Feb 04, 2020 Board Work Session

[1. Certification of Notice Posted for the Meeting]

[00:00:17]

THIS OPEN MEETING OF THE BOARD OF TRUSTEES IS AUTHORIZED IN ACCORDANCE WITH TEXAS GOVERNMENT CODE 551.001 THROUGH 551.146.

VERIFICATION OF NOTICE OF MEETING AND AGENDA ARE ON FILE IN THE OFFICE OF THE CHANCELLOR. PER TEXAS GOVERNMENT CODE 551.1282, THIS MEETING IS BEING BROADCAST OVER THE INTERNET IN THE MANNER PRESCRIBED BY TEXAS GOVERNMENT CODE 551.128.

>> CHAIR D. FLORES: IT IS IMPORTANT TO UNDERSTAND THE BOARD MAY NOT TAKE FORMAL ACTION ON MATTERS NOT PART OF THE AGENDA. WE'LL PROVIDE AN OPPORTUNITY FOR PUBLIC COMMENT IN ACCORDANCE WITH TEXAS GOVERNMENT CODE.

SPEAKERS SHALL ADDRESS THEIR PRESENTATIONS TO THE HAIR OR BOARD AS A WHOLE. CHANCELLOR, WOULD YOU PLEASE

[3. Diversity and Inclusion Employee Experience Survey Review/Update Presenter: Mary Brumbach]

>> CHANCELLOR MAY: I CERTIFY THE NOTICE WAS POSTED ACCORDING TO TEXAS GOVERNMENT CODE 5 551.054. THAT ONE IS NOT HARD.

>> CHAIR D. FLORES: YOU HAVE THAT MEMORIZED.

ARE THERE CITIZENS DESIRING TO ADDRESS THE BOARD? SEEING NONE, WE'LL MOVE TO DIVERSITY, EMP AND INCLUSION EME EXPERIENCE SURVEY UPDATE BY MARY BRUMBACH.

>> C. COMPTON: I HAVE GONE ON RECORD A NUMBER OF TIMES IN SAYING THIS. I'M GOING TO SAY IT FOR THE LAST AND FINAL TIME. I'M GETTING, I'M VERY IRRITATED THAT EVERY BOARD MEETING WEE COE TO WE HAVE THIS ADDITIONAL PAPER THAT WAS NOT INCLUDED IN THE AGENDA THAT THE BOARD RECEIVES ON THE FRIDAY. AND TO COME IN AND HAVE A 2 29-PAGE DOCUMENT PRESENTED TO YOU RIGHT BEFORE THE MEETING START IS NOT ACCEPTABLE TO ME. ONE OF THE THINGS THAT THEY ARE ASKED WITH IS PREPARING ON AGENDA.

30 DAYS. AND FOR THESE DOCUMENTS NOT TO BE INCLUDED WHERE YOU HAVE THE TIME TO DIGEST AND ABSORB THE INFORMATION THAT'S GOING TO BE PRESENTED, SO YOU CAN FORMULATE SOME QUESTIONS, AND I READ THESE SURVEYS.

EVER SINCE I'VE BEEN ON THIS BOARD, I SIT THERE AND READ THIS STUFF BECAUSE I'M INTERESTED IN WHAT THE EMPLOYEES ARE SAYING AND WHAT THEIR THOUGHTS ARE. BECAUSE, IT FORMS MY THINKING.

BUT THIS IS NOT ACCEPTABLE TO ME.

AND I'VE COME TO THE CONCLUSION, BECAUSE I'VE MENTIONED IT SO MANY TIMES, AND I'VE BEEN IGNORED THAT THIS IS INTENTIONAL. A SUGGESTION I WOULD LIKE TO MAKE WHETHER ACCEPTED OR NOT, IF THESE DOCUMENTS ARE NOT READY TO GO WHEN THE BOARD AGENDAS COME OUT, THEN I THINK IT NEEDS TO BE INCLUDED IN ANOTHER, A FUTURE AGENDA.

FOR US NOT TO HAVE THE INFORMATION WE NEED FOR A BOARD MEETING IS JUST, I MEAN, I DON'T UNDERSTAND IT.

I DON'T GET IT. LIKE I SAID, THIS IS MY LAST TIME MENTIONING IT OVER WHATEVER.

BUT I FIND THIS VERY IRRITATING. >> CHAIR D. FLORES: THANK YOU, TRUSTEE COMPTON. CHANCELLOR, WHO WOULD LIKE TO RESPOND AS TO WHY. I KNOW RESPONSE HAS BEEN GIVEN, AS TO WHY THEY ARE NOT PUT IN THE BOARD AGENDA.

>> CHANCELLOR MAY: WE WORK HARD TO GET THESE READY FOR THE BOARD IN A TIMELY FASHION, EVERY ONCE IN A WHILE IT DOESN'T WORKOUT.

>> CHAIR D. FLORES: CAN WE HAVE A COMPROMISE TO FULFILL THE TRUSTEE'S REQUEST SO WE CAN BETTER DIGEST THEM THAT IF THEY ARE NOT TOTALLY COMPLETE THERE ARE CHANGES THAT NEED TO BE MADE, THE MAJORITY OF THE INFORMATION SHOULD BE THERE,

RIGHT? >> CHANCELLOR MAY: WE DO THAT FREQUENTLY AS WELL. WE'LL TELL YOU WHEN WE GO OVER IT IN THE AGENDA MEETING THERE WILL BE CHANGES.

>> CHAIR D. FLORES: SINCE THIS IS A OCCURRING ISSUE, IF WE COULD HAVE THEM IN THE AGENDA WITH DRAFT ACROSS IT.

WOULD THAT BE SUFFICIENT WHERE WE HAVE THE MAJORITY?

>> C. COMPTON: AGAIN, I DON'T SEE WHY THESE THINGS CAN'T BE COMPLETED AND DONE. IT'S ONE THING TO EVEN IF YOU

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WE GET IT ON FRIDAY EVENINGS. AND A LOT OF TIMES IT'S A LOT OF READING IN THERE. AND I SIT DOWN AND READ ALL THIS STUFF AND SO FORTH. AND THERE ARE THINGS THAT ARE NOT THERE. BUT LIKE I SAY, IT WOULD BY DIFFERENT IF IT IS ONE OR TWO PAGES AND IT WAS AN EXCEPTION.

THIS KIND OF STUFF HAS BECOME THE ULE.

THAT THIS HAPPENS. >> CHAIR D. FLORES: AS THE BOARD MUCH SMALLER ORGANIZATION, WE'RE WORKING SOMETIMES THE NIGHT BEFORE AND DAY OF TO FINISH OUR MATERIALS SO I HAVE AN UNDERSTANDING OF THAT. TRUSTEE COMPTON HAS SUGGESTED THAT IF THEY ARE IN DRAFT FORM, WE NOT EVEN PUT IT ON THE AGENDA UNTIL THE FOLLOWING MEETING. THE FOLLOW MONTH.

SO THAT WE DO GET THINGS COMPLETED.

WHAT IS THE -- SO I'M GOING TO PUT TWO THINGS BEFORE THE BOARD.

THAT IS ONE. NUMBER TWO, TO THE EXTENT POSSIBLE, WE GET THE REPORT BUT WITH DRAFT ON IT F IT'S NOT TOTALLY COMPLETE. SO WHAT IS THE CONSENSUS OF THE BOARD AS TO HOW YOU WOULD LIKE TO RECEIVE THESE REPORTS? AND THE FOLLOWING MONTH WHERE IT ACTUALLY IS COMPLETED OR DRAFT FORM THE MONTH THAT IT'S PUT ON THE AGENDA?

>> D. ZIMMERMANN: I VOTE FOR COMPLETE.

>> CHANCELLOR MAY: IF THAT WERE ALWAYS THE CASE I WOULD SUPPORT IT. BUT SOMETIMES WE DO HAVE TIME ISSUES WHERE THE BOARD ASKED FOR INFORMATION.

AND WE REALIZED SOMETHING NEEDS TO BE CORRECTED.

>> P. RITTER: I THINK WE OUGHT TO HAVE A LITTLE FLEXIBILITY.

TO THE EXTENT THE INFORMATION IS AVAILABLE, ESPECIALLY IF IT'S A THIRD-PARTY CONSULTANT REPORT, THAT'S THE KIND OF STUFF IT SEEMS WE OUGHT TO HAVE IT. WE GET A LOT OF STUFF THAT IS DRAFT NOW AND I FIND IT HELPFUL TO LEAVE.

I WANT TO SEE IT ELECTRONICALLY TOO AND MAKE SURE WE GET IT THAT WAY. THAT'S A QUICK WAY O CUT THE CYCLE TIME DOWN. TO GET THE BEST CONTENT AT THE

EARLIEST POSSIBLE PPORTUNITY. >> CHAIR D. FLORES: THE FIRST OPTION IS COMPLETE AND A MONTH AFTER.

ZIMMERMANN. >> C. COMPTON: ONCE IT'S COMPLETE AND YOU ARE READING THE COMPLETE EPORT.

>> CHAIR D. FLORES: TRUSTEE COMPTON AND ZIMMERMANN HAVE GIVEN THEIR PINION. DRAFT OR COMPLETE?

>> M. BRAVO: I WOULD LIKE IF FOR EXAMPLE, THIS WAS READY LIKE MONDAY. IT COULD HAVE BEEN EMAILED ON MONDAY. LIKE THAT WOULD HAVE BEEN HELPFUL TO ME. SO I'M KIND OF WITH BILL, SOMEWHERE IN THE MIDDLE. BECAUSE I AGREE WITH TRUSTEE COMPTON THAT IT IS HELPFUL TO GET IT BEFORE THE ACTUAL DAY OF THE MEETING. SO MAYBE IF IT DOESN'T MAKE THE FRIDAY MAILING, THAT IT BE EMAILED BY A CERTAIN TIME ON MONDAY. IF IT'S NOT EMAILED THEN MAYBE.

AND IT'S TABLED. >> C. COMPTON: YEAH, SEE, I DON'T KNOW ABOUT ANYBODY ELSE. BECAUSE WHAT BOTHERS ME IS THAT YOU GET THIS. THIS IS YOUR FIRST TIME SEEING IT. AND YOU ARE TRYING TO READ IT WHILE SOMEBODY IS TALKING. SO YOU ARE MISSING SOMETHING BETWEEN THE TWO. RATHER THAN BEING ABLE TO FOCUS ON JUST WHAT THEY ARE SAYING. BECAUSE YOU'VE ALREADY READ THE

MATERIAL AND SO FORTH. >> CHAIR D. FLORES: SO YOU ARE OF THE OPINION, SOMETHING IN BETWEEN?

>> M. BRAVO: CUT OFF MONDAY AT NOON OR SOMETHING.

>> C. COMPTON:

>> CHAIR D. FLORES: COMPLETE OR WOULD IT BE IN DRAFT FORM?

>> CHANCELLOR MAY: THERE WILL ALWAYS BE CORRECTIONS THAT OCCUR BECAUSE THINGS WILL BE FOUND AND THAT ILL BE UNAVOIDABLE.

IT'S NOT PRACTICAL. >> P. RITTER: IF WE HAVE MONDAY BY NOON BY EMAIL AND THERE WAS SUBSEQUENT QUESTIONS, IT WOULD BE RELATIVELY MINOR AND POINT IT OUT.

AND CORRECT IT THAT WAY. BUT YOU KNOW, THAT'S -- I DO THINK IT'S HELPFUL. TO GET THIS STUFF MORE IN

ADVANCERRED. >> CHAIR D. FLORES: MONDAY, NOON. EITHER AS COMPLETE AS POSSIBLE, HOPEFULLY BY THEN WITH A NEW UPDATES.

>> CHANCELLOR MAY: WE DON'T KNOW WHAT WE DON'T KNOW AT THAT TIME.

>> P. RITTER: IT COULD B BE COMPLETE EXCEPT AS NOTED BY

THE -- >> C. COMPTON: I DON'T HAVE A COMPLAINT IF IT'S MINOR STUFF. BUT DON'T GIVE ME A 200 AGE

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I UNDERSTAND THAT YOU HAVE HUMAN ERROR AND THINGS CHANGE.

I UNDERSTAND THAT AND SO FORTH. BUT SOME OF THIS JUST DOESN'T MAKE SENSE TO ME. AND IT'S A MATTER OF IME

MANAGEMENT. >> CHAIR D. FLORES: OKAY, AGAIN, CONSENSUS BY MONDAY NOON IF IT'S NOT AVAILABLE FOR THE FRIDAY PACKET? OKAY.

THANK YOU. >> P. RITTER: STILL SHOOT FOR

THE FRIDAY PACKET. >> D. ZIMMERMANN: PLEASE, YES.

>> M. BRUMBACH: WITH THAT BEGINNING -- TO PROVIDE YOU WITH THE INFORMATION WE GLEANED FROM THE DIVERSITY INCLUSION EMPLOYEE EXPERIENCE SURVEY CONDUCTED IN SEPTEMBER AND OCTOBER. REMIND YOU THE PURPOSE OF THIS WAS TO ASSESS THE EMPLOYEE EXPERIENCE IN TERMS OF DIVERSITY AND INCLUSION. FROM THE FINDINGS CREATE A HIGH PERFORMING, DIVERSITY AND LEARNING ENVIRONMENT FOR DCCCD.

IN RESPONSE TO THE BOARD'S REQUEST, IT WAS OMPLETELY ANONYMOUS. CONDUCTED BY AN EXTERNAL THIRD PARTY. EXTERNAL.

BASED ON THE OST CURRENT RESEARCH.

THOSE CONSTRUCTS INCLUDING BELONGING, FAIRNESS, OPPORTUNITIES AND RESOURCES, DECISION MAKING, DIVERSITY, VOICE AND CONTRIBUTION TO A BROADER PURPOSE.

THE SURVEY USED 27 QUESTIONS. IN ADDITION WE GAVE AN EXTENSIVE DEMOGRAPHIC INFORMATION, RACE, ETHNICITY, GENDER, ROLE AND OTHERS. IN TERMS OF PARTICIPATION, 6,797 RECEIVED THE INVITATION. 1,396 PARTICIPATES.

THAT WAS A 21% RESPONSE RATE, WHICH WAS FAR IN EXCESS OF THE STANDARD OF 1 TO 5%. WE'RE PLEASED WITH THAT.

YOU SEE IN THE PIE CHART, THE PARTICIPATION, SENIOR ADMINISTRATORS, DIRECT SERVICE STAFF, THOSE ARE THE FRONT LINE WORKING DIRECTLY WITH STUDENTS AND THE UPPORT STAFF THAT SUPPORTS THAT KIND OF ACTIVITY. IT'S A WIDESPREAD THINK, INCLUSIVE SURVEY. IN TERMS OF THE PARTICIPANT DIVERSITY. THE NUMBERS ARE THERE.

AND WE'LL GET IN MORE DETAIL AS I MOVE THROUGH THE CHARTS.

BUT INTERESTINGLY ENOUGH, ONE OF THE ONES WE'RE CALLING OUT, TWO OF THE RACES NOT SPECIFIED WAS 196 PEOPLE, 15% OF THE SURVEY.

WHICH IS HAPPENING IN THESE TYPES OF SURVEYS, AS WELL AS

EVEN IN UR HIRING PROCESS. >> CHANCELLOR MAY: WE'RE SEEING IT AS LITERALLY ONE OF THE FASTEST GROWING CATEGORIES AS WE

HIRE PEOPLE. >> M. BRUMBACH: PEOPLE ARE NOT IDENTIFYING. WHICH MAY HAVE SOME IMPLICATIONS

FOR WHAT WE DO. >> CHAIR D. FLORES: EXCUSE ME.

THERE IS A BOX FOR THEM TO CHECK IF THEY ARE MIXED RACE?

>> M. BRUMBACH: YES, TWO OR MORE RACES IS THE CATEGORY.

>> CHANCELLOR MAY: WE'LL TALK ABOUT PRACTICES AND THAT.

LOOKING AT BEST PRACTICES, THEY ARE TAKING LIMITS OFF OF IT IN A LOT OF ORGANIZATIONS BECAUSE PEOPLE WERE CHOOSING TO DO MORE

THAN TWO IN MANY CASES. >> M. BRUMBACH: IN FACT IN THIS SURVEY WE HAD COMMENTS OF PEOPLE THAT WERE GRATEFUL WE WERE SEPARATING SOUTHEAST ASIAN AND MIDDLE EASTERN.

>> CHAIR D. FLORES: DOING D.N.A. THROUGH ONE OF THE COMPANIES, I'M EVERYTHING. I THOUGHT I WAS ONE THING, I'M

EVERYTHING. >> M. BRUMBACH: IN TERMS OF RESULTS, THE KEY FACTOR IN THIS KIND OF SURVEY IS ENGAGEMENT.

WHICH IS A LEVEL OF CONNECTION, MOTIVATION, COMMITMENT A PERSON FEELS FOR THE PLACE THEY WORK. OUT OF THAT, OUR AVERAGE SCORE WAS 64%. IN TERMS OF PARTICIPANT SAYING THEY FEEL ENGAGED HERE AND IT MATCHES THIS CONNECTION MOTIVATION AND COMMITMENT. WE ONLY HAD ABOUT 15% THAT HAD AN UNFAVORABLE REACTION. FROM OUR CONSULTANTS WITH CULTURAL INDICATE THAT IS A HIGH SCORE FOR THE ORGANIZATION WE

ARE. >> CHAIR D. FLORES: HIGH

UNFAVORABLE? >> M. BRUMBACH: HIGH FAVORABLE SCORE. IT'S A GOOD THING.

THE QUESTIONS THEY IDENTIFIED AND STATISTICALLY HAVING THE GREATEST IMPACT ON EMPLOYEE ENGAGEMENT WERE BELONGING, I CAN BE MY AUTHENTICSELF. DIVISION MAKING.

I'M SATISFIED WITH DECISIONS MADE AN DCCCD WAS A LOWEST SCORE. VOICE, OPEN ND HONEST COMMUNICATION. ALSO A LOW SCORE.

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AND THEN IN THE BELONGING CATEGORY, I FEEL RESPECTED AT DCCCD. IS ALMOST AS HIGH AS I CAN BY MY AUTHENTIC SELF AT WORK. VERY GOOD PROC.

>> CHAIR D. FLORES: IT GOT A HIGH SCORE, YOU WOULD THINK VOICE WOULD GET A CORRESPONDING SCORE.

>> M. BRUMBACH: IT'S AN INTERESTING DIALOGUE THAT GOES ON WITH THIS IN TERMS OF, YES, THEY FEEL RESPECTED.

AND YES, THEY FEEL LIKE THEY BELONG.

WE'RE FINDING AS YOU WILL SEE IN A FEW MINUTES, THE VOICE AND DECISION MAKING ARE THE ONES THAT PEOPLE ARE HE MOST

DIFFICULTY WITH. >> CHANCELLOR MAY: WE'RE ACTUALLY TALKING ABOUT THAT IN CONJUNCTION WITH THE STRUCTURAL WORK WITH COLLEGES. WE'RE NINE LEVELS DEEP.

IT'S HARD TO FEEL ENGAGED IN MANY CASES THAT OUR VOICE IS HEARD IF YOU ARE NINE LAYERS BURIED IN THE ORGANIZATION.

>> M. BRUMBACH: WE'RE WORKING WITH THAT.

>> CHAIR D. FLORES: WHERE ARE WE ON THE VALUE STATEMENT?

>> M. BRUMBACH: IT'S IN THIS. HOW WE'RE GOING TO GET TO IT, TRUSTEE FLORES. WE'RE NOT THERE YET.

AGAIN, THIS BELONGING AND VOICE AND DECISION MAKING, WE'RE GOING TO ENGAGE FOLKS WHAT ARE THE MOST IMPORTANT THINGS THEY WANT

TO SEE. >> CHAIR D. FLORES: I THINK THE VALUE STATEMENT AND PROFESSIONAL DEVELOPMENT WILL BRIDGE THOSE

BETTER. >> M. BRUMBACH: THEY ARE BOTH

HERE. >> CHANCELLOR MAY: IENTION INNED THE LEVELS, 35% ARE TWO OR LESS. THAT ALSO CREATES ISSUES.

>> M. BRUMBACH: IN TERMS OF OUR CONTRIBUTION TO A BROADER PURPOSE, IT JUST ABOUT WENT OFF THE CHARTS.

OVER 93% OUR PEOPLE BELIEVE IN WHAT WE'RE DOING AND WHY.

ON DIVERSITY, BETWEEN 60 AND 70%.

AGAIN, THERE WILL BE DETAILS IN JUST A MOMENT.

ON ACCESS TO OPPORTUNITIES AND RESOURCES.

AGAIN, THE 60 TO 70%. BELONGING, OVER 60%.

FAIRNESS IS PART OF THE ISSUE OF I'VE BEEN HEARD AND PART OF A DECISION. IT'S DOWN A LITTLE.

BUT EVEN THERE, IT'S 50% OR SO. VOICE WE TALKED ABOUT.

AND DECISION MAKING IS PROBABLY OR MOST NEGATIVE SCORE OUT OF

THIS WHOLE THING. >> CHAIR D. FLORES: YOU ARE GOING TO DEFINE WHAT YOU DEFINE WHAT THESE ARE?

>> M. BRUMBACH: YES, COMING UP RIGHT NOW.

>> CHAIR D. FLORES: THANK YOU. >> M. BRUMBACH: FIRST OFF, WHAT ARE WE DOING REALLY WELL? THE 93% FAVORABLE RATING ACROSS ALL DCCCD PARTICIPANTS IN TERMS OF CONTRIBUTION TO A BROADER PURPOSE. THE SURVEY QUESTIONS WERE THE WORK WE DO AT DCCCD IS IMPORTANT.

AND THE SECOND ONE, WHICH IS ALSO SIGNIFICANT, IS I UNDERSTAND HOW Y WORK CONTRADICTS TO THE DCCCD MIS MISSION. PEOPLE -- CONTRIBUTES -- IMPACTS HOW WE ACCOMPLISH WHAT WE'RE DOING.

PEOPLE SIDE, THIS IS SOMETHING WE CAN CELEBRATE.

IT'S A HIGH MARK. IT'S OBVIOUS THIS IS SOMETHING TALK ABOUT AND ACTIVELY MANAGED AND THIS FAVORABLE RATING SHOULD FRAME ALL OF OUR CONVERSATIONS AROUND DIVERSITY, INCLUSION AND BELONGING. TO GO ON.

AND AGAIN, THIS IS PART OF THE QUESTIONS YOU ARE ASKING ABOUT.

IF YOU LOOK AT THE CHART AS A WHOLE, THE RESPONSES ACROSS THE THE CATEGORIES ARE VERY SIMILAR IN MANY PLACES.

RATINGS FOR DIVERSITY ARE VIRTUALLY IDENTICAL ACROSS ALL FULL-TIME FACULTY, STAFF AND PARTICIPANTS.

DCCCD VALUES DIVERSITY. AND WE BUILD TEAMS THAT ARE DIVERSE. AND YOU LOOK AT IT 65, 63, 62 AND 60%. AGAIN, NOT A GREAT VARIATION ACROSS-THE-BOARD. AND BY THE WAY, THESE COLOR CODES, IF IT'S GREEN, IT'S SIGNIFICANTLY HIGHER THAN AVERAGE. IF IT'S YELLOW, IT'S SIGNIFICANTLY LOWER THAN THE AVERAGE FOR THE DISTRICT

RESPONSES. >> CHAIR D. FLORES: THE FIRST COLUMN, THE OVERALL DCCCD IS THE AVERAGE SCORE?

>> M. BRUMBACH: FOR LL PARTICIPANTS IN THE SURVEY.

BY RACE AND ETHNICITY. AGAIN, A LOT OF SIMILARITY.

YOU CAN LOOK ACROSS IT ON ENGAGEMENT.

DECISION MAKING IS UNIFORMLY IN THE THIRTIES.

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DIVERSITY IS WHERE ONE OF THE PLACES COMES A DIFFERENCE.

RATINGS FOR DIVERSITY ARE 13 AND 19 POINTS LOWER RESPECTIVELY BETWEEN WHITE AND AFRICAN AMERICAN RESPONSES TO DIVERSITY.

AND 9% BETWEEN WHITE AND HISPANIC LATINOS.

VALUES DIVERSITY AND BUILDINGS TEAMS THAT ARE IVERSE.

IT'S AN INDI INDICATOR FOR US TK AT.

>> C. COMPTON: I HAVE A QUESTION.

WHAT IS THE DIFFERENCE BETWEEN THOSE TWO?

>> M. BRUMBACH: IT'S A CHOICE OF CATEGORICAL ABELS.

SOME ARE DOING HISPANIC, SOME ARE DOING THE MORE INCLUSIVE L

LATNIX. >> M. BRAVO: NOT LATINO OR LATINA. IT'S A NEW TERM.

THAT NOT EVERYBODY USES. IT'S A NEW TERM THAT NOT EVERYBODY LIKES TO USE. DO NOT LIKE USING THE LABEL

HISPANIC. >> CHAIR D. FLORES: HISPANIC WAS CREATED BY THE GOVERNMENT. THE FEDERAL GOVERNMENT.

SO A LOT OF PEOPLE DON'T LIKE USING HISPANIC BECAUSE WHY DOES ONE ACTIVIST SAID, FINALLY THE GOVERNMENT FIND A WAY TO FIND ME AND I'M A PANIC. HISPANIC.

>> C. COMPTON: IT WAS NEGRO,, BLACK, AFRICAN AMERICAN.

AAND I'M FINE WITH BLACK. THAT WORKED FOR ME OR HATEVER.

IT'S LIKE YOU CAN'T DECIDE WHAT YOU WANT TO BE.

>> M. BRAVO: EXACTLY. >> C. COMPTON: PEOPLE ARE CONFUSED. WHAT SHOULD I CALL YOU?

YOU KNOW WHAT I MEAN? >> M. BRUMBACH: MAYBE THERE IS ANOTHER TERM THAT WILL DO IT. MOVING ON.

IN TERMS OF DECISION MAKING. >> CHAIR D. FLORES: ARE YOU GOING TO -- EXCUSE ME, ARE YOU GOING TO GIVE RECOMMENDATIONS ON HOW WE SHOULD HANDLE THOSE AR AREAS? WHAT STAFF, WHAT ADMINISTRATION IS GOING TO DO TO KIND OF --

>> M. BRUMBACH: YES. GIVE ME A FEW MINUTES.

TO GET TO THE RECOMMENDATIONS. IN THE RACE AND ETHNICITY ON DECISION MAKING AND VOICE, YOU SEE THE DECISION MAKING IS VIRTUALLY IDENTICAL. AND VOICE, WHITES MAYBE 4%, A LITTLE BIT HIGHER. WE'RE FINDING THAT FOR THE MOST PART THEY ARE SIMILAR. AND THE VOICE, I'M SORRY, THE DECISION MAKING QUESTION IS SATISFIED HOW DECISIONS ARE MADE. PERSPECTIVES LIKE MINE ARE INCLUDED. WHICH IS ALSO PART OF VOICE IN SOME WAYS. I'M INCLUDED IN THE DECISIONS THAT EFFECT MY WORK. THESE ARE NUMBERS WE'RE LOOKING AT THAT WE NEED TO DEAL WITH. THAT'S PART OF THE

RECOMMENDATIONS. >> CHAIR D. FLORES: WHERE THESE NUNUMBERS DESEGREGATED BY EMPLOE LEVEL?

>> M. BRUMBACH: YES, ON THE NEXT CHART.

YOU ARE DOING WELL. UNDER VOICE, OPEN AND HONEST, TWO WAY COMMUNICATION. WHEN I SPEAK, MY OPINION IS VALUED AND I CAN VOICE A CONTRARY OPINION WITHOUT FEAR OF NEGATIVE CONSEQUENCES. YOU CAN SEE THEY ARE SIMILAR.

MULTIRACIAL AND OTHERS THAT CLUSTER, EITHER IDENTIFYING AS MULTIRACE OR CHOOSING NOT TO IDENTIFY TEND TO BE LOWER ACROSS-THE-BOARD, THAT'S A QUESTION, WE'LL AVE TO ASK WHY THAT IS HAPPENING. IN RESPONSE TO YOUR QUESTION, THE ROLE AND CATEGORY THINGS. PHILANTHROPY FACULTY ARE 10 AND 11 POINTS LOWER THEN THE -- IF YOU LOOK IN DECISION MAKING, 3 30%. FULL-TIME 39.

FULL-TIME FACT IS 19%. THAT'S THE KIND OF THING YOU PAY ATTENTION TO THE SAME IS TRUE IN VOICE.

36%. 32% FOR FULL-TIME STAFF.

44% FOR ADMINISTRATORS. AND 14% FOR FACULTY.

>> P. RITTER: WE DON'T HAVE A BASELINE TO JUDGE LONGIT LONGITUDINAL --

>> M. BRUMBACH: LET US SURVIVE THE NEXT YEAR.

IT WAS AT THE SAME TIME THE FIRST GLIMMERINGS OF A

[00:25:03]

ONE OF THE THINGS WE TALKED ABOUT WAS THAT IT COULD SKEW SOME OF THE THIS. WE WERE PLEASED IT WAS POSITIVE AS IT WAS BECAUSE OF SO UCH CHANGE HAPPENING SIMULTANEOUSLY.

WE'RE SERIOUSLY LOOKING AT THIS, AND DR. MAY MENTIONED THIS .

IN FACT, WE TALKED WITH OVER 1300 PEOPLE PLUS THE 900 HE TALKED WITH IN THE SESSIONS ON CAMPUS.

THINGS THAT CAME OUT. ACROSS THE DISTRICT, THIS WAS OUR LEADERSHIP EAM. PART OF IT WAS A SESSION JUST WITH THE LEADERSHIP WITH OTHER INVITED PEOPLE.

AND THEN WE WENT THROUGH THREE COMBINED COLLEGE SESSIONS THAT WHEN THE NEXT LAYER OF LEADERS AND CHANGE AGENTS IDENTIFIED BY LEADERS ON CAMPUS. TO GIVE YOU A SENSE OF WHAT THEY SAID TO US. LEADERSHIP CARED ENOUGH TO INCLUDE ME. WE HAD SIMILAR EXPERIENCES.

VERY COHESIVE. IMPORTANCE OF THINKING WITH OTHER PEOPLE'S HATS ON. IT'S GREAT TO HAVE DIFFERENT ROLE AND MINDS AT EACH TABLE. THE THING THAT CAME THROUGH IN THE SESSIONS WAS PEOPLE DISCOVERED HOW MUCH ALIKE THEY WERE IN ADDRESSING WHAT NEEDED TO BE DONE AND HOW MANY GOOD

IDEAS WERE IN THE ROOM. >> CHAIR D. FLORES: GOING BACK TO SLIDE 17. THE FOUR SESSIONS BY INVITATION.

WHAT DOES THAT MEAN? >> M. BRUMBACH: THE FIRST GROUP WAS AT THE ARBORETUM, THE LEADERSHIP RETREAT WITH ADDITIONAL INDIVIDUALS ADDED. THE NEXT THREE COMBINED COLLEGES ACROSS THE SYSTEM WITH PEOPLE THAT HAD BEEN SELECTED BY THE LEADERSHIP OF THE CAMPUS TO BE INVITED TO GO INTO THE QUESTIONS PROCESS OF WHAT IS IT GOING TO BE LIKE TO BECOME ONE COLLEGE? IT COULD BE VICE PRESIDENTS, DEAN'S, THE INFLU INFLUENTIALS E CAMPUS.

>> CHAIR D. FLORES: THE PRESIDENTS IN TERMS OF THE COLLEGES DECIDED WHO FROM THEIR COLLEGE WOULD BE THERE? I IMAGINE IT WAS ALL THREE EMPLOYEE LEVELS?

>> M. BRUMBACH: YES. MOST OF THE TIME, EVERY TIME WE DID THIS WE HAD STAFF REPRESENTATIVES FOR THE ASSOCIATIONS, THAT KIND OF THING.

A BROAD BRUSH OF PEOPLE. AND AGAIN, THEY ALKED ABOUT THE ABILITY TO VOICE THEIR OPINIONS IN FACT, I SUSPECT IF WE RAN THAT QUESTION NOW, WE OULD GET A DIFFERENT ANSWER ABOUT MY VOICE IS HEARD. BUT WE'LL SEE.

THERE IS A BREATH OF COMMONALITY OF THOUGHT.

WE NEED TO ENGAGE POISE AND LISTEN TO THEIR IDEAS.

WE WENT ONE STEP FURTHER. ACROSS THE DISTRICT WE RAN WORLD CAFÉS, IF YOU HAVE BEEN IN ONE, IT'S A STRUCTURED PROCESS THAT ALLOWS PEOPLE TO COME TOGETHER AROUND A TABLE AND DELIBERATELY DID SKIP LEVELS. PEOPLE ARE NOT SITTING WITH PEOPLE THEY WORKED WITH AND MIGHT BE AT DIFFERENT LEVEL.

FIVE INVITATION SESSIONS, 590 EMPLOYEES REGISTERED.

PRODUCED 207 TABLETOP PAPERS BASED.

THE SET UP WAS THERE IS A REPORTING COMING TO TALK TO PEOPLE FROM UR COMMUNITY, EMPLOYER BASE, STUDENTS, YOU NAME IT. IT'S FIVE YEARS OUT.

WHAT ARE YOU GOING TO HEAR ABOUT WHAT WE HAVE BECOME? AND WHAT DO YOU MOST WANT TO HEAR? AND THEN THE SECOND SET OF QUESTIONS DEALT WITH WHAT IS IN OUR WAY AND ALLOW TO GET THROUGH THAT.

WE GOT 207 WONDERFUL, THEY HAD TO READ UPSIDE DOWN.

248 FEEDBACK CARDS IN ADDITION. AND SPENT 1,165 TAUGHTS ON CRITICAL STAT STATEMENTS -- DOT. WE HEARD AND GOT IT ALL.

>> CHAIR D. FLORES: WHO CAPTURED THOSE DOTS?

>> M. BRUMBACH: WE GOT THEM. SOMEBODY DID.

SOMEONE ON MY TEAM AND THEY DID A WONDERFUL JOB.

THINGS WE HEARD. HOW RARE WE GET TO VISIT WITH OTHERS OUTSIDE THE GROUP. A GREAT OPPORTUNITY TO BE HEARD.

CHANGE STARTS HERE WITH US. VOICE OUR OPINION.

WE'RE HEARING A LOT OF UNITY. THAT CAME THROUGH THE STRONGEST.

ONE WOMAN SAID THIS WAS A GOOD IDEA, WHY DID IT TAKE SO LONG TO GET HERE? NEVERMIND.

ANYWAY, KEEP US INFORMED. AND GOT US OUT OF OUR SILOS.

ANSWER TO YOUR QUESTION ON NEXT STEPS.

WE'RE RECOMMENDING IS WE USE DIVERSITY AND INCLUSION AND THE SURVEY RESULTS AS A CATALYST. YOU HAVE ASKED WE DEVELOP AND LOOK STRONGLY AT OUR VALUES STATEMENT.

[00:30:02]

AND GATHER INFORMATION ON VALUES TO BE INCLUDED.

WHAT SHOULD MATTER FOR US? PROMPTED WITH THINGS BEING DONE OTHER PLACES. IT WILL BE OF ALL THESE THINGS, WHAT IS MOST IMPORTANT TO YOU. I'M HOPING WE WON'T END UP WITH A LENGTHY VALUE STATEMENT. GET WITH SOMETHING PEOPLE CAN LIVER. AND ASKING THEM IF THAT'S THE VALUE, WHAT DOES IT LOOK LIKE IN PRACTICE SO WE GET BEHAVIORAL STATEMENTS, IF YOU DO THIS, THEN IF THIS IS THE VALUE, THEN WHAT IS DOES THE LOOK LIKE IN PRACTICE.

SO WE CAN HOLD EACH OTHER ACCOUNTABLE.

WE WILL DRAFT A SUCCINCT DRAFT STATEMENT BEFORE AUGUST 2020.

IT DEPENDS ON WHAT LEVEL OF RESPONSE WE GET.

THAT VALUE STATEMENTS WILL BE INCLUDED IN ALL APPROPRIATE DOCUMENTS INCLUDING JOB DESCRIPTIONS.

WHICH MANY COMPANIES ARE OING. OUR WEBSITES AND LOCATIONS, AND USE THE VALUE STATEMENT TO DRIVE PROFESSIONAL DEVELOPMENT FOR ALL EMPLOYEES. BECAUSE THESE VALUES ARE THE ONES WE WANT IN INDIVIDUALS WHO COME TO WORK FOR US.

NEXT STEPS ALSO. AGAIN, THE PROFESSIONAL DEVELOPMENT FROM BOTH INTERNAL AND EXTERNAL SOURCES TO ADDRESS AREAS IDENTIFIED INCLUDING BUT NOT LIMITED TO FOSTERING INCLUSIONS, IVERSITY AND BELONGING, SUPPORTING ENGAGEMENT, DECISION MAKING AND OPPORTUNITIES TO PROVIDE IDEAS AND SOLUTIONS AND NCREASING EFFE LEVELS.

THIS IS A PRIMARY POINT OF OUR PROFESSIONAL DEVELOPMENT.

WE'RE WORKING WITH FOLKS HOW YOU HELP PEOPLE BECOME ENGAGED AND MAKE SURE THEY ARE HEARD. HOW TO WORK WITH THEM TO INCREASE THEIR CAPACITY AND OPPORTUNITIES AND MORE OF A COACHING ROLE. THE TWO OPPOSED WAYS OF MANAGING AN ORGANIZATION. ONE IS TO MANAGE BY DIRECTIVE.

THIS IS THE WAY WE'VE DONE IT, THIS IS HOW I WOULD DO IT, PLEASE DUPLICATE THAT. VERSUS THE ONE THAT SAYS, HERE'S THE ISSUE AND PROBLEM, WHAT SOLUTIONS CAN WE EVOLVE AND HOW CAN WE BEST GO ABOUT GETTING THIS DONE? WE'RE MOVING MORE TOWARD THE OTHER END.

DR. MAY YOU WANT TO MAKE A COMMENT?

>> CHANCELLOR MAY: NO, I THINK IN SOME CASES WHETHER IT'S DEFAULT OR FALL BACK, WE'VE HAD MORE OF A OMPLIANCE MENTALITY RATHER THAN LOOKING AT THE PROBLEM ROM HOW DO WE SOLVE IT AND HOW DO WE ENGAGE. THE IDEA BEING IF I'M FOLLOWING THE RULES THEN I'M DOING Y JOB. RATHER THAN REALLY THINKING ABOUT OLLOW THE RULES AND NOT SERVE STUDENTS WELL IN HE

PROCESS. >> M. BRUMBACH: IT MAY BE THE RULE WAS CREATED FOR EFFICIENCY OF THE OPERATION AND NOT THE EFFECTIVENESS WITH STUDENTS. KIND OF LOOKING AT ASSUMPTIONS.

THE OTHER PIECE THAT IS CRITICAL, ADDRESSING SILOSE LOWS. ON MEANINGFUL ISSUES THROUGH CREATING AND SUPPORTING EMPLOYEE RESOURCE GROUPS.

THE ERG'S CAN BE LINKED TO AFFILIATIONS, RACE, ETHNICITY, OTHER CATEGORIES. THEY NEVER HAVE A CHANGES TO SHARE BEST PRACTICES ON WHAT IS WORKING.

RESPONSIBILITIES AND INTERESTS. WHICH IS ONE THING WE HAVEN'T

DONE A WHOLE LOT OF. >> CHANCELLOR MAY: EVEN FUNDAMENTAL THINGS LIKE ONBOARDING OF EMPLOYEES.

HOW WE'RE INTENTIONAL BRINGING FOLKS ON BOARD. WHAT DO WE TALK

ABOUT AND -- >> M. BRUMBACH: THOSE ARE THE THREE NEXT STEPS, THE VALUE STATEMENT IS CRITICAL TO DEVELOP THE PROFESSIONAL DEVELOPMENT NEEDED AND RESPOND TO INCLUSION AND GREATER ACROSS COMMUNICATION.

AT THE BACK OF THE SECTION, YOU WILL FIND DETAILED CHARTS THAT GO TO HOW LONG THEY HAVE BEEN HERE, THE ROLE THEY FILL, INCLUDING PART-TIME AND FULL-TIME.

THE VARIETIES OF RACE AND ETHNICITY CALLED OUT.

BUT THE ONE THAT IS KIND OF FUN TO TAKE A QUICK LOOK AT IS THE LAST ONE ON TENURE. IT SEEMS THERE IS A DEGREE OF CONSISTENCY BETWEEN THOSE OF US WHO HAVE BEEN HERE 30 PLUS YEARS AND THOSE WHO HAVE BEEN HERE THREE TO SIX MONTHS.

I'M NOT SURE WHAT IT'S TELLING ME BUT IT'S FASCINATING TO LOOK AT. IT TELLS YOU WHAT WE UNCOVERED IN THE PROCESS. THAT'S WHAT WE HAVE.

IT WILL DRIVE MANY THINGS IF WE GO FORWARD.

I THINK THE VERY THING DR. MAY TALKED ABOUT IN TERMS OF HOW MANY LAYERS BETWEEN YOU AND WHAT'S APPENING.

>> CHANCELLOR MAY: IT'S ALREADY DRIVING IN THE PROPOSED

[00:35:01]

YOU WILL SEE MANY OF THESE ITEMS ADDRESSED IN DIFFERENT WAYS THROUGH IN SOME CASES NEW OFFICES, NEW FOCUS AREAS TOWARDS WHAT WE'RE DOING AS IT TIES INTO PROFESSIONAL DEVELOPMENT.

AND SOMEWHAT SEPARATING THAT OUT BECAUSE THE UNIQUENESS OF EACH GROUP YOU NOTICE THAT IT VARIED ACCORDING TO STAFF AND FACULTY OR ADMINISTRATORS. SO WE WILL BE LOOKING AT THAT DIFFERENTLY AS WELL. ALSO, LOOKING AT THE STRUCTURE AS WE PUT TOGETHER BEING INTENTIONALLY THINKING ABOUT THE DESIGN HOW WE ENCOURAGE THE ENGAGEMENT OF PEOPLE WITHIN HAT WHICH, AGAIN, IF SOMEONE IS, YOU'VE GOT A COUPLE OF PEOPLE ONLY REPORTING UP TO ONE PERSON, THAT STIFLES THE ABILITY TO CONTRIBUTE TO MICROMANAGEMENT AND LESS FLEXIBILITY IN ROLES.

WE'LL BE LOOKING AT THAT AS WE GO FORWARD.

ALSO, GREATER SUPPORT OF INCLUSION IN TERMS OF WHAT WE'RE DOING TO MAKE THAT. I MENTIONED EARLIER, EVEN IN AREAS WE DON'T HAVE IN PLACE NOW INTENTIONAL WAYS OF ONBOARDING NOT JUST EMPLOYEES BUT STU STUDS BY GROUPS.

>> CHAIR D. FLORES: I THINK THIS IS GOOD BASELINE INFORMATION.

WE'VE BEEN GRAPPLING I THINK FOR A FEW YEARS OW TO GET EMPLOYEE INPUT OR GAUGE WHAT THEY ARE FEELING.

I THINK THIS IS A GOOD WAY TO DO SO OBJECTIVELY.

WITHOUT IT BEING USED AS A GOTCHA FOR ANY ONE PERSON OR WHATEVER. WHAT WE NEED IS WAY TO HELP US CAPTURE THE FEEL OF THE ORGANIZATION AMONG THE

EMPLOYEES. >> M. BRUMBACH: I THINK THE IMPORTANT THING THAT CAME THROUGH AND WE STRESSED, HIS IS ABOUT YOUR EXPERIENCE OF HIS PLACE.

AND THAT IS WHAT THEY HAVE TOLD US.

TRUSTEE COMPTON? >> C. COMPTON: FIRST THING.

IT WAS BROUGHT UP IN THIS SURVEY.

THAT'S WHY, THERE HAS BEEN SOME DISCUSSION ONE WAY OR THE OTHER.

ONE OF THE REASONS WHY I FEEL THAT THE DISTRICTS PROFESSIONAL DEVELOPMENT DAY WHERE EVERYBODY COMES TOGETHER, THAT IS THE ONE OPPORTUNITY DURING THE YEAR FROM ALL OF OUR EMPLOYEES FROM DIFFERENT LOCATIONS TO COME TOGETHER AND INTERACT WITH EACH OTHER. AND DISCUSS CAMPUS AND WHAT IS GOING ON WITH THEM OR WHATEVER. THAT'S ONE OF THE REASONS I ALWAYS UPPORTED THAT. IS BECAUSE THAT IS THE MAIN VALUE. SECOND QUESTION, DID THE EMPLOYEES JUST ANSWER QUESTIONS? WERE THERE NO WI WRITTEN COMMENS

OR OPPORTUNITY TO DO SO? >> M. BRUMBACH: THERE WERE WRITTEN COMMENTS. THEY STAYED IN LINE WITH WHAT YOU ARE SEEING HERE. THE QUESTIONS THEMSELVES WERE DESIGNED TO GET TO WHAT PEOPLE ARE THINKING AND FEELING WHERE THEY ARE. SOME OF THE QUESTIONS THEY ALWAYS HAD AN OPPORTUNITY TO MAKE A COMMENT.

AND SOMETIMES IT WAS A MATTER OF SYMSIMPLY ELABORATING.

>> C. COMPTON: CAN WE SEE THE WRITTEN COMMENTS?

>> M. BRUMBACH: WE CAN DO THAT. THEY ARE IT EXTENSIVE BUT WE'RE

GLAD TO PROVIDE. >> C. COMPTON: I WOULD LIKE TO TO SEE THEM. I LOOK AT THE SURVEY RESULTS.

BUT I ALWAYS HAVE FOUND WRITTEN COMMENTS ARE INFORMATIVE.

NOT EVERYBODY ELECTS TO SHARE THEIR THOUGHTS ON THE GREAT EXTENT. WHEN WE WERE LOOKING AT DOING THE EARLY RETIREMENT PROGRAM, I READ ALL THOSE COMMENTS.

AND I FOUND THEM VERY INF INFORMATIVE AS TO WHAT PEOPLE WERE THINKING WHEN THEY ANSWERED THE SURVEY.

ANOTHER QUESTION. IF 50% OR ABOVE DOES THAT INDICATE THAT THE ORGANIZATION IS HEALTHY IN LINE WITH OTHER ORGANIZATIONS OR 50% BELOW? WHAT IS THE --

>> M. BRUMBACH: IT DOESN'T INDICATE -- WE'RE LOOKING AT 21% OF OUR PEOPLE RESPONDING TO THIS.

WE HOPE THE NEXT TIME THERE WILL BE MORE.

BUT FOR RIGHT NOW, IT SAYS, LOOK, HALF OF OUR FOLKS THAT RESPONDED, IT'S ALWAYS THE CAVEAT, FEEL THIS WAY.

I THINK WE NEED ANOTHER SURVEY TO GET A BETTER SENSE OF IT IN

TIME. >> C. COMPTON: I WONDER IF THERE WERE INDUSTRY NORMS OR SOMETHING THAT TELLS YOU ABOUT THE HEALTH OF THE ORGANIZATION IN TERMS OF NUMBERS OR PERCENTAGES WHERE YOU

[00:40:01]

IN THE HIGH QUARTILE. >> M. BRUMBACH: I'M NOT AWARE FOR THIS TYPE OF SURVEY THAT WE HAVE SOMETHING THAT WILL GIVE US THAT. I'LL CERTAINLY LOOK INTO IT.

MANY TIMES THE COMPANIES AND ORGANIZATIONS THAT ARE RUNNING THESE DIVERSITY AND INCLUSION SURVEYS, THIS IS A FAIRLY NEW THING TO DO. A LOT OF THE STUFF HASN'T STABILIZED. FOR EXAMPLE, YOU MAY FIND IN A LIKE A TECH START UP SOME OF THE STUFF IS WAY UP IN THE 90S ALL THE WAY THROUGH. BECAUSE THERE MIGHT BE A SMALL GROUP IN A VERY NEW WORLD. HERE, THE FIRST TIME WE ASKED WHAT IS BASICALLY A HIERARCHICAL ORGANIZATION THAT'S BEEN IN PLACE 50 SOME ODD YEARS. I DON'T HAVE GOOD INFORMATION.

I WILL LOOK BUT I DON'T THINK IT'S THERE.

THIS TELL US WHAT WE'RE DEALING WITH.

YES? >> C. COMPTON: I WANTED TO ASK ABOUT THE RESPONSE RATE, THE 21%.

IS THAT PRETTY GOOD? >> M. BRUMBACH: THAT IS

EXCEEDINGLY GOOD. >> CHAIR D. FLORES: YOU ARE

LUCKY IF YOU GET A 5%. >> M. BRUMBACH: THEY CARED AND

WANTED TO TELL US. >> C. COMPTON: DO YOU PLAN TO DO THE SURVEY ON ANY TIME SCHEDULE OR HOW IT'S DONE?

>> M. BRUMBACH: MY RECOMMENDATION IS AS WE DO IT THE FOLLOWING YEAR WHEN THINGS HAVE SETTLED DOWN SO WE'RE NOT RESPONDING TO, I WORLD CHANGED WHEN I WASN'T LOOKING.

AGAIN, IT'S ONE THING WE WORRIED WITH THIS ONE.

I THINK WE'LL HAVE THINGS IN PLACE, WE'LL BE ABLE TO SAY,

YES, INT IT MADE A DIFFERENCE. >> P. RITTER: GOING OVER THE SEQUENCING OF THE SURVEY AND HOW THE RESULTS WERE ASSESSED.

WE STARTED WITH A SURVEY TO MEASURE ATTITUDES ON DIVERSITY AND INCLUSION. AND SLIDE 16 WE FIND OUT QUESTIONS TO BECOMING ONE COLLEGE.

PRIMARILY ATTACHED TO THE IMPORTANCE OF HAVING A VOICE AND DECISION MAKING, WHICH WERE TWO ISSUES IDENTIFIED IN THE SURVEY.

FROM THERE, IN SEPTEMBER TO NOVEMBER, A PROCESS IS DESCRIBED TO COMPRESSION PLANNING AROUND ONE COLLEGE.

WHICH TO ME, IS A COMPLETELY DIFFERENT ISSUE THAN DIVERSITY AND INCLUSION. AND IT SOUNDED LIKE THERE AS A GREAT RESPONSE. A LOT OF PEOPLE CAME TO MEE MEETINGS. THERE IS A CLEAR CONCLUSION, THERE IS AN APPETITE FOR EMPLOYEES TO PARTICIPATE IN DISCUSSIONS AROUND ONE COLLEGE. THEY WELCOME THE OPPORTUNITY.

YOU GET TO THE NEXT STEPS IN THE RECOMMENDATIONS AND THIS IS AN ADEQUATE RESPONSE TO ISSUES RAISED IN A DIVERSITY AND INCLUSION SURVEY. DO WE HAVE AN ADEQUATE RESPONSE AND WHAT IS THE PLAN IN ENGAGING EMPLOYEES MORE BROADLY.

IT SEEMS LIKE WE HAVE THESE CONFLATED IN THE WAY THE

PRESENTATION WAS ROLLED OUT. >> M. BRUMBACH: WE ARE DOING BOTH. TRUSTEE RITTER.

WHAT WE PULLED OUT THE VALUES PROCESS WILL ALSO DEAL WITH DIVERSITY AND INCLUSION. FOR, ONE REASON WE WENT WITH THE WORLD CAFÉ BECAUSE OF THE QUESTION IN THE SURVEY I'M NOT BEING HEARD AND I'M NOT PART OF THE DECISION.

SO WE HAVE ALL THOSE RESULTS AS WELL THAT ARE BEING FACTORED INTO WHAT WE'RE BUILDING IN ONE COLLEGE.

WE'RE AT A -- I CAN'T DO A ONE TO ONE SYNERGY.

WE'RE GETTING A SENSE OF WHAT FOLKS NEED AND ADDRESS IT THOROUGHLY IN EACH ONE OF THE RECOMMENDATIONS WE HAVE GOING

FORWARD. >> P. RITTER: WHAT IS THE CHANGE MANAGEMENT PROCESS WE'RE CONTEMPLATED WITH OUR EMPLOYEES? HOW ARE WE GOING TO ENGAGE THEM? RECOGNIZING THERE THERE IS A LE

TRYING TO FIGURE OUT. >> CHANCELLOR MAY: AS WE LOOK AT THE STRUCTURED PIECE AND ROB IS GOING TO SHARE IN A FEW MINUTES, THE PROCESS THAT WE'LL BE USING TO DENTIFY.

I SHARED AT THE LEVELS ONE, TWO, AND THREE.

THEY ARE PROBABLY GOING TO BE SIX LEVELS OF THE ORGANIZATION WHERE WE GET THROUGH.

STILL LOOKING THROUGH ALL ASPECTS.

AND PART OF THAT IS GOING TO NEED TO BE LOOKED AT OVER TIME.

SEVERAL TIMES IT'S BEEN REFERENCED PROFESSIONAL DEVELOPMENT PIECE IS KEY. THAT IS ONE WE HAVE TO INVEST IN

[00:45:04]

MUCH OF WHAT WE HEAR AND ALL OF THIS WERE ENGAGED IN FALLS INTO A COUPLE OF CATEGORIES WHEN WE GET AROUND MISSION AND THE VALUES OF THE MISSION, THERE IS A GREAT DEAL OF SUPPORT AND BUY INTO THAT. BECAUSE THAT'S IMPORTANT.

WHAT THEY ARE ALSO SAYING, I'M NOT SURE HOW I CONTRIBUTE TO THAT. THEY SAY WHAT I DO IS IMPORTANT BUT MY VOICE MANY TIMES MAY NOT BE BEING LEVERAGED OR HEARD IN THAT PROCESS. SO THAT'S AS WE THINK ABOUT THAT, THAT DOES GET NOT JUST INTO PROFESSIONAL DEVELOPMENT WHICH NEEDS TO REINFORCE CULTURE AND ACCOUNTABILITY AND EXPECTATIONS. ARE WE DECIDED TO MAKE THAT HAPPEN. MARY USED AN IMPORTANT TERM EARLIER, DESCRIBING THIS AS A HIERARCHICAL ORGANIZATION.

AND WHILE THERE IS PROBABLY NECESSITY FOR SOME OF THE THAT HISTORICALLY ENTHERE, I THINK THERE IS A TIME TO LOOK AT THAT IF THAT MAKES SENSE AT ALL LEVELS TO THE DEGREE WE'VE HAD IT. KNOWING THAT A COMMAND STYLE STRUCTURE WORKS WELL IN A MILITARY OR OTHER TYPES OF HIGH STRUCTURED ORGANIZATIONS, BUT WE'RE DEALING WITH AN EVOLVING COMMUNITY, EMPLOYER AND STUDENT NEEDS.

HOW ARE WE DESIGNED TO ADAPT, RATHER THAN TO STAY THE SAME? A LOT OF WHAT WE'VE TRIED TO BUILD INTO THE STRUCTURE, IF YOU KIND OF RECALL A FEW AREAS ON THE ACADEMIC SIDE, WE HAD THE ACADEMIC INCUBAITER TO ADAPT TO NEW PROGRAM AREAS AND SPACE.

WHAT ARE WE DOING ON THE BROAD, AND AGAIN, PROFESSIONAL DEVELOPMENT SIDE, SO THAT WE ENCOURAGE THE TYPE OF ENTREPRENEURIAL THINKING. WE ARE INDEED STEWARDS ON TAXPAYER DOLLARS. THERE IS AN AMOUNT, CERTAINLY, WE STRUCTURE SO WE'RE DOING THE RIGHT KIND OF RISK.

AND GETTING PEOPLE ENGAGED, CREATING OPPORTUNITIES FOR PEOPLE TO DO THINGS DIFFERENTLY. MAYBE TAKE A YEAR AND WORK IN THE PROFESSIONAL DEVELOPMENT SIDE OF THE HOUSE OR WORK IN THE ACADEMIC INCUBATOR. OTHERS CAN DO DIFFERENT THINGS.

THE THINKING AND INPUT, AND WE'RE NOT GOING TO GET THAT RIGHT ALL AT ONCE. I SAID THIS IS A THREE-YEAR IMPLEMENTATION AS WE THINK THROUGH IT.

AND FIGURE OUT AS I'VE SHARED WITH ALL OF OUR LEADERSHIP IN THE PAST, WITH A SINGULAR FOCUS ON HOW WE MEET THE NEEDS AND SOLVE THE PROBLEMS OF STUDENTS AND EMPLOYERS AND COMMUNITY.

THAT'S THE ROLE OF THE LEADERSHIP.

OPERATIONS THEN FALL IN LINE TO SUPPORT THAT, WITH APPROPRIATE ACCOUNTABILITY TO MAKE SURE THAT HAPPENS.

LONG ANSWER BUT CERTAINLY A -- >> M. BRUMBACH: LONG ANSWER, LONG PROCESS. FOR EXAMPLE, TRUSTEE COMPTON, WHEN YOU YOU MENTIONED THE DISTRICT CONFERENCE DAY, IT MAYWELL BE THE NEXT TIME WE DO ONE OF THOSE.

IT PROVIDES INTENTIONAL, MEANINGFUL OPPORTUNITIES TO CUT ACROSS SILOS AND ROLES AND RESPONSIBILITIES SO THAT WE CONTINUE TO FOSTER THIS OPENNESS TO BRING YOUR IDEAS FORWARD AND DEAL WITH SIGNIFICANT QUESTIONS. WE DID THAT WITH THE STUDENT EXPERIENCE STUDY WHEN WE ROLLED THAT OUT.

WE HAD 2500 PEOPLE AT THAT TIME. >> CHANCELLOR MAY: WE'LL RESEARCH MORE THROUGH THE DESIGN OF WHAT WE'RE DOING.

ANOTHER WE'VE ARTICULATED WE WANT TO HAVE A PART OF THIS GOING FORWARD AS WE CREATE THE SCHOOLS, WITHIN EACH SCHOOL WILL BE MULTIPLE PRO PROGRAMS. SO RIGHT NOW WE HAVE AREAS LIKE MATHEMATICS. BUT IT'S NOT A DISTRICT ORGANIZED THING WHERE THEY COME TOGETHER AS PEERS.

SO REALLY STRUCTURE THAT ACROSS ALL AREAS WHERE PEOPLE ARE COMING TOGETHER AROUND COMMON AND DISCUSS COMMON EXPERIENCES, COMMON NEEDS, COMMON CHALLENGES. AND LOOK AT WHAT THEY CAN DO TOGETHER. TRYING TO FIGURE OUT HOW WE FACILITY THAT IN A MORE INTENTIONAL WAY.

>> C. COMPTON: A COUPLE OF MORE QUESTIONS.

YOU MAY NOT E ABLE TO ANSWER THESE.

I WAS LOOKING AT THE NUMBER OF PARTICIPANTS AND PERCENTAGES.

AAND E HAD MORE WHITE THAT PARTICIPATED THAN WHERE I COULD

[00:50:04]

I DON'T REMEMBER THE NUMBERS RIGHT OFFHAND, BETWEEN 24 NUMBER THENUMBER OF EMPLOYEES WE HAD IN THE ETHNIC GROUPS AND RESPONSE.

I WHY. --

>> C. COMPTON: WHY ETHNIC GROUP YOU THINK MORE PEOPLE RESPONDED

THAN FROM OTHER ETHNIC GROUPS. >> M. BRUMBACH: I THINK ROUGHLY WE'RE PARALLEL TO PERCENTAGES OVERALL.

BUT AGAIN, BECAUSE WE CANNOT, WITH THIS BEING THO THOROUGHLY ANONYMOUS, WE GOT THE NUMBERS. BUT WE NEED TO LOOK IF THERE IS A CORRELATION. AND WE'LL DO THAT.

>> C. COMPTON: THE OTHER QUESTION, AND YOU MAY NOT KNOW THE ANSWER TO THIS EITHER. I KNOW WHERE ASIA IS ON A MAP.

BUT YOU GOT THREE CATEGORIES HERE.

EAST ASIA, SOUTHEAST ASIA AND SOUTH ASIA.

I DON'T KNOW THE NUANCES F BEING FROM ONE REGION VERSUS ANOTHER REGION. IF I HEARD SOME NAMES OF SOME -- YOU KNOW, CITIES OR WHATEVER, THAN THAT COULD KIND OF MAKE ME

UNDERSTAND THE DISTINCTION. >> M. BRUMBACH: LET US GET A

DEFINITION. >> CHANCELLOR MAY: THERE IS KIND OF A BROAD GROUPING THAT APPLIES TO EVEN MIDDLE EASTERN, ENDIA, PAKISTAN, AFGHANISTAN, ALL WOULD BE CONSIDERED PART OF ASIA

AND -- >> C. COMPTON: WELL, YOU KNOW,

LIKE I SAID -- >> CHANCELLOR MAY: AS WELL AS CHINA.

>> C. COMPTON: TEXAS, I'M FROM THE EAST COAST, WEST COAST AND NORTH. AND YOU AUTOMATICALLY ASSOCIATE

A SET OF CITIES. >> M. BRUMBACH: WE'LL GET HANDLE ON THAT AND THE CORRELATION.

>> CHANCELLOR MAY: WHAT WE'RE CATEGORIZING FOR GOVERNMENT REPORTING OR OTHER PURPOSES M MAY BE DIFFERENT THAN WHAT

INDIVIDUALS REPORT THEMSELVES. >> C. COMPTON: I KNOW ON THE LEGEND, IT SAYS EAST ASIA, AND WE HAVE 12 PEOPLE CONSIDERED

EAST ASIA, 0%. >> M. BRUMBACH: 12 THAT IDENTIFIED AS EAST ASIA. THESE ARE INDIVIDUAL PREFERENCES

HOW THEY ANSWERED THE QUESTION. >> C. COMPTON: 0% MEANS THEY DID

RESPOND OR DIDN'T RESPOND? >> M. BRUMBACH: IT WAS SUCH A SMALL NUMBER IT DIDN'T COME UP TO A PERCENTAGE EXCEPT WAY DOWN

A WHOLE LINE OF POINTS. >> CHANCELLOR MAY: OBVIOUSLY, THE MIXED RACE OR UNDECLARED ALSO SKEWED THE DATA.

IT DOESN'T TELL US A WHOLE LOT ABOUT WHO THEY ARE.

OBVIOUSLY, THAT'S THE WAY THEY PREFER IT.

THAT'S THEIR CHOICE. >> CHAIR D. FLORES: COULD YOU MAYBE AT THE NEXT BOARD MEETING OR NEXT MONTH OR TWO, REPORT TO US HOW YOU ALL INTEND TO FOLLOW-UP ON THIS? WHAT ARE YOU ALL GOING TO DO TO SEE WHERE TH THERE IS A CORRELAN BETWEEN RESPONSES? ESPECIALLY ON THE NEGATIVE ONES?

>> CHANCELLOR MAY: I CAN BREAK IT OUT ON THE STRUCTURAL SIDE, SOME OF THE OUR PROFESSIONAL DEVELOPMENT PREPARATION AND OTHERS. THAT WILL PROBABLY BE THE CLEANEST GOING FORWARD. IT WON'T GET INTO SOME OF THE OTHER AREAS, SUCH AS THE AFFINITY GROUPS.

>> CHAIR D. FLORES: AT LEAST WE HAVE AN IDEA OF WHAT THE FOLLOW-UP IS GOING TO BE FOLLOWING THIS.

>> CHANCELLOR MAY: SURE. >> CHAIR D. FLORES: YOU SAID IT'S GOING TO TAKE KIND OF THREE YEARS TO BEGIN TO IMPLEMENT?

>> CHANCELLOR MAY: NO, WE'LL START TO IMPLEMENT --

>> CHAIR D. FLORES: I KNOW IMMEDIATELY BUT IN TERMS OF THE WHOLE COMPONENT OR --

>> CHANCELLOR MAY: I THINK IT'S GOING TO TAKE A WHILE TO GET OUR ORGANIZATION IN THE RIGHT STRUCTURAL POSITION IN TERMS OF GOING FORWARD. IT WILL ALSO, WHILE WE WANT TO START IN A VERY ROBUST MANNER ON THE PROFESSIONAL DEVELOPMENT TOO, THAT'S GETTING THAT THROUGH THE PURCHASING PROCESS AND GETTING ALL THAT DONE. AND SCALING THAT UP QUICKLY WITH 6,000, HOW MANY EVER, 790 WHATEVER EMPLOYEES THAT WE HAVE THE ABILITY TO IMPACT ALL THOSE KNOWING THAT WILL CHANGE BY AT LEAST ONE THOUSAND OR SO OVER THE NEXT YEAR OR TWO.

[00:55:04]

SO WE'LL HANDLE A LOT OF THAT WITH OUR ON BOARDING STRATEGY TARGETED TOWARDS VARIOUS GROUPS AS WELL.

I THINK TO FULLY HAVE WHERE WE WANT TO BE AND UP AND RUNNING AND SUSTAINABLE, IT WILL TAKE ABOUT THREE YEARS.

>> CHAIR D. FLORES: KIND OF GIVE AN IDEA, DOESN'T HAVE TO

BE EVERYTHING SET IN STONE. >> CHANCELLOR MAY: WE'LL DO THAT. I THINK WE CAN GET A TIMELINE, PRETTY MUCH. PROBABLY NOT QUITE PREPARED FOR THAT. BUT BECAUSE WE HAVE OTHER WORK TO DO. PROBABLY ANOTHER COUPLE OF

MONTHS. >> CHAIR D. FLORES: WHO WOULD

BE THE MAIN MANAGER? >> CHANCELLOR MAY: IT'S GOING TO

HAVE TO BE ME. >> M. BRUMBACH: WITH SOME HELP.

>> CHAIR D. FLORES: OKAY. I THINK ALL OF US HAVE TALKED ABOUT PROFESSIONAL DEVELOPMENT. YOU HAVE TALKED ABOUT PROFESSAL DEVELOPMENT. WE'RE IN THE BUDGET BILL

PROCESS. >> CHANCELLOR MAY: JOHN ACCUSED

ME OF RAISING THE NUMBER DAILY. >> CHAIR D. FLORES: ALL JOKING ASIDE, WE NEED A HEALTHY ALLOCATION.

IF YOUR EMPLOYEES AREN'T ON BOARD, IT'S NOT GOING TO HAPPEN.

THEY NEED TO BE TOTALLY INF INFORMED, OMMUNICATED WITH.

BUT ALSO HAVE THE TRAINING AND DEVELOPMENT THAT IS NEEDED TO

GET US THERE. >> CHANCELLOR MAY: I'M GLAD YOU SAID THAT. ONE OF THE THINGS THAT AND SOME OF YOU SHARED THIS WITH ME WITH COMMUNITY MEMBERS REACHING OUT TO YOU. THE ARTICLES ON ONE COLLEGE THAT CERTAINLY THE EXPERIENCE FOR A LOT OF PEOPLE HAS NOT BEEN AS PLEASANT AS THEY WOULD HAVE LIKED IT THE THE APPEARANCE OF ENGAGING WITH US, WHETHER IT BE ENROLLMENT, CERTAINLY THE CLASSROOM EXPERIENCE HAS ALWAYS BEEN OUTSTANDING.

IT'S GETTING FROM NOT BEING ENROLLED TO BEING ENROLLED THAT

[4. Review of Revised Strategic Priorities 2020-2021 Presenter: Mary Brumbach]

BUT CERTAINLY, TO YOU POINT ON THE STRA TRAINING, CONSISTENCY D ACCOUNTABILITY SIDE, THAT NOT SOMETHING WE HAVE GOING FORWARD.

>> CHAIR D. FLORES: ANY OTHER QUESTIONS ON THIS PART OF THE AGENDA? ALL RIGHT.

THANK YOU SO MUCH. GOOD JOB.

>> M. BRUMBACH: THANK YOU. >> CHAIR D. FLORES: STAY THERE, RIGHT? REVISED STRATEGIC PRIORITIES.

>> M. BRUMBACH: I'LL MAKE A NOTE YOU HAD THIS IN ADVANCE.

YES? >> C. COMPTON: THE LOOKS

DIFFERENT. >> M. BRUMBACH: YOU HAD THIS WENT OUT. YOU HAD IT IN --

>> C. COMPTON: I SAW IT. >> M. BRUMBACH: BUT YOU ALSO HAE POWERPOINT? WHAT I WOULD LIKE TO SUGGEST, THE WORK THAT WAS DONE ON THIS REVISION CAME FROM THE EXTENDED CONVERSATION IN DECEMBER. AND RECOMPLIED INTO THE STRATEGIC PRIORITIES LIST. I WOULD LIKE TO WALK THROUGH IT WITH YOU. AND POINT OUT CHANGES IN RESPONSE TO YOUR CONVERSATION WITH US.

AND THEN, ARE THERE THINGS YOU WANT TO CONSIDER IN THAT CATEGORY, MAYBE EVEN AMENDMENTS YOU MIGHT HAVE THOUGHT ABOUT AS YOU READ THROUGH IN PREPARATION FOR TODAY.

TO BEGIN WITH, AND I THINK THIS IS BACK --

>> CHANCELLOR MAY: JUST TO GIVE A REMINDER TO THE TRUSTEES.

THIS WILL DRIVE OUR UPCOMING BUDGET AGENDA.

IT WILL INFORM THE -- [INDISCERNIBLE] FOR THE 2021

FISCAL YEAR. >> M. BRUMBACH: ONE THING I WANTED TO POINT OUT ON THE VERY FIRST LEVEL YOU REQUESTED AN EDITION OF A PURPOSE. WE HAVE THE NE THAT IS FOCUSED EXTERNALLY TO ENSURE DALLAS COUNTY IS VIBRANT, GROWING AND ECONOMICALLY VIABLE FOR CURRENT AND FUTURE GENERATIONS.

THE NEW PURPOSE, ESPONDING TO ONE OF OUR OTHER MAJOR REASONS FOR BEING HERE, TO PROVIDE A TEACHING AND LEARNING ENVIRONMENTS THAT EXCEEDS LE LEARNER EXPECTATIONS AND MEETS THE NEEDS OF EMPLOYERS. IT PUTS A SHARP FOCUS ON LEARNING AND TEACHING ENVIRONMENT.

SUGGESTING THAT MAYBE A PURPOSE, IF YOU ARE OKAY WITH IT, WE'LL LEAVE IT AS IS OR IF YOU WANT TO ADD SOMETHING, WE COULD DO THAT.

>> CHAIR D. FLORES: I THINK IT'S WORDSMITHED VERY WELL.

IT'S ONE VOICE. >> M. BRUMBACH: MY MOTHER WOULD BE SO PLEASED. ENGLISH TEACHER.

>> CHANCELLOR MAY: THEY CAN GET BACK TO YOU.

[01:00:01]

>> M. BRUMBACH: THE NEXT CATEGORY TO IMPACT INCOME DISSIPATERS THROUGH THE THE COMMUNITY.

I REMEMBER TRUSTEE JAMESON RESPONDING.

YOU ASK THEY BE LESS COMPLEX. THE FIRST THINK, INSTEAD OF A LENGTHY DISSERTATION, IT'S GOING TO BE HELP PERSPECTIVE AND CURRENT STUDENTS CAREER CONNECTED LEARNING LEADING TO LIVABLE WAGES AND SUSTAINABLE CAREERS.

THE OTHERS I HAVE NOT CHANGED ALL THAT MUCH.

INCLUDES TARGETING UNDERSERVED COMMUNITIES, SCHOLARSHIP SUPPORT. A NEW ONE TO INCREASE SUPPORT FOR STUDENT LIFE ISSUES. BROUGHT TO THIS TABLE ANY NUMBER OF TIMES. AND CONTINUING TO STRENGTHENING EDUCATION PIPELINE. ANY CHANGES FOR ANY OF THE

SUBSTATEMENTS? >> CHAIR D. FLORES: ON THAT INCREASED SUPPORT. WE KNOW CHILDCARE IS NEEDED, AS WELL AS THE OTHER AREAS. IS THERE ANY REALISTIC CHANCE

THAT WE CAN PROVIDE CHILDCARE? >> CHANCELLOR MAY: WE ARE, APPRECIATE THE WORK THAT EASTFIELD IS DOING, PARTICULARLY AS THEY ARE CONVERTING THE EXISTING PROGRAM OVER TO BETTER MEET THE NEEDS AND REALLY WORK WITH HEAD START AND THAT DIRECTION. SCALE IS AN ISSUE.

AND I DON'T SEE THAT WHEN YOU LOOK AT OUR STUDENTS, 165,000, AT ANY TIME, A HUGE PERCENTAGE HAVE CHILDREN.

THE SHEER NUMBERS WE DEAL WITH ARE A CHALLENGE.

COMBINED WITH TRANSPORTATION ISSUE.

WE'LL CONTINUE TO WORK ON THAT. THE TEACHER SHORTAGE HAS BEEN A BIG ONE. KNOWING THAT THERE IS A CAPACITY ISSUE. WE WILL ROLLOUT OUR EARLY CHILDHOOD EDUCATION BACCALAUREATE DEGREE IN THE FALL OF 2020. TO MEET THAT NEED.

WE'RE GOING TO CONTINUE TO WORK. BUT YOUR QUESTION IS ONE THAT WE NEED TO CONTINUE TO PUT ON THE AGENDA.

OTHERS, WE DIDN'T SEE HOW WE COULD ADDRESS THEM IN THE PAST.

AS WE CONTINUE TO TALK. WE DEALT WITH OBVIOUSLY TO THE BEST OF OUR ABILITY TO INCLUDE, CONTINUING TO HAVE CONVERSATIONS RELATING TO HEALTH CARE. I HAVE A MEETING THIS WEEK AROUND WHAT WE CAN DO THERE. MENTAL HEALTH MEETING AND ROLLING OUT NEW EFFORTS. CONTINUE TO WORK WITH MENTAL HEALTH INSTITUTE AND OTHERS TO MAKE THAT.

EMERGENCY AID, IT'S BEEN A GREAE IMPLEMENTED BACK IN THE FALL.

TRANSPORTATION, THANK YOU FOR YOUR SUPPORT OF THAT AT THE LAST BOARD MEETING. THOSE ARE ALL THERE AND FRANKLY ALL HARD TO DO. BUT I DON'T THINK THERE IS ANYMORE DIFFICULT THAN THE CHILDCARE BECAUSE OF THE STRUCTURAL DESIGN OF IT. YOU'VE GOT AN INDUSTRY THAT PAS LOW WAGES. PEOPLE HAVE TROUBLE MAKING A LIVING WAGE IN IT. [INDISCERNIBLE] TO BE A PART OF IT. IT'S GOING TO TAKE INTERVENTION

BEYOND OUR ABILITY TO SOLVE IT. >> M. BRUMBACH: AT THE SAME TIME WE HAVE A NUMBER OF COMMUNITY GROUPS THAT ARE REALLY LOOKING G ADDAT THIS ISSUE. I THINK DR. TEALER WILL RESPOND.

WE HAVE A GROUP CALLED PARTNERS FOR SACRED PLACES.

LOOKING AT UNDERUTILIZED FACILITIES THAT CAN BY CONVERTED INTO CHILDCARE FACILITIES, PROPRIETORSHIPS CHILDCARE GROUP AND OTHERS CAN DO IT. WITH THE TEXAS FOOD BANK AND OTHERS, IT AY NOT BE SOMETHING WE PROVIDE DIRECTLY.

I THINK THE CHURCH LOOKED AT WITH PLEASANT GROVE IS LIKE LESS THAN 2 MILES FROM THE FACILITY. ITTHE POSSIBILITIES EXIST.

IT WILL BE SOMETHING WE WORK TO PROVIDE WITH OTHERS.

>> CHAIR D. FLORES: IN TERMS OF HEALTH CARE, THERE IS AN ORGANIZATION CLOSE TO PRESBYTERIAN HOSPITAL THAT PROVIDES HEALTH CARE ON A SLIDING SCALE.

THEY MET WITH US AT THE CHAMBER. I CAN'T REMEMBER THE NAME.

THEY EVEN OFFER DENTAL SERVICES. >> CHANCELLOR MAY: I'LL CHECK.

PROBABLY CONNECT TO -- DOUBLE CHECK.

>> CHAIR D. FLORES: IT'S IN GREENVILLE SOMEWHERE.

I DON'T KNOW WHERE THIS WOULD FIT.

WE NEED TO MAKE SURE THAT ANYBODY WHO INTERACTS WITH THE STAFF, WHETHER IT'S FRONT LINE, FACULTY, ADMINISTRATOR, WHATEVER

[01:05:03]

IF THE BOARD MEMBERS AGREE, WE NEED TO INCLUDE THAT, PUT IT

UNDER ONE OF THE PRIORITIES. >> M. BRUMBACH: IT MAY COME IN

THE NEXT ONE. >> CHAIR D. FLORES: THE CAREER

CONNECTED LEARNING NETWORK? >> M. BRUMBACH: NO, STREAMLINE

AND SUPPORT NAVIGATION. >> CHAIR D. FLORES: I WAS LOOKING AT THAT. I'M SORRY. I JUMPED TO THAT.

I WASN'T SURE IF THAT'S WHERE IT WOULD FIT.

>> CHANCELLOR MAY: IT PROBABLY WOULD.

WHEN WE TALK ABOUT NAVIGATION, WE'RE TALKING ABOUT THE STUDENT

EXPERIENCE AS WE -- >> M. BRUMBACH: THE VERY FIRST ONE, TO REMOVE BARRIERS ND EDUCATIONAL GOAL COMPLETION.

WHATEVER REASON YOU RE HERE, SOME FOR DEGREES, CERTIFICATES OR ICKING UP A CLASS. WE DO IT FOR ADVISORS AND

NAVIGATORS. >> CHANCELLOR MAY: WE'LL WORK ON WHERE TO PUT THAT IN. LET'S GET THAT ONE --

>> CHAIR D. FLORES: PLEASE. BECAUSE NOW THAT WE'RE IN THIS MAJOR CHANGE AND THIS MAJOR TRANSITION, I THINK IT'S A KEY OPPORTUNITY TO PUT THESE TYPES OF THINGS IN PLACE WE NEED IN

TERMS OF SERVICE. >> M. BRUMBACH: YES, I THINK IT WILL COME THROUGH IN THE VALUES STATEMENT AS WELL.

WE DID ADD AND SUPPORT. INSTEAD OF STREAMLINE N NAVIGATION. AS A RESULT OF YOUR VERIFICATION. WOULD LIKE TO AMEND?ERE THAT YO- -- CONVERSATION -- WE COLLAPSED A COUPLE THING.

THE CAREER RESOURCES HAS TO BE ENHANCED CONSIDERABLY.

NEW TRANSFER FOR BACCALAUREATES. DEVELOPING AN AGENDA OF RESEARCH TOPICS TO STAY ON TOP OF WHAT IS HAPPENING WITH THE STUDENT

EXPERIENCE. >> P. RITTER: CHANCELLOR MENTMENTIONED THE COMPLAINTS ABT TRANSCRIPTS AND REGISTRAR FUNCTIONS. WE'RE INNOVATIVING WITH STUFF LIKE THAT. THAT'S AN AREA --

SPEAKERS] >> CHANCELLOR MAY: I THINK IT GETS INTO THAT WHEN YOU PEEL IT BACK IT'S A CUSTOMER SERVICE ISSUE IN MOST CASES. YOU ARE RIGHT, I MEAN THERE SEEMS TO BE AT LEAST ANECDOTAL EVIDENCE WE HAVE BOTH READ OF PEOPLE BEING -- HAVING DEMANDS MADE IN THE PROCESS THAT SEEM INCONSISTENT AND UNREASONABLE LOSING DOCUMENTS, THERE MAY NOT BE A VALID REASON TO PRODUCE AT THAT TIME.

>> M. BRUMBACH: LET'S PLAY WITH THAT.

WE'LL DO THAT. >> CHANCELLOR MAY: IT GETS TO A PROFESSIONAL DEVELOPMENTS ISSUE WHERE THERE SEEMS TO BE THAT THE LACK OF CONSISTENCY AND -- THERE IS A DEFAULT TOWARD A MORE GR GREATLY COMPLIANCE MINDSET IS WHAT WE ALL WANT TO SEE.

>> P. RITTER: MAYBE A POLICY AND PRACTICES ISSUE AS MUCH AS A

TRAIN ISSUE. >> CHAIR D. FLORES: BACK UP TO THE FIRST ONE. TRANSPORTATION, IF WE CAN SEE IF ED BIRTHA HAS ON THE ROAD LENDING.

>> CHANCELLOR MAY: THEY ARE AND WE WORKED ITH THEM.

>> M. BRUMBACH: IN FACT, I PUT THAT TOGETHER ALMOST SIX YEARS AGO. IT WAS KIND F FUN.

>> CHAIR D. FLORES: GREAT. >> M. BRUMBACH: STREAMLINE SUPPORT AND NAVIGATION, WE'LL WORK ON THE CUSTOMER SERVICE PIECE. THE CONSISTENCY THING.

>> CHANCELLOR MAY: THERE ARE A LOT OF BARRIERS.

AND WE GOT ONE ON TECHNOLOGY OVER HERE WHERE WE GET INTO THAT

LATER ON. >> M. BRUMBACH: THE NEXT ONE, TO STRENGTHEN THERE CAREER CONNECTED NETWORK.

AND ONE COLLEGE ORGANIZATION. >> CHAIR D. FLORES: LET ME ASK A QUESTION ON STRENGTHEN THE CAREER CONN CONNECTED LEARNE NETWORK. WHERE YOU ARE TALKING ABOUT THE FRONT DOORS. THAT'S NOT NECESSARILY DOABLE IN THE COMING YEAR BUT WE HAVE IT ON THE PRIORITIES TO BE WORKING

ON? >> M. BRUMBACH: YES.

IT MAY HAVE SOMETHING TO DO WITHOU PR3.

OUR CAMPUSES AREN'T VISIBLE IN MANY CASES OR HARD TO FIND.

EVEN THOUGH WE MADE WAY FINDING CHANGES.

>> CHANCELLOR MAY: OBVIOUSLY, SOME OF THESE ARE GOING TO HAVE

[01:10:01]

OTHERS ARE GOING TO BE MORE LONG-TERM AS WE -- IF WE DON'T START BEING INTENTIONAL WHAT WE'RE THINKING AND DESIGNING WE WON'T GET THERE IN THREE TO FIVE YEARS.

>> M. BRUMBACH: WE'RE LOOKING AT THEM.

REVISING SOME OF THEM. SOME WILL STAY THE SAME.

THAT IS ONE OF THE SUPERINTENDENTSES OF THE STRENG.

>> CHAIR D. FLORES: IT'S NOT NECESSARILY WHAT WE SAW WITH CEDAR VALLEY AND MOUNTAIN VIEW IN DECEMBER WITH THE FRONT

DOORS. >> M. BRUMBACH: IT'S PART OF IT.

>> CHAIR D. FLORES: THAT'S NOT POSSIBLE IN THIS YEAR, RIGHT? BUT THERE IS OTHER THINGS YOU CAN DO THIS YEAR?

>> CHANCELLOR MAY: WE'LL BE DOING ADDITIONAL DESIGN WORK THIS YEAR. I THINK YOU'VE ASKED ABOUT SOME EXAMPLES THAT WILL BE OUT THERE. WE'LL BE WORKING OUR WAY THROUGH

THIS PROCESS. >> M. BRUMBACH: AS DR. MAY SAID, THIS GUIDES EVERY ACTION WE TAKE.

AND THAT'S ONE OF THEM THAT WILL BE THERE.

WE KNOW WE HAVE TO DO THAT. >> CHAIR D. FLORES: OKAY.

>> M. BRUMBACH: ANY OTHER CHANGES? THOUGHTS ON THIS ONE? OKAY. A BRAND-NEW STRATEGIC PRIORITY. TO FOSTER AN EQUITABLE, DIVERSE AND EQUITABLE ENVIRONMENT FOR EMPLOYEES AND STUDENTS.

TWO SIDED. FIRST ELEMENT UNDER THAT IS SUPPORT AND DIVERSITY AND INCLUSION AND BELONGING TO FACILITATION OF EMPLOYER RESOURCE GROUPS, AFFILIATIONS, ROLES, RESPONSIBILITIES AND INTERESTS.

IT BECOMES PART OF WHAT WE'RE DOING IN HUMAN RESOURCES AND PROFESSIONAL DEVELOPMENT. IT'S A NEED FOR PEOPLE TO

CONNECT. >> CHAIR D. FLORES: WHO IS

TASKERRED WITH THIS? >> CHANCELLOR MAY: RIGHT OW, THERE IS NOT A SPECIFIC OFFICE. IN THE FUTURE, IF YOU LOOK, WE'RE CREATING THAT. IT'S ONE OF HE NEW ENTITIES

WE'RE CREATING. >> M. BRUMBACH: IN THE PROCESS OF CREATING THAT OFFICE, IT STILL DOESN'T KEEP THIS FROM BEING EVERY BODY'S RESPONSIBILITY.

>> CHANCELLOR MAY: NOT JUST THIS AREA, OUR K- 12 OR JOB PLACEMENT OR OTHERS, OR CAREER RESOURCES.

>> CHANCELLOR MAY: AS WE LAID OUT THOSE [INDISCERNIBLE] AND I HOPE WE GET PRETTY CLOSE TO RIGHT.

I'M SURE THERE WILL BE THINGS WE THINK ABOUT LATER.

>> M. BRUMBACH: AND WE MISS THAT.

ANOTHER ONE THERE IS SOMETHING THAT'S NEVER APPEARED ON THESE SHEETS. TTO ENCOURAGE STUDENT PROGRAMMATIC DESIGNED TO ADDRESS INEQUITIES AND NCREASE INCLUSION. MISS OUR AFRICAN AMERICAN MALE INITIATIVES. IT'S THERE.

AGAIN, IF OUR EMPLOYEES FEEL CONNECTED, OUR STUDENTS FEEL CONNECTED, WE'RE IN A DIFFERENT PLACE, WHICH WHERE WE WANT TO BE. TTO REDESIGN PROFESSIONAL DEVELOPMENT. TO CREATE A LEARNING ENVIRONMENT. ONE OF HE KEY ONES.

WE KNOW THAT THE APPLE CART HAS BEEN THOROUGHLY SHAKEN AS PEOPLE

ARE DEALING WITH THIS. >> CHANCELLOR MAY: THAT'S NOT SUPPORT STAFF. THAT IS --

>> M. BRUMBACH: IT'S ALSO SUPPORT STAFF.

TO DEVELOP AND IMPLEMENT A LEARNING PROGRAM FOR LEARNING ENVIRONMENTS. AND COMPLEX STUDENTS WITH VARIED BACKGROUNDS AND NEEDS. A WITHHOLD OVER.

CAREER DEVELOPMENT GUIDED PATHWAY.

IT'S STILL HERE. THIS IS A NEW ONE.

REDESIGN A JOB DESCRIPTION ALIGN POSITIONS WITH THE LEADERSHIP AND INSTRUCTIONAL AND OPERATIONAL NEEDS OF ONE COLLEGE. AND FINALLY, TO REVIEW AND REVISE THE EMPLOYEE EVALUATION SYSTEM TO INCORPORATE BEST PRACTICE AND POSITION AL ALIGNED EXPECTATIONS.

THIS IS YOUR JOB, THESE ARE THE EXPECTATIONS.

IT WILL TAKE A WHILE. BUT IT'S WHERE WE WANT TO BE.

>> CHAIR D. FLORES: UNDER THE FIRST BULLET ABOUT SUPPORTING STAFF TRANSITIONING INTO NEW ROLES.

THAT ALSO COMES WITH, IS THERE A POSSIBILITY THAT WE, IF A STAFF MEMBER WANTS TO GO INTO A NEW ROLE BUT NEEDS A CERTIFICATION,

CAN WE FUND THAT? >> CHANCELLOR MAY: THERE IS.

AND AT LEAST I SAY THAT CONCEPTUALLY.

BECAUSE WE HAVE GREAT PEOPLE. BUT AS WE REDESIGN SOME OF THE AREAS, THERE MAY BE ELEMENTS IN THE REQUIREMENT FOR THE NEW POSITION THAT MAY REQUIRE KNOWLEDGE OF A SPECIFIC

[01:15:02]

PEOPLE TO SUPPORT THAT. >> CHANCELLOR MAY: WILL THAT

BE PART OF THE BUDGET? >> CHANCELLOR MAY: IT WILL NEED TO BE. PROBABLY WON'T BE A JUNE IMPLEMENTATION. WE'LL BE TALKING SEPTEMBER AS WE GET INTO THE NEXT YEAR TO DO SOMETHING.

>> CHAIR D. FLORES: IT WON'T BE IN THE BUDGET FOR THE NEXT

FISCAL YEAR? >> CHANCELLOR MAY: IT WILL, YES.

>> CHAIR D. FLORES: OKAY. >> M. BRUMBACH: THE LAST ONE STAYS PRETTY MUCH THE SAME. BUT WE HAVE ADDED IN THE INITIATED IMPLEMENTED USER PRINAPPRENTICESHIPS.

TO EXPAND INDUSTRY RECOGNIZED APPRENTICESHIPS, GROWING.

THE MAJOR THING WE'RE ALSO ENGAGED IN IN COLLABORATION WITH TEXAS COLLEGE DISTRICTS, AND TWC, DEVICE METHODS FOR CAPTURING INDUSTRY CERTIFICATION RECORDS AND INCORPORATING RESULTS N THE STATE ACCOUNTING. WE HAVE THE MEASURE SESSION DECEMBER 17. THAT WORK IS UNDERWAY TO LOOK AT HOW DO WE DO THIS. SOMETHING LIKE 17,000 PEOPLE IN APPRENTICESHIPS. FOR THE STATE, THEY ARE INVISIBLE. THEY ARE TAKING COLLEGE COURSES.

IN SOME CASES DOING 6,000 HOURS OF ON-THE-JOB TRAINING AND 2,000 HOURS IN THE CLASSROOM. THAT'S PART OF THE CUSTOMER SERVICE APPROACH. STUDENTS NEED TO SAY, I DID THAT AND HERE'S THE PROOF. SO THERE IS THAT.

AND AGAIN, CO. ARE DEVELOPMENT DEVELOP AN INNOVATIONHUB, FOR E, TECHNOLOGY APPLICATION AND ACCESS TO CAPITAL.

OUR SMALL BUSINESS EMPHASIS. AND SUPPORT DEVELOPMENT EXAMINATION OF RELOCATION OF SMALL, MEDIAN AND LARGE BUSINESSES. THE SAME, AND RESPOND TO SKILL GAPS. WITH THE THINGS WE MENTION, WE'LL EDIT BACK IN FOR YOU. OVERALL, ARE WE CLOSE?

>> CHANCELLOR MAY: AND TAKE THOSE WITH YOU IF YOU HAVE ADDITIONAL THOUGHT. OR CLARIFICATION.

IT SEEMS LIKE THERE IS A REALLY IMPORTANT ISSUES THAT AREN'T CAPTURED IN THIS FRAMEWORK. FOR EXAMPLE --

>> P. RITTER: WE'RE SPENDING 1.1 BILLION PLUS.

WE DON'T SEE ANYTHING ABOUT ENVIRONMENTAL SUSTAINABILITY.

SAFETY AND SECURITY OF OUR STUDENTS.

IT'S A BIG ISSUE. AND --

>> CHANCELLOR MAY: THOSE ARE CERTAINLY PRIORITIES THAT WE'RE BUILDING INTO THE ORGANIZATIONAL DESIGN.

THEY ARE ALREADY IN THE ORGANIZATIONAL DESIGN THAT WE OPERATE NOW, JUST IT WILL BE KIND OF COORDINATED SLIGHTLY

DIFFERENTLY IN THE FUTURE. >> P. RITTER: CAN YOU THINK

ABOUT THEM? >> CHANCELLOR MAY: I THINK PARTICULARLY WHEN WE THINK ABOUT THE DIVERSITY INCLUSION, I KNOW WE'RE THINKING A LOT ABOUT WHAT WE'RE DOING WITH THE BOND AND THE CONSTRUCTION GOING FORWARD. BUT YOU ARE RIGHT.

THE SUSTAINABILITY NEEDS TO B BE AN IMPORTANT PART OF THE CONVERSATION. WE INCLUDE THAT AT ALL LEVELS.

FACULTY HAVE INCORPORATED IT INTO THEIR CURRICULUM AND CLASSROOM. WE HAVE INIT INITIATIVES OPERATG STUDENT OF LIFE FOR CLUBS AND ORGANIZATIONS.

WE ARE TIED IN CLOSELY WITH OUR FACILITIES ON THAT AS WE LOOK AT, THAT IS GOING INTO SOME OF THE FACILITY IMPROVEMENT PROJECTS THAT WE TALKED ABOUT EARLIER.

SOME WERE BUILT HOW TO IMPROVE EFFICIENCY AND DIFFERENT THINGS ON THAT SIDE. IT'S HAPPENING BUT PROBABLY

WOULD BE WORTH TRYING TO LOOK A- >> CHAIR D. FLORES: AS A

PRIORITY. >> M. BRUMBACH: I THINK YOU DON'T WANT TO INCLUDE EVERYTHING WE'RE DOING HERE.

WE WANT TO INCLUDE THE PRIORITIES GOING FORWARD.

AND THAT MAYWELL FALL INTO THAT. MAY WELL.

THAT COVERS A GREAT MANY THINGS AS WELL.

>> CHANCELLOR MAY: I'LL TAKE A LOOK AT THAT.

>> M. BRUMBACH: THANK YOU, ALL. >> P. RITTER: THANK YOU.

>> D. ZIMMERMANN: ONE QUESTION. WHAT WILL SUCCESS LOOK LIKE?

>> CHANCELLOR MAY: I THINK ALL THESE ARE GEARED TOWARD ONE THING. TO MAKE SURE STUDENTS LEAVE HERE WITH A LIVING WAGE JOB. THAT'S THE GOAL.

AND WHAT WE SET AS A GOAL ALL ALONG, ADDRESSING INCOME DISPARITY. AND PEOPLE LEFT BEHIND.

WE HAVE A LOT OF EVIDENCE WE'RE HAVING AN IMPACT ON THAT.

[01:20:01]

BUT CERTAINLY THE ACCESS PIECE. WE'VE GONE LOOKING AT THE DATA THIS WEEK FROM OUR PARTNER HIGH SCHOOLS, THE 43 WE ENROLL THIS YEAR, FROM 2017, A 21% ARKET PENETRATION TO A 37% THIS YEAR.

[5. One College Brand Name Update Presenter: Justin Lonon, Patty Arellano-Tolotta]

THAT'S GETTING THEM THEIR MORE ON COURSE TO GRADUATE NOW THEN THEY HAVE BEEN IN THE PAST. BUT AGAIN, ULTIMATELY WE'RE ABOUT TO GET THE FIRST GROUPS TO THE EMPLOYMENT PIECE, THAT'S ULTIMATELY THE REAL TEST THERE IS THERE.

>> M. BRUMBACH: THANK YOU ALL FOR YOUR TIME AND ATTENTION.

>> CHAIR D. FLORES: THANK YOU. GOOD WORK.

>> P. RITTER: THANK YOU, MARY. >> CHAIR D. FLORES: ONE COLLEGE BRAND NAME UPDATE. JUSTIN LONON AND PATTY

ARELLANO-TOLOTTA. >> YOU HAVE SEEN THESE XACT SLIDES LAST MONTH. CHANCELLOR'S PRESENTATION.

AND E WANTED TO HAVE A FEW MONTHS TO DISCUSS IN MORE DETAIL. BECAUSE WE NEED TO A, CONSENSUS FROM THE BOARD ON THE NAME FOR FORWHAT WE'RE PUTTING TOGETHER.

THAT'S GOING TO BE SUBMITTED TO SACS NEXT MONTH.

IS THERE A CONSENSUS FROM THE BOARD WHAT IS THE APPROPRIATE NAME WITH THIS NEW INSTITUTION. SO PATTY, OUR CHIEF MARKETING OFFICER AND TEAM HAVE BEEN VERY BUSY OVER THE LAST SEVERAL MONTHS ENGAGING VARIOUS STAKEHOLDERS TO TRY TO GET INPUT TO HELP INFORM US TO LEAD US TO THIS CONVERSATION TODAY.

WITH THAT, I'LL LET PATTY WALK THROUGH QUICKLY SOME OF THE FOLKS THAT WE'VE BEEN TALKING TO.

>> SINCE LAST FALL WE'VE BEEN TALKING TO VARIOUS PARTS OF OUR COMMUNITY. WE HAVE DONEFLUENCER COMMUNITY FOCUS GROUPS, WE DID A COUPLE BACK IN THE FALL.

WE'VE DONE STUDENT, AS WE'RE CONDUCTING A BRAND AWARENESS SURVEY ALREADY, TO SET THE BASELINE FOR WHERE WE'RE GOING TO ET SOME THOUGHTS ON HOW PEOPLE FEEL AS OUR DISTRICT AS A WHOLE AND AT EACH CAMPUS. WE'RE DONE SEVERAL WITH EMPLOYEES AND STUDENTS. AND THEN ALSO THE COMMUNITIES.

RIGHT NOW WE'RE ACTUALLY GOING TO THIS WEEK, WE'VE BEEN TALKING AT VARIOUS CAMPUSES WITH OTHER COMMUNITY INFLUENCERS TO EXPAND THE GROUP AND GIVEN THE NAMES FROM, WE ACTUALLY USED SOME OF THE LIST YOU PROVIDED TO US IN THE PAST AS KEY COMMUNITY INFLUENCERS THAT ARE PEOPLE WE CARE ABOUT HEARING FROM.

AS WELL AS FROM THE COLLEGES THEMSELVES HAVE GIVEN US NAMES.

WE HIT ABOUT 1,000 PEOPLE AT BRAND ONLINE SURVEY, AS WELL AS WE'RE SETTING UP MEETINGS WITH THEM ON CAMPUSES OW.

THOSE MEETINGS WERE MORE ABOUT HOW THEY FEEL ABOUT US AS A WHOLE VERSUS THE NAME. THE BRAND AWARENESS SURVEY WENT OUT ONLINE. WE HAVE GOTTEN 700 ENTRIES FROM THE CONSTITUENTS, AS YOU WILL SEE.

WE'VE GOTTEN 66% OF THE 700 WERE EMPLOYEES.

SOME HAVE SELF IDENTIFIED AS ALUMNI OR FACULTY.

YOU WILL SEE DUPLICATION THERE. 9% OF THE 700 WERE FROM COMMUNITY. AS A WHOLE, WE HEARD THAT THEY ALL LIKE TWO NAMES. WE SPECIFICALLY ASKED THEM FOR, WE TOLD THEM HERE'S WHAT'S HAPPENING.

WE'RE BECOMING ONE COLLEGE AND ASKED FOR FEEDBACK ON NAMES THEY FEEL WOULD REPRESENT US AS A WHOLE.

THE TOP TWO WERE DALLAS COLLEGE AND DALLAS COUNTY COLLEGE.

WE DID DIGGING TO SEE WHEN WEBSITES RE AVAILABLE. THOSE ARE IMPORTANT AS WE GO OUT FROM A MARKETING PERSPECTIVE.

WE LIKE DALLAS COLLEGE BECAUSE, WHILE I KNOW THAT IF WE TALK ABOUT THE COUNTY AND WE'VE GOT ERVING, MESQUITE AND LANCASTER.

I LIVED IN DESOTO AND FROM OCLIFF.

WHEN WE SAID COUNTY, WE MEANT THE JAIL.

I KNOW. SO THAT WAS MY IMMEDIATE CONNOTATION WAS WHEN WE TALKED ABOUT COUNTIES, IT HAS A

[01:25:04]

IF WE WANT TO MARKET OUR COLLEGE OUTSIDE OF OUR CITY LIMITS, HAVING COUNTY IN THERE I THINK MAKES IT LESS, I GUESS LESS APPEALING TO FOLKS BECAUSE E ARE KNOWN AS A CITY.

WE'RE GLOBALLY KNOWN AS DALLAS. AND I THINK EVEN PEOPLE WITHIN DALLAS WHEN THEY ARE OUTSIDE OF CITY LIMITS OR WHATEVER CITY LIMITSES THEY ARE IN WITHIN THE REGION, THEY SAY I'M FROM DALLAS. WE HAVE THE DALLAS COWBOYS IN ARLINGTON. EXACTLY.

WE'VE GOT A LOT OF KIND OF DALLAS AS A TERM IS USED VERY BROADLY. WHETHER YOU LIVE IN LANCASTER OR MESQUITE. AND IT HAS GLOBAL RECOGNITION.

IF WE IMPROVE TO AN ONLINE MODEL, HAVING THE COLLEGE BEING NAMED DALLAS MAKES MORE SENSE FROM A MARKETING AND BRANDING STANDPOINT. I UNDERSTAND THE DESIRE TO BE INCLUSIVE. AND WE ALWAYS WOULD BY WHEN TALK ABOUT WHO WE SERVE, DALLAS COUNTY, CONSTITUENTS WOULD ALWAYS BY LOOKING AT THAT MORE INCLUSIVELY.

FROM A MARKETING STANDPOINT, DALLAS COLLEGE SEEMS TO MAKE

MORE SENSE. >> THAT WOULD BE OUR RECOMMENDATION. AMONGST THESE THAT THE DALLAS IS THE BRAND. AND SO IN RECOGNITION OF THAT, WE HAVE A GREAT HISTORY AND LEGACY OF 54 YEARS.

AND BRAND EQUITY IN OUR NAME NOW IN DCCCD.

AND SO DALLAS COLLEGE KEEPS ELEMENTS OF THAT.

BUT ALSO SPEAKS TO WHAT WE NEED TO DO IN HE ACCREDITATION MODEL. AND DRA DRAWSES ON THE LARGER BD

OF EQUITY ITSELF. >> M. BRAVO: A BREAKDOWN.

THOSE WERE THE TOP TWO. DID ONE RANK OVER THE OTHER?

>> IT DEPENDED ON THE AUDIENCE BUT PRETTY EVEN.

NOT BY A HUGE MARGIN. >> P. RITTER: DID OUR STUDENTS EXPRESS A PREFERENCE FOR ONE OR THE OTHER OR A NAME CHOICE THAT WOULD BETTER SERVE THE INTEREST OF THE STUDENTS?

>> THEY WERE PART OF THE MODEL AND HAD BOTH.

I THINK THEY WERE DALLAS COLLEGE FIRST AND DALLAS COUNTY SECOND.

THERE WAS NOT A HUGE MARGIN WITH ANY OF THE GROUPS.

>> CHAIR D. FLORES: HOW MANY NAMES WERE PUT BEFORE THEM?

>> THEY FILLED IN THE BLANK. WE ACTUALLY WERE CURIOUS TO SEE IF WE WOULD GET CREATIVE NAMES FROM STUDENTS. WE WERE SURPRISED THE BY AND LARGE THEY CHOSE THOSE TWO NAMES.

WE GOT OTHER CREATIVE CONSIDERATIONS BUT NOTHING THAT

FELT RIGHT ENOUGH TO BRING HERE. >> P. RITTER: ANY ISSUES OF CONFUSION WITH OTHER HIG HIGHER-EDINSTITUTIONS BY USING DALLAS? LIKE UNIVERSITY OF DALLAS OR UTD, NOTHING TO WORRY ABOUT THERE?

>> NOT THAT WE COULD SEE. BECAUSE WE WOULD OBVIOUSLY HAVE TO MARKET IT EITHER WAY. AND I DON'T KNOW THAT COUNTY WOULD MAKE A DIFFERENCE BECAUSE DALLAS WOULD BE THE LEADING IDENTIFIER. ESPECIALLY AS WE AKE COMMUNITY OUT OF IT, GIVEN WE'RE MOVING TO A FOUR YEAR COLLEGE.

>> CHANCELLOR MAY: WE KNEW WE WERE GOING TO HAVE TO DO THAT.

I SAID THAT THE MINUTE WE GOT APPROVED BECAUSE IT'S ALL OVER THE NATION, THE FEEDBACK FROM STUDENTS HAD BEEN, I HAVE A FOUR-YEAR DEGREE. I DON'T WANT COMMUNITY.

>> IN PARTICULAR -- SORRY. >> C. COMPTON:

>> WHEN WE DID TALK TO THE COMMUNITY INFLUENCER GROUPS, BEFORE WE ACTUALLY [INDISCERNIBLE] MOVE TO ONE COLLEGE. BACK IN JULY, WHEN WE MET ITH TWO GROUPS, THE CONNOTATION OF COMMUNITY THERE WAS STRONGLY NEGATIVE. THEY FELT IT MEANT THAT STUDENTS FELT THEY WERE LESS THAN. AND THAT IT SEEMED OUTDATED AS A TERM. WE HAPPEN ACTUALLY SURPRISED BY THAT. NOT LONG AFTER, WE MADE THE MOVE FOR THERE FOUR-YEAR BACCALAUREATE.

>> C. COMPTON: YOUR PROPOSAL IS TO -- WILL BE TO DEVELOP A NEW

LOGO? >> YES, MA'AM.

>> C. COMPTON: I'VE MENTIONED THIS IN CONVERSATIONS I'VE HAD WITH PEOPLE. AND THIS IS IN THE AFRICAN-AMERICAN COMMUNITY IN THE SOUTHERN SECTOR.

[01:30:01]

I SAY THAT TO SAY, SINCE YOU CAN'T USE COMMUNITY AND I REMEMBER YOU SAYING SOMETHING ABOUT SACS DIDN'T WANT US TO USE

DISTRICT? >> CHANCELLOR MAY: THEY WON'T

LET US. >> C. COMPTON: WOULD IT NOT BE PRUDENT TO LEAVE THE LOGO THE SAME? SO PEOPLE HAVE SOME REFERENCE POINT? BECAUSE A LOT OF PEOPLE SEE THT LOGO AND AUTOMATICALLY THINK DALLAS COUNTY COMMUNITY COLLEGE DISTRICT.

IF.IF YOU CHANGE THE NAME DO YOU CHANGE THE LOGO TOO SO THERE IS

NOT THE ASSOCIATION. >> CHANCELLOR MAY: I THINK IT'S A FAIR QUESTION. TO BE HONEST, I HAVE NOT HAD A CONVERSATION WITH YOU ABOUT THE LOGO.

SO THAT'S -- >> P. RITTER: WHAT LINE ON THE ACCREDITATION. ACCREDITATION FORMS.

>> CHANCELLOR MAY:

LOGOS. >> C. COMPTON: THE INITIAL TRANSITION, TO LEAVE SOMETHING THAT'S AMILIAR TO THE

PUBLIC. >> D. ZIMMERMANN: CONTINUITY.

>> C. COMPTON: TO RELATE TO THE NAME.

WE'RE NOT PUTTING COUNTY OR COMMUNITY OR DISTRICT AND SO FORTH. IT'S NOT ONLY THE YOUNG PEOPLE.

YOU HAVE THE OLDER PEOPLE AND SO FORTH.

BUT SOMETHING WHERE THEY HAVE A REFERENCE POINT.

AT LEAST AS TO WHAT THIS NEW NAME COULD BE ABOUT.

>> I HINK THAT'S VALID FEEDBACK.

I THINK WE CAN TAKE THCONSID COLOR PALLET TO HAVE ONTINUITY.

THAT MAKES SENSE. >> P. RITTER: THE EDUCATION THAT GETS YOU HIRED CAMPAIGN, THAT IS BRILLIANT.

I MEAN, HAVING THAT CONTINUE TO ATTACH TO OUR NEW NAME TOO.

>> WE'LL DO THAT FOR SURE. >> TO YOUR POINT, IT MAKES SENSE FOR A PERIOD OF TIME. THE TAGLINE WE CHANGE EVERY SO OFTEN. BUT IT DOES SPEAK TO WHO WE ARE.

AND IT DOES ORK. AND SO WE WOULD ENDEAVOR TO USE THAT FOR AS LONG AS THAT MADE SENSE AND CERTAINLY OVER A TRANSITION TIME PERIOD. MAYBE WE FOCUS AND EXTEND LONGER THAN NORMAL IN THE LIFE OF THAT SORT OF THING.

TO YOUR EARLIER QUESTION, TRUSTEE RITTER, THERE ARE NEXT STEPS AND THINGS WE'LL HAVE TO DO WITHIN THE MARKET PLACE.

THERE ARE LEGAL THINGS WE HAVE TO DO. AND SO ROB AND HIS TEAM AND SOME OUTSIDE COUNSEL TO HELP US WITH SOME OF THOSE THINGS THAT AS THE BOARD GIVES US AN INDICATION OF DIRECTION, THEN WE CAN DO WHAT WE NEED TO FOR SACS PURPOSES.

DECISION IN JUNE, THERE AREO.C.- LEGAL TRIGGERS AND THINGS WE HAVE TO DO CERTAINLY AROUND THE NAME AND US PUTTING THE NAME O OUT. OVER THE NEXT FEW MONTHS, GENERAL COUNSEL OFFICE WOULD HELP US SECURE EVERYTHING.

WE HAVE DONE MARKETING THINGS IN TERMS OF WEBSITE AND OTHERS BUT THERE IS THE LEGAL SIDE WE HAVE TO DO.

>> C. COMPTON: IF IT COMES UP RIGHT NOW, I'M HAVING TO SIT AND EXPLAIN TO PEOPLE WHAT WE'RE DOING, WHY WE'RE DOING IT AND ALL THIS KIND OF STUFF. I'M NOT SURE THEY REALLY COMPLETELY UNDERSTAND WHAT I'M TELLING THEM.

>> IT'S GOING TO TAKE A LOT OF WORK TO DO THAT.

YOU HAVE SEEN IN THE LAST WEEK THROUGH SOME OF THE NEW STORIES- AND MEDIA SIDE TO GET WORD OUT. IT WILL TAKE SOM S SOME OF THOSE EARNED MEDIA OPPORTUNITIES AND THINGS WE'LL HAVE TO INVEST IN TO MAKE SURE PEOPLE UNDERSTAND WHAT THIS IS.

>> ONCE WE -- >> C. COMPTON: MY THING HAS BEEN, OKAY, HOW CAN I EXPLAIN THIS TO YOU AND WHY.

I HAVEN'T COMPLETELY GOTTEN MY SPIEL DOWN AS TO HOW I WANT TO CATCH IT. I NEED TO BE SHORT AND TO THE POINTS WHERE EVERYBODY UNDERSTANDS WHAT I'M SAYING.

YOU ARE DOING HIS. YOU ARE EXPLAINING WHAT THE CHANGES ARE. BUT THE NEXT DEAL IS WHY.

>> CHANCELLOR MAY: I'LL HELP WITH THAT TOO.

WE'VE ENGAGED FOLKS TO HELP US WITH A CAMPAIGN AROUND THAT.

WE DID THE PRESS RELEASE YESTERDAY.

>> IT WENT OUT YESTERDAY. >> CHANCELLOR MAY: YESTERDAY WAS A BIG DAY IN TERMS OF OVERAGE AND EXPLAINING THAT.

>> P. RITTER: I THOUGHT THE MESSAGING WAS REALLY GOOD IN THAT STORY. IN TERMS OF THE RATIONALE FOR THIS. I KIND OF SEE WHAT WE'RE BEING ASKED TO DO TODAY IS A RENAMING THAN A REBRANDING.

[01:35:02]

EVOLVE IT AS TIME GOES ON. >> CHANCELLOR MAY: I AGREE.

>> C. COMPTON: ANOTHER QUESTION. THAT WAS DALLAS, YOU SENT

[INDISCERNIBLE] >> THERE WAS A MORNING NEWS.

>> CHANCELLOR MAY: MORNING NEWS DID A STORY, CHANNEL 11, KRLD.

>> C. COMPTON: [INDISCERNIBLE] RIDING IT ONLINE.

>> CHANCELLOR MAY: THAT WAS YESTERDAY.

SECTION. >> I THINK THE STORY IS OUT THERE. JUSTIN IS RIGHT, WE HAVE A LONG WAY TO GO. WE HAVE TO CONTINUE TO MARKET AND REMARKET. ONCE WE DECIDE ON THE NAME, WE'LL MAKE SURE THE MEDIA KNOWS SO WE CAN PUSH THAT OUT AS WELL AND HIT THE VARIOUS MILESTONES SO WE'RE KEE KEEPING THE DRUM BT GOING THROUGH THE REST OF THE YEAR.

>> HONESTLY, THAT WAS INTENTIONAL FOR US TO PUT THE PRESS RELEASE OUT OF WHAT AND WHY.

AND THERE WILL BE OTHER OPPORTUNITIES AROUND THE NAME, THERE IS OBVIOUSLY A VERY PUBLIC PART.

TO DO SOMETHING, TO STAGE AND STAGGER AROUND ALL OF THESE

THINGS. >> CHANCELLOR MAY: THERE WAS A SEQUENCE, WE NEEDED TO EXPLAIN MORE INTERNALLY BEFORE GOING EXTERNALLY. WE DID THAT FRIDAY A WEEK AGO, WE SET UP THE ABILITY TO PROVIDE INPUT AND OTHER THINGS.

GOING ALONG WITH THE WORK MARY HAD DONE THROUGHOUT THE DISTRICT THAT'S THERE. BUT IT WAS INTENTIONAL IN TERMS

OF THE SEQUENCING. >> CHAIR D. FLORES: I REALLY DON'T LIKE EITHER ONE OF THE NAMES.

BUT I'M ONLY ONE PERSON. DALLAS COLLEGE IS NOT INCLUSIVE OF DALLAS COUNTY. I UNDERSTAND THE NEGATIVES ASSOCIATED WITH DALLAS COUNTY. I DON'T LIKE DALLAS COUNTY COLLEGE EITHER. TRUSTEE? TRUSTEE BRAVO SHARED THAT SOMEONE HAD SUGGESTED DALLAS METRO COLLEGE. I DON'T KNOW IF THERE IS ANY SUPPORT FOR THAT. IF THERE ISN'T, I'LL GO TO MY

NEXT POINT. >> CHANCELLOR MAY: THAT'S ONE OF

THE ONES THAT WAS OUT THERE. >> C. COMPTON: IT'S NOT EXCITING. IT'S REALLY KIND OF BORING.

I'M ASSUMING YOU USE SINGULAR RATHER THAN SAYING COLLEGES.

NOT ANYTHING -- >> CHAIR D. FLORES: IT DOESN'T CATCH THE ATTENTION AT ALL.

WANTED TO COME UP WITH AN ACRONYM.

DCCCD IS LONG. BUT YOU KNOW, IT JUST HAS A RING

TO IT OR WHATEVER. >> CHAIR D. FLORES: EVEN DC,

THAT'S ALREADY TAKEN. >> M. BRAVO: I WAS GOING TO SAY, I'M SURPRISED THERE ALREADY ISN'T A DALLAS COLLEGE.

WHICH SO MANY DIFFERENT SMALL COLLEGES IN THE AREA, THE FACT IT'S STILL OUT THERE, IT'S KIND OF LIKE WE SHOULD USE IT BECAUSE WHAT IF SOMEBODY COMES AROUND LATER.

>> CHANCELLOR MAY: THERE ARE SEVERAL WITH DALLAS IN THE NAME.

UNIVERSITY OF DALLAS, DALLAS UNIVERSITY.

NOT ASSOCIATED WITH PEOPLE, WHAT THEY THINK OF AS OMMUNITY COLLEGES. BECAUSE WE'VE GOT THEM ALL OVER.

BUT LIKE FOUR-YEAR INSTITUTIONS, YOU GOT SOME, I CAN'T REMEMBER IN DALLAS BUT THE FOUR-YEAR INSTITUTIONS, UNIVERSITY SETS THEM APART FROM US. AND THEN YOU GOT SOME COLLEGES.

>> CHAIR D. FLORES: IF WE WERE TO GO WITH DALLAS COUNTY, WOULD IT BE POSSIBLE TO INCLUDE A TAGLINE SERVING DALLAS COUNTY AND BEYOND OR SOMETHING LIKE THAT SO PEOPLE KNOW IT'S NOT

JUST DALLAS? >> IF WE WENT TO DALLAS COLLEGE?

>> CHAIR D. FLORES: IF WE COULD HAVE SOME KIND OF TAGLINE.

WOULD KNOW THAT. >> I'M NOT SURE ABOUT THE ADVERTISING TAGLINE BUT DEFINITELY IN THE BOILERPLATE LANGUAGE AND EVERYTHING WE'RE USING CONSISTENTLY IN SPEECHES AND PRESENTATIONS, WE ALREADY DO THAT.

BUT WE CAN MAKE SURE WE'RE DOING IT 100% OF THE TIME.

WE'RE SERVING THE COUNTY. >> CHAIR D. FLORES: AND BEYOND.

>> D. ZIMMERMANN: IT'S TRUE. >> CHANCELLOR MAY: I'M NOW PART OF W HAT I'M DOING WHEN I'M GOING OUT, OF OURSE, [INDISCERNIBLE] TOMORROW MORNING TALKING TO GROUPS SPECIFICALLY ABOUT THIS. SO I THINK I HAVE TWO TOMORROW.

[01:40:03]

>> WE'VE HAD LOTS OF CONVERSATION ABOUT THE

EXCITEMENT FACTOR. >> D. ZIMMERMANN: OR THE LACK

THEREOF. >> SOME OF THESE THINGS.

CERTAINLY, THE DALLAS COUNTY COMMUNITY COLLEGE DISTRICT, WE ARE FAMILIAR WITH THAT. WE HAVE A 54-YEAR HISTORY.

FROM A BRANDING STANDPOINT, IT IS A MOUTHFUL.

IT'S A LOT. SO AS FOLKS WERE SITTING AROUND A SIMILAR TABLE 54 YEARS AGO, YOU KNOW, IT MIGHT HAVE SOUNDED STRANGE, ODD. BUT IT SPOKE TO WHO THEY WERE AT

THAT TIME. >> D. ZIMMERMANN: THAT IS AN INCLUSIVE NAME. IT'S THE COMMUNITY, IT'S THE COLLEGE, IT'S THE DISTRICT. IT'S VERY INCLUSIVE.

AND IT SEEMS LIKE WE START CHOPPING STUFF OFF AND CUTTING

FOLKS OUT. >> CHAIR D. FLORES: WE CAN'T

KEEP THAT NAME FOR SACS. >> D. ZIMMERMANN: I KNOW.

>> AND WHAT A LOT OF STUDENT SAID WAS IT'S A MOUTHFUL.

IT'S HARD TO SAY. THAT'S WHERE I THINK THE DALLAS

COLLEGE IS SIMPLE. >> D. ZIMMERMANN: TALKING TO VOTERS AT THE PO THE POLLS AND G THIS OUT.

>> CHANCELLOR MAY: TWO DIFFERENT THINGS HERE.

YOU HAVE GOT FOR THE ACCREDITATION PURPOSES, ALLAS COLLEGE. WHEN JOHN SUBMITS PAPERWORK TO STATE, WE'LL BE DALLAS COUNTY COMMUNITY COLLEGE DISTRICT STILL BECAUSE THEY DON'T ALLOW US TO USE THE WORD, COLLEGE, THEY ONLY

RECOGNIZE DIS DISTRICTS. >> CHAIR D. FLORES: SOUNDS LIKE

A LEGISLATIVE ADVOCACY ITEM. >> C. COMPTON: WE ARE SPECIAL, I FORGET WHAT IT IS, THAT THE DISTRICT WAS CREATED.

IT WAS SOME KIND OF SPECIAL DISTRICT.

>> YES. >> C. COMPTON: IN THE EDUCATION -- WE HAVE A LEGAL NAME. WHEN THE NAME CHANGES, WE'LL ADOPT A NAME CHANGE. JUSTIN HAS HIGHLIGHTED WHEN WE NEED TO DO LEGAL FILINGS WITH THAT.

>> D. ZIMMERMANN: THE DBA? >> THE NAME BY WHICH WE'RE KNOWN. WE'LL BE LEGALLY A DISTRICT.

>> CHANCELLOR MAY: WE'LL BE THE DALLAS COLLEGE DISTRICT OR SOME

VERSION F THAT. >> C. COMPTON: IS IT ESPECIALLY --

>> CHANCELLOR MAY: SPECIAL TAX DISTRICT AT THAT TIME.

>> C. COMPTON: IT WAS SOMETHING. IT'S IN THE GOVERNMENT CODE.

>> IT IS INDEED. WE WERE LEGISLATIVELY CREATED.

ACCORDING TO THE LAW THAT EXISTS 54 YEARS AGO.

THEY CHANGED SOME OF THE TERMINOLOGY.

BUT WE ARE A LEGALLY CONSTITUTED DISTRICT.

THE ONLY LEGAL ENTITY IS THE DALLAS COUNTY COMMUNITY COLLEGE DISTRICT. AS WE CHANGE OUR NAME, WHICH WE MUST DO IN TERMS OF OUR TRANSFORMATION TO A ONE COLLEGE, WE'LL STILL HAVE THAT LEGAL EXISTENCE.

WE'LL JUST BE KNOWN BY A DIFFERENT NAME.

WITH RESPECT TO COLLEGES AND UNIVERSITIES WITH DALLAS, DALLAS IS A GEOGRAPHIC DESCRIPTOR. WE'RE REGISTER THE NAME DALLAS COLLEGE OR DALLAS COLLEGES. AND WHEN WE REGISTER THAT, DALLAS IS DESCRIPTIVE. IT'S GEOGRAPHIC DEDESCRIPTIVE IN REG SREGISTRATION TERMS. WE USED COUNSEL TO GIVE US ADVICE WITH RESPECT TO THIS ISSUE.

WE DON'T SEE A DIFFICULTY REGISTERING THE NAME DALLAS

COLLEGE. >> CHAIR D. FLORES: YES, TRUSTEE

RITTER? >> P. RITTER: I LIKE DALLAS COLLEGE, IT'S SIMPLE AND EASY TO UNDERSTAND.

HAVING DALLAS COLLEGE RATHER THAN SOMETHING WITH A BUNCH OF MODIFIERS I THINK WOULD BE HELPFUL.

YOU CAN FIND A WAY TO DO TAGLINES ND GRAPHICAL THINGS.

IT'S LIKE NAMING YOUR KID JOE SMITH.

DOWN THE ROAD, JANE DOE, WHATEVER.

WE ARE WHAT WE ARE. RELATIVELY, COLLIN IS THE COLLIN COLLEGE. TARRANT, THEY STILL HAVE COMMUNITY, RIGHT? IT'S TARRANT COUNTY? CONSTELLATION OF OTHER INSTITUTIONS WITH A SIMILAR REGION. THIS POINTS TO WHERE WE ARE.

I LIKE THE RECOMMENDATION. >> AT THE RISK OF GETTING TOO GRANULAR WITH RESPECT TO LEGAL ISSUES, WE HAVE INTELLECTUAL

[01:45:02]

WHAT WE TALKED ABOUT AS EXISTING MMARKS WHERE IT NA NAMES -- [INDISCERNIBLE] ALLOW THE REGISTRATION TO FALL OFF.

THAT WOULD BE OUR PLAN. >> P. RITTER: ARE WE PRECLUDED FROM USING A PLURAL? COLLEGES? DISCUSSION OF OUR ORGANIZATION STRUCTURE.

I THINK WE WOULD HAVE A PROBLEM. >> CHAIR D. FLORES: YES.

>> C. COMPTON: I HAD THAT CONCERN TOO.

BUT I THOUGHT THEY WANTED EVERYBODY TO START THINKING ONE COLLEGE. THIS MAY HAVE BEEN ASKED AND I DON'T REMEMBER. COLLEGES HAVE TO HANGE THEIR

LOGOS OR KEEP WHAT THEY HAVE? >> WELL, I'M TALKING ABOUT -- DEVELOP, WHEN WE DO THE LOGO, IT WILL BE ONE LOGO BUT THEY WOULD HAVE MASCOTS. EITHER KEEP THE COLOR PALLET THE SAME. THE MASCOTS, THE EASTFIELD, CEDAR VALLEY, AND IT WOULD BE DALLAS COLLEGE AT CEDAR VALLEY OR DALLAS COLLEGE, SOMETHING LIKE THAT.

WE HAVEN'T QUITE FIGURED OUT THE DETAILS.

>> CHANCELLOR MAY: WE'LL HAVE A UNIFORM WAY.

CERTAINLY KEEP -- WE ALREADY WORKED THE WEBSITES SEVERAL

YEARS AGO. >> CHAIR D. FLORES: TO ONE

WEBSITE. >> IT'S ALREADY ONE WEBSITE.

>> CHAIR D. FLORES: YOU CLICK ON BROOKHAVEN.

>> CHANCELLOR MAY: ACTUALLY DRIVE PEOPLE TO THE CAMPUS LEVEL. THAT'S -- THOSE ARE IMPORTANT PARTS OF THE COMMUNITY. WE WANT TO MAINTAIN THAT ENGAGEMENT AS WE GO FORWARD. A THINKS LIKE ATHLETIC TEAMS AND OTHER IDENTIFIES WILL REMAIN THERE.

WE'LL HAVE TO WORK ON THE LEGAL -- THE OTHER IDE TO MAKE

SURE WE'RE IN COMPLIANCE. >> CHAIR D. FLORES: IF WE DID DALLAS METRO COLLEGE, IT WOULDN'T BE BORING.

>> DMC. >> CHAIR D. FLORES: THERE IS RUN

DMC, RIGHT? >> WE CANNOT GET DMC.COM OR

DMC.EDU. >> CHAIR D. FLORES: I'M A VOTE OF ONE. ANY OTHER QUESTIONS?

COMMENTS? >> DO WE HAVE DIRECTION ON

DALLAS COLLEGE? >> CHAIR D. FLORES: I WAS GOING TO SAY, THANK YOU FOR BRINGING THE BORING NAME O TRUSTEE COMPTON'S LANGUAGE. CONSENSUS IS DALLAS COLLEGE?

[6. One College Update - Using a Select Talent Pool to Maximize Internal Mobility Presenter: Rob Wendland]

>> NO. >> CHAIR D. FLORES: CONSENSUS ON

DALLAS COLLEGE? >> P. RITTER: NAME THAT CHILD.

YEAH. >> CHAIR D. FLORES: OKAY.

THANK YOU VERY MUCH. >> P. RITTER: YOU GOT THE WEBSITE TOO. DALLAS COLLEGE.

>> CHAIR D. FLORES: NOW I KNOW WHY YOU SAT THERE.

YOU ARE AUP NEXT. >> THANK YOU FOR ALLOWING ME TO PROLONG IT. I THOUGHT IT WAS NECESSARY TO WEIGH IN ON THE LEGAL PART. I'LL MOVE QUICKLY IF I CAN.

>> C. COMPTON: CAN YOU MOVE THROUGH?

>> I CAN TRY, TRUSTEE COMPTON. I PROMISE I CAN TRY.

>> CHAIR D. FLORES: BEFORE YOU START, ROB, IT'S 3:45, AND WE HAVE AN EXECUTIVE SESSION BEFORE WE END THE WORK SESSION, KEEP THAT IN MIND AS WE'RE GETTING THIS REPORT FROM ROB.

>> I APPRECIATE THAT. AND THE EXECUTIVE SESSION IS IMPORTANT. SO I DON'T WANT TO AVOID THAT.

>> D. ZIMMERMANN: TALK FAST. >> YES, MA'AM.

I WAS BUMPED FROM THE JAN JANUARY 17TH AGENDA.

HERE TODAY, NOT FEELING LESS THAN BUT TALKING ABOUT, YOU'VE TALKED ABOUT A LOT OF THIS TODAY.

SO IF I CAN, I THINK SPEAK WITH SOME BREVITY ABOUT HIS.

AS WE HAVE BEEN TALKING ABOUT TRANSFORMATION TO A ONE COLLEGE ORGANIZATIONAL STRUCTURE AND ALL THE THINGS WE'RE DOING INCLUDING THE FILING OF A PROSPECTUS NEXT MONTH TO SACS.

WE HAVE GUT TO DEVELOP AN ORGANIZATIONAL STRUCTURE THAT SUPPORTS THAT NEW ENTITY, THAT ONE COLLEGE ENTITY.

THAT IS IN PROCESS. THAT HAS INFORMED AND REVEALED NEW ROLES, TRANSFORMATION OF ROLES AND REATION OF NEW ROLES.

WE HAVE TO HAVE A METHOD FOR FILLING THOSE.

AS THE CHANCELLOR SAID, I SHOULD PREFACE BY SAYING, WHAT I'M GOING TO TALK ABOUT A IS LONG-TERM AND SHORT-TERM STRATEGY. WE HAVE IMMEDIATE NEEDS WE HAVE TO ADDRESS WITH ORGANIZATIONAL STRUCTURE AND A PROCESS FOR THAT. THE CAMPUS INDICATED THE ONE TO THREE YEAR PROCESS -- CHANCELLOR, I THINK THAT'S

[01:50:04]

ABSOLUTELY ACCURATE AS WE -- >> CHANCELLOR MAY: LET ME CLARIFY, THERE IS A SENSE OF URGENCY AROUND A PIECE OF THIS.

SO WITH THE SUBMITTING SOME REPORT IN MARCH.

WITH THE SACS COMMISSION MEETING IN JUNE, ASSUMING THEY SAY YES, I ASSUMING WE NEED TO BE READY AND HAVE A PROCESS TO -- I NEED TO MAKE RECOMMENDATIONS, INTERNAL REINTERNAL RECOMMENDATA SECOND MEETING. WE HAVE TO START MOVING AT A RAPID PACE. THERE WILL BE AN INITIAL SPRINT BUT THEN CERTAINLY LONG-TERM IMPLICATIONS.

>> CHAIR D. FLORES: WHEN IS HE DATE?

>> CHANCELLOR MAY: I THINK IT'S THE 11TH.

NOBODY IS DISAGREE, IT'S THE 11TH.

>> CHAIR D. FLORES: COULD WE MOVE THAT MEETING THE SECOND BOARD MEETING YOU ARE TALKING ABOUT, COULD WE FOLD IT INTO THE BUDGET MEETINGS? I THINK WE'VE DATES FOR THOSE.

>> CHANCELLOR MAY: WHAT IS THE BUDGETS MEETING? SURE. YEAH.

YES. THE ANSWER IS Y YES.

>> CHAIR D. FLORES: THAT'S ONLY 10 DAYS AFTER.

OKAY. >> CHANCELLOR MAY: RIGHT.

HE'S GOING TO WALK THROUGH HOW WE INTEND TO BE READY.

>> RIGHT. I WANT TO IVING FAIR AT RIBUTION. YOU APPROVED THE NEW CHIEF HUMAN RESOURCES OFFICER, STARTING THIS COMING MONDAY.

SHERRY INRIGHT WORKED WITH ME ON THE PROCESS AND THE STRUCTURE OF THE CONCEPT. I HOPE I WILL DO IT CREDIT.

SHE HAS A GREAT DEAL OF EXPERIENCE DEALING WITH TALENT POOLS AND ORGANIZIZING AND IDENTIFYING TALENT USING A PROCESS LIKE THIS. I HAVE GREAT CONFIDENCE IN HER ABILITY TO DO THIS. WHEN SHE GETS HERE ON ON THE GROUND, SHE'LL BE ABLE TO FLESH OUT.

I WILL GIVE AN OVERVIEW. THE CHANCELLOR TASKERRED ME AND SHERRY AND, WE HAVE TO MAKE SURE WE HAVE THE IGHT PEOPLE IN THE RIGHT ROLE TO BE SUCCESSFUL WITH THE TRANSFORMATION.

WE NEED TO DEVELOP A PROCESS TO DEVELOP THE TALENT T T THAT IS N EXISTENCE IN THE DISTRICT. NOT JUST WITH THE IMMEDIATE NEED FOR THE NEW ROLES AT A HIGH COMPEEXECUTIVE AND SUBEXECUTIVE LEVEL. YOU HAVE SPENT A GREAT DEAL OF TIME DISCUSSING PROFESSIONAL DEVELOPMENT AND NEED FOR ROBUST PROFESSIONAL DEVELOPMENT. THAT IS FUNDAMENTAL TO THE SUCCESS OF THIS. I WANT TO TOUCH ON WHY WE'RE TTALKING ABOUT WHAT WE'RE TALKIG ABOUT.

THE DISTRICT HERE HAS REALLY NOT ALLOCATED ENOUGH RESOURCES TO DEVELOPMENT IN THE PAST. AND I THINK THAT'S A FAIR STATEMENT TO MAKE. WE'VE NOT TIED OUR SUCCESSION MANAGEMENT TO THE STRATEGIC MISSION OR PRIORITIES OF THE DISTRICT OR INTEGRATED INTO OUR DISTRICT CULTURE.

WE'VE TENDED TO FILL POSITIONS IN THE DISTRICT IN A VERY TRADITIONAL WAY, IDENTIFY A VACANCY, ASK PEOPLE TO EXHIBIT INTEREST IN THAT VACANCY OR APPLY, AND THEN IDENTIFY SOMEBODY TO FILL THAT VACANCY INTERNALLY OR EXTERNALLY.

THAT'S HOW WE'VE DONE IT OR 54 YEARS.

THAT DOESN'T DEVELOP A PIPELINE TO ALLOW MOBILITY WITHIN OUR EMPLOYEE RANKS. TO ALLOW PEOPLE TO SAY, I MAYBE AT THIS LEVEL TODAY IN DALLAS COLLEGE BUT I WANT TO BE IN THAT ROLE. HOW DO I GET THERE AND HOW CAN YOU HELP ME? WE'VE NOT DONE A GOOD ENOUGH JOB OF DOING THAT. WE'VE GIVEN TOO MUCH WEIGHT O PAST PERFORMANCE AND NOT ENOUGH FOCUS TO POTENTIAL OR CAPACITY OF EMPLOYEES. WE NEED TO DO A BETTER JOB OF THAT. THIS BOARD'S, ONE OF THE STRATEGIC PRIO PRIORITIES RECOGS OUR EMPLOYEES ARE THE MOST VALUABLE RESOURCE. WHEN WE TALK ABOUT FACILITIES AND CAPITAL PLAN PLANNING IT IS EQUALLY IMPORTANT WE PROVIDE RESOURCES TO EMPLOYEES TO BE SUCCESSFUL.

THAT'S WHAT WE'RE IN THE PROCESS OF DOING.

AND SO -- I'M SORRY. >> CHAIR D. FLORES: GO AHEAD.

>> WE'VE HAD THIS CONVERSATION. JOHN IS WELL AWARE OF THE

BUDGETARY -- >> CHAIR D. FLORES: BE BOLD.

>> AS WE TALK ABOUT INSTEAD OF LOOKING AT AN APPROACH WHEREBY WE IDENTIFY A ROLE AND ADVERTISE FOR A ROLE AND IDENTIFY PEOPLE WHO EXPRESSED AN INTEREST AND MOVE THEM INTO THE ROLE OR LOOK ELSEWHERE TO FILL IT, WE NEED TO DEVELOP A PROCESS THAT ALLOWS FOR MOBILITY AND ALLOWS US TO ENGAGE WITH EMPLOYEES AND

[01:55:04]

AND THE STRUCTURE THAT WE'VE IDENTIFIED AS BEING MOST EFFECTIVE IS A TALENT POOL STRUCTURE.

IT HAS BEEN USED. IT'S BEEN AROUND SINCE THE 1960S. I BELIEVE PROBABLY CHAIR FLORES, YOU ARE FAMILIAR IN YOUR GRADUATE STUDIES IN THE USE OF TALENT POOLS. GROUPS OF HIGH PERFORMING EMPLOYEES TO ASSUME GREATER RESPONSIBILITIES WITHIN THE DISTRICT. WE DON'T IDENTIFY A TALENT POOL TO A SPECIFIC ROLE BUT A POOL OF INDIVIDUALS WHO CAN FILL MANY ROLES. WE ASSESS, ANALYZE AND CALIBRATE TTHE POOL AND SAY WHERE ARE THE EMPLOYEES IN THAT POOL, IN TERMS OF READINESS TO ASSUME GREATER RESPONSIBILITY WARM-UP THE DISTRICT? IF THEY LOOKING A CREDENTIAL OR TRAINING OR SOME KIND OF MENTORSHIP OR VISIBILITY WITH THIS BOARD OR WITH SPECIAL PROJECTS IN THE DISTRICT.

GIVE THEM THOSE OPPORTUNITIES. AND GROOM AND PREPARE THEM TO ADVANCE TO A HIGHER ROLE WITHIN THE DISTRICT.

THE TALENT POOL APPROACH IS WHAT WE'RE ADVOCATING TO BE MOST EFFECTIVE FOR EMPLOYEES, EXISTING AND FUTURE EMPLOYEES TO IDENTIFY OPPORTUNITIES TO FILL ROLES THAT ARE IN EXIST OR WILL BE IN THE NEW ORGANIZATIONAL STRUCTURE.

IF I -- OKAY. I'M JUMPING AROUND.

BUT WHAT WE NEED TO DO TO CREATE DISTRICT TALENT POOLS, THERE ARE A NUMBER OF STEPS UNDERWAY. DEFINE AND ALIGN THERE NEW ROLES. NOT FOR THE ENTIRETY OF THE ORGANIZATION. IT'S GOING TO TAKE SOME TIME AS WE GO THROUGH OUR ENTIRE STRUCTURE TO FIGURE OUT IS THE ROLE GOING TO REMAIN THE SAME OR RESTRUCTURED IN SOME WAY TO APPLY DIFFERENTLY IN THE ONE COLLEGE STRUCTURE.

WE'RE IN THE PROFITS OF DOING THAT.

THE NEXT -- PROCESS. THE NEXT STEP TO IDENTIFY SKILLS GAPS. WE'LL REPLY UPON EVALUATING INSTRUMENTS AND NEW APPROACHES TO EVALUATION. AND SOMETHING I'LL TALK ABOUT LATER, WHICH IS A NINE-BOX ASSESSMENT OF EMPLOYEES. THIRD, AND THIS IS SOMETHING WE TALKED ABOUT IN JOHN READYING TRAINING MODULES OR ACTIVITIES TO HELP EMPLOYEES EARN THE SKILLS THEY NEED.

SOME OF THIS DEVELOPMENT WE ALREADY HAVE.

SOME OF THE DEPA DEVELOPMENT AND ABILITY --

>> CHANCELLOR MAY: SOME ARE MORE THAN LIKELY READY FOR THE

OPPORTUNITIES. >> THE FACT I'M TALKING ABOUT THIS IN A GENERAL I OVERVIEW SENSE, WE PROBABLY HAVE PEOPLE ON VARIOUS LEVELS OF THE SPECTRUM WITH RESPECT TO READINESS. BUT HAVEN'T BEEN IDENTIFIED.

PART OF IT IS A FUNCTION THE WAY WE'VE BEEN ORGANIZED HISTORICALLY, THE WAY WE FILLED POSITIONS AND EVALUATED OUR EMPLOYEES. ALL OF THAT NEEDS TO BE LOOKED AT. SHERRY IS AWARE OF THAT.

AS SHE COMES INTO THE CHIEF OFFICERS ROLE, DEFINING THE WAYS WE IDENTIFY AND GET EMPLOYEES THE TRAINING AND DEVELOPMENT RESOURCES THEY NEED TO BE SUCCESSFUL.

ONCE YOU HAVE THESE TALENT POOLS ESTABLISHED, AND THERE WILL BE FOUNDATIONAL THINGS THAT WILL HAVE TO IN ORDER TO BE IF THERE IS A TALENT POOL CREATED FOR CERTAIN OLES, THERE WILL BE FOUNDATIONAL COMPETENCIES THAT WILL HAVE TO BE DEMONSTRATED TO BE ELIGIBLE TO BE INTO THAT POOL.

AND THEN, WE'LL ASSESS ND CALIBRATE THOSE, THE OTHER PEOPLE IN THE POOL OR OTHERS THAT MIGHT BE ADDED WITH RESPECT TO THEIR ABILITY TO MOVE ON AND ASSUME A HIGHER ROLE.

WHAT I'M SAYING, WE HISTORICALLY SAID, HERE'S A POSITION.

USE CHIEF MARKETING OFFICER, BECAUSE I WAS SITTING NEXT TO PATTY. IT'S VACANT.

APPLY AND HERE ARE THE REQUIREMENTS AND YOU GO THROUGH THE PROCESS OF IDENTIFYING SOMEBODY TO FILL THE ROLE.

WITH A TALENT POOL, THE EMPLOYEES WILL REMAIN IN THE POSITION, BUT THEY ARE BE ASSESSED AND DETERMINED TO LOOK AT SUITABLILITY TO MOVE NTO ANOTHER ROLE OR A VARIETY OF

ROLES. >> P. RITTER: IS WHAT YOU ARE DESCRIBING AS A RESULT OF RESTRUCTURING OR THE ONGOING TALENT MANAGEMENT PROCESS FOR THIS DISTRICT?

[02:00:02]

>> TO FILL THE ROLES. >> CHANCELLOR MAY: I DON'T SEE IT AS LONG-TERM. I SEE IT AS AN IMPORTANT WAY FOR US TO GET TO WHERE WE NEED TO BE BY JUNE AND TAKE ADVANTAGE OF THE INDIVIDUALS AND TALENT WE HAVE IN PLACE ALREADY.

AND THE LEADERSHIP ROLES THAT CAN LEAD US AS WE GO FORWARD.

I DO THINK AS WE WILL NOT B BE ABLE ANTICIPATING WE WON'T BE ABLE TO MAYBE FIND PEOPLE FOR EVERY SLOT AVAILABLE.

WE'RE CREATING NEW OFFICES THAT DIDN'T EXIST BEFORE.

THOSE I WOULD ENVISION US DOING TRADITIONAL SEARCHES.

SOME WE'LL PROBABLY HAVE TO USE CONSULTING FIRMS TO GET FOLKS TO

APPLY AND OTHERS. >> P. RITTER: THIS SOUNDS LIKE A PROCESS FOR IDENTIFYING LEADERSHIP AS OPPOSED TO MANAGING TALENT. THERE IS A LOT OF PEOPLE WHO ARE VERY TALENTED AND CONTRIBUTE BUT THEY MAY NOT WANT TO BE IN LEADERSHIP ROLES. IF THERE ONLY DEFINITION OF TALENT IS GROOMED FOR LEADERSHIP, YOU ARE LEAVING A WHOLE LOT OF PEOPLE BEHIND --

>> CHAIR D. FLORES: DON'T THEY GET TO STATE I'M INTERESTED OF

BEING IN A POOL? >> CHANCELLOR MAY: ABSOLUTELY.

>> THERE WILL BE A VARIETY OF WAYS.

I THINK WE'RE GOING TO USE OUR SOCIAL MEDIA AND DISTRICT WEBSITE TO ENHANCE PEOPLE'S KNOWLEDGE ABOUT THE AVAILABLE POOLS. AS I SAID, THERE WILL BE A CERTAIN FOUNDATIONAL COMPETENCY TO GET INTO A POOL.

>> CHANCELLOR MAY: THERE WILL BE BASIC SKILLS.

I'VE ANTICIPATED LET'S SAY WE HAVE A PERSON 80% MEETS THE CRITERIA, BUT THE LAST 20 IS SOMETHING WE CAN ENROLL THEM IN A OURSE, GIVE THEM A CERTIFICATION OR WHATEVER, WE

CAN MAKE THAT INVESTMENT. >> P. RITTER: DOES EVERY EMPLOY HAVE A INDIVIDUAL DEVELOPMENT PLAN? THEY GET TO PRESENT THE LONG-TERM GOLDS AND TRAINING?

-- GOALS. >> THAT'S WHAT I AGREE.

THAT'S ONE OF THE THINGS I WANTED TO SAY.

THIS ISN'T THE END ALL BE ALL FOR EVERY EMPLOYEE, THE TALENT POOL APPROACH. IT ILL INFORM HOW WE DO SUCCESSION ND PROVIDE MOBILITY OPPORTUNITIES.

>> CHANCELLOR MAY: THE REAL GOAL IS TO TAKE US FROM WHERE WE ARE, LOOKING AS 7 INDEPENDENT COLLEGES.

I LOOKING AT ONE COLLEGE AND BEING ABLE TO HAVE THAT IN PLACE AND ROLL IS OUT IN JUNE. KNOWING THAT MY GOAL IS AT THE FIRST REALLY LAYER TWO AND THREE, IF WE CAN GET THAT 70 TO 80% COMPLETE, I HOPE THAT WILL SATISFY THE ACC ACCREDIT OURS WN

THE TEAM COMES IN THE FALL. >> D. ZIMMERMANN: I APPRECIATE THIS LOOK AT A POOL BECAUSE IT'S NOT GOING TO THROW EVERYBODY OUT AND WE START ALL OVER. THE IDEA PEOPLE ARE VALUABLE AND WE'RE GOING TO KEEP OUR PEOPLE WHO MADE US WHO WE'VE BEEN FOR ALL THESE YEARS, IT'S NOT JU JUST -- NOT JUST TAKING THE TABLE CLOTH OFF AND SHAKING IT AND STARTING ALL OVER.

WE'VE AN INVESTMENT IN OUR PEOPLE.

OUR PEOPLE KNOW WHO WE ARE. AT THE POINT WE'RE WILLING TO LOOK AT THEM S A DIFFERENT EMPLOYEE IN A DIFFERENT PLACE,A DIFFERENT FUNCTION. TO ME THAT GIVES EVERYBODY VALUE. NO REASON TO HEAD FOR THE DOORS.

A WAY TO ENGAGE IN A MANNER WE HAVEN'T.

>> CHANCELLOR MAY: WE WANT TO KEEP THEM. PEOPLE IN PLACE KNOWING THERE IS GOING TO BE ADDITIONAL TRANSITIONS AS WE GO FORWARD.

>> WE'RE GOING TO HAVE A DIFFERENT NAME.

WE'RE GOING TO LOOK A LITTLE DIFFERENT IN TERMS OF HOW WE'RE ORGANIZED. BUT THE VALUE IN THE EMPLOYEES WE HAVE IS VERY IMPORTANT TO THE SUCCESS OF THIS.

AND GETTING THOSE EMPLOYEES IN THE BEST POSITION TO SUCCEED, WE SHOULD ALWAYS BY DOING THAT. I'LL GOING TO SHOW YOU, I HAD A NINE-BOX MATRIX. I WILL TELL YOU THE FIRST ONE AND THIRD ONE I PULLED FROM THE INTERNET.

THEY ARE NOT NECESSARILY, I DON'T CLAIM THE LANGUAGE IS MINE OR THE STRUCTURE OF THEM. BUT THEY ARE NINE BOXES.

ONE AXIS YOU HAVE POTENTIAL, THE OTHER YOU HAVE PERFORMANCE.

IDENTIFY AND STANDARDIZE THOSE THINGS AS YOU LOOK AT A POOL.

LOW POTENTIAL AND LOW PERFORMANCE, AND HIGH

[02:05:03]

I WOULDN'T NECESSARILY IDEAS THOSE TERMS, BUT IT'S AN EXAMPLE. I CAN CLAIM THIS IS SOMETHING I HAD A HAND IN. BUT THIS IS AN EXAMPLE OF, YOU LOOK AT WHERE PEOPLE AS. CHANCELLOR SAID, NOT EVERYBODY IS IN THE SAME PLACE BUT WE HAVE PEOPLE THAT WILL IMMEDIATELY BE IDENTIFIED AS READY TO ASSUME GREATER RESPONSIBILITY OR ROLE WITHIN THE DISTRICT. THEY ARE HIGH PERFORMERS WITH HIGH POTENTIAL AND GOT WHAT THEY NEED OR LACKING ONE ASPECT OF THE QUALITIES OR EXPERIENCE THEY NEED.

SO WE'LL BE ABLE TO IDENTIFY THAT THROUGH THE PROCESS.

AND THIS IS ANOTHER EXAMPLE HOW PEOPLE USE THESE.

YOU'VE PROBABLY SEEN THEM IN STUDIES.

>> CHANCELLOR MAY: THESE ARE PRETTY COMMON.

THE GOAL BEING, AND SO SUMMARIZE IT, IS THAT WE ARE MO MOVING TOA NEW STRUCTURE. WE WANT TO CAPITALIZE THE TALENT WE HAVE. AND ALLOW THEM TO CONTRIBUTE AND IDENTIFY NEW STARS THAT WE WANT TO SUPPORT GOING FORWARD.

ONE OF THE THINGS WE TALKED ABOUT AND I'LL SHARE WITH THE BOARD AND GROUP HERE AS A WHOLE. WE, BY CHOICE, ARE ALSO GOING TO BASICALLY MAKE THE ANNOUNCEMENTS ALL AT ONCE.

AND THERE MAY BE IN A COUPLE OF DIFFERENT GROUPINGS.

BUT THE GOAL IS TO ENCOURAGE PEOPLE TO BE ENGAGED.

AS SOON AS A NAME POPS UP THEY HAVE BEEN SELECTED, OTHER PEOPLE QUIT SHOWING INTEREST. WE'RE NOT GOING TO EVEN AS PEOPLE WALK THROUGH, WE'RE NOT GOING TO ACKNOWLEDGE UNTIL WE'RE READY TO TAKE TO THE BOARD, THERE COULD BE A TWO PHASE PROCESS. ONE PHASE SMALL AND A LARGER ONE AT THAT TIME. RUMORS OUT THERE WILL BE FALSE AS TO WHO IS AURAL BEEN DECIDED OR SELECTED BECAUSE NO ONE AT THIS POINT. THE NAMES THAT WE PUT OUT ON THE VIDEO FRIDAY A WEEK AGO, WERE THE ONLY ONES THAT ARE THERE.

THOSE ARE THE EXISTING POSI POSITIONS.

>> CHAIR D. FLORES: IN A BRIEF MEETING WITH THE CHANCELLOR BEFORE TODAY'S MEETING STARTS STARTED -- I'M SORRY, GO AHEAD.

>> C. COMPTON: YOU CAN FINISH. >> CHAIR D. FLORES: I WANTED SOME CLARITY IN MY MIND AND ASKED IF IT WAS OKAY WITH HIM I WASN'T SHARING ANYTHING CONFIDENTIAL.

MY UNDERSTANDING IS THE ANNOUNCEMENT OF WHO IS GOING TO BE PLACED IN NEW POSITIONS WILL BE MADE AFTER THE SACS MEETING.

SO ANY NAMES THAT ARE OUT THERE ARE EITHER PURELY RUMOR OR YOU MADE A GOOD GUESS IF THE PERSON IS -- IN THE POSITION.

>> PLEASE, I MEAN WE'RE IN MAJOR CHANGE.

AND THE IDEA IS NOT TO GET RID OF ANYBODY, NOT TO TARGET ANYBODY, JUST TO CHANGE STRUCTURE ND PUT PEOPLE THAT WILL WORK GOOD UNDER THAT STRUCTURE AND HAVE OUGHT IN AND CAN DO WELL FOR THE STUDENTS. SO AGAIN, ANY NAMES YOU HEAR OUT THERE BEFORE JUNE 11TH, EITHER RUMOR OR REALLY GOOD GUESS.

>> C. COMPTON: I HAVE A COUPLE OF QUESTIONS.

>> SURE. >> C. COMPTON: IS THERE GOING TO BE A LIMIT ON THE NUMBER THAT ARE IN THESE POOLS?

>> I DON'T BELIEVE WE WILL LIMIT THAT.

BUT THE SKILLS AND FOUNDATIONAL COMPETENCY WE LIMIT BY NECESSITY. IF A POOL IS TOO BIG, IT'S NOT MANAGEABLE. WE NEED A REASONABLE LIMIT.

BUT I DON'T THINK WE'LL ARTICULATE A SPECIFIC LIMIT.

IT'S A VERY COLLABORATIVE PROCESS TOO.

>> C. COMPTON: GIVEN THE NUMBER OF EMPLOYEES THAT WE HAVE, I CAN SEE THAT HAPPENING WHERE YOU THIS ASTRONOMICAL NUMBER OF PEOPLE IN THESE POOLS. AND WHAT ARE YOU GOING TO USE, A COMMITTEE OR CERTAIN PEOPLE TO SELECT WHO CAN GO INTO A POOL AND IT'S GOING TO BE A SELECTIVE PROCESS?

>> THERE IS GOING TO HAVE TO BE STRUCTURE TO THE SELECTION AND IDENTIFICATION OF POOL MEMBERS.

NO QUESTION ABOUT THAT. AS CHAIR FLORES INDICATED, SOMEBODY CAN INDICATE AN ASPIRATION TO BE INCLUDED.

BUT YOU HAVE TO MANAGE THE PROCESS IN SOME FASHION TO MAKE IT WORK. MY UNDERSTANDING, AND THAT HASN'T BEEN FLESHED OUT. I WANT TO MAKE SURE THAT MY UNDERSTANDING OF THE EFFECTIVENESS OF THIS, IT'S VERY COLLABORATIVE, OPEN DIALOGUE WHERE PEOPLE ARE IN TERMS OF COLLABORATING AND ASSESSING THE STANDARDS BY WHICH EVERYONE S TREATED FAIRLY AND EQUITABLY AND SUITABLE FOR THE ROLE.

IT'S NOT JUST A SINGLE ROLE. >> CHANCELLOR MAY: IT'S REALLY A

[02:10:04]

>> C. COMPTON: SECOND QUESTION. HOW DO PEOPLE, SAY YOU N OPPORTUNITY, GETS INTO A POOL. HOW LONG DO THEY STAY IN THE POOL? WHAT ARE YOU GOING TO DO TO ASSURE THAT FOR LACK OF A BETTER WORD TO EXPRESS IT, EQUAL OPPORTUNITY FOR THE PEOPLE THAT ARE SITTING IN THAT POOL AND THAT POOL IS NOT FULL OF PEOPLE WHO ARE SOMEBODY'S PET.

OR SOMEBODY THAT WANTS A PARTICULAR PERSON HIRED.

HOW DO THEY GET OUT OF THAT POOL TO MAKE SURE THEY HAVE A SHOT AT

THE JOBS THEY ARE INTERESTED IN? >> THAT'S A VERY IMPORTANT PART OF HE PROCESS. YOU DON'T WANT THE POOL TO STAGNATE. AND THAT WOULD BE AN EXAMPLE OF, YOU DON'T CREATE A POOL AND LET IT SIT THERE OR REMOVE OR ADPEOPLE. YOU ASSESS THEM USING A MATRIX THAT IS AGREEABLE AND VISIT THE POOL TO SEE --

>> C. COMPTON: YOU ARE GOING TO HAVE A FINITE NUMBER OF POSITIONS. IF I'M SITTING IN A POOL FOR A YEAR, MY MIND IS TELLING MY I NEED TO MOVING MOVE AROUND.

>> AS THE CHANCELLOR INDICATED EARLIER TODAY, WE'RE GOING TO LOOK LIKE IN THE NEXT THREE YEARS, IT'S GOING TO CHANGE, WE LOSE PEOPLE. WE CREATE NEW ROLES.

SO YOU WANT TO HAVE A ROBUST POOL THAT'S CONSTANTLY BEING FOR LACK OF A BETTER TERM, MIXING AND BEING ASSESSED TO DETERMINE PEOPLE'S READINESS. IF SOMEBODY IS IN THE POOL AND ASSESSED TO BE A LOW PERFORMER ARE LOW POTENTIAL AND AFFORDED RESOURCES, WHICH WE'LL DO THROUGH PROFESSIONAL DEVELOPMENT AND OTHERWISE, AND THEY DON'T AVAIL THEMSELVES, IT'S MY BELIEF THEY WOULDN'T REMAIN IN THE POOL BECAUSE THEY ARE NOT DEMONSTRATING THE ADVANCEMENTT GIVEN THE RESOURCES.

>> CHAIR D. FLORES: IF YOU COULD SHARE A PROCESS AND CRITERIA BY WHICH THE POOLS WILL BE DEVELOPED, BY WHICH THEY MIGHT

TRANSITION, ET CETERA. >> I DON'T HAVE THAT LEVEL OF

DETAIL TODAY. >> CHANCELLOR MAY: WE CAN'T

ANSWER BUT MY MARCH 1. >> C. COMPT

>> CHAIR D. FLORES: THAT WOULD BE WHEN MORE QUESTIONS COULD

ARISE. >> C. COMPTON: I'M ASSUMING, I THOUGHT I HEARD YOU SAY THIS THAT SOMEBODY IS NOT QUALIFIED FOR ONE OF THE POOLS, THERE IS A SUPPORT SYSTEM WITH EXTRA TRAINING AND SO FORTH. THAT BASICALLY GETS HEM TO THAT

DOOR? >> ABSOLUTELY.

YES. I THINK IT WAS TRUSTEE RITTER THAT ASKED ABOUT WHAT WE DO FOR EMPLOYEES IN TERMS OF IF THEY CAN GET A CAREER PATH OR A SUCCESSION PLAN.

EVERY EMPLOYEE SHOULD HAVE THAT. EVERY EMPLOYEE SHOULD LOOK AT WHERE THEY ARE N THEIR CURRENT ROLE AND THEY THIS IS WHERE YOU EXPECT TO BE AND THIS IS WHERE I WANT TO BE AND HOW I GET THERE.

NOT ONLY MAKE THAT AVAILABLE BUT PROVIDE THE RESOURCES, AGAIN, WITHIN BUDGETARY LIMITATIONS WE FACE.

BUT TO GET THEM TO ABILITY TO MOVE TO THE POSITION.

>> CHANCELLOR MAY: IT'S MORE RATHER THAN SUCCESSION, MORE OF A CAREER PATH. AS A PUBLIC ENTITY, THERE ARE LIMITS ON WHAT WE CAN DO ON THE RETAINING INDIVIDUALS.

AND DOING SOME THINGS THERE. BUT THEY, I THINK, ONE OF THE THINGS WE HAVEN'T BEEN THOUGHTFUL ABOUT, AND FRANKLY WE LOSE PEOPLE, I KNOW WE DO, BECAUSE I TALK TO THEM AND HEAR ABOUT IT, WHO DON'T SEE A GROWTH OPPORTUNITY FOR THEM WITHIN THE ORGANIZATION. PART OF THE STRUCTURE WILL BE LOOKING AT THAT AND BEING MORE INTENTIONAL ABOUT WHAT WE HAVE IN PLACE THERE. AND I THINK THAT'S WHEN WE GET INTO SOME OF THE OTHER HANGES AS IT RELATES TO EVEN LEVEL.

A SMALL DEPARTMENT, WHILE I REALIZE THAT HAPPENED IT LIMITS OPPORTUNITY WHEN WE CAN BRING THINGS TOGETHER, PERHAPS WE CAN

INCREASE THAT. >> I THINK -- EXCUSE ME.

>> CHAIR D. FLORES: THIS DISCUSSION WILL CONTINUE WHEN WE GET THAT PROCESS AND CRITERIA PRESENTED TO US.

AND ANYMORE QUESTIONS, COMMENTS? >> C. COMPTON: YOU DON'T HAVE TO ANSWER RIGHT NOW BUT I WOULD LIKE AN ANSWER AT SOME POINT.

WITH THE STRUCTURAL CHANGE AND WHAT YOU PERCEIVE HAPPENING WITH

[02:15:03]

>> IT'S NOT OUR INTENTION. >> C. COMPTON: NOT UNLESS THEY

MOVE IT UP AND GIVE MORE MONEY. >> CHANCELLOR MAY: I DON'T KNOW THAT I CAN ANSWER FULLY. IT'S NOT OUR INTENT TO DO THAT.

>> C. COMPTON: THEY ARE GOOD AT WHAT THEY ARE DOING.

THEY DON'T WANT TO LEAVE. >> P. RITTER: EVERYTHING WE'RE TALKING ABOUT IS IN THE PURVIEW OF MANAGEMENT.

THE BOARD LEVEL I THINK IT WOULD BY HELPFUL, YOU HAVE A NEW HEAD OF H.R. NOW, TO HAVE A THEORY OF TALENT MANAGEMENT PRESENTATION TO THIS BOARD IN THE ONE COLLEGE DOMAIN.

AND HIT ALL THIS STUFF. YOU ARE DESCRIBING A PART OF IT.

WHAT ARE THE SUCCESSION AND TALENT AND LEADERSHIP DEVELOPMENT, AND PERFORMANCE MANAGEMENT.

PUT THEM HOLISTICICALLY TOGETHER.

THAT'S WHAT WE NEED TO HEAR. WE DON'T NEED THE DETAILS BUT

THE PHILOSOPHY AND THEORY. >> CHANCELLOR MAY: I CAN'T

ANSWER ALL THOSE QUESTIONS YET. >> THAT IS INDEED WHAT I THINK YOU WILL SEE WHEN THERE IS A PRESENTATION ON THAT.

WE CAN'TBERANSWER ALL THE QUESTIONS.

BUT HOW WE APPROACH TALENT MANAGEMENT IS FUNDAMENTAL --

>> CHANCELLOR MAY: THE CULTURE OF THE ORGANIZATION.

WE HAVE AN OPPORTUNITY TO BE CLEAR THROUGHOUT THE ORGANIZATION WHAT WE VALUE. AND THAT'S ONE OF THE VALUE STATEMENTS. BUILDING OFF OF ALL HIS MATT MATTERS. AND WE, IN MANY WAYS, IT'S A CHALLENGE, IT'S ALSO A BLESSING. IN THAT WE CAN REALLY ADDRESS SOME OF THESE ISSUES AT ONE T TIME.

AND BE INTENTIONAL BOUT THEM. OFTEN DON'T HAVE THIS CHANCE WITHOUT A CRISIS. AND WE CAN DO IT WITHOUT A

CRISIS. >> CHAIR D. FLORES: IT'S NOT THE INTENTION THAT ANYBODY'S SALARY WOULD BE INCREASED, IT'S A POSSIBILITY? > AND THAT QUESTION

CAN BE ANSWERED LATER. >> CHANCELLOR MAY: I MEAN IT --

[7. Executive Session (if required)]

>> CHAIR D. FLORES: IF YOU WOULD THINK ABOUT THAT AND MAYBE WHEN

YOU -- AND MAYBE -- >> CHANCELLOR MAY: NOT EVEN HAVE

THAT INTENT. >> CHAIR D. FLORES: I KNOW IT'S

>> CHAIR D. FLORES: WELCOME TO THE FEBRUARY BOARD MEETING OF THE DALLAS COUNTY COMMUNITY COLLEGE DISTRICT

* This transcript was compiled from uncorrected Closed Captioning.