[00:00:01]
THANK YOU. SO WE'VE ADJOURNED THE SPECIAL
[1. Certification of Notice Posted for the Meeting]
MEETING. >> C. COMPTON: IS THIS ROOM 036? OKAY. I ASKED IF WE NEED TO MOVE TO THE REGULAR BOARD. I JUST KNOW WHERE THE ROOM IS.
[3. One College Update]
>> CHAIR D. FLORES: THE SPECIAL BOARD MEETING IS ADJOURNED.
WE MOVE INTO THE WORK SESSION. AND AGAIN, ROB, I DON'T NEED TO READ THIS? BASED ON WHAT HAPPENED, WHEN WE MOVE FROM GOVERNANCE INTO SPECIAL MEETING, I'M GOING TO GO OFF OF THAT. WE MADE A STATEMENT ABOUT THE OPEN MEETING, THE CERTIFICATION HAS BEEN CONFIRMED.
ARE THERE CITIZENS DESIRING TO ADDRESS THE BOARD?
IF NOT, DR. MAY? >> CHANCELLOR MAY: THANK YOU VERY MUCH. MEMBERS, YOU SHOULD GUESS PEARLA, DOES THE BOARD HAVE A COPY OF THE PRESENTATION?
>> YES. >> CHANCELLOR MAY: THEY SHOULD BE IN YOUR NOTEBOOK. I'M GOING TO JUMP RIGHT INTO THIS AND GIVE A LITTLE BIT OF BACKGROUND.
THE JOURNEY WE'VE BEEN ON IS MOVED TO ONE COLLEGE AND KIND OF REMIND EVERYONE HOW WE GOT TO THIS POINT.
WE REALLY HAVE TAKEN A VERY DELIBERATE APPROACH, S WE'VE MOVED FORWARD. WE'VE SPENT SEVERAL YEARS LOOKING AT HOW E MEET THE STUDENTS, EMPLOYERS AND OUR COMMUNITIES AND HOW WE LEVERAGE THE RESOURCES WE HAVE TO REALLY ADDRESS THOSE NEEDS. AND LOOKING AS WE HAVE OVER TIME, WHERE THE GAPS HAVE OCCURRED AND HOW WE CAN BEST ALIGN OURSELVES TO MEET THAT. AT THE JUNE OF 2019 MEETING I ASKED THE BOARD, WE HAD A TO WHAT SOME OF THE NEEDS WEREV- THAT WERE OUT THERE, SOME OF THE CHALLENGES WE WERE SEEING AND HOW WE WERE LEAVING SOME STU STUDENTS BEHIND IN THE PROCESS.
IN AUGUST OF 2019 THE BOARD OF TRUSTEES APPROVED THE RESOLUTION WITH THE CHARGE TO ADDRESS THE GAPS AND BECOME ONE COLLEGE.
AND PUT US ON A PATHWAY TO MOVE IN THAT DIRECTION.
IT SAYS FALL 2019, FRANKLY, I THINK IT WAS AUGUST 3, 2019 THAT WE JUMPED ONBOARD WITH THIS KNOWING THAT THERE WOULD BE A GREAT DEAL OF WORK TO DO. THAT THERE WAS A LOT OF PEOPLE THAT NEEDED TO BE [INDISCERNIBLE] AS WE MOVE FORWARD. THAT WE NEEDED TO PUT TOGETHER QUICKLY A TEAM WITH THE KNOWLEDGE, SKILLS AND ABILITY TO TAKE US FORWARD. AND THAT WE HAD TO REALLY LOOK AT OTHER COLLEGES TO ET A BENCHMARK ABOUT WHERE WE WERE HEADED AND WHAT WE WANTED TO DO AS AN ORGANIZATION.
WE IN FACT, ENT BACK, YOU KNOW, WE'VE SPENT YEARS ENGAGED IN WORKING ON OUR EDUCATIONAL PLAN FOR THE ENTIRE DISTRICT.
THAT ROCESS IN ITSELF IDENTIFIED BOTH GAPS AND STRENGTHS WITHIN WHAT WHERE WE ARE.
WE LEVERAGED THAT INFORMATION TO IN FACT PUT TOGETHER A FACILITATE'S PLAN THAT WOULD ALLOW US TO GO FORWARD LAST MAY WITH A BOND LECTION TO BEGIN TO ADDRESS THOSE NEEDS.
NOW AS WE'VE GONE BACK AND LOOKED AT IT, WE'VE ARE IN A POSITION TO UPDATE THE PLAN, WHICH WE DID IN AUGUST.
AND GOING THROUGH THE EVEN UNTIL TODAY AS WE'RE STILL WORKING TOWARD THAT HAVE UPDATED THE EDUCATIONAL MASTER PLAN FOR THE DISTRICT. AND THEN WITH THAT, OF COURSE, WE HAD STILL THE WORK ON THE FACILITATES IS STILL IN GOOD SHAPE. HOWEVER, WE'VE HAD TO LOOK AT OUR PEOPLE AND PLANNING AND DO WE HAVE PEOPLE IN THE RIGHT SPOTS WITH THE -- TO ADDRESS HE NEEDS AS WE GO FORWARD.
THIS WILL VENTUALLY IMPACT THE BUDGET PLANNING AND JOHN WILL BE TALKING ABOUT THAT AT FUTURE MEETINGS.
THERE WAS ONE PARTICULAR VENT THAT CAUSED ME TO REALLY QUESTION OUR ORGANIZATIONAL STRUCTURE AND REALLY KIND OF PAINTED A MUCH CLEARER PICTURE OF HOW WE INADVERTENTLY CAN NEGATIVELY IMPACT THE LIVES OF STUDENTS COMING TO US FOR
[00:05:07]
DEGREES. I THINK THIS WAS OFF OF OUR RADAR.WE TALK ABOUT REVERSE TRANSFER KNOWING STUDENTS EARN CREDIT AND GO ONTO A FOUR-YEAR INSTITUTION. TAKE THE COURSES THEY NEED TO COMPLETE A EGREE FROM US AND WE HAVEN'T TRACKED WHAT HAPPENED TO THEM. THAT'S BEEN IN ONE OFFICE WITHOUT A LOT OF DISCUSSION. AND WHAT WAS GOING ON.
AS WE LOOKED AT THIS, I WAS STRUCK BY THE FACT THAT BETWEEN 2016, 2018, WE HAD THIS OVER 1600 STUDENTS THAT WERE ELIGIBLE, THEY WENT THROUGH THE APPLICATION PROCESS.
THEY WENT THROUGH THE TROUBLE OF HAVING CREDIT TRANSFER BACK TO US. AND WE ONLY HAD A 16% SUCCESS RATE WITH THAT. MEANING THAT 84% OF THE STUDENTS THAT APPLIED WERE REJECTED. AND IT WASN'T BECAUSE THEY DIDN'T HAVE THE COURSES. IT WAS BECAUSE THEY DIDN'T HAVE ENOUGH COURSES FROM ANY ONE OF OUR INSTITUTIONS.
25% RULE. AAND O THE OPTIONS WERE TO COME BACK TO US AND TAKE MORE COURSES, WHICH DIDN'T MAKE SENSE TO THAT. AND SO BASICALLY, A LOT ON THE TABLE IS SOMETHING THEY EARN. AS WE REALIZED VER THE YEARS WHAT HAS BEEN THE ACCUMULATIVE IMPACT, IS POTENTIALLY IN THE THOUSANDS OF PEOPLE THAT HAVE EARNED DEGREES FOR WHICH THEY PAID FOR, THEY WENT TO THE CLASSES, WENT THROUGH HE EFFORT AND ONLY OUND OUT AFTER THE FACT THAT THEY WEREN'T GOING TO RECEIVE THE DEGREE. YOU CAN SEE OUR COST ESTIMATES.
IT DOES HAVE A DOLLAR IMPACT. PROBABLY MORE IMPORTANTLY, HAVING HEARD FROM SOME OF THE STUDENTS, THE EMOTIONAL TOLL IS ABOUT AS UNGREAT AS THE FINANCIAL BURDEN.
>> P. RITTER: QUESTION. I'M VERY IGNORANT ON THIS AND TRYING TO UNDERSTAND THE MECHANISMS. THE STUDENTS COME AND TAKE CLASSES.
THEY DON'T COMPLETE BUT THEY GO TO A FOUR-YEAR SCHOOL AND PURSUING BACCALAUREATE DEGREES. AND HOW MANY STUDENTS ACTUALLY DO THAT CARE ABOUT GETTING AN A.A.? DO THEY HAVE TO -- I MEAN, WE SAY 16 STUDENTS WERE ELIGIBLE --
>> CHANCELLOR MAY: THERE IS NO EASY FOR NOTIFYING THE STUDENTS, WE DON'T KNOW THE [INDISCERNIBLE] FOR A STUDENT TO GO HROUGH THIS EFFORT, THIS IS PROBABLY 10% OF THE ELIGIBLE.
IT IS AN ARDUOUS PROCESS. IT IS NOT SOMETHING THAT JUST AUTOMATICALLY HAPPENS. YOU ACTUALLY HAVE TO TRACK IT TO
THE STUDENT. >> P. RITTER: 161800 STUDENTS WENT TO UPPER DIVISION UNIVERSITY WORK AND THEY DID ALL THE WORK TO GET US THAT INFORMATION.
AND WE TOLD THEM, NO? THIS ISN'T A THEORETICALLY THING IN OUR REGISTRAR'S OFFICE. THESE WERE 1600 STUDENTS TOLD NO AFTER THEY INITIATED THE EFFORT TO TRY TO DO THE REVERSE TRANSFER AND GET OUR DEGREE, IS THAT RIGHT?
>> CHANCELLOR MAY: THAT'S CORRECT.
THAT CAUSED US TO ASK ANOTHER QUESTION.
ARE THERE ANY STUDENTS ENROLLED THIS PAST SPRING THAT ON PAPER SHOULD HAVE BEEN ELIGIBLE TO GRADUATE FROM US? STILL ENROLLED WITH US AND HADN'T TRANSFERRED.
THERE WERE 512 STUDENTS ENROLLED THAT MET THE REQUIREMENTS FOR GRADUATION, STILL ENROLLED WITH US.
AND WEREN'T GOING TO GET THE DIPLOMA.
AND MANY HAD NO IDEA THAT WAS THE CASE BECAUSE THEY WERE -- THEY WENT AND APPLIED FOR GRADUATION AND TOLD, SORRY, YOU CAN'T GRADUATE BECAUSE YOU TOOK TOO MANY COURSES FROM OTHER COLLEGES. WHILE MOST OF THOSE STUDENTS CERTAINLY THEY WERE TAKING FROM MULTIPLE OF OUR COLLEGES AT THE SAME TIME. BUT THESE ARE GOOD STUDENTS.
THEY ARE PICKING UP A COURSE OR TWO AT COLLIN OR TARRANT.
WE HAVE SCHOOLS THAT TOOK COURSES ONLY WITHIN THE DISTRICTS AND STILL COULDN'T GET THE DEGREE.
>> CHAIR D. FLORES: THAT SPEAKS TO THEIR EXPECTATION WAS THEY ARE GOING TO GET THEIR ASSOCIATES, GOT ANNOUNCED TO THE FAMILY, THIS SEMESTER, WHATEVER, WHATEVER, AND THEN HUGE LET D DOWN. PLUS THOSE THAT TRANSFERRED OUT IF THEY DIDN'T COMPLETE THE BACHELORS, THEY ARE WITH NO DEGREE WHATSOEVER, NOT EVEN THE ASSOCIATES.
>> CHANCELLOR MAY: UNFORTUNATELY A LOT DON'T COMPLETE THE BACHELORS AND THAT'S THE RELATES.
IT WAS AT THAT POINT WHILE THERE WERE OTHER ISSUES -- I GUESS IF I THOUGHT ABOUT IT, IT WOULD HAVE MADE SENSE THIS COULD
[00:10:04]
HAPPEN. BECAUSE EVERY ONE OF OUR COLLEGES HAS A DIFFERENT MIX OF PROGRAMS. WE'VE SHOWN BEFORE THE ENROLLMENT PATTERNS, DOESN'T MATTER WHICH OF THE SEVEN COLLEGES YOU LOOK AT, STUDENTS COME FROM ALL VER THE AREA FROM ONE OF THOSE COL COLLEGES.>> P. RITTER: WHEN I HEAR ARTICULATION AGREEMENTS, WHAT WILL UPPER DIVISION SCHOOL ACCEPT? THE ARTICULATION AGREEMENTS FOR UPPER DIVISION SCHOOLS GO THE OTHER WAY TOO. WE SPECIFY WHICH COURSES OF THEIRS WE'LL TAKE TO GIVE OUR DEGREES OUR A.A.'S AND SO FORTH?
>> CHANCELLOR MAY: THAT'S RIGHT. AND THAT'S A STATE LAW THAT PASSED SEVERAL YEARS GO. THERE WAS SOME QUESTION OF WHILE THEY DIDN'T EARN THE DEGREE FROM YOU, THEY DIDN'T TAKE THEIR LAST COURSES THERE, STATE LAW CLEARED THAT UP AND MADE THIS POSSIBLE.
AND IN FACT, REQUIRED EVERY SINGLE INSTITUTION TO
[INDISCERNIBLE] >> SO WE CAN ACCEPT IT.
>> CHANCELLOR MAY: THEY CAN'T GET THE DEGREE ONCE THEY DO THAT. I SAY IT MAKES SENSE.
IF WE HAVE A UNIQUE PROGRAM, WHICH WE DO AT CEDAR VALLEY, BUT YOU LIVE IN RICHLAND, IF MAKES SENSE YOU ARE GOING TO TAKE ADVANTAGE OF THAT AND TAKE THAT CLOSER TO HOME.
AND BECAUSE EACH OF OUR COLLEGES HAVE UNIQUE ROGRAMS, WE PRETTY WELL CHRIS CRISSCROSS THE ENTIRE DISTRICT.
IF YOU WANT AUTOMOTIVE, THERE ARE THREE VOICES BUT VET TECH IS ONE. THE OPTIONS SOMEWHAT DRIVE THE TRANSPORTATION FOR STUDENTS. AS WE HAVE REALLY WORKED HARD TO REALLY FIGURE OUT HOW WE CAN BEST SERVE WHAT WE STARTED CALLING NONCONSUMERS, HOW WE CREATED THE NETWORK, HOW WE IMPLEMENTED A NETWORK WE REFER TO AS THE CAREER CONNECTIVE LEARNER NETWORK, STUDENTS FROM K-12 BRINGING THEM INTO DCCCD, PARTNERING WITH P-TECH AND HIGH SCHOOLS, BRINGING IN TRANSPORTATION AND OTHER SUPPORT TO HELP STUDENTS, OUR FOOD PANTRIES, EMERGENCY AID, BRINGING ALL THAT TOGETHER IN ONE PACKET. WITH THE DALLAS COUNTY PROMISE AND OTHERS WE'RE SEEING AN IMPACT WITH THAT.
AS YOU KNOW, WE OVER THE LAST BIENNIUM, GREW 16.2%.
WE'VE SEEN NORTH TEXAS, THE ONLY PART OF THE STATE WITH HIGHER EDUCATION ENROLLMENT OVER THE PAST COUPLE OF YEARS.
WE'VE SEEN STUDENTS BE MORE SUCCESSFUL.
YOU MAY HAVE SEEN WHERE YESTERDAY, I BELIEVE, DR. HINEO HOSTA ANNOUNCED THEY WOULD SEE 15% OF STUDENTS GRADUATING WITH AN ASSOCIATE'S DEGREE. 15%.
OF THE TOTAL POPULATION. P-TECH AND EARLY COLLEGE HIGH SCHOOLS IS A LARGER PERCENTAGE OF THE POPULATION.
LET ME TALK TO THE BOARD A LITTLE BIT ABOUT THIS.
SO WE HAVE REALLY NOT UT IN PLACE SYSTEMS TO REALLY LEAD AND DRIVE AND COORDINATE THIS. THIS HAS BEEN A LOT OF INDIVIDUAL ACTIVITY. THIS HAS BEEN COMMITTEES WORKING TOGETHER. IN SOME WAYS WE TREATED THESE LIKE TEMPORARY TYPES OF ENGAGEMENTS WITH NEVER PUTTING IN PLACE THE TYPE OF STRUCTURE TO DO IT ACROSS THE DISTRICT.
A FEW AREAS WE HAVE. LIKE WORK READY YOU, LIKE WITH OUR NAVIGATORS. BUT FOR THE MOST PART WE HANDLED, WE DO HAVE A SYSTEM IN PLACE FOR P-TECH OR EARLY COLLEGE HIGH SCHOOL. BUT YOU MAY HAVE SEEN THE ARTICLE THAT CAME OUT HERE AROUND THAT SCHOOL DISTRICTS COMMENTED ON HOW OFTEN IT'S DIFFICULT TO ENGAGE WITH US IN THIS AREA. BECAUSE WE REALLY DON'T HAVE A COORDINATED WAY OF RESPONDING. EVEN CREATING SOME OF THE SAME OPPORTUNITIES AT ALL OF OUR COLLEGES WE HAVE NOT DRIVEN THAT. WE HAVE EVEN HANDLED WHAT WE'VE DONE WITH MENTAL HEALTH AND FOOD PANTRIES, NOT OUT OF A OFFICE DEDICATED TO MEETING THE BASIC NEEDS OF STUDENTS BUT OUT OF THE FOUNDATION OFFICE, MY CHIEF OF STAFF, IRIS PALMER HAS TAKEN THAT ON IN MANY CASES. AND WE TREATED THOSE EVEN THOUGH THEY ARE CRITICAL TO SOME OF THE SUCCESS PATTERNS, WE'VE NOT INTEGRATED THIS FULLY WITHIN OUR ORGANIZATIONAL STRUCTURE FROM TOP DOWN. OR BOTTOM UP AS WE GET THERE.
[00:15:05]
SOMETHING WE HAVE OFFICES FOR WHERE WE'VE DONE THAT ON THE TRANSFER. EVEN OUR WORK LEARN MODELS ONLY THIS YEAR DID WE PUT MONEY IN THE BUDGET FOR SOMEONE TO COORDINATE INTERNSHIPS. AND OUR GRANTS CREATE SOMETHING AROUND ENTREPRENEURSHIP. HOW DO WE COBBLE THAT IN KNOWING WE'RE CONTINUING. AS WE LOOKED AT THIS, NOT ONLY WORKING THROUGH THE EDUCATIONAL MASTER PLAN, WE'RE LOOKING AT THE APPROACH THAT WE'VE TAKEN TO MEETING THE NEEDS OF THE INDIVIDUALS COMING OUT OF HIGH SCHOOL INTO COLLEGE, SUPPORTING THEM THROUGH ON THEIR PATHWAY, WHETHER THEY GO AND WORK R TRANSFER. WORK ALL THAT THROUGH.AND SO WE'VE REALIZED THAT THERE WERE SIMPLY GAPS IN THE PROCESS.
THE SCHOOL DISTRICTS ON MANY OCCASIONS TALKED TO ME ABOUT THIS. WHO IS RESPONSIBLE FOR THIS ASPECT OR CHALLENGE? THIS HAS BEEN A DRIVER OF THE CONVERSATION. OUT OF THE EDUCATION MASTER PLAN WE SHARED THIS AGAIN EARLIER WITH YOU.
I WANT TO REITERATE THE THREE RECOMMENDATIONS THAT WERE MADE AS WE LOOKED AT GOING FORWARD. RECOMMENDATION ONE.
THE FIRST PRIORITY FOR THE DCCCD MUST BE TO ADDRESS THE MOST SIGNIFICANT LABOR MARKET GAPS WITH PROGRAM EXPANSION STRATEGIES, REALIGNING, INITIATING, CONSOLIDATING OR CLOSING PROGRAMS TO TREAMLINE NAVIGATION AND REMOVE BARRIERS TO INCREASE THE NUMBER OF GRADUATES EARNING LIVING WAGES OR GREATER. TWO, CONDUCT AN IN DEPTH REVIEW OF SEVEN PROGRAM CLUSTERS TALK ABOUT CAREER PATHS WAYS TO DETERMINE PRIORITY, STRATEGY FRAMEWORK, DERM AND OPTIMAL GEOGRAPHIC LOCATIONS. WE HAVEN'T TALKING BOUT HOW WE OPTIMIZE THOSE TO GO WHERE THE NEED IS.
THREE, RESTRUCTURE THE DCCCD ORGANIZATION TO MEET THE NEEDS OF DALLAS COUNTY STUDENTS, EMPLOYERS AND COMMUNITIES NA NANISMBLE, EFFICIENT AND EFFECTIVE NETWORK.
NIMBLE -- AROUND THESE THREE AS WE NEED TO OOK AT THIS AND TAKE THIS INTO CONSIDERATION. WHILE CERTAINLY, THE ACCREDITATION IS AN IMPORTANT PIECE OF THAT, THAT'S GOING O REFLECT THESE DRIVERS, NOT WHAT WE'RE DOING REFLECTING THE EXPECTATIONS OF THE ACCR ACCREACCREDITORS.SINCE THAT TIM, CONTINUED TO WORK AS A PROCESS IS WRAPPING UP, T THE PROSPECTUS FOR CONSOLIDATION TO THE SOUTHERN ASSOCIATION OF COMMISSION OF COLLEGES, OR SACSCOC.
WE'VE INVESTED IN THOSE TO CREATE UNIVERSAL ACCESS.
BUT ALSO ENSURE PUBLIC SAFETY AND SECURITY AT ALL LOCATIONS IMPLEMENT GUIDED PATHWAY WEBSITES SO STUDENTS UNDERSTAND HOW TO NAVIGATE THROUGH THE SYSTEM.
WE'LL HIT THE STREETS WHERE A ENTERPRISE RESOURCE PROGRAM AND DESIGN AND TO HELP US BETTER SERVE THE NEEDS OF ALL OF OUR CONSTITUENTS GOING FORWARD. AND WE'VE INVESTED IN CORPORATE TRAINING. WE HAVE INITIATED AND IMPLEMENTED THE CONCEPTS OF CENTRALIZATION AND STANDARDIZATION AND MODERNIZATION IN MANY CASES WHERE WE HAD NO TECHNOLOGY AREAS SUCH AS HUMAN RESOURCES, INSTITUTIONAL RESEARCH AND INFORMATION TECHNOLOGY, PURCHASING, AS YOU KNOW WE HAVE SCHEDULING WE'RE WORKING ON.
AND WE HAVE ALREADY TALKED ABOUT MARKETING AND FACILITATE'S IMPROVEMENT, HOW WE BETTER HANDLE THAT TOGETHER.
WE'RE IN THE PROCESS OF REVIEWING AND WE'LL MAKE SOME RECOMMENDATIONS COMING FORWARD ON CURRENT BUDGET ALLOCATIONS AND ACCOUNTABILITY. BECAUSE THE WAY WE BUDGETED DID NOT ANTICIPATE THE FACT WE WOULD BE CHANGING FROM A 7 TO A 1 COLLEGE STRUCTURE. YES, MA'AM?
>> C. COMPTON: QUESTION. HAVE YOU FINISHED THE
>> CHANCELLOR MAY: THE WISH PROJECTS?
>> C. COMPTON: I.T. CLOSETS. >> CHANCELLOR MAY: NOT YET.
ONE MORE ROUND OF THEM. >> IS IT ONE MORE?
>> CHANCELLOR MAY: GO AHEAD, JOHN.
>> C. COMPTON: THAT WAS HE MAJOR HOLD UP IN GETTING SOME OF
THESE TECHNOLOGIES. >> WE PLAN TO BE TALKING ABOUT THAT. IT WON'T BE FEBRUARY, MARCH OR APRIL. I'LL BRING A FULL UPDATE.
WE'RE DOING A FACILITY PLAN UPDATE IN FEBRUARY.
AFTER THAT WE'LL BE INTO WHERE WE ARE ON SOME OF THE OTHER
[00:20:03]
THINGS WE'RE DOING. >> C. COMPTON: HOW LONG HAS THIS I.T. PROJECT BEEN GOING ON? HOW MANY YEARS?
>> WELL -- >> CHAIR D. FLORES: MICROPHONE.
>> IT HAS A LONG HISTORY AS IT STARTED AS A TELEFAUNAE PROGRAM FIVE OR SIX YEARS AGO. AFTER TIM GOT HERE AND WE WORKED WITH CHIEF HILL ON MAKING THIS A SPECIFIC IDEA OF CLOSET PROJECT UPDATE, WE'VE BEEN ON IT PROBABLY NOW FOR 14 MONTHS AB ABOUT. AND WE'RE STILL PUSHING TO WRAP
UP BY THIS JULY. >> C. COMPTON: WE'RE GOING ON
MUCH LONGER THAN THAT. >> CHANCELLOR MAY: I THINK WE STEPPED UP THE PRIORITY OF THAT. THAT IS ABSOLUTELY CRITICAL AS WE MOVE INTO THE ISSUE OF ONE COLLEGE.
AS IN THE PAST WE COULD GET BY WITH SOME OF THE ISOLATION WITH EVERYONE WORKING SOMEWHAT INDEPENDENTLY.
BUT THAT IS NOT GOING TO BE THE CASE IN THE FUTURE.
>> CHAIR D. FLORES: . SOME OF IT STARTED UNDER THE TELEFONY? TELEPHONY. THAT TRANSITION INTO THE CLOSET.
>> C. COMPTON: I'VE BEEN MEANING TO ABOUT THIS.
BUT I THOUGHT WE VOTED TO ACCELERATE THE PROJECT.
AND GET IT DONE. AND AGREE TO SPEND WHATEVER WE NEEDED TO DO. BECAUSE THAT WAS THE MAIN HOLD UP FROM UPGRADING SOME OF THE OTHER TECHNOLOGY.
>> CHANCELLOR MAY: THAT ABSOLUTELY WAS DONE.
AND DRAMATICALLY IMPROVED. >> LET ME, IF I COULD, GET ON WHERE WE ARE AS IT RELATES TO THE TIMELINE.
>> CHANCELLOR MAY: WE'RE AT A POINT IN TIME WHERE THE PER EXPECTESS IS DUE TO SACSCOC MARCH 15.
THEY MEAN REVIEW THAT. AT A JUNE BOARD MEETING, WE DON'T HAVE THE EXACT DATE, THE MEETING OF THE COMMISSION, THEY WILL MAKE A DECISION OF THUMBS UP OR DOWN BASED ON THE INFORMATION PROVIDED. THEY WILL THEN IN THE EARLY FALL OF 2020 SEND A TEAM OF PEERS TO VISIT US.
AND THEN BASED ON THOSE PEERS, DEVELOP A REPORT THAT THEY WILL THEN SUBMIT TO THE SACSCOC BOARD, WHICH WILL TAKE IT UP AND CONSIDER IT IN DECEMBER OF 2020 AT THEIR MEETING.
YES, MA'AM? >> D. ZIMMERMANN: IF THE JUNE
DECISION IS NO? >> CHANCELLOR MAY: IF IT'S NO, THEN WE'LL GO BACK TO THE DRAWING BOARD AND RESUBMIT
AGAIN. >> D. ZIMMERMANN: OKAY.
THE EARLY FALL FOR A SITE VISIT FALLS APART?
>> CHANCELLOR MAY: THAT WOULD BE CORRECT.
>> D. ZIMMERMANN: OKAY. >> CHANCELLOR MAY: YEAH.
WE'RE ASSUMING, WORKING VERY CLOSELY WITH THE FOLKS AT SAC'S AND FEEL CONFIDENT IT WILL GO. THERE IS ALWAYS A CHANCE DEALING WITH BUREAUCRACIES THAT SOMETHING CAN HAPPEN.
THE BIG CHALLENGE FOR US IS THE EVALUATORS WILL LOOK AT US NOT WHAT WE PLAN TO DO, BUT HAT WE'VE BECOME.
AND SO IT'S REALLY WE'RE WAITING FOR THE JUNE MEETING IF THE THUMBS GO UP, THEN WE HAVE A LT OF WORK TO DO IN A SHORT PERIOD OF TIME PRIOR TO THE TEAM ARRIVING.
WE CAN'T DO, WE CAN ANTICIPATE SOME OF IT.
AND I'LL SHARE LATER WHEN THE BOARD SOME OF THAT ANTICIPATION.
BUT WE CAN'T PULL THE TRIGGER BECAUSE SOMETHING MIGHT
HAPPEN WE DIDN'T ANTICIPATE. >> P. RITTER: WHAT ROLE WILL THIS BOARD PLAY ON THE PROCESS THIS YEAR?
>> CHANCELLOR MAY: YOU WILL GET INVOLVED WITH THE SITE VISIT.
THAT IS USUALLY THE POINT IN TIME THEY WANT TO VISIT WITH BOARD MEMBERS. AND ASSESS YOUR BUY-IN, LEADERSHIP, WHERE YOU ARE IN THE PROCESS.
SO THE AS WE'VE LOOKED AT DOING THIS, WHAT WE'VE FOCUSED ON IS HOW DO WE BEST SERVE ALL OF OUR STAKEHOLDERS GOING FORWARD? THAT INCLUDES STUDENTS, EMPLOYERS.
OBVIOUSLY, WE WANT OUR STUDENTS TO HAVE THE RELEVANT SKILLS AND GIVE THEM ACCESS TO CAREERS AND EMPLOYERS TO FEEL OOD ABOUT THE STUDENTS WE'RE SENDING AND BEING WILLING TO PARTNER WITH US.
OUR COMMUTE AS A WHOLE AND HOW WE MEET THE NEEDS OF THE COMMUNITY. OUR EMPLOYEES THAT ARE ENGAGED AND HAVE INPUT IN THIS. AND THEN LOOKING AT THE DISTRICT
[00:25:01]
AS A WHOLE OF HOW WE CAN BEST LEVERAGE ALL OF OUR ASSETS AND RESOURCES TO MEET OUR CORE MISSION AS AN ORGANIZATION.AND REALLY CARRY OUT THOSE TOP PRIORITIES THAT THE BOARD HAS
OUTLINED TO DO. >> C. COMPTON:
>> CHANCELLOR MAY: SURE. >> C. COMPTON: ON COMMUNITY.
IT SAYS NEEDS OF OUR COMMUNITY. >> CHANCELLOR MAY: THAT IS
CORRECT. >> C. COMPTON: BUT WHEN YOU ARE TALKING ABOUT THOSE PRO PROGRAMU ARE ALSO GOING TO LOOK A TAILORING PROGRAMS THAT FIT UNIQUE COMMUNITIES.
>> CHANCELLOR MAY: THAT IS EXACTLY RIGHT.
THAT'S ALWAYS BEEN HOW WE'VE DONE OUR LOCATIONS.
WE RECOGNIZE THAT EACH LOCATION MAY SERVE A VERY SPECIFIC NEED.
SOMETIMES WITHIN THE LOCAL COMMUNITY, SOMETIMES WITHIN THE COMMUNITY AS A WHOLE. THAT'S PART OF WHAT WE WANT TO DO THROUGH THIS. WE WANT THE HIGHEST QUALITIES PROGRAMS WE CAN PROVIDE FOR THE DOLLARS.
AND WE WANT TO -- WE'VE ALWAYS DONE THIS.
WE HAD THREE NURSING PROGRAMS, THREE R AUTOMOTIVE.
THEY ARE ALL UNIQUE AND ROBABLY WILL REMAIN UNIQUE.
BECAUSE EACH SPONSOR ARE SPONSORED BY A DIFFERENT MANUFACTURE. TOYOTA LEXUS HAS DIFFERENT NEEDS
THAN FIAT CHRYSLER. >> C. COMPTON: THE SAME POWERPOINT FOR OTHER PURPOSES AND SO FORTH, I THINK YOU NEED TO CLARIFY COMMUNITY. SO PEOPLE UNDERSTAND THAT THE UNIQUENESS OF DIFFERENT COMMUNITIES --
>> CHANCELLOR MAY: PROBABLY SHOULD BE PLURAL BECAUSE WE DO HAVE MULTIPLE COMMUNITIES AND WE'RE AWARE OF THAT.
AND THE NEEDS OF DIFFERENT AREAS ARE DIFFERENT.
AND FRANKLY, THAT'S PART OF HOW WE'RE DESIGNING OURSELF --
>> C. COMPTON: I'M NOT URE THAT'S CLEAR.
BECAUSE IT'S LIKE WE TALKED ABOUT THAT WAS IT THE COMPUTER
PROGRAM. >> CHANCELLOR MAY: RIGHT.
>> C. COMPTON: BECAUSE OFFERED AT CERTAIN CAMPUSES.
AND WE WANTED THEM OVER HERE OR WHATEVER.
SO I THINK EVERYBODY WHO LIVES IN DALLAS COUNTY THEY RECOGNIZE THAT THERE ARE DIFFERENT CHARACTERISTICS AND FLAVORS TO DIFFERENT SEGMENTS OF THE POPULATION.
AND YOU KNOW, INTERESTED IN, OKAY, YOU ARE GOING TO DO THIS FOR EVERYBODY. BUT WHAT ARE YOU GOING TO
ADDRESS TO -- >> CHANCELLOR MAY: I THINK SOME OF THE THINGS WE'VE TALKED ABOUT TODAY, BECAUSE OF THE NATURE OF PROGRAMS AND FRANKLY THE SIZE AND SO FORTH, AYBE PUBLIC TRANSPORTATION IS MORE IMPORTANT TO THOSE THAN OTHER PROGRAMS LOOKING AT ALL THOSE THINGS AS WE GO FORWARD.
GOOD ON THAT? SO HERE'S WHAT WE'VE BEEN RYING TO DO. AND WE'VE TAKEN A CERTAINLY NOT AN OVER EMPHASIS ON ENGAGEMENT BUT AN APPROPRIATE ONE.
WE'VE REALLY TRIED TO TALK TO PEOPLE, LISTEN TO PEOPLE, GET AN UNDERSTANDING OF WHAT THE THINKING WAS THAT IS OUT THERE.
AND THAT HAS INFLUENCED WHAT WE'RE BRINGING FORWARD.
WE'VE HAD CONVER CONVERSATIONS H FACULTY, COURSE ADMINISTRATORS, PROFESSIONAL STAFF. THEY PROVIDED IMPORTANT FEEDBACK THROUGHOUT THE PROCESS. AND WHILE WE HAVE NOT YET TALKED TO STUDENTS, WE'LL HAVE A SESSION ON JANUARY 24 TO ENGAGE THEM IN THE PROCESS. THE TIMING HASN'T WORKED IN THE PAST. AND EXPAND WHAT WE'VE DONE WITH COMMUNITY EADERS GOING FORWARD. I HAVE PERSONALLY GONE AROUND, NINE SEPARATE CONVERSATIONS THROUGHOUT THE DISTRICT TO SHARE BUT MAINLY LISTEN ABOUT WHAT WAS ON PEOPLE'S MIND.
WE HAVE OVER 900 EMPLOYEES ATTEND THOSE.
WE'VE SET UP A SPECIAL EMAIL ADDRESS AND PAGE TO COLLECT INFORMATION. WE HAD EMAILS FROM OVER 300 EMAILS REGARDING THE ONE COLLEGE.
AND TIME AND TIME AGAIN, WHAT I'VE HEARD MOST OFTEN IS THAT YOU KNOW, HOW CAN I HELP US MOVE FORWARD? AND THAT SEEMED TO HAVE A UNIVERSAL THEME.
>> C. COMPTON: QUESTION. 300 EMAILS IS THAT INCLUDED IN
THE 900? >> CHANCELLOR MAY: THAT IS
SEPARATE. >> C. COMPTON: 6,500 EMPLOYEES?
>> CHANCELLOR MAY: OF OUR FULL-TIME.
WE REACHED OUT TO PART-TIME AS WELL ON THAT.
>> C. COMPTON: MY POINT BEING, YOU ARE MAKING A MAJOR [INDISCERNIBLE] OR WHATEVER, 1,200.
WHAT PERCENTAGE IS THAT? >> CHANCELLOR MAY: ABOUT 40% BUT THERE IS MORE. WE'VE GOT MORE THAN THAT THAT
[00:30:04]
WE'VE -- AS WE GO TO THE NEXT PAGE, WE ALSO WE HAD MARY BRUMBACH LEAD AN EFFORT GOING ON IN CASE IT WAS THREATENING OR UNABLE TO REALLY HAVE AN ENGAGEMENT.BRINGING TOGETHER EMPLOYEES THROUGHOUT THE DISTRICT TO HAVE A MORE IN DEPTH CONVERSATION. WE MET WITH OUR LEADERSHIP TEAM TO HAVE THIS. WE HAD ACROSS THE DISTRICT ABOUT 134 EMPLOYEES ENGAGE WITH THAT. DID THE WORLD CAFÉS WITH ANOTHER 590 IN ADDITION TO THE OTHERS AND COLLECTED INFORMATION FROM THEM. AND YOU SEE HERE, KIND OF WHAT WE'VE PICKED UP FROM THAT PROCESS.
ALONG WITH FOLKS WANTING TO BE, HOW CAN I BE PART OF THE EFFORT AND MAKE IT HAPPEN? AND CERTAINLY, OUR GOAL WAS TO PROVIDE THIS OPPORTUNITY FOR EVERYONE.
AS YOU KNOW, NOT EVERYONE WILL ALWAYS TAKE ADVANTAGE OF THE OPPORTUNITY. BUT IT WASN'T BECAUSE WE DIDN'T MAKE IT AVAILABLE FOR THEM TO DO SO.
WHAT WE CAME OUT OF THIS WITH THAT THERE ARE FOUR CRITICAL AREAS THAT ARE GOING TO BE IMPORTANT AS WE LOOK AT GOING FORWARD. AND THESE ARE ALL EQUAL IMPORTANCE HERE. BUT WE KIND OF HAVE TO START WITH THE DESIGN, THE ADMINISTRATIVE STRUCTURE AND ORGANIZATION FIRST AS THE DR DRIVER.
THEN AS A PART OF THAT WE HAVE TO LOOK AT HOW DO WE ALIGN EX EXISTING STAFF TO REFLECT THE ORGANIZATION.
HOW DO WE ALIGN AND STREAMLINE PROGRAMS? THEY HAVE O WORK COLLABORATIVELY IN WAYS THEY HAVEN'T BEFORE. AND HOW DO WE MANAGE CHANGE ASSOCIATED WITH MOVING FROM SEVEN TO ONE AS WE GO FORWARD? WE REALLY LOOKED AT THE DESIGN PRINCIPLES AS WE IDENTIFIED AND OUTLINED THE PRIORITIES, HOW WE WOULD APPROACH THIS, WHAT WE WOULD LOOK AT. WE REALLY WERE LOOKING AT A LONG-TERM STRATEGY FOCUSED ON LEARNERS.
WHAT WE DESCRIBE THIS IS WE HAVE THE CHANCE TO ARCHITECT WHAT WE'LL LOOK LIKE FOR THE NEXT 50 YEARS.
THIS IS A ONCE IN A LIFETIME OPPORTUNITY TO DO THIS.
LET'S BE DELIBERATE AND LEVERAGE THE OPPORTUNITY.
WE WANTED TO BE ABLE TO BUILD CORE CAPABILITIES OF HIGH-QUALITY THAT WOULD ALLOW US EVEN AS WE -- [INDISCERNIBLE] -- P-TECH PUT IT WILL BE SOMETHING THAT'S OUT THERE.
AND HOW DO WE DESIGN OURSELVES SO THAT WE CAN'T ANTICIPATE ALL THAT BUT WE'RE ABLE TO RESPOND TO BE RESILIENT, PROVIDE LEARNERS WITH THE QUALITY OFFERINGS THEY NEED.
WE DID A ROLLOUT WITH GOOGLE HERE BACK IN THE FALL.
I SAW YESTERDAY GOOGLE ROLLED OUT THE NEXT VERSION OF WHAT THEY ARE DOING. SO SIX MONTHS AGO WE WERE UP TO DATE. NOW WE'RE BACK TO THE DRAWING BOARD. HOW DO WE CONTINUE THIS GOING FORWARD? WE SAID REALLY OVER HE LAST COUPLE OF YEARS ON THE BOARD WE NEEDED TO CREATE A SCHEDULE OPTIMIZED FOR THE LEARNER AND STUDENT ACHIEVEMENT.
THAT'S PART OF THE PATHWAY WORK BUT WE HAVE NOT IMPLEMENTED A SCHEDULING PROCESS TO ENSURE STUDENTS CAN GET THEIR DEGREE IN A TIMELY FASHION. WE SHOW THEM A ROADMAP OF HOW THAT WILL HAPPEN. WE WANT TO OFFER SUPPORT THROUGHOUT THE LEARNING LIFE CYCLE.
WHAT I MEAN, IS WE ENTERED INTO A CONTRACT WITH A GROUP E.A.B., THEY HAVE BEEN BUILDING OUR PATHWAY, PLATFORM, AND IMPLEMENTATION. AND THAT'S GREAT.
BUT IF THEY IDENTIFY THE PROBLEM WITH THE STUDENT, FOR EXAMPLE, WHY DID THEY SUDDENLY MISS TWO CLASSES IN A ROW? HOW ARE WE PREPARED TO RESPOND AND PROVIDE TARGETED SUPPORT TO MEET HE NEEDS OF THAT STUDENT. MAYBE IT WAS A FLAT TIRE, MAYBE SOMETHING HAPPENED THAT GOT IN THE WAY.
AND WE CAN FINDING OUT AND KNOWING WHAT IS GOING ON IS ONLY ONE STEP OF THE PROCESS. BEING ABLE TO RESPOND IS A SECOND. WE WANT TO ENSURE WE HAVE LEADERS RESPONSIBLE FOR CORE CAPABILITIES.
AND THAT THEY REPORT SUFFICIENTLY HIGH ENOUGH IN THE ORGANIZATION THAT THEY HAVE INFLUENCED AN IMPACT.
TOO OFTEN GREAT IDEAS START WITHIN THE ORGANIZATION BUT THEY NEVER SCALE BECAUSE THEY DON'T HAVE THE SPONSORS.
THEY AREN'T ABLE TO ELEVATE THEMSELVES HIGH ENOUGH TO HAVE AN IMPACT. AS WE LOOK AS THE DESIGN, WE WANT TO KNOW INTENTIONAL ABOUT THAT.
[00:35:02]
ENSURE THAT WE HAVE LEADERS DIRECTLY OVERSEEING TEAMS WHOSE WORK IS INSTRUMENTAL TO ACHIEVING THE OUTCOMES WE HAVE.IN SOME CASES, THERE IS REALLY NOT A CLEAR OWNER OF SOME OF THE OUTCOMES THAT WE NEED TO HAVE. WE ALL ACKNOWLEDGE THAT THEY ARE IMPORTANT. BUT IN TERMS OF BEING ABLE TO SAY WHO IS RESPONSIBLE FOR THIS THROUGHOUT THE ORGANIZATION, FOR HELPING US BE ACCOUNTABLE IN MANY CASES DOESN'T EXIST.
ENCOURAGE EMPLOYEES TO THINK, ACT AND SUPPORT THE OVERALL VISION, WE WANT PEOPLE ENGAGED IN OTHER WORDS.
WE'RE NOT JUST LOOKING FOR IMPLEMENTERS BUT INNOVATORS.
ENCOURAGE MORE COLLABORATION BY ONE, ENSURING INDIVIDUAL ACCOUNTABILITY. WE EAR OFTEN YOU WORK ON A PROJECT BUT NOTHING EVER SEEMS TO HAPPEN GOING FORWARD.
AND MAKING SURE THAT WHAT WE'RE PUTTING TOGETHER ARE ALIGNED WITH OUR PRIORITIES. IF YOU WANT TO MAINTAIN A HIGH QUALITY OF SERVICES FOR LEARNS. AND WHERE WE CAN, ACHIEVING COST EFFICIENCIES. AND WE THINK THAT CAN BE DONE AS
WELL. >> D. ZIMMERMANN: IF I MIGHT ASK, TODAY, MS. CERVANTES HAD AN INTERESTING COMMENT TALKING ABOUT BALANCING CHANGE WITH LOSS.
>> CHANCELLOR MAY: SURE. CORRECT.
>> D. ZIMMERMANN: THERE IS A LOT OF THIS THAT THAT COMMENT, IT HIT. BECAUSE WE'RE GOING TO NEED TO
BALANCE CHANGE WITH LOSS. >> CHANCELLOR MAY: ABSOLUTELY.
THAT'S A BIG PART OF THE CONVERSATIONS WE'VE BEEN HAVING AROUND THE DISTRICT. THE CONVERSATIONS REALLY WENT ALONG THE LINE, WHAT DO WE KNOW WE NEED TO BE DOING FOR OUR STUDENTS, EMPLOYERS AND COMMUNITY BETTER THAN WE HAVE PERHAPS IN THE PAST. AND WHAT IS IMPORTANT WE ABSOLUTELY HANG ONTO AND NOT LOSE AS A PART OF THIS PROCESS.
AND THAT IS REALLY THE BALANCE THAT WE HAVE AS WE'VE LOOKED AT THIS. AND I ACTUALLY AM GOING TO TALK ABOUT A COUPLE OF THESE THINGS AS WE GET THERE AS EXAMPLES OF WHAT WE'RE DOING. IT'S FINE TO AVE PLAN.
BUT THEN YOU'VE GOT TO REALLY EXECUTE WHEN WE ROLL THIS OUT.
AND WE'RE REALLY LOOKING AT HOW WE DO THIS IN A THOUGHTFUL WAY DESIGNED TO ACHIEVE SUCCESS AS WE GO FORWARD.
WE'VE APPLIED DESIGN PRINCIPLES, ENGAGING OTHERS TO HELP US THINK THROUGH OTH THE ACADEMIC AND SUPPORT FUNCTIONS, WHAT DO WE NEED TO TAKE INTO CONSIDERATION. WE TAKEN A TWO-PHASE APPROACH ON THE ORGANIZATIONAL SIDE. REALLY AS I SAID, LOOKING FIRST AT THE VERY TOP OF THE LEADERSHIP OF THE ORGANIZATION.
BUT THEN GETTING THAT INTO PLACE TO HELP US MOVE INTO THE NEXT LEVEL TO MAKE SURE THAT WE'RE ABLE TO THEN LIGN [INDISCERNIBLE] CONSTITUENT'S NEEDS.
YOU LOOK AT THE TOP LEVEL OF THE ORGANIZATION.
>> P. RITTER: YOU THINK YOU HAVE THAT IN PLACE?
>> CHANCELLOR MAY: NO, WE HAVE THE DESIGN IN PLACE.
>> P. RITTER: CAN YOU TALK ABOUT THAT A LITTLE BIT MORE? THIS IS OBVIOUSLY A HUGE CHANGE -- I'M IMPRESSED WITH THE IMPERATIVE OF DOING THIS, NUMBER ONE, IN THE EARLIER PART OF YOUR PRESENTATION AND THE MAGNITUDE OF THIS CHALLENGE.
AS WE GO FROM SEVEN SEPARATE ACCREDITED TO A UNIFIED MODE, WHAT ARE THE TYPES OF ISSUES IN THE DESIGN FRAMEWORK? ESPECIALLY, ONE OF OUR GREATEST STRENGTHS IS THE BREADTH OF
LEADERSHIP WE HAVE. >> CHANCELLOR MAY: NOT JUST LEADERSHIP BUT A LOT OF INDIVIDUALS DOWN IN THE RANKS THAT ARE BRILLIANT AND HAVE A REAL ABILITY TO CONTRIBUTE.
WE WANT TO FIND A WAY TO LEVATE THAT AS WELL.
>> P. RITTER: WHAT ARE SOME OF THE DESIGN PARAMETERS OF THAT TOP-LEVEL LEADERSHIP, TRANSITION YOU WERE WORKING ON?
>> CHANCELLOR MAY: SURE. SOME OF THIS I'LL NEED TO DISCUSS IN CLOSED SESSION WITH YOU BECAUSE IT DOES AFFECT VOTES. I DON'T WANT TO EVEAL IT HERE BECAUSE YOU MAY SAY NO OR LET'S THINK OF SOMETHING DIFFERENT.
I'M GOING TO GET IN PART OF THIS IN THE NEXT SECTION AS WE GET AT IT, REALLY LOOKING AT IT FROM THAT STUDENT POINT OF VIEW FIRST, HOW DO WE DESIGN OURSELVES TO REALLY THINK THROUGH AND SUPPORT THAT? IF YOU LOOK AT OUR DISTRICT LEVEL, IT'S BEEN MORE OPERATIONALLY NOT REALLY FOCUSED ON HOW DO WE SUPPORT THE ACADEMIC SIDE OF HINGS.
WE HAVE IN PLACE BY BEN MCGILL, WE CAN LOOK AT THE LABOR AND JOBS AND GAPS. WE DON'T HAVE A CLEAR STRATEGY ON HOW DO ADDRESS THOSE IN A BROAD SENSE.
THE NEEDS MAYBE BROADER THAN THE LOCAL LOCATION.
LOOKING AT THE ORGANIZATIONAL DESIGN TAKES THAT INTO ACCOUNT.
WE DON'T HAVE IN PLACE THE CONSIDERATION OF THE K-12
[00:40:05]
PARTNERSHIPS. THAT'S DONE BY COMMITTEE.AND YET APPROVED EFFECTIVE. AS WE GROW, WE NEED TO B BE INSTRUCTIONALLY BETTER ALIGNED.
STRUCTURALLY. WE'RE HELD ACCOUNTABLE TO OUR BOARD FOR TUDENTS EARNING A LIVING WAGE BUT WE'VE NOT INVESTED IN JOB PLACEMENT, OR CAREER PLACEMENT THAT LEAD TO THAT AT THE SCALE WE NEED TO MAKE THAT HAPPEN.
WHILE WE'VE INVESTED IN SUPPORT AREAS ACROSS THE DISTRICTS SUCH AS TUTORING, ADVISING, NAVIGATORS, IT'S UNEVEN AND IT'S A LEADERSHIP ISSUE AS WE GET INTO THAT.
AS WE GET INTO THE DESIGNS PRINCIPLES, STARTING WITH HE END IN MIND AND TRACE US THROUGH THAT.
WHICH IS A WELL-PAYING JOB THAT IS OUT THERE THAT WHAT IS UNDER THAT THAT SUPPORTS THAT AS IT RELATES TO THE JOB PLACEMENT IN THAT CASE. WHAT IS UNDER THAT ALIGNMENT WITH THE NEEDS OF EMPLOYERS AND COMMUNITY? WHAT IS UNDER THAT? A PROGRAM HAT ACTUALLY MEET THOSE NEEDS. WHAT IS UNDER THAT? AN ENGINE TO ALIGN, DEVELOP AND SUPPORT THE NEW PROGRAMS THAT NEED TO BE CREATED, VISION OF EXISTING PROGRAMS AS THEY GO FORWARD. AND THEN COMES OUR PEOPLE THAT ARE ENGAGED. AND WE'VE NOT INVESTED, I'LL TAKE FACULTY, I'LL TALK THERE. IN THE PROFESSIONAL DEVELOPMENT OF THEM AS WE'VE SEEN THEIR FIELD CHANGE.
WE LEFT IT UP TO THEM TO SORT IT OUT IN MANY CASES.
AND LIKE THE EXAMPLE I GAVE WITH I.T. SUPPORT CERTIFICATION OUT OF GOOGLE, THESE CHANGES ARE HAPPENING FAST.
AND SO WE CAN'T CONTINUE TO OFFER RAINING FOR A CERTIFICATE WHILE THE INDUSTRY HAS SHIFTED TO A NEW ONE AND WE CAN'T EXPECT THE FACULTY TO NECESSARILY PICK THAT UP ON THEIR OWN GOING FORWARD. SO AS WE THINK OF THIS, THE PRINCIPLES ARE TAKING THOSE AREAS AND BEING VERY INTENTIONAL HOW WE SET UP THE ORGANIZATION TO NOT LEAVE ANYTHING OUT OR NOT LEAVE THESE THINGS TO CHANCE AS WE GO FORWARD ON THE DELIVERY SIDE. AND I SHOULD -- HAVEN'T GOT TO THIS BUT WE'LL GET THERE. AND WHEN WE TALK ABOUT WHAT IS COMMONLY REFERRED TO OUT IN THE REST OF THE WORLD AS CUSTOMER SERVICE. HOW DO WE MAKE SURE THAT EXPERIENCE IS GOOD ALL THE WAY THROUGH? WHAT IS THE ACCOUNTABILITY MECHANISM THAT IS MONITORING THAT ON AN ON-GOING BASIS? WHAT IS THE ROLE OF OUR PRESIDENTS, OUR OTHER LEADERS AND OTHERS AT HELPING ENSURE THAT? WHAT IS THE ROLE AS WE ENGAGE THE COMMUNITY IN DIFFERENT WAYS AROUND NOT ONLY PROGRAMMATIC SUPPORT BUT FINANCIAL SUPPORT AND OTHERS TO HELP PARTNER AND MEET THOSE NEEDS BETTER. DOES THAT HELP?
>> P. RITTER: VERY MUCH. THANK YOU.
>> CHAIR D. FLORES: IN SOME AREAS FROM WHAT I UNDERSTAND FROM CONSTITUENTS, VERY POOR CUSTOMER SERVICE.
I THINK WE'VE EVER TAKEN EMPLOYEES, ESPECIALLY THOSE THAT ARE GOING TO WORK DIRECTLY WITH STUDENTS, THE FRONT LINES, DO WE OFFER TRAINING IN CUSTOMER SERVICE? MORE THAN TRAINING, WHAT OUR EXPECTATION AS A DISTRICT IS IN TERMS OF H HOW YOU INTERFACE WIH STUDENTS.
THE HUMAN RESOURCE COURSE AND TOOK IT TALKS ABOUT THE IMPORTANCE AND YOU HAVE BEGUN DOWN THIS ROAD.
I HEARD GOOD FEEDBACK FROM EACH OF THE LOCATIONS WHERE YOU WENT AND SPOKE ABOUT THE DIRECTION WE'RE GOING IN.
I WAS SURPRISED THAT I HEARD ACROSS-THE-BOARD, GOOD FEEDBACK.
BUT FELT GOOD ABOUT IT IN TERMS OF THE JOB YOU ARE DOING.
BUT IN THE COURSE OF HUMAN RESOURCE MANAGEMENT, WHEN YOU ARE GOING THROUGH SHIFTS AND SUSTAINING, IT'S IMPORTANT FOR EMPLOYEES O UNDERSTAND THE MISSION, VISION, ET CETERA.
IT'S IMPORTANT TO PROVIDE ROBUST, ONGOING PROFESSIONAL DEVELOPMENT. THAT CAN'T HAPPEN ON NO MONEY.
IF WE GO FROM FOUR TO SIX CASH RESERVES DOWN TO TWO, THERE HAS TO BE MONEY IN THE BUDGET TO REALLY, AND I'M GLAD --
>> CHANCELLOR MAY: I CAN'T DO WITHOUT IT.
>> CHAIR D. FLORES: I'M GLAD JOHN WALKED IN.
>> CHANCELLOR MAY: WE'VE HAD THOSE CONVERSATIONS.
>> CHAIR D. FLORES: WE NEED TO INVEST HEAVILY INTO TRAINING AND PROFESSIONAL DEVELOPMENT. IN TERMS OF BASIC THINGS AND WHAT YOU ARE SAYING ABOUT FACFACULTY AS PROGRAMS COME ALO.
WE HAVE TO EQUIP THEM WITH WHAT THEY NEED.
>> CHANCELLOR MAY: EQUIP AND PROVIDE THE OPPORTUNITY FOR FEEDBACK AND ACCOUNTABILITY. AND MAKING SURE THAT WE'RE SUPPORTING THAT ON AN ONGOING BASIS.
[00:45:01]
THIS IS NOT A ONE AND DONE. AND WHAT I'M REALLY SUGGESTING IS WE HAVE AN OPPORTUNITY, NOT ONLY TO DESIGN OURSELVES TO MEET THE NEEDS OF STUDENTS TODAY AND IN THE FUTURE, BUT WE NEED TO ALSO SET IN MOTION THE TYPE OF SUPPORT THAT YOU JUST TALKED ABOUT THAT'S GOING TO POTENTIALLY WE'VE NOT -- THIS WILL SOUND BLANKETED, IT'S NOT TRUE.WE DO PROVIDE PROFESSIONAL DEVELOPMENT AND SUPPORT FOR CUSTOMER SERVICE. WE DON'T PROVIDE A STANDARD SUPPORT AND WE DON'T HAVE A COMMON SET OF STANDARDS AND EXPECTATIONS AND ACCOUNTABILITY MEASURES TO MEET THOSE NEEDS.
BUT FROM A STUDENT POINT OF VIEW, PARTICULARLY KNOWING 20 PLUS THOUSAND GO TO MULTIPLE COLLEGES, THAT CREATES CONFUSION AND CHALLENGES FOR THEM. AND FRANKLY, THEY JUDGE US BY THE LOWEST LEVEL OF SERVICE THEY GET, NOT THE HIGHEST AS WE MOVE.
>> CHAIR D. FLORES: I'M GLAD YOU POINTED THAT OUT ABOUT STAN STANDARDS. IT'S IMPORTANT TO SET THOSE UP, HOW YOU SERVE THE STUDENT. I DON'T THINK ANY STUDENT SHOULD WALK AWAY WITH A NEGATIVE STUDENT.
NOW THERE ARE TOO MANY OF THEM. >> P. RITTER: THERE ARE CLEARLY
>> CHANCELLOR MAY: CLEARLY STANDARDS OUT THERE AND BENCHMARKS. THERE ARE ORGANIZATIONS AND GROUP THAT THAT'S WHAT THEY DO. I THINK TOO OFTEN WE'VE TRIED TO INVENT IT OURSELVES. AND SUPPORT IT OURSELVES WHEN IN FACT, WE REALLY NEED TO BE WORKING WITH THOSE THAT SPEND THE DOLLARS ALREADY ON RESEARCH WE CAN NEVER SPEND.
THAT DOCUMENT WHAT IS ACHIEVABLE AND POSSIBLE.
AND REALLY, ARE ABLE TO ARTICULATE AND EXPLAIN WHY THESE THINGS MATTER AS WE GO FORWARD. SO THAT'S NUMBER TWO.
I'LL CONTINUE ON THE BULLETS. THE NEXT DECISION THAT WE WILL HAVE IS DECIDING THE ROLES. AND ONCE THAT'S DONE, WE'LL NEED TO -- WE HAVE PLENTY OF PEOPLE AROUND, THEY ARE NOT GOING TO BE IN THE RIGHT PLACES AS WE PUT THIS IN PLACE.
WE NEED TO ASSIGN STAFF. BY THE WAY, ON THE PART OF STAFF AND STRATEGICALLY ALIGNING THE BEST IMPORTANT ARE THE STAFF ARE THE MOST IMPORTANT ROLES, AFTER WE GET THROUGH WITH EXECUTIVE SESSION, ROB WENLAND WILL COME BACK AND WALK THROUGH A POST PROCESS THAT WE'LL USE TO DRIVE THAT.
AND HOW WE WILL BE ASSESSING THE SKILLS OF INDIVIDUALS, HOW WE DEFINE THE ROLES AND EXPECTATIONS AND THE PROCESS FOR ALIGNING THOSE TWO GOING FORWARD.
AGAIN, AS GOING BACK TO YOUR POINT, SUPPORT ACH LEADER.
IT'S ALSO MAKING SURE THAT WE NOT ONLY PUT PEOPLE IN THE ROLE BUT WE SUPPORT THEM IN THAT ROLE AND LISTEN O THEM IN THAT ROLE.
AND WRAP AROUND THE SUPPORT THAT WE NEED AND YES, CHAIR FLORES, THAT IS GOING TO COST MORE THAN WE'VE PUT INTO THIS SPACE IN THE PAST. AND IT'S GOING TO CAUSE US TO BE MUCH MORE DELIBERATE. AND WE'RE GOING TO HAVE TO HAVE INDIVIDUALS H HELPING US IN THIS SPACE.
COMMUNICATION S GOING TO BE KEY AS WE GO FORWARD.
AND THANK YOU, BOARD FOR APPROVING DOLLARS BACK IN THE FALL FOR OUR COMMUNICATION PLAN. ONCE WE'RE TO THE POINT OF PUTTING THAT OUT, WE'LL HAVE THE ABILITY TO DO THAT.
IT WILL CONTINUE TO BE A LOT OF HANDS ON AS WELL.
WE'LL REALLY LOOK AT WHILE WE'RE SETTING OUT A SET OF OBJECTIVES AND HOW LONG IT WILL TAKE TO GET TO SOME OF THESE AREAS, I EXPECG NOT ONLY WHAT WE'RE PLANNING UP FRONT BUT WHAT WILL COME BACK TO. WHAT IF SIX MORE MONTHS? WE'LL ADJUST AND REFINE OUR OBJECTIVES ACCORDINGLY.
AND THEN, REALLY PROVIDING OUR LEADERS WITH THE TOOLS AND GUIDANCE.
[01:03:52]
ORGANIZATION, AND SO THAT'S PRETTY EXCITING, I HAVE H A[01:03:55]
CONVERSATION YESTERDAY, A PHONE CALL, AND THE CHAIR OF THE TEXAS[01:04:00]
WORKFORCE COMMISSION ABOUT NEXT STEPS AND SO WHAT HE IS GOING TO DO IS TAKE THAT PLAN AND I'VE SHARED WITH YOU. PART OF THAT IS RIGHT NOW, INDUSTRY-BASED CERTIFICATIONS DON'T COUNT TOWARDS -- WE THINK THEY SHOULD, THIS WILL GIVE US A MECHANISM.>> THE APPRENTICESHIPS AT THE MOMENT DON'T EITHER.
>> THEY DON'T EITHER, THAT'S CORRECT. SO WE'RE ADVOCATING THAT AND WE'VE ALSO ARE WORKING TO INFORM THEM OF HOW THEY NEED TO BE TRACKING AND WHAT TO PUT IN PLACE. SO WE'RE -- WE'RE WORKING TOWARDS THAT END AT THIS POINT IN TME. BUT THE WHOLE GOAL IS MANY OF THESE CERTIFICATIONS, WE'RE GOING TO BE THE ONES THAT WILL NEED TO TEACH AT THE HIGH SCHOOL LEVEL, THEY'RE NOT GOING TO HAVE THE EXPERTI EXPERTISE INITIALLY TO AKE THAT HAPPEN. AND THEY MAY NOT HAVE
THE NUMBERS. >> WAS THE NUMBER 249?
[01:05:01]
>> WELL, INITIALLY, 249, MARK, YOU'VE CROSS-REFERENCED HOSE WITH THE U.S. NAVY WITH THE ARMY, WITH THE DOV, SO THEY'VE GOT 1500, SO WE THINK THERE'S A LITTLE HIGHER NUMBER THAT WE WANT TO GO FOR THERE. SO WE'RE KIND OF LOOKING AT RIGHT NOW, MAKING RECOMMENDATIONS ON OTHERS THAT THEY MAY WANT TO CONSIDER.
YEAH, SOME OF THEM WILL BE AT THE HIGH SCHOOL LEVEL AND ALREADY ARE FOR THAT. BUT MANY OF THEM, I MEAN, ACTUALLY, ARE IN FOR EXAMPLE, ON THAT LIST. SO THAT'S GOING TO BE SOMETHING THAT WE WOULD HAVE TO DO. IN ORDER TO MAKE THAT HAPPEN. SO BUT, SO RIGHT NOW, ONE OF THE CHALLENGES OF THIS, NOT TO GET TECHNICAL, BUT GOOGLE OWNS THE CERTIFICATION NOT TO STUDENT AND NOT THE SCHOOL, SO WE ARE THE PROCESS OF NEGOTIATING AND FRANKLY, GOVERNOR ABBOTT'S OFFICE HAS BEEN HELPING OUT WITH THIS. TO ENTER INTO AREEMENT, SO THAT WE CAN PULL THOSE CERTIFICATIONS ON OUR STUDENTS INTO OUR -- SOME ACCESSIBLE
PLATFORM. >> HOW CAN THAT BE? IF THEY ARE CERTIFIED EDUCATED AND THEY ARE INDEED MASTERY OF THE SUBJECT MATTER, HOW CAN THEY SAY THAT THAT'S NOT --
>> IF THEY CAN DO ALL OF THAT, BUT THE EXAM THAT THEY TAKE IS PROVIDED BY GOOGLE OR AMAZON WEB SERVICES, OR MICROSOFT OR THE AMERICAN WELDING SOCIETY, AND EVEN IN CONSTRUCTION AS WELL.
THOSE ORGANIZATIONS MAINTAIN THE RECORDS ON THAT -- THEY DON'T -- AND THOSE, THEY SHARE WITH THE STUDENT, THEY DON'T NECESSARILY SHARE THAT EVEN WITH THE INSTITUTION. 24E HAVE A CONTINUING EDUCATION OF THEIR CERTIFICATION THAT YOU HAVE TO MAINTAIN CERTAIN CONTINUING EXAMS, TO MAINTAIN THAT. I KNOW FROM MY INDUSTRY, WE WOULD GET, SAY, GOOGLE HAD MORE CERTIFIED IN AN AREA, BUT A YEAR LATER, IT EXPIRED. YOU HAD TO COME BACK, TAKE ANOTHER EXAM OR A COURSE TO --
>> MAYBE IT WAS TRAILHEAD. >> SOMETHING NEW.
>> SOMETHING LIKE THAT, THAT WOULD ENTER INTO IT. GIVEN IN THE SALES AREA, THAT SORT OF THING. SO IT VRIES. AND SALES FORCE IS ONE OF THE CERTIFICATIONS THAT'S ON THE LIST. SO YOU KNOW, IT'S FAIRLY COMPREHENSIVE.
>> SO QUESTION. THESE TWO OTHERS, I THINK WE COVERED THE
>> CAN THESE TWO OTHERS BE DONE IN FEBRUARY?
>> OR IF NOT, WHICH IS A BRAND NAME AND TALENT POOL?
>> YEAH, WE CAN -- WE'RE GOING TO HAVE TO -- YAH, LET ME JUST REALLY, REALLY FAST RUN THROUGH THIS, IF I COULD? AND I'M GOING TO JUMP REAL QUICK ON THIS, BECAUSE YOU'RE RIGHT, I GET
WOUND UP. >> YEAH, BECAUSE IT'S 3:20.
>> LET ME JUMP TO THE ISSUE HERE, AND I'M JUST GOING TO HIT IT REAL QUICK, JUMP TO PAGE 20, I'M GOING TO TRY TO GET THERE.
WE'VE HAD A TEAM WORKING -- LOOKING AT BRAND. IF YOU WORK WITH ALUMNI. THE FULL TIME FACULTY, EMPLOYEES, WE HAVE 700 ENTRIES, NOT DIFFERENT IDEAS, BUT ETRIES, IF YOU JUMP TO THE NEXT -- OOPS -- WHAT WE SEE ARE TWO MAIN ENTRIES THAT SEEM TO COME IN CONSISTENTLY, AND THOSE WERE THE TWO I'VE BEEN LOBBIED ON MYSELF, MOST OFTEN THAT WERE OUT THERE, AND THAT'S DALLAS COLLEGE AND DALLAS COUNTY COMMUNITY COLLEGE, THROUGH BROAD BASED INPUT AS WE'VE DONE
* This transcript was compiled from uncorrected Closed Captioning.