Mar 03, 2020 Education Workforce Committee Meeting

[1. Certification of Notice Posted for the Meeting]

[00:00:07]

>> I CALL TO ORDER THIS OPEN MEETING OF THE BOARD OF TRUSTEES OF THE DALLAS COUNTY COMMUNITY COLLEGE DISTRICT.

THIS MEETING IS BEING HELD IN ACCORDANCE WITH CHAPTER 551 OF THE TEXAS GOVERNMENT CODE AND IS BEING BROADCAST OVER THE INTERNET AS REQUIRED BY LAW. IT IS IMPORTANT TO UNDERSTAND THAT THE BOARD MAY NOT TAKE FORMAL ACTION ON MATTERS THAT ARE NOT PART OF THE MEETING AGENDA.

WE WILL PROVIDE AN OPPORTUNITY FOR PUBLIC COMMENT IN ACCORDANCE WITH THE TEXAS GOVERNMENT CODE. SPEAKERS SHALL ADDRESS THEIR PRESENTATIONS TO THE COMMITTEE CHAIR OR TO THE BOARD COMMITTEE AS A WHOLE. CHANCELLOR, WILL YOU PLEASE CERTIFY THAT NOTICE OF THE MEETING AND THE AGENDA ARE ON FILE IN THE OFFICE OF THE CHANCELLOR?

>> I CERTIFY THAT THE NOTICE FOR THIS MEETING WAS POSTED ACCORDING TO TEXAS GOVERNMENT CODE 551.054.

>> M. BRAVO: DO WE HAVE ANY SPEAKERS FOR TODAY'S MEETING?

[A. Additions to Strategic Priorities 2020-2021 Presenter: Mary Brumbach]

>> CHANCELLOR MAY: I DON'T BELIEVE WE HAVE ANY.

>> M. BRAVO: ALL RIGHT. THEN WE'LL BEGIN WITH OUR FIRST AGENDA ITEM, WHICH IS ON THE STRATEGIC PRIORITIES.

>> M. BRUMBACH: THANK YOU VERY MUCH.

I BELIEVE YOU HAVE A COPY. SLOWLY IT APPEARS OUT OF THE DARK. NOT YET.

EVER CLEARER. THANK YOU VERY MUCH FOR WHAT I HOPE WILL BE A FEW MINUTES OF YOUR TIME.

THE LAST TIME WE ET YOU ASKED FOR STATEMENTS RELATED TO CUSTOMER SERVICE AND TO INCLUDE SUSTAINABILITY IN YOUR STRATEGIC PRIORITIES. THAT HAS BEEN DONE.

AND I SIMPLY WANT TO SHARE WITH YOU WHAT WE'RE SUGGESTING AS THE WORDING. PROVIDING A STATEMENT DUE TO CUSTOMER SERVICE DOESN'T PERMIT US TO CHECK OUT WHAT E'VE DONE.

UNDER THE STREAMLINE AND SUPPORT AND NAVIGATION THROUGH OUR COLLEGE AND BEYOND WE ADDED AND YOU WILL NOTICE WE HAVE LABELS.

THERE ARE TRUE ALL THE WAY THROUGH.

IN A SUPPORTIVE ENVIRONMENT. PROVIDE A WELCOMING, ACCESSIBLE AND RESPONSIVE ENVIRONMENT AT ALL LEVELS OF OUR RGANIZATION THAT DEMONSTRATE SENSITIVITY AND RESPECT FOR INDIVIDUAL NEEDS GIVING TIMELY, ACCURATE AND CONSIST INFORMATION AND RESOLVING ISSUES AT NEEDED. WHICH IS PROBABLY A TEXTBOOK DESCRIPTION OF WHAT WE SHOULD BE DOING.

ANY WOR WORDING CHANGES OR THOU? >> CHAIR D. FLORES: QUESTION.

ONCE IT'S IN THE PRIORITY, I THINK WE'LL BE GOOD IF WE HAVE ONE OR TWO EOPLE IN CHARGE OF REALLY USHERING IN GOOD CUSTOMER SERVICE PRACTICES, TRAINING, ET CETERA. THE REASON I SAY THAT IS BECAUSE WE HAD THIS DISCUSSION IN MY MASTERS CLASS LAST WEEK. ON CUSTOMER SERVICE.

SOUTHWESTERN ACROSS-THE-BOARD YOU GET EXCELLENT CUSTOMER SERVICE. AND THEN OUR CRN THE CHAMBER HAS, YOU GET IN TOUCH WITH THEM BECAUSE YOU HAVE AN ISSUE, IMMEDIATELY YOU GET AN AUTO RESPONSE WHEN HEY FINISH ASKING WAS THE SERVICE SATISFACTORY OR NOT.

THOSE THINGS WE NEED TO INSTITUTE THINGS WHERE WE CAN MEASURE AND FIND OUT OBJECTIVELY IF PEOPLE ARE COMING TO US EXPERIENCING GOOD CUSTOMER SERVICE.

AND ARE GETTING WHAT THEY NEED FROM US.

I KNOW IT CAN'T HAPPEN OVERNIGHT.

BUT THERE ARE HINGS WE CAN DO TO DETERMINE THAT'S HAPPENING AND AND OF COURSE IT'S ANECDOTAL.

>> CHANCELLOR MAY: CERTAINLY, A PARTS OF OUR TRANSITION IS TO CREATE A COMMON STUDENT EXPERIENCE.

AND HOPEFULLY THAT COMMON STUDENT EXPERIENCE IS EXCELLENT ALL THE WAY THROUGH WOULD BE OUR GOAL.

AND BUILDING THE TRAINING AND SUPPORT AROUND THAT.

SO THAT'S OUR TOP PRIORITY. >> CHAIR D. FLORES: ON THESE PRIORITIES, WHO WITHIN THE ORGANIZATION IS PRIMARILY RESPONSIBLE FOR THE DIFFERENT PRIORITIES? I THINK IT WOULD BE GOOD TO KNOW.

>> CHANCELLOR MAY: WELL AND I BELIEVE ORGANIZATIONALLY, I WOULD BE HAPPY TO WALK YOU THROUGH THAT WITH THE BOARD IF

THAT WOULD BE HELPFUL. >> CHAIR D. FLORES: YEAH.

BUT TOO A VISUALLY WHEN REFERRING TO THE PRIORITIES.

SO WE WILL KNOW, WE KNOW -- >> CHANCELLOR MAY: WELL, BUT TO BE FAIR RIGHT NOW, THERE IS HOW WE'VE DONE IT UNDER SEVERAL COLLEGES AND HOW WE NEED TO DO IT GOING FORWARD AND THE TWO

AREN'T THE SAME. >> CHAIR D. FLORES: IN OTHER WORDS, YOU ARE NOT THERE YET NECESSARILY?

>> CHANCELLOR MAY: WE'LL, WE'LL PRETTY MUCH ORGANIZATIONALLY THERE. WITH THE DESIGN AND I'M HAPPY TO WALK THROUGH THAT. WE'LL NEED TO DO THAT IN CLOSED SESSION BECAUSE THERE ARE IMPLICATIONS IN THAT.

BUT I'M HAPPY TO DO HAT WITH YOU TODAY IF WE GO INTO SESSION.

>> M. BRUMBACH: I DON'T BELIEVE THE -- THE THING IS WORKING.

[00:05:02]

>> CHANCELLOR MAY: I'LL NEED TO MAKE SURE I GET THOSE PAGES

TODAY FOR THAT. >> CHAIR D. FLORES: WELL, I DON'T KNOW IF IT HAS TO BE DONE TODAY BUT IT'S GOOD FOR THE

BOARD TO KNOW. >> CHANCELLOR MAY: WE HAVE SPOTS DESIGNED FOR SLOTS IN HE ORGANIZATION FOR THESE.

>> M. BRUMBACH: THERE IT GOES. THANK YOU VERY MUCH.

THIS IS THE ONE THAT WE HAVE. I I THINK YOU ARE ABSOLUTELY RIGHT. WE NEED TO MAKE SURE WE HAVE THIS CAPTURED AND MEASURED.

>> CHANCELLOR MAY: ALMOST EVERY EXPERIENCE YOU HAVE WITH AB BUSINESS OR -- HAS A WAY TO RANK YOUR SERVICE.

>> THAT DOESN'T SEEM TO BE THAT COMPLICATED TO IMPLEMENT AT

LEAST TO QUANTIFY SOME OF THESE. >> CHANCELLOR MAY: WE JUST NEED TO BUILD OUT WHAT WE'RE DOING. WE'RE RELATIVELY NEW AS AN ORGANIZATION TO USING CREM CUSTOMER RESOURCE MANAGEMENT TOOLS. AS SUCH.

WE'VE BEEN USING THAT MOSTLY WITH THE PROMISE OF HIGH SCHOOL TRANSITIONS. WE'VE OUTLINED THE NEED IN MANY OTHER AREAS TO EXPAND AND PROVIDE SUPPORT AS WELL.

THE TRADITIONAL DATABASES AND OTHERS DON'T HAVE THAT COMPONENT IN THERE. WHICH WOULD BE TRUE OF COLLEAGUA SO-CALLED CRM. NOT DESIGNED FOR THE PURPOSES WE'RE TALKING ABOUT. SO THAT THERE IS YOU KNOW RIGHT NOW FOR EXAMPLE, IN THE PROMISE, YOU COME IN AND YOU ARE NOTIFIED IMMEDIATELY BECAUSE WE'RE USING MARKETING CLOUDS WHO MANAGE THE AUTOMATED COMMUNICATION SIDE OF THAT.

USING SIGNAL LINES THAT AUTOMATE THROUGH TEXTING.

AND THAT IS AS WELL AS OTHER THINGS.

THAT'S ON OUR SCOPE RIGHT NOW. TIM, I SEE NODDING HIS HEAD AFFIRMATIVELY. AS WE GO FORWARD.

IT'S MORE THAN JUST PEOPLE'S STANDARDS AND TRAINING.

THERE ARE OTHERS THAT GO ALONG. >> THE CRM WITH PROMISE IS SALES FORCE. IT ACTUALLY PROVIDES AN AUTOMATIC RESPONSE BASED ON THE STUDENT'S QUESTIONS AND RESPONSES FROM THEN. WE ARE LOOKING TO EXPAND THAT PLATFORM ACROSS THE ENTIRE STUDENT POPULATION.

WE HAVE RFP THAT WILL GO OUT THIS CUSTOMER FOR EXPANDING A CRM. WE ARE IN THE PROCESS OF SIGNING AN AGREEMENT WITH A MID-HUB. ANOTHER PIECE F SOFTWARE THAT WILL ALLOW US TO TAKE ADVANTAGE OF ALL OF OUR WEBPAGE CONTENT.

AND THEN PROVIDE THAT BACK TO A STUDENT.

IF THEY ASK QUESTION ITH REGARD TO FINANCIAL AID, THE CHAT BOT WILL RESPOND BASED ON THE INFORMATION WE HAVE.

AND AT THE END OF ALL OF THOSE INTERACTIONS ARE DID I SOLVE YOUR PROBLEM TYPE OF QUESTIONS. AND THEN INTERNALLY WITH STAFF WE'RE URRENTLY ROLLING OUT A SERVICE PLATFORM FOR I.T.

SERVICES. THAT DO NOT ALLOW THAT TICKET TO BE CLOSED UNTIL THE PERSON THAT ASKED FOR HELP AFFIRMS THEY RECEIVED APPROPRIATE HELP. IN THE PAST WE WOULD SAY, OH, WE FIXED IT FOR YOU. AND CLOSE THE TICKET.

NOW WE'RE ASKING FOR THE LAST STEP CONFIRMATION.

CAN WE DO THINGS BETTER? THOSE ARE POINT SPECIFIC APPLICATIONS OF CUSTOMER SERVICE.

I ANTICIPATE AS ONE COLLEGE HEN WE TAKE A LOOK AT A CALL CENTER THAT WE'RE ANTICIPATING USING, THOSE TYPES OF CALL CENTERS ANSWER MANY MORE TYPES OF QUESTIONS FROM MANY MORE CONSTITUENTS. AND AT THAT POINT YOU WILL WANT TO HAVE AN APPLICATION IN PLACE THAT DOES YOUR CUSTOMER SERVICE, NOT JUST AT THE END OF A SOLUTION BUT ALL THROUGHOUT THE SOLUTION. SO THOSE ARE THE ACTIVITIES WE'RE LOOKING FORWARD TO ROLLING OUT.

SO IT'S A LOT. BUT IT'S WHAT WE NEED TO DO FOR

85,000 STUDENTS. >> CHANCELLOR MAY: IT'S DIRECTLY RELATED TO THE CUSTOMER SERVICE AS STUDENTS ARE RECEIVING.

AND WHAT -- BECAUSE IGHT NOW AS WE'VE DONE IT, IT'S DIFFERENT INTO EACH LOCATION. BUT IT'S EVEN MORE COMPLEX THAN THAT. FOR EXAMPLE, WE'VE GOT ADVISORS IN MOST CASES, NOT ONLY TRYING TO ANDLE STUDENTS AS THEY COME IN IN PERSON, RYING TO ANSWER THE PHONE AND MANAGE THE PHONES.

WE HAVE TO SEPARATE THOSE TWO FUNCTIONS COMPLETELY.

WE CAN'T REALLY DO BOTH. THEN WE HAVE TO BUILD IN TECHNOLOGY THAT WILL ALLOW FOR WARM HAND OFFS.

WE'VE BEEN THERE WHEN YOU TALK TO ONE PERSON ND YOU HAVE TO START ALL OVER AND TELL THEM AGAIN, THE NEXT PERSON.

AND PRETTY SOON YOU GET UPSET AT THAT.

DESIGNING THAT SO THAT IT HANDS OFF IN A WARM HANDSHAKE WITH THE

[00:10:06]

THERE IS A LOT OF THINGS IN THERE.

BUT WE'RE BUILDING IT IN THE DESIGNING THE STRUCTURE AT THE

SAME TIME FOR THAT. >> M. BRUMBACH: IT'S CLEAR THE STRATEGIC PRIORITY FOR US TO GET IT DONE.

>> CHANCELLOR MAY: RIGHT. >> M. BRUMBACH: ON THE OTHER APPLICATION YOU ASKED FOR WAS TO INCLUDE SUSTAINABILITY AND OUR CONVERSATION WITH STRATEGIC PRIORITIES.

>> CHANCELLOR MAY: THAT ALSO HAS A SPOT WITHIN THE ORGANIZATIONAL STRUCTURE. AND WE'LL BE SHIFTING AND BROADENING THAT ROLE AND LAYING IT OUT MORE CLEARLY.

>> M. BRUMBACH: CAN I HAVE THE NEXT SLIDE.

>> CHAIR D. FLORES: ON SUSTAINABILITY, WHERE IS THAT?

>> M. BRUMBACH: STRENGTHEN THE CAREER CONNECTED NETWORK.

PAGE 3. THANK.

WE ALREADY HAD MEET THE SHORT AND LONG-TERM EDUCATIONAL NEEDS.

THROUGH CONSTRUCTION OF NEW BUILDINGS AND RENOVATION OF EXISTING FACILITIES. WE'VE ADDED WITHIN SUSTAINABILITY AND FISCAL GUIDELINES BECAUSE IT'S ALREADY IN POLICY YOU ARE FOLLOWING SUSTAINABILITY GUIDELINES.

AND OF COURSE, WE HAVE JOHN HERE, THE FISCAL GUIDELINES HAVE TO BE IN PLACE. THIS ONE CAPTURES WHAT WE NEED TO DO I THINK. IT CONTINUES TO BE FOCUSED ON THE EDUCATIONAL NEEDS OF OUR STUDENTS, EMPLOYERS AND

COMMUNITIES. >> CHAIR D. FLORES: SUSTAINABILT

FACILITIES? >> M. BRUMBACH: THAT'S TRUE.

>> CHANCELLOR MAY: THAT'S TRUE. >> CHAIR D. FLORES: SO WHEN WILL, YOU KNOW, WE'RE ALREADY THROUGH THIS PART OF IT.

REALLY BECAUSE WE NEED TO START BUILDING BUDGET BASED ON THE PRIORITIES. BUT MAYBE FOR NEXT YEAR, LOOK AT A BROADER DEFINITION AND ADVOCATION OF SUSTAINABILITY.

IT HAS TO DO WITH HR. >> CHANCELLOR MAY: WELL, -- WEL, PROBABLY AS MUCH OR MORE, WE HAVE SOME CAMPUSES -- WE HAVE OTHERS THAT HAVE NOT IMPLEMENTED A WHOLE LOT HISTORICALLY.

WE'RE CHANGING SOME OF THAT WITH NEW ROOFS AND OTHER PROJECTS WE'RE DOING. WE'RE, YOU KNOW, YOU ARE NOT GOING TO GET IN A RETO FIT A LEAD CERTIFIED FACILITY.

BUT WE CAN MANAGE AND IMPROVE IT.

I WOULD SAY THE OTHER SIDE WHERE THERE IS A LOT GOING ON IS IN THE CLASSROOM. THAT'S BEEN INCORPORATED IN EVERYTHING. YOU WOULD BE BLOWN AWAY FROM MATH AND ENGLISH CLASSES. ALL THE WAY UP TO SOME OF THE TECHNOLOGY FIELDS. OBVIOUSLY, SOME ARE BUILT AROUND THAT CONCEPT. BUT CLASS PROJECTS HAVE BEEN BUILT AROUND THE SUSTAINABILITY MODEL.

OTHER THINGS THAT EXIST. SO THERE IS A REAT DEAL HAPPENING THERE. BUT IT'S KIND OF BEEN LEFT UP TO EACH CAMPUS. AND IT WILL ALWAYS TO SOME EXTENT. WE RECOLLECT CERTAINLY

SUPPORT -- WE CAN. >> M. BRUMBACH: SUSTAINABILITY GUIDELINES INCLUDE SOCIAL JUSTICE AND OTHER THINGS.

IT MAY BE, AS YOU ARE RECOMMENDING, MAYBE NEXT YEAR WE CAN DO A BROADER SUSTAINABILITY. BUT THIS IS THE FOCUS FOR RIGHT NOW. YOU HAVE A GRAPH -- DRAFT THAT S NOW TWO PAGES LONG. I THINK DR. MAY CAPTURED THE OTHER DAY, IT'S A GOOD LISTING OF WHAT WE HAVE TO GET DONE.

WITH THESE INCORPORATED, I THINK THE ONLY THING WE NEED FROM YOU IS CONSENSUS IS THIS IS OKAY FOR 2020, 2021.

>> CHANCELLOR MAY: THIS WILL BE THE I GUESS THE FOUNDATION FOR OUR BUDGET BUILDING. OBVIOUSLY COMPLETELY DIFFERENT THIS TIME AROUND THAN IT HAS HISTORICALLY SINCE WE'LL BE ONE INSTITUTION I STRUCTURED --

FOUNDATION. >> CHAIR D. FLORES: I HAD TO DO RESEARCH ON THESE TYPES OF ISSUES.

I CAME ACROSS THE EL CENTRO DEPARTMENT WHERE THEY A REALLY GOOD STRATEGIC PLAN LAID OUT VISUALLY.

WHERE IT REALLY HELPED SO I'M GOING TO SHARE THAT WITH YOU.

MAYBE WE CAN. BUT IT DOESN'T HURT TO LOOK.

>> M. BRUMBACH: BE GLAD TO LOOK. >> CHANCELLOR MAY: WE'RE ALWAYS LOOKING HOW WE CAN DO A BETTER JOB OF COMMUNICATING THIS.

IT'S NOT JUST WHILE THE YOU ARE DEEPLY INVOLVED AS THE BOARD, WE ALSO NEEDED TO COMMUNICATE ND GUIDE OUR INDIVIDUALS WITHIN OUR

[00:15:01]

>> M. BRUMBACH: WITH THAT, THANK YOU VERY MUCH.

[B. WorkReadyU Presenters: Mark Hays, Gloria Smith]

>> CHAIR D. FLORES: THANK YOU. >> M. BRAVO: OUR NEXT PRESENTATION WILL BE ON WORKREADYU BY MARK HAYS AND

GLORIA SMITH. >> WELL, THANK YOU, MADAM CHAIR.

GREN, IT'S A PLEASURE TO BE HERE.

AND TO TALK TO YOU ABOUT WHAT I THINK IS ONE OF THE MOST INNOVATIVE ENTREPRENEURIALLY MINDED PROGRAMS, ALL DUE DO GLORIA SMITH AND STAFF TAKING WHAT CAN BE A RED TAPE BUREAUCRATIC PROGRAM AND LOOKING FOR CREATIVE WAYS TO SERVE THE COMMUNITY, COMING UP WITH NEW PROGRAMS AND SERVICES.

IT HAS BEEN A SHEER DELIGHT WORKING WITH GLORIA.

AND SHE HAS DONE PRETTY AMAZING THINGS.

AND THAT BEING SAID, BE SURE AND TALK TO -- WITH THAT, I'LL SHUT

UP AND TURN IT OVER TO GLORIA. >> CHANCELLOR MAY: A SET UP ON THIS. AND THANK BOTH OF YOU FOR BEING HERE. I GUESS ABOUT FIVE YEARS AGO, GLORIA, THAT WE HAD THE OPPORTUNITY TO TAKEOVER BOTH ADULT EDUCATION AND LEARNING AND SOME OTHER ASPECTS OF THIS.

THAT HAS BEEN MANAGED BASICALLY BY K-12 FOREVER.

AND IT EALLY DENT HAVE A WORKFORCE FOCUS -- DIDN'T.

IT WAS ABOUT GETTING READING, WRITING SKILLS, MATHEMATIC SAID AND G.E.D. WE ASK GLORIA TO SEE IF WE COULDN'T TAKE A DIFFERENT APPROACH, THUS THE NAME, "WORKREADYU" TO EMPHASIS WHAT IT'S ABOUT, HELPING PEOPLE AND ALSO MANY CASES ABLE TO ENROLL IN COLLEGE WITH US AND EARN ADDITIONAL DEGREES. SHE'S BUILT THIS FROM ZERO WHERE WE STARTED. AND WITH NOTHING IN PLACE TO NOW I THINK ONE OF THE MODELS CERTAINLY IN THE STATE BUT

BEYOND. >> THANK YOU FOR TAKING THE TIME TO JUST HEAR A LITTLE BIT ABOUT THE PROGRAM.

I'M TRYING TO GET SOME --

>> M. BRAVO: IT'S NOT WORKING? >> NO.

THERE IT IS. YOU MOVED IT FOR ME.

OKAY, SO JUST TO GIVE YOU A SNAPSHOT OF THE PROGRAMS AND SERVICES WE OFFER. UNDER WORKREADYU.

ADULT BASED EDUCATION IS THE KEY FOUNDATIONAL COMPONENT OF EVERYTHING WE OFFER BECAUSE MANY OF OUR STUDENTS DON'T VIEW THEMSELVES AS COLLEGE STUDENT SAID.

WHEN WE GET THEM, A LOT OF THEM ARE AT OW BASIC SKILL LEVELS.

AND SO ADULT BASIC EDUCATION IS REALLY THE ENTRY POINT FOR MANY SERVICES WE PROVIDE. WE ALSO PROVIDE CAREER TRANSITIONS. WE HAVE EXPANDED OUR EDUCATIONAL AND CURRICULUM CONTENT BY USING ACCELERATED AND INNOVATIVE LEARNING TECHNIQUES. WE SERVICE ALL NONTRADITIONAL LEARNERS. HIGH SCHOOL EQUIVALENCY PREP, ENTRY LEVEL CERTIFICATIONS THAT LEAD TO IN DEMAND CAREERS AND IN DEMAND OCCUPATIONS. WE ALSO WORK TO CREATE ACCELERATED CAREER PATHWAY OPPORTUNITIES.

WE ARE TRYING TO GET INDIVIDUALS EMPLOYABLE SOONER RATHER THAN LATER B BYE-BYE -- BY HAVING THM GO TO CLASS AND COMPLETING CREDENTIALS WITHIN FOUR TO EIGHT WEEKS IN MANY CASES.

MANY CREDENTIALS ARE STAFFABLE. SO THEY ALLOW INDIVIDUALS TO COMPLETE A CREDENTIAL IN AS LITTLE AS TWO TO FOUR WEEKS.

AND THEN THEY CAN BEGIN TO LOOK FOR WORK IN THOSE CAREER PATHWAYS WHILE CONTINUING THEIR EDUCATION TO BE ABLE TO COMPETE FOR HIGHER WAGES ONCE THEY ENTER THE CAREER PATHWAY.

AND THEN EVERYTHING THAT WE DO IS BUILT UPON HELPING INDIVIDUALS WORK TOWARDS GETTING CERTIFICATES OR LICENSES IN A

[00:20:02]

WE ALLOW THEM TO TELL US THEIR GOALS AND MEET THEM WHERE THEY ARE ND HELP THEM GET TO WHERE THEY ARE TRYING TO GO.

E DOES TSI COME IN?

>> UNDER THE ADULT BASIC EDUCATION PIECE.

IN PARTICULAR WITH NORTH LAKE COLLEGEN OA PILOT WORKING WITH OPPORTUNITIES TESTING BELOW COLLEGE LEVEL READY.

UNDER THEIR MODELS WE INTEGRATED ADULT EDUCATION SERVICES BY OUR SUPPORT INSTRUCTORS WORK WITH THE DEVELOPMENTAL EDUCATION INSTUCKERS TO ELP THOSE STUDENTS IMPROVE THE TSIA SCORES

AND GET TO COLLEGE LEVEL. >> M. BRAVO: QUESTION?

>> QUESTION. YOU SAID SAID MOST OF OUR STUDENTS DO NOT CONSIDERED THEMSELVES COLLEGE

STUDENTS. >> MOST OVERREAD.

NOT THE COLLEGE COMMUNITY AS A WHOLE.

-- AUDIENCE. WE TRADITIONALLY SERVE NONCONSUMERS WITHIN OUR COMMUNITY BUT NOT OMING TO THE COLLEGE CAMPUS TO ENROLL AS A TRADITIONAL COLLEGE STUDENT.

>> CHANCELLOR MAY: MOST OF THEM DID NOT FINISH HIGH SCHOOL.

THEY ARE COMING WITHOUT A HIGH SCHOOL DIPLOMA.

AND SO WE TAKE THEM WHERE THEY ARE.

MANY OF THEM DROPPED OUT BEFORE THEY GOT TO 9TH GRADE.

>> P. RITTER: ARE THEY A STEP BEYOND?

>> S. WILLIAMS: BECAUSE THEY USUALLY OPTED, THIS WAS A DECISION THEY MADE THEMSELVES. AND MANY TIMES IS BECAUSE THEY WORK REALLY WELL IN THE TRADITIONAL K-12 SETTING.

AND PROBABLY HAD NEVER DONE WE GET OTHERS AS WELL THAT GO -- THERE IS ANOTHER GROUP THAT SAID KIND OF THE OPPOSITE. THEY WERE BORED.

THAT IT WAS LEARNING CAME EASY. THEY FELT IT WAS A WASTE OF TIME IN HIGH SCHOOL. THEY WERE BORED.

AND SO EVEN SOME OF THOSE WERE ACCELERATING ITH US SO THEY CAN

MOVE MORE QUICKLY. >> DEFINITELY.

THE WAY WE EMBRACE THIS IS FULLY INTEGRATIVE MODEL WHERE WE PROVIDE WRAP AROUND SUPPORT THROUGH THE ENTIRE PROCESS WHILE THE STUDENT IS ENROLLED IN OUR PROGRAMS. OUR TEAM ACTIVELY -- SO O B BE CLEAR, THE WORKREADYU PROGRAMS ON ALL SEVEN CAMPUSES AS WELL AS THE COMMUNITY.

OUR TEAM HAS TO ACTIVELY GO OUT AND RECRUIT THESE INDIVIDUALS TO COME INTO THE PROGRAM EVERY SINGLE STUDENT OES THROUGH AN ORIENTATION PROCESS. WHERE THEY ARE ASSESSED.

AND ONCE THEIR NEEDS ARE DETERMINED, WE HAVE CAREER NAVIGATORS THAT WORK WITH THEM TO PROVIDE THEM AN ADULT BASIC EDUCATION EXPERIENCE OR INTEGRATED CAREER TECHNICAL

EXPERIENCE. >> FOR THIS? HOW DO YOU RECRUIT?

>> SO WE HAVE BEEN FORTUNATE ENOUGH TO DEVELOP SOME VERY GREAT PARTNERSHIPS. AND THE FIRST THING WE REALIZED EARLY ONGOING INTO THIS BECAUSE OUR FIRST EAR WE DIDN'T DO REALLY WELL, IS THAT THESE WERE NOT STUDENTS THAT WERE SITTING ON OUR CAMPUSES. SO WE ENGAGED COMMUNITY BASED PARTNERS PROVIDING SERVICES TO THESE INDIVIDUALS.

AND WE TRY TO ALIGN OURSELVES STRATEGICALLY WITH THEM AND USE

THEM AS A RECRUITMENT PIPELINE. >> C. COMPTON: YOU HAVE ONE

RECRUITER? >> NO, WE HAVE MORE THAN ONE.

>> CHAIR D. FLORES: HOW MANY RECRUITERS MORE OR LESS?

>> SO BASICALLY RECRUITMENT IS EVERYONE'S JOB FROM ME TO THE SUPPORT STAFF TO THE CAREER NAVIGATORS.

IT'S SOMETHING WE ALL ENGAGE IN. AND SO, WE ALIGN OURSELVES WITH EMPLOYERS WHO HAVE A TALENT GAP MEET, COMMUNITY-BASED ORGANIZATIONS. IT'S EVERYONE'S JOB.

IT'S TOO CHALLENGING FOR US NOT TO ALL BE INVOLVED.

>> CHANCELLOR MAY: MOST OF THE LINES GLORIA USES HAS TO DO ITH

THE DEPARTMENT OF LABOR. >> DEPARTMENT F LABOR, DEPARTMENT OF ED, THROUGH THE TEXAS WORKFORCE COMMISSION TO

OUR LOCAL WORKFORCE. >> CHANCELLOR MAY: WITHIN THAT, THERE ARE SOME RESTRICTIONS LIKE MARKETING THAT WE'RE NOT ALLOWED TO DO. WITH THOSE DOLLARS.

[00:25:04]

>> EXACTLY. DR. MAY IS CORRECT.

AND I DID THINK ABOUT THE FACT THAT WE SPEND PROBABLY ABOUT $200,000 ANNUALLY ON BUS ADS, PARTICIPATING IN LARGE OUTREACH EVENTS. AND RADIO ADVERTISEMENTS AS

WELL. >> CHANCELLOR MAY: WE FUND THAT

THROUGH THE DISTRICT. >> THE DISTRICT FUNDS 100% OF THAT. AS WE SAID, THE FUNDING, THE GRANT FUNDS WILL NOT ALLOW US TO PAY FOR THOSE THINGS.

>> D. ZIMMERMANN: IT'S BEEN SCHOLARSHIP TO THE STUDENTS?

>> FOR ADULT BASIC ED SERVICES? IT IS NOT BECAUSE WE -- SO ALL OUR SERVICES ARE 100% FREE TO THE STUDENT.

SOME STUDENTS RECEIVE BY BEING ENROLLED IN ZERO-TUITION COURSES WHERE THEY GET BASIC SKILLS INSTRUCTION AND THE GRANT PAYS FOR THE SALARIES OF THOSE INDIVIDUALS WE PUT IN THE

CLASSROOM. >> CHANCELLOR MAY: AND WHILE --

>> D. ZIMMERMANN: SCHOLARSHIPS THEN?

>> CHANCELLOR MAY: THEY ARE FEDERAL DOLLARS COVERING THE COST OF OPERATION. TECHNICALLY, THERE IS NOT A PROHIBITION AGAINST CHARGING TUITION FOR THESE.

IT'S JUST A DEPARTMENT OF ED HAS NEVER APPROVED IT.

BUT FOR ANYONE TO DO -- [INDISCERNIBLE].

BASICALLY THAT'S A DEPARTMENT DECISION ON GIVE THE OPERATING DOLLARS AND EXPECT US TO OPERATE SERVE STUDENTS WITH THOSE DOLLARS. IF WE NEED OTHERS TO SUPPLEMENT

THERE IS A MAINTENANCE, YEAH. >> CHAIR D. FLORES: BASICALLY THIS IS OUR TAX DOLLARS NOTHING BACK DIRECTLY TO SERVE THIS

COMMUNITY? >> D. ZIMMERMANN: RIGHTENTH IT'S SCHOLARSHIPPED TO THEM. IT'S NOT LIKE THAT GRADUATE --

>> NO, THEY DON'T HAVE ANY BILLS.

NO. THIS PROGRAM ACTUALLY WILL COVER IF THEY ARE IN A CAREER TECHNICAL TRAINING OPTION, WE COVER THE TUITION FOR THE STUDENT.

WE ALSO IF THERE IS A LICENSE OR A CREDENTIAL ASSOCIATED WITH THE CAREER IN TECHNICAL TRAINING, WE'RE ABLE TO PAY FOR THEM TO SIT FOR THE LICENSE OR EXAM. THAT COMES FROM THE GRANT FUND.

>> M. BRAVO: HOW MANY STUDENTS ARE WE SERVING APPROXIMATELY?

>> APPROXIMATELY ANNUALLY, WE PROBABLY TOUCH VER 10,000.

BECAUSE WE DON'T GET TO COUNT A STUDENT UNTIL AS A PARTICIPANT UNTIL WE HAVE MET WITH THAT STUDENT IN THE CLASSROOM SETTING FOR 12 HOURS. YOU CAN IMAGINE OUR PERFORMANCE TARGET PER STUDENT WAS A LITTLE OVER 6,000.

TO GET TO THATF THOUSAND -- 6,00 WE HAVE TO TOUCH A LOT MORE.

>> M. BRAVO: IS THERE ONE CAMPUS THAT HAS MORE STUDENTS THAN

OTHERS OR ARE THEY COMPARABLE? >> THE THREE MAJOR CAMPUSES THAT THEY ARE KIND OF NECK AND NECK AND SOMETIMES THEY, YOU KNOW, FIRST AND SECOND, THEY SWITCH ACCORDING TO QUARTERS.

BUT BROOKHAVEN COLLEGE AND MOUNTAIN VIEW COLLEGE, EL CENTRO COLLEGE AND EASTFIELD COLLEGE. THAT IS BECAUSE I HAVE SOME DEMOGRAPHICS TO SHARE WITH YOU. A LARGE PERCENTAGE OF OUR STUDENTS ARE NONNATIVE ENGLISH LANGUAGE LEARNERS.

ABOUT 75% OF THAT. AND THAT'S WHY HOSE CAMPUSES' NUMBERS HAVE EXCELLED TRADITIONALLY.

>> CHANCELLOR MAY: ALSO A FACILITY'S CHALLENGE.

SO THAT'S SOMETHING WE'LL BE ADDRESSING IN THE BOND.

THEN A LOT OF THE WORK IS NOT GOING ON ON CAMPUSES.

AND HASN'T BECAUSE THESE INDIVIDUALS TRANSPORTATION CHALLENGE, THEY HAVE OTHER THINGS HAPPENING.

AND SOME OF THEM JUST ARE INTIMIDATED BY THE CAMPUS IT ITSELF. SO WE'RE IN A LOT OF LOCATIONS.

LOOKING AT WHAT IS HAPPENING IN THE COLLEGE IS NOT A FULL

PICTURE OF THIS. >> M. BRAVO: WE GO INTO COMMUNITY GROUPS, TO START FROM THERE?

>> YES, HAT IS ULTIMATELY THE GOAL.

BUT WITH THAT, THERE STILL COMES CHALLENGES BECAUSE THE COMMUNITY-BASED PARTNERS HAVE LIMITED BUDGETS AS WELL.

SO WHEN WE TRY TO BRING IN TWO TO 300 STUDENTS INTO THEIR FACILITIES IT ADDS ADDITIONAL COST ONTO THEM.

AND UNFORTUNATELY, THE GRANT DOES NOT PROVIDE US FUNDING TO OFFSET THAT COST. SO JUST TO SHARE WITH YOU A SNAPSHOT OF THE EDUCATION INCOME DATA.

[00:30:03]

I KIND OF WANTED TO -- >> CHANCELLOR MAY:

>> THERE WE GO. NOW IT'S REALLY WANTING TO WORK.

I JUST KIND OF WANTED TO SHOW YOU AS YOU CAN SEE BY THE CH CHARTS -- THIS IS NOT MY FRIEND TODAY.

THE INCOME DATA, AS YOU WILL SEE, IT'S DIFFICULT ON THE LARGER PICTURE. BUT THERE IS A HUGE, A LOT OF LOW-INCOME RESIDENTS SOUTH OF THE MAP.

AND THIS IS THE AREA THAT WE HAVE NOT BEEN ABLE TO MAKE A SIGNIFICANT IMPACT IN. BECAUSE WE HAVE THOSE INFRASTRUCTURE CHALLENGES WHERE IT IS VERY DIFFICULT TO GET THEM TO COME TO A CAMPUS LOCATION. THEY WOULD RATHER BE IN THEIR

COMMUNITIES. >> C. COMPTON: WHEN YOU SAY THIS

IS THE THE AREA -- >> WHEN YOU LOOK AT EL CENTRO BEING THE CENTER. IF YOU NOTICE THE LIGHT-SHADED AREAS BELOW THERE, THE INCOMES, THE AVERAGE INCOME OF THOSE RESIDENTS IS LOWER THAN IT IS NORTH OF EL CENTRO IN THE

DARKER-SHADED AREAS. >> C. COMPTON: OKAY.

BACK TO MY QUESTION. WHEN YOU SAID THIS IS AN AREA YOU HAVEN'T BEEN ABLE TO REACH, WHERE ARE YOU TALKING ABOUT?

>> M. BRAVO: THE WHITE AREA. >> CHANCELLOR MAY: PARTICULARLY DOWN IN THIS AREA HERE. BECAUSE OF TRANSPORTATION IS ISSUES. AND FACILITIES,.

WE HAVE SOME PARTNERS THAT WILL TRANSPORT STUDENTS TO LOCATIONS.

BUT THAT'S GOING TO LEAVE OUT BOTH -- D.A.R.T. ONLY HAS SOME

LIMITED SERVICES THERE. >> I WILL GIVE YOU ONE EXAMPLE OF THE TRANSPORTATION CHALLENGE. WE PARTNERED WITH AN EMPLOYER THAT HAD 500 JOBS THAT THEY WERE BRINGING TO SOUTH OF DALLAS AREA. WE NEEDED TO BRING THE STUDENTS TO DO THE TRAINING. LITERALLY, WE HAD INDIVIDUALS THAT STRUGGLED TO GET TO THE CLASSROOM TRAINING ONTIME BECAUSE THE COMMUTE IN SOME CASES BY BUS WAS AN HOUR PLUS ONE WAY. AND THEN THE TIMES THE BUSES RAN, DIDN'T COINCIDENCE WITH THEIR ABILITY TO DROP THEIR CHILDREN OFF IF THEY HAD DAYCARE SERVICES TO GET THEM TO THERE BY 8 A.M. THE TRANSPORTATION CHALLENGES ARE AN ISSUE GETTING THEM TO COME TO CAMPUSES. AND BECAUSE OF THAT, WE HAVE NOT BEEN ABLE TO TAP NTO AND PRIMARILY AFRICAN AMERICAN AND WHITE COMMUNITIES THAT FALL INTO THE DEMOGRAPHICS OF THE CLIENTS

WE'RE TRYING TO SERVE. >> C. COMPTON: LET ME ASK YOU A QUESTION. IF THEY EVEN

TALKING ABOUT - >> YES, MA'AM.

>> C. COMPTON: AN EMPLOYER WITH 500 JOBS, IF THEY CAN'T GET TO THE TRAINING CLASS, HOW ARE THEY GOING TO GET TO WORK?

>> WHEN THE EMPLOYER RECRUITED, THEY ACTUALLY RECRUITED IN THE AREA WHERE THE JOBS WERE. AND SO --

>> CRITICAL, TRUSTEE COMPTON. IN THIS PROGRAM THAT, I MEAN THIS IS TRULY BOOTS ON THE GROUND.

HIGH-TOUCH, GETTING THINGS RIGHT.

CLOSER INTO THE NEIGHBORHOODS. >> THAT'S WHERE WE FIND WE HAVE THE MOST SUCCESS. WHEN WE CAN'T GET IT INTO THE NEIGHBORHOODS TO DELIVER THE CLASSES, IT'S A STRUGGLE.

IT REALLY IS. SO THE INFRASTRUCTURE CHALLENGES HAVE BEEN SUBSTANTIAL. TO FACILITY CHALLENGES ARE VERY SUBSTANTIAL IN THE VERY AREAS WHERE WE NEED TO BE THE MOST.

>> CHANCELLOR MAY: IN FACT, ONE OF THEM, AN AGENDA ITEM WITH THE URBAN LEAGUE BUILDING TO ADDRESS SOME OF THE THAT PROBLEM.

BUT WE NEED MANY MORE DIFFERENT LOCATIONS IN SOUTH DALLAS.

ONE OF OUR COLLEGES, WHETHER IT BE CEDAR VALLEY OR MOUNTAIN VIEW

WON'T ADDRESS THIS. >> C. COMPTON: [INDISCERNIBLE]

>> CHANCELLOR MAY: YES, THEY BOOTED US.

>> THEY DO IN SOME CASES. THE ONE WE HAVE THE MOST SUCCESS, IN THE PLEASANT GROVE AREA, THE ANNEX, THEY REPURPOSED

[00:35:04]

AND WHEN THEY CLOSED THAT CAMPUS DOWN WE HAD TO RELOCATE THE MAJORITY OF THOSE STUDENTS TO THE BILL JAY PRIEST CAMPUS.

THERE ARE OTHER ACTIVITIES GOING ON.

AND WE LOST QUITE A FEW OF THE STUDENTS BECAUSE FOR MANY OF US, FROM PLEASANT GROVE TO BILL JAY PRIEST IS NOT A LONG AY BUT WE HAVE A LOT OF INDIVIDUALS IN OUR PROGRAMS THAT TO THEM, THEY CONSIDER THAT A LONG COMMUTE AND DON'T WANT TO DRIVE OUT OF HEIR COMMUNITIES TO A LOCATION DOWNTOWN.

AND THAT'S BEEN A HUGE STRUGGLE FOR US.

IS TRYING TO OVERCOME THAT. >> M. BRAVO: IT'S BEEN A COUPLE OF YEARS SINCE WE LOST THAT LOCATION.

>> CHANCELLOR MAY: THAT'S TRUE. >> WE HAVE NOT BEEN ABLE TO REBOUND. THERE ARE OTHER ISSUES TOO THAT HAVE IMPACTED OUR NUMBERS IN SERVING THAT COMMUNITY.

BECAUSE IT WAS PREDOMINANTLY NON-ENGLISH LANGUAGE LEARNERS.

SO I WILL TELL YOU THAT FEAR AND ASKING INDIVIDUALS TO COME TO A LOCATION THEY WERE NOT FAMILIAR WITH.

WHEREAS, THEY HAD BEEN FAMILIAR WHERE THE TIGHT ANNEX BECAUSE WHEN DALLAS ISD DID ADULT EDUCATION AND LITERACY THEY DID IT AT THAT LOCATION. SO WE ASKED THEM, WE LAICITY NANX AND ASKED THEM TO INTO A PLACE THAT WAS NEW.

>> P. RITTER: THERE AN INTIMITATION FACTOR, IMAGINE --

>> IMAGINE THE FEAR AND INTIMIDATION ON A LARGER COLLEGE CAMPUS. AND THE CHANCELLOR IS RIGHT, IT'S VERY DIFFICULT. IT'S SOMETHING THEY HAVE TO BE TRANSITIONED TO N A SUBTLE WAY.

YOU CAN'T DROP THEM ONTO A COLLEGE CAMPUS AND EXPECT THEM

ALL TO COME BACK. >> AND THIS SHOWS YOU HOW MANY INDIVIDUALS IN DALLAS COUNTY RENT VERSUS OWN PROPERTY.

MANY OF THE RENTERS RENT BECAUSE THEY ARE IN LOW-INCOME STATUSES

AND CAN'T AFFORD TO OWN A HOUSE. >> CHANCELLOR MAY: THE DARKER

COLOR MEANS THEY ARE RENTING? >> YES.

>> THIS MAP SHOWS YOU THE CONCENTRATION OF INDIVIDUALS AS FAR AS THEIR EDUCATIONAL OUTCOMES ARE CONCERNED.

IF YOU NOTICE SOUTH, THERE ARE HIGHER ARKER AREAS.

THE DARKER SHADES REPRESENTS THE HIGHER LEVELS OF INDIVIDUALS WITH LESS THAN HIGH SCHOOL EQUIVALENCY.

THAT IS THE PIECES OF PAPER WE'RE TRYING TO TARGET.

TO -- POPULATION, TO IMPROVE THEIR ABILITY TO COMPETE FOR

EMPLOYMENT OPPORTUNITIES. >> P. RITTER: ARE THERE EMPLOYMENT PPORTUNITIES WITHIN THE --

>> VICE CHAIR W. JAMESON: NO AVAILABILITY TO DO TRAINING

WITHIN THOSE FACILITIES? >> NO, SOMETIMES WE HAVE SOME EMPLOYERS THAT WILL HAVE A TRAINING ROOM.

BUT IN THE INSTANCE OF THE EMPLOYER THAT HIRED THE 500 INDIVIDUALS, THEY DIDN'T HAVE A FACILITY AT THE LOCATION TO PROVIDE THE TRAINING. NOW THEY HAVE MOVED INTO THEIR FACILITY. AND THEY HAVE DESIGNATED US A ROOM. BUT WHAT HAPPENS IS WE DON'T HAVE SPACE TO ACTUALLY TRAIN INDIVIDUALS TO PREPARE THEM, TO COMPETE FOR THE JOB OPPORTUNITIES.

BECAUSE FOR EVERY PERSON THAT THEY HIRE, THERE ARE PROBABLY 10 INDIVIDUALS THAT COMPETE FOR THE OPPORTUNITY AND AREN'T PREPARED.

I KNOW I KNOW HOW TO USE A CL CLICKER.

AND SO AS YOU CAN SEE, THIS IS -- THIS TELLS YOU INDIVIDUALS WITH LESS THAN HIGH SCHOOL EQUIBALANCE.

AND THE DARKER SHADED AREAS SHOW THE HIGHER PERCENTAGES.

YOU WILL SEE SOUTH DALLAS ACTUALLY HAS MORE DARKER SHADED AREAS THAN THE REST OF THE COUNTY IN COMPARISON.

JUST TO GIVE YOU A SNAPSHOT OF THESE ARE JUST AEL, ADULT EDUCATION AND LITERACY STUDENTS THAT MADE IT TO OUR SYSTEM.

OF THE INDIVIDUALS WE SERVED, YOU WILL SEE THAT ABOUT 75% ARE HIGHEST SERVING CUSTOMERS ARE 75% HISPANIC OR LATINO.

[00:40:08]

69% OF THE OVERALL INDIVIDUALS WE'VE SE SERVED ARE FEMALE.

AND THIS IS AN ACTUAL FIVE-YEAR SNAPSHOT.

I TOOK ALL THE INDIVIDUALS THAT MET THE ENROLLMENT, THEY ACTUALLY WENT TO AN ORIENTATION. AND WE NROLLED THEM IN A SERVICE, WHETHER THEY MADE IT TO 12 PLUS HOURS OR OT.

AND THIS IS WHAT THE DATA LOOKS LIKE.

TO GIVE YOU A HIGHLIGHT OF WHAT WE'VE DONE OVER THE PAST FIVE YEARS. UNDER ENGLISH SECOND LANG LANGUAGE,ISH HIGH SCHOOL EQUIVALENCY PREPARE, COLLEGE TRANSITION, AND WORK BASED EMPLOYER TRAINING.

TRAINING WE ACTUALLY DO AT AN EMPLOYER LOCATION.

WE SERVED AND THIS IS JUST ENROLLED, 29776 STUDENTS IN THE LAST FIVE YEARS. WE'RE PROUD OF THOSE NUMBERS.

938 HIGH SCHOOL EQUIVALENCIES EARNEDDED.

DCCCD STUDENTS THAT WE ENROLLED IN PROGRAMS. AND 938 OF THEM GOT HIGH SCHOOL DIPLOMAS.

AM I DILUTIONAL TO THINK WE SOLVED THE ROBLEM? BY NO MOANS. I'M VERY PROUD OF THIS NUMBER AND WHAT OUR TEAM AT THE COLLEGES, TEAMS AT THE COLLEGES HAVE BEEN ABLE TO ACCOMPLISH. WE'VE ALSO ENROLLED OVER 2,000 INDIVIDUALS IN TECHNICAL TRAINING.

AND PAID THE TUITION COSTS RELATED TO THOSE INDIVIDUALS BEING ENROLLED IN THOSE TECHNICAL TRAINING COMPONENTS.

>> C. COMPTON:

HOW LONG HAS IT BEEN? >> IT'S BEEN RIGHT AT FIVE

YEARS. >> C. COMPTON: FIVE YEAR PLAN? AND WHAT IS OUR GOAL FOR THIS FIVE YEARS?

>> SO THE GOAL FOR FIVE YEARS, I THINK WE WERE LIKE 25,000.

IS WHAT THE GOAL WAS. WE WANTED TO SERVE 25,000 INDIVIDUALS. WE WERE STILL BUILDING THE CAREER AND TECHNICAL TRAINING COMPONENTS.

BUT WE'VE SURPASSED THE GOALS WE SET OUT TO ACHIEVE. BUT IN DOING SO, WE'VE EXPERIENCED A TREMENDOUS NUMBER OF GROWING PAINS. AND WE'RE ALSO EXPERIENCING THE FACT THAT THERE IS -- WE HAVE SO MANY MORE EQUESTS WE'RE NOT ABLE TO RESPOND TO IN A TIMELY MANNER AS WE WOULD LIKE TO.

>> C. COMPTON: AND THE NUMBER YOU HAD WAS 29,000, ALMOST,

30,000? >> THOSE ARE ENROLLMENTS.

THOSE ARE NOT HOW MANY WE TOUCHED.

OH, YES, MA'AM, I'M SORRY. >> C. COMPTON: BUT YOU SAY ENROLLED. HOW MANY OR WHAT PERCENTAGE ACTUALLY ATTEND? DO YOU KNOW?

>> I CAN GET THAT INFORMATION FOR YOU.

BECAUSE WE HAVE TO PUT IT ALL IN A DATABASE.

AND WE GOT THIS INFORMATION OUT OF THE TEXAS EDUCATION MANAGING ADULTS DATABASE. SO THE ENROLLMENT NUMBERS, AS FAR AS COMPLETERS, WE MEASURE WHETHER OR NOT STUDENTS GOT EDUCATIONAL GAINS. THE GROWING PAINS WE HAVE HAD IS ONLY ABOUT 35% OF OUR STUDENTS THAT WE HAVE BEEN ABLE TO TEST HAVE DEMONSTRATED THEY GOT AN EDUCATIONAL GAIN.

BECAUSE SOME OF THEM COME TO US AS LOW AS THIRD GRADE READING

LEVELS. >> C. COMPTON: BEING FAMILIAR WITH [INDISCERNIBLE] AND SO FORTH, IS THIS A FAIR ASSUMPTION TO SAY EVEN THOUGH YOU HAVE THAT MANY ENROLLED THAT ALL OF THEM

ARE [INDISCERNIBLE]? >> SO THOSE ARE INDIVIDUALS THAT ACTUALLY ENROLLED AND CAME TO CLASS FOR AT LEAST ONE HOUR OR

MORE. >> C. COMPTON: BUT THE QUESTION IS, IS IT A FAIR ASSUMPTION TO STATE EVEN THOUGH YOU GOT THAT MANY ENROLLMENTS ALL OF THEM ARE NOT ATTENDING?

>> NOT ALL THE TIME. NO.

BUT THOSE ARE INDIVIDUALS -- >> C. COMPTON:

>> WHAT WE DO IS WHEN THEY DON'T RECEIVE SERVICES WITHIN SIX MONTHS, THEY ARE AUTOMATICALLY EXITED FROM THE PROGRAM.

[00:45:02]

>> C. COMPTON: SO THEY CAN COME BACK, THEY HAVE TO COME BACK AND GO THROUGH THE ENROLLMENT PROCESS?

>> YES, MA'AM. >> M. BRAVO: SOMETHING ABOUT GET MORE ASKS THAN YOU ARE ABLE TO FILL.

IS THAT FROM COMMUNITY ORGANIZATIONS? OR INDIVIDUALS THAT YOU CAN'T SERVE?

>> IT'S COMMUNITY ORGANIZATIONS. COMMUNITY ORGANIZATIONS,

EMPLOYERS, YES. >> CHANCELLOR MAY: SOME OF HAT

IS SPACE ISSUE AS WELL. >> YES.

>> C. COMPTON: I UNDERSTAND. I FOUND IT TO BE FOR LACK OF A BETTER WAY OF EXPRESSING THIS, A TRANSIENT PROGRAM.

BECAUSE YOU ALL STILL GET THE PEOPLE WHO MAYBE ON PAROLE AND THERE IS A CONDITION OF PAROLE THEY HAVE TO COME AND ENROLL ON -- THEY ARE RECEIVING STATE ASSISTANCE AND THEY TELL THEM TO ENROLL IN A LASS. BUT THEY ARE ONLY THERE FOR A

LIMITED AMOUNT OF TIME. >> WE WOULD LOVE TO GET THOSE TYPES OF INDIVIDUALS. BECAUSE THEY TEND TO -- WE GET SOME. BUT THE REASON WHY OUR NUMBERS, 75%, ARE HISPANIC OR LATINO IS THOSE ARE INDIVIDUALS THAT ARE COMING TO LEARN ENGLISH AS A SECOND LANGUAGE.

AND THEY SHOW UP. SO THEY ARE COMING TO CLASS.

WE HAVE STUDENTS, IT IS MANDATORY STUDENTS SIGN IN AND OUT WHEN THEY LEAVE. AND WE INPUT THE STUDENTS HOURS

THEY PARTICIPATE IN CLASS. >> C. COMPTON:

OFFICERS COME LOOK AT THEM? >> IF WE DO, I DON'T KNOW ABOUT IT. [CHUCKLING]

>> I'M JUST SAYING. >>

>> BUT, AND THAT IS A PROGRAM THAT WE WOULD LOVE TO ORK WITH DALLAS COUNTY PROBATION OFFICERS AND GETTING THE JUDGES TO MAKE IT MANDATORY THAT INDIVIDUALS THAT HAVE LESS THAN HIGH SCHOOL EQUIVALENCY COME AND ATTEND OUR PROGRAM.

BECAUSE WE KNOW THOSE PEOPLE HAVE MORE TO LOSE IF THEY DON'T SHOW UP. AND --

>> C. COMPTON:

>> CHANCELLOR MAY: PROGRAM. AS YOU SAY, THEY ARE RYING TO LEARN HOW TO SPEAK ENGLISH. NOTHING ELSE, [INDISCERNIBLE]

>> YES, WE WOULD LOVE TO -- WE'RE STRATEGICALLY TRYING TO FIGURE OUT HOW WE REACH THAT NATIVE ENGLISH LANGUAGE POPULATION THAT WE KNOW WE ARE NOT SERVING AT THE LEVELS THEY

NEED SERVICE. >> CHANCELLOR MAY: AND THEY ARE OTHER PROGRAMS IF THEY ARE STILL OF HIGH SCHOOL AGE WHERE THE COURTS OR JUDICIAL SYSTEM WILL PLACE THEM IN THOSE PROGRAMS,

NOT IN THE NE E OPERATE. >> THAT IS CORRECT.

>> C. COMPTON: MA'AM, THE PROGRAM AT CEDAR VALLEY, YOU WORK WITH THAT PROGRAM TOO, RIGHT?

>> YES. YES, MA'AM.

>> C. COMPTON: PAYING A BIG PRICE TAG FOR THOSE STUDENTS.

THAT'S HOW THE STUDENTS ARE ABLE TO ATTEND AT NO COST TO THEM.

WE ARE TRYING TO LEVERAGE SOME T PEG DOLLARS FOR STUDENTS THAT MAY QUALIFY TO HAVE TUITION COVERED WITH THAT.

BUT WE HAVEN'T BEEN ABLE TO DO THAT YET.

BUT MOVING FORWARD THAT IS OUR PLAN TO HELP US BE ABLE TO EXPAND SERVICES TO A LARGER GROUP OF INDIVIDUALS.

>> C. COMPTON: AND JOE, THE REASON WHY THAT'S THE 4315, THE LIMITED LIABILITY. AND I WAS GOING TO ASK YOU ABOUT WHO THOSE PEOPLE WERE. WHY ARE THEY MOVING FROM THE CEDAR VALLEY? CEDAR VALLEY DOESN'T --

>> CHANCELLOR MAY: DOESN'T HAVE THE SPACE TO ACCOMMODATE.

AND TRANSPORTATION IS STILL A BIG PROBLEM TOO.

THIS WILL EASE A LITTLE BIT. IT WON'T SOLVE IT BUT IT WILL HELP. AND YOU NEED, FOR THIS PARTICULAR PROGRAM, THEY NEED BOTH INDOOR AND OUTDOOR SPACE FOR IT TO WORK. BECAUSE IT'S A CONSTRUCTION ORIENTED PROGRAM. SO YOU HAVE TO HAVE BOTH OF

THEM. >> C. COMPTON: ANOTHER QUESTION.

IS THAT WHY Y YOU ALL WERE CONSIDERING SPACE

[INDISCERNIBLE] >> YES, MA'AM.

>> C. COMPTON: WHERE YOU COULD MOVE EVERYTHING UNDER ONE ROOF?

>> NOT EVERYTHING. BUT THERE WERE SEVERAL THINGS.

MAINLY, IT WOULD GIVE US AN OPPORTUNITY TO ENGAGE A POPULATION THAT IS NOT TAKING ADVANTAGE OF OUR SERVICES 100%.

BY US BEING IN AN AREA LOCALLY THEY ARE FAMILIAR WITH IT.

[00:50:02]

CHALLENGES. >> C. COMPTON: I WAS GOING TO ASK YOU IS TRANSPORTATION GOING TO BE AN ISSUE.

BUT I KNOW THERE ARE A BUNCH OF BUSES -- [INDISCERNIBLE]

>> AT RED BIRD OR URBAN LEAGUE? >> C. COMPTON: RED BIRD.

>> C. COMPTON: PROVIDE STUDENTS WITH

>> YES, WE STRUCTURED THE CLASSES SO STUDENTS ARE ENROLLED IN ENOUGH HOURS TO QUALIFY FOR

THE D.A.R.T. BUS PASS. >> P. RITTER: IT WAS SEEN A GOOD TRANSITION GETTING SOME OF THE TECHNICAL SKILLS TRAINING IN THAT FACILITY. WOULD PROVIDE FOR A GOOD

TRANSITION TO A CAMPUS. >> TO EASE THEM ON INSTEAD OF DROPPING THEM FROM HERE TO HERE. GETTING SOME OF THE TECHNICAL SKILLS TRAINING AT RED BIRD AFFORDED THE OPPORTUNITY TO TRANSITION THEM ONTO A COLLEGE CAMPUS WITH LESS -- WITH LESS FOLKS DROPPING OUT. EASE THAT TRANSITION.

>> OUR ACCELERATED AND INNOVATIVE LEARNING PROGRAMS, ONE OF THE THINGS WE REALLY DISCOVERED AFTER YEAR THREE WAS WE REALLY NEEDED TO FOCUS ON THE INSTRUCTIONAL, THE QUALITY OF INSTRUCTION. AND SO HE WAY WE DO THAT IS WE HAVE AN AREA THAT ACTUALLY WORKS TO BUILD THOSE COMPONENTS AND MAKE SURE THE QUALITY OF INSTRUCTION THAT THESE INDIVIDUALS ARE RECEIVING IS INTEGRATED INTO THE EDUCATION AND TRAINING EXPERIENCE. AND WE DO THAT IN PARTNERSHIP WITH THE EMPLOYERS WHO WILL BE HIRING THESE INDIVIDUALS.

SO SOME INNOVATIVE PARTNERSHIPS TO TELL YOU A FEW.

THIS IS NOT ALL OF THEM. WE ARE WORKING ITH I TDC, WHICH IS THE SOUTH DALLAS TRAINING CENTER, IN PARTNERSHIP WITH RICHLAND COLLEGE AND ICDC. CHIME SOLUTIONS IS ONE OF THE MAJOR EMPLOYERS THAT MOVED TO SOUTH DALLAS WITH THE THOUSAND JOBS. CEDAR VALLEY CORRECTIONAL FACILITY. WE HAVE EEN VERY SUCCESSFUL IN WORKING WITH CEDAR VALLEY COLLEGE TO BRING TRAINING OPPORTUNITIES TO INCARCERATED INDIVIDUALS WITHIN A YEAR R LESS OF BEING RELEASED. THE DALLAS COUNTY SHERIFF'S DEPARTMENT. WE'RE TALKING TO THEM AND OFFERING TECHNICAL TRAINING AND ADULT SERVICES TRAINING TO INDIVIDUALS IN THE COUNTY JAIL. INTERNATIONAL RESCUE COMMITTEE.

WE'RE WORKING TO PROVIDE THEM TECHNICAL TRAINING OPPORTUNITIES THAT WILL HELP THEM TRANSITION HERE IN THE UNITED STATES.

GARLIN ISD WE PARTNERED WITH CLASSES AND ABLE TO ENROLL 400 STUDENTS IN ADULT BASIC ED SERVICES THIS LAST SEMESTER THROUGH EASTFIELD COLLEGE. THE SALVATION ARMY, WORKING WITH THEM TO DO LOGISTICS TRAINING AT THE SALVATION ARMY.

ULTA COSMETICSES WE PROVIDE CLASSES ON SITE THERE.

DALLAS ISD, WE'RE WORKING WITH INDIVIDUAL CAMPUSES AND BROOKHAVEN WAS SUCCESSFUL IN WORKING WITH THEIR FEEDER CAMPUSES TO PROVIDE THOSE OPPORTUNITIES FOR ESL PARENTS AND INDIVIDUALS THAT NEEDED HIGH SCHOOL EQUIVALENCY PREP.

BEHIND EVERY DOOR IS WORKING AT DALLAS HOUSING AUTHORITY COMMUNITIES TO PROVIDE SERVICES TO CHILDREN OF RESIDENTS.

SO WE ARE PART PARTNERING WITH M TO EXTEND THE SERVICES TO THEIR PARENTS. AND THE MLK CENTER, PROVIDING TRAINING AT THAT LOCATION, AS WELL AS CHILDREN'S HEALTH HOSPITAL. WE'RE WORKING WITH IN PARTNERSHIP WITH SOLUTIONS DEVELOPMENT TO PROVIDE APPRENTICESHIP OPPORTUNITIES FOR INDIVIDUALS LOOKING TO GO INTO THE PATIENT CARE TECHNICIAN FIELD.

>>

>> CHANCELLOR MAY: YEAH, IT'S IN THE BIG COMPLEX.

>> OFF OF 35. >> ONE OF THE THINGS ON THE SEA

[00:55:05]

IMPRESSED WITH IT. >> THAT CEDAR VALLEY COLLEGE AND WORKREADYU WORK TOGETHER TO MAKE THAT HAPPEN.

>> SHERIFFS DEPARTMENT, DO WE DO TRAINING WITH THEM?

>> WE STOPPED FOR A WHILE. >> C. COMPTON: YOU ARE OFFERING

CLASSES AT THE JAIL? >> SO FOR A SHORT PERIOD OF TIME, THEY WERE OFFERING IT THEMSELVES.

THEY CAME BACK TO US RECENTLY AND ASKED THAT WE HELP THEM OFFER THAT BECAUSE IT WAS A LOT MORE CHALLENGING THAN THEY

THOUGHT. >> C. COMPTON:

>> NO, MA'AM. NO.

>> CHANCELLOR MAY: NO THEY DECIDED A FEW YEARS AGO THEY DIDN'T WANT TO PAY US. AND THEY WOULD RETAIN THOSE DOLLARS AND DO IT INTERNALLY. AND FRANKLY, IT DIDN'T WORK.

SHERIFF BROWN FIGURED OUT IT WASN'T WORKING.

MADE PERSONNEL CHANGES. BROUGHT US BACK IN TO MANAGE IT.

>> C. COMPTON: JUST AN FYI, I FOUND OUT, [INDISCERNIBLE] MIC] THAT RAN THE JAIL PROGRAM THAT WORKED AT EL CENTRO, HE PASSED AWAY. I JUST FOUND OUT.

SATURDAY, I THINK IT WAS. FRIDAY OR SATURDAYMENT SORRY TO

HEAR THAT. >> ONE OF THE -- ANOTHER ONE OF THE PROGRAMS WE'RE EXTREMELY PROUD OF IS OUR BANK WORKS PROGRAM WE WORK WITH THROUGH MOUNTAIN VIEW COLLEGE.

THIS IS PROGRAM THAT HAS MULTIPLE BANKING INDUSTRY PARTNERS ASSOCIATED WITH IT. THE STUDENTS GO THROUGH TECHNICAL TRAINING. AND THEY GRADUATE ON THE DAY OF GRADUATION, THE BANKING PARTNERS ARE AT GRADUATION.

AND WHEN THEY FINISH GRADUATION, THEY IMMEDIATELY GO TO A JOB FAIR WHERE THEY ARE GIVEN THE OPPORTUNITY TO COMPETE FOR JOBS.

SO -- >>

>> I CAN'T ANSWER THAT. I'M SORRY.

I KNOW THAT THERE ARE SOME. >>

>> I'M SORRY. BUT --

>> RESOURCE ONE IS A PARTNER OF WELLS FARGO, I THINK BANK OF AMERICA. THERE ARE MULTIPLE PARTNERS.

>> I SPOKE WITH A GRADUATING COHORTS, TRUSTEE COMPTON.

AND I WAS BLOWN AWAY BY THESE STUDENTS.

THEY CAME UP. THEY HAD A SMALLER SECTION BEFORE THE CEREMONY BEGAN. THEY CAME UP SHAKING HANDS, INTRODUCING THEMSELVES. IT WAS INCREDIBLE.

SO DEAN PAT WEBB AND THOSE FOLKS DESERVE A LOT OF CREDIT.

THERE WERE SEVEN OR EIGHT BANKS INTERVIEWING THE STUDENTS THAT DAY. I WAS BLOWN AWAY HOW WELL THIS WAS RUN AND THOSE STUDENTS THAT WERE IN THE PROGRAM.

>> C. COMPTON: A QUESTION FOR YOU.

AND I DON'T KNOW IF THIS IS ONE OF THE YOUR PROGRAMS. WHAT IS THE PROGRAM MOUNTAIN VIEW GOT WHERE THEY ARE WORKING, I THINK GRANT MONEY OR SOMETHING WITH THE CITY OF DALLAS.

>> FOR THE SENIORS? YES.

SO THAT IS A GRANT THAT DEAN PAT WEBB, APPLIED FOR AND ABLE TO SECURE. WE'RE WORKING WITH THEM BUT I DON'T HAVE A LOT OF DETAILS ON IT.

I'M SO SORRY. >> C. COMPTON: I DON'T KNOW THE

NAME OF THE PROGRAM. >> I DON'T KNOW BUT I CAN FIND OUT AND GET THAT INFORMATION BACK TO YOU.

>> C. COMPTON: YEAH. I HEARD ABOUT THAT KIND OF A

ROUND ABOUT WAY. >> M. BRAVO:

SLIDES? >> THIS IS JUST A FEW OF THE PARTNERS WE'RE WORKING WITH. AND IN ADDITION TO WORKREADYU IS CAREER TRANSITIONS, WE EXPANDED THAT TO INCLUDE WE'RE BUILDING THESE. SO WE DON'T HAVE A LOT OF DATA TO SUPPORT THEM. BUT APPRENTICESHIPS, ENTREPRENEURSHIPS, CREDENTIALING TO MAKE SURE WE CAPTURE THE CREDENTIALS OF STUDENTS. OUR ARENT PROMISE PROGRAM.

AND WE ARE DOING A PILOT TO OPPORTUNITY YOUTH WHO MAY HAVE PLEDGED TO TAKE THE DALLAS COUNTY PROMISE BUT NEV

[01:00:02]

THEY HAVE HAD 497 LEDGES. 120 ENROLLMENTS.

AND THEY OFFER 89 PROGRAMS OF STUDY.

WE HAD A VIDEO THAT I'LL SAVE THAT.

IT'S LIKE A MINUTE. YOU WANT TO LOOK AT IT? CAN YOU DO THE CONTROL -- IT WILL OPEN UP ON A SEPARATE.

THE CONTROL, I THINK YOU DO THE CONTROL "C" OR CONTROL

SOMETHING. SAID SAID SAID>> YOU MAY HAVE TE

SLIDE. >> TAKE IT OUT OF PRESENTATION

MODE. >> M. BRAVO: NEXT SLIDE.

>> TAKE IT OUT OF PRESENTATION MODE.

>> IT'S A VIDEO OF ONE OF OUR PARENT PROMISE STUDENTS --

>>

>> M. BRAVO:

>> IT'S A GREAT VIDEO. [CHUCKLING]

>> THESE ARE OUR TOP FOUR PROGRAMS OF STUDY.

NURSING, BUSINESS ADMINISTRATION, TEACHING, EARLY CHILDHOOD THROUGH 6TH GRADE AND ACCOUNTING.

AND THEN SOME OF THE CHALLENGES THAT WE HAD IN ADDING THIS ON TOP OF THE DALLAS COUNTY PROMISE.

A LOT OF OUR INTERNAL SUPPORT WE NEED.

SOME OF THEM, THEY TELL US THEY DON'T HAVE THE BANDWIDTH TO ADD THE SUPPORT WE NEED. SO A LOT OF OUR TEAM ON THE WORKREADYU SIDE IS HAVING TO DO THAT.

AND THIS IS JUST SHOWING YOU SOME STATS ON WHO WE'RE SERVING.

MANY OF THE INCOME THRESHOLDS FOR THIS PROGRAM IS HOUSEHOLDS THAT ARE $55,000 OR LESS. BUT A LARGE PERCENTAGE OF OUR STUDENTS ARE MAKING ABOUT 333% ARE MAKING LESS THAN $24,000 A YEAR. OUR HOPE IS THEY WILL GO THROUGH TRAINING AND GET CREDENTIAL OR A DEGREE.

AND THEY EVEN HAVE AN OPPORTUNITY TO TRANSITION TO A FOUR-YEAR COLLEGE AS WELL. THROUGH OUR PARTNERSHIPS WITH THE FOUR-YEAR INSTITUTIONS. THIS IS AN OPPORTUNITY THAT WE ARE WORKING IN PARTNERSHIP WITH THE BILL JAY PRIEST CENTER TO COVER THREE COMMUNITIES, THE BOTTOM, THE FORCE DISTRICT AND WEST DALLAS CENSUS TRACK, 205. AREAS THAT HAVE BEEN AFFORDED A GRANT TO SUPPORT EQUITABLE DEVELOPMENT AND REVITALIZATION IN THOSE COMMUNITIES. WE'LL PROVIDE JOB READINESS TRAIN, JOB ENTREPRENEURSHIP AND TRAINING OPTIONS WITH THE COMMUNITY BASED ORGANIZATIONS THAT HAVE BEEN ON THE GROUND AND

ENGAGING THESE EFFORTS. >> C. COMPTON:

>> THE FORCE NEIGHBORHOOD IS 75215 BY CORN PHONE, 175, 45 AREA. CORNERSTONE.

CITY CORNERSTONE. THE BOTTOM IS ACTUALLY -- YES.

RIGHT OFF 8TH STREET. IF YOU GO ACROSS AND LOOK DOWN, THAT AREA BEHIND TOWN VIEW IS THE BOTTOM.

AND SO THE DCCCD WORKREADYU MOBILE APP IS DIFFICULT TO SERVE THIS MANY STUDENTS BECAUSE WE JUST DON'T HAVE THE MANPOWER.

THIS ALLOWS US TO DO VIRTUAL CASE MANAGEMENT.

WE BUILT THAT WITH THE LOCAL COMPANY.

AND THEY HAVE BEEN ABLE TO TAKE IT ON A NATIONAL LEVEL AND SELL IT TO SCHOOLS IN FLORIDA AND LOUISIANA.

AND THE TEXAS PEER MENTOR MET WORK IS A -- NETWORK IS TEXAS

[01:05:05]

WE'RE ONE OF 11 COLLEGES. AND WE'RE SERVING AS A MENTOR TO LEAD COLLEGE WHO PROVIDES EDUCATION AND TRAINING IN THE PRISON SYSTEM. THESE ARE PARTNERSHIPS THAT WE'RE CURRENTLY DEVELOPING. DALLAS HOUSING AUTHORITY, THE CITY OF GARLAND, OASIS CENTER, TO EXPAND SERVICES TO FORMERLY INCARCERATED INDIVIDUALS. AND LOOKING TO CREATE A DALLAS CENTER FOR ARTS AND TECHNOLOGY IN THE SOUTHERN DALLAS SECTOR.

SO JUST TO -- WE'VE TALKED ABOUT THE CHALLENGES PRETTY UCH.

>> C. COMPTON: I WANTED TO ASK YOU ABOUT - WE HAVE A POINT MAYBE ON THE NEXT PAGE. ABOUT HIGH COST OF INSTRUCTION.

>> YES. >> C. COMPTON: CAN YOU EXPAND ON

THAT? >> OUR BIGGEST PRICE TAG IS INSTRUCTION. TO SERVE THAT MANY, WE SERVE ON AVERAGE 10,000 STUDENTS A YEAR. IT COSTS US TO PUT AN INSTRUCTOR IN THE CLASSROOM. NOW WE HAVE TRIED TO CONTROL THOSE COSTS. BUT WE ALSO HAVE WHAT OUR CALLED PHILANTHROPY INSTRUCTIONAL SUPPORT SPECIALISTS THAT CAN ONLY TEACH 50% OF THE TIME. WHEN THEY ARE NOT ABLE TO TEACH WE HAVE TO HAVE SOMEONE IN THE CLASSROOM COVERING THAT INSTRUCTIONAL INSTRUCTION FOR THOSE STUDENTS.

WE HAVE TRIED TO INCORPORATE DISTANCE LEARNING OPTIONS TO CUT DOWN ON THE FACE-TO-FACE TIME. BUT IT'S BEEN A TREMENDOUS CHALLENGE. JUST SALARIES IN GENERAL.

BECAUSE WHEN THE DISTRICT AND DON'T GET ME WRONG WHEN I SAY THIS BECAUSE I LOVE A RAISE. BUT WHEN YOU GIVE US RAISES, THE GRANT HAS TO FIND A WAY TO ABSORB THAT.

WE DON'T GET FUNDING FROM HE DISTRICT TO OFFSET THAT.

BUT WE HAVE TO GIVE PEOPLE RAISES.

OUR FUNDING HAS BEEN CUT. TRADITIONALLY OVER THE LAST FIVE

YEARS, THIS LAST YEAR -- >> C. COMPTON:

>> THE WORKFORCE BOARD AND THE STATE.

SO THE STATE CUT FUNDING TO DALLAS FOR ADULT ED SERVICES ALMOST $400,000 BECAUSE WE HAVE THE LARGEST NUMBER OF TARGETS, WE HIT FOR ALMOST 300,000 OF THAT CUT.

PASSED ONTO DCCCD. >> C. COMPTON: GY PARTICULAR REASON? -- ANY --

>> IT WAS CUT ACROSS-THE-BOARD BECAUSE THEY GET THE ALLOCATION FROM THE FEDERAL LEVEL. AND SO WHEN THEY GET IT THEY MAKE ADJUSTMENTS AND REDUCE THE FUNDING.

BASED ON WHAT THE ALLOCATION IS FROM THE HIGHER LEVELS.

AND TRADITIONALLY, WHAT THEY HAVE DONE IS WHEN THER PROGRAMS DON'T PERFORM WELL ACROSS THE STATE THEY HAVE COME BACK AND GIVEN US ADDITIONAL DOLLARS. THAT HAS NOT HAPPENED AS OF THIS YEAR. IT'S JUST A HUGE UNDERTAKING.

AND IT IS A BIG CHALLENGE TO FIGURE OUT HOW TO CONTINUOUSLY FUND IT. AND ALSO BE ABLE TO EXPAND

SERVICES. >> CHANCELLOR MAY: IT'S A BIG

ISSUE IN THE STATE. >> C. COMPTON:

DEPARTMENT OF EDUCATION? >> FROM THE FEDS?

>> SOME OF IT PROBABLY IS FROM THE DEPARTMENT OF ED.

SOME OF IT ALSO IS FROM THE DEPARTMENT OF LABOR SIDE OF IT.

BECAUSE THEY HAVE TAKEN ADULT ED AND INFUSED IT WITH THE WORKFORCE INNOVATION AND OPPORTUNITY ACT.

A LOT OF WHAT THEY ARE ASKING US TO DO NOW, WE HAVE TO BE ABLE TO DEMONSTRATE THE INDIVIDUALS WE ARE SERVING WILL BE ABLE TO AT SOME POINT TRANSITION INTO A WORK SITUATION.

AND SO THEY ARE MOVING FUNDING FROM THE AVE INSTRUCTIONAL SIDE.

AND PUTTING IT ON THE CAREER AND TECHNICAL EMPHASIS SO PEOPLE CAN GO TO WORK. SO THAT'S A LOT OF DIFFERENT

MOVING PARTS, UNFORTUNATELY. >> THE IRONY IS WE SERVE THE MOST STUDENTS THAN ANYBODY BUT THEY --

>> C. COMPTON: YOU MEAN IN THE STATE OF TEXAS?

>> THE CONSORTIUM HAS FOUR OTHER PARTNERS.

WE ERVE LIKE ABOUT 60% OF THE TOTAL NUMBER OF STUDENTS, TARGETED FOR DALLAS COUNTY. WE GET THE BIGGEST CUT WHEN THE FUNDS ARE CUT ACROSS-THE-BOARD.

>> D. ZIMMERMANN: THAT'S HOW PERCENTAGES WORK.

>> C. COMPTON: ACCESS TO TECHNOLOGY TOO?

>> SO THE TECHNOLOGY TOOS CAN BE VERY EXPENSIVE.

>> C. COMPTON:

[01:10:01]

BUT THE OTHER PIECE OF IT IS WHEN WE WORK WITH COMMUNITY-BASED ORGANIZATIONS, A LOT OF THEM DON'T HAVE THE TECHNOLOGY, THE COMPUTERS. SO WE CAN'T IMPLEMENT PROGRAMS AT THEIR LOCATION. OR IF THEY DO, IT'S VERY OUTDATED. THAT'S BASICALLY IT.

>> THE BIGGEST PROBLEM WE HAVE IS GLORIA DOESN'T HAVE INF ENOUH

TO DO. >> M. BRAVO: QUESTIONS. ALL RIGHT.

[C. One College Update Presenters: Joe May, Georgia Alvarez, Elsy Carranza, Sherri Enright, Carlos Martinez, Danielle Valle]

ONE COLLEGE UPDATE. >> CHANCELLOR MAY: I'M GOING TO ASK SOME FOLKS TO JOIN ME HERE. WE'LL HAVE GEORGIA ALVAREZ, THE SUPPORT STAFF COUNCIL. ELSY CARRANZA, WITH THE ADMINISTRATIVE COUNCIL. CARLOS MARTINEZ, FACULTY COUNCIL. AND ALSO DANIELLE VALLE, WHO IS HANDLING OUR SACSCOC TRANSITION. AND SHERRY ENRIGHT, THE CHIEF H.R. OFFICER. SHERRI.

WE'LL DO THAT. I'LL -- TRUSTEE COMPTON ASKED IF

YOU CAN INTRODUCE YOURSELF. >> ELSY

COLLEGE. >>

>> 20 YEARS. >> GEORGIA ALVAREZ, ASSISTANT TO THE VICE PRESIDENT OF ACADEMIC AFFAIRS.

>> DANIELLE, DEAN OF CURRICULUM AND ASSESSMENT.

WORKING ON THE SACSCOC FOR CONSOLIDATION.

AND I'VE BEEN WITH THE DISTRICT FOR A YEAR AND A HALF.

>> CAR LOSE MARTINEZ AT RICHLAND RICHLAND.

>> SHEERY ENRIGHT. AND I HAVE BEEN WITH THE DISTRICT THREE WEEKS AND TWO DAYS.

>> C. COMPTON: PLAGUE A ROLE IN THE PROCESS OF GOING TO ONE COLLEGE.

I'I'LL HAND IT OFF TO EACH OF THEM.

BECAUSE OF THE SCOPE AND MAGNITUDE OF THIS.

IT'S TAKING HUNDREDS OF PEOPLE TO WORK AND MAKE THIS HAPPEN.

I'M GOING TO GUIDE AND NEED THE REMOTE.

>> C. COMPTON: ONE TEAM? >>

>> CHANCELLOR MAY: NO MANY TEAMS WORKING.

>> C. COMPTON: THEY REPRESENT -- >> CHANCELLOR MAY: RIGHT.

THEY WILL EACH TALK ABOUT THEIR -- SOME A ARE ON MULTIPLE TEAMS. I WANT TO KIND OF START WHY WE'RE DOING THIS. AND REMIND THE BOARD AND THE AUDIENCE, WE WERE LOOKING TO MAKE THIS TYPE OF A CHANGE AT THE SCALE THAT IS REQUIRING. HOWEVER, WHEN WE REALLY BEGAN TO UNDERSTAND THE NEGATIVE IMPACT THAT OUR STRUCTURE WAS HAVING ON STUSTUDENTS, THE INABILITY FOR M TO COMPLETE A DEGREE OR GET AWARD SAIDD THE DEGREES THEY EARNED AND PAID OR.

IT CERTAINLY WAS TROUBLING. AS WE NOTED TO YOU EARLIER, WE HAD 1350 STUDENTS OUT OF 1600 TTHAT WERE NOT ELIGIBLE FOR A REVERSE TRANSFER DEGREE DUE THE 25% OF THE COURSES HAS TO BE EARNED AT THE COLLEGE AWARDING THE DEGREE.

THAT IS 15 HOURS. WHAT WE'RE SEEING HAPPEN IS AT VERY LARGE NUMBERS STUDENTS AREN'T ABLE TO EARN THAT DEGREE.

THIS IS THE EQUIVALENT OF SEVERAL OF OUR GRADUATING CLASSES THAT WOULD EARN A DEGREE IF YOU THINK OF IT THAT WAY.

WE IDENTIFIED 800 STUDENTS. 521.

WE'VE GONE THROUGH THE DATA WITH OVER 78 -- 7878800.

LAST MAY WE NOTED 521 SHOULD HAVE GRADUATED, COULDN'T BECAUSE

[01:15:01]

AS WE GOT INTO THIS, WE WERE CLEAR AND WE PULLED OUR LEADERSHIP TEAM AWAY IN JUNE TO WALK THROUGH THE VALUES WE WANTED TO FOCUS ON. HOW WOULD WE MAKE DECISIONS.

THERE IS A LOT OF WAYS TO GO. WE SAID THESE ARE REALLY THE AREAS THAT WE WANT TO MAKE EVERY DECISION AROUND HERE.

I'LL ADVANCE THAT. STUDENTS, MAKING SURE THAT WE ALWAYS CONSIDER THE STUDENTS FIRST.

AND CENTER IN EVERYTHING WE DO. AND FOCUSED ON REMOVING BARRIERS. AS WE'RE GOING THROUGH THIS TRANSITION. IT'S NOT JUST SWAPPING A ROLE WITH POSITIONS OR A NEW ORGANIZATION.

WE WANT TO, IF YOU HAD, ZERO BASE AND LOOK AT HOW CAN WE DO IT BETTER. IN A MORE COMPREHENSIVE WAY.

REALLY FOCUS ON OUR ABILITY TO SUPPORT STUDENTS WITH THEIR ECONOMIC MOBILITY. AND REALLY DESIGN OURSELVES IN A WAY THAT HELPS THEM FEEL THEY CAN COMPLETE PROGRAM AND EARN HIGH-PAYING WAGES UPON COMPLETION.

WE WOULD DESIGN IT IN A WAY THAT WE CONNECTED TO EMPLOYERS.

IT'S NOT JUST ENOUGH TO GET THE DEGREE.

THE STUDENTS NEED TO GRADUATE AND UNDERSTAND THE PATHWAY.

MUCH AS GLORIA DESCRIBED THE CONNECTION WITH EMPLOYERS AND WHY IT'S ABSOLUTELY ESSENTIALLY ESSENTIAL.

WE WANTED TO MAKE SURE OUR OFFERINGS WERE RELEVANT IN THE FAST-CHANGING ECONOMY. IT'S EASY TO GET OUR PROGRAMS NO LONGER ALIGNING WITH WHAT IS OCCURRING IN THE ECONOMY AND COMMUNITY. AND WHAT EMPLOYERS NEED.

IN OUR CASE, EVERYTHING HAS TO BE DONE IN SCALE.

NOW THAT WE'RE CONSOLIDATING AS ONE, IT HAS TO BE UNIFORM ALL HAS TO MEAN ALL. THE WAY WE SERVE THE ALL INDIVIDUALS WITH THE SAME HIGH QUALITY WE TALKED ABOUT EARLIER TODAY, IN TERMS OF CUSTOMER SERVICE AND HOW WE MANAGE THAT.

I'M GOING TO LET DANIEL TALK ABOUT THE SACSCOC DANIELLE -- SHARE WHERE YOU HAVE BEEN AND WHERE YOU ARE AND WHERE WE'LL

BE IN TWO WEEKS. >> SO YOU HAVE SEEN THE TIMELINE BEFORE. I HAVE DETAIL TO ADD TO IT BASED ON CONVERSATIONS 'VE HAD WITH OUR SACS VP.

IN TWO WEEKS, MARCH 15TH IS THE DATE WE HAVE THE PRO PROTECTS SUBMITTED. JUNE 11 IS THE DATE WE SHOULD KNOW THE RESULT OF THEIR BOARD MEETING.

AND THE DETERMINATION OF ON THE PROSPECTUS.

THOSE ARE FIXED AND KNOWN. THE NEXT TWO DATES ARE KIND OF DEPENDENT ON WHEN SACSCOC IS ABLE TO GET A TEAM TOGETHER.

WE KNOW WE WILL HAVE A VISITING TEAM VISIT ALL SEVEN OF THE CAMPUSES. TO ASSESS THAT WE'VE MADE SIGNIFICANT AND SATISFACTORY PROGRESS TOWARD BEING ONE COLLEGE. THAT COULD HAPPEN IN THE FALL.

AS LATE AS EARLY NEXT SPRING. THE EXACT DATE OF THE VISIT WILL BE DEPENDENT ON SACSCOC'S ABILITY TO FORM A TEAM.

>> PROBABLY BE A COUPLE OF DAYS THEY WOULD BE HERE.

>> CHANCELLOR MAY: IT'S HOPEFULLY AT THAT POINT, IT'S IMPORTANT PART OF THE PROCESS BUT JUNE 11TH DATE THAT'S REALLY IMPORTANT. IF THEY SAY THUMBS UP, FROM THAT MOMENT FORWARD, WE'RE SINGLE INSTITUTION IN THE EYES OF THE ACCREDITOR. THE VISIT WILL PROVIDE ADDITIONAL FEEDBACK AND THINGS WE NEED TO WORK ON.

AND THEY WILL GIVE US HOMEWORK AFTER THAT VISIT.

I'M NOT CONCERNED WHETHER IT'S FALL OR SPRING.

SPRING MIGHT BE A LITTLE BIT BETTER BUT THAT WON'T BE OUR DETERMINATION. IF IT'S EARLY FALL.

FINE. WE'LL WORK WITH THEM AND GET IT

DONE. >> RIGHT.

AND -- >> D. ZIMMERMANN: AT THE POINT,

JUNE 11 DOESN'T GO AS PLANNED? >> CHANCELLOR MAY: THERE IS REALLY ONLY A YES OPTION OR A GO-BACK AND FIX A COUPLE OF THINGS OPTION. THOSE ARE THE TWO.

THERE IS NOT A REAL PROCESS FOR TURNING US DOWN WITH THE [INDISCERNIBLE]. WHAT THEY COULD DO IS SAY, YES, BUT YOU NEED TO TAKE CARE OF THIS.

THEY COULD SAY, WE WANT TO HOLD UNTIL DECEMBER.

[01:20:02]

SO THOSE ARE REALLY THE OPTIONS THAT WERE HERE.

>> D. ZIMMERMANN: WHAT DOES THAT DO FOR GRADUATES IN THE

MEANTIME? >> SO IT'S IF WE GET A YES IN JUNE ON THE 11TH, WE HAVE 30 DAYS TO BECOME A SINGLE ENTITY LEGALLY. IF THEY SAY THAT WESUFFICIENTLYM SUFFICIENT INFORMATION WE CAN SUBMIT WHATEVER THEY WOULD DETAIL FOR US WHAT THEY FELT THEY DID NOT HAVE ENOUGH INFORMATION ON. WE WOULD SUBMIT THAT REPORT DUE SEPTEMBER 1ST. AND THEIR BOARD WOULD RECONSIDER IN DECEMBER OF 2020 AT THE NEXT BOARD MEETING.

IN THE MEANTIME, WE WOULD CONTINUE TO BE SEVEN INDEPENDENTLY ACCREDITED INSTITUTIONS UNTIL HEY APPROVE

OUR CONSOLIDATION. >> CHANCELLOR MAY: WE WOULD BE IN A HOLD UNTIL THAT TIME. AND HONESTLY I'M NOT EXPECTING THAT TO HAPPEN. I'M EXPECTING THEM TO MOVE FORWARD WITH THIS, EVEN IF THERE ARE EQUALPHICS WE NEED TO FOLLOW-UP ON IS WHAT I WOULD EXPECT.

QUALIFICATIONS >> C. COMPTON: WHAT DOES THE MINUS THREE MONTHS LATER THAT'S BEEN REPLACED IN DECEMBER?

>> SO -- >> C. COMPTON:

>> RIGHT. SO THE FIRST DATA OF THE VISIT IS GOING TO BE DETERMINED BY SACSCOC.

SO DEPENDING ON WHEN THAT VISIT HAPPENS, BASICALLY THE FOLLOW-UP BORD REVIEW WILL BE -- BOARD -- WILL BE THE NEXT AVAILABLE SACSCOC BOARD MEETING AFTER THE VISIT.

SO FOR EXAMPLE, IF OUR SACSCOC VISIT DOESN'T HAPPEN UNTIL THE SPRING, THEN IT WOULD BE THEIR JUNE MEETING THAT WOULD BE OUR OPPORTUNITY FOR FOLLOW-UP. 52 WE'LL FOLLOW-UP WHENEVER THEY

DO THIS. >> CHANCELLOR MAY: THIS IS OBVIOUSLY SOMETHING WE DON'T HAVE A LOT OF CONTROL OVER.

AS WE PULL THIS TOGETHER. IT REALLY IS, I WANT TO TALK TO THE LEADERSHIP AT SACS THIS WEEK.

AND SO IF WE CAN'T GO AHEAD AND PUSH THE FALL DATE.

BUT I KNOW IT'S HARD SOMETIMES FOR THEM TO GET TEAMS TOGETHER.

PARTICULARLY TEAMS THAT ARE FAMILIAR WITH INSTITUTIONS LIKE OURS. AND SO THEY DO SOME MATCHING.

IT'S VERY UNLIKELY THEY WOULD HAVE SOMEONE FROM A SMALL SCHOOL COME HERE. SO THEY WILL HAVE TO DO THAT DEPENDING UPON PEOPLE THAT ARE AVAILABLE.

>> C. COMPTON: BUT IT IS IMPORTANT TO KNOW THAT THE JUNE 11TH, IS WHEN WE GET THE PPROVAL. SO EVERYTHING THAT FOLLOWS AFTER THAT S REALLY THEM GOING THROUGH THE PROCESS OF ENSURING THE DALLAS COLLEGE IS IN COMPLIANCE WITH TANDARDS.

YES OR NO TO CONSOLIDATION IS WHAT COMES IN JUNE.

>> CHANCELLOR MAY: AS WE'VE BEEN WORKING TOWARD THIS, IT'S --

>> C. COMPTON: QUESTION. WHEN I LOOKED AT THIS SLIDE, THIS

AND I CAN'T READ ANY OF IT. >> CHANCELLOR MAY: THIS IS INFORMATION WE'VE ALREADY SHARED WITH YOU.

>> C. COMPTON: IT HASN'T CHA CHANGED?

>> CHANCELLOR MAY: I WAS REMINDING YOU AS A BOARD THIS WASN'T SOMETHING THAT DANIELLE SAT AT HER DESK AND WORKED ON THAT WE HAD TEAMS WORKING IN A LOT OF DIFFERENT AREAS.

GOING THROUGH THE DATA. LOOKING AT OUR ORGANIZATIONAL STRUCTURE. MAKING -- LOOKING AT BECAUSE PART OF THAT HAS TO SHIFT. THERE ARE PIECES OF THIS THAT SACS CARES MORE ABOUT THAN OTHER PIECES.

WE HAD TO FOCUS IN THOSE AREAS. WE HAD TO COME UP WITH A REDESIGN MODEL. PART OF THE REASON WE'RE HERE TODAY WE'LL TAKE A FEW MOMENTS JUST TO MAKE SURE.

ONCE WE PUT THAT -- SEND THAT TO SACS ON THE 15TH, THIS DESIGN RIGHT HERE THAT I SHARED WITH YOU IN CLOSED SESSION BEFORE WE PRESENTED IT IN THE PUBLIC SESSION TO EVERYONE IN THE DISTRICT IS THAT THAT'S WHAT IT WILL BE GOING ORWARD IN THE REPORT AND ALL THIS WILL BE PUBLIC INFORMATION TO EVERYONE AT THAT TIME. THEN WE'VE, AND WE'LL TALK LATER. I'LL HAVE SHERRI TALK BOUT, ROB WALKED THROUGH PREVIOUSLY PRIOR TO SHER I'S APPROVAL.

THE PROCESS OF LOOKING AT STAFF GOING INTO THE NEW POSITION.

THE MOMENT THEY SAY YES, WE HAVE 30 DAYS TO TAKE A LOOK THIS PRETTY MUCH. WE'VE GOT MORE TIME IN OTHER AREAS BUT THE AREAS THEY CARE ABOUT WE HAVE TO OVE QUICKLY O ON. IS THAT CORRECT?

>> YES. >> CHANCELLOR MAY: I WANTED TO REVIEW AGAIN THE TIMELINE OF THIS.

[01:25:02]

WE'VE ANNOUNCED PART OF IT. WE HAVE NOT ANNOUNCED ALL OF IT.

I'LL BY TALKING WITH THE BOARD IN CLOSED SESSION ABOUT SOME OF THIS LATER TODAY. WE HAVE THE DESIGN OF LAYER FOUR. WHAT WE'RE SUBMITTING TO SACS IS REALLY LAYING OUT LAYER ONE, WHICH IS ME.

LAYER TWO, WHICH WILL BE AS WOW RECALL, THE PROVOST, THERE VICE CHANCELLOR OF STUDENT SUCCESS, THE VICE CHANCELLOR FOR WORKFORCE AND ADVANCEMENT AND THE EXECUTIVE VICE CHANCELLOR WILL BE-- THAT'S ALL LEVEL II. LEVEL THREE, ADVICE PROVOST, THE OTHER FOLKS UNDER THERE CARRYING OUT THE VARIOUS THINGS FOR THAT.

FOUR WILL EPORT UP TO THEM AND INCLUDES MANY OF THE CAMPUS PEOPLE AND OTHERS. WE'RE NOT GOING TO MAKE THAT DECISION UNTIL E ANNOUNCE THE LAYERS TWO AND THREE.

BECAUSE LAYERS TWO AND THREE HAVE TO DECIDE WHAT THEY ARE GOING TO DO IN LAYER FOUR. WE CAN'T REALLY DO THAT FOR THEM. AND THEN PUT PEOPLE IN THAT DEAL WITH ORGANIZATION THAT DIDN'T WORK FROM THEM.

AND THEN WE'LL CONTINUE WITH ADDITIONAL DESIGNS.

WE ARE, ROB SHARED WITH YOU LAST MONTH THE CONCEPT THAT WE WOULD BE USING IS A TALENT POOL APPROACH, A PROCESS IN ORDER TO IDENTIFY. WE HAVE SOME POSITIONS THAT SIMPLY DON'T EXIST ANYWHERE NOW IN OUR STRUCTURE THAT WILL BE BRAND-NEW. SOME OF THOSE WE MAY NOT BE ABLE TO FIND PEOPLE INTERNALLY TO SOMEPLACE IN THOSE.

AND WE HAVE TO DO SEARCHES. BUT WE GIVE FIRST SHOT TO INTERNAL EMPLOYEES FOR THE OPPORTUNITY FOR THESE NEW POSITIONS THAT ARE BEING CREATED FOR THIS PPURPOSE.

AND WITH THAT, SHERRI, I'M GOING TURN IT OVER TO YOU TO TALK ABOUT WHERE WE ARE IN THE PROCESS.

>> THANK YOU. PLEASURE TO BE HERE WITH YOU.

I KNOW YOU HAVE HEARD SOME OF THIS AS CHANCELLOR SAID FROM ROB. WE WANTED TO FLESH OUT A LITTLE MORE DETAIL FOR YOU ON THIS PROCESS.

PLEASE UNDERSTAND IT'S NOT FULLY BAKED YET.

BUT THIS IS A HIGH-LEVEL OF WHAT WE'RE ANTICIPATING.

WITH RESPECT TO THE TALENT POOL, THERE WILL BE APPROXIMATELY OR THERE WILL BE ABOUT IX PHASES. KEEP IN MIND THERE WILL BE DIFFERENT POOLS. SO THERE MAY BE AN ACADEMIC POOL AS THE CHANCELLOR MENTIONED. WE HAVE THE V VICE PRESIDENT OF STUDENT SUCCESS. THEY MAYBE A POOL WITH POTENTIALLY DIFFERENT TYPES OF JOBS.

AND THE WORKFORCE POOL. AND THOSE MAY PROCEED AT DIFFERENT TIMES OR OVERLAP ONE ANOTHER.

WHEN YOU SEE THE 10 WEEKS, I DON'T WANT YOU TO THINK IT'S A 30-WEEK PROCESS. IT MAY BE AN 11 OR 14-WEEK PROCESS. THERE IS A LITTLE GIVE IN THAT.

BUT TO WALK THROUGH WHAT THOSE PHASES LOOK LIKE, I WOULD TELL YOU NOW I THINK WE'RE IN WHAT I WOULD CALL THE PRE-PREPARE PHASE. AND SO WE HAVE BEEN WORKING ON A LOT OF THINGS THAT ARE IN THAT PREPARATION PHASE ALREADY.

FOR INSTANCE, WE'VE BEEN TRYING TO NARROW DOWN ADDRESSING SOME OF THE HIGHER LEVEL QUESTIONS RELATING TO THINGS SUCH AS DEFINING WHAT THE TALENT POOL LOOKS LIKE.

FOR INSTANCE, AS I MENTIONED THERE MIGHT BE AN ACADEMIC TALENT POOL THAT WOULD INCLUDE AT THE OUTSET, THE PROVOST, VICE PROVOST POSITIONS. AS WE GET FURTHER IN, THOSE WOULD BE FLESHED OUT MORE FULLY. LOOKING AT THINGS LIKE FOR INSTANCE, DOCUMENTING RESPONSIBILITIES, MINIMUM QUALIFICATIONS. AND THEN AS WE GET THAT FLESHED OUT, WE ANTICIPATE THAT ONCE E GET THOSE FINAL THINGS WORKED OUT, THAT FINAL PREPARATIONS WOULD TAKE APPROXIMATELY A WEEK.

AND COMMUNICATING THE TIMELINE AND PROCESS TO THE ORGANIZATION.

ONCE THAT IS FINALIZED, WE WOULD BE LOOKING AT A PROCESS WHERE WE OPEN THOSE TALENT POOLS TO INTERESTED INDIVIDUALS.

AND I THINK AS CHANCELLOR MAY MIGHT HAVE SAID TO YOU PREVIOUSLY, THIS IS NOT KIND OF YOUR TYPICAL SEARCH.

WHERE YOU START WITH A LARGE POOL AND TRYING TO SCENARIO IT DOWN -- NARROW IT TO ONE CANDIDATE.

THERE ARE SOME NEW TO THE ORGANIZATION, SOME SHIFTED.

WE ANTICIPATE THIS POSTING PROCESS FOR THE TALENT POOL WILL INCLUDE AN ONLINE PROCESS, OPEN FOR A DEFINED PERIOD OF TIME.

AND AGAIN, IDENTIFYING FOR ANY INDIVIDUAL INTERESTED CANDIDATE RESPONSIBILITIES, MINIMUM QUALIFICATIONS, THOSE LEADERSHIP ATTRIBUTES THAT WE'RE LOOKING FOR.

AND THE APPLICATION PROCESS ITSELF, WHILE NOT FULLY FLESHED OUT, WE'RE NOT ANTICIPATING IT WOULD BE THE STANDARD

[01:30:03]

INSTEAD WOULD INCLUDE PERHAPS A CANDIDATE QUESTIONNAIRE WITH FOUR OR FIVE QUESTIONS TARGETED. SO WE CAN DRIVE AT WHAT IS YOUR EXPERIENCE FOR THE ROLE IN WHICH YOU ARE INTERESTED.

OR WHAT ARE SOME OF THE THINGS YOU HAVE DONE IN THE PAST YOU BELIEVE ARE CRITICAL. TRYING TO DRIVE THAT ACTION AND EXPERIENCE. WE ANTICIPATE LEAVING HAT POSTING PROCESS OPEN FOR APPROXIMATELY TWO WEEKS.

IN THAT THIRD, THE SCREENING PERIOD ONE OF OUR KEY FOCUSES HERE WILL BE THE CREDITABILITY OF THE PROCESS. OUR ATTEMPT IS TO HAVE THE PROCESS BE AS OPEN, OBJECTIVE AND IMPARTIAL AS POSSIBLE. WHAT WE'RE CONSIDERING DOING IS USING A DIVERSE GROUP OF EXTERNAL PROFESSIONALS TO ASSIST WITH THIS PORTION OF THE PROCESS.

AND THIS PORTION WOULD ALSO THEN MOST LIKELY INCLUDE THE USE OF A STATISTICALLY VALIDATED LEADERSHIP ASSESSMENT.

SO WE COULD GET A PRETTY GOOD FEEL FREE FOR SOME ROLE-SPECIFIC CAPABILITIES AND THINGS OF THAT NATURE.

AT THAT FOURTH PHASE IS WHEN -- >> CHANCELLOR MAY: I MIGHT SAY, AND SERVE AS A BASELINE FOR PROFESSIONAL DEVELOPMENT GOING FORWARD. ALL OF US NEED TO DEVELOP OVER OUR CAREERSES. AS WE'VE TALKED ABOUT WITH CHAIR AND OTHERS PREVIOUSLY, SO WE NEED A BASELINE FOR THAT AS WELL.

TO HELP US. AND SO THIS IS OUR BEST OPPORTUNITY TO ASSESS THAT AS WE'RE GOING THROUGH THIS.

>> >> VICE CHAIR W. JAMESON: DURING THE SCREENING, HAVE YOU DEFINED THE MINIMUM QUALIFICATIONS OF EACH AND EVERY ONE OF THE POSITIONS?

>> WE HAVE NOT YET. IN FACT, WE HAVE NOT REALLY FINALIZED THAT FOR ANY OF THE POSITIONS. AT THE PROVOST AND VICE PROVOST IS WHERE WE HAVE THE MOST FLEXED OUT -- FLESHED OUT AND THE JOB RESPONSIBILITIES. THAT'S PART THE PRE-PREPARATION PHASE WHERE WE IDENTIFY THE MINIMUM EQUALPHICS OR THOSE

ROLES. >> CHANCELLOR MAY: WE'RE WORKING THROUGH THAT NOW, OBVIOUSLY TO GET READY FOR THE PROCESS.

>> ABSOLUTELY. >> CHANCELLOR MAY: AS WE MAKE

THAT HAPPEN. >> I HAVE BEEN --

>> CHANCELLOR MAY: SOME ARE RELATIVELY EASY TO PULL TOGETHER. BECAUSE THEY LOOK SIMILAR TO EXISTING POSITIONS, MAYBE ELSEWHERE -- MAY BE ON CAMPUS OR ELSEWHERE. BUT WE'LL WORK THROUGH THAT.

SOME ARE BRAND-NEW. >> THE ASSESSMENT STAGE, IS REALLY KIND OF PULLING THAT INFORMATION TOGETHER.

SO PULLING THE PPLICATION LOOKING AT KIND OF THE SCREENING THAT THE OUTSIDE CONSULTANT HAS HELPED WITH.

THE LEADERSHIP ASSESSMENT. AND THEN REALLY --

>> CHANCELLOR MAY: LET ME KIND OF COMMENT THERE.

ONE OF THE THINGS I WORRY ABOUT IN THE PROCESS LIKE THIS IS BIAS BEING BUILT INTO THE SYSTEM. AND YOU KNOW, WHILE ON ONE HAND NORMALLY AT AN INTERVIEW WE'RE SCREENING PEOPLE OUT, THAT'S KIND OF THE GOAL. AND IN THIS CASE, EVERYBODY IS ALREADY BEEN SCREENED IN TO OUR ORGANIZATION.

SO WE WANT TO VALUE THAT BUT WE ALSO WANT TO MAKE SURE THAT WE'RE NOT LETTING CERTAIN PRACTICES THAT WE'VE DONE IN THE PAST WHETHER IT BE YEARS OF EXPERIENCE, WHETHER IT BE RACIAL OR GENDER OR OTHER THINGS THAT GET IN THE WAY OF THE SCREENING.

WE WANT TO MAKE SURE BECAUSE WE CAN AT THIS PHASE BE ABSOLUTELY OBJECTIVE AND FAIR AND FOCUS ON EQUITY.

>> CHAIR D. FLORES: YOU ARE SAYING, OBJECTIVE, ET CETERA.

HOW DO YOU REALLY FILTER OUT BIAS?

>> CHANCELLOR MAY: WHAT, FRANKLY ENGAGE MULTICULTURAL AND ETHNIC ORGANIZATIONS MORE HAN ONE THAT WILL WORK WITH US ON THE

PROCESS. >> CHAIR D. FLORES: NOT JUST

INTERNAL PEOPLE ON THE FILTER? >> NO, I WILL BE INVOLVED IN THE PROCESS. AT THAT STAGE.

I'M NEW. I DON'T KNOW ANYBODY.

I HAVE NO BIAS. THE CHANCELLOR MENTIONED WE'LL USE MORE THAN ONE EXTERNAL TO ASSIST WITH THAT.

THEY WILL HELP DRAFT SOME OF THOSE ROLE-SPECIFIC QUESTIONS SO WE MAKE SURE WE DON'T HAVE IMPLICIT OR EXPLICIT BIAS IN THE QUESTIONS. BUT ALSO HELPING WITH THE SCREENING TO MAKE SURE WE'RE LOOKING AT AS MANY OBJECTIVE FEATURES KNOWING WE DON'T HAVE A LOT OF BACKGROUND DATA.

WE MAY HAVE SOME PERFORMANCE MANAGEMENT, SOME OF THAT TYPE OF

[01:35:02]

THAT'S WHY WE FELT AN EXTERNAL FIRM AT THAT INITIAL SCREENING STAGE ALONG WITH ME, ALONG WITH THOSE ASSESSMENTS THAT HAVE ALREADY BEEN EXTERNALLY VALIDATED WOULD BE A VERY GOOD

WAY TO DO THAT. >> CHANCELLOR MAY: I MIGHT SAY, PART OF THE REASON ALSO FOR THAT IS I THINK YOU WILL BE AWARE OF IT. WE'VE ALREADY HEARD RUMORS THAT CERTAIN PEOPLE HAVE BEEN SELECTED FOR ROLES AND OTHERS.

OF COURSE, THAT HAS. HAPPENED. BUT WHAT THAT ASSUMED S SOME BIAS IN THE PROCESS. AUTOMATICALLY WANT TO SKEW IT TO CERTAIN PEOPLE BASED ON HOW THAT'S DONE.

WE WANTED TO REALLY BE CLEAR FROM THE VERY BEGINNING THAT'S NOT SOMETHING WE'RE GOING TO -- FOCUS ON IN DESIGN THE SYSTEM.

SO IN FACT, IT WILL NOT ONLY LOOK OBJECTIVE BUT DATION.

>> IT WILL BE OBJECTIVE. >> C. COMPTON:

>> YOU WILL PROBABLY USING THE WRONG TERM.

>> CHANCELLOR MAY: IT HADN'T BEEN DECIDED WHO OR WHAT THEY ARE. ORGANIZATIONS PROBABLY NOT THE RIGHT WORD. IT WILL BE SOME TYPE OF BUSINESS

IN THIS FIELD. >> SOME TYPE OF H.R. CONSULTING.

>> CHANCELLOR MAY: I USE THAT BROADLY.

YOU ARE PROBABLY THINKING OF ORGANIZATION SUCH AS A CHAMBER

BUT THAT IS NOT THE CASE. >> M. BRAVO: SOME TYPE OF

CONSULTANT. >> CHANCELLOR MAY: SOMEONE ALREA DY IN THIS PHASE. THAT'S RIGHT.

>> CHAIR D. FLORES: I THINK IT'S GOING TO REALLY HELP TO HAVE OUTSIDE PEOPLE WHO HAVE NO SKIN IN THE GAME OR NO INTEREST, ET CETERA. TO HELP THROUGH THIS BECAUSE HAT'S ONE THING I THINK REALLY RUBS PEOPLE INTERNALLY, THEY THINK THERE IS A FIX IN.

SO THIS IS KIND OF HELPING TO ASSURE NO THERE ISN'T.

>> ABSOLUTELY. AND THAT WAS A KEY, KEY, NOT CONCERN BUT A KEY THING I WANT TODAY KEEP IN MIND.

THIS HAD TO BE AS OBJECTIVE AND IMPARTIAL AS POSSIBLE.

BECAUSE I WOULD LIKE TO USE THIS GOING FORWARD TO BUILD IT IN, MAYBE NOT TO EVERY JOB BUT BUILD IT IN TO A SUCCESSION PLANNING, OUR DEVELOPMENT PLANNING, A PROCESS LIKE THIS.

SO I WANT TO GET THIS PROCESS GOING AND GET IT ONTO THE RIGHT START AND USE IT MOVING FORWARD AS WELL.

>> C. COMPTON: FIRM. WHOEVER A HIRED, BECAUSE IT'S DEALING WITH H.R. PERSONNEL, CAN WE KEEP THAT CONFIDENTIAL AS TO

WHO IT IS? >> P. RITTER: I DON'T THINK SO.

PERSON COULD WE KEEP THE NAME CONFIDENTIAL BECAUSE IT'S AN H.R., IT WILL BE DEALING WITH APPLICATIONS --

>> THE CONSULTANT WOULDN'T BE CONFIDENTIAL BUT THE PROCESS WOULD BE. AS ALL PERSONNEL PROCESSES WOULD BE TO THE EXTENT THEY ARE CONFIDENTIAL.

>> C. COMPTON: MY CONCERN IS THAT IN A CITY LIKE DALLAS, PEOPLE GET WIRED IN WITH -- WHEN A DOLLAR GETS PATTED.

-- PAID. AS LONG AS THE BOARD IS SATISFIED WITH THE CREDENTIALS AND HE APPROACH THAT A COMPANY WOULD BE TAKING I JUST THINK THERE IS THE POSSIBILITY FOR SOME -- AND I'M GOING TO SAY SHENANIGANS OR WHATEVER, IF THE GENERAL PUBLIC KNOWS WHO THEY ARE AND WHAT THEY ARE DOING ON OUR BEHALF.

SOMEBODY'S BEHALF OR WHATEVER. SO THAT'S MY CONCERN.

HOW DO YOU KEEP IT? THE TERRITORY.

>> FAIR ENOUGH. WE BUILD THIS OUT.

WHOMEVER WE WORK WITH, WE'LL HAVE THE CONVERSATION WITH THEM.

YOU ARE RIGHT, TRUSTEE COMPTON, THE -- THERE IS A HISTORY HERE, I BELIEVE, OF SOME DISTRUST AND PROCESSES OF THIS NATURE.

>> CHANCELLOR MAY: WHAT I WANT TO DO IS BE SURE THIS IS A TRUSTED, FAIR, UNBIASED PROCESS THAT IS NOT WHO YOU KNOW.

AND I THINK THAT'S GOING TO BE REALLY IMPORTANT.

BECAUSE ALL THESE INDIVIDUALS -- >> C. COMPTON: WELL, YOU ALREADE

[01:40:04]

SEE US AS A TRACK RECORD. >> CHANCELLOR MAY: RIGHT.

AND THAT CONCERNS ME. AND I CAN'T CHANGE HISTORY OR PERCEPTION. BUT I CAN

>> I CAN ASSURE YOU AS YOUR NEW H.R. LEADER, I WILL DO EVERYTHING IN MY POWER TO ENSURE THAT DOES NOT HAPPEN.

AND ENSURE THAT IT IS IN FACT AN OBJECTIVE AND IMPARTIAL CONCEPT.

>> C. COMPTON: BUT YOU ALREADY SAID WE DON'T KNOW YOU AND YOU DON'T KNOW ANYBODY. [CHUCKLING]

>>

BUT YOU KNOW, AGAIN, ON THAT -- >> C. COMPTON:

>> ON THAT ASSESSMENT PHASE, YOU KNOW, WE'VE TALKED A LOT ABOUT IT. IN THAT PHASE WE'RE SEEKING TO IDENTIFY CANDIDATES BASED UPON THE QUALIFICATIONS.

TRY TO GET THE RIGHT PERSON IN THE RIGHT SPOT.

WE'RE NOT TRYING TO EXCLUDE AND GET TO ONE CANDIDATE.

WE'RE TRYING TO MAKE THAT GOOD MATCH.

THAT'S WHY THOSE, YOU KNOW, THE LEADERSHIP ASSESSMENT, THE EXTERNAL, THAT'S WHY IT'S SO K KEY.

>> C. COMPTON: I UNDERSTAND WHAT YOU ARE TRYING TO DO.

>> CHANCELLOR MAY: IT'S A LITTLE BIT LIKE PUTTING THE PUZZLE TOGETHER. WE KNOW WHAT THE ENDRIMENT NEEDS TO LOOK LIKE. WE JUST DON'T EXACTLY KNOW WHERE ALL THE PIECES ARE GOING TO COME FROM TO MAKE IT HAPPEN.

>> AND THEN ONCE WE IDENTIFY THOSE WHO EXPRESSED AN INFORMATION, POLICE COMPLETED TE APPLICATION AND ASSESSMENT.

THE SCREENING/ASSESSMENT TO TRY TO HAVE SOME INITIAL IDEA, YOU KNOW, POTENTIAL ROLES. THERE WILL E AN INTERVIEW PROCESS. AND BVIOUSLY, THE INTERVIEW PROCESS DOES HAVE TO BE CONDUCTED BY INTERNAL FOLKS.

WE DON'T KNOW WHO THOSE PEOPLE MAY BE AT THIS POINT.

BUT THERE WILL BE A SELECTION COMMITTEE.

THE OTHER THING THAT WILL TAKE PLACE DURING THAT TIME IS THAT SELECTION COMMITTEE WILL ALSO TO A POINT WE'VE BEEN TALKING ABOUT BE LOOKING FOR AND IDENTIFYING WHERE THERE ARE FUTURE TRAINING AND DEVELOPMENT OPPORTUNITIES SO WE'RE KIND OF UILDING THAT.

SO PERHAPS SOMEONE IS NOT SELECTED FOR A ROLE IN THE ACADEMIC LEADERSHIP POOL THIS TIME BUT WE'RE LOOKING THROUGH THE ASSESSMENT THROUGH THERE PROCESSES WE'VE PUT IN PLACE.

WHERE ARE SOME POTENTIAL LEADERSHIP AND DEVELOPMENT OPPORTUNITIES THAT IF YOU UNDERTAKE YOU COULD BE READY FOR THE NEXT ROLE OR ANOTHER. SO THEN AS WE INFORM THE

INTERVIEWEES OF THE DECISION -- >> CHANCELLOR MAY: LET ME BE CLEAR ON ONE PART OF THAT. THE COMMITTEES AS ALWAYS, WE ALWAYS SOLICIT INPUT AND WANT VARYING VIEWS AND DIVERSE EYES.

COMMITTEES DON'T MAKE DECISIONS. SO --

>>

>> VERY CLEARLY, I APOLOGIZE. >> C. COMPTON: IN TERMS OF PUTTING TOGETHER THE SELECTION COMMITTEES,

>> CHANCELLOR MAY: NO, IT WILL BE MORE STREAMLINED.

>> WE HAVEN'T FLESHED THAT OUT YET.

>> CHANCELLOR MAY: WE'LL WORK THAT.

THAT'S GOING TO NEED TO BE OUT OF NECESSITY SOMEWHAT DIFFERENT.

>> M. BRAVO: A QUESTION? >> VICE CHAIR W. JAMESON: PROFEY VARIABLE IN THE WHOLE PROCESS. AS YOU LOOK AT INTERNAL CANDIDATES TO FILL POSITIONS IS AS ASPECT TOWARD QUALIFYING THEM FOR THE CURRENT JOB WITH A MINIMUM MOUNT OF RAINING OR PROFESSIONAL DEVELOPMENT THEY WOULD BE THE RIGHT PERSON.

IN OTHER WORDS, IT'S NOT 100%, IT'S 90 OR 75%.

SO THAT MORE PEOPLE GET INTO THE POOL THAN RULED OUT?

>> WE CAN CERTAINLY DO THAT AS LONG AS THE MINIMUM EQUALPHICSES ARE MET. QUALIFICATION.

YOU DON'T WANT TO WAIVER ON MINIMUM QUALIFICATIONS.

IF IT'S A SITUATION WHERE -- AND I'M GOING TO PICK A DEGREE, I'M NOT SUGGESTING. BUT A DOCTORATE DEGREE PLUS FIVE YEARS OF EXPERIENCE IS REQUIRED. SOMEBODY HAS A DOCTORATE PLUS THREE YEARS, THEY DON'T MEET THE MINIMUM EQUALPHICIFICATIONS.

IT'S A DOCTORATE, FIVE YEARS AND YOU EXPERIENCE IN X, Y AND Z THAT PERSON MEETATHIZE MINIMUM - MEETS THE MINIMUM REQUI REQUIRQUIREMENTS -- REQUIREMENTS.

THAT WOULD NOT NECESSARILY RULE THEM OUT.

THERE IS LEGALLY MINIMUM REQUIREMENTS WE'RE GOING TO SET FOR EVERYONE. AND THEN THERE IS IN THE JOB RESPONSIBILITIES AND THE LEADERSHIP ATTRIBUTES, OTHER CLAIMS WHERE THAT PROFESSIONAL DEVELOPMENT COULD COME INTO PLAY AS A LEVER THAT MOVES UM OR DOWN.

[01:45:03]

>> CHANCELLOR MAY: I WANT TO BE CLEAR ON ONE ASPECT OF THIS TOO. SOME OF THIS IS GOING TO BASICALLY BE, WILL NEED TO HAVE CERTAIN QUALIFICATIONS TO MEET SACS REQUIREMENTS UNDER THESE. AND SOME OF THESE ROLES.

LATER ON, I'VE SAID BEFORE, WE ALSO WANT TO BEGIN O GROW MORE OF OUR OWN BY BRINGING IN PEOPLE.

THAT'S A LATER PHASE. THE TOP LEVEL IS NOT SOMETHING WE'LL BE CONSIDERING AS SUCH. WE WILL BE LOOKING WITH PEOPLE WITH NOVUS SKILLS AND ABILITY TO DO THE JOBS.

NOVICE. I'M OPTIMISTIC FOR EACH THERE WILL BE MORE THAN ONE. EXCEPT FOR SOME OF THE NEW ONES THAT WE CREATED. AND THAT SOME OF THOSE, BECAUSE THERE WILL BE MORE THAN ONE, FOR SOME THERE WILL BE OTHER PLACES TO PUT THE ONES THAT AREN'T SELECTED FOR ROLE A.

THEY THEY GO INTO D AND F OR SOMETHING OF THAT NATURE.

>> AND THEN TO YOUR POINT, THE KEY IN THE SIX WHERE WE INFORM THE INTERVIEWEES OF THE DECISION, THAT'S NOT IN THAT SLIDE THAT I THINK IS VERY IMPORTANT IS WHEN THAT PERSON IS INFORMED OF THE DECISION, IF IT IS FOR INSTANCE, NOT FOR THE PARTICULAR ROLE THEY WERE INTERESTED IN, BUT DISCUSS WITH THAT PERSON AT HAT POINT AREAS OF OPPORTUNITY FOR LEADERSHIP DEVELOPMENT. AND FOR FUTURE POTENTIAL ROLES WITH CERTAIN TRAINING OR EXPOSURE, JOB ROTATION AND OTHER THINGS THEY WOULD BE. SO IN OTHER WORDS, START THE DISCUSSION FOR BUILDING OUR OWN BENCH AS WE MOVE FORWARD.

THAT WE REALLY START THE BASIS AS I MENTION OUR OWN

FOUNDATIONAL TRAINING PROGRAMS. >> CHANCELLOR MAY: I WANT TO MAYBE -- THIS IS NOT WHAT THIS IS ABOUT ON THE PROFESSIONAL DEVELOPMENT BUT CERTAINLY INSERTING ITSELF IN EVERY CONVERSATION WE'RE HAVING. AS IT RELATES TO IT.

WHILE HISTORICALLY WE HAVE RELIED ON OUR OWN PEOPLE TO DEVELOP MUCH OF THE PROFESSIONAL DEVELOPMENT WE DO, A LOT OF THAT THOUGH IS NOT ALWAYS BASED ON SOUND RESEARCH IN THE AREA.

IT'S NOT BEEN TRIED AND PERFECTED WITH OTHER PLACES.

WE'RE GOING TO BE LOOKING FOR INDIVIDUALS OR WITH A LONG HISTORY OF THIS PHASE, WELL RESEARCHED.

HAVE THE METRICS THAT WE KNOW WHAT WE'RE GETTING.

SO THERE ARE TWO THAT WE'RE IN THE PROCESS OF RIGHT NOW.

ONE, AND I SHARED A LITTLE BIT WITH THE BOARD ON THIS.

IS AT THE UPPER ENDS OF LEADERSHIP, GETTING HEAVY INTO THE WELL-RESEARCHED PRACTICES AND HAVING ABOUT AN EIGHT-MONTH CURRICULUM WE'LL TAKE ALL THE NEW TEAM THROUGH.

AND THEN CONTINUE THAT ONGOING OVER THE YEARS IN THE ORGANIZATION. BECAUSE PART OF WHAT WE'RE DOING NOW IS WE'VE HAD SEVEN CUL CULTS AS A DISTRICT, WE REALLY NEED TO COME TOGETHER S A CULTURE OVERALL KEEPING THE UNIQUENESS OF INDIVIDUAL LOCATIONS. BUT OPERATING AS YOU MENTIONED EARLY FROM A CUSTOMER SERVICE POINT OF VIEW, FROM QUALITY, HOW WE ENGAGE STUDENTS AND ANSWER THE PHONE AND DO ALL THE THINGS THE OTHER IS THE FACULTY HAVE BEEN WORKING AS WELL.

BECAUSE AGAIN, THAT'S TYPICALLY KIND OF HOME MADE.

THAT'S REALLY TODAY, THERE ARE GROUPS THAT HAVE PERFECTED THIS THAT ARE WORKING WITH TEXAS A&M AND UNIVERSITY F TEXAS AND UNIVERSITY OF NORTH TEXAS AND HOUSTON COMMUNITY COLLEGE AND OTHERS WHERE THEY HAVE GOTTEN THE DATA AND THE BACKING AND RESEARCH ON IT THAT WORKS. AS WE GO THROUGH THIS, AND I USED THOSE TWO OF THE PROFESSIONAL DEVELOPMENT.

ONE FOR HOW WE ENGAGE STUDENTS IN THE CLASSROOM.

THE OTHER IS HOW WE CREATE WORKING [INDISCERNIBLE]

>> M. BRAVO: ANY FURTHER QUESTIONS?

>> CHAIR D. FLORES: REMIND ME ON THE TIMELINE.

FROM STEP ONE THROUGH SIX, WHEN WITH WHEN DO WE TRIGGER?

>> CHANCELLOR MAY: WE'RE NOT QUITE READY FOR STEP ONE YET.

WE'RE IN THE PREPARATION PHASE. AT LEAST TAKE A COUPLE OF MORE

WEEKS. >> WE'RE HOPING TO TAKE ON RIGHT AFTER SPRING BREAK. SOON THEREIN WE HAD DISCUSSIONS AROUND OTHER ISSUES WITH THE --

>> CHANCELLOR MAY: WE'LL TAKE ABOUT 2019 AND HOW WE'RE DEALING WITH -- MENTION BECAUSE THIS HAS COME UP IN SEVERAL SIDE CONVERSATIONS ON THE INFORMING AND ANNOUNCING THE DECDECISIONS.

FOLKS HAVE ASKED HOW WILL BE DO THAT.

IT'S MY INTENT TO DO THEM ALL AT ONE TIME.

[01:50:02]

AND I DON'T WANT TO SEND A MESSAGE THAT SOMEHOW THEY ARE LESS THAN BECAUSE THEY DIDN'T GET THAT PARTICULAR ROLE.

IF WE DO IT ALL AT ONCE AND CAN SEE WHERE EVERYONE FITS IN TO THE ORGANIZATION. IT MEANS WE'LL BE HURRYING UP AND WAIT. BECAUSE WE WILL NEED TO WAIT UNTIL WE GET WORD BACK ON THIS. BUT THE GOAL IS THEN WE HAVE 30 DAYS. SO WE BETTER BE READY AT HAT

POINT. >> I WANT TO ADDRESS PROFESSIONAL DEVELOPMENT. FACULTY BELIEVES IT'S VERY IMPORTANT BECAUSE THE TRUSTEE AND CHANCELLOR HAVE ASKED US WITH MUCH MORE INTEGRATED K-12 NOW.

IN A RIVATE SECTOR AND THE SKILLS WE'RE GOING TO NEED TO GO OUT IN THE COMMUNITY, SOME OF US IN ACT WE DON'T CURRENTLY HAVE IT. THE DOLLARS THAT YOU SPEND ON THAT PROFESSIONAL DEVELOPMENT WILL HELP US DO THAT.

>> CHANCELLOR MAY: JUST SOMETHING WE'RE NOT IGNORING.

I WANT THE BOARD TO BE AWARE OF. CHANGE CAN BE CHALLENGING FOR INDIVIDUALS AND THE ORGANIZATION.

AND A LOT OF IT IS BECAUSE OF WHAT I JUST DESCRIBED.

THEY DON'T KNOW SPECIFICALLY HOW THEY WILL BE IMP IMPACTED.

IN THE FUTURE. AND AS THEY ROLES OUT, SOME AS PICTURES OF THAT MAY NOT BE POSITIVELY IN THEIR YES BECAUSE THE POSITIVE ASPECT MAY NOT OCCUR UNTIL LATER IN THE PROCESS. SO OUR CHALLENGE IS WE'RE NOT IN CONTROL OF THE DEADLINES AND THE PROCESS BY WHICH SACS APPROVED IT. IF WE WERE, WE WOULDN'T DO IT THE WAY WE WERE DOING IT. AND IT WOULD MAKE CHANGE WHILE ALWAYS HARD PERHAPS A LITTLE BIT EASIER TO MANAGE.

BECAUSE WE WOULDN'T HAVE AS MUCH UNCERTAINTY.

BUT WE KNOW THAT THOSE WITHIN THE ORGANIZATION UNCOMFORTABLE.

IT'S GOING TO BE POSITIVE. AND EVEN THE PEOPLE THAT GET THE VERY POSITIVE ASPECTS ARE NERVOUS AND ANXIOUS ABOUT WHAT IT MEANS FOR THEM. THERE IS GOING TO BE UPS AND DOWNS IN THE PROCESS. WE KNOW THAT.

WE KNOW THAT SOME ASPECTS WILL BE VERY EXCITING TO SOME PEOPLE.

AND THAT SAME MAYBE WORRISOME TO SOMEBODY ELSEWHERE WHERE E ARE.

THE HARD PART AND I'M GOING TO LET YOU HEAR FROM HOUR TEAM -- R TEAMS, IS THAT THE LOUD VOICES OFTEN GET, I GUESS THEIR VOICE GETS AMPLIFIED. WHILE IT MAY NOT NOT REPRESENT THE SENTIMENT OF HE ORGANIZATION, IT CERTAINLY DOES TEST OUR LEADERSHIP AND TEST ME AND OUR BOARD AND THIS GROUP HERE. AS WE DO IT.

THERE IS NO DOUBT THAT THERE WILL BE SOME POSITIONS THAT ARE NO LONGER NEEDED. BUT YET WE ARE CREATING EVEN MORE NEW POSITIONS THAT WERE THERE FOR THE SHORT RUN WHILE WE GET THROUGH IT. AND THEN SOME OF THESE POSITIONS MAY EXIST BUT THEY WILL BE MODIFIED TO ACCOMMODATE THE SINGLE INSTITUTION WE'LL B BE UNDER.

>> D. ZIMMERMANN: WHEN D DR. CERVANTES WAS HERE, SHE SPOKE ABOUT CHANGE WITH LOSS. WE NEED TO SELL IT NOT SO MUCH

AS A LOSS AS A CHANGE. >> CHANCELLOR MAY: I THINK THAT'S AN EXCELLENT POINT. I THINK THAT'S PARTLY WHY WE DID THE PROCESS THAT DR. BRUMBACH TALKED ABOUT.

ENGAGING FACULTY AND STAFF. I WENT AROUND TO ALL OF OUR LOCATIONS. WHY OUR LEADERSHIP ARE HOLDING EVENT AFTER EVENT. BECAUSE WE WANT TO STRESS, THIS IS ABOUT STUDENTS, IT'S ABOUT THE NEEDS OF COMMUNITY AND EMPLOYERS. AND WE CAN DO A BETTER JOB.

I WISH I WOULD -- IT DIDN'T NECESSARILY BELIEVE THIS BUT I DO BELIEVE IT THAT WE WOULD DO A BETTER JOB SERVING THE STUDENTWISE THE NEW STRUCTURE BETTER THAN THE OLD.

NOT JUST THE AREA OF GRADUATION BUT A LOT OF WAYS AS WE SEE THAT AND WORK CLOSELY WITH OUR EMPLOYERS AND OUR COMMUNITY GOING FORWARD. THAT'S REALLY EXCITING, FRANKLY

[01:55:01]

GOOD WAY TO PHRASE THAT. >> D. ZIMMERMANN: BUT HEART HISTORY -- ART HISTORY, A LOT OF PEOPLE IN THIS ROOM WEREN'T BORN WHEN THIS START SAID -- STARTED. A PAST TO OVE TO THE FUTURE, I THINK WE NEED A GOOD MARKETING CAMPAIGN.

>> CHANCELLOR MAY: YOU DID APPROVE A BUDGET TO HELP WITH THE --

>> D. ZIMMERMANN: WE CAN SELL IT AS A POSITIVE.

WITHOUT MUCH TROUBLE. BUT IT'S THE IDEA THAT YEAH, THERE IS A LOT OF PEOPLE IN THIS ROOM WHO WEREN'T EVEN ALIVE WHEN

THE SYSTEM STARTED. >> CHANCELLOR MAY: WELL,

CERTAINLY OUR COMMUNITY IS -- >> CHAIR D. FLORES: I WASN'T.

[CHUCKLING] >>

>> CHANCELLOR MAY: THE OTHER PIECE IS WE KNOW AREAS THAT CAN BENEFIT FROM INVESTING IN TECHNOLOGY WE HAVE NOT DONE.

WE HAVE TALKED ABOUT EARLIER. IMPLEMENTATION AND OTHER THINGS OUT THERE. WE ARE WAITING A LITTLE BIT TO THE SACS TO GO OUT TO BID ON OUR NEW STUDENT H.R. FINANCE SYSTEM, THE ERP. AS WE REFER TO IT.

JUST TO BECAUSE THAT WILL INFLUENCE ACTUALLY THAT PARTICULAR RESPONSE TO THE BID AS WE LOOK AT THAT.

BUT WE DO WANT TO REALLY AND DURING THIS TIME, REALLY INVEST IN PEOPLE AND THROUGH ECHNOLOGY AS WELL.

AND CERTAINLY, REALLY LEVERAGE BEST PRACTICES AS WE DO THAT.

AND REALLY ELEVATE THAT IN THE ORGANIZATION.

THERE IS POLICIES THE BOARD APPROVED LAST YEAR THAT WE'RE A TASK FORCE WORKING ONTO IMPLEMENT.

THIS IS A CHANCE TO REALLY AS WE GO THROUGH THIS, TO NOT ONLY CHANGE THAT BUT ALSO ELEVATE OUR PRACTICES AND SUPPORT OUR PEOPLE IN MANY WAYS AS WE GET THERE. LAST WEEK, FOUR OF US DID VIDEOS THAT ARE VIEWED. I THINK I SAID THIS TO THE BOARD. BUT WE DID PUT UP A PHONE LINE THAT PEOPLE CAN CALL IN WITH QUESTIONS AND COMMENTS.

WE HAVE A SPECIAL EMAIL ADDRESS FOR THAT PURPOSE.

WE HAVE FOLKS REVIEWING THOSE AND RESPONDING VERY QUICKLY.

I THINK FOLKS HAVE BEEN AMAZED HOW QUICKLY WE HAVE BEEN ABLE TO GET BACK AS QUESTIONS WERE RAISED.

OUR STATEMENT -- OR STATEMENTS MADE.

OBVIOUSLY, SOME OF THESE, AT LEAST UPON A RUMOR THAT IS UNFOUNDED WE WANT TO CLARIFY THAT VERY QUICKLY BECAUSE THINGS CAN GET OUT OF HAND. OUR THREE COUNCILS HAVE EACH HAVE DONE JUST A UNIQUE JOB IN THEIR OWN WAY.

BUT TO ENGAGE THEIR MEMBERSHIP, TO HELP ANSWER THE QUESTIONS, TO IF THERE IS CONCERNS, BRING THOSE FORWARD IN AN APPROPRIATE WAY ONCE THINGS ARE BASICALLY RESOLVED, COMMUNICATE THOSE OUT IN A WAY SO PEOPLE UNDERSTAND WHAT DECISIONS HAVE BEEN MADE, WHAT HASN'T BEEN MADE AND DONE AT THIS POINT.

SO I JUST THOUGHT IT WOULD BE HERE.

WE'VE GOT, THIS IS JUST A SA SAMPLE, THIS LAST SLIDE ABOUT CONCERNS ABOUT JOBS. WILL I KEEP MY POSITION? THINGS OF THAT NATURE. CONCERNS ABOUT THE REORGANIZATION PROCESS. ARE WE GOING TOO FAST.

A LOT OF THAT IS NOT UNDER OUR CONTROL.

CONCERNED ABOUT WORKLOAD AND THAT'S ARE REAL ONE.

I UNDERSTAND WE HAVE PEOPLE DOING THEIR DAY JOB AND SERVING ON TASK FORCE AND STEERING COMMITTEES.

REALLY APPRECIATE THE EFFORTS THAT'S THERE.

I CAN RELATE TO IT PERSONALLY. IN CONCERNS ABOUT MOVING TO ONE COLLEGE, I THINK THERE IS A LOT OF JUSTIFIED PRIDE IN EACH OF OUR LOCATIONS. AND AS WE SAID, E STARTED OUR CONVERSATION WHY DO WE WANT TO MAINTAIN THAT IS UNIQUE BUT WHAT MUST WE CHANGE IN ORDER TO DO A BETTER JOB FOR STUDENTS, FACULTY AND EMPLOYERS. I'M GOING TO ASK, MAYBE SHARE A LITTLE BIT ABOUT WHAT YOU ARE HEARING, WHAT YOU ARE COMMUNICATING AND HOW YOU ARE ENGAGING THOSE WITHIN EACH OF

[02:00:04]

I? >> IT'S OKAY.

DIFFICULTIES] -- A LOT OF THE CONCERNS ARE WHAT IS THE [INDISCERNIBLE] LOOK LIKE. TO THAT BOX.

AND THAT'S CONCERNING TO A LOT OF THEM.

NOT ONLY TO US, AS AN ADMINISTRATOR, BUT ALSO HAVE TO ANSWER TO STAFF. WE LISTEN TO THE CONCERNS.

WE HAVE TO MAKE SURE YES, I'M WORRIED ABOUT MY JOB BUT I HAVE TO PAY ATTENTION TO [INDISCERNIBLE]

>> CHANCELLOR MAY: AS FOLKS ALSO KNOWING THERE IS OPPORTUNITY OUT THERE, SO ARE THEY TALKING ABOUT THAT?

>> ON SOME POINT, WHAT IS NEXT ON THIS LEVEL.

SO [INDISCERNIBLE] A PROCESS. BUT

>> CHANCELLOR MAY: GEORGIA. >> I REPRESENT THE SPORTS STAFF AND WE HAVE 11 PEOPLE ON THE COUNCIL.

WE'RE HEARING A LOT OF FEAR AND ANXIETY.

NOW THAT WE'VE BEEN TALKING ABOUT IT FOR A WHILE, THEY ARE STARTING TO SEE THE EXCITING PEOPLE.

HOW DO I LET EXECUTIVE LEADERSHIP KNOW THE BEST PRACTICES WE HAVE AT OUR LAB OR THIS AND THAT.

AND SO WE'RE REALLY, CAMPUSES. A LITTLE OVER HALF WAY THERE.

PROFESSIONAL SPORTS STAFF AND JUST ENCOURAGING THEM.

TURN IT INTO THE ONE COLLEGE THE TEAM WILL TAKE IT FROM THERE AND SHARE THAT WITH WHOEVER YOUR COUNCIL PRESIDENT IS SO THEY CAN FOLLOW-UP.

WE CAN GO BACK AND SAY DID THIS GET -- MISSED.

THAT'S OUR GO BETWEEN.

OF A AT THE TABLE. WE HAD ABOUT 160 EMPLOYEES.

WHATEVER THEY WANTED TO WRITE, THEY WROTE IT.

THEY HAD THREE MINUTES TO SPEAK AT THE TABLE.

AND THEY WROTE IT DOWN AND WE TOOK THOSE AND TURNED THEM IN.

THE TOP FOUR CATEGORIES ON THOSE 379 COMMENTS WE GOT WERE WITH -- HUMAN RESOURCES, TRAINING, ORGANIZATION AND EMPLOYEE MORALE. I THINK WE ALREADY KNEW THAT.

BUT IT WAS INTERESTED THE DATA, WHAT THEY SHARED WITHOUT THEIR NAME ATTACHED WHERE WHERE HEY FELT AND HOW THEY FELT.

WE'RE GOING AROUND AND ENCOURAGING THEM TO MAKING SURE THEY KNOW HOW TO WORK THE SITE. --

THEIR QUESTIONS IN. >> GOOD AFTERNOON.

THANK YOU. I WANT TO APOLOGIZE TO TRUSTEE BRAVO AND WILLIAMS. I HAVE ARTHRITIS IN MY NECK.

I DON'T HAVE THE DEXTERITY TO TURN.

I WANT TO TAKE 90 SECONDS TO SHARE HOW FACULTY, HOW I BELIEVE FACULTY VIEWED THIS. FIRST OF ALL, THIS IS A DUE'S PAYING MEMBERSHIP IN OUR 42ND YEAR.

WE ROUGHLY HAVE 950 FACULTY OF WHICH I CAN I THINK OUR MEMBERSHIP IS 98.67%, RIGHT THERE.

SO FOR US, YOU HAVE TO GO BACK OVER 18 MONTHS WITH THE REPORT THAT CAME OUT. FACULTY TOOK EXCEPTION WITH THE NARRATIVE THAT CAME OUT OF THE REPORT.

NOT SAYING THE REPORT WAS WRONG BUT A NARRATIVE CAME OUT.

AND WE GOT, WE FELT WE GOT CRITICIZED OVERCOMEPLETION, GRADUATION RATES AND FAILURE OF SUCCESS COMPARED TO PEERS ACROSS THE STATE. WE DID SOME DIGGING.

WE WENT AND DID OUR RESEARCH. WHAT WE FOUND, WE SHARED WITH THE CHANCELLOR AND THE LEADERSHIP.

OUR BC RATES ARE PRETTY GOOD. THEY ARE NOT GREAT BUT ABOVE 70%. STUDENTS ARE HAVING SUCCESS IN THE CLASSROOM. OUR GATEKEEPER COURSES, HIGH 60S. GREAT.

COULD BE BETTER. NEVERTHELESS SUCCESS IN THE CLASSROOM. AND SO WHAT THE REPORT, I

[02:05:01]

OUR WRAP AROUND SERVICES FOR OUR STUSTUDENTS.

THIS INTEGRATION BETWEEN THE EARLY COLLEGE DUAL CRET AND NOW THE -- CREDIT -- AND NOW THE PRIVATE SECTOR, OUR CURRENT SYSTEM OF SEVEN SEPARATELY ACCREDITED COLLEGES AS BRILLIANT AS OUR ADMINISTRATORS ARE AT EVERY COLLEGE, OUR COLLEGE PRESIDENTS AND ALL, THOSE ARE SEVEN DIFFERENT WAYS THAT THINGS ARE BEING DONE. NO MATTER HOW IN LINE, THEY ARE STILL DIFFERENT. WE SUPPORTED INITIAL LEVELS ONE, TWO AND THREE. REORGANIZATION FOR THE FOLLOWING REASONS. IT PUTS INSTRUCTION UNDER THE PROVOST.

WE NOW HAVE A CHIEF ACADEMIC ADVOCATE THAT CAN WORK WITH FACULTY. THE WR WRAP-AROUND SERVICES WE'E BEEN TALKING ABOUT AS FACULTY FOR YEARS HAS AN INDIVIDUAL AT THE TOP, WE'RE NOT SEVEN DIFFERENT SCHOOLS.

AND THE ORKFORCE DEVELOPMENT THE VICE CHANCELLOR WORKFORCE DEVELOPMENT WHICH GLORIA TALKED ABOUT EARLIER, IF YOU WANT TO MAKE A DENT INTO THAT YOU HAVE TO REALIGN US.

AND HE CHANCELLOR SHARED WITH US THIS PAST WEEK THE REGIONAL CHAMBER OF COMMERCE, PLEASE CORRECT ME IF I'M WRONG.

BUT ONE OF THEIR MAIN GOALS GOING FORWARD IS THE RETRAINING AND SKILLS OF THEIR OWN CURRENT EMPLOYEES.

IN ORDER FOR US TO O THAT -- >> S. WILLIAMS:

>> SHOULD I SPEAK MORE INTO T THIS?

>> CHANCELLOR MAY: YEAH, I'M NOT SURE WHICH ONE OF THOSE WORK.

BUT YEAH. >> IN ORDER FOR US, TO WE BELIEVE AS FACULTY, TO MEET THE GOALS THIS TABLE HAS SET FOR US, IN THE ALIGNMENT IS IN ORDER. I JUST WANTED TO SHARE THAT.

THERE IS ANXIETY AND CONCERN. WE'VE BEEN AT THE TABLE SINCE THE BEGINNING. AND WORKING WITH YOUR TEAM, THE CHANCELLOR' TEAM. MY OLMY COLMY COLLEAGUES ELSY AA TO FOLLOW YOUR LEAD. THAT'S ALL I HAVE.

>> CHAIR D. FLORES: YOU ALL HAVE BEEN PRETTY ACTIVE.

AND KEEPING YOUR EMPLOYEE GROUPS INFORMED.

AND LETTING THEM KNOW IF YOU HAVE UESTIONS COME TO US OR GO TO THE PORTAL OR FREQUENTLY ASKED QUESTIONS, ET CETERA, ET

CETERA. >> THE FACULTY, WE'VE BEEN, OUR COUNCILS HAS BEEN TO FIVE OF THE SEVEN CAMPUSES.

VISITED -- WE'RE MAKING OUR WAYS AROUND.

AND ANSWERING THEIR QUESTIONS TO THE BEST WE CAN.

>> CHAIR D. FLORES: I'M SURE THERE IS FEAR AND ANXIETY.

BECAUSE PEOPLE WANT A JOB AND TO KEEP THEIR JOB.

I THINK YOU ALL [INDISCERNIBLE] THE INTENTION IS NOT TO GET RID OF ANYBODY'S JOB. AS THE CHANCELLOR SAID, THERE ARE POSSIBLY JOBS THAT WON'T BE NEEDED BUT THERE ARE EW ONES THAT ARE CREATED. SO THE GOAL IS, THE INTENTION IS TO HOPEFULLY PUT PEOPLE IN TO REPURPOSE THEM AND PUT THEM INTO

THE NEW POSITIONS. >> I WOULD LIKE TO ADD ONE

CONCERN, TRUSTEE COMPTON? >> C. COMPTON: I WANTED TO ASK A QUESTION ON THE EMPLOYEE RESEARCH GROUPS THAT HAVE BEEN FORMED. DO THEY INPUT INTO THIS PROCESS?

OR DO THEY HAVE [INDISCERNIBLE]? >> THE INDIVIDUALS CERTAINLY

HAVE. >> CHANCELLOR MAY: I DON'T KNOW

THAT -- >> EMPLOYEES?

>> CHANCELLOR MAY: RIGHT. >> CHAIR D. FLORES: I DON'T KNOW

IF -- >> CHANCELLOR MAY: I DON'T THINK THAT WAS AN AGENDA ITEM. DR. ADAMES, YOU SAID NO.

>> CHAIR D. FLORES: I DON'T THINK THEY ARE AT THE LEVEL OF

DEVELOPMENT. >> CHANCELLOR MAY: CERTAINLY ALL THE INDIVIDUALS HAD AN OPPORTUNITY TO BE PART OF THIS

OVERALL PROCESS. >> C. COMPTON:

OF DEVELOPMENT. >> CHAIR D. FLORES: IN THE PLANNING STAGE OF HOW THEY WANT TO LOOK AT THIS --

SPEAKERS] >> CHANCELLOR MAY: I THINK MOST OF THEM ARE DOING THEIR STRATEGIC PLAN.

AND GETTING THAT READY FOR THE -- TO REALLY KIND OF WEIGH OUT THE PURPOSE AND [INDISCERNIBLE]

>> CHAIR D. FLORES: I THINK THAT'S ONE OF THE THINGS UNDER THE DIVERSITY, EQUITY AND INCLUDES COMMITTEE WILL FOCUS ON THE ERG BECAUSE THAT IS REPRESENTING THE DIVERSITY AND

INCLUSION. >> I WOULD LIKE TO MAKE ONE ADDITIONAL OMMENT TO TRUST FLORES.

WE NEED TO CONTINUE TO -- TRUSTEEY WE NEED TO CONTINUE TO,

[02:10:07]

WE'RE GOING TO HAVE MORE LASSES IN THE FALL, MORE SECTIONS TO HAVE. WE HAVE A GROWING BUSINESS FOR LACK OF A BETTER WORD HERE. AND I THINK A LOT OF US IN OUR -- WE NEED TO KEEP THAT IN MIND AS WE GO THROUGH THE CHANGE. IT'S NOT LIKE WE'RE CONSOLIDATING A BUSINESS. WE'RE CHANGING OUR STRUCTURES SO WE CAN GROW MORE. AS I SEE IT.

>> VICE CHAIR W. JAMESON: THERE WILL BE NO REASON IF THERE WASN'T A RETURN ON THE INVESTMENT.

IF THERE WASN'T A BENEFIT TO BE RECEIVED WE ALL THE STAKEHOLDERS FROM THE STUDENTS, FACULTY TO COMMUNITY, INSTITUTION, WHY DO IT IF IT'S NOT IN THE BEST INTEREST OF

EVERYONE TO DO THAT? >>

>> M. BRAVO: THANK YOU, EVERYONE FOR YOUR PRESENTATIONS.

VERY INFORMATIVE. ONE MORE COMMENT?

>> S. WILLIAMS: I HEARD [INDISCERNIBLE] I WAS HOPING THIS GROUP HERE --

>> S. WILLIAMS: THIS TABLE AND THE PEOPLE OUT IN THE ROOM THERE AND BACK UP [INDISCERNIBLE] ONE OR TWO OF YOUR ALL GOING HOME? [CHUCKLING]

>> M. BRAVO: THANK YOU FOR YOUR LEADERSHIP ROLE.

I BELIEVE WE DO HAVE TO HAVE EXECUTIVE SESSION?

>> CHANCELLOR MAY: WE NEED A BRIEF EXECUTIVE SESSION.

IT SHOULDN'T INTERFERE WITH THE 2:00 START TIME OF THE COMMITTEE. OH, WAIT, IT'S AFTER 2.

THEN, I KNOW WE HAD PEOPLE -- >> CHAIR D. FLORES: EXCUSE ME.

>> CHANCELLOR MAY: I KNOW WE HAVE OLKS ON THE SCHEDULE, IS THAT CORRECT? WE PROBABLY NEED TO GO AHEAD

WITH THAT? >> C. COMPTON: EXCUSE ME.

I WAS WILLING TO SUGGEST WHEN WE STARTED THAT MEETING THAT BECAUSE I LOOKED AT THESE PRESENTATIONS AND INCLUDING -- THAT PART OF THE [INDISCERNIBLE] THE OTHER PART NEXT MONTH SO WE CAN GET STARTED AT 4 AND ALLOW ENOUGH TIME.

>> CHAIR D. FLORES: ON THE FINANCE COMMITTEE?

>> C. COMPTON: HAVE YOU LOOKED AT IT? BUT I THINK THE PRETTY SURE BECAUSE YOU ALL HAD BROUGHT IN A

[INDISCERNIBLE] >> CHAIR D. FLORES: THERE IS TWO PEOPLE HERE TO PRESENT. WHAT IS IT WE NEED TO DO IN

TERMS OF -- >> CHANCELLOR MAY: WE HAVE OUT OF TOWN GUESTS HERE FOR THE PRESENTATIONS.

SO WE PROBABLY NEED TO GO AHEAD AND [INDISCERNIBLE].

>> M. BRAVO: WE NEED TO ADJOURN THE EDUCATION MEET?

>> CHANCELLOR MAY: YES, AND THEN START WITH FINANCE AND WE CAN DO THAT AFTER THE -- [INDISCERNIBLE]

>> WE HAVE WE'RE GOING TO TALK ABOUT PENDING LITIGATION WITH IT'S COUNSEL SINCE BEFORE. WE PROBABLY NEED TO DO THAT AT QUICKIE AS -- QUICKLY AS POSSIBLE.

>>

AND I'LL TALK TO THEM. >> I'M SURE THEY CAN STAY.

PERHAPS WE GO TO CLOSED SESSION SO WE CAN GET OUTSIDE COUNSEL TO

DO THAT PORTION. >> C. COMPTON:

* This transcript was compiled from uncorrected Closed Captioning.