WHAT WE HAVE.
THE BIG DEAL IS YOU LOOK AT WHAT EVERYBODY ELSE HAS DONE.
WE WANT TO DO SOMETHING BETTER.
WE WANT TO BE BETTER THAN THAT.
WE'RE NOT ALLOWED TO SET STANDARDS.
WE CAN SET ASPIRATIONAL GOALS AND LOOK T WHAT WE'RE DOING AS WE TURN OUT RFES AND US AND SO ON ABOUT WHETHER OR NOT THERE'S -- THERE'S THE PROPER REPRESENTATION BY ALL GROUPS ACROSS.
HE WANTED TO USE THE COMMITTEE TO BASICALLY LOOK AT WHAT IS BEING DONE AND WHAT WE CAN DO TO -- TO SECURE FUNDING AND RESTRUCTURE OUR PROGRAM.
I TOLD HIM, I DON'T KNOW THAT IT IS TRUE.
BUT ALL OF YOU KNOW AT ONE TIME I DID -- I DID THE DISTRICT IS GOING TO BE [INAUDIBLE] AND I WAS A COLLEGE STUDENT AND ALL OF THIS STUFF SO THAT -- FOR THAT 2004 PROGRAM.
I'M THOUGHT SURE THAT THIS -- THAT THIS HAS CHANGED TOO MUCH FROM WHAT I INITIALLY WROTE AND PUT IN PLACE.
SO THE WHOLE THING NEED TO BE LOOKED AT IN TERMS OF BRINGING IT INTO -- INTO -- INTO -- INTO 2019 AND BEYOND.
>> YOU DID A GOOD JOB SHIRLEY.
HOWEVER WE'RE NOT READY TO PUBLISH IT UNTIL WE WORK WITH THE COMMITTEE.
IT WAS BASED ON [INAUDIBLE] AND BEST PRACTICES THEN.
IT FIT IN WITH WHAT THE DISTRICT POLICIES WERE AT THAT PARTICULAR TIME.
THEN -- THEN -- I KNOW IN SOMETHING.
AVAILABILITY AND DISPARITY STUDY.
THAT WAS -- THAT WAS EARLY 2000.
IN THE PROCESS OF DOING SOMETHING AND THEN I KNOW, AT ONE POINT BECAUSE EVERYBODY IS DOING THOSE STUDIES.
YOU DID HAVE SOME [INAUDIBLE] PARTNERSHIP EXCEPT FOR THE FEDERAL DOLLARS LIKE THE AIRPORT AND [INAUDIBLE].
MAYBE SOMEBODY ELSE WITH A CURRENT NUMBER.
PIGGYBACK TO BRING THE DATA PIECE UP TO -- TO CURRENT INFORMATION.
>> THE FIRST MEETING OF THE ADVISORY COMMITTEE WILL BE JULY 1ST.
>> HE TOLD ME THAT HE WAS LOOKING, HE DIDN'T KNOW WHAT THEY WERE DOING.
THE FIRST AGENDA ITEMS WILL BE TO ASK THE GROUP WHAT DO YOU NEED? WHAT BARRIERS HAVE WE PUT IN PLACE? AND WHAT WOULD BE IDEAL SO WE HAVE GOOD INFORMATION TO LOOK FORWARD TO PLANNING FOR AN RF2 OR WHATEVER WE NEED TO DO.
THAT WILL BE CONDUCTED ON JULY 1ST.
WE'LL HAVE THAT INFORMATION AVAILABLE.
ANY OTHER QUESTION OR COMMENT? PLEASE ASK MORE QUESTIONS.
>> THAT'S NOT WHAT YOU WERE GOING TO SAY.
>> I DON'T KNOW ALL OF THESE PEOPLE.
>> WE -- I'M GOING TO SUGGEST THAT WE ADD -- WE GOT SOME ENTREPRENEURS.
I'M GOING TO SUGGEST AT LEAST TWO THAT I KNOW OF THAT -- ONE IS ARCHITECT AND HE ALWAYS HAS ISSUES.
AND SO I THINK -- I THINK WE GOT GOOD FEEDBACK FROM HIM AND ANOTHER ONE THAT WAS INCLUDED IN A STAFFING THAT WE NEVER CALLED ON AND I THINK IT WOULD BE GOOD.
>> [INAUDIBLE] LOOK AT THIS ETHNICITY THAT IS ON HERE.
MY CONCERN AND THIS IS -- THIS IS ONE OF REASONS WHY I ASKED ABOUT THE DISTRICTS, I'M KIND OF AMBIVALENT ABOUT THE COMMITTEE BECAUSE I BELIEVE THEY COULD GET TOO BIG.
YOU'RE NOT BIG IN ACCOMPLISHING ANYTHING.
>> SOME PEOPLE THAT I WANT [INAUDIBLE] SHARING THIS FIRSTHAND AND THE [INAUDIBLE] PURCHASING PEOPLE.
I REALLY WANTED THEM TO HEAR IT
[04:25:01]
FIRSTHAND AND TO BE FILTERED BY ME OR BY ANYBODY ELSE.THIS IS NOT JUST ABOUT BOND PROGRAMS OR MAINTENANCE, IT IS ABOUT ALL THINGS.
>> THE GROUP FROM THE DISTRICT WILL NEED SERVERS FOR THIS PROCESS.
>> THAT WAS WELL FOR THE CITY COUNCIL.
YOU GET OVER 10 PEOPLE YOU GOT PROBLEMS.
>> I DON'T THINK IT NEEDS TO GET SO BIG WHERE -- WHERE -- WHEREAS I SAID, THEY'RE NOT GOING TO GET ANYTHING DONE SO FORTH OR TERM LIMITS.
>> WE GOT A TOOL WITH THE COMPRESSION PLANNING AND GETS TO THE ISSUES.
>> I THINK IT WILL HELP WHAT YOU'RE -- I THINK -- THINK WILL HELP WITH THE ISSUE YOU'RE TALKING ABOUT.
I ENCOURAGE US NOT TO INVITE INDIVIDUAL VENDORS TO THIS COMMITTEE.
>> THEY NEED TO BE VERY CAREFUL IN THAT SITUATION.
THAT'S ONE THING WE'RE LOOKING AT.
THE SECOND HING IS I TALK ABOUT THIS, THE THING I WORRY ABOUT AS WE LOOK AT THE MWB COMPONENT AND EVERYTHING ELSE WE DO IS WHETHER WE HAVE THE INTERNAL CAPACITY TO MANAGERS.
THERE'S -- THIS IS A POOR EXAMPLE.
TRYING TO GET A HOLD OF THE LATEST THE AVAILABILITY AND DISPARITY STUDY.
THERE'S NOBODY TO CALL UP AND IS RESPONSIBLE FOR -- FOR MANAGING THAT PROGRAM FOR US.
SO WE GOT TO REALLY THINK ABOUT -- ABOUT OUR CAPACITY AND I KNOW YOU ARE.
BUT -- BUT -- I JUST -- I DON'T THINK WE HAVE ENOUGH PLACES YET.
>> THAT'S ONE REASON WE LIKE TO DO RFG ONE.
GET THE ADVISORY AND TELL THE PROBLEMS ARE AND GET SOMEBODY TO COME IN AND TELL THOHOW TO SOLV IT.
IF I LOOK AT THE STAY COUNTY AND ISD AND MWB AND THE APARTMENTS AND SHE DOES A GREAT JOB AND CAN'T DO IT ALL.
THERE'S OTHERS THAT GOT SIX TO TEN PEOPLE IN THE DEPARTMENT.
>> THIS IS GOING TO BE - GOING TO BE SCRUTINIZED.
FROM A LOT OF DIFFERENT ANGLE POINTS INCLUDING HOW MUCH ARE E DIRECTLY PUTTING BACK INTO THE DALLAS ECONOMY ACROSS COMMUNITIES.
I THINK YOU NEED TO HAVE CLEAR GOALS AND EXPECTATIONS.
YOU ALL MAY HAVE ALREADY PUT THAT TOGETHER.
SOME CLEAR GUIDANCE ON WHAT YOU'RE TRYING TO ACCOMPLISH.
WE NEED TO GET OFF THE OTHERS.
[INAUDIBLE] WE DON'T NEED TO [INAUDIBLE].
WE JUST BUILD A COMMON DATABASE AND WORK TOGETHER FOR THE SAME GOAL.
>> BMW AIRPORT AND DALLAS COUNTY AND THE CITY OF DALLAS HAVE RECENTLY DONE AT LEAST WITHIN THE PAST THREE -- ONE TO THREE YEARS THEY'VE DONE AVAILABILITY DISPARITY STUDIES.
HOPEFULLY WE COULD USE THEIR STUDY AND LOOK AT THEM AND -- INSTEAD OF US GOING OUT AND DOING OUR OWN AND CRAFTING ONE FROM WHAT THEY DID.
IN TEAMS OF ENTREPRENEURS, I HADN'T THOUGHT OF THAT BUT IF THE BOARD DOES NOT FEEL COMFORTABLE HAVING THEM ON THE COMMITTEE WE NEED TO HAVE A SECTION WHERE ENTREPRENEURS COME AND WE HEAR DIRECTLY FROM THE PEOPLE MOST EFFECTED.
>> I THINK IT IS A PRIVATE COMPANY.
WITH THAT BEING SAID, ANY
* This transcript was compiled from uncorrected Closed Captioning.