Feb 02, 2024 Strategic Summit

[Strategic Summit on February 2, 2024]

[00:00:04]

THE TIME IS NOW 8 A.M.

AND I CALL THE FEBRUARY 2ND MEETING OF THE EANES ISD BOARD OF TRUSTEES TO ORDER.

MADAM SECRETARY, DO WE HAVE A QUORUM? WE DO. THANK YOU.

WE WILL NOW CONTINUE WITH OPEN SESSION.

I WANT TO THANK OUR AUDIENCE FOR COMING AND THOSE WHO ARE WATCHING ONLINE.

WE WILL CONTINUE WITH DAY TWO OF OUR BOARD SUMMIT, AN ANNUAL SUMMIT TO SET BOARD PRIORITIES AND DISTRICT PRIORITIES.

AND, THANK EVERYONE FOR BEING HERE THIS MORNING, BRIGHT AND EARLY.

AND I WILL TURN IT OVER TO YOU, GREG.

THANK YOU VERY MUCH.

AND LET ME MAKE SURE THAT I GET THE MICROPHONE REALLY CLOSE.

I GOT A LITTLE POSITIVE FEEDBACK LAST NIGHT, SO I'LL BRING THE MICROPHONE UP CLOSE.

WE WILL THIS MORNING BEFORE EVERYONE ARRIVED, WE AND BY THE WAY, THANK YOU FOR LAST NIGHT LIKE THAT TO ME.

NOT JUST SAYING THIS.

LIKE THAT'S THE WAY A STRATEGY SESSION BETWEEN A STRATEGIC TEAM AND TACTICAL TEAM IS SUPPOSED TO LOOK, RIGHT.

JODY AND I WERE TALKING AS SHE DROVE HOME.

IT'S JUST LIKE, JUST WONDERFUL, YOU KNOW, GETTING THE MIKES ON AND OFF.

IT'S A LITTLE BIT OF A CHALLENGE WHEN WE'RE ALL, YOU KNOW, BUT BUT THE FACT THAT THAT IS THE CHALLENGE TO ME IS INDICATIVE THAT IT WAS SUCCESSFUL BECAUSE THERE WAS A LOT TO BE SAID.

AND, YOU KNOW, IF THE MIKES WEREN'T COMING ON AT ALL AND JODY AND I WERE JUST SAYING IN THIS BOX, LET'S TYPE THIS AND YOU KNOW, THAT THAT WOULD NOT BE A GOOD ROBUST PROCESS.

SO ANYWAY, KUDOS TO YOU ALL FOR LAST NIGHT.

WE DISTRIBUTED WE YOU KNOW, LAST NIGHT WE COLLECTED THE BOARD'S STRENGTH WEAKNESS OPPORTUNITY THREAT.

AND THEN JODY HAS WHAT DO I ALWAYS SAY? I ALWAYS SAY PRETTY THIS UP.

AND SO SHE PRINTED THIS UP AND SO WE I DON'T KNOW IF YOU ALL HAVE HAD A CHANCE TO GLANCE AT IT, BUT WE MIGHT TAKE A COUPLE OF MINUTES JUST TO DRAW EVERYONE'S ATTENTION TO IT. AND, IT'D BE KIND OF AWKWARD, BUT.

BETWEEN THE BOARD AND SENIOR LEADERS.

WE TRIED TO MAKE SOME COMPARISONS SO YOU CAN SEE THE LIGHT BLUE APOLOGIZE.

IT DIDN'T COME OUT DARKER.

BUT. MR. PRESIDENT. TWO MINUTES MAYBE TO LET EVERYBODY JUST GLANCE AT IT.

JUST. OKAY. AWKWARD SILENCE.

TWO MINUTES. OKAY.

IF WE HIGHLIGHT SOME THINGS WE MAY WANT TO ASK CLARIFICATION ON, SHOULD WE DO THAT NOW OR AFTER THIS TWO MINUTES OR AFTER THE TWO MINUTES IS WHAT I'M THINKING.

WE'LL HAVE A CONVERSATION THIS MORNING.

OKAY, I KNOW THAT, THAT WAS PRETTY SHORT, BUT I THINK I SAW THE MAJORITY OF EVERYBODY LOOKING AT IT, YOU KNOW, BEFORE WE STARTED, WHICH IS WHY WE DISTRIBUTED IT AND JUST, YOU KNOW, JUST JODI SAID THIS LAST NIGHT.

AND JUST TO EMPHASIZE THAT, YOU KNOW, WE'RE NOT LOOKING FOR 1 TO 1, YOU KNOW, HERE'S A COMMON THEME.

SO THEREFORE THERE MUST BE A STRATEGIC ACTION.

YOU KNOW, WE'RE NOT. SO IT'S REALLY I THINK WE LIKE TO JUST SAY THE SWOT, YOU SHOULD ALWAYS HAVE A LINE OF SIGHT ON THE SWOT WHILE YOU'RE THINKING ABOUT OBJECTIVES AND ACTIONS, LIKE THERE SHOULD JUST BE A LINE OF SIGHT.

AND FOR EXAMPLE, AND JODI DID HIGHLIGHT SOME THEMES, YOU KNOW, WHERE IT LOOKED LIKE THERE WAS CONSISTENCY.

[00:05:09]

SO LET ME JUST ARE THERE ANY QUESTIONS OR DID ANYTHING POP OUT TO ANYONE.

YES. THIS IS THE ACTUAL WARM UP EXERCISE THIS MORNING.

SO WE'RE, I ONE COMMENT AND A COUPLE OF QUESTIONS.

I THE ONE THING THAT REALLY WELL, SEVERAL THINGS STICK OUT, BUT ONE OF THE BIG THINGS THAT STICKS OUT TO ME IS THE FACT THAT, OUR TACTICAL TEAM HAD, A MUCH GREATER EMPHASIS ON FACILITIES AND THE OPPORTUNITIES TO IMPROVE OUR FACILITIES THAN THIS TEAM DID. AND I FIND THAT INTERESTING, AND I'M ACTUALLY GLAD THAT I'VE SEEN THIS BEFORE.

WE GET TO, THE.

THE PRIORITY THAT FOCUSES ON FINANCES, FACILITIES, ASSETS.

SO I MEAN, I THINK THAT'S INTERESTING.

AND I ALSO KIND OF WONDER IF I THINK IT'LL BE REALLY INTERESTING TO SEE HOW THE TACTICS AROUND FACILITIES EVOLVE OVER THE NEXT YEAR FROM NOW, TO POST LONG RANGE PLAN, WHATEVER LONG RANGE PLANNING FACILITIES I'M BUTCHERING THAT I'M SORRY.

IT IS EARLY. IT IS EARLY, YES, YOU ALL KNOW WHAT I'M TRYING TO SAY.

SO I THAT WAS JUST SOMETHING INTERESTING TO ME.

AND THEN I DID HAVE A COUPLE OF QUESTIONS, ON OPPORTUNITIES, ONE OF THE, ONE OF THE THINGS THAT SAID BUILDING COALITIONS AND I'M CURIOUS ABOUT WHERE YOU SEE OPPORTUNITIES FOR COALITION IS THAT AMONG OTHER SCHOOL DISTRICTS, IS THAT AMONG, YOU KNOW, PEERS WITHIN OUR DISTRICT? IS IT PEERS IN OTHER DISTRICTS? SO I'M JUST I MEAN, I, I'M CURIOUS FOR LIKE MORE EXPLANATION ON THAT.

IF ANYONE. I MEAN, I DON'T WANT TO PUT ANYONE ON THE SPOT.

SORRY. IT'S BEEN A MONTH.

YEAH, YEAH, IT'S BEEN A MONTH.

I THINK WE'RE TRYING TO RECALL.

I THINK IT APPLIES TO A LOT OF DIFFERENT POSSIBILITIES, COALITIONS WITHIN OUR COMMUNITY AND PARTNERSHIPS LIKE WE'VE BEGUN TO PURSUE RELATED TO AFFORDABLE HOUSING OR COALITIONS WITH OTHER SCHOOL DISTRICTS, PARTICULARLY THROUGH THE CONSORTIUM AND LIKE, DISTRICTS THAT ARE EXPERIENCING SIMILAR CHALLENGES.

SO I THINK THERE WAS PROBABLY A COMBINATION OF POSSIBILITIES THERE THAT WE HAD IN MIND.

YEAH. CABINET, YOU CAN CHIME IN.

DO YOU HAVE ANY RECOLLECTION? REMEMBER ALL SORT OF HAD DIFFERENT.

THINGS THAT WE WERE TRYING TO KIND OF PARTNER WITH.

AND SO THE COMMON THEME JUST BECAME COALITIONS, BECAUSE EACH ONE OF US, YOU KNOW, CLAUDIUS WAS A LITTLE DIFFERENT.

MINE, MINE HAVE BEEN LIKE, YOU KNOW, EHMCKE OR SOMETHING LIKE THAT.

SO THEY JUST USE THAT BROAD TERM.

OKAY. GOT IT. AND I WAS GOING TO ASK A QUESTION, BUT I'M GOING TO JUST COMMENT INSTEAD.

THAT INNOVATION TO SUSTAIN AND GROW IN STUDENT ENROLLMENT IS ANOTHER ONE THAT STUCK OUT TO ME.

AND I'M GOING TO BE REALLY CURIOUS TO HEAR WHAT YOUR TACTICS ARE ON THAT.

THANKS, JIM. ELLEN.

THANKS FOR CLARIFYING THE COALITIONS.

I THOUGHT THAT WAS GREAT, BUT I WASN'T SURE WHAT IT MEANT.

SO, THE OTHER ONE I HAD A QUESTION ON IS UNDER WEAKNESSES.

THE UNDERSTANDING WHY WE DO WHAT WE DO, IS THAT MEANT TO BE THAT THE COMMUNITY DOESN'T UNDERSTAND WHAT WE WHY WE DO WHAT WE DO, OR THAT WE DON'T UNDERSTAND, WHY WE DO WHAT WE DO? MY MY, IF I MAY, MY RECOLLECTION.

IS THAT? ALL THE WORK THAT WE DID LAST NIGHT IS GETTING TO THAT BECAUSE THE OBJECTIVE IS THE WHY.

I MEAN, I KNOW I SAID IT'S THE WHAT, BUT IT'S KIND OF LIKE AND SO I TOOK THAT ON THE DAY OF IS MORE OF AN ALIGNMENT THING.

BUT I MAY BE WRONG, YOU KNOW, LIKE WE CLEAR DIRECTION SET FROM THE BOARD AND THEN WE'RE IMPLEMENTING IT.

AND SO NOW WE HAVE THIS CLEAR ALIGNMENT FOR THESE ACTIONS TO WHAT WE'RE TRYING TO ACCOMPLISH.

I MAY BE WRONG. THAT'S KIND OF THE WAY I TOOK IT.

DOES. LET ME ASK IT, DOES THE ALIGNMENT GET OUT UNDERSTANDING WHY WE DO WHAT WE DO.

THE STRATEGIC ALIGNMENT GET AT THAT.

OR IS THERE SOMETHING IS THERE SOME OTHER COMPONENT TO IT? I, I THINK IT'S THAT GREG.

[00:10:01]

A WILLINGNESS TO ASK HARD QUESTIONS ABOUT WHY WE ARE DOING THE THINGS THAT WE'RE DOING, AND WE'RE NOT JUST DOING THE THINGS WE'RE DOING BECAUSE WE'VE ALWAYS DONE IT THAT WAY.

THANK YOU. ACHIM.

I DON'T HAVE ANY QUESTIONS.

I JUST APPRECIATE, WHAT I PERCEIVE AS BEING THE HONESTY AND SOME KIND OF TOUGH AND SENSITIVE QUESTIONS. AND THAT'S AROUND RESOURCES AND AROUND MAYBE THE COMMUNITY EXPECTATIONS.

AND SO I ONLY LOOKED AT THEM THIS MORNING.

BUT IT'S REALLY MAKING ME THINK.

AND I THINK IT'S GOING TO BE HELPFUL FOR THIS DISCUSSION AND GOING FORWARD.

THANK YOU. THANK YOU.

KIM. HEATHER. I'M A LITTLE CURIOUS ABOUT THE, THE INNOVATION TO SUSTAIN.

OH, NO. SORRY. NOT THAT PART.

THE THE SACRED COWS PART, THE UNTOUCHABLE THINGS THAT, THAT KEEP US FROM INNOVATING.

BECAUSE, YOU KNOW, IF THERE'S SOMETHING THAT WE THINK THAT MAYBE WE SHOULD BE DOING DIFFERENT, I AM INTERESTED IN KNOWING THOSE THINGS.

I THINK THAT GOES KIND OF ALONG THE LINES OF WHAT JEFF ALLUDED TO IN THAT THERE ARE CERTAIN PROGRAMS OR, IDEOLOGIES THAT ARE THIS IS EANES THIS IS WE WE'VE ALWAYS DONE IT THIS WAY.

AND SO IT'S KIND OF THERE ARE THINGS THAT HAVE SEEMED TO US TO BE UNTOUCHABLE, LIKE WE JUST HAVE TO KEEP DOING IT BECAUSE THE BOARD LIKES IT OR THE COMMUNITY LIKES IT.

AND JUST REALLY LOOKING AT, OKAY, YES, AT ONE POINT THAT WAS GOOD, BUT WE'RE A DIFFERENT DISTRICT THAN WE WERE 20 YEARS AGO. AND SO WE NEED TO LOOK AT OTHER ASPECTS AND OTHER WAYS OF EITHER GETTING THAT PRIORITY DONE A DIFFERENT WAY OR MAYBE NOT. THAT ISN'T A PRIORITY ANYMORE.

WHEN AND IF I MAY.

THAT'S A GOOD EXPLANATION.

I NOT EANES, BUT PUBLIC EDUCATION.

I CAN TALK ABOUT IT BECAUSE I ARE ONE, YOU KNOW, AND I HAVE BEEN FOR THREE DECADES.

WE'RE TERRIBLE AT STRATEGIC ABANDONMENT.

JUST START DOING IT.

KEEP DOING IT. DON'T KNOW WHY WE'RE DOING IT, BUT WE JUST PILE ON, PILE ON, PILE ON.

SO I THINK THIS FRAMEWORK LENDS ITSELF TO JUST PUT AN EXCLAMATION POINT ON WHAT WE SAID TO STRATEGIC ABANDONMENT.

IF WE DON'T HAVE CLARITY ABOUT WHAT WE'RE TRYING TO ACCOMPLISH, YOU DON'T HAVE A RUBRIC TO JUDGE STRATEGIC ABANDONMENT AGAINST.

THE KEY WORD THERE IS STRATEGIC, NOT JUST ABANDONMENT.

RIGHT? WE HAVE TO THINK IT THROUGH CLEARLY.

DIANE. THANK YOU.

THIS IS VERY HELPFUL AS A TOOL.

I WANTED TO JUST ADD A COMMENT THAT WHEN WE WERE DISCUSSING THIS IN OUR GROUP, PARTICULARLY WITH RESPECT TO THE OPPORTUNITIES, THERE WAS SOME QUESTIONING OF WHETHER CERTAIN THINGS SHOULD BE ON THERE OR NOT.

SO I JUST WANTED TO PUT IT OUT THERE THAT JUST BECAUSE IT'S LISTED HERE DOESN'T MEAN WE ABSOLUTELY THINK WE SHOULD BE DOING IT.

IT'S JUST SOMETHING TO BE EXPLORED, POTENTIALLY, BECAUSE SOME OF THEM YOU MIGHT LOOK AT AND GO, HOW THE HECK WOULD WE DO THAT? OR I THINK IT'S A CRAZY IDEA, BUT MAYBE JUST EXPLORED FROM A FINANCIAL PERSPECTIVE AND A, YOU KNOW, COULD THIS BE A REVENUE GENERATOR THOUGHT PROCESS? YEAH. THAT'S A THAT'S A GOOD POINT.

ANY OTHER TRUSTEES? I'LL SHARE A THOUGHT REAL QUICK ON, UNDER WEAKNESS, THE PATH OF LEAST RESISTANCE, WHERE THE PRESSURE IS COMING FROM DETERMINES WHERE WE'RE GOING DESPITE WHAT IS BEST FOR KIDS.

YEAH, THAT ONE KIND OF STRUCK ME AS THE SQUEAKY WHEEL KIND OF THING.

AND, YOU KNOW, THERE'S A TENDENCY YOU WE BALANCE THIS, THIS, THIS, YOU KNOW, WE HEAR FROM 10 OR 20 PARENTS, WHICH REPRESENTS REALLY A TINY PERCENTAGE.

BUT AT THE SAME TIME, THE FACT THAT WE'RE HEARING FROM 10 OR 20 COULD MEAN THERE'S REALLY A HUGE PROBLEM THAT WE NEED TO ADDRESS.

SO WE BALANCE THIS, THE SQUEAKY WHEEL THAT WE'RE HEARING FROM AND AND WHAT WE NEED TO DO.

AND IT'S A, IT'S A, IT'S A CHALLENGE, I THINK, FOR ALL OF US.

YOU KNOW, AND HONESTLY, MAYBE THERE HAVE BEEN TIMES THAT WE HEARD FROM GROUPS THAT DIDN'T RESONATE WITH US, AND WE CHOSE TO TO MINIMIZE SOME OF THOSE CONCERNS.

AND, AND, IT'S THAT BALANCE OF, OF WHEN DO WE LISTEN, WHAT DO WE HEAR AND HOW DO WE REACT.

AND I THINK THAT'S THAT'S A GOOD CALL OUT.

I THINK THAT'S HUGE ON OUR END BECAUSE WE TAKE DIRECTION A LOT OF TIMES FROM YOU GUYS, AND IF YOU'RE HEARING FROM THAT SQUEAKY WHEEL AND THEN YOU COME TO US AND WE'RE CHANGING DIRECTION FROM WHAT WE HAVE BEEN.

MOVING TOWARDS.

THAT'S REALLY HARD FOR US.

[00:15:02]

IT WAS NICE KNOWING YOU ALL.

NO, NO, NO, I LIKE IT.

DIANE, TO BUILD ON THAT, I THINK THAT'S WHERE, AGAIN, WITH THE OPPORTUNITIES, YOU SEE BULLET POINTS FOR COMMUNITY ENGAGEMENT AND COMMUNITY EDUCATION.

I THINK THAT WAS WHAT WAS BEHIND THAT IS TRYING TO REALLY GET.

HAVE CONVERSATION AND INTERACTION WITH OUR COMMUNITY SO THAT WE UNDERSTAND WHAT THE.

YOU KNOW, A LOT OF THE SILENT PEOPLE ARE, ARE THINKING THE PEOPLE WHO DON'T FEEL LIKE THEY HAVE A WAY TO SPEAK UP OR THEY'RE LIKE, OH, I'M NOT GOING TO BOTHER THEM WITH THAT.

SO JUST AS A BOARD TRYING TO ENGAGE WITH THE COMMUNITY IN WAYS THAT ARE CHALLENGING.

SO. WHEN ONE THOUGHT THAT COMES TO MIND AND I'M THINKING BACK TO I THINK IT'S IN A PETER DRUCKER BOOK, OR MAYBE THE WHOLE BOOK IS ABOUT IT, BUT THE CONCEPT IS THAT MAY BE TRUE.

SO LIKE EITHER THE CHAPTER OR THE BOOK IS CALLED, THAT MAY BE TRUE.

AND I THINK THAT WAS ONE OF THE BIGGEST CHALLENGES FOR ME FOR 25 YEARS AS THE SUPERINTENDENT.

BUT THIS CONCEPT OF THINKING WHAT I'M HEARING MAY BE TRUE.

IT MAY NOT.

THAT IT MAY BE TRUE AND AND AND NOT TO SAY, WELL, THAT'S UNTRUE.

I MEAN, PETER DRUCKER WAS SAYING YOU CLEARLY SHOULD NEVER SAY TO ANYONE THAT'S UNTRUE, BUT THAT MAY BE TRUE, WHICH CONNOTES I NEED TIME TO THINK ABOUT WHAT I'M HEARING, PROCESS IT.

IF WE HAVE A STRATEGIC FRAMEWORK TO ALMOST FILTER IT, YOU KNOW, I THINK THE STRATEGIC OR THE SCORECARD BECOMES LIKE THE FILTER, LIKE WE FILTER OUR THOUGHTS THROUGH OUR OBJECTIVES AND OUR ACTIONS.

SO I DON'T KNOW THAT CONCEPT OF THAT MAY BE TRUE.

IT'S SO HARD TODAY.

AND EVERYBODY BOTH TEAMS AGREED THAT SOCIAL THE AMPLIFICATION OF NEGATIVE THROUGH SOCIAL MEDIA.

THAT WAS COMMON YOU KNOW AND SO.

YOU KNOW, THIS SOUNDS STUPID, BUT, YOU KNOW, NOT EVERYTHING THAT'S ON FACEBOOK IS TRUE.

SORRY, ELLEN. YEAH.

SHOCK YOU, RIGHT? SO. BUT THIS CONCEPT OF THESE TEAMS, JUST THINKING WHEN WE'RE HEARING SOMETHING, IT MAY BE TRUE.

AND WE SHOULD THINK OF IT THAT WAY.

LIKE IT'S TIME FOR ANALYSIS.

THAT MAY BE TRUE. LET'S THINK ABOUT IT.

ANYWAY. THAT WAS JUST KIND OF A THOUGHT TO ADD TO THAT, IF I COULD ADD SOMETHING JUST REAL QUICK.

SO WHEN I LOOK AT THIS, THIS IS THIS IS GREAT WORK.

THERE'S A LOT OF GOOD INFORMATION ON BOTH BOTH SIDES HERE OF THE ROOM.

AND IT GOES BACK TO THE SAYING WE CAN DO ANYTHING BUT NOT WE CAN'T DO EVERYTHING.

AND SO I THINK WHEN WE LOOK AT OPPORTUNITIES, WE HAVE TO STRATEGICALLY WE HAVE TO LOOK AT IF WE'RE GOING TO DO THESE THINGS, DO WE HAVE CAPACITY TO DO THOSE THINGS? AND IF WE DON'T, WHAT ARE WE NOT GOING TO DO ANYMORE? AND I THINK STRATEGICALLY AROUND THIS TABLE, WE HAVE TO LOOK AT IT THAT WAY, THAT IF WE WANT TO BE REALLY INNOVATIVE AND DO ALL THESE NEW THINGS, ARE THERE OPPORTUNITIES THAT WHEN WE TALK ABOUT SACRED COWS, HOW WE WANT TO TERM IT, THEN WHAT ARE SOME OPPORTUNITIES, MAYBE THAT WE RAMP DOWN SO WE CAN RAMP SOMETHING ELSE UP? SO WE LOOK AT CAPACITY AROUND OUR OWN TEAMS AND WHAT WE CAN ACCOMPLISH.

AND BECAUSE WE WANT TO CONTINUE TO INNOVATE AND DO MORE AND MORE AND MORE.

AND I LOVE THAT.

BUT DO WE NEED TO STRATEGICALLY AND TACTICALLY LOOK AT WHAT OUR BANDWIDTHS ARE WITHIN OUR TEAMS SO WE CAN PUSH OURSELVES FURTHER? SO THAT'S THAT'S MY COMMENT.

NO, I WAS GOING TO SAY, I THINK WHAT YOU'RE HEARING HERE AMONG THESE SEVEN IS A GROUP THAT WORKS REALLY HARD ON PRACTICING THE DISCIPLINE OF DISCERNMENT AND TRYING TO DETERMINE WHEN WE NEED TO REACT, AND WHAT WE'RE HEARING, HOW ACCURATE IT IS.

BASED UPON WHAT GREG HAS SAID.

AT ONE OF OUR COLLEAGUES.

AT LEAST IN EVERY THIRD CONVERSATION, YOU'LL HEAR HIM SAY THAT ANYBODY CAN HAVE ANYTHING THEY WANT, BUT EVERYBODY CAN'T HAVE EVERYTHING THEY WANT.

AND FIRST TIME I HEARD IT, I WAS LIKE, WAIT A MINUTE.

YOU KNOW, IT WAS LIKE MENTAL JUJITSU OR SOMETHING.

BUT IT'S A REALLY HIS POINT WAS WE NEED TO BE STRATEGIC.

AND A LOT OF THIS IS ABOUT COST AVOIDANCE.

AND, YOU KNOW, THE LEVERAGING.

I HEARD THAT THEME YESTERDAY IN BOSTON, YOU KNOW, LEVERAGING LIMITED RESOURCES TOWARDS A MORE TARGETED APPROACH AND OR INNOVATION.

SO I THINK THAT'S A THEME THAT I'M SEEING IN THIS.

OKAY. SORRY, ELLEN.

TO THAT POINT, I, I WAS REALLY STRUCK BY THE FINAL THREAT RUNNING OUT OF WAYS TO DEAL WITH INEFFICIENCIES BECAUSE THERE ARE NOT MANY TOOLS LEFT IN THE TOOLBOX, AND ONE I WANTED TO ACKNOWLEDGE THAT.

THAT'S ABSOLUTELY RIGHT.

I MEAN, OUR ADMINISTRATIVE TEAM HAS OVER THE YEARS, COME UP WITH SO MANY RABBITS THAT WE'VE PULLED OUT OF THE HAT.

[00:20:04]

IF WE KEEP PULLING RABBITS OUT OF THE HAT, OUR COMMUNITY IS NOT GOING TO BELIEVE US THAT WE REALLY HAVE SOME ISSUES WE NEED TO DEAL WITH.

AND ACKNOWLEDGING THE FACT THAT WE'VE PLAYED ALMOST EVERY CARD WE HAVE IS.

A VERY SOBERING THOUGHT, BUT AN IMPORTANT ONE, I THINK, IF YOU IF I MAY.

THAT YOU'RE GIVING ME AN EMERGING THOUGHT.

SO IT'S RAW, BUT LET ME TRY TO GET IT OUT.

SO WHEN WE WERE TALKING ABOUT STRATEGIC ACTION YESTERDAY, MR. PRESIDENT, WE WERE SAYING THREE, NOT TWO, NOT FOUR.

OKAY. AND I KNOW WHAT YOU'RE SAYING, BUT WE'RE TRYING TO SAY KEY IS ESPECIALLY IN THE WORK THAT WE ARE ABOUT TO WORK ON THE REST OF THIS MORNING, THERE MAY BE SOMETHING THAT IS STANDARD OPERATING PROCEDURE THAT IS BEING DONE VERY WELL.

THAT THAT SOMEONE MIGHT MAKE A CASE THAT IT'S SOP SO IT DOESN'T NEED TO BE ON THE SCORECARD.

LIKE, YOU KNOW, THAT STUFF'S GOING TO HAPPEN.

BUT THERE IS A BENEFIT TO PUTTING SOME KEY STRATEGIC ACTIONS ON THE SCORECARD TO DEMONSTRATE EVIDENCE OF STRONG WORK.

IF YOU FOLLOW WHAT I'M SAYING, LIKE IT'S NOT IT'S NOT NECESSARILY ON THERE TO DRIVE INNOVATION OR, YOU KNOW, SOME CHANGE OR CLARITY OF THOUGHT.

IT'S IT'S ON THERE BECAUSE WE NEED TO MAKE SURE WHEN WE'RE DOING OUR OUTWARDLY FACING REPORTS ON THESE, THAT THAT'S SEEN BY OUR ENTIRE COMMUNITY.

AND A REALLY GOOD EXAMPLE OF THAT COULD BE SOME STRATEGIC ALLOCATION OF, ALLOCATION OF RESOURCES AND EFFICIENCIES AS A KEY STRATEGIC ACTION.

EVEN IF THAT'S HAPPENING TO YOUR POINT, IT MAY STILL NEED TO GO ON THE SCORECARD AS A KEY STRATEGIC ACTION.

SO WE TEE UP THE OPPORTUNITY TO REGULARLY TALK ABOUT IT, IF THAT MAKES SENSE.

AND I THINK IF WE LOOK AT AT WHAT OUR TACTICAL TEAM SAID, THEY WANTED TO STOP DOING, A LOT OF IT WAS STOPPING MANUAL PROCESSES AND AND MOVING TOWARDS EFFICIENCIES THAT TECHNOLOGY COULD GIVE, BECAUSE THAT OBVIOUSLY IS ONE OF OUR REMAINING CARDS.

BUT TO THAT POINT, THAT MIGHT BE AN EXAMPLE, DIANE.

POINTING OUT THIS.

YOU KNOW, WE'VE TRIED EVERYTHING.

WE'RE RUNNING OUT OF TOOLS POINT.

THANK YOU. IT IT MADE ME RECALL THAT PERSONALLY.

AGAIN, GOING BACK TO THE OPPORTUNITIES, I GUESS I LIKE TO THINK ABOUT OPPORTUNITIES, WITH COMMUNITY EDUCATION AND ENGAGEMENT.

I DO FEEL THAT EMBEDDED WITHIN THAT IS IN THIS SITUATION THAT WE'RE IN.

WE'RE IN THIS REALLY CHALLENGING FINANCIAL SITUATION.

THE LEGISLATURE. WE HAVE IT AS A THREAT.

DARE WE THINK OF IT AS AN OPPORTUNITY TO FIRE UP OUR COMMUNITY? I THINK IT'S OUR RESPONSIBILITY, THOUGH, TO DO THE BEST THAT WE CAN TO HELP OUR COMMUNITY UNDERSTAND WHAT IS GOING ON WITH OUR FINANCIAL.

WE CAN'T MAKE THEM GO, YOU KNOW, ADVOCATE AT THE LEGISLATURE, BUT WE CAN, TO THE BEST OF OUR ABILITY, HELP THEM UNDERSTAND WHAT'S GOING ON.

AND AGAIN, COMMUNICATION IS EXTREMELY CHALLENGING, BUT JUST TRYING TO BE TRANSPARENT AND HONEST ABOUT WE'RE GOING TO HAVE TO MAKE SOME TOUGH DECISIONS.

AND IF YOU'RE REALLY TICKED OFF ABOUT IT, THEN YOU HAVE SOME OTHER AVENUES BECAUSE WE ONLY HAVE SO MUCH BLOOD TO GET OUT OF THE ROCK.

I AND ONE OF THE BEAUTIES OF HAVING THE.

SIXTH COMPONENT.

IF WE SPLIT STAFF AND COMMUNITY, THE GOVERNANCE AND COLLABORATORS, BOARD AND SUPERINTENDENT, I THINK YOU CAN.

YOU HAVE A GOOD OPPORTUNITY TO TEE UP A VERY SYSTEMATIC ADVOCACY APPROACH AND AS A KEY STRATEGIC ACTION, ANCHORING TO THAT OBJECTIVE, IF THAT MAKES SENSE. LIKE AND LET'S BE SYSTEMATIC ABOUT IT.

IT'S NOT ARBITRARY. WE HAVE ACTIVITIES IN JANUARY.

WE HAVE ACTIVITIES IN FEBRUARY.

WE HAVE ACTIVITIES IN MARCH, IF THAT MAKES SENSE.

AND THERE'S A NON-LEGISLATIVE YEAR.

RIGHT. AND THEN THERE'S A LEGISLATIVE YEAR.

AND THOSE ARE TWO DIFFERENT BEASTS, RIGHT? SO I WOULD LOVE FOR OUR COMMUNITY TO GET MORE INVOLVED.

I WOULD LOVE TO LOOK AT THAT AGAIN.

IN 2017, I STARTED EANES ADVOCATES BEFORE I WAS ON THE BOARD.

I KNOW BEFORE THAT ELLEN WAS INVOLVED IN A, A FORMATION OF A GROUP THAT WAS TRYING TO DO THE SAME THING.

AND. I'VE SEEN WHAT HAPPENED IN SPRING BRANCH.

AND THEY PUT UP A BILLBOARD.

THEY DID ALL SORTS OF STUFF IN THEIR COMMUNITY, REALLY GOT FIRED UP.

AND THE MOST FRUSTRATING PART WAS THAT THE LEGISLATORS DIDN'T CARE.

AND SADLY, THAT'S A PROBLEM.

AND AND OUR LEGISLATORS ARE SO FRIENDLY AND THEY ARE ALREADY SO SUPPORTIVE THAT IT'S KIND OF HARD TO I MEAN, WE HAVE TO GO AFTER OTHER LEGISLATORS.

SO MAYBE THAT'S PART OF THE COALITION BUILDING IS AND BUT WE HAVE WE'RE ALSO MEMBERS OF TEXAS SCHOOL COALITION.

SO WHILE I WOULD LOVE TO FIGURE OUT HOW WE CAN DO SOMETHING DIFFERENT, I, I DON'T KNOW, I HAVEN'T, I HAVEN'T

[00:25:05]

I WOULD LOVE TO STILL TRY.

I DO THINK YOU KNOW WHAT I ALSO.

I'M SORRY. YEAH.

GO AHEAD. OH I ALSO I MEAN MY CONCERN THERE WITH PUTTING IT AS A STRATEGIC PRIORITY IS THAT.

I DON'T FEEL THAT THE STAFF OWNS THAT AS A TACTIC.

SO THAT'S MY CONCERN.

I THAT'S LIKE, WHOSE JOB IS THAT? REALISTICALLY, IT COULD BE SOMETHING THAT WE ALL DO TOGETHER.

I DO SEE THAT QUITE OFTEN IN OTHER DISTRICTS, BUT WE HAVEN'T DONE IT THAT WAY TRADITIONALLY.

LET ME JUST TO CLARIFY THIS.

I THINK WE'RE AT A GOOD SO I'M ASSUMING THAT THE, SIXTH ONE THAT'S ON THE SCREEN RIGHT NOW THAT THAT'S PRIMARILY A BOARD OWNED AND STAFF SUPPORT.

OKAY. IF THAT DOES THAT MAKE SENSE? YEAH. I JUST WANT TO MAKE SURE WE'RE ALL ON THE SAME PAGE OF THAT BECAUSE I DON'T WANT I DON'T WANT TO ADD SOMETHING TO SOME.

I MEAN, CLEARLY THIS IS BOARD SUPERINTENDENT THE WAY IT'S WRITTEN, BUT I DON'T WANT THE TACTICS BUILT OUT TO FALL ON.

RIGHT. OUR LIMITED RESOURCES.

AND THEREFORE DO WE OWN THE NEXT COLUMN AS WELL.

THIS IS THE CONVERSATION ABOUT, I WOULD ESTIMATE 65 MINUTES FROM NOW OR SO, LIKE WHEN WE GET TO THAT ONE, BECAUSE I HAD THAT LAST NIGHT, I HAD THAT THOUGHT LIKE, WE'VE GOT TO TALK ABOUT, YOU KNOW, WHO'S THE OWNER.

AND THEN THAT ONE'S GOING TO BE A LITTLE BIT DIFFERENT.

AND HEATHER, TO YOUR POINT, DURING, I'M NOT GOING TO USE NAMES HERE, BUT YOU CAN USE YOUR IMAGINATION.

YOU'RE PROBABLY RIGHT.

BUT HB THREE WAS, BEING FINALIZED, AND THE COMMITTEES CONFERENCE COMMITTEES WERE NAMED.

AND FOR THOSE LAST TWO WEEKS, YOU KNOW, ALL THAT GETS DONE IN SECRET, YOU KNOW, AND ALL THAT.

AND EVERY PUBLIC HEARING JUST KIND OF GOES TO POT BECAUSE THEY'RE ALL IN A ROOM AND STUFF JUST GETS WHACKED AND ALL THAT.

BUT A TRUSTEE AND I, AS A SUPERINTENDENT, ESCUQUE MET A SENATOR AT THE BACK DOOR AND WALKED HER TO HER OFFICE FOR TWO WEEKS, AND WE WERE NOT TRYING TO GET ANYTHING.

WE WERE TRYING TO KEEP THE EXPLOSION FROM BLOWING THE WHOLE THING UP.

AND THE POWER OF A TRUSTEE AND I AND I DON'T KNOW IF YOU ALL KNOW WHAT I'M SAYING.

LIKE, YOU CAN SIT IN THE MEETING AND YOU CAN WATCH, AND THAT'S GREAT.

THEY HAVE LITTLE SECRET PASSAGES TO GET FROM POINT A TO POINT B.

JUST GO TO THE BACK DOOR.

AND AND BY THE WAY, WE DIDN'T HIJACK HER.

I JUST, I SAID WE WOULD LIKE TO TALK AND WE'LL JUST WALK YOU TO YOUR OFFICE AND TALK.

AND SHE AGREED TO THAT.

AND I'M CONVINCED THAT.

WE HELPED SOME EQUILIBRIUM IN THE ROOM ON HOUSE BILL THREE.

LIKE IT JUST DIDN'T GET CARVED AND BLOWN UP BECAUSE WE I KNOW IT I KNOW IT DIDN'T HURT NOW DID I? LIKE GOING TO AUSTIN TWO DAYS A WEEK FOR TWO WEEKS? NO. AND YOU KNOW, I DID NOT LIKE THAT.

I FINALLY JUST STARTED OFFICING THERE FOR THOSE TWO WEEKS.

BUT ANYWAY, YOU GET MY POINT, I THINK.

YEAH. AND I THINK THAT THAT'S SOMETHING THAT MAYBE WE SHOULD DISCUSS.

MAYBE WHEN WE GET DOWN THE ROAD A LITTLE BIT TO THAT PIECE.

BUT WHAT DO WE WANT THAT TO LOOK LIKE? BECAUSE TRADITIONALLY IN OUR DISTRICT IT HAS BEEN MORE HEAVY ON THE TRUSTEES.

BUT DO WE WANT MORE OF A COLLABORATION AND WHAT ARE OUR EXPECTATIONS FOR THAT? AWESOME. CLAUDIA, SO I.

THE WAY WHERE IT COULD OVERLAP INTO MY WORLD IS WHEN WE DO.

AND IT'S TO YOUR POINT OF THE COALITIONS IS WHEN WE DO, PARTNERSHIPS WITH THE CHAMBER AND WE'VE HAD LEGISLATIVE NIGHTS AND THINGS LIKE THAT WHERE WE HAD HOSTED IT HERE.

AND IT'S.

WHILE WE WANT A CALL TO ACTION, A LOT OF TIMES IT'S JUST INFORMATIVE, BUT.

I THINK IT'S JUST ANOTHER TOUCH POINT FOR OUR COMMUNITY TO SEE THAT WE DO CARE, AND WE DO WANT TO HAVE THAT ENGAGEMENT WITH WITH OUR LEGISLATORS.

SO THAT'S THAT IS ONE WAY THAT WE COULD WORK TOGETHER ON THAT.

OKAY, SO JUST AS A REMINDER.

ANYWAY, GREAT CONVERSATION.

THIS IS NOT A, THIS DOCUMENT SHOULD BE DYNAMIC.

AND DOES IT MAKE SENSE THAT OVER THE NEXT 30 TO 60 DAYS, LIKE WE JUST KIND OF HAVE THIS IN FRONT OF US, YOU KNOW, AND IT'S JUST IT'S A REFLECTION POINT AS WE BUILD OUT THE REST OF THE SCORECARD, THE, ONE QUESTION.

VERY GOOD QUESTION. I THINK IT WAS FROM JENNIFER LAST NIGHT.

THE TIMING ON THE SCORECARD AS IT RELATES THIS WAS DURING A BREAK.

BUT AS IT RELATES TO SUMMER PLANNING AND DISTRICT IMPROVEMENT PLAN AND THAT'S GREAT.

I SO JUST TO KIND OF JUST BE TRANSPARENT AND PUT THIS OUT IF WE AND THEN YOU ALL TACTICAL TEAM LIKE YOU ALL NEED TO WEIGH IN.

BUT IF WE IN THE NEXT 40 DAYS HAVE NEAR FINAL DRAFT OF OBJECTIVES AND ACTIONS, AT LEAST OBJECTIVES, AND THEN PROBABLY LIKE THE

[00:30:05]

IS THAT ENOUGH FOR YOU ALL TO JUST GO AHEAD AND START THINKING ABOUT SUMMER PLANNING? YOU KNOW, LIKE ANY PROFESSIONAL DEVELOPMENT THAT MIGHT.

NEED TO OCCUR. I'M REALLY GETTING DOWN TO, LIKE, WHEN DOES THIS NEED TO BE BOARD ADOPTED? WHEN DO THE OBJECTIVES NEED TO BE BOARD ADOPTED? IDEALLY BY MID-MAY AT THE LATEST, IF NOT EARLIER, SO THAT WE CAN PUT ALL OF THIS IN THE HANDS OF OUR CAMPUSES AND THEY CAN BEGIN TO DEVELOP THEIR CAMPUS IMPROVEMENT PLANS TO REFLECT THIS.

OKAY. IN THE LAST SEVERAL YEARS.

IN THE LAST SEVERAL YEARS, WE'VE WE'VE MOVED OUR PROCESS EARLIER IN THE YEAR TO GIVE OUR CAMPUSES MORE TIME, AND MORE OF A HEADS UP. TO GET THAT EFFORT GOING BEFORE THE END OF SCHOOL.

REALLY. SO, ELLEN, TOWARDS THAT POINT, THE CONTINUITY OF THE FOUR YEARS, IF WE GET IT RIGHT, IS THAT THEN IT'S NOT AS BIG A CONCERN.

AND I, I THINK YOU SHOULD PROBABLY STILL DO A FEBRUARY.

THIS IS UNSOLICITED, BUT I'M GOING TO GIVE IT TO YOU ANYWAY.

BUT YOU SHOULD STILL DO A STRATEGIC ROUNDTABLE.

BUT TO ME, FEBRUARY IS THE PERFECT TIME FOR A MID-YEAR CHECKPOINT ON HOW WE'RE DOING ON WHAT WE SAID WE WERE GOING TO DO.

LIKE, DO YOU HAVE A Y'ALL HAVE TONS OF DATA ABOUT FEBRUARY, RIGHT? MAP, WHATEVER YOUR TOOLS ARE FOR INTERIM ASSESSMENTS.

BUT THAT CONTINUITY OF THOSE FOUR YEARS SHOULD HELP CAMPUSES IS MY POINT.

AND THE THE TIMETABLE OF FEBRUARY AND AUGUST KIND OF BEING THE TWO OF EVALUATION POINTS, FORMATIVE AND SUMMATIVE, ALSO FITS VERY NICELY WITH WHERE WE HAVE TRIED AND BEEN FAIRLY UNSUCCESSFUL IN TERMS OF TIMING OF OUR EVALUATION OF THE SUPERINTENDENT TIED TO THOSE GOALS.

YES. SO THAT THAT TIMING WORKS EXCEPTIONALLY WELL IF WE COULD ACTUALLY.

GOOD POINT. GOOD ON THAT TIMETABLE, HEATHER.

SO JUST SO WE'RE CLEAR, BECAUSE IN THE PAST WE'VE HAD.

THREE MEETINGS AROUND OUR GOALS AND PRIORITIES, AND THIS WOULD BE THE THIRD THAT WE'VE HAD.

SO ARE YOU SUGGESTING THAT WE NEED TO CONTINUE TO DO THIS AND HAVE MORE MEETINGS THAT AREN'T CURRENTLY ON OUR CALENDAR IN ORDER TO FINISH THIS? WELL, I THIS IS A GREAT QUESTION.

SO TODAY, IF IF THIS GOES AS I THINK WE'VE GOT IT HEADED, YOU'RE WE'RE GOING TO HAVE SOME CLARITY ABOUT KEY WORDS AND PHRASES FOR THE OBJECTIVES.

THEN THE BOARD IS CHARGING THE TACTICAL TEAM TO GO AND REALLY THINK ABOUT THESE ACTIONS LIKE SWAT SYSTEMS CHECK.

YOU KNOW, LIKE BRINGING ALL THAT IN, I WOULD ASSUME THERE WOULD NEED TO BE AT LEAST ONE MORE OF THESE WHERE THERE'S A NEAR-FINAL DRAFT.

OF OBJECTIVES AND ACTIONS FOR THIS CONVERSATION BACK AND FORTH.

BECAUSE THEN YOU'RE GETTING TO WORDS MATTER.

IS THAT THE RIGHT WORD TO USE? AND, YOU KNOW, FOR WHAT WE'RE TRYING TO SAY.

AND THAT'S CONSISTENT WITH WHAT WE HAVE DONE BEFORE.

BUT WE'LL DO IT IN THE COURSE OF A REGULAR BOARD MEETING.

THAT'S THAT'S GREAT.

SO. YEAH, THAT'S WHAT WE STARTED.

YEAH. AND I THINK TO ALAN'S POINT, I THINK HISTORICALLY WE'VE HEARD WE REALLY GOT TO GET THESE DONE OUT OF THE SUMMIT SO THAT THE REST OF THE TEAMS CAN GO DO THEIR WORK. BUT WHAT YOU'RE SAYING AND MAKE SURE THAT THIS RESONATES WITH THE TEAM, IS THAT IF WE CAN GET ENOUGH DIRECTIONAL WORDS WRITTEN HERE TODAY THAT IT DOESN'T, IT HELPS THE TEAM GET STARTED.

IT'S NOT LIKE THEY'RE WAITING FOR OUR FINAL WORDS BEFORE THEY DO ANYTHING.

THEY CAN WORK ON THIS, AND WE CAN CONTINUE DOWN THROUGH THAT SCHEDULE WITHOUT SLOWING THIS DOWN TOO MUCH.

I WOULD ALMOST BET THAT AS THEY WALKED OUT LAST NIGHT, THEY WERE ALREADY HAVING THE CONVERSATIONS THAT YOU JUST TALKED ABOUT.

LIKE, I SEE WHERE THIS IS GOING.

SO WE NEED TO START THINKING ABOUT THIS OR THAT.

LIKE THAT'S THE WAY THIS GROUP IS HARDWIRED, WHERE WE WOULD ANTICIPATE BRINGING THIS BACK AS EARLY AS THE FEBRUARY 20TH AGENDA FOR SOME INITIAL REVIEW, SO WE CAN KEEP ON TRACK.

ALL RIGHT. OUTSTANDING. AND I REFERENCED THE SYSTEMS CHECK THERE.

THAT EXERCISE WAS NOT IN VAIN.

YOU HAVE THOSE RESULTS.

IT'S MEANT TO JUST GET BOTH TEAMS STRATEGIC AND TACTICAL TO THINK ABOUT IF WE REMEMBER THE ALIGNED ARROWS, WELL DEFINED, REPEATABLE PROCESSES LIKE THAT.

THAT'S THE PURPOSE OF THAT.

AND SO IT'S INFORMATIVE TO ME, ESPECIALLY FROM A TACTICAL STANDPOINT, OF TRYING TO MAKE SURE THAT KEY STRATEGIC ACTIONS ARE SYSTEMATIC, AGAIN, WELL-DEFINED AND REPEATABLE.

OKAY. EVERYBODY READY TO LOOK AT WHAT WAS PREVIOUSLY KNOWN AS THREE AND NOW IS TWO. AND REMEMBER, COMMUNITY IS DROPPING OFF AND WE'RE JUST THINKING ABOUT STAFF.

[00:35:08]

THAT THAT LINES UP WITH STAFF.

YES, MA'AM. SO I JUST WANTED TO SEE IF THERE WAS ANY THOUGHT ON.

AND I KNOW WE'RE GOING TO WORDSMITH LATER, BUT JUST THE ENGAGE STAFF, I DON'T KNOW IF IT NEEDS TO BE LIKE ENGAGED IN SUPPORT BECAUSE I WANT TO MAKE SURE THAT THEY'RE ENGAGED.

BUT I ALSO WANT TO MAKE SURE THAT, LIKE, THERE'S MORE THAN JUST ENGAGING THEM.

WELL, YES, THE WE WE'VE PUT YOUR WORDS IN HERE.

SO IS THERE A CASE FOR ENGAGE AND SUPPORT.

I MEAN, I LIKE THE CONCEPT OF BEING CLEAR.

YOU KNOW, THOSE ARE VERY THOSE CAN BE SIMILAR, BUT THEY ARE SLIGHTLY DIFFERENT, ENGAGING AND SUPPORTING.

I. TEACHERS ARE EXHAUSTED AND THAT JOB IS TOUGH ON A GOOD DAY.

AND THEN WITH. THEY HAD.

WELL WITH SOCIAL MEDIA AND.

MANDATES. AND IT'S JUST WE'RE IN A NEW ALL TIME HIGH OF JUST EXHAUSTION.

TEACHER EXHAUSTION.

OKAY. THANK YOU FOR THAT.

HEATHER, THAT'S A GOOD POINT.

OKAY, SO WHEN I LOOK AT, LET'S JUST CONSIDER BOTH OF YOUR TWO BULLETS SIMULTANEOUSLY.

I LOVE INCREASED MEANS OF CONVERSING, LISTENING TO, AND SOLICITING FEEDBACK FROM EMPLOYEES.

IN THIS CASE, YOU KNOW, WE'RE WE'RE KIND OF NARROWING IT TO EMPLOYEES.

I THINK IT'S IMPORTANT THAT WE HAVE FEEDBACK MECHANISMS, BECAUSE THAT'S ONE WAY WE'LL BE ABLE TO MEASURE SUCCESS.

CORRECT? AND YOU KNOW THERE YOU CAN FOCUS GROUP, YOU CAN ROUND, YOU CAN SURVEY.

AND YOU KNOW, SOMEONE MAY SAY WHAT'S THE RIGHT APPROACH? AND THE ANSWER IS YES, THAT, YOU KNOW, IT'S ALL OF THE ABOVE.

I USUALLY AS A, AS A RULE OF THUMB, LIKE TO FOCUS GROUP WITH DATA.

YOU KNOW, NOT BLANK PIECES OF PAPER.

SO OUR STAFF SATISFACTION SURVEY INDICATED THIS TEACHER ADVISORY COMMITTEE.

Y'ALL TELL ME WHAT THIS MEANS TO YOU.

AND THEN YOUR FOCUS GROUPING WHAT YOU'RE HEARING FROM YOUR SATISFACTION SURVEY.

SO I, I THINK SOMETHING AROUND LISTENING AND SOLICITING FEEDBACK DOES COULD BE AN OBJECTIVE, IF THAT MAKES SENSE.

ABSOLUTELY. AND THAT'S VERY ACTIONABLE.

AS YOU ALL KNOW, WE NOW HAVE THOUGHT EXCHANGE AS A TOOL.

CLAUDIA HAS ALREADY BEGUN DEVELOPING SOME STRATEGIES AROUND USING THAT FOR EMPLOYEE ENGAGEMENT.

SO WE FEEL LIKE WE'RE READY TO GO ON THIS ONE.

YOU KNOW, WHEN I LOOK AT THE FIRST BULLET ON THIS, I MAYBE A QUESTION AND THIS MAY BE.

NOW AIR. WAKE UP.

HERE WE GO. MOLLY, YOU'RE OFF THE HOOK FOR A MOMENT.

YEAH, BUT, YOU KNOW, THERE'S RECRUIT RETAIN RESOURCE LIKE, THAT'S THREE THINGS.

SO DO THOSE. CAN THOSE ROLL TOGETHER AS LIKE ONE OBJECTIVE OR ARE THOSE DIFFERENT ENOUGH FROM EACH OTHER THAT THEY NEED TO BE SEPARATED OUT.

DOES THAT MAKE SENSE.

BECAUSE IT'S THERE'S THREE THAT'S THREE SEPARATE THINGS IN THERE.

AND I THINK WE TYPICALLY TALK ABOUT THEM AS A GROUP.

I REALLY WE REALLY CONCENTRATE ON THAT AS A GROUP.

SO I THINK WE COULD LEAVE THEM TOGETHER.

WELL AND THEN WHAT. THEN YOU SPLIT THEM OUT IN THE ACTIONS.

ABSOLUTELY. THEN WE HAVE A RECRUITING ACTION.

WE HAVE A RETENTION ACTION AND WE HAVE A CAPACITY BUILDING ACTION BASE.

WELL, LET ME ASK THIS ON THE ON THE THIRD.

KEN. WHAT ABOUT? I'M SORRY.

NO. GO AHEAD. I CAN HOLD MY THOUGHT.

I JUST WANTED TO ASK, SINCE, WITH YOUR START.

STOP. YOU TALKED ABOUT A LOT OF NEW WAYS OF RECRUITING.

IS. IS THE RETHINKING AND THE REPURPOSING THE PRACTICE OF RECRUITING IMPORTANT ENOUGH AT THIS JUNCTURE THAT THERE'S REASON FOR IT TO BE? PULLED OUT SEPARATELY.

IT'S A GOOD I THINK THAT'S A GOOD POINT.

ABSOLUTELY. I THINK WE COULD DEFINITELY CONCENTRATE ON THAT.

AS ONE IN ITSELF.

SO 2.1 COULD BE RECRUIT AND 2.3 COULD BE RETENTION.

SOMETHING RELATED TO RETENTION AND RESOURCE THOSE TOP QUALITY EMPLOYEES.

RIGHT I THINK THOSE GO TOGETHER.

AND I THANK YOU ELLEN THAT BECAUSE.

IF I LOVE THAT, BECAUSE RECRUITING CAN BE ONE EASILY BE WON BY ITSELF AND OBSESSIVE BY ITSELF.

YES. AND I MEAN, SHE BROUGHT UP A NUMBER OF REALLY INNOVATIVE WAYS OF RETHINKING THAT PROCESS.

BUT WE'VE DONE IT THE SAME WAY, AND CANDIDATES HAVE DONE IT THE SAME WAY.

SO I THINK IT'S GOING TO TAKE A LOT OF ENERGY TO PRESS.

[00:40:04]

THAT'S WHAT ELON IS SAYING.

AND THOSE THAT'S A REALLY GOOD POINT.

SO ALL RIGHT, SO I, SO, JODY, I THINK YOU CAN TAKE THE RETAIN OR THE RESOURCE, DROP IT TO 2.2.

AND THEN, ON THE ON THE CONCEPT OF CAPACITY BUILDING.

IS THAT PART OF RESOURCING? LEARNING? YES.

YOU KNOW, IT GOES WITH RETENTION.

WE'RE GOING TO LET RECRUITING STAND ALONE.

I THINK RESOURCING OUR EMPLOYEES, BUILDING THAT PIPELINE SO THAT WE KNOW THAT WE HAVE TEACHER LEADERS AND WE CAN BUILD THOSE TEACHER LEADERS UP FOR ADMINISTRATIVE LEADERS.

JUST RESOURCING THE THE SEE, I JUST HAVE SEE, I TOOK THAT AS MAKING SURE THEY HAVE ALL THE TOOLS THEY NEED TO DO THEIR JOB.

YEAH. AND THAT SOUNDS MORE LIKE CAPACITY BUILDING WHICH YOU'RE DESCRIBING.

AND THERE'S BOTH OF THEM WERE IMPORTANT.

I JUST THINK WE NEED TO.

AND SO MAYBE IT'S RETAINED RESOURCE AND BUILD CAPACITY.

LIKE THAT'S THAT'S WHAT THAT BUCKET IS.

YES, SIR. BUT, DOCTOR ARNETT, DO YOU HAVE A NO.

I'M JUST GOING TO ECHO. I THINK RESOURCE WAS A WORD CHOSEN BECAUSE IT IT DOES SORT OF ENCAPSULATE.

PROFESSIONAL DEVELOPMENT TO BUILDING THE PIPELINE.

IT'S A VERY BROAD TERM THAT IS MEANT TO BE VERSATILE THERE.

THANK YOU. KIM.

THIS IS A QUESTION, REALLY, LAURIE, FOR YOU.

WHEN I LOOK AT JUST SUPPORTING AND ENGAGING STAFF, I'M NOT THINKING OF IT IN THE EDUCATIONAL STAFF.

I'M THINKING IT IN A BROADER WAY.

AND SO I THINK OF, YOU KNOW, YOU RETAIN PEOPLE.

ARE YOU SORRY? YOU ENGAGE PEOPLE, YOU RECRUIT PEOPLE.

AND THAT'S ONE BUCKET.

AND THEN YOU GET FEEDBACK, WHICH WAS OUR, YOU KNOW, CONVERSING, LISTENING, SOLICITING, FEEDBACK.

BUT THEN AND.

IN MY MIND, THERE'S A DIFFERENCE BETWEEN CAPACITY BUILDING AND THEN ENHANCING YOUR YOUR EXPERIENCE AS AN EMPLOYEE.

SO IS THERE.

IS THERE A WAY TO HAVE AS A AN OBJECTIVE THE ENHANCEMENT OF.

A TEACHER'S EXPERIENCE.

AND TO ME THAT'S DIFFERENT FROM LISTENING AND SOLICITING, BUT IT'S ACTUALLY PUTTING ALL OF THAT FEEDBACK TO USE IN HOW YOU HOW THAT PERSON DOES THEIR JOB EXPERIENCES THEIR JOB INTERACTS IN THEIR JOB.

AND SO I'M NOT IN HUMAN RESOURCES, I'M JUST THINKING OF HOW TO STRUCTURE THIS AND MAYBE HOW WE CAN MEASURE THIS.

IF I IF I MAY, WE'RE THIS IS A 2.3 CONVERSATION.

CORRECT. WELL IT'S OR NO TO ME TO ME IT'S RECRUITING TO ONE.

OKAY. WHAT WE HAVE RIGHT NOW IS 2 TO 3 IS LISTENING AND GETTING THE INTEGRATION OF THE LISTENING AS IT WOULD BE, THE INTEGRATION OF THE LISTENING AND ENHANCING AND AND MAKING SURE THAT OUR PEOPLE HAVE THE TOOLS AND MAYBE THAT'S CAPACITY BUILDING, BUT TO WHEN I HEAR CAPACITY BUILDING, I SEE I HEAR IT AS.

RECRUITING AND MAKING SURE THAT WE HAVE THE RIGHT PEOPLE.

THREE TO ME IS WHAT DO WE DO WITH THOSE PEOPLE AND HOW DO WE GIVE THEM VOICE? BUILDING THOSE COMMUNITIES? YEAH. LET ME TO ME, THAT'S A QUESTION FOR LAURIE.

AND IN TERMS OF MAYBE I'M LOOKING AT IT DIFFERENTLY, I'D LIKE TO HEAR.

HOW IT WORKS NOW, WHAT SUPPORTS YOU NEED AND YOU KNOW HOW WE COULD SUPPORT YOU IN OBJECTIVES IN THAT WAY.

I KNOW I AGREE WITH YOU BECAUSE I THINK THAT ONCE WE GET TO THAT POINT, WE REALLY ARE LOOKING AT BUILDING THOSE COMMUNITIES ON THE CAMPUSES, GIVING THEM THOSE OPPORTUNITIES, THOSE RESOURCES, THEIR, THEIR COMMUNITIES OF OTHER TEACHERS, THEIR SUPPORT WITHIN THEIR ADMINISTRATIVE STAFF.

SO I THINK THAT THAT BECOMES WHAT, YOU KNOW, GLUES THEM HERE, RIGHT? OUR COMMUNITY, OUR, YOU KNOW, THE SUPPORT FROM THE COMMUNITY.

I THINK THAT'S WHAT KEEPS THEM HERE WHEN THEY DO COME, THAT IT'S JUST A IT'S A DIFFERENT PLACE, A DIFFERENT FEELING.

SO YES, GETTING TO THAT PLACE IS IS WHAT OUR INITIAL, YOU KNOW, IS WHAT OUR GOAL IS.

RIGHT. BECAUSE WHEN THEY GET THERE THEN THEY'RE HERE, THEN THEY'RE, THEY'RE ENGAGED AND THEY WANT TO STAY.

RIGHT. SO IT HAS A LITTLE BIT MORE TO DO WITH ENHANCING THEIR EXPERIENCE OF WORKING HERE.

SO I ACTUALLY LIKE WHERE YOU'RE GOING.

[00:45:02]

MOVING, MOVING.

LISTENING UP TO 2.2 AND THEN AS 2.3 SOMEHOW TAKING THAT.

I LOVE THAT AND TAKING THAT FEEDBACK TO ENHANCE THEIR EXPERIENCE AND ALLOW THEM TO GROW IN WHATEVER WAY IS MEANINGFUL FOR THEM OR, YOU KNOW, AND ALL OF THOSE THINGS LEAD TO THE RETENTION, RETENTION, WHICH IS OUR ULTIMATE GOAL.

RIGHT. YEAH. THAT'S GOOD.

YEAH, IF I MIGHT.

IT'S MY TURN TO TAKE THE WRENCH.

THESE ALL FEEL LIKE TO ME.

HOW'S BEHIND A BIGGER WHAT? AND I'M FINE WITH THESE IF Y'ALL WANT TO KEEP THEM.

I DON'T WANT TO THROW A WRENCH IN TOO MUCH, BUT I FEEL LIKE, IS THIS A FOUR YEAR GOAL? IS IS THIS A FOUR YEAR STATEMENT TO ME? YOU KNOW, WHEN I THINK ABOUT A FOUR YEAR STATEMENT, IT'S WE WANT TO BE THE NUMBER ONE PLACE TO WORK IN CENTRAL TEXAS.

AND HOW DO WE DO THAT? WELL, WE DO SOME OF THESE THINGS, OR WE WANT TO HAVE A STAFF THAT WANTS TO COME TO WORK ON MONDAY.

AND HOW DO WE DO THAT? WE DO SOME OF THESE.

THERE'S A STATEMENT ABOVE THESE THAT'S REALLY THE FOUR YEAR GOAL.

AND AND I'M STRUCK I AGREE WITH ALL THESE STATEMENTS BY THE WAY.

I THINK THESE ARE VERY IMPORTANT.

BUT THIS IS TO ME NOT A FOUR YEAR STATEMENT.

ALL OF THESE THINGS WE NEED TO DO FOR FOUR YEARS.

ABSOLUTELY. I MEAN, WE THESE ARE ALL IMPORTANT.

BUT WHAT IS THE REAL THING WE WANT HERE? WE WANT PEOPLE TO WANT TO BE HERE AND WE WANT THE BEST PEOPLE HERE.

WE WANT THE BEST PEOPLE IN THE BEST JOBS FOR THEM.

AND, AND, AND THAT'S TO ME WHERE WE SHOULD BE HEADING HERE.

THE. THAT'S GOOD.

THE YOU KNOW, SUPPORT AND ENGAGE I LIKE I, I YOU KNOW I, I GUESS I WANTED THAT PRIORITY TO RING LIKE TOP WORKPLACE.

LIKE THIS IS THE BEST PLACE TO WORK IN SAN ANTONIO.

SO WE WE WENT WITH TOP WORKPLACE CULTURE.

LIKE THAT. THAT WAS OUR PRIORITY.

AND THEN, BY THE WAY, OUR MEASURES, WE WERE ACTUALLY IN THE TOP WORKPLACE, YOU KNOW, WE WERE WE WERE COMPETING AGAINST VALERO AND, YOU KNOW, EVERYONE ELSE.

AND THAT THAT BECAME ONE OF OUR MEASURES.

I YEAH, I'LL JUST LEAVE IT AT THAT.

SO I DON'T IT'S LIKE BOLSTERING UP THE SUPPORT MAYBE WITH THIS TOP WORKPLACE CONCEPT IS THAT I GUESS I WOULD LOOK AT ONE OF THOSE THINGS AND SAY LIKE RECRUIT TOP QUALITY STAFF FOR ALL POSITIONS.

WHY? YEAH.

WHAT IS THE WHY THERE.

THAT THAT'S WHAT I'M MISSING IS WE KNOW I THINK WE KNOW THE WHY.

I THINK THE WHY IS INSIDE OF US.

BUT I DON'T THINK THE WHY IS ON THE PAPER.

I THINK THAT'S KIND OF THE WHY IS THE PRIORITY NOW.

I THINK THE WORDING I'M SORRY, I THINK THE WORDING OF THE RECRUIT TOP QUALITY STAFF CAN WE CAN BOLSTER THAT UP TO MAKE IT MORE.

WE'RE LIKE AN OBJECTIVE, I GUESS, IN ONE.

THAT COULD STAND UP TO FOUR YEARS.

THERE'S GOING TO BE A LOT OF, HOW'S.

WELL, LET ME JUST GO. LET ME JUST.

THERE ARE A LOT OF HOUSES TO THOSE THREE WATTS.

LET ME JUST ASK IT THAT WAY.

IS THAT FAIR? LIKE YOU'RE YOU'RE GOING TO BE CHALLENGED TO TO NARROW IT PROBABLY TO JUST THE THREE MOST IMPORTANT STRATEGIC ACTIONS.

RIGHT.

GET SOME. JUST.

WE'RE PLAYING PLAYING A GAME HERE.

HYPOTHETICALS. SO RECRUIT, WHAT'S A STRATEGIC ACTION? POTENTIALLY LIKE IN YOUR MIND.

LIKE, WHERE ARE YOU? LIKE WHAT WOULD GO OVER INTO ONE A.

WELL, FOR US RIGHT NOW, I THINK WE'RE LOOKING AT, YOU KNOW, VERY PINPOINTED RECRUITING.

YOU KNOW, OBVIOUSLY SOCIAL MEDIA, BUT ALSO SOME REALLY, RELATIONSHIP BUILDING TYPE OF, RECRUITING THROUGH, YOU KNOW, UNIVERSITIES AND EVEN INDIVIDUALS. RIGHT? AND THEN AGAIN, I DON'T REMEMBER WHO REFERENCED THE STOP START LIKE I'M LOOKING.

ELLEN DID LIKE, I SEE KEY STRATEGIC ACTIONS IN THE AIR VERSION OF THIS THAT ARE RIGHT THERE, RIGHT? I MEAN, LIKE, THAT'S WHAT I SEE IN HERE.

BUT I GO BACK TO FOUR YEAR STATEMENT.

AND IF. OH, THAT'S A STRETCH.

THAT'S WE'RE REACHING.

WE'RE CREATING A OUR OUR.

WE'RE THE ONES CREATING THE VISION THE FOUR YEAR OUT.

WE WANT TO DO THIS.

HOPEFULLY WE'RE DOING THIS 2.1 TODAY RIGHT? I MEAN I STRUGGLE WITH WHAT IS WHAT ARE THE FOUR STEPS.

WHAT IS THE FOUR YEAR PLAN TO GET TO NUMBER 2.1 IS WHAT I'M STRUGGLING WITH.

OKAY. I ALSO THAT HELP.

I ALSO DON'T KNOW THAT IT'S WRONG FOR US TO HAVE THINGS ON THIS DOCUMENT THAT ARE EVERGREEN.

IS THAT ESPECIALLY WHEN THE WORLD IS CHANGING UNDERNEATH US AND I THINK THE TEACHER PIPELINE RECRUITMENT, ALL OF THAT IS CHANGING UNDERNEATH US

[00:50:09]

JAMES, I WONDER IF IT'S THE, THE PRIORITY THAT'S HANGING YOU UP.

I MEAN, MAYBE THAT BECAUSE RIGHT NOW WE HAVE SUPPORT AND ENGAGE AND THAT SEEMS MORE LIKE AN OBJECTIVE THAN A PRIORITY.

AND MAYBE THAT INSTEAD OF SUPPORT AND ENGAGE STAFF, IT'S, YOU KNOW, YOU KNOW, BEST STUFF EVER OR SOMETHING LIKE THAT.

YEAH. BUT IT'S AND I MEAN WITH THAT IS THAT.

WHAT YOU'RE THINKING.

NO. IT'S OKAY. WE CAN WE CAN GO ON.

BUT I THINK THESE ARE.

BECAUSE THESE ARE NOT REACH STATEMENTS TO ME.

I MEAN, THEY'RE GREAT.

WE NEED TO DO THEM. ABSOLUTELY.

100% AGREE WITH THAT. WHAT IF ON 2.1 IT READ HIGHEST QUALITY RECRUITMENT AND INDUCTION SYSTEMS TO ENSURE TOP QUALITY STAFF FOR ALL POSITIONS.

OKAY, I SEE, I THINK THE WORDING LIKE WE CAN GET THE ADJECTIVES IN THERE TO KICK THAT UP A NOTCH.

THEN IT'S EVERGREEN STILL JENNIFER, BUT IT'S MORE OF A STRETCH STATEMENT.

IF I THROW INNOVATIVE.

BUT THAT'S, YEAH.

THAT PRIORITY.

I THINK THE WORDING, WE COULD TWEAK THE WORDING ON THAT PRIORITY.

THANK YOU FOR COMING BACK.

THANK YOU. THAT'S A GOOD IDEA.

SUPPORT IT. THIS NEEDS TO POP MORE.

YEAH THAT WHAT WE'RE SAYING.

WHAT IS OUR PRIORITY.

OUR PRIORITY ARE NUMBER ONE OUR STAFF OUR COMMUNITY OUR CULTURE TOP WORKPLACE CULTURE IN THE WORLD.

YEAH. CENTRAL TEXAS, IF YOU AND IF YOU JUST SAY TOP WORKPLACE CULTURE, THEN THAT CAN MEAN THE WORLD, CENTRAL TEXAS, YOU KNOW, THE UNIVERSE LIKE IT'S HOWEVER BIG WE WANT TO DEFINE THIS. THIS IS A SIMPLE OBSERVATION.

HERE IS WHEN YOU KEEP WORDSMITHING IT AND IT SOUNDS GOOD, YOU'RE TAKING THE VERB OUT.

THE VERB BELONGS IN COLUMN THREE, RIGHT? RIGHT. IS THAT ONE WAY OF LOOKING AT THIS? I THINK THAT I THINK THAT'S HELPFUL.

YOU'RE RIGHT. WORKPLACE CULTURE NOT CREATE IT BUT JUST HAVE IT CORRECT.

YEAH. WELL, LIKE TOP WORKPLACE CULTURE EITHER.

YEAH. WHATEVER.

WE'RE TAKE IT OFF.

JODY I TOLD YOU PUT IT ON THERE.

THEY'LL TELL YOU IF THEY LIKE IT OR NOT.

PRIORITY IS. AND THIS REALLY IS JUST KIND OF POPCORNING IT OUT THERE.

SO OUR PRIORITY, IT'S OUR STAFF.

OUR STAFF IS OUR PRIORITY.

IS THERE SOMETHING ABOUT OUR STAFF? IS IT EXCEPTIONAL STAFF? IS IT, YOU KNOW, WHAT ARE WE WHAT DO WE WANT? WHAT ARE WE. WHAT IS WHAT IS OUR FOCUS, OUR REGARDING STAFF.

I WOULD SAY ENGAGE BECAUSE THAT'S THAT.

THOSE ARE THOSE VERBS.

I WISH I HAD A OTHER THAN JUST SAYING, WE WANT YOU TO MOVE ON.

I WONDER IF THE PEOPLE WHO ARE ACTUALLY EMPLOYED HERE MAY HAVE A THOUGHT ON THIS AS WELL.

WHAT WHAT WHAT RESONATES AS WHAT WOULD YOU.

I MEAN, YOU'RE ALREADY HERE.

WHAT DO YOU WANT THE GOAL TO BE? I THINK, A WORD.

I DON'T KNOW IF WE'VE HAD IT IN THE PAST, ATTRACT.

AND SO IT'S HARD TO NECESSARILY RECRUIT INDIVIDUALS IF THEY DON'T KNOW ABOUT YOU OR WHAT THE GREAT THINGS THAT YOU'RE DOING.

SO I THINK AN ATTRACTION TO, TO THERE IS AN ATTRACTION TO THE DISTRICT, RIGHT, THAT IT'S SOMETHING THAT WE CAN'T NECESSARILY EXPLAIN.

BUT ONCE YOU'RE HERE, YOU KIND OF GET IT.

AND IT'S, IT'S IT'S MUCH EASIER TO RETAIN, YOU KNOW, ONCE YOU GET HERE AND WE HAVE THE CULTURE THAT WE HAVE, IT IS A TOP WORKPLACE CULTURE, BUT WE HAVE TO ATTRACT THEM HERE, IN ORDER FOR THEM TO, TO REALIZE THAT AND FOR US TO, TO RETAIN THEM, WE CAN'T RETAIN SOMEONE WHO'S NOT HERE.

SO I THINK THE ATTRACTION PIECE, IS IS KEY.

I MEAN, THAT'S SOMETHING FOR ME.

I'LL TELL YOU THE MY STORY IS DIDN'T KNOW A WHOLE LOT ABOUT EANES.

BUT THEN I STARTED TO TO KNOW SOME PEOPLE AND LEARN MORE ABOUT EANES.

AND THEN THERE'S AN ATTRACTION.

AND ONCE YOU GET HERE, IT'S A GREAT PLACE TO BE.

CAN YOU SCROLL UP? HOW DID WE WORD THE OTHER ONES THAT WE'VE DONE SO FAR? WELL. NO, THERE THERE WAS THERE WAS ONE MORE THAT WE DID.

THERE WAS ONE MORE WE DID LAST NIGHT.

IT'S AT THE BOTTOM. IT'S AT THE BOTTOM.

SO I MEAN FOCUS.

THAT'S STILL A VERB.

CAN YOU, CAN YOU SCROLL DOWN JODI, TO THE OTHER ONE THAT WE DID.

YEAH. FOSTER, I MEAN.

THESE ARE RIGHT. RIGHT? YEAH. SO I MEAN.

I WOULD SAY THAT THEY NEED TO BE REWARDED.

I THINK THAT WAS THIS IS THESE ARE JUST IDEAS.

YEAH, YEAH, YEAH I GET, I GET THAT.

BUT YEAH.

SO IF WE'RE REWORDING JODY BECK ON THE STAFF ONE WHAT.

SO WHAT ARE KEY WORDS AND PHRASES.

[00:55:02]

WHAT'S MISSING? IS A CULTURE.

I THINK THAT'S PART OF THE PROBLEM IS THAT, LIKE, WE WANT TO SUPPORT AND ENGAGE OUR STAFF.

THAT'S. DOES THAT SAY THAT'S IT.

LIKE BUT WE WANT TO DO.

BUT IS THAT OUR PRIORITY? I DON'T IT'S SO NUANCED BUT I LIKE BUT JEREMY, I LIKED WHAT YOU SAID.

AND IT GOT ME SORT OF SORT OF THINKING THAT WE WANT TO LIKE IT'S ALMOST LIKE ELEVATE.

WE WANT TO HIGHLIGHT, YOU KNOW, OUR STAFF AND, AND THIS IS I MEAN, THIS IS REALLY I OBVIOUSLY I HAVEN'T THOUGHT THIS THROUGH AT ALL. BUT.

IT'S THAT SORT OF WHAT YOU WERE THINKING THAT BECAUSE ATTRACT.

MEANS TO ME.

BRING THEM IN.

BUT WE WANT TO HIGHLIGHT OR ELEVATE OR.

I'M JUST TRYING TO.

YEAH. THERE'S SO MANY INCREDIBLE STORIES ABOUT THE STAFF THAT ARE HERE.

SO YOU START SHARING THOSE AND ALL OF A SUDDEN YOU GET A LOT OF TRACTION, MAYBE NOT A TRACTION BECAUSE WE'RE COMPETING WITH THE SURROUNDING DISTRICTS.

AND SO HOW DO WE SEPARATE OURSELVES FROM EVERYONE AROUND US? KIM AND THEN DIANE.

BUT ALL OF THESE ISN'T THAT THEN LIKE ENHANCING THE STAFF EXPERIENCE SO THAT THEY ARE RECRUITED SO THAT THEY ARE GROWING SO THAT THEY ARE STAYING WITH US.

SO IF WE'RE LOOKING AT HOW DO WE SUPPORT THE STAFF? I MEAN, IT'S IT'S ALL OF THAT.

IT'S IT'S MAKING SURE THAT THE STAFF'S EXPERIENCE HERE, I MEAN, WE'RE BRINGING THEM IN FOR OUR STUDENTS AND OUR DISTRICT, BUT WHAT WE'RE KEEPING THEM THROUGH VARIOUS WAYS AND I KEEP COMING BACK TO AND I DON'T KNOW THAT THIS IS THE RIGHT WORD, BUT IT'S IT'S ENHANCING THAT AND MAKING SURE THAT THEY'RE COMING TO US AND THEY'RE STAYING WITH US, AND THEY'RE GETTING WHAT THEY NEED PROFESSIONALLY SO THAT THEY CAN BE THE BEST TEACHER THAT THEY ARE.

YES. AND THEN THERE ARE BEST RECRUITMENT TOOL.

CORRECT? RIGHT THERE ARE.

RIGHT, DIANE.

AND THEN MOLLY, DID YOU HAVE A OKAY DIANE.

AND THEN MOLLY, WOULD IT BE HELPFUL TO AGAIN BACK TO THAT VERB THING WITH THE SUPPORT AND ENGAGE STAFF? I LOVE THOSE WORDS.

WHAT IF WE SAID SUPPORTED AND ENGAGED STAFF.

THAT'S OUR PRIORITY.

AND THEN WE BUILD OUR GOALS FROM THERE.

I SEE SOME HEAD NODDING FROM LAURA.

I, I THINK, BUT WHAT YOU HAVE TO DO THOUGH.

AND I JUST ADDED EXPERIENCE AT THE END.

SUPPORTED AND ENGAGED STAFF EXPERIENCE OR SOMETHING.

IF YOU DO THAT, ALL OF YOUR OTHER PRIORITIES HAVE TO BE PARALLEL.

SO WE'RE NOT JUST CHANGING ONE PRIORITY, THEN WE'RE CHANGING THE WORDING ON ALL OF OUR PRIORITIES.

SO NOT TO SAY THAT THAT'S NOT A GOOD THING, BUT WE JUST HAVE TO BE PREPARED TO GO BACK THROUGH AND REWORD.

I THINK THAT'S A GOOD POINT.

AND I THINK I'M SEEING HEAD NODS THAT YOU ALL ARE SAYING, YES, DO THAT.

LIKE LIKE MAKE THEM PARALLEL TO THIS.

WE DON'T HAVE TO DO THAT HERE UNLESS YOU WANT TO, BUT WE'LL FOLLOW THAT AS THE MODEL.

I LIKE THAT. DOES THIS OKAY? IS THIS THE WORDING THAT DID.

DID JODI CAPTURE WHAT WE SAID.

BUT THERE'S TWO. THERE WERE TWO THAT SEEMED TO RESONATE THAT SHE STILL HAS UP THERE.

OKAY. YOU COULD CHANGE THAT SECOND ONE TO ENHANCE STAFF EXPERIENCE.

OR IS THAT GIVE THE SAME? NOT QUITE DOES IT? AND I JUST I WANTED TO CAPTURE THE ENTIRE EXPERIENCE.

AND THAT'S ALL OF WHAT HR DOES, I THINK, OR THE DISTRICT DOES FOR OUR STAFF AND IN THIS CASE.

SO I THINK NORMALLY WHEN YOU'RE TALKING ABOUT PEOPLE EMPLOYING PEOPLE, EXPERIENCE MEANS HOW MANY YEARS HAVE YOU BEEN DOING YOUR THING? WHAT? YOU MEAN SOMETHING ELSE HERE, DON'T WE? I MEAN, WE MEAN THE WHAT YOU'RE DOING WHEN YOU'RE HERE OR NOT.

IT'S NOT A JOB DESCRIPTION.

IT'S A CULTURAL EXPERIENCE, OF HOW STAFF IS GROWING AND BEING ABLE TO SUPPORT STUDENTS AS WE AS WE WORDSMITH IS IT'S NOT JUST GOING AFTER PEOPLE WHO HAVE A LOT MORE EXPERIENCE WHEN WE HIRE THEM.

IT'S THE EXPERIENCE YOU HAVE WHEN YOU'RE HERE, RIGHT? YEAH, RIGHT. GROWTH OPPORTUNITY.

THAT'S WHAT WE WANT.

WOULD YOU ALL LIKE TO LEAVE THOSE TWO IN THERE, OR TRY TO ELIMINATE ONE AND JUST LEAVE THE TWO IN THERE AND LET THE TACTICAL TEAM HAVE THOSE BOTH AS THOUGHT.

THOUGHTS. TRUSTEES.

LANDO ONE. WOULD IT HELP? WOULD IT HELP TO LANDO ONE? I MEAN, I HEAR A LOT OF CHATTER OVER THERE.

SPEAK UP. OKAY.

ALL RIGHT. SHARE.

ALL RIGHT. GOOD POINT.

THANK YOU. I THINK WE WERE COMING.

[01:00:07]

I THINK WHEN WE SAID LIKE SUPPORTED, I EVEN WROTE THAT DOWN.

BUT IT SOUNDED A LITTLE WEIRD SAYING SUPPORTED.

WHO'S SUPPORTING? WHO? BUT THE PRIORITY IS TO HAVE A SUPPORTIVE AND ENGAGED STAFF.

I MEAN, I'M MAYBE.

AND THE ACTION IS MORE OF THE ENHANCE THAT STAFF EXPERIENCE.

YEAH. LIKE FOSTER OR CREATE OR SOMETHING OR ENSURE.

YES. BUT THEN MOLLY WAS LIKE, WELL WE'RE TRYING TO GET AWAY FROM THE VERB.

WELL I DON'T KNOW. COLUMN THREE THE STRATEGIC ACTIONS SHOULD ALL BEGIN WITH A VERB BECAUSE IT'S THE HOW.

SO THAT'S THE ONLY KIND OF HARD RULE.

THEN GENERALLY SPEAKING BACK TO THE LEFT OBJECTIVES AND PRIORITIES.

YOU'RE JUST TRYING TO MAKE THEM CONSISTENT AND MAKE THEM SAY LIKE WHAT IS IT? WHAT IS THE FEEL? THAT'S WHAT LIKE I CAN SEE WHAT THOSE WORDS SAY, BUT HOW DO I FEEL WHEN I SAY THEM? AND I WILL TELL YOU, I THINK IF WE DO THIS RIGHT AND WE STICK TO THESE, PRIORITIES, THESE TWO TEAMS AT THE VERY LEAST, WILL HAVE THOSE SIX PRIORITIES MEMORIZED.

YOU'LL SAY THEM SO OFTEN.

THAT YOU WON'T EVEN HAVE TO LOOK AT A CHEAT SHEET LIKE, YOU KNOW.

SO IT IS IMPORTANT FOR THEM TO BE PARALLEL AND TO SAY WHAT YOU MEAN AND THE WAY YOU WANT THE FEELING TO BE, BECAUSE THERE WILL BE REPEATED OFTEN.

I GET WHERE YOU'RE GOING WITH THE SUPPORTIVE, BUT FOR SOME REASON, TO ME THAT FEELS MORE LIKE THIS.

WE'RE EXPECTING THE STAFF TO BE SUPPORTIVE OF OTHER STAFF, AND THAT'S NOT THE FEEL THAT I'M GOING FOR.

IT'S MORE THAT I WANT THE STAFF TO FEEL SUPPORTED BY THE SYSTEM, BY THE BOARD, BY THE CABINET, BY THEIR PRINCIPAL, BY THE COMMUNITY, BY EVERYTHING.

SO. I'M LOOKING FOR THAT.

YOU KNOW, LIKE WE YOU'RE HERE, WE SUPPORT YOU.

WE'RE GOING TO DO EVERYTHING IN OUR POWER TO MAKE THIS THE PLACE THAT YOU WANT TO STAY.

WHAT ABOUT SUPPORTED AND ENGAGED STAFF EXPERIENCE? YEAH. SUPPORTED AND ENGAGED STAFF EXPERIENCE.

I, I, I GO BACK TO KIND OF MY WORK LIFE AND I, WE JUST HAD A BIG DISCUSSION ON WE CALLED IT FRONTLINE OBSESSION AND IT WAS IN A, IT WAS IN A MANUFACTURING ENVIRONMENT, AND IT WAS THAT WORD OBSESSION THAT KIND OF GRABBED EVERYBODY, YOU KNOW, AND PEOPLE GOT EXCITED ABOUT HOW DO WE SUPPORT OUR STAFF.

AND THAT WAS MY THINKING.

SO, I LOOK AT ALL THE WORDS AND I, YOU KNOW, THE WORDS THAT I THREW OUT, I WANT THE WORDING TO MAKE US EXCITED ABOUT HOW WE SUPPORT OUR STAFF.

THE CLINICAL TERM.

I'M SORRY. WELL, YEAH, SOMETHING LIKE THAT.

I MEAN, I KNOW THAT'S PROBABLY NOT.

YOU KNOW, WE DON'T WANT TO GET CRAZY.

WELL, WHAT ABOUT RELENTLESSLY SUPPORTING AND ENGAGING OUR STAFF? NO. RELENTLESSLY.

BUT WE'RE NOT STOPPING UNTIL.

RELENTLESS STAFF ENGAGEMENT.

I YEAH, I MEAN, IF YOU WANT TO FEEL IF YOU WANT TO FEEL A WORD RELENTLESS AS A FEEL WORD LIKE THERE'S IT'S HARD TO I LIKE IT TOO.

I JUST WE'RE GOING TO HAVE TO MAKE ALL OF THESE POP THAT.

WELL, ULTIMATELY I THINK THAT'S GOING TO BE THE CHALLENGE.

THAT'S OKAY. WE'LL WE WILL.

I DON'T KNOW. RELENTLESS STAFF ENGAGEMENT.

BUT AGAIN, I THINK IT WAS IMPORTANT.

YEAH. YEAH, YEAH.

OKAY, THERE'S OUR POP MODEL.

HOW ABOUT THAT? WE'VE GOT WE'VE GOT OUR POP WEAR AS A MODEL.

EVERYBODY GOOD WITH THE THREE? CLAUDIA. SORRY, SORRY.

SO. WHERE DOES THE RECRUITING.

PART FALL INTO THAT, THOUGH.

I'M NOT SEEING A.

LINE THERE.

I THINK THE WAY I SEE IT IS THAT KIND OF LIKE WHAT LAURIE WAS SAYING, THAT IF WE, YOU KNOW, SOME OF OUR, OUR CURRENT STAFF ARE OUR BEST AMBASSADORS.

AND SO IF WE'RE SHOWING THAT WE AND GRANTED LIKE TO JEREMY'S POINT, THOUGH, YOU KIND OF HAVE TO KNOW SOMEBODY HERE OR HEAR ABOUT US TO KNOW THAT WESTLAKE IS THE BEST LAKE.

BUT. I SEE YOUR POINT THOUGH ABOUT THE ATTRACTING PART, JUST BECAUSE I THINK ONCE YOU GET INTO THE.

[01:05:09]

DIFFERENT THAN THAT PRIORITY.

THEY WON'T NECESSARILY MATCH.

BECAUSE I DON'T FEEL LIKE YOU HAVE A THROUGH LINE.

IS IT POSSIBLE TO LOOK AT THE WORD ENGAGEMENT AS EVEN ENGAGING THEM BEFORE THEY'RE ACTUALLY.

EMPLOYEES. YOU KNOW THAT STEP ONE, THAT STEP ZERO, PERHAPS OF ENGAGEMENT IS THE RECRUITMENT.

I'M JUST TRYING TO MAKE IT FIT BECAUSE I AGREE WE NEED TO MAKE RECRUITMENT WORK IN THERE.

SO THE.

GOT MINE OPEN TOO.

SO. I JUST SIDEBAR WITH JODY, THESE FEEL ABOUT RIGHT FOR THE STARTING POINT.

THEN YOU START TO BUILD OUT, AND THEN WHEN WE'RE BACK AT THE FEBRUARY WHATEVER BOARD MEETING, WE'LL FIND OUT WHERE THE STRUGGLE WAS TO ALIGN.

YEAH, RIGHT. YOU GUYS HAVE TO SAY THAT, OKAY, THAT DAY LIKE THAT SOUNDED RIGHT.

BUT AS WE TRIED TO BUILD IT OUT, LIKE WE COULDN'T ANCHOR, YOU KNOW, TO THAT.

SO IS THIS A RECOMMENDED TWEAK TO THE OBJECTIVES SO THAT WE CAN BUILD THE WORK SOMEWHAT? WE GET ASKED THIS QUESTION ALL THE TIME.

DOES THIS PROCESS GO LEFT OR RIGHT? DOES IT GO RIGHT TO LEFT.

AND THE ANSWER IS YES.

IT'S. AND I WANT US TO TALK ABOUT OUTCOMES HERE IN A LITTLE BIT OF TIME PERMITS.

BECAUSE YOU ALMOST HAVE TO SAY WHAT'S THAT BIG EVIDENCE POINT AT THE END TO HELP THEM DEFINE WHAT THE ACTION IS? RIGHT. YOU'VE GOT TO HAVE THE EVIDENCE POINT.

SO IT'S ALMOST LIKE YOU START, YOU GO TO THE RIGHT, YOU COME BACK TO THE LEFT, BACK TO THE MIDDLE.

IT'S JUST THIS CONSTANT BACK AND FORTH.

CHRIS, DID YOU RAISE A HAND? NO. OKAY. I WAS LIKE, YOU'RE BRAVE.

OKAY. WHATEVER.

CHRIS, IT'S YOUR TURN. NO.

SHOULD WE MAYBE TABLE THIS ONE? AND. AND I THINK WE'RE AT A GOOD ENOUGH POINT.

IF YOU ALL ARE TO TAKE.

WE'LL GET OUR CREATIVE JUICES FLOWING ON ANOTHER ONE AND MAYBE COME BACK AND SPEND SOME OF THOSE ON THIS ONE LATER.

CAN I THROW SOMETHING IN HERE THAT MAY BE RELEVANT HERE, BUT IT MAY BE RELEVANT SOMEWHERE ELSE? AND WHEN I LOOK AT OUR WEAKNESSES THAT WE'VE IDENTIFIED IN THE SWOT, THINGS LIKE NEW AND EXPERIENCED TEACHERS, PRINCIPALS DON'T HAVE TIME TO BE INSTRUCTIONAL LEADERS BECAUSE OF OTHER CONSTRAINTS, UNEVEN IMPLEMENTATION, OCCASIONAL IMPLEMENTATION GAPS.

TO ME, IT'S REAL IMPORTANT THAT WE HAVE SYSTEMS IN PLACE THAT COACH AND EVALUATE AND MONITOR AND MAKE SURE THAT THAT OUR, OUR WONDERFUL STAFF IS PERFORMING CONSISTENTLY.

WITH THE TOOLS THAT WE, SO THAT GETS INTO A WHOLE LOT OF THE INSTRUCTIONAL PIECES AS WELL.

SO I DON'T KNOW IF IT BELONGS IN STAFF, BUT TO ME, IT'S REAL IMPORTANT THAT WE THINK ABOUT HOW THAT SYSTEM OF SUPPORT AND COACHING FITS IN.

I OFTEN THINK ON THE STRATEGIC ACTION WHEN WHEN WE ZOOM, I'M ASSUMING, YOU KNOW, NEXT WEEK OR WHATEVER THE THE STRATEGIC ACTION COLUMN WITH THE TACTICAL TEAM.

I'VE MENTIONED THE ACTION VERB A WHILE AGO.

I ALSO THINK THAT THE WORD SYSTEMATIC SHOULD APPEAR.

REGULARLY IN THAT COLUMN BECAUSE WE'RE NOT BUILDING SOMETHING AS A ONE AND DONE.

IT'S DO WE HAVE WELL DEFINED, REPEATABLE PROCESSES TO MAKE THIS HAPPEN? SO I THINK YOU'LL START SEEING THE TERM SYSTEMATIC IN COLUMN THREE.

NOW SYSTEMATIC COULD LIVE IN COLUMN TWO.

BUT SYSTEMATIC TO ME IS A LITTLE BIT MORE ABOUT THE HOW, NOT THE WHAT.

LIKE THAT'S HOW HOW WE'RE DOING IT.

WE'RE NOT JUST DOING IT ONE TIME AND IT'S OVER.

WE'RE REPEATING THAT EXCELLENCE OVER AND OVER AND OVER AGAIN.

ARE WE GOOD ON WHAT'S ON THE SCREEN FOR FOR FOR A POINT.

AND COULD I SUGGEST WE SPEND 20 MINUTES ON COMMUNITY AND THEN TAKE A BREAK FOR A LITTLE BIT? I THINK THAT SOUNDS GREAT, BUT VERY GOOD.

JUST IN AND RESOURCE.

SO WE HAVE COMMUNITY AND THEN WE HAVE FINANCE FACILITY AND ASSET.

[01:10:02]

YOU KNOW, WE WE GOT TO THAT WHO OWNS THE GOVERNANCE AND COLLABORATE AS BOARD AND SUPERINTENDENT I, I HAVE A THOUGHT THAT IT MAY BE MORE IMPORTANT TO PIVOT TO THAT OUTCOME CONVERSATION ABOUT THE OTHER ONES BEFORE HAVING THAT.

WHO WHO OWNS THAT? BECAUSE I THINK THAT'S GOING TO HELP US, THIS TEAM HAVE WHAT THEY NEED.

THAT ALMOST THAT LAST ONE ALMOST FEELS LIKE A BOARD CONVERSATION, YOU KNOW, IF THAT MAKES SENSE.

OKAY. SO THEN WE'LL DO COMMUNITY AND THEN FINANCE.

AND THEN WE'RE GOING TO TALK ABOUT OUTCOMES.

OKAY. ENGAGE COMMUNITY.

YES, MA'AM. I'M JUST GOING TO BRING BACK UP THAT PIECE THAT WE TALKED ABOUT EARLIER THAT WE HAVE DOWN IN THE GOVERNANCE PORTION, THE ADVOCACY PIECE, BECAUSE I THINK THAT IS PART OF THIS, THAT AT LEAST THAT WAS WHAT I WAS HEARING FROM DIANE.

WE CAPTURED BECAUSE THAT AS ONE OF YOUR STRATEGIC OBJECTIVES, BUT IN THE GOVERNANCE AND COLLABORATE AS A BOARD, BUT ALSO SHOULD THIS FALL UNDER COMMUNITY.

THANK YOU. GOOD.

GOOD STARTING POINT.

WHAT? WHAT DO YOU HAVE IN THERE? YOU REALLY JUST HAVE THE CONVERSING, LISTENING LIKE THAT'S THE PIECE THAT YOU HAVE IN THERE.

SO DO WE WANT TO KEEP THAT? I'M ASSUMING LIKE THAT CARRIES OVER.

OKAY. AND WE MAYBE NOT ALL EMPLOYEES.

WE JUST SAY OUR COMMUNITY FOR NOW, JUST JUST OUR COMMUNITY.

YEAH. THAT'S GOOD. YEAH.

JUST, PERFECT.

EVERYBODY GOOD WITH THAT? LOOK, WHATEVER THAT MEANS.

WE KNOW THAT GOES THERE.

WHAT ELSE ARE WE DOING WITH COMMUNITY? IS THERE AN EDUCATIONAL COMPONENT OF.

SO MUCH AROUND SCHOOLS AND CHANGING PUBLIC EDUCATION.

AND I DON'T KNOW IF THAT FALLS INTO THAT CATEGORY OR IF IT'S MORE TACTICAL.

YEAH, SOMETHING SOMETHING ABOUT EDUCATING THE COMMUNITY ON.

SCHOOL, BUT I WANT IT TO BE BROAD.

EDUCATIONAL ISSUES.

THAT'S TOO MUCH EDUCATION IN ONE SENTENCE.

BUT ON. YEAH, YEAH.

AND I WONDER IF IT'S CHALLENGES.

I WONDER IF IT'S NOT LEVERAGING LEVERAGING THE AMAZING RESOURCES WE HAVE.

AND I'LL GIVE YOU AN EXAMPLE.

IN MY EXPERIENCE, ONE OF THE MOST SUCCESSFUL TIMES WE'VE EVER HAD WITH ADVOCACY WAS WHEN WE, TRIED TO FIGURE OUT WHO LIVED IN OUR DISTRICT.

AND ABOUT 90% OF THE LOBBYISTS DOWN AT THE CAPITOL AT THE TIME WERE LIVING IN OUR DISTRICT.

AND SO RATHER THAN US SPEND OUR TIME ON OUR LEGISLATORS WHO WERE FRIENDLY, WE SPENT OUR TIME EDUCATING THOSE LOBBYISTS, MANY OF WHOM WERE WORKING FOR CAUSES THAT WERE NOT NECESSARILY FRIENDLY TO PUBLIC EDUCATION. BUT WHEN WE PERSONALIZED IT AND HELPED THEM UNDERSTAND WHAT A DIFFERENCE IT MADE IN THEIR HOMES AND TO THEIR CHILDREN AND IN OUR COMMUNITY.

WE GOT A LITTLE BIT OF TRACTION IN THAT, FEEDING INTO THEIR CONVERSATIONS AND UNDERSTANDING OF PUBLIC EDUCATION ISSUES. AND WE HAVE LOTS OF LOTS OF CEOS, LOTS OF INDUSTRY LEADERS.

I MEAN, IN TERMS OF CTE FUNDING, YOU KNOW, IF MICHAEL DELL MADE THAT HIS PRIORITY, ONE OF OUR CONSTITUENTS, WOULD THAT MAKE A DIFFERENCE IF WE COULD MOBILIZE SOME OF THE RESOURCES THAT WE HAVE IN OUR COMMUNITY THAT WE HAVEN'T NECESSARILY THOUGHT ABOUT IN TERMS OF THEIR ABILITY TO INFLUENCE? YEAH. IS THAT SO? JODY CAPTURED LEVERAGE COMMUNITY RESOURCES.

AND THEN HEATHER, YOU HAD MENTIONED ADVOCACY.

SO AND THEN I THINK THERE'S TWO LAYERS OF ADVOCACY HERE.

ONE IS LOCAL AND THEN ONE IS STATE.

AND IT COULD BE NATIONAL ALTHOUGH I DON'T.

OKAY. THANK YOU. LIKE, IT'S JUST LIKE, YEAH, WHAT'S THE POINT? I MEAN, LIKE, WE'VE GOT IT. I THINK IT'S STAY.

ADVOCACY COULD.

MICHAEL FULLAN.

DEFINES ADVOCACY AS COHERENCE MAKING.

I JUST LOVE THAT, LIKE, MEANING MAKING.

THAT'S RIGHT. AND I THINK THAT LINKS UP TO WHAT YOU'RE SAYING, ELLEN.

SO YOU OWE DOCTOR ARNETT.

I THINK THIS IS A GOOD EXAMPLE, AND MAYBE WE JUST NEED TO THINK ABOUT THESE THINGS.

I UNDERSTAND THAT THAT IS IMPORTANT TO THE BOARD, BUT ULTIMATELY WE ARE THE ONES ADMINISTRATIVELY WHO HAVE TO FIGURE OUT A WAY TO MAKE THAT HAPPEN.

[01:15:02]

HOW DO WE DO THAT? AND DO WE HAVE THE BANDWIDTH TO DO THAT? AND IS THAT ULTIMATELY REALLY IMPORTANT? AND WILL WE REALLY SEE A RETURN ON INVESTMENT? SO I UNDERSTAND IT'S IMPORTANT.

I, I JUST WANT TO THINK AHEAD.

HOW DO WE CARRY THAT OUT? SOUNDS GOOD, BUT CAN IT REALLY BE ACHIEVED SO.

SO WE'LL GO TO HEATHER, THEN JEN, THEN LAURA, AND TO JEFF'S POINT.

AND I'M JUST GOING TO BE VERY HONEST.

WE HAVE ALWAYS, SINCE I'VE BEEN ON THE BOARD, INCLUDED THE LOBBYISTS AND STAFF MEMBERS AND IT IN OFTEN TIMES THEY ARE WORKING FOR OTHER PEOPLE THAT ARE IN CONFLICT WITH OUR GOALS.

AND THAT IS EXTREMELY FRUSTRATING WHEN WE ARE TRYING TO BRING THEM TO THE TABLE AND HAVE THEM UNDERSTAND WHY IT SHOULD BE SO IMPORTANT TO THEM, BUT WHEN THEY'RE GETTING PAID TO WORK FOR OTHER PEOPLE THAT DO NOT SUPPORT THE SAME THINGS WE SUPPORT, IT IS A VERY DIFFICULT PLACE TO PUT THEM, FRANKLY, AND THEN IT DOESN'T HELP US.

SO WE'RE JUST SPINNING OUR WHEELS.

I'VE FOUND WITH SOME OF THOSE THINGS, I THINK.

THANK YOU. JEN.

I, I'D ACTUALLY LIKE US TO LIKE TABLE THE DISCUSSION OF ADVOCACY WHEN IT COMES UNDER THIS BUCKET.

I THINK IT FALLS UNDER THE OTHER ONE.

AND I THINK WHEN WE WHEN WE BUILD OUT THE TACTICS FOR.

ADVOCACY, GOVERNANCE.

WE CAN PUT THE COMMUNITY IN ONE OF THOSE TACTICS RATHER THAN PUT IT IN THIS BUCKET.

IN THIS BUCKET.

I LIKE THE IDEA.

AND, JEFF, I DON'T KNOW THAT I QUITE FOLLOWED WHAT YOU WERE CONCERNED ABOUT WITH CAPACITY AND IF THAT WAS RELATED TO ADVOCACY OR SOMETHING ELSE.

LEVERAGING COMMUNITY RESOURCES, IF WE LEAVE IT AT THAT.

THAT'S INCREDIBLY BROAD.

RIGHT. AND WE'VE IT'S SOMETHING WE'VE BEEN ABLE TO TAKE ADVANTAGE OF IN THE PAST.

IF WE THINK ABOUT THE INCUBATOR, IF WE THINK ABOUT, YOU KNOW, OTHER, OTHER OPPORTUNITIES WHERE OUR PARENTS COME IN AND REALLY SUPPORT OUR STAFF AND OUR STUDENTS, I THINK THAT'S AN IMPORTANT THING FOR US TO.

CONSIDER KEEPING IN THERE.

BUT I ALSO THINK AS FAR AS ENGAGING THE COMMUNITY, I MEAN, WE HAVE CONVERSING, LISTENING TO I THINK THAT THERE NEEDS TO BE SOME OUTWARD EDUCATION FOCUS ON 3.3 OF HOW ARE WE GETTING THEM INFORMATION THAT IS GOING TO, IN YOUR WORDS, HELP US MOVE OUR DISTRICT FORWARD, AND WHETHER THAT'S INFORMATION ABOUT WHAT'S GOING ON AT THE LEDGE, WHETHER THAT'S INFORMATION ABOUT AN UPCOMING BOND OR A HOT TOPIC IN THE DISTRICT, HOW ARE WE, YOU KNOW, WHAT ARE THOSE TACTICS THAT Y'ALL CAN COME UP WITH TO HELP US? MOVE OUR, MOVE OUR COMMUNITY WHERE WE NEED THEM TO BE TO HELP US.

I TOTALLY AGREE WITH YOU, JEN.

AND A LOT OF IT KIND OF MAKES ME THINK ABOUT SOME OF THE POLITICAL THINGS THAT WE'VE HEARD IN THE PAST AND HOW DO WE MAKE SURE AND LIKE, I THINK WE DO A GREAT JOB OF PUMPING OUT THE POSITIVE, BUT IT ALSO HAS TO BE PUMPING OUT, YOU KNOW, THE THINGS WE MIGHT NEED SOME HELP WITH AND JUST MAKING SURE THAT WE STAY AHEAD OF ANY FALSE NARRATIVE, WHICH IS TOUGH.

I TOOK IT AS AN ANTIDOTE TO FALSE NARRATIVE.

AND IF YOU THINK ABOUT IT, 3.1, YOU'RE TALKING ABOUT SYSTEMS OF TWO WAY COMMUNICATION, AND 3.3 IS GETTING REALLY GOOD AT ONE WAY COMMUNICATION.

IF YOU JUST HAD 3.3 AS ONE WAY, I WOULD SAY, WAIT A MINUTE, YOU SHOULD LISTEN ALSO.

BUT YOU'VE GOT LISTENING, RIGHT, TOP, TOP LINE, YOU'VE GOT LISTENING.

LAUREN. THANK YOU.

DOCTOR ARNETT, CAN WE GO BACK TO YOUR, THE CONCERN ABOUT LEVERAGING COMMUNITY RESOURCES? I'D LIKE TO HEAR MORE ABOUT THAT.

IT'S IMPORTANT, AND I ALSO AM SENSITIVE TO THE TIME THAT THAT REQUIRES AND THE BANDWIDTH.

OF PARTICULARLY PEOPLE IN THIS ROOM TO DO THAT.

IN ADDITION TO THE WORK THAT THEY'RE ALREADY DOING.

AND SO THE THE KEY IS FINDING WAYS TO DO THAT WITHIN THE WORK THAT THEY'RE ALREADY DOING WITHOUT HAVING TO INCREASE OUR RESOURCES, AS WE HAVE CONVERSATIONS INTERNALLY ABOUT WHAT IT WOULD TAKE TO COMMUNICATE OR TO EDUCATE OUR COMMUNITY, TO ENGAGE WITH LEGISLATORS, LOBBYISTS AND OTHERS.

IT'S INCREDIBLY TIME CONSUMING GIVEN THE LIMITED STAFF THAT WE HAVE.

AND SO HOW DO WE DO THAT WITHIN OUR CONSTRAINED RESOURCES AND STILL SEE SOME RETURN ON THAT INVESTMENT? SO MAYBE IT'S THAT LEVERAGE IS, SHOWS UP UNDER THE TACTICAL BECAUSE WE'RE DOING IT SOMEWHAT ANYWAY, LIKE WITH WORKFORCE

[01:20:05]

WE'VE WORKED WITH OUR COMMUNITY RESOURCES.

I THINK OF IT ALSO AS YOU KNOW, IF CHAMBER OF COMMERCE.

SO MAYBE THAT LEVERAGE COMMUNITY RESOURCE FALLS COULD BE A TACTICAL, YOU KNOW, A WAY OF Y'ALL, MEETING SOME OF THESE OBJECTIVES, BECAUSE WE DO.

THE REALITY IS WE DO HAVE THESE PEOPLE IN OUR COMMUNITY, AND, IT WOULD HELP US.

I THINK IT COULD MAKE THINGS EASIER FOR US AND IT COULD BE A BENEFIT FOR US.

THAT WOULD IMPLY DOING MORE THAN WE'RE PRESENTLY DOING.

SO THAT'S JUST THE THING THAT WE HAVE TO BE MINDFUL OF.

SO I GOT LIKE.

LIKE IF WE'RE GOING TO LOOK AT CTE AGAIN, IT'S JUST, OKAY, I DON'T WANT TO INCREASE WORK.

I DON'T WANT TO INCREASE WORK FOR EVERYBODY.

IT JUST IT ALMOST FEELS LIKE LOW HANGING FRUIT IS WHAT IT DOES.

AND IT MAY BE THAT WE THAT'S WHERE WE FOCUS OUR EFFORTS IN PLACE OF SOMETHING ELSE THAT WE'RE CURRENTLY DOING.

SO. SO YEAH, I THINK, IT'S NOT.

SO I. SO MAYBE WE PULL THAT FROM STRATEGIC.

AND THAT'S JUST A TOOL IN THE TOOLBOX FOR THE TACTICAL TEAM.

IT IS TACTICAL, BUT WE'VE KICKED AROUND FOR A LONG TIME.

WHAT WOULD THE COST BENEFIT BE OF A BUSINESS DEVELOPMENT STAFF PERSON? YOU KNOW, IS THAT A PERSON WHO COULD DO THINGS LIKE THE INCUBATOR SO THAT IT DOESN'T? OVERLAP WITH THE ONGOING, COMMITMENTS THAT STAFF HAVE, BUT THAT THAT REQUIRES ADDITIONAL RESOURCES.

AND WILL THE BENEFIT BE ENOUGH TO JUSTIFY THAT BEING THE PRIORITY? AND I THINK, TOO, THAT WHEN CONSIDERING THAT IF WE WERE TO TURN TO DOCTOR ARNETT AND SAY, IF WE COULD GIVE YOU ONE PERSON TO DO SOMETHING, IS THAT WHERE THEY WOULD PUT THAT RESOURCE? I THINK THAT COMES DOWN TO THAT TOO.

WE'LL GO TO KIM AND THEN JEN.

WHEN I LOOK AT WHAT'S ON THE BOARD AND, AND THIS IS KIND OF TAKING EVERYONE'S COMMENTS, INCLUDING YOURS, JEFF.

YOU KNOW, WHEN I, WHEN I THINK OF COMMUNITY, I THINK OF.

THREE, ONE OF INCREASING WAYS OF LISTENING, AND I THINK WE DO A FANTASTIC JOB OF LISTENING, JEFF, ESPECIALLY IN THE LAST TWO YEARS, YOU KNOW, YOU'VE COME IN AND YOU'VE HAD THE DINNERS AND YOU'VE AND THERE'S SO MUCH.

OUTWARD DISCUSSION, BUT ALSO LISTENING AS PART OF BOTH STAFF DEVELOPMENT BUT COMMUNITY DEVELOPMENT, ALSO INVITING OUR PARENTS INTO SCHOOLS TO LISTEN AND, AND OTHER TOOLS.

I, I DON'T KNOW WHEN I SO WHEN I LOOK AT THAT, I DON'T KNOW HOW TO INCREASE THAT BECAUSE I THINK THAT WE'RE WE'RE DOING A GREAT JOB.

BUT SO MAYBE IT'S NOT INCREASING.

AS WE LOOK AT COMMUNITY.

IT'S CONTINUING MEANS OF GETTING THAT FEEDBACK I HAD.

THAT'S FUNNY. I HAD THAT EXACT THOUGHT EARLIER BECAUSE I HAD HEARD THAT YOU'RE DOING IT.

SO IT'S SUSTAIN WE'RE TALKING ABOUT SUSTAINING NOW.

THE ONE ENHANCEMENT COULD BE THAT IT'S NOT ON THERE AND IT MAY BE HAPPENING, BUT ARE WE TRANSLATING FEEDBACK.

IS IT ACTIONABLE? AND THAT THAT DOES NOT SAY THAT.

SO SEE I THINK INCLUDING THE ACTIONABLE FEEDBACK.

SO TWO THINGS HERE. NOW I AGREE IT DOESN'T NEED TO BE INCREASED.

DON'T START IT WITH INCREASE.

LIKE IF THE PATTERN FEELS ABOUT RIGHT, BUT THEN EMBED ACTIONABLE FEEDBACK AS WELL BECAUSE IT'S NOT SO IT'S A BLEND WHEN YOU'RE DOING THOSE.

IT'S A BLEND OF THREE, ONE, THREE, THREE.

SOME OF IT'S ONE WAY.

YEAH. BUT THEN NOW WE'RE TO OUR LISTEN.

AND I'M I'M TRYING TO GET SOME THINGS THAT HELP ME WITH ACTIONABLE FEEDBACK THAT YOU COME BACK TACTICAL TEAM AND LET'S DEBRIEF RIGHT.

CONTINUE AND THEN ACTIONABLE.

IS THERE A CONSENSUS ON ACTIONABLE IN 3.1? BECAUSE YOU'RE DOING THAT, IT SOUNDS LIKE.

SO LET'S USE THE WORD WELL.

IT'S JUST AND SOLICITING ACTIONABLE COMMUNITY FEEDBACK.

IS THAT OKAY, JUST TO INSERT THE WORD ACTIONABLE BEFORE COMMUNITY? YEAH. SOLICITING ACTIONABLE COMMUNITY FEEDBACK.

ALL RIGHT. THANKS. I DON'T KNOW IF ACTIONABLE CAPTURES IT BECAUSE YOU'RE SAYING TAKE ACTION TOO.

SO. WELL, BUT PEOPLE DO HAVE SURVEYS ALL THE TIME, AND THEY DON'T TELL YOU WHAT THE RESULTS ARE OR WHAT THEY DID WITH IT.

AND THAT'S THAT'S SO FRUSTRATING.

IT'S LIKE, WHY DO I TAKE A SURVEY IF NO ONE DOES ANYTHING WITH THE RESULTS? SO WE WANT IT TO CONNOTE.

THAT'S WHAT I'M SAYING. I MEAN, WE WE CAN GET A LOT OF ACTIONABLE FEEDBACK.

WE HAVE NO. WE'RE NOT AT LOSS FOR GETTING ACTIONABLE FEEDBACK.

IT'S. FILTERING AND TAKING ACTION, YOU KNOW, FILTERING IT FOR IT'S THE OLD, WE CAN DO ANYTHING, BUT WE CAN'T DO EVERYTHING.

RIGHT. AND AND THEN, WHAT?

[01:25:03]

CHECK IT OUT. IS THAT WHAT I'M HEARING? YOU KNOW, IT'S IT'S SOMETHING TO.

WELL, YEAH, IT'S THAT'S THAT'S KIND OF WHERE I WAS.

IT'S ACTIONABLE. BUT IT NEEDS TO BE STRATEGIC.

AND SO. I.

YEAH, JUST TAKE THEM ALL OUT BECAUSE IT'S ALREADY HAPPENING.

AND NOW I THINK WHAT WE'RE BUILDING OR THAT WE'RE BUILDING A MINDSET OF THEN WE ONCE WE HAVE THE FEEDBACK, WE'RE GOING TO BE STRATEGIC ABOUT WHAT WE DO WITH IT.

THAT'S THAT'S GETTING EMBEDDED THROUGHOUT THIS WHOLE THING.

WE JUST WE HAVE A FILTER RIGHT FOR.

THANKS. OKAY. AND.

WELL, THEN. MY OTHER THOUGHT WAS ON THIS PRIORITY IS WHEN WE'RE TALKING ABOUT AND I'M NOT CLEAR ON THIS WHEN WE'RE TALKING ABOUT COMMUNITY RESOURCES. WE HAVE PLENTY OF MEANS OF COMMUNITY RESOURCES RIGHT NOW THAT WE'RE DOING, AND WE'RE DOING WELL IN TERMS OF OUR COMMITTEE MEMBERSHIP AND ENGAGING OUR COMMITTEES.

AND, YOU KNOW, SO, SO, SO MUCH FALLS INTO COMMUNITY RESOURCE.

MAYBE I'M GOING TO THE NEXT THE TACTICAL ASPECT, BUT I'M TRYING TO UNDERSTAND WHAT WE MEAN WHEN WE LEVERAGE COMMUNITY RESOURCES, IF THAT'S NEW OR IF WE JUST CONTINUE DOING WHAT WE'RE DOING AND WHAT WE'VE DONE IN THE PAST, WE'VE GOT, YOU KNOW, WE USED TO HAVE REVENUE GENERATING COMMITTEES, YOU KNOW, AND WE'VE DONE THOSE PERIODICALLY.

BUT WE CONTINUE ON BOND BOCC COMMITTEES AND LONG, LONG TERM, WHATEVER THAT ACRONYM IS, OUR OUR FACILITIES GROUP, WE NEED WE NEED A NAME FOR THAT COMMITTEE THAT'S OTHER THAN LRPC, BECAUSE I'M NOT GOING TO REMEMBER THAT.

YEAH. BUT SO I GUESS I'M JUST WHEN WE ENGAGE THE COMMUNITY, LOTS OF PEOPLE'S.

ELLEN, YOUR EXPERIENCE, YOUR SUGGESTIONS, HOW DO WE ENGAGE? THE COMMUNITY RESOURCES IN WAYS THAT WE CAN MEASURE IT.

AND THEN I THINK WE GO BACK TO THREE THREE ON THE, THE EDUCATION, WHICH I THINK DOES IN MY MIND AT LEAST, IT COLLABORATES WITH THREE ONE IN TERMS OF LISTENING AND ENGAGING AND, AND THEN GETTING RESULTS OUT OF IT.

SO I THINK THOSE TWO ARE TIED.

WE'VE GOT TWO TRUSTEES HOLDING ON.

DID DID I GET TO YOU JEN.

DID YOU HAVE I HAD YOU ON MY LIST BUT I DON'T REMEMBER IF I GOT TO YOU.

OKAY. WELL THAT THAT'S PRETTY PAR FOR THE COURSE THIS MORNING WITH ME.

I'LL TAKE THAT OPPORTUNITY THEN.

DIANE, I DON'T UNFORTUNATELY, I DON'T HAVE THE PERFECT WORDING FOR THIS, BUT I WOULD LOVE TO SEE THE WORD INNOVATIVE IN HERE IN HOW WE'RE ENGAGING WITH OUR COMMUNITY BECAUSE WE HAVE BEEN TO YOUR POINT, KIM.

WE'VE HAD GREAT STRIDES UNDER DOCTOR ARNETT'S LEADERSHIP, FOR SURE, ABOUT ENGAGING WITH OUR COMMUNITY.

BUT AND THAT SOME OF THAT'S INNOVATIVE.

AND I'D LIKE TO SEE US CONTINUE TO BE INNOVATIVE LEADERS IN ENGAGING OUR COMMUNITY.

AND WOULD, GREG, I'M WONDERING, LIKE, WOULD THE WORD TECHNOLOGY BE APPROPRIATE IN THIS COLUMN? BECAUSE, YOU KNOW, YOU'VE HEARD US TALK ABOUT THINGS LIKE THOUGHT EXCHANGE.

I, I MEAN, I DO I THINK THAT COULD BE A KEY STRATEGIC ACTION, YOU KNOW, TO USE DIGITAL MEANS.

SO JUST 31A IS DIGITAL MEANS, YOU KNOW, LIKE AND THEN WE'LL FLESH OUT WHATEVER THAT IS SO INNOVATIVE IN COLUMN TWO IS INNOVATIVE IN COLUMN TWO OR IN COLUMN ONE OR BOTH. SO IS IT I LIKE IT IN IN COLUMN TWO.

BUT IS IT IS IT IMPORTANT ENOUGH THAT IT NEEDS TO ALSO LIVE IN COLUMN ONE? OR IS JUST AGAIN YOUR YOUR TERM HERETOFORE WAS ENGAGED COMMUNITY RIGHT HERE.

WE'LL KEEP DOING THIS LIKE THAT WAS YOUR WORD BEFORE.

YEAH. TERM BEFORE.

I LIKE IT IN COLUMN TWO, AND I DON'T KNOW IF EVERYONE AGREES WITH INNOVATIVE EITHER, BUT YOU KNOW, THAT WAS MY THOUGHT THERE TO BE LEADERS.

I, I JUST PUT MY FOUR YEAR FILTER ON IT THAT JUST REAL QUICK MY THOUGHT THERE.

BUT I WANT TO GO TO DOCTOR ARNETT AND THEN JEN AND THEN CLAUDIA.

WELL, I'M JUST GOING TO THANK HIM FOR THE QUESTION, BECAUSE I THINK IT CLARIFIES THE POINT THAT I WAS TRYING TO MAKE BECAUSE THAT WAS SORT OF IN THE CONTEXT OF ADVOCACY.

IF WE'RE LOOKING AT DOING MORE IN THE WAY OF ADVOCACY, THAT WAS WHAT I WAS TRYING TO SAY, PERHAPS NOT VERY WELL THAT, YOU KNOW, WE NEED TO LOOK AT OUR RESOURCES DIFFERENTLY.

IF IT'S A MEANS OF CONTINUING WHAT WE'RE PRESENTLY DOING, THEN I THINK WE'RE WITHIN OUR BANDWIDTH TO AT LEAST MAINTAIN THAT STRIDE.

I MEAN, THAT WOULD BE A WAY TO REFRESH AND.

AND BREATHE LIFE INTO WHAT WE'RE CURRENTLY DOING.

NOT BREATHE LIFE, BUT.

KEEP HIGH ENERGY.

JEN. CLAUDIA ALLEN.

THEN BREAK.

[01:30:02]

AND I APPRECIATE YOUR COMMENTS ABOUT THAT.

DOCTOR ARNETT I'M WONDERING THEN IF.

LEVERAGING COMMUNITY RESOURCES NEEDED NEEDS TO BE REPHRASED INTO SOMETHING.

THAT ENCAPSULATES A LITTLE BIT MORE OF WHAT WE ARE CURRENTLY DOING SOMETHING.

SOMETHING LIKE PROVIDING OPPORTUNITIES FOR THE COMMUNITY TO PARTICIPATE.

SOMETHING ALONG THOSE LINES, I DON'T KNOW, I'M JUST SPITBALLING AT THIS POINT, I LIKE IT.

IS IT HELPFUL, IF I MAY, IS IT HELPFUL TO ARTICULATE THE ACTIONS? WOULD THAT BE HELPFUL? LIKE MOVE OVER THERE AND JUST SAY, WHAT ARE THOSE ACTIONS? BECAUSE IF I'M NOT SURE THESE ARE THE RIGHT ACTIONS, BUT I DO THINK IT'S HELPFUL TO TO THINK OF SOME EXAMPLES.

I MEAN, IN TERMS OF LEVERAGING COMMUNITY RESOURCES, I LOOK AT SOME OF OUR CTE PROGRAMS AND IT IS AMAZING.

I MEAN, IT'S ROBOTICS CONSIDERED CTE KIND OF SORTA, YOU KNOW, THE COMMUNITY ENGAGEMENT, THE INCUBATOR PROGRAM.

IT IS AMAZING.

BUT THEN WE HAVE OTHER CTE PROGRAMS WHERE WE JUST HAVE NEVER BEEN ABLE TO CRACK THE CODE.

AND SO WHAT IS IT ABOUT THE ONES THAT ARE WORKING WELL? AND IS THERE ANYTHING WE CAN LEARN AND TRANSFER AND ENGAGE THOSE PARTS OF THE COMMUNITY TO INCREASE THAT, THE PROGRAM THAT WE ALREADY HAVE.

ANOTHER PLACE I THINK WE STRUGGLE IS SOMETIMES WE DON'T KNOW HOW.

OR IT IS A CHALLENGE TO FIGURE OUT THE APPROPRIATE WAY TO, ACCEPT HELP.

I THINK ABOUT THE.

AND GRANTED, I KNOW SOMETIMES WE HAVE PEOPLE WHO SAY THEY'LL HELP FUND THINGS AND THEN THEY DON'T.

BUT THE POLICE DEPARTMENT, YOU KNOW, HOW CAN WE ARE THERE SYSTEMS WE NEED TO THINK THROUGH IN TERMS OF HAVING MORE TOOLS TO ALLOW US TO SAY YES, AS OPPOSED TO, I MEAN, THAT A THING LIKE THAT COMES UP SPANISH IMMERSION, AS YOU KNOW, WANTING TO RAISE FUNDS, POLICE THINGS CONTINUE TO COME UP OVER THE YEARS.

IS THERE A SYSTEMIC.

APPROACH WE SHOULD EXAMINE THAT ALLOWS US TO HAVE SYSTEMS IN PLACE TO EVALUATE, DESIGN, IMPLEMENT WITHIN CONTEXT. I DON'T YEAH I DON'T KNOW OKAY.

WE'LL GO. BACK TO CLAUDIA, AND THEN WE'LL GO ON BREAK.

THANK YOU. YOU KNOW, IT'S FUNNY.

YOU BRING UP CTE.

DID YOU KNOW THIS IS CTE MONTH? AND WE ARE HIGHLIGHTING OUR CTE PROGRAMS THROUGHOUT THE MONTH ON SOCIAL MEDIA, DOING LITTLE VIDEO VIGNETTES.

SO BE ON THE LOOKOUT FOR THOSE.

GOOD TIMING. BUT I MEAN, IN TERMS OF THE LEVERAGING COMMUNITY, WHAT DOES IT SAY NOW? LEVERAGE COMMUNITY RESOURCES.

YES. ALL THOSE THINGS THAT YOU JUST SAID AND MORE.

RIGHT. AND I THINK THAT'S GETS TO JEFF'S CONCERN ABOUT CAPACITY.

BUT, WE HAVE SOME AMAZING PARTNERSHIPS IN THIS DISTRICT.

AND THE CHAMBER, FOR ONE, THE LIBRARY HAS BEEN AN AMAZING PARTNER.

AND THEN ALSO JUST AREA BUSINESSES, YOU KNOW, I MEAN, I, I'M TRYING TO GET OUT THERE MORE TO GET STAFF PERKS, YOU KNOW, THAT'S A VERY TIME CONSUMING THING, BUT IT'S THE STAFF LOVE IT IF THEY CAN GET A DISCOUNT AT, YOU KNOW, THE LOCAL PIZZA PLACE.

SHOUT OUT TO BALDINUCCI.

BUT IT YOU KNOW, THAT TAKES TIME AND RESOURCES.

SO IT'S IT IS SOMETHING THAT I THINK.

YES, ON ONE HAND IT GETS US THINGS AND IT AND IT IS LEVERAGING.

BUT ON THE OTHER HAND IT DOES ALSO TAKE AWAY IN TERMS OF CAPACITY.

SO WE I THINK LEAVING IT BROAD IS GOOD BECAUSE IT IS SO DIVERSE IN EVERYTHING.

TO. IT'S A BREAK.

NEXT. I NEED TO SAY SOMETHING BEFORE BREAK.

OKAY. THE.

BACK TO THE LIMITATION ON KEY STRATEGIC ACTIONS.

ONE OF THE MAIN REASONS FOR, WELL, ONE IS FOCUS AND THE OTHER ONE IS IF EVERYTHING MATTERS IN AN ORGANIZATION, THEN NOTHING MATTERS.

OKAY, I'LL KEEP SAYING THAT.

SO I THINK THIS CONVERSATION ABOUT STAYING WITHIN OUR BANDWIDTH IS JUST BAKED INTO THIS CAKE, BECAUSE IT'S WHAT ARE THE KEY STRATEGIC ACTIONS.

AND I GET IT. YOU GUYS ARE THINKING ABOUT OBJECTIVES AND YOU DON'T SEE YOU KNOW WHAT THOSE ACTIONS ARE.

THAT'S WHY THERE HAS TO BE A BACK AND FORTH.

YOU KNOW, FOR A WHILE I ESPECIALLY WHEN YOU SEE THE ACTIONS AND YOU SEE THE MEASURES, THEN MAYBE SOME QUESTION MARKS THAT THE STRATEGIC TEAM HAS IN THEIR MIND, THEY START TO GET ANSWERED LIKE, OH, OKAY, NOW I GET IT.

I SEE WHERE WE'RE HEADED WITH THIS.

BUT IT'S ALSO TO TIGHTEN OUR FOCUS.

[01:35:02]

SO, COMING OUT OF BREAK, WILL WE GO MOVE TO THE FACILITY? THE FACILITY AND FINANCIAL ONE? OR DO YOU WANT TO GO OVER TO COLUMN THREE ON A COUPLE OF THESE? I WOULD RECOMMEND RUN DOWN TO FACILITY.

I'M LOOKING AT 930.

LET'S SET A LET'S SET.

YOU KNOW AGAIN ANOTHER LIKE A 30 MINUTE TO WORK ON THAT ONE TO MAKE SURE WE HAVE TIME FOR OUTCOMES.

SO WE'LL GO FROM NOW UNTIL I GET TO POUND MY GAVEL AT 945, AND WE'LL BE BACK IN SESSION.

AND THEN WE'LL GO TO 1015 ON THAT ONE REMAINING, AND THEN WE'LL MOVE OVER TO COLUMN THREE AND START.

WELL, IT'S ACTUALLY COLUMN FIVE, BUT IT'S GOING TO BE COLUMN THREE TODAY.

OH OKAY. SORRY FOR THE CONFUSION.

YEAH. WE'RE GOING TO GO OUT TO OUTCOMES BECAUSE I THINK THAT WILL HELP.

AND THEN WHAT WE'RE BASICALLY SAYING IS THAT YOU THE BOARD MIGHT WORK ON GOVERNANCE AND COLLABORATE AS A BOARD AND SUPERINTENDENT OUTSIDE OF THIS MEETING, IF THAT MAKES SENSE. THAT MAKES SENSE.

OKAY. SO WE WILL THE BOARD IS IN RECESS UNTIL 945.

WE WILL NOW RECONVENE IN OPEN SESSION.

THANK YOU EVERYONE.

GREG, BACK TO YOU.

I LOST MY COLLEAGUE.

GIVE JODIE A BREAK.

PROBABLY HOLDING COURT OUT IN THE HALLWAY.

I'LL. YEAH.

THAT'S TRUE. SO A COUPLE OF THOUGHTS AS WE TRANSITION SO ON WITH RESPECT TO THE FIRST COLUMN HAVING A LITTLE MORE POP.

SOMETIMES I SEE THIS I SEE THE TERM STEWARDSHIP APPEAR.

JUST, YOU KNOW, LIKE IT'S MANAGED FINANCE FACILITY AND ASSETS.

WE ARE THE STEWARDS OF, YOU KNOW, THE TAXPAYER DOLLARS.

AND SO IT'S A WAY, YOU KNOW, TO INDICATE THAT, YOU KNOW, WE IT'S NOT OURS, IT'S IT'S YOURS.

WE ARE MERELY IN MANAGEMENT OF IT.

AND I MEAN, THERE'S A BIBLICAL FOUNDATION TO THE WORD OF STEWARDSHIP.

SO IT'S KIND OF HARD TO ARGUE WITH IT.

BUT I MEAN, THIS IS FINE.

I'M JUST GOING TO THROW THAT OUT THERE AS AN INITIAL START OFF.

YEAH. MORE THAN STEWARDSHIP.

BRINGS MORE STRATEGIC TO ME THAN MANAGE MANAGES WHAT WE'RE DOING DAY TO DAY.

RIGHT. A LONG TERM OUTLOOK OF CARING FOR THESE THINGS FEELS MORE STRATEGIC.

YEAH. AND IT COULD BE JUST SIMPLY TO SAY STRATEGIC FINANCE FACILITY AND ASSET MANAGEMENT.

YEAH. JUST INSERT THE WORD STRATEGIC AT THE BEGINNING OF IT AND PUT MANAGEMENT AT THE END OF IT.

OKAY. SO IT'S STRATEGIC FINANCE FACILITY AND ASSET MANAGEMENT.

THERE YOU GO. IS THAT LIKE THAT.

THAT'S A DIFFERENT THAT'S A DIFFERENT THING.

OKAY. THEN YOUR CURRENT, THREE BULLETS, MAXIMIZE AND EFFICIENTLY USE AVAILABLE MAINTENANCE AND OPERATION FUNDS. SECOND BULLET ENSURE FACILITIES AND RESOURCE RESOURCES ARE MANAGED, MAINTAINED AND IMPROVED FOR THE BENEFIT OF THE PRESENT AND FUTURE ACADEMIC COMMUNITY.

AND THEN SUPPORT LONG RANGE PLANNING AND PROGRAMMATIC REVIEW PROCESSES.

I'VE HEARD A LOT AND WE SEE A LOT IN THE SWAT ABOUT THE THIRD BULLET.

SO I'M ASSUMING THAT THAT LIVES ON AS AN OBJECTIVE.

IN THIS CASE, COULD WE START WITH JEREMY AND CHRIS GIVING US SOME THOUGHTS ON WHAT'S WRITTEN HERE AND WHAT MIGHT RESONATE WELL AND.

TWEAKS YOU MIGHT SUGGEST.

OUR. I REALLY LIKE THE WAY IT'S WRITTEN NOW.

AND SO I THINK IT CAPTURES A LOT, BUT IT MIGHT NOT BE OBVIOUS TO THE PERSON WHO PICKS UP THE PIECE OF PAPER THAT BLEW OUT OF YOUR HAND WHEN YOU LEAVE HERE.

EVERYTHING THAT THAT I THINK THAT ENCOMPASSES, I'M LOOKING SPECIFICALLY AT THE FIRST ONE THAT SAYS MAXIMIZE AND EFFICIENTLY USE AVAILABLE MAINTENANCE AND OPERATION FUNDS, WHICH SOUNDS PRETTY ANODYNE, BUT I THINK THERE'S A LOT BUILT IN THERE.

FOR. YOU KNOW.

YOU KNOW, YOU'VE BEEN A SUPERINTENDENT FOREVER.

WE DON'T HAVE ENOUGH OPERATIONS FUNDS TO DO ALL THE THINGS WE WANT TO DO.

AND SO IT HAS BEEN.

OUR PRACTICE, OUR POLICY FOR A WHILE THAT, WE WORK HARD TO.

MOVE THINGS OUT OF OPERATIONS THAT CAN BE IN SOME WAY CLASSIFIED AS A BOND EXPENDITURE.

AND THE BOARD, THE BOARD THINKS ABOUT IT THIS WAY.

I THINK ABOUT IT THIS WAY.

THE COMMUNITY PROBABLY DOES NOT.

[01:40:02]

AND IN FACT, OUR PERCENT IS USUALLY HIGHER THAN ANY OF OUR PEER DISTRICTS THAT WE COMPARE OURSELVES WITH.

AND SO I CONSIDER THAT A SUCCESS.

AND AND TO ME, THAT'S KIND OF.

INCORPORATED INTO THAT FIRST STATEMENT, AS A MEASURE OF OUR SUCCESS.

AND KIND OF SOME OF THE THINGS THAT WE DO.

AND AGAIN, THIS IS THIS IS A FUNCTION OF THE TYPE OF DISTRICT WE ARE.

SO WE GO DOWN THE ROAD TO LEANDER OR TO SOME OF THE OTHER NEIGHBORING DISTRICTS.

THEY DON'T HAVE THE OPPORTUNITY TO UTILIZE AN INS BUDGET THE WAY WE DO, BECAUSE THEY'VE GOT TO BUILD SCHOOLS AND THEY'RE PUSHING UP AGAINST THAT 50 CENT LIMIT.

AND WE HAVE THAT OPPORTUNITY.

AND. AND WE TAKE IT.

AND THAT'S AND THAT'S ONE OF OUR, ONE OF OUR BIG DRIVERS, AND THE EFFICIENCY PART AGAIN.

THE THINGS THAT WE ARE SPENDING MONEY ON IN THE M AND O SECTOR, COULD WE SPEND LESS? COULD WE DO THINGS DIFFERENTLY? ARE THERE, ARE THERE, YOU KNOW, EFFICIENCIES TO BE CAPTURED.

AND THAT'S AND THAT'S ANOTHER WAY THAT I THINK ABOUT THE BUDGET.

I THINK ABOUT WHAT WE DO, AND I TALK ABOUT IT, AND THE BOARD THINKS ABOUT WHAT WE DO IS HOW CAN WE, HOW CAN WE MORE EFFICIENTLY DO THE THINGS WE WANT TO DO? HOW CAN WE MORE EFFICIENTLY GET THE SAME RESULT, WITH MAYBE, LESS MONETARY INPUT TO IT.

AND SO.

THAT'S THAT'S THE WAY I THINK ABOUT THAT FIRST ONE.

AND LIKE I SAID TO ME, THERE'S A LOT IN THERE, BUT.

MAYBE, AS THIS GETS PASSED OUT TO, YOU KNOW, TO THE CAMPUSES AND TO THE COMMUNITY, THAT PROBABLY DOES NOT SAY AS MUCH TO A LOT OF OTHER PEOPLE AS IT SAYS TO ME, AND MAYBE THE PEOPLE IN THIS, AS IT SAYS TO THE PEOPLE IN THIS ROOM, AND MAYBE WE NEED TO FIND A BETTER WAY OF MAKING, YOU KNOW, MAKING THE SAME POINT.

SO I'M LISTENING.

AND THEN I'M THINKING OF JUST TERMINOLOGY THAT I'VE HEARD STATED BEFORE NOW AS I'M LISTENING TO YOU.

AND SO I HAVE HEARD.

ROI AND STRATEGIC ALLOCATION OF RESOURCES.

AGAIN, IF THE THING BLOWS OUT OF OUR HAND, DO WE WANT IT TO? BE CLEAR THAT, YOU KNOW, WE'RE WE'RE GOING TO HAVE SYSTEMATIC EVALUATION, YOU KNOW, A RETURN ON INVESTMENT.

AND WE EVEN TALKED ABOUT STRATEGIC ABANDONMENT A WHILE AGO.

AND I DON'T KNOW IF THOSE WORDS NEED TO APPEAR IN HERE, BUT I KNOW WHEN I SAID THEM, EZRA NODDING.

SO I KNOW IT MAY JUST BE STUFF THAT BOLSTERS UP THE ACTIONS, YOU KNOW, AND IT MAY NEED TO LIVE IN THE ACTIONS.

I WONDER, I, I THINK, CHRIS, THE, THE THE THINGS I GET WHAT YOU'RE SAYING, RIGHT? IF THIS BLOWS OUT OF MY HAND IN THE PARKING LOT, CAN THEY PICK IT UP? BUT I THINK THAT ONCE THE A, B, AND C ARE FLESHED OUT THERE FOR FOR THE TACTICAL FOR THE NEXT YEAR, SORT OF, WHAT ARE WE DOING RIGHT NOW? I THINK IT'LL PROBABLY MAKE A LOT MORE SENSE TO THE PERSON WHO PICKS IT UP.

BUT I THINK THAT AS A AS A HIGH LEVEL SORT OF STRATEGIC STATEMENT, PERHAPS THAT ONE DOES WORK.

I'VE GOT BACKED UP A LONG LIST OF WHO WANTS TO SPEAK, AND I WANT TO HEAR FROM AND ARE YOU DO YOU HAVE ADDITIONAL THOUGHTS OR CAN.

OKAY. I WANTED TO GO TO JEREMY AND THEN KIM, JEN AND HEATHER.

PERFECT. AND SO I WILL, RESONATE WITH WHAT CHRIS SAID JUST ABOUT THAT FIRST BULLET.

MY OPINION ON IT IS THAT THIS IS A USEFUL TOOL THAT WE UTILIZE HERE.

IT'S VERY UNIQUE TO EANES ISD.

BUT WE USED IT.

I GUESS A WHOLE LOT MORE WHEN WE'RE BUILDING, LIKE BOND PROGRAMS AND WE AND WE JUST THROW IT OUT THERE AND WE'RE MAKING SURE EVERYONE KNOWS THIS, BUT WHAT IF WE'RE LOOKING AT IT FOR WHAT IF IT'S AN EVERYDAY PRIORITY THAT YOU CAN'T HELP BUT KNOW THAT BETWEEN THE BOND PROGRAMS, AND EVEN IF WE AREN'T A34 YEAR CYCLE, THERE'S TIME IN THERE THAT IT MAY NOT BE PERCEIVED FROM THE COMMUNITY AS A BIG THING TO TO EANES ISD.

SO THAT MAYBE COULD BE, YOU KNOW, SOME SOME WORDSMITHING HERE TO IDENTIFY THIS AS A THING WE DO.

IT'S A COMPLETE MINDSET SHIFT.

AND SO THE WAY THAT WE THINK ABOUT DECISIONS THAT WE MAKE GO BACK TO THIS BULLET, IT IT REALLY DOES.

[01:45:03]

THAT ALLOWS US TO ACTUALLY HAVE THAT MINDSET.

SO THAT'S MY THOUGHTS ON THE, THE FIRST ONE.

AND, I, I AM COMMITTED TO ENSURING OUR FACILITIES AND RESOURCES ARE MANAGED AND MAINTAINED, ETC..

I'LL SKIP TO THE THIRD BULLET.

OBVIOUSLY EACH AND EVERY ONE OF YOU SUPPORT THE LONG RANGE, FACILITY PLANNING COMMITTEE.

AND BUT NOW WE HAD THIS LAST YEAR, SO NOW WE'RE ACTUALLY IN IT.

AND SO IS IT APPROPRIATE TO MAYBE UPDATE THIS ONE.

AND BECAUSE EVENTUALLY WE'RE GOING TO GET TO THE THE STAGE WHERE WE ACTUALLY PROMOTE.

AND I THINK IT'S ONE THING TO SUPPORT IT AND BE THERE, BUT IT'S ALSO ANOTHER THING ALONG THE WAY TO CONTINUE TO PROMOTE THIS SAME THING I TALKED ABOUT WITH, THE IMINO AND HOW WE USE EANES FUNDS, PROMOTE IT THE ENTIRE WAY.

AND SO IT CONTINUES TO, TO RESOUND IN OUR COMMUNITY THAT IT'S A BIG THING, THE PROCESS.

SO NO ONE'S SURPRISED WHEN WE ACTUALLY GET TO THE END OF THE PLANNING.

AND, SOME PEOPLE DON'T KNOW ABOUT IT.

WE DON'T WANT THAT.

I DON'T THINK SO.

THOSE ARE MY QUICK THOUGHTS. THANK YOU.

JEREMY. KIM.

I RAISE MY HAND WHEN CHRIS WAS TALKING.

SO I HAVE ANOTHER THOUGHT, BUT I'LL START WITH JEREMY JUST RESPONDING TO WHAT YOU JUST SAID.

ON THE SECOND AND THIRD BULLET POINT.

SO I LIKE WHAT YOU'RE SAYING ABOUT.

UPDATING THE LONG RANGE PLANNING.

DO WE AS A BOARD AND AND CABINET.

SO WE'RE PROMOTING LONG RANGE PLANNING.

BUT IF WE'RE LOOKING AT THIS IN A FOUR YEAR.

YOU KNOW, RUNWAY.

WOULD WE BE IMPLEMENTING THOSE IDEAS AS WELL FROM A MEASUREMENT STANDPOINT OR A TACTICAL STANDPOINT? MAYBE IF AS WE'RE PROMOTING THIS, AS WE'RE LEARNING, THEN WE'RE IMPLEMENTING THOSE IDEAS CAN BE DEVELOPING OR IMPLEMENTING, RIGHT? DEVELOPING IT MAY BE A DEVELOPMENT STAGE BECAUSE IMPLEMENTATION ACTUALLY COULD BE AT THE END OF THAT KIND OF FOUR YEAR WINDOW.

BUT NO MATTER WHAT, DEVELOPING IS GOING TO BE WITHIN THE WINDOW THAT WE'RE, THAT WE'RE TALKING ABOUT.

YEAH. OKAY.

THOSE WERE JUST MY THOUGHTS AS I'M, AS I'M LISTENING TO YOU, I WAS JOTTING DOWN, THE FIRST BULLET POINT, CHRIS, AS YOU WERE TALKING AGAIN, I'M, I'M NOODLING ON HOW WE MAKE THIS A PRIORITY OR HOW HOW WE'RE ADDING IT.

SO. IN TERMS OF EDUCATING OUR COMMUNITY AND OURSELVES.

MY THOUGHT WAS MAXIMIZE AND EFFICIENTLY USE LIMITED MO FUNDS BECAUSE, THERE'S THAT MESSAGE AGAIN. YOU KNOW, WE HAVE LIMITED FUNDS, BUT THEN AND THIS IS A QUESTION TO YOU, IT'S IT'S NOT ADVOCATING FOR THIS, BUT WE'RE USING OUR LIMITED MO FUNDS, BUT WE'RE ALSO LOOKING FOR ADDITIONAL REVENUE STREAMS. AND THAT GOES TO BONDS OR OTHER WAYS OF, OF LOOKING AT REVENUE.

SO TO ME THAT WAS PART OF.

FUNDING OUR DISTRICT AND JUST WANTED TO SEE YOUR THOUGHTS ON THAT.

I WOULD SAY ON THE ON THE FINDING NEW REVENUE STREAMS THAT WE'RE ALWAYS, YOU KNOW, HAVE OUR EARS OPEN AND WE'RE THINKING ABOUT THOSE KINDS OF THINGS.

I DON'T WANT TO SAY THAT WE'RE SQUEEZING BLOOD OUT OF A TURNIP, BUT I THINK THAT WE PLUCKED ALL THE LOW HANGING FRUIT.

AND I THINK WE'VE WE'VE PLUCKED, QUITE A BIT OF THE, OF THE FRUIT THAT WE HAD TO CLIMB UP ON A CHAIR TO GET.

NOT TO SAY THAT THERE'S NOT MORE AND THAT, YOU KNOW, A NEW APPLE WON'T GROW RIGHT AT EYE LEVEL, BUT, I DON'T THINK THERE'S A LOT MORE TO GET OUT OF THAT.

THANK YOU, KIM JIN.

THEN HEATHER, THEN DIANE.

SORRY I RAISED MY HAND A WHILE AGO, AND, MY THOUGHTS ARE EVOLVING.

I, I AGREE WITH WHAT YOU SAID, CHRIS.

I LIKE THESE BULLET POINTS, BUT I DO THINK THERE NEEDS TO BE A LITTLE BIT OF EVOLUTION.

JEREMY, PARTICULARLY WHAT YOU SAID ABOUT, YOU KNOW, THE LONG RANGE PLANNING FACILITY COMMITTEE THING.

WE ARE WE ARE IN A SLIGHTLY DIFFERENT PLACE THAN WE WERE LAST YEAR THAT WE WERE PLANNING FOR IT.

NOW WE'RE IN IT.

AND SO I SEEING JODY WROTE SOMETHING DIFFERENT UP THERE SYSTEM THE WE WERE LISTENING TO JEREMY AND YEAH, IT'S ALMOST COLLAPSING THE TWO BULLETS TOGETHER, YOU KNOW LIKE AND MY QUESTION WAS, IS IT DEVELOPED THE LONG RANGE FACILITY?

[01:50:07]

OKAY. AND SO I THINK I REALLY KIND OF HAVE A QUESTION, AROUND THAT, YOU KNOW, WE'RE, WE'RE USING THIS COMMITTEE TO DEVELOP A PLAN THAT IS GOING TO BE POTENTIALLY THE MOST TRANSFORMATIVE THING WE'VE DONE IN DECADES IN THIS DISTRICT WHEN IT COMES TO OUR FACILITIES.

WHICH MEANS A DIFFERENT WAY OF.

MANAGING OUR BONDS.

AND SO MY QUESTION TO YOU, CHRIS AND JEREMY, IS, YOU KNOW, HOW HOW DOES THAT IMPACT THE WAY YOU PLAN? HOW DOES THAT DOES IT IMPACT, YOUR, YOUR STRATEGIES? AND I MAY BE GETTING TOO INTO TACTICS HERE AND THAT MAY FALL FALL INTO TACTICS.

WHAT I'M ASKING. BUT I THINK KIND OF KNOWING THAT MIGHT HELP INFORM WHERE WE SHOULD BE HERE, BECAUSE I THINK YOU'RE RIGHT.

I THINK THIS ONE'S SUPER IMPORTANT FOR US TO GET RIGHT FOR THE COMMUNITY, GIVEN THE THINGS THAT WE ARE LOOKING AT OVER THE NEXT FOUR YEARS.

DUKE, MRS SPRADLEY AND JEREMY.

I WANT TO LIKE I ALMOST I APOLOGIZE, I WANTED TO DROP TO A KNEE WHEN YOU WERE SAYING.

BECAUSE I WAS SO HAPPY THAT, YOU KNOW, WE BRING COMMUNITY MEMBERS IN AND THEY SAY, WHAT DO YOU WANT? YEAH. WHAT? WHAT ARE YOU AFTER? WHY? I'M HERE ONLY BECAUSE YOU WANT SOMETHING.

BUT I THOUGHT I HEARD FROM YOU.

IS IT SHOULD JUST BE. WE'RE JUST LOOKING AT THE WORK WE'VE DONE BEFORE.

GIVING YOU AN UPDATE ON THE LAST BOND.

AND THEN THESE ARE THE THINGS THAT MAY BE AROUND THE CORNER.

AND SO IT'S NOT. IT'S NOT JUST.

IT'S 90 DAYS UNTIL A BOND WE'RE GOING TO ENGAGE WITH THE COMMUNITY IS WHAT I THOUGHT I HEARD YOU SAY.

IT IS THAT WE'RE SYSTEMATIC.

THIS GROUP KNOWS EXACTLY.

NOT EXACTLY. BECAUSE YOU NEVER KNOW EXACTLY UNTIL YOU CALL IT RIGHT.

BUT ON ANY GIVEN MOMENT, I THINK WHAT I'M HEARING YOU SAY, THE LONG RANGE FACILITY PLAN IS OUR BEST EDUCATED GUESS AT WHERE WE'RE GOING ON ANY GIVEN DAY.

IS THAT A FAIR STATEMENT? WELL, YOU KNOW, WE DO THINGS DIFFERENT HERE, AND TYPICALLY WE'RE IN MAINTENANCE MAINTENANCE BONDS, RIGHT? JUST TO MAINTAIN. RIGHT.

KEEP OUR FACILITIES UPDATED.

THIS IS OUTSIDE OF THAT.

SO IT'S SOMETHING VERY UNIQUE.

SO IT'S NOT GOING IN THE TRADITIONAL CADENCE THAT WE'VE HAD BEFORE.

SO IS THAT I MEAN DOES THAT SYSTEMATICALLY DEVELOP AND SUSTAIN LONG RANGE FACILITY PLAN.

DOES THAT CAPTURE THE ESSENCE OF WHAT WE'RE TALKING ABOUT.

AND MAYBE THAT'S A QUESTION FOR EVERYBODY.

AND IN MY OPINION, ON THIS WOULD BE SUSTAINED MAYBE A LITTLE EARLY.

SUSTAINED. IT'S A FOUR YEAR PLAN.

SO RIGHT NOW IT'S THE DEVELOPMENT PART OF IT.

YEAH, I THINK IT DEVELOP OR IMPLEMENT MAY BE A BETTER WORD TO DESCRIBE WHERE WE BE FROM NOW TO FOUR YEARS, BUT THAT COULD BE OUT, OUT AND YOU AND A YEAR FROM NOW YOU CAN.

THE BOARD CAN SAY, WE WANT TO DROP THE WORD DEVELOPMENT.

THERE'S JODY'S DOG. EVERYBODY LOOK.

GO! OH, YEAH.

THAT WAS NOT AN ACCIDENT.

YEAH. THAT WAS. THIS WAS NOT AN ACCIDENT.

YEAH, WE NEEDED A PUPPY DOG PICTURE.

BUT YOU I KNOW EARLIER, I THINK YOU BROUGHT IT UP, BUT YOU TRY NOT TO CHANGE THE OBJECTIVES.

BUT IF YOU DROP THE WORD DEVELOP IN A YEAR, YOU'RE NOT CHANGING IT.

YOU SEE WHAT I'M SAYING? LIKE IT'S IT'S LIKE THIS SYSTEMATIC SUSTAINING OF.

AND I THINK THAT'S ANOTHER QUESTION THAT I MEAN, MAYBE WE'LL GET TO AS WE WRAP UP IS, YOU KNOW, WHAT PART OF THIS DOCUMENT, AS THE BOARD LOOKS AT IT YEAR OVER YEAR, IS A LIVING, BREATHING DOCUMENT AND WHAT NEEDS TO STAY CONSISTENT.

AND THAT'S NOT A NECESSARILY NOW, BUT THAT'S A THAT'S SOMETHING I STILL HAVE A QUESTION ABOUT.

IF IT MAY HELP FOR ME TO GIVE A REALLY SHORT ANSWER TO THAT.

FOR NOW, WE CAN COME BACK TO IT.

THE ACTIONS ARE WHAT CHANGES.

OH, YEAH. I MEAN, EVERY QUARTER, EVERY MONTH, EVERY YEAR, WHATEVER THAT HORIZON IS, THAT'S WHAT CHANGES.

WE'RE TRYING TO GET THE OBJECTIVES TO STAY TRUE.

IT'S THE COMPASS.

AND THEN THE BATTLE PLAN INSIDE.

YOU KNOW, THE OVERARCHING MISSION IS WHAT'S CONSTANTLY CHANGING.

NICE. HEATHER, THEN DIANE, THEN DOCTOR ARNETT.

OKAY, SO IN LISTENING TO CHRIS AND THEN WITH JEREMY'S COMMENTS, I REALLY THINK THAT, LIKE, WE ALMOST NEED TO JUST CLARIFY WHY WE CHOSE THOSE THREE BULLETS THAT WE HAD.

AND. YOU KNOW, PART OF IT.

AND WHAT IS THE NEW PERCENTAGE? 86% OF OUR MO BUDGET IS USED TO PAY STAFF.

SO THAT IS HUGE TO US.

AND I KNOW EVEN, YOU KNOW, BACK TO THE ADVOCACY PIECE.

THE LEGISLATORS LOVE TO SAY THAT, YOU KNOW, WE'RE OVERPAYING OUR SUPERINTENDENTS AND OUR CABINET MEMBERS AND THAT IT'S ALL TOP HEAVY, WHICH IS NOT THE TRUTH.

[01:55:04]

COMMUNICATION PIECE ABOUT IT ALL, BUT MAYBE THAT'S WHERE WE'RE USING THEN.

SORRY, THIS IS NOT A FULLY BAKED THOUGHT BECAUSE I'VE BEEN LIKE INCORPORATING ALL THE OTHER PIECES.

BUT, YOU KNOW, IT'S ALMOST SOMETHING TO, TO THAT EFFECT OF.

OF WHAT? BECAUSE WE KNOW WHAT M AND O AND EANES IS, BUT THE MAJORITY OF THE PEOPLE HAVE NO IDEA OF WHAT THAT DIFFERENCE IS AND WHY IT'S SO IMPORTANT.

AND SO MAYBE IT'S SOMETHING MORE SIMPLE.

I DON'T KNOW. AND THEN, YOU KNOW, AND THEN HOW THAT RELATES TO THE BOND CAPACITY, I DON'T KNOW.

BUT THEN ALSO THE OTHER THINGS THAT JUST KIND OF KEPT STICKING OUT TO ME IS THAT WE'VE WANTED TO SAY INNOVATIVE IN OTHER PLACES, BUT I THINK THAT WE ALMOST NEED INNOVATIVE IN THIS AREA ALSO, ESPECIALLY IN RELATION TO THE LONG RANGE FACILITIES PLANNING COMMITTEE.

AND, AND ALSO WITH THAT LONG TERM STABILITY.

AND I DON'T SAY LIKE SUSTAINABLE.

I SAY LIKE THE SUSTAINABILITY BECAUSE IT'S NOT ONLY LIKE SUSTAINABILITY IN OUR THE WAY THAT WE'RE MANAGING THESE THINGS STRATEGICALLY, BUT ALSO ARE THE BUILDINGS THAT WE HAVE OR THAT WE WILL BUILD BE SUSTAINABLE FOR THE FUTURE.

SO I KIND OF SEE THEM AT TWO DIFFERENT THINGS BUT ALIGNED WHEN I'M A VERY GOOD.

SO ON 5.3, WHAT'S CURRENTLY 5.3? THAT MAY BE ANY NUMBER OF NUMBERS LATER.

I, YOU KNOW, A WHERE MY HEAD WENT IS CURRENT FACILITY ANALYSIS.

YEAH. LIKE THAT'S A AND THEN B IS PROJECTION OF FUTURE FACILITY.

THOSE ARE THOSE ARE THE BUCKETS FOR THE ACTIONS.

IS THAT FAIR TO SAY.

BUT I'M SORRY.

CAN'T KNOW WHERE YOU'RE GOING IF YOU DON'T KNOW WHERE YOU ARE.

RIGHT. THAT'S AND LIKE I THINK OUR OUR TEAM HAS DONE A PHENOMENAL JOB OF KNOWING WHERE WE ARE IN TERMS OF OUR FACILITIES AND WHAT NEEDS WORK.

BUT AGAIN, THAT KIND OF GOES BACK TO THE SUSTAINABILITY PIECE.

OLD BUILDINGS ARE EXPENSIVE TO MAINTAIN.

YOU KNOW, SO I THINK THAT THAT THAT KIND OF SHOULD BE PART OF THE, THE CONVERSATION.

THANK YOU. HEATHER.

DIANE. I'M GLAD YOU SPOKE AHEAD OF ME.

THANK YOU. IT LEADS INTO SOME OF THE THOUGHTS I'VE BEEN HAVING.

LAURA AND JAMES AND I AND DOCTOR ARNETT AS WELL, WERE ALL PRESENT AT THE LONG THE FIRST, THE KICKOFF TO THE LONG RANGE FACILITIES PLANNING COMMITTEE THIS PAST WEEK.

WE HEARD FEEDBACK OR QUESTIONS FROM THAT GROUP SAYING, HOW BIG CAN WE THINK? THEY'RE LOOKING FOR SOME BOUNDARIES AND THEY'RE, YOU KNOW, TOPICS THAT WE'LL BE DISCUSSING AS A BOARD, I'M SURE I THINK THAT WE WOULD BE.

I'M HEARING YOU, JEFF, TALK ABOUT LIMITED RESOURCES.

THIS IS WE KEEP SAYING IT, A ROCK STAR GROUP OF COMMUNITY MEMBERS THAT WE'VE ASSEMBLED.

THEY HAVE IDEAS.

THEY HAVE KNOWLEDGE.

THEY ARE TALENTED AND SMART IN MANY DIFFERENT WAYS.

I LOOK AT THIS AS A WAY TO LEVERAGE OUR COMMUNITY TO DO THE ROLE OF A BUSINESS DEVELOPMENT THAT WE IF WE ASK YOU, WHO WOULD YOU HIRE? IT'S HARD TO PUT A RETURN ON INVESTMENT ON A BUSINESS DEVELOPMENT PERSON.

I THINK IT COULD BE A SMART HIRE, BUT YOU HAVE SO MANY NEEDS.

CAN WE USE THIS COMMITTEE AS OUR AND CHARGE THEM TO LOOK AT SOME OPPORTUNITIES WITH FACILITIES FOR POTENTIAL REVENUE GENERATION? I WOULD LOVE TO SEE THAT.

WE, AS I MENTIONED EARLIER WITH OPPORTUNITIES ARE SOME BULLETS.

THAT MAYBE SHOULD BE EXPLORED THERE.

YOU KNOW, WE NEED TO FIND REVENUE, AND IT'S THE APPLES AT THE TOP OF THE TREE.

NOW, LOOKING AT THOSE AND DOING THE SMART EVALUATION TO SEE DO WE BUILD THAT LADDER AND DO WE GO AFTER THOSE.

SO I DON'T KNOW WHERE THAT FITS, BUT I THINK, YOU KNOW, COST BENEFIT ANALYSIS, CHARGING THAT TEAM TO BE THAT ARM OF OUR LEADERSHIP OR, YOU KNOW, THAT SUPPORT FOR OUR LEADERSHIP THAT WE JUST CAN'T AFFORD TO POTENTIALLY BRING IN.

THANK YOU. DIANE.

DOCTOR ARNETT. WELL, THAT'S A PERFECT SEGUE TO WHAT I WAS GOING TO SUGGEST OVER THE BREAK.

ENJOYED A BRIEF CONVERSATION WITH ONE OF OUR GUESTS IN THE AUDIENCE, AND IT OCCURRED TO ME WE'D HAD THIS VERY LENGTHY CONVERSATION ABOUT LEVERAGING COMMUNITY RESOURCES UNDER THE THE PRIORITY TO ENGAGE THE COMMUNITY.

I'M WONDERING IF THAT MIGHT BE A BETTER FIT UNDER OUR PRIORITY ON FINANCIAL.

AND WHEN YOU LOOK AT ALL OF THE DIFFERENT GROUPS THAT WE HAVE AT PLAY IN THE SCHOOL DISTRICT, WE ALL KNOW HOW MUCH WE VALUE.

IF WE HAVE ALL OF OUR BOOSTER CLUBS, WE HAVE A SIGNIFICANT NEED, I THINK, FOR GRANT WRITING IN THE DISTRICT.

WE'VE TALKED ABOUT NAMING RIGHTS, WHICH CERTAINLY ALIGNS WITH THE CONVERSATIONS WE'RE HAVING AROUND OUR FACILITIES, FACILITY RENTALS, WHICH I THINK YOU'VE JUST ALLUDED TO, DONOR RELATIONS.

WE HAVE THIS AMAZING INTELLECTUAL AND FINANCIAL CAPITAL IN OUR DISTRICT, BUT WE DON'T KNOW HOW TO MARSHAL THAT.

[02:00:01]

SO MANY COLLEGES AND UNIVERSITIES HAVE SOMEONE WHO THAT HAVE DEPARTMENTS THAT ARE DEDICATED TO DEVELOPMENT.

THAT MAY BE SOMETHING THAT IT'S TIME FOR US TO LOOK AT.

WE BEHAVE AS IF WE ARE A COLLEGE OR A UNIVERSITY, AND IF WE'RE REALLY GOING TO ALIGN WITH THAT MODEL, THEN WE PROBABLY NEED TO HAVE SOMEONE OR HAVE HAVE A GROUP OF PEOPLE WHO ARE FOCUSED ON DEVELOPMENT, FUNDRAISING, DONOR RELATIONS, WORKING WITH ALL OF THESE ENTITIES THAT SUPPORT OUR SCHOOL DISTRICT.

SO MAYBE THE BETTER PLACE FOR LEVERAGING COMMUNITY RESOURCES IS UNDER THE PRIORITY ON FINANCES.

IS THERE ASSETS? I THINK THAT'S A REALLY GOOD IDEA.

IS THAT WE AND WE WERE SIDEBAR I'M I'M SO GLAD YOU BACK THEN.

I'M GLAD YOU CIRCLED US BACK TO THAT BECAUSE WE WERE SAYING, DOES THAT FIT BETTER IN FIVE? AND I SAID, WELL, WE'LL FIND OUT HERE IN A LITTLE BIT.

SO IS THERE CONSENSUS THAT THAT'S THAT'S MORE STRATEGICALLY ALIGNED TO PRIORITY FIVE? I, ALSO WOULD LIKE STILL THE, YOU KNOW, REVENUE STREAMS OR, YOU KNOW, BUILD CAPACITY FOR MORE REVENUE STREAMS OR LOOK AT, YOU KNOW, AND I KNOW WE'VE HAD SOMETHING LIKE THAT IN THE PAST, BUT KIND OF TO DIANE'S POINT BEFORE.

AND I, I DO HAVE SOME HEARTBURN STILL ABOUT SOME OF THE THINGS THAT JEFF JUST TALKED ABOUT.

SO I THINK THAT THAT I DON'T KNOW IF I'M READY TO MAKE THAT A PRIORITY.

I THINK THAT THAT STILL NEEDS TO BE A BIGGER CONVERSATION WITH THE BOARD.

WELL, LEVERAGE COMMUNITY RESOURCES COULD BE A STRATEGIC ACTION.

UNDER 5.1.

AND LIKE GRANT, WRITING IS NOT WHAT I'M TALKING ABOUT.

PARDON? I'M JUST MAKING IT CLEAR THAT, LIKE GRANT, WRITING IS NOT THE PART THAT I'M TALKING ABOUT HAVING A RESERVATION ABOUT.

RIGHT. BUT IF IF I GUESS THE QUESTION HERE IS, IS LEVERAGE COMMUNITY RESOURCES AND OBJECTIVE OR IS IT AN ACTION LIKE THAT'S THAT'S THE QUESTION I'M ASKING.

DID YOU HAVE A CLARIFYING QUESTION, LAURA? ELLEN'S STANDING BY.

CLARIFYING QUESTION.

LET'S JUMP IN. I HAVE A LOT OF CONCERNS ABOUT SLIPPERY SLOPES AND MISSION CREEP, AND, YOU KNOW, NAMING RIGHTS IS ONE OF THOSE THINGS THAT I HAVE MAJOR CONCERNS ABOUT, ACCEPTING FUNDS FROM PEOPLE FOR CERTAIN THINGS I HAVE HUGE CONCERN ABOUT.

AND SO I THINK THAT WE NEED TO EXCUSE ME AS A, AS A BOARD, REALLY HAVE SOME STRONG PARAMETERS AND POLICY IN PLACE BEFORE WE MAKE THAT A, A PRIORITY.

I DON'T DISAGREE WITH YOU, BUT THOSE THINGS ARE BOARD DECISIONS.

SO THE THE ADMINISTRATION COULD COME TO US WITH A PROPOSAL.

IT'S STILL A BOARD DECISION.

SO WE'RE NOT ABDICATING THAT BY PUTTING.

SO I GUESS I, I DO KIND OF LIKE MOVING LEVERAGE COMMUNITY RESOURCES HERE.

AND THEN YOU KNOW WHAT THOSE TACTICS ARE.

I MEAN WE CAN LEAVE THAT TO THE ADMINISTRATION.

BUT THEN THEY CLEARLY KNOW OUR ROLE AND THEIR ROLE AND WHERE THEY'RE GOING TO HAVE TO COME BACK TO THE BOARD FOR APPROVAL.

SO I DON'T DISAGREE, BUT I ALSO DON'T WANT TO PUT THE CART BEFORE THE HORSE.

SO THEN LET ME ASK YOU THIS.

HOW DO YOU VIEW IT DIFFERENTLY? IS HAVING LEVERAGED COMMUNITY RESOURCES UNDER COMMUNITY VERSUS HERE? I DON'T THAT'S NOT MY WELL I THINK IT'S BOTH.

IT COULD BE BOTH PLACES BECAUSE WE HAVE COMMUNITY RESOURCES IN ALL THE AREAS.

BUT THAT'S NOT MY STICKING POINT.

THAT'S NOT MY STICKING POINT.

IS SOME OF THE TACTICS CORRECT.

AND JUST MAKING SURE THAT WE HAVE STRONG POLICY AND PARAMETERS SET IN PLACE BEFORE THINGS ARE BROUGHT TO US.

I THINK WE HAVE TO BE.

WHILE YOU ALL WERE HAVING THAT GOOD CONVERSATION, I MEAN, WE TYPED IN CLEAR PROCESSES AND PROCEDURES BECAUSE THAT THAT IS A GOOD STRATEGIC ACTION THAT WE'RE NOT JUST GOING, IT'S NOT FIRE READY, AIM.

ALL RIGHT, IT'S READY. AIM! FIRE! SO I THINK TO CAPTURE CLEAR PROCESSES AND PROCEDURES IS ONE OF THE STRATEGIC ACTIONS.

I DOUBT ANYBODY OVER HERE WOULD DISAGREE WITH THAT BECAUSE IT'S IT'S A GOOD THING.

ELLEN. AND THEN DIANE, I LOVE THIS NOTION.

I MEAN, I THINK THAT'S WHAT I WAS TRYING TO SAY EARLIER IN TERMS OF HOW DO WE REALLY HARNESS WHAT OUR COMMUNITY CAN DO FOR US.

AND I, I THE THE WAY THAT YOU ARTICULATED IT SO WELL, DOCTOR ARNETT, I THINK WE GET THE MOST BANG FOR OUR BUCK HERE.

AND SO REALLY PUTTING SYSTEMS IN PLACE TO SUPPORT THAT WOULD, PROBABLY GET US TO A VERY NEW LEVEL.

AND I'M ALWAYS FOR REVENUE GENERATION.

[02:05:02]

BUT FOR US TO ASSUME THAT THERE.

IS A, A WINDFALL, I THINK IS, I'D BE HARD PRESSED TO SEE WHERE THAT WOULD BE A PRIORITY IN TERMS OF TIME AND ATTENTION.

BUT I HAVE SOMETHING THAT KIND OF CHANGES THE SUBJECT A LITTLE BIT.

SO DID ANYBODY WANT TO TALK ABOUT THIS PARTICULAR ONE OF LEVERAGING? YEAH, I. COMMUNITY RESOURCES BEFORE I ASK A SEPARATE QUESTION.

SURE, I'LL JUMP IN WITH ONE COMMENT.

I UNDERSTAND YOUR CART AND HORSE, BUT HOW ARE WE GOING TO HAVE THOSE CONVERSATIONS IF IT'S NOT A PRIORITY? I GUESS BY PUTTING IT ON HERE, THEN WE'RE OPENING UP THE DOOR TO SAY WE WANT TO BE LOOKING AT THIS CAREFULLY AND SYSTEMATICALLY.

AND SO THAT'S WHY I WOULD LIKE TO SEE IT ON HERE, IS BECAUSE THE TIME HAS COME WHERE WE ARE VERY HARD PRESSED FINANCIALLY AND WE NEED TO BE CREATIVE.

AND I THINK FEEL LIKE WE WOULD BE REMISS IN MAYBE, MAYBE THE APPLE ISN'T AT THE TOP OF THE TREE, BUT AT LEAST NOT SAYING THAT WE ARE REALLY TRYING TO FIND ANY OPPORTUNITY TO CONTINUE TO, YOU KNOW, BRING IN AS MUCH MONEY AS WE CAN TO PAY OUR TEACHERS AND DO THE THINGS WE WANT TO DO.

LET'S GO TO HEATHER AND THEN CLAUDIA AND THEN BACK TO ELLEN.

AND I MAY THROW IN A COMMENT OF MY OWN AT SOME POINT IN HERE.

I DON'T DISAGREE.

BUT THEN I THINK THAT MAYBE WE JUST NEED TO HAVE AN AGENDA ITEM ADDED TO AN AGENDA SOONER THAN LATER TO HAVE THAT DISCUSSION ON POLICY AND PARAMETERS BEFORE WE GET TO POSSIBILITIES.

BECAUSE I WANT TO MAKE THINGS VERY CLEAR.

SO I, I'M OKAY WITH HAVING THAT DISCUSSION.

SO THAT'S JUST SEMANTICS ON HOW AND WHEN WE HAVE THAT.

AND I JUST WANT TO REMIND, YOU KNOW, I'M JUST PUTTING IT OUT THERE.

YOU KNOW, OUR JOB IS TO EDUCATE ALL STUDENTS.

AND SO I DON'T WANT TO LOSE SIGHT OF THAT, YOU KNOW, LIKE THE DEVELOPMENT STUFF.

AND I TOTALLY UNDERSTAND.

WE NEED TO HAVE THE FUNDS, THE MONEY TO EDUCATE OUR STUDENTS UP TO THE STANDARDS, THE VERY HIGH STANDARDS THAT OUR COMMUNITY HAS SET.

AND THAT IS SUPER IMPORTANT.

BUT I ALSO DON'T WANT TO LOSE SIGHT THAT WE ARE NOT A BUSINESS.

WE ARE A SCHOOL DISTRICT EDUCATING STUDENTS.

AND SO OUR FOCUS SHOULD ALWAYS BE ON EDUCATION.

AND SO IF ADDING A DEVELOPMENT OFFICE KIND OF THE SAME THING BACK TO, YOU KNOW, THE BUSINESS DEVELOPMENT PERSON.

WHAT DO WE NEED TO DO? SO I'M JUST PUTTING THAT OUT THERE.

CLAUDIA. TO THAT.

I BELIEVE WE'RE STARTING A POLICY COMMITTEE, SO I DON'T KNOW IF THAT'S TOO LATE TO IN YOUR TIMELINE, BUT I JUST THOUGHT OF THAT.

I, I, I AGREE WITH WHAT YOU'RE SAYING IN TERMS OF MOVING THE, COMMUNITY, LEVERAGING COMMUNITY RESOURCES TO FINANCE, BUT I DON'T WANT IT TO BE TOTALLY REMOVED FROM.

MY PART. WHATEVER.

YEAH, BECAUSE IT'S NOT ALL MONEY.

IT'S NOT ALL MONEY. IT'S IT'S RELATIONSHIPS AND PARTNERSHIPS.

AND SO I WAS GOING TO WE JUST WE TOOK IT OUT AND THEN I WAS GOING TO RECOMMEND NOW WE GO BACK UP THERE AND IT'S OUT.

SO DOES SOMETHING NEED TO GO IN ITS PLACE.

SO WE'RE ON THE SAME WAVELENGTH.

LIKE WHAT. GREAT.

SO BUT IF THAT GETS MORE RESOURCE ORIENTED AND IT GOES TO PRIORITY FIVE, THEN I WAS GOING TO PIVOT BACK TO YOU TO SAY, OKAY, NOW THIS GIVES YOU SOME FREEDOM TO THINK ABOUT THAT A LITTLE BIT DIFFERENTLY. AND I THINK THAT'S WHAT YOU'RE SAYING RIGHT? OKAY. SO IS THAT AN JODY'S TYPING LISTENING TO YOU.

RIGHT. SHE'S JUST SHE'S THROWING OUT KEYWORDS AND PHRASES.

DOES THAT IS THAT KIND OF WHAT YOU'RE THINKING? 3.2 NOW IS OPENED UP TO THIS.

WELL. AND IT'S NOT JUST DEVELOP, IT'S ALSO MANAGING.

I MEAN, WE YOU HAVE TO MANAGE THOSE RELATIONSHIPS TOO AND SYSTEMATICALLY SUSTAIN.

OKAY. RIGHT. I MEAN, I'M I'M THAT GUY.

YOU GET MY POINT. I'M GOING TO PUT THOSE WORDS.

WE SHOULD REMOVE IT. WELL IT'S ALMOST EVERY WELL AND MAKE A CASE AGAINST WHY THAT'S THE WRONG WORD.

AND MAYBE I'LL ACCEPT IT.

BUT WE'LL JUST START. THAT'S BASE VERSION.

BUT I LOVE WHAT'S HAPPENING HERE THOUGH.

WE THESE THIS THESE MAY OVERLAP.

YOUR 3.2 AND YOUR 5.2 MAY OVERLAP.

PROBABLY WILL, BUT THIS GIVES YOU SOME ROOM TO GO DEEPER IN WHAT THAT MEANS HERE UNDER THIS PRIORITY.

[02:10:04]

OKAY, BEAUTIFUL.

LET'S SEE. WE'RE GOING TO GO BACK TO ELLEN.

I JUST WANTED TO THROW IN REAL QUICK TWO THOUGHTS.

ONE IS, WELL, I THINK THE REVENUE GENERATION PIECE IS GOOD.

WHEN I HEAR CHRIS TALK ABOUT WE'VE WE'VE PICKED THE LOW FRUIT, IT GOES BACK TO SOMETHING THAT WAS SAID ON THE SMART SIDE OF THE TABLE OVER THERE THAT, WHEN WE ADD SOMETHING, WE GOT TO STOP DOING SOMETHING.

AND SO IF IF WE'RE NOW GOING TO GO AFTER THAT FRUIT ON THE TOP, WE MAY HAVE TO STOP DOING TWO THINGS.

AND I JUST GO BACK TO WHAT TWO THINGS IS CHRIS GOING TO STOP DOING, OR SOMEONE ON THAT SIDE SO THAT THEY CAN GO DO THIS? AND AND I GET IT.

MAYBE WE NEED TO HIRE THAT RESOURCE.

I THINK THAT STARTS A WHOLE BIG OTHER CONVERSATION.

BUT I JUST WANT TO BE VERY MINDFUL THAT WHEN WE PUT SOMETHING HERE, WE'RE WE MAY BE KICKING OFF.

SOMETHING THAT THEY NEED TO GO DO, AND THEREFORE THEY NEED TO STOP DOING SOMETHING BECAUSE NO ONE HERE IS TAKING OFF ON ON FRIDAY BECAUSE THEY HAVE NOTHING LEFT TO DO.

THEY'RE THEY'RE WORKING FIVE DAYS A WEEK HERE, MAYBE 6 OR 7 IF THE TRUSTEES ARE EMAILING.

AND THE OTHER ONE IS SOMETHING THAT JEN SAID, WHICH IS, I'VE BEEN TOO LONG SINCE I THOUGHT ABOUT IT, SO I DON'T REMEMBER THE OTHER ONE.

SO I'LL GO OVER TO.

WELL, WHATEVER SHE SAYS, SCROLL DOWN JUST A LITTLE BIT.

SO WE IF EVERYBODY IT MAY NOT BE THE TERM THAT WINDS UP BEING THE STRATEGIC ACTION, BUT THIS STRATEGIC ABANDONMENT KEEPS COMING BACK UP.

I'M JUST TELLING YOU IT'S ALL IT'S ALL IN HERE.

SO I THINK FOR IT TO BE AN ACTION.

YOU'RE. IT'S NOT. THIS IS NOT NEW STUFF, RIGHT? YEAH. IT'S HERE, IT'S HERE.

IT'S IN THE STOP START.

CONTINUE. SO.

WELL, I THINK I WAS GOING TO SAY REAL QUICK IS, I THINK WE HAD KIND OF MENTALLY BUDGETED TO ABOUT TEN, 15 OR SO FOR THIS.

SO IF WE CAN, IF THE BOARD IS READY AND ELLEN, CERTAINLY YOU NEED I WANT YOU TO SAY WHAT YOU'RE GOING TO SAY, BUT MAYBE TRANSITION INTO WHERE WE MOVING OVER TO COLUMN FIVE, WHICH WE DON'T EVEN SEE ON HERE.

IN A MINUTE. SO WE'LL JUST BE MINDFUL OF THAT.

ELLEN, PLEASE.

AND THIS MAY OPEN A NEW CAN OF WORMS, BUT I'LL PUT IT OUT THERE.

THAT IN OUR BOARD PRIORITIES FOR THIS YEAR? YES. THE RESOURCE DEVELOPMENT IS IMPORTANT, BUT WE ALSO TALK AND THE LONG RANGE FACILITIES PLANNING.

BUT WE ALSO TALK ABOUT PROGRAMMATIC REVIEW PROCESSES.

AND TO ME, ACTUALLY, I THINK REVIEWING OUR PROGRAMING AND DECIDING WHAT WE WANT TO DO FROM A PROGRAMMATIC STANDPOINT IS THE PRECURSOR TO FACILITIES PLANNING.

SO. I'M.

I GUESS MY QUESTION IS, CAN CAN THE GROUP HELP ME REMEMBER WHAT WE WERE THINKING ABOUT WHEN WE PUT AS A PRIORITY SUPPORTING PROGRAMMATIC REVIEW PROCESSES? AND ARE WE DOING THAT AND DOES THAT HELP US IN OUR STRATEGIC.

DROPPING THINGS WHEN WE ADD THINGS.

WHAT IS THAT CALLED? I'M SORRY.

THAT PHRASE ABANDONMENT STRATEGIC.

ELLEN, THAT THING THE A, B AND C MAY ALL BE ONE THING.

DO WE NEED THOSE WORDS UP THERE RIGHT NOW? BUT CHRIS, LIKE THOSE, THOSE ARE ALMOST ALL THE SAME THING, RIGHT? RIGHT. SYSTEMATIC PROGRAM REVIEW.

COST BENEFIT ANALYSIS.

STRATEGIC. THAT'S ALL ONE.

THAT'S JUST THAT'S ONE ACTION.

YOU CAN'T DO ONE OF THOSE ACTIONS WITHOUT DOING THE OTHER ACTION.

SO THAT MAY NOT BE THREE THINGS, CHRIS.

THAT MAY BE ONE THING.

ELLEN. DOES THAT MAKE SENSE TO YOUR POINT? SO IN THE IN THE STRATEGIC ACTION COLUMN, IF WE'RE GOING TO HAVE SYSTEMATIC PROGRAM REVIEW, THEN WE'RE DOING I'M ASSUMING WE'RE DOING COST BENEFIT.

AND THEN THAT'S A CONSIDERATION FOR STRATEGIC ABANDONMENT, WHICH IS THE SHIFT OF RESOURCES TOWARDS THE 87% THAT YOU'RE PAYING IN STAFF SALARY AND TOWARDS YOUR MISSION TO HEATHER'S EARLIER POINT LIKE RESOURCES TOWARDS THE MISSION.

AND IN OUR CURRENT SYSTEM, WE ACTUALLY HAD THE SYSTEMATIC PROGRAM REVIEW PAIRED WITH THE LONG RANGE FACILITIES PLANNING.

NOW WE ARE PULLING IT OUT AND MOVING IT UP.

AND SO I'D BE IN BOTH PLACES.

ELLEN. SORRY.

SO I GUESS I'M I'M ASKING FOR SOMEBODY TO HELP ME REMEMBER WHAT WE MEANT BY THAT OR WHAT EXACTLY IS THAT WHAT YOU WERE GOING TO DO? I DON'T KNOW IF I REMEMBER EXACTLY WHAT WE SAID A YEAR AGO, BUT I.

JUMPING OFF OF THAT.

I WOULD ARGUE THAT SYSTEMATIC PROGRAM REVIEW STRATEGIC ABANDONMENT.

I MEAN, YOU GUYS ARE DOING THE TACTICS, BUT IT BASED ON EVERYTHING THAT WE'VE SAID, THAT PROBABLY NEEDS TO BE A TACTIC IN MANY OF THESE BUCKETS.

RIGHT. AND IF WE ARE WANTING OUR BUDGETS TO BE DRIVEN BY WHAT'S NEEDED FOR EDUCATION, I MEAN, I WOULD ARGUE THAT IT'S A REQUIREMENT REALLY, THAT WE DO THAT PROCESS IN OTHER PLACES SO THAT WE KNOW SO THAT WE CAN MAXIMIZE THE

[02:15:09]

SO, YEAH, I WAS GOING TO SAY THAT MY BACKGROUND ON THAT WAS WHEN I READ THOSE WORDS.

TO ME, IT'S IT'S THIS REVIEW OF WE GOT TO BE OPEN TO.

STOPPING OR CHANGING WHAT WE'RE DOING.

AND IT'S SORT OF THAT REVIEW OF THAT AND IT GETS TO THE STOP START, CONTINUE EXERCISE.

WE DID THAT.

I WOULD ALMOST SAY THAT THE EXCITING PART OF THAT IS THE START.

BUT THE REALITY OF THAT IS I GOT TO STOP, I CAN'T, I CAN'T DO I CAN'T ADD TEN THINGS TO MY LIST AND STILL DO THEM ALL.

SO I THINK TO ME THAT'S KIND OF WHERE THAT WAS GETTING I'VE GOT DIANE AND THEN HEATHER.

TO YOUR POINT OF HOW WE MIGHT NEED THAT IN ALL THREE BUCKETS.

I THINK THE OTHER THING WE MIGHT SEE COMING OUT OF IN ALL THREE BUCKETS IS TECHNOLOGY, AND USING THAT TO HELP WITH EFFICIENCIES AND IN A WAY THAT ISN'T JUST FINANCIAL EFFICIENCIES, I MEAN, BUT. BETTERING THE EXPERIENCE OF OUR STAFF AND OUR STUDENTS.

AND, YOU KNOW, SOMEHOW PUTTING THAT WORDING, I WAS GOING TO USE THAT AS PART OF THE INTRODUCTION TODAY, THAT WHAT, WHAT I AND I DIDN'T WANT TO SAY THIS UP FRONT BECAUSE I JUST SAW IT ORGANICALLY OCCUR.

THE TECHNOLOGY SOME DISTRICTS SAY, WELL, TECHNOLOGY SHOULD BE A PRIORITY.

AND I DON'T KNOW ABOUT THAT BECAUSE IT'S THE TOOL THAT WE'RE USING TO GET AT ALMOST ALL OF THIS.

SO I THINK TECHNOLOGY BEING UBIQUITOUS OVER HERE IN STRATEGIC ACTIONS ALL THE WAY DOWN IS SPOT ON IN MY OPINION.

THAT'S MY OBSERVATION, WHICH IS SPOT ON.

SO IT'S IT'S NOT THAT YOU DON'T HAVE A PRIORITY, BUT CONGRATULATIONS.

YOU HAVE TEN ACTIONS, YOU KNOW.

YOU KNOW. YEAH, I THINK I WOULD IN MY MIND PAIR THAT TECHNOLOGY THING.

WE WE KEEP SAYING INNOVATION TOO.

AND I THINK I THINK THOSE GET LINKED TOGETHER A LOT AS WELL.

HEATHER I JUST HOPE WE CAN FIND THE TECHNOLOGY THAT'S NOT TOO COST PROHIBITIVE, BECAUSE I KNOW THAT SOME OF THAT IS YEAH.

AND THAT'S PART OF THE SYSTEMATIC REVIEW AND ALL OF THAT.

TO ME, THAT'S PART OF IT. THAT WASN'T MY COMMENT, THOUGH.

I WAS BACK TO THE OTHER STUFF ABOUT, YOU KNOW, THE PROGRAMMATIC REVIEW.

I THINK THAT IS WHERE WE DO HAVE TO TALK ABOUT THE SACRED COWS AND HAVE HARD CONVERSATIONS.

WE HAVE TO BE WILLING TO BE OPEN TO THOSE THINGS.

AND, YOU KNOW, I THINK THAT WE AS A BOARD ARE SO JUST PUTTING IT OUT THERE.

OKAY. QUESTION COULD COULD WE TRANSITION OVER TO.

OKAY. CAN ARE YOU GOING TO GIVE US AN INTRO TO WHAT THIS EXERCISE LOOKS LIKE? NO, I'VE BEEN HERE LONG ENOUGH.

YOU'LL FIGURE IT OUT. NO, NO.

I'M JUST JUST KIDDING.

JUST KIDDING. YEAH.

SO I WAS THINKING.

AND MOLLY, YOU'RE BACK ON THE HOT SEAT, SO.

YEAH. HERE WE GO. SO, AND I HAVE SO MUCH TRUST IN THE WAY YOU THINK.

WE HAVEN'T TALKED AHEAD OF TIME.

I THINK THAT 1.1 MIGHT BE ONE OF THE MORE DIFFICULT ONES TO THINK ABOUT OUTCOMES.

SO I'M WONDERING IF IT.

WOULD IT BE BETTER TO MAYBE START WITH 1.2 OR 1.3? SO LET ME I WANT TO MAKE SURE THAT EVERYBODY KNOWS THIS, THAT WE ARE JUMPING ALL THE WAY TO HERE WITH WHAT'S ON THE SCREEN.

WE ARE NOT.

THESE TWO COLUMNS ARE NOT ON THE SCREEN.

OKAY. IS EVERYBODY TRACKING? SO WE'RE WE'RE WE'VE I'M SORRY WE HAVE THE ACTIONS ON THERE, BUT WE ARE NOT IN THE PROGRESS MONITORING.

THAT'S NOT WHAT WE'RE TALKING ABOUT RIGHT NOW BECAUSE THE ACTIONS ARE GOING TO DRIVE THE PROGRESS MONITORING.

AND THEY NEED TO FIGURE THAT OUT.

BUT WE COULD JUMP ALL THE WAY OVER HERE TO THE RIGHT.

EXCUSE ME. AND IF WE SAY DRIVE ACADEMIC CONTINUOUS IMPROVEMENT IN OUTCOMES.

THE QUESTION IS WHAT ARE THOSE OUTCOMES? I APOLOGIZE.

BACK TO THE CEDAR.

YEAH, BACK TO THE CEDAR.

AND WE CAN PUT 20 MEASURES OUT THERE IN THE OUTCOME, PROBABLY, YOU KNOW, WITH 1.2.

BUT BUT WE DON'T NEED TO DO THAT.

IT NEEDS TO BE THE ONE OR 2 OR 3 BIGGEST MEASURES THAT WE'RE PAYING ATTENTION TO AT THE END OF THE YEAR TO SEE IF WE DID 1.2.

LET ME I'M GOING TO JUMP DOWN TO 1.3 FOR JUST.

YEAH. I'M SORRY. IS THERE A WAY.

AND I JUST TALKED TO JEFF ABOUT THIS.

COULD WE SEND THIS TO JEFF AND PRINT IT OUT? BECAUSE I LIKE TO TAKE NOTES.

AS WE'RE WORKING THROUGH THIS AND SO.

SURE. I'D RATHER BE THIS IN FRONT OF ME AS WELL AS ON THE BOARD.

AND SO JEFF JUST SAID, IF WE COULD SEND IT TO HIM, WE CAN GET.

[02:20:08]

YES, MA'AM. SO THANK YOU.

SO I MOLLY, I'M GOING TO JUMP TO THE 1.3.

SO IF AND THANK YOU, DIANE.

THAT'S IF ON 1.3.

SO IF WE'RE SAYING ACCESS CAN YOU SCROLL UP JUST A LITTLE BIT.

SO IF, IF WE'RE SAYING ACCESS TO OPPORTUNITIES AND THEN I SEE OVER HERE THAT THAT INCLUDES CTE.

SO IN ITS SIMPLEST FORMAT, WITH CAREER AND TECHNOLOGY EDUCATION, YOU KNOW, AN OUTCOME MEASURE IS AN INDUSTRY BASED CERTIFICATION.

THAT'S AN OUTCOME MEASURE.

AND THEN AND THEN A COLUMN FOR MEASURE AND AN INTERIM MEASURE IS THE PATHWAYS.

SO LIKE IT'S THE PERCENT OF STUDENTS IN THE PATHWAYS.

BUT THE BIG MEASURE AT THE END.

IS THE IBC. I THINK THAT'S HOW WE KNOW THAT THEY GOT IT OR THEY DIDN'T GET IT.

OKAY. THAT'S ON.

IF WE'RE SAYING COLLEGE CAREER AND MILITARY, THAT'S THAT'S ON THE CAREER PART OF THAT.

IS THAT FAIR TO SAY? SO THEN ON THE COLLEGE PART OF THAT, AND THIS IS NOW WE'RE GOING TO PULL THIS THING APART IF AND I THINK YOU HAD SOME HESITATION ABOUT DOING COLLEGE, CAREER AND MILITARY, BUT JUST FOR THE SAKE OF DIANE'S QUESTION, COLLEGE THEN IS PROBABLY ACT SAT.

DUAL CREDIT.

WELL, I'M NOT MAKING A STATEMENT THAT THAT'S THE WAY IT NEEDS TO BE.

I'M JUST SAYING THAT'S WHAT IT IS, THAT THAT IS AN OUTCOME.

COLLEGE ENROLLMENT. I DON'T KNOW WHAT THAT OUTCOME IS FOR YOU ALL, I DON'T KNOW.

SO LET'S GO BACK TO 1.2.

DOES THAT HELP, DIANE IF I JUST GIVE THAT AS AN EXAMPLE? MY CHALLENGE IS, IS I PROBABLY WANT DATA THAT GOES BEYOND THE HIGH SCHOOL EXPERIENCE.

SO I'M NOT GOING TO, YOU KNOW, REALLY WE WANT OUTCOMES BEYOND WHERE KIDS ARE.

CAN YOU MEASURE THAT? SURE. I WANT A STARBUCKS IN EVERY 7-ELEVEN.

I MEAN, YOU KNOW, BUT MY QUESTION IS, CAN I GET IT? LIKE, WE SHOULD ONLY INCLUDE ON HERE WHAT WE CAN CONTROL.

AND SO LET'S GO BACK TO 1.2.

THEN I USE 1.3 AS AN EXAMPLE.

SOMALI IN YOUR MIND LIKE WHAT'S AN OUTCOME MEASURE AT THE END OF THE YEAR.

WHAT'S THE BIG NUMBER WE'RE LOOKING AT? TO, TO CONNOTE OR TO SEE EVIDENCE OF ACADEMIC CONTINUOUS IMPROVEMENT.

IS IT A.

IS IT A STAR SCORE? IS IT A MAP SCORE? IS IT A I'M JUST GOING I'M JUST POPPING OUT SCORES, YOU KNOW, LIKE.

YEAH. I MEAN I THINK IT'S THOSE.

SO I MEAN YOU COULD HAVE I MEAN YOU COULD ALMOST COMBINE THOSE TO BE.

OR YOU COULD SAY IF YOU WANTED TO DO MORE FORMATIVE AND SUMMATIVE.

SCORES. LET ME GIVE THE MAP AS AN EXAMPLE.

IF YOUR TRAIN OF THOUGHT SO.

M O Y IS COLUMN FOUR, WHICH IS NOT ON HERE.

DO YOU ALL USE MAP INTO A MAP? OKAY. SO NWA MAP COLUMN FOUR IS MU Y.

COLUMN FIVE IS E O Y.

END OF YEAR. YEAH.

DOES IT OKAY. DOES THAT MAKE SENSE? THE END OF YEAR IS THE OUTCOME.

THE MIDDLE OF YEAR IS THE CHECKPOINT WE'RE GOING TO LOOK AT IN FEBRUARY.

AND I GUESS MY QUESTION THEN IS WHEN WE'RE LOOKING AT THIS SO IS IS THIS ARE THE PROGRESS MEASURES IN THE LONG TERM MEASURES A YEAR OR FOUR YEARS.

THANK YOU. GOOD QUESTION.

TYPICALLY THE OUTCOME THE IS AN ANNUAL MEASURE THAT HAS A FOUR YEAR TRAJECTORY THAT WE'RE TARGETING.

SO IF WE AND.

BUT WHAT'S YOUR BASELINE NOW AND THEN? WHERE DO YOU WANT IT TO BE AT THE END OF FOUR YEARS? HERE'S THE REAL FANCY DEFINITION OF COLLEGE OF COLUMN FOUR.

IT'S LESS THAN A YEAR.

THE PROGRESS MEASURE IS TYPICALLY LESS THAN A YEAR.

OKAY. DOES THAT HELP? IT'S IT'S A MID-YEAR CHECK.

IT'S A NINE WEEK CHECK.

WE'VE GOT A COUPLE OF QUESTIONS OR COMMENTS JEN.

AND THEN HEATHER. I THINK I NEED A LITTLE BIT OF CLARITY AROUND THE PROCESS.

OUR. IS THE STRATEGIC TEAM AND THE TACTICAL TEAM COLLABORATING TO COME UP WITH THESE OUTCOMES? OR IS WHO'S WHO'S RESPONSIBILITY? NO. THANK YOU FOR THE PURPOSE OF TODAY.

HAVING THIS CONVERSATION ABOUT OUTCOMES HELPS THEM THINK ABOUT IT'S INFORMATIVE TO THE OBJECTIVE.

OKAY. DO YOU SEE? THAT'S ALL IT IS.

SO WE'RE NOT WE'RE NOT AGREEING TO IT TODAY.

IT JUST HELPS THEM SURE KNOW WHAT'S ON THE BOARD'S MIND I GET THAT.

THANK YOU. AND THEN MY NEXT QUESTION IS WHERE I'M STRUGGLING IS HOW GRANULAR ARE WE GETTING WHEN YOU'RE TALKING ABOUT TESTING

[02:25:10]

SO HOW GRANULAR ARE WE GETTING? AS AS GRANULAR AS ANYONE, WANTS THIS IS BACK TO THAT HARMONY BETWEEN THE TWO TEAMS. THEY'RE GOING TO HAVE ALL THE DATA AGAIN, PLUG IT INTO THE COMPUTER.

AND HOW MUCH, HOW MUCH DOES THE STRATEGIC TEAM FEEL LIKE THEY NEED TO SEE PERIODICALLY TO KNOW IF WE'RE HEADED IN THE RIGHT DIRECTION OR NOT? I THINK IT ALSO INFORMS US IF WHAT WE'RE PROPOSING HERE, IS IT MEASURABLE? IS IT SOMETHING WE CAN TRACK? IS IT? AND I DON'T YOU KNOW, IT DOESN'T HAVE TO BE DOWN TO THE DECIMAL POINTS OF, OF TRACKING IT, BUT.

ARE THE MEASURES THEY'RE SAYING THAT THEY CAN USE TO MEASURE THIS? DOES THAT RESONATE WITH US? AND WE GO, YEAH, THAT'S WHAT I MEAN.

OR IS IT LIKE, WHOA, WHOA, WHOA, I DIDN'T MEAN THAT AT ALL.

YES. THANK YOU.

SO THIS KIND OF GOES BACK TO SOMETHING THAT I SAID YESTERDAY, THAT I DID HAVE CONCERNS ORIGINALLY WITH HOW WE MEASURE SOME OF THIS STUFF BECAUSE LIKE THE CONTINUE LIKE IF WE'RE JUST LOOKING AT THE GOAL OF 1.2 DRIVE ACADEMIC CONTINUOUS IMPROVEMENT AND OUTCOMES, THAT KIND OF MAKES ME BREAK OUT INTO THE HIVES, BECAUSE IT FEELS LIKE SOMETHING THAT WE SEE IN TIA, AND IT'S ALL ABOUT STAR SCORES, AND THAT IS NOT WHAT WE'RE ABOUT.

AND I THINK THAT THAT GOES BACK TO OUR CONVERSATION ABOUT, YOU KNOW, WHAT THE, YOU KNOW, ALL KIDS AND KIDS WHO AREN'T GREAT TEST TAKERS OR KIDS THAT DO PROJECT BASED LEARNING, LIKE WE HAVE AN AMAZING APES CLASS THAT HAS PHENOMENAL PROJECT BASED LEARNING, AND A LOT OF THOSE KIDS AREN'T GOING TO TAKE THE AP TEST.

THEY ARE JUST THERE BECAUSE OF THE EXPERIENCE.

SO WHAT I THINK THIS SHOWED UP IN THE IN THE SWOT, MAYBE MORE THAN ONCE.

I KNOW THIS BEING A PART OF THIS TEAM FOR 30 YEARS, THE UNSPOKEN REQUEST CAN NEVER BE MET.

AND SO IF, IF THERE'S, IF THERE'S NOT CONGRUITY BETWEEN THESE TWO TEAMS ON WHAT WE MEAN, THEN THAT'S WHAT JUST DRIVES THIS TEAM BONKERS.

NOT YOU GUYS SPECIFICALLY, BUT THE TACTICAL TEAM.

IT'S LIKE EVERY TIME WE SAY THIS IS THE NUMBER, THE BOARD SAYS, NO, I WANT TO LOOK AT A DIFFERENT NUMBER.

I DON'T THINK THAT'S THE ISSUE.

I THINK THAT WE ARE SAYING IT'S THE ISSUE.

I'M JUST SAYING IN GENERAL, LIKE SO WE ARE NOT LOOKING FOR THE PERFECT MEASURE HERE.

WE'RE LOOKING FOR THE BEST FIT.

OKAY. SO BECAUSE I DO THINK THAT THAT SIDE OF THE ROOM REALLY DOES UNDERSTAND WHERE WE'RE COMING FROM, AND THEY UNDERSTAND THE GOAL AND OBJECTIVES THAT WE ALL KIND OF HAVE PUT OUT THERE. I WOULD PROBABLY ARGUE WITH YOU A LITTLE BIT ON THAT, OKAY.

IF YOU DON'T HAVE CLARITY ABOUT THE MEASURE, THEN THEY HAVE QUESTION MARKS.

WELL, NOT THE NOT THE MEASURE, THE MEASURE PART.

YES, I TOTALLY AGREE WITH THE MEASURE PART.

AND THAT'S SOMETHING THAT WE CONTINUOUSLY STRUGGLE WITH.

AND I KNOW THAT'S WHY WE'RE ALL HERE TODAY TO TRY TO GET THAT BETTER.

THAT'S RIGHT. BUT AGAIN, I JUST DON'T WANT TO LOSE SIGHT ON WHAT'S ACTUALLY IMPORTANT BECAUSE WE DON'T HAVE A GOOD WAY.

WE HAVEN'T FOUND THAT WAY TO MEASURE.

THAT'S THAT'S THE ONLY POINT THAT I'M MAKING IS THAT, LIKE, IF IT JUST SAYS WE MEASURE THIS BECAUSE OF STAR AND MAP, THEN THAT'S WHAT PEOPLE ARE GOING TO LOOK TOWARDS.

AND THEN WE'RE NOT GOING TO TALK ABOUT THE OTHER STUFF AS MUCH.

AND SO THAT'S THE PART THAT IT HAS TO BE MEANINGFUL.

GOTCHA, GOTCHA. THAT'S GREAT.

EXACTLY. SO AND I'M GOING TO GO TO DIANE AND THEN MOLLY.

BUT I DID WANT TO SAY THAT TO THIS POINT.

I THINK WE'RE TRYING TO UNDERSTAND WHEN THEY COME IN IN A COUPLE OF MONTHS AND SAY, I'M MAKING PROGRESS TOWARD THIS, WHAT WILL THEY SHOW TO LET US KNOW THEY'RE MAKING PROGRESS? AND I THINK THAT'S WHAT WE'RE TRYING TO GET TO HERE.

WHAT WHAT CAN THEY SHOW US TO SAY? I'M I'VE PROGRESSED ON 1.2 A OR WHATEVER.

DIANE. I UNDERSTAND YOUR CONCERNS ABOUT HOW SO MUCH EMPHASIS IS PUT ON STANDARDIZED TESTS, BUT THE REALITY IS THEY'RE NOT GOING AWAY AND WE DO HAVE TO HAVE THEM AS SOMETHING PART OF THE WHOLE BIG PICTURE.

OTHER THINGS THAT I THINK, YOU KNOW, COULD FIT IN HERE ARE AP ENROLLMENT, NOT JUST THE AP TEST.

RIGHT. MAYBE THAT'S IN THE FOURTH COLUMN, BUT BUT I WOULD LIKE TO ALSO SEE SOME STATISTICS ON WHERE OUR STUDENTS ARE ENGAGING IN EXTRACURRICULARS.

I DON'T THINK WE'VE SEEN THAT.

HOW MANY PROGRAMS DO WE HAVE? WE HAVE A TON OF CLUBS AT THE HIGH SCHOOL.

BUT WHAT'S GOING ON IN, YOU KNOW, AT THE OTHER LEVELS TOO.

SO I'D REALLY LIKE TO SEE SOME MEASUREMENTS THERE ABOUT, YOU KNOW, HOW ARE THEY STICKING WITH IT ALL FOUR YEARS.

HOW LONG DO THEY STAY IN THESE EXTRACURRICULARS IS, YOU KNOW, SO.

YOU CAN GET THAT DATE, THAT DATA THOUGH.

SO WE NEED TO START TAKING IN DATA THAT IS VERY EASY TO GET.

AND THAT'S KIND OF WHAT I REFERENCED TO.

I'M SORRY. WELL, WHEN YOU HAVE A MENTOR WITH A CLUB, A TEACHER IS GETTING PAID TO BE A MENTOR.

[02:30:06]

YOU KNOW, THAT'S A SMALL ASK AND THEN THAT GETS FILTERED INTO TECHNOLOGY AND RECORDING SYSTEMS. IT'S LOW HANGING FRUIT TO UNDERSTAND HOW OUR STUDENTS ARE ENGAGING, BECAUSE WE'RE ALL SAYING THAT EXTRACURRICULARS ARE A VERY ENRICHING PART OF THE EXPERIENCE.

THAT'S WHAT COLLEGES WANT TO SEE, YOU KNOW? THAT'S WHAT. WHEN I.

DIANE. WHEN I ARRIVED AT CAC, I ASKED WHAT PERCENT OF STUDENTS WERE IN SEVENTH THROUGH 12TH GRADE.

WERE PART OF CO-CURRICULAR AND EXTRACURRICULAR.

AND DID I TELL YOU THAT AT THE.

SO THE ANSWER WAS 95%, LIKE THAT'S WHAT THE BOARD TOLD ME.

SO THEN I GOT TO THE CABINET AFTER I GOT HIRED.

SOMEHOW, AFTER ASKING ALL THESE QUESTIONS DURING THE INTERVIEW AND THE CABINET SAID, OH, IT MAY NOT BE 95, BUT IT'S DEFINITELY 92.

AND I SAID, WELL, LET'S COUNT IT IF YOU WANT TO KNOW WHAT IT WAS.

THE ACTUAL NUMBER WAS 62%.

AND WE QUANTIFIED IT.

AND THEN IT WAS LIKE.

AND SO I SAID, HOW CAN WE HAVE THAT BIG OF A DELTA TO THE CABINET, NOT WITH CAMERAS ROLLING.

AND THEY SAID, SIR, WE IT'S 92% OF THE KIDS WE KNOW.

YOUR POINT IS WELL TAKEN.

YEAH. IT'S THE KIDS WE DON'T KNOW THAT ARE THE ONES THAT ARE NOT.

AND START ASKING WHY ARE THOSE OTHER KIDS NOT EXACTLY RIGHT.

AND THEN YOU. THAT'S RIGHT.

AND THAT ROLLS INTO MENTAL HEALTH BECAUSE WE WE'VE HAD LOTS OF CONVERSATIONS ABOUT HOW DO WE MEASURE, HOW DO WE FIND THE KIDS THAT ARE SLIPPING THROUGH THE CRACKS.

IT'S MAYBE USING THE TWO DOT PROCESS THAT WE'VE TALKED ABOUT IN THE SHACK, WHICH KIDS CAN NO TEACHER SAY THEY HAVE A RELATIONSHIP WITH.

SO THOSE ARE THE TYPE OF METRICS THAT I THINK WE MIGHT REALLY BENEFIT FROM, AS WE'RE TRYING TO MEASURE THE MENTAL WELL-BEING OF OUR STUDENTS AND UNDERSTANDING HOW WE CAN CHANGE WHAT WE'RE DOING TO CONNECT WITH THEM.

AND AN M, A COLUMN FOR MEASURE ON WELL-BEING.

BACK. HEATHER, YOU MENTIONED YESTERDAY IT COULD BE ATTENDANCE.

DO YOU SEE HOW ATTENDANCE COULD BE LIKE THIS CHECKPOINT THAT WE'RE CONSTANTLY LOOKING AT? AND THEN, I DON'T KNOW, Y'ALL TELL ME ON MENTAL ON THE MENTAL WELL-BEING.

LIKE WHAT? WHAT WOULD BE KIND OF AN END OF YEAR.

SOME DISTRICTS IT'S LIKE LEVEL THREE BEHAVIOR INTERVENTIONS OR, YOU KNOW, LIKE ALL LIKE AT THE END OF THE YEAR.

WE'RE LOOKING AT THAT.

NOW IN THIS CASE, THOSE ARE WE WOULD HOPE ARE GOING DOWN AS A PERCENTAGE OF THE TOTAL.

RIGHT. SO THOSE GOOD IS FOR THOSE TO GO DOWN.

BUT THEN KIDS COMING TO SCHOOL IS A GOOD CHECK ALONG THE WAY.

LIKE IF THEY FEEL A SENSE OF BELONGING THEY'RE COMING TO SCHOOL.

SO THAT'S A GOOD EXAMPLE OF A COLUMN FOR MEASURE ATTENDANCE.

AND THEN THIS LEVEL THREE DISCIPLINE AS AN OUTCOME MEASURE.

LET'S GO TO MOLLY AND THEN ELLEN.

WELL, I THINK THAT WAS KIND OF WHAT I WAS GOING TO SAY TO YOU.

AND JAMES'S POINT IS, YOU KNOW, I HAVE IN MY MIND SOMETIMES WHAT I THINK SHOWS THE ACADEMIC PROGRESS.

BUT I KNOW THAT THERE'S TIMES WHEN I PRESENT AND YOU GUYS ARE ASKING MORE QUESTIONS.

SO TO ME TODAY, LIKE I WOULD LIKE TO ASK, WHAT DO YOU SEE? AND YOU REPRESENT THE PARENTS AND THE COMMUNITY.

WHAT DO YOU WANT TO HEAR OR FEEL? YOU NEED TO HAVE TO BE ABLE TO FEEL CONFIDENT THAT WE ARE MAKING ACADEMIC PROGRESS, BECAUSE I CAN SIT HERE AND GIVE YOU A THOUSAND DIFFERENT NUMBERS THAT MAYBE TO ME AND MY TEAM ARE SUPER MEANINGFUL, BUT THEY'RE NOT REALLY MEANINGFUL.

OR THEY DON'T TELL THE PICTURE THAT SOMEONE WHO'S NOT IN IT ON THE DAY TO DAY BASIS KIND OF NEEDS.

SO WHAT MY CHARGE AND MY QUESTION WOULD JUST BE LIKE, WHAT DOES THAT LOOK LIKE? AND I THINK, DIANE, YOU GOT TO THAT.

YOU KNOW, I THINK STAR SCORES IN MATH SCORES ARE ALWAYS GOING TO BE A PART.

SCORES ARE GOING TO BE A PART.

BUT I THINK IT'S A BIGGER PICTURE THAN THAT.

AND SO THAT COLUMN I MEAN BOTH OF THE COLUMNS, BOTH SOME OF THE INTERMEDIATE PROGRESS MEASURES THAT I COULD COME AND TALK TO YOU ABOUT, YOU KNOW, DURING THE YEAR WE CAN FLESH SOME OF THAT OUT, AND THEN SOME OF THE BIGGER THINGS THAT I MIGHT NOT BE ABLE TO REPORT TO YOU, I MIGHT NOT BE ABLE TO COME BACK AND GOING BACK TO SOMETHING LIKE CTE, IT MAY NOT BE THAT EVERY YEAR I CAN TELL YOU, WE ADDED, YOU KNOW, 3 OR 4 COURSE COURSES, BUT IF THAT'S A FOUR YEAR GOAL, I CAN TELL YOU SORT OF WHERE WE ARE IN THAT IN, YOU KNOW, KIND OF IN THAT PROCESS.

BUT FOR ME IT WOULD BE LIKE, WHAT DO YOU FEEL REALLY SHOWS THAT OUR KIDS ARE MAKING ACADEMIC PROGRESS IN IT? AND FROM MY EXPERIENCE, IT'S A LITTLE DIFFERENT FOR EACH ONE OF YOU.

AND THAT'S OKAY.

MAYBE IF UNLESS YOU'RE ASKING ME FOR WAY TOO MUCH.

BUT, YOU KNOW, I THINK THAT THERE THAT WOULD BE HELPFUL.

WELL. AND MOLLY, IF SO, YOU SAID SOMETHING REALLY IMPORTANT TO THIS PROCESS.

THERE NEEDS TO BE A COLLECTIVE AGREEMENT BETWEEN THE STRATEGIC TEAM, OR THEY JUST FEEL LIKE THEY'RE CHASING SEVEN DIFFERENT DIRECTIONS.

EIGHT IF THE SUPERINTENDENT HAS ONE THAT'S DIFFERENT THAN THE SEVEN BOARD MEMBERS, RIGHT?

[02:35:02]

BUT COLLECTIVELY, WHAT DO WE NEED TO SEE, AS YOU SAID JAMES, TO FEEL LIKE WE'RE GOING THE RIGHT DIRECTION.

YEAH. THE KEY PERFORMANCE INDICATORS NOT ALL THE PERFORMANCE INDICATORS.

THE KEY PERFORMANCE.

CORRECT. ELLEN. AND THEN HEATHER.

ONE PERSON'S OPINION.

I'M ALWAYS LOOKING FOR TREND LINES AND COMPARISONS BETWEEN OUR CAMPUSES TO SEE IF WE HAVE SYSTEMIC, PROCESSES BUILT IN, OR IF WE OR IF THERE ARE DIFFERENCES BETWEEN OUR CAMPUSES.

DO WE KNOW WHY THAT IS? ELLEN, IF I MAY, IN YOUR.

BEAUTIFUL WELL BRANDED RED FOLDER.

IS SOMETHING FOR YOU ALL TO.

IT'S A BEST PRACTICE ON DATA REPORTING.

AND SO THIS IS A POTENTIAL PROTOCOL.

AND SURPRISE, IT INCLUDES LEVELS AND TRENDS AND COMPARISONS OKAY.

SO IT'S IN IN THE PACKET.

SO AGAIN THAT'S JUST A PROTOCOL THAT WE'RE KIND OF AGREEING TO THE EXTENT THAT WE CAN WHEN WE SHOW DATA WE WANT THIS FORMAT SO THAT WE CAN SEE THE LEVEL THE TREND, THE COMPARISON. AND AND IF I'D LOOKED AT THAT I MIGHT NOT HAVE THIS OTHER QUESTION, BUT I WAS GOING TO KIND OF TOSS IT BACK TO MOLLY AND SAY, ARE THERE MEASURES THAT ARE, EVIDENCE BASED AND HIGHLY PREDICTABLE THAT ARE GOOD CANARIES IN THE COAL MINE? I MEAN, YOU KNOW, IS IT THIRD GRADE READING? IS IT FIFTH GRADE MATH? IS IT ENGLISH? TWO? I MEAN, THOSE ARE ONES THAT I'VE HEARD DISCUSSED OVER THE YEARS AS BEING HIGHLY PREDICTIVE OF.

FUTURE SUCCESS.

TO ME, THOSE ARE MORE IMPORTANT THAN KNOWING EVERY SINGLE MEASURE IN EVERY SINGLE SUBJECT, IN EVERY SINGLE GRADE LEVEL.

HEATHER. OKAY, SO I'M TRYING TO FIGURE OUT HOW TO FIT THIS IN.

BUT SO TO YOUR QUESTION, MOLLY, OF LIKE, YOU KNOW, WHAT DO WE WANT TO SEE BECAUSE YOU PRESENT STUFF AND THEN WE STILL HAVE OTHER QUESTIONS.

AND SO I WAS JUST KIND OF THINKING OF LIKE EXAMPLES OF, OF MEANINGFUL LEARNING THAT IS HAPPENING THAT WE HAVE SO MANY EXAMPLES OF.

AND A LOT OF THOSE ARE KIND OF COMBINED WITH PARENTAL ENGAGEMENT OR EXTRACURRICULARS.

AND SO LIKE TWO OFF THE TOP OF MY HEAD THAT, AND I CAN'T REMEMBER EXACTLY WHAT IT IS, THE ONE THAT, LIKE CAROL REESE DOES THE FUTURE CITY, YOU KNOW, AND THEY CAME AND THEY PRESENTED THAT. AMAZING.

THANK YOU. LIKE THAT.

THEY CAME AND DID THAT WHOLE THING LIKE THAT WAS LEARNING, YOU KNOW, LIKE THEY LEARNED SO MUCH STUFF THAT YOU CAN'T REALLY TEST THEM ON A STAR.

RIGHT. BUT THAT WAS AMAZING.

YOU KNOW, AND ANOTHER ONE LIKE OUR ROBOTICS PROGRAM, THE STUFF THAT THEY'RE LEARNING AND THE HANDS ON STUFF, YOU CAN'T REALLY MEASURE THAT IN THE SAME WAY.

YOU KNOW, AND EVEN TWO MORE SPECIFIC EXAMPLES.

LAST NIGHT I GOT TO LEAVE HERE AND GO HELP WITH MODIFIERS, AND HOMEWORK.

AND IT WAS NOT EXCITING.

IT YOU KNOW, I'M NOT SURE THAT MY DAUGHTER, AND SHE'LL HATE THAT I CALLED HER OUT, BUT.

SORRY, THAT, YOU KNOW, THAT TODAY SHE HAS A BETTER GRASP BECAUSE OF THE WAY THAT IT WAS DONE.

BUT THEN ON THE FLIP SIDE OF THAT, SHE HAD AN AP ENVIRONMENTAL SCIENCE PROJECT THAT SHE HAD TO BUILD A SUSTAINABLE HOUSE LIKE A MODEL.

AND SHE WAS TELLING ME ALL THE THINGS.

AND SO I THINK THAT'S KIND OF WHERE I'M STRUGGLING WITH HOW DO WE PUT ALL OF THE MEANINGFUL LEARNING THAT YOU CAN'T GET THE TESTING? YOU KNOW WHAT I MEAN? I THINK WE CAN GET THERE.

I THE THING THAT I WOULD CHALLENGE WITH THE STRATEGIC TEAM IS THAT YOU ARE THE MONITOR.

I'M GOING BACK TO THE EDUCATION CODE OF THE WHOLE DISTRICT, NOT INDIVIDUAL PROGRAMS. TOTALLY, TOTALLY. OKAY.

SO ENGAGING LEARNING IS WHAT I'M SAYING.

OKAY. SO IS THERE A WAY TO GET AT MEASURING THAT? WE DON'T HAVE TO DECIDE THAT TODAY SOME DISTRICTS ARE USING THINGS LIKE PORTFOLIO LEARNING, AS YOU KNOW, LIKE THE PERCENTAGE OF STUDENTS WHO HAVE THE OPPORTUNITY TO ENGAGE IN PORTFOLIO LEARNING.

AND THEN WE KNOW 70% OF THE KIDS HAVE.

BUT YOU AND MY DAD WAS A BOARD PRESIDENT WHEN I BECAME, SUPERINTENDENT, AND THIS KIND OF A JOKE, BUT IT'S KIND OF NOT.

BUT HE JUST SAID, WHEN YOUR SUPERINTENDENT DON'T BRING ME A PICTURE OF A KID EATING BIRTHDAY CAKE AND SCIENCE GOGGLES AND TELL ME THAT THE DISTRICT'S DOING GOOD BECAUSE OF THAT PICTURE, BECAUSE I HAVE TO HAVE OTHER INDICATORS TO LOOK AT, BECAUSE THAT CHILD MAY BE DOING WELL AND YOU'RE LEAVING 99% EVERYONE ELSE OUT.

SO THIS IS THAT BALANCE.

YES. AND I LIKE THE ENGAGING LEARNING PORTFOLIO, WHATEVER THAT IS.

LIKE SOME WAY TO THINK ABOUT THAT.

YEAH. AND I'M JUST TRYING TO GO BACK TO LIKE THE KIDS WHO WHO LEARN DIFFERENTLY ALSO.

AND HOW DO WE MAKE SURE THAT THEY'RE INCLUDED IN THAT? I'M ASSUMING LIKE LEVELS OF SUPPORT OR WHATEVER THAT BECOMES THAT LIVES THERE.

I'M THINKING, MOLLY, WHEN WE DEBRIEF LIKE THE DIFFERENTIATED LEARNING LIKE THAT'S KIND OF YOUR DIFFERENTIATED LEARNING BUCKET.

BUT I GO BACK TO THE RESPONSIBILITY OF THE TACTICAL TEAM TO COME IN AND TELL US THIS IS GOING WELL, OR I'M PROGRESSING TOWARD THAT.

[02:40:06]

HOW DO THEY COME IN? I'M JUST SAYING. HOW DO WE MEASURE IT? WELL, WE'LL SHOW EVIDENCE.

WELL, TRUST THE PROCESS AS A PRIORITY.

WE'LL FIGURE IT OUT. CAN'T MEASURE IT, YOU KNOW, I MEAN, I GO BACK TO WE HAVE A RESPONSIBILITY TO CLARIFY THAT.

WHAT DO WE EXPECT TO SEE? AND MAYBE IT IS.

THEY NEED TO TELL US WHAT THOSE MEASURES ARE.

AND I THINK THAT'S WHAT WE'RE TRYING TO DO.

BUT MAYBE WE NEED TO LISTEN MORE AND SPEAK A LITTLE LESS FOR A MOMENT AND LET THEM TELL US WHAT THEY'RE GOING TO DO TO MEASURE THESE THINGS.

AND WE CAN SAY, NO, THAT'S NOT THAT.

THAT MEASUREMENT DOESN'T RING TRUE TO ME OR THAT ONE PLUS THIS OTHER ONE.

THAT IS VERY TRUE. OKAY.

I. WOULD YOU ALL FEEL LIKE YOU HAVE ENOUGH DIRECTION FROM THIS CONVERSATION? AND MOLLY, I'M LOOKING AT YOU PRIMARILY BECAUSE WE KIND OF HAD TO SET THE TONE WITH PRIORITY ONE.

AND THEN AND THEN THE OTHERS KIND OF FALL IN.

RIGHT? DO YOU FEEL LIKE YOU HAVE ENOUGH DIRECTION? YEAH. AND I MEAN, I DO THINK IT'S A IT'S A COLLABORATION I DON'T LIKE NECESSARILY.

I, I LIKE IN FACT SOME OF THOSE MORE THE, THE TOPICS IF YOU WILL.

AND THEN I FIGURE OUT THE METRIC LIKE YOU KNOW IF IT'S ENGAGEMENT, I DON'T I DON'T KNOW EXACTLY WHAT THAT MEANS.

I MEAN, I DON'T KNOW EXACTLY HOW TO MEASURE IT SITTING HERE RIGHT NOW, TODAY.

BUT I'M UNDERSTANDING SORT OF WHAT YOU'RE TRYING TO GET AT.

THEN I HEAR DIANE TALKING ABOUT MENTAL HEALTH.

AND, YOU KNOW, IT'S HARD TO MEASURE EXACTLY SOME OF THOSE, THOSE OUTCOMES, IF YOU LOOK AT, YOU KNOW, VISITS TO COUNSELORS, WELL, INCREASED VISITS TO COUNSELORS, COUNSELORS MIGHT BE AN INDICATOR THAT WE'RE DOING A BETTER JOB WITH MENTAL HEALTH, BUT IT MIGHT BE AN INDICATOR THAT WE'RE NOT DOING A BETTER, YOU KNOW, SO I DON'T KNOW. BUT IF I KNOW SORT OF WHAT IT IS THAT YOU THINK IS SUCCESS.

THEN I CAN TRY TO FIGURE OUT WHAT IT IS TO MEASURE, AND THEN WE CAN HAVE THAT CONVERSATION.

AND I CAN SEE IF I'M IF I'M HITTING THAT MARK INSTEAD OF COMING BACK AND SAYING, OH, WELL, I THOUGHT THAT IF I SHOWED YOU THIS, THAT WOULD, THAT WOULD SHOW YOU THAT.

SO YEAH, IT'S NOT AS MUCH AS I'M EXPECTING YOU TO SAY.

I WANT YOU TO COME BACK WITH THIS.

IT'S HERE'S WHAT I THINK IS SUCCESS FOR A STUDENT.

AND THEN I CAN TRY TO FIGURE OUT AS BEST AS I CAN HOW TO MEASURE IT.

AND IF I CAN'T AND I REALLY CAN'T MEET YOUR NEED, THEN WE CAN JUST HAVE A DISCUSSION ABOUT THAT.

AND I CAN SAY, I JUST REALLY CAN'T FIGURE OUT HOW TO SHOW THAT THAT'S MEANINGFUL.

AND SO I'M GOING TO SUMMARIZE THAT AS WELL SAID.

SO TWO THINGS COME TO MIND.

DOES THE FOUR YEAR HORIZON MAKE SENSE WITH.

BECAUSE IF WE'RE FIGURING OUT WHAT THIS IS AND THEN WE CHANGE IT ALL NEXT FEBRUARY.

OKAY, I JUST HEARD OH PLEASE.

NO. OKAY.

SO DOES THAT MAKE SENSE.

THE FOUR YEAR HORIZON. AND THEN I LIKE THIS CONCEPT OF THE THE ROUND TABLE FOR THE LAST TWO DAYS BEING ABOUT THIS STRATEGIC DIRECTION.

AND THEN THE TACTICAL TEAM TAKES THE FIRST CUT AT IT.

THEN IT'S A VALUE ADD BACK TO THE STRATEGIC TEAM.

AND THEN THAT'S WHERE THE CONSENSUS TO THE WE THE COLLECTIVE WE.

AND THANK YOU FOR SAYING A KPI.

THE K IS KEY.

IT'S THE KEY PERFORMANCE INDICATOR NOT API.

ALL THE PERFORMANCE INDICATORS RIGHT.

DIANE. TO YOUR POINT ABOUT IF WE CAN'T MEASURE IT, IT SHOULDN'T BE ON HERE.

I FEEL LIKE THIS FAR RIGHT COLUMN IS MAYBE THE MOST IMPORTANT COLUMN HERE, BECAUSE IT DRIVES ALL OF OUR ACTIONS AND IT'S VERY DIFFICULT TO DEFINE METRICS.

AND I REALLY APPRECIATE THIS OPPORTUNITY TO BE TALKING ABOUT THEM IN A FORUM LIKE THIS.

FOR EXAMPLE, YOU TALK ABOUT VISITS TO, YOU KNOW, COUNSELORS.

TOTALLY AGREE WITH YOU THERE.

HOW MUCH HARDER IS IT TO CHARACTERIZE KIDS WHO ARE IN CRISIS FOR A VISIT, OR KIDS WHO, YOU KNOW, LIKE, CAN WE STRATIFY THAT? HOW MUCH OF A LIFT IS THAT FOR OUR, YOU KNOW, TO YOUR POINT, I MEAN, I DON'T WANT TO BE ADDING A LOT OF WORK, BUT I THINK THERE'S SOME LOW HANGING FRUIT HERE, AND THEN I'LL BRING IT BACK AROUND TO, WELL, YOU ALL KNOW, I WAS ON THE SHACK, AND A LOT OF WHAT I'M TALKING ABOUT CAME OUT OF THAT.

A LOT OF THOSE DISCUSSIONS, CLIMATE SURVEYS.

I WAS JUST ABOUT, WELL, YOU MAY THAT MAY BE DIANE WHAT YOU HAVE HAVE A.

I'VE SAID IT IN MANY CONVERSATIONS, IT WILL SURPRISE NOBODY HERE.

I WOULD LOVE TO SEE AN ANNUAL CLIMATE SURVEY, BUT NOT THE CLIMATE SURVEY THAT WE DO.

I'M NOT SAYING IT. THE WHOLE THING IS HORRIBLE, BUT I WANT TO SEE A CLIMATE SURVEY THAT'S REALLY THOUGHTFULLY PUT TOGETHER FOR OUR COMMUNITY, FOR OUR STAFF AND FOR OUR TEACHERS.

WHERE WE LOOK AT THE DATA AND WE'RE VERY TRANSPARENT WITH THE DATA, AND THEN WE ACT ON THE DATA.

I HAVE A TEMPLATE FOR COMMUNITY STUDENT, PARENT AND THE STRATIFIED GRADE LEVELS.

THE FIRST ONE LITERALLY HAS SMILEY FACES AND FROWNY FACES FOR LUCK.

[02:45:01]

BUT YOU KNOW, THOSE CLIMATE SURVEYS, IT DOESN'T HAVE TO BE EVERY QUESTION.

BUT YOU KNOW LIKE SO YOUR OUTCOME MEASURE COULD BE QUESTION EIGHT ON THE STUDENT CLIMATE SURVEY.

DO YOU SEE IT DOESN'T HAVE TO BE LIKE THE MEAN OF THE WHOLE THING.

WE'RE GOING TO LOOK AT QUESTION EIGHT WHICH MAY SAY DO YOU FEEL LIKE YOU'RE AUTHENTICALLY ENGAGED.

YOU KNOW, IN YOUR ACTIVITIES.

AND YES, IT'S IT'S NOT A PERFECT MEASURE, BUT IT'S BETTER THAN NO MEASURE.

AND IT'S ALSO ABOUT HOW YOU MARKET IT, BECAUSE IF WE'RE GOING TO REVAMP IT, WE NEED THE PEOPLE WHO WERE ASKING TO DO THIS TO UNDERSTAND.

THAT IT'S NOT WHAT WE'VE DONE BEFORE AND THAT THERE'S A REAL INTENTIONAL.

THE EFFORT BEHIND IT AND THE THE SAMPLE THAT I'LL SHARE IF YOU'RE IF YOU WOULD LIKE THEM.

WE JUST DREW THEM FROM DOCTORAL DISSERTATION STUDIES SO YOU DON'T HAVE TO WORRY ABOUT IT BEING ATTACHED TO ANY AFFILIATION.

WE HAVEN'T SEEN ANYBODY GET ON FACEBOOK YET OPPOSED TO DOCTORAL DISSERTATION STUDIES YET.

BUT BUT WE JUST WE LAID OUT, YOU KNOW, LIKE 20 DISSERTATIONS.

AND THEN IF WHEN THEY WERE TRYING TO GET AT STUDENT ENGAGEMENT, WHAT WERE THE QUESTIONS THEY ASKED? AND THEN SO WE JUST PULLED LIKE TEN QUESTIONS THAT WE FELT LIKE, OR KIND OF COMBINED THEM AND MESHED THEM TOGETHER AND MADE THE QUESTION LEADING ON BEST PRACTICES, LEANING ON BEST PRACTICES. THAT'S CORRECT.

I'M GOING TO GO TO JEN REAL QUICK, THOUGH.

I WAS GOING TO SAY THAT.

KPIS ARE GOOD TOO, BUT I THINK WE ALSO NEED TO, IN OUR MIND, THINK WHAT ACTION WOULD THE BOARD TAKE BASED ON THIS? BECAUSE IF I GET A THING THAT SAYS WE'RE NOT DRIVING ENOUGH TRAFFIC TO THE WEBSITE OR WHATEVER, IT'S NOT A BOARD ACTION.

IT'S HARD TO IDENTIFY A BOARD ACTION TO FIX THAT.

RIGHT. AND AND SO WE NEED TO BE MINDFUL AS WELL THAT WHEN WE'RE LOOKING AT THESE MEASURES, ARE THEY DRIVING BOARD ACTIONS.

AND THIS IS REALLY IMPORTANT.

SO I'M GOING TO GO BACK IN THE EDUCATION CODE.

THE THE BOARD IS CHARGED WITH MONITORING ADMINISTRATION.

SO DOESN'T NECESSARILY HAVE TO IT COULD AND SHOULD DRIVE A BOARD ACTION.

BUT IT'S HOW DOES THE BOARD KNOW THAT WE'RE MAKING PROGRESS.

THAT'S THE MONITORING PART.

JEN. YEAH.

THANK YOU FOR SAYING THAT BECAUSE I DO.

WE ASK FOR INFORMATION REGULARLY.

IT DOESN'T NECESSARILY MEAN.

THAT WE NEED TO TAKE ACTION, BUT WE NEED TO BE INFORMED, RIGHT? AND THAT'S IT. SO, AND THEN, DIANE, I AGREE WITH YOU.

IT WAS IT ACTUALLY CAME UP IN LAST YEAR'S, SUMMIT, IF YOU ALL REMEMBER, IS THAT WE HAD THE SUMMIT VERY.

CLOSE TO WHEN WE HAD RECEIVED THE LAST YEAR, THE LAST CLIMATE SURVEY, AND HAD BEEN QUITE A WHILE.

I THINK COVID HAD SOMETHING TO DO THAT WITH THAT, BUT IT HAD BEEN QUITE A WHILE AND I COMPLETELY AGREE WITH YOU.

ANNUAL CLIMATE SURVEYS, IF THEY'RE DONE RIGHT, I THINK WOULD BE A HUGE BENEFIT TO THE BOARD.

IT WOULD BE A BENEFIT TO OUR TACTICAL TEAM BECAUSE IT'S NOT YOU KNOW, WE LOOKED AT IT LAST YEAR OF HOW CAN WE USE THAT TO INFORM OUR GOALS.

BUT REALITY IS, IT WOULD INFORM TACTICS FAR MORE.

AND THE EVOLUTION, THE LIVING, BREATHING PART OF THIS DOCUMENT, IS THERE.

SO I'M I'M ALL FOR THAT.

CLAUDIA. SO, YES, CLIMATE SURVEYS ARE GREAT.

WE HAVE TALKED ABOUT REVAMPING OURS BECAUSE AFTER THIS LAST, RUN, WE WHEN WE GOT THE RESULTS, WE OR IT WAS JUST A MESS.

IT'S A LOT OF WORK.

AND TO DO THEM ANNUALLY.

I DON'T KNOW ABOUT MOLLY AND LORI, BUT WE.

I WAS JUST HAVING HEART PALPITATIONS.

IT'S A LOT OF WORK.

FOR OUR STAFF.

NOT SAYING WE CAN'T DO IT, BUT IN OUR REWORKING BECAUSE WE'RE GOING TO REWORK THE CLIMATE SURVEY ANYWAY, POSSIBLY INCORPORATING THOUGHT EXCHANGE IN THERE TO MAKE IT SHORTER.

WE CAN LOOK AT THAT.

BUT I, I DON'T KNOW IF I CAN PROMISE ANNUALLY.

WELL, IS THERE A WAY TO DIGITIZE IT? WE HAVE DISTRICTS THAT IT IS DIGITIZED.

OKAY, WHERE THEY PUT UP QR CODES.

JUST OPENED UP AND.

ENGLISH CLASS.

CLICK. OH, YOU'RE TALKING ABOUT.

FOR STUDENTS, FOR EVERYONE.

AND THEN THE RESULTS ARE SOMEWHERE OVER HERE IN A SERVER INSTANTANEOUSLY.

YEAH IT IS, BUT IF YOU HEAR ALL THE QUESTIONS THAT YOU HEARD TODAY.

THAT'S LONGER THAN PUSHING RIGHT THREE TIMES.

[02:50:01]

TWICE CUT ONCE. WE NEED TO TRY TO STICK WITH THE SAME QUESTION SO WE CAN GET TREND LINES RIGHT SOME.

AND I'M GOING TO JUST SAY THIS SOME.

AND THIS ISN'T A PLUG, BUT I'M JUST HEARING THIS.

SOME DISTRICTS AT THIS VERY POINT ARE HIRING QUALTRICS OR SOMEONE LIKE QUALTRICS TO JUST BE A THIRD PARTY.

AND I THINK WE LOOKED AT THEM, WE DID LOOK AT THEM.

THE REASON I THINK I'M HEARING IS THAT IT'S REASONABLY PRICED.

I THINK ANYONE WILL DO THIS FOR, WELL, IT'S AS REASONABLE AS WELL, BUT THAT MAY BE THE COST OF DOING BUSINESS.

I'M JUST SAYING THAT NOT ANYONE.

THAT'S WHY WE WE ENGAGE WITH THAT EXCHANGE.

OKAY. BECAUSE THEY DO HAVE A SURVEY COMPONENT AND THEY HAVE AI BUILT IN IN THERE.

THAT DOES TAKE AWAY THE THE MANUAL PART OF IT.

SO LET ME, LET ME, LET ME USE THIS AS A REALLY GOOD OPPORTUNITY THAT YEAR.

ONE OF THIS FOUR YEAR PLAN MAY BE TO JUST FIGURE THAT OUT.

SO INSTEAD OF WE'RE GOING TO HAVE YOUR.

STUFF READY FOR YOUR DATA, READY FOR YOU THIS FALL.

SO THE ACTION MAY BE FIGURE IT OUT.

AND THAT'S A GOOD ACTION TO ME.

THAT'S A VERY APPROPRIATE ACTION.

WE'VE GOT TO FIGURE THIS PIECE OUT.

INSTEAD OF JUST YEAH, YEAH.

INSTEAD OF LIKE YOU. WELL, WELL.

AND TRUTHFULLY, WE HAVE TO DO WE HAVE WE JUST WROTE DOWN COST BENEFIT.

WE'VE GOT TO RUN THIS DECISION THROUGH COST BENEFIT.

OR IF WE GET THIS INFORMATION, IS IT WORTH WORTH THIS PRICE.

AND THAT NEEDS TO BE A DECISION.

AND THEN WE EITHER DO IT OR DON'T DO IT.

AND IT MAY LOOK LIKE THAT. WE DO A FULL BLOWN SURVEY ONCE IN A WHILE, AND THEN A HEALTH CHECK ON 2 OR 3 HOT TOPICS AS CHECKPOINTS IN BETWEEN.

I'M JUST SAYING THAT THERE ARE OTHER OPTIONS.

I WANTED TO DO A REAL QUICK PROCESS IN TIME.

CHECK HERE. DO YOU THINK THAT ARE WE CONTINUING ON NUMBER ONE? ARE WE MOVING TO ANOTHER ONE? ARE WE? I PERSONALLY THINK WE'RE FINISHED TODAY.

I THINK THE ENERGY MONITORING, THE ENERGY, I THINK WE'RE DONE.

YEAH. SO THEN THAT'S FINE.

DO YOU WANT TO WRAP US UP WITH, OUR HOMEWORK AND OUR NEXT THOUGHTS OR WHERE ARE WE? HELP US UNDERSTAND WHERE WE'RE HEADED HERE.

THANK YOU. MY WRAP UP WAS WE'RE DONE.

BUT NOW, BUT NOW.

BUT NOW THAT YOU REMINDED ME THAT THERE'S SOME HOMEWORK.

THANK YOU. SIR, I HANDED IT TO YOU EARLIER.

SO THERE ARE TWO DOCUMENTS, AND THEN YOU MIGHT TAKE ELLEN.

I'M LOOKING AT YOU AGAIN.

YESTERDAY I SAID THIS IS SUBMITTED AS JUST A RESOURCE TO HELP YOU THINK ABOUT THE FIVE COLUMNS.

AND SO THERE'S THAT DATA PIECE THAT'S IN THERE.

AND THEN MR. SPRADLEY, IF YOU WILL START THOSE, THERE'S TWO, THERE'S TWO.

ONE OF THEM HAS INDICATOR ONE AT THE START OF IT, ONE HAS INDICATOR TWO.

AND ALL THESE SIMPLY ARE IS A DESCRIPTION OF WHAT THE BOARD DOES AT THE MOMENT WHEN THEY'RE HANDING OFF TO THE TACTICAL TEAM.

GO BRING SOME OF THIS STUFF BACK TO US.

SO IT'S LIKE REFLECTIONS SO THAT YOU DON'T FEEL LIKE YOU'RE JUST SITTING.

THE STRATEGIC TEAM DOESN'T JUST LIKE THEY'RE SITTING SITTING IDLY BY.

IT'S LIKE, WHAT DO YOU DO WHILE THE TACTICAL TEAM IS WORKING ON FIRST DRAFT? OKAY. THE SECOND ONE IS REALLY MORE OF A SNEAK PEEK AT THE OPERATIONAL.

NATURE OF IT BECOMING A PERFORMANCE MANAGEMENT SYSTEM MOVING FORWARD.

LIKE WHAT? THAT'S THE ASSUMPTION THAT THE WHOLE THING IS BUILT.

WE'VE REACHED CONSENSUS ON THE METRICS.

AND THEN WHAT IS THE FIRST YEAR LOOK LIKE? WHAT IS THE SECOND YEAR LOOK LIKE? WHAT IS THE THIRD YEAR? IT SHOWS A MONTHLY CALENDAR IN THERE THAT ALL THAT IS PURELY IT'S ON THE VERY BACK OF THIS.

THAT'S PURELY AN ILLUSTRATION.

THAT'S ALL THAT IS, IS AN ILLUSTRATION THAT COULD BE QUARTERLY FOR YOU ALL.

IT COULD BE BI ANNUAL.

I JUST WANT TO STRESS THAT THAT PURELY IS JUST AN ILLUSTRATION.

SO AGAIN, ONE OF THEM IS LIKE, WHAT DO YOU DO RIGHT NOW? AND THEN ANOTHER ONE IS PROBABLY WHAT DO YOU DO IN 3 OR 4 MONTHS WHEN THE WHEN IT'S BUILT.

SO THAT. ADMIN TEAM REPORTED SELF REPORTING IN THEIR CABINET, AND THEN THE BOARD REPORT IS WHEN THEY WOULD BRING THAT TO THE BOARD.

SO THEY SORT OF OFFSET BY A MONTH HERE.

CORRECT. AND REALLY ALL THAT IS INDICATING OR DEMONSTRATING IS THAT OKAY.

THE WHEN WE TALK ABOUT A CADENCE OF ACCOUNTABILITY AS A SUPERINTENDENT.

YES. WE WERE GETTING READY FOR A BOARD REPORT, BUT WE WERE IN AN OFFICE DIGGING DEEP AND ASKING EACH OTHER TOUGH QUESTIONS LIKE, WAIT A MINUTE, DID WE MAKE PROGRESS OR NOT MAKE PROGRESS, YOU KNOW, LIKE WHAT? AND SO THAT THAT CADENCE OF ACCOUNTABILITY.

SO BOARD REPORTING IS HELPFUL AND INFORMATIVE IN AND OF ITSELF.

BUT THEN IF WE HAVE CLARITY ON THE DATA THAT HELPS US AS A CABINET TEAM REALLY LOOK AND TALK AND, YOU KNOW, LOOK AT THE DATA AND THINK ABOUT IT.

THEN WE'RE THEN WE'RE TALKING ABOUT THE CADENCE OF ACCOUNTABILITY OR THE CADENCE OF RESPONSIBILITY FOR THE DELIVERY OF THIS WORK.

SO WHEN WE LEAVE THIS ROOM, WE'RE GOING TO BE WORKING LEFT AND.

TACTICAL IS GOING TO BE COMING FROM THE RIGHT HAND SIDE TOWARD.

[02:55:04]

CORRECT. AND THE BOARD IS GOING TO BE COMING FROM THE LEFT HAND SIDE TOWARD TOWARD STOPPING BEFORE THE HAL COLUMN, PROBABLY.

AND THEN WE'RE GOING TO HAVE THESE DISCUSSIONS WHERE WE'RE DISCUSSING AT SOME POINT, PERHAPS SECOND MEETING IN FEBRUARY OR AT SOME POINT WE'RE DISCUSSING HOW THESE THINGS MESH TOGETHER.

CORRECT. AND WE TYPICALLY JUST TO BE REAL PRACTICAL, THERE'S USUALLY NEXT WEEK AFTER THIS THERE'S A ZOOM.

YOU KNOW, WITH THIS TACTICAL TEAM IN US TO JUST LIKE, WHAT DID WE HEAR? WHAT DID WE LEARN, WHAT'S WHAT'S OUR BEST? I'M GOING TO STRESS WE'RE LOOKING FOR BEST FIT, NOT PERFECTION.

RIGHT IS THAT. AND AND THEN THERE'S GOING TO BE FEEDBACK FROM THE STRATEGIC TEAM.

YEAH, THESE WERE JUST KEYWORDS.

SO THE QUESTION IS LIKE THESE ARE WE JUST CAPTURED THE KEYWORDS AND PHRASES.

SO WE'RE GOING TO LOOK AT THE SYMMETRY WE WERE TALKING ABOUT EARLIER.

WE KNOW THESE ALL THE WAY DOWN.

READ SIMILARLY THESE ALL THE WAY DOWN READ SIMILARLY.

AND THEN WE'RE GOING TO AGAIN START THE KEY STRATEGIC ACTIONS WITH ACTION VERBS.

AND THEN YOU MIGHT SEE THE WORD SYSTEMATIC PERIODICALLY APPEAR IN.

YEAH YOU MIGHT.

SO BETWEEN NOW AND PRESUMABLY FEBRUARY 20TH, WE'LL HAVE SOME THAT THE CABINET WILL HAVE SOME INTERACTION WITH.

JODI AND GREG WILL REFINE WHAT WE SEE IN THE KEY STRATEGIC ACTIONS COLUMN AND BEGIN TO IDENTIFY SOME PROPOSED OUTCOMES.

AND THEN WHEN WE COME BACK ON FEBRUARY THE 20TH IN A BOARD MEETING, WE'LL HAVE SOME FURTHER CONVERSATION AROUND THAT AND REVISIT THE STRATEGIC OBJECTIVES TO SEE IF WE NEED TO MASSAGE THE WORDING ON THOSE.

AND I WANT TO MAKE SURE THAT I SAY THIS.

THE THE OUTCOMES TYPICALLY TAKES ABOUT A YEAR.

WITH WITH THIS CONVERSATION CONTINUE.

NOW THAT IF I'M BEING REAL, BECAUSE THERE'S GOING TO BE LEARNING THAT'S OCCURRING AND THEN LISTENING, LEARNING.

AND SO I NOW WE WE MENTIONED SUPERINTENDENT EVALUATION EARLIER AND I'M GONNA JUST MAKE THIS REAL CONCRETE.

SO IN YEAR ONE OF IMPLEMENTATION OF A SCORECARD WE RECOMMEND THAT THE RATING FOR THE SUPERINTENDENT IS ALIGNED TO THE PROCESS DEVELOPMENT.

IN YEAR ONE.

OKAY, THEN IN YEAR TWO, IT'S THE PROCESS DEVELOPMENT PLUS SOME EARLY TRENDS.

THEN YEAR THREE, IT'S STARTING TO SWITCH TO MORE DATA DRIVEN, LESS POWERPOINT WORD DRIVEN.

YEAR FOUR, YOU'VE KIND OF GOT IT DOWN TO THE METRICS.

MY LAST EVALUATION TOOK 16 MINUTES.

AND IT WAS COMPREHENSIVE, BUT WE WERE LIKE IN THE RHYTHM OF JUST POINTING TO THE DATA.

GOT A QUESTION OR COMMENT FROM JEN AND THEN DIANE.

TO WHAT YOU JUST SAID.

DO YOU HAVE AN INSTRUMENT THAT YOU USE? CAN YOU SHARE? CAN YOU SHARE THAT WITH THE BOARD PRESIDENT? THANK YOU. AND AND THEN FINALLY, QUESTION ON TIMELINE FOR THE DEVELOPMENT OF PRIORITY SIX.

WHEN WOULD WE EXPECT THE TEAM OF EIGHT TO HAVE A DISCUSSION ABOUT THAT? THANK YOU. BUT, I'D LIKE IT PERSONALLY.

I MEAN, FOR ME, I'D LIKE IT SOONER RATHER THAN LATER.

DO? DO WE HAVE A LOT ON THE AGENDA FOR THE STUDY SESSION IN NEXT WEEK? THAT AGENDA WILL POST IN ABOUT AN HOUR.

SO I THERE IS QUITE A BIT ON THAT AGENDA THAT I THINK WILL PROBABLY CONSUME, THE BOARD'S TIME RELATED TO LONG RANGE PLANNING DEMOGRAPHICS. SO I DON'T KNOW IF YOU WANT TO DESIGNATE THAT TIME, BUT WE COULD CERTAINLY LOOK AT THE FEBRUARY 20TH AGENDA.

YOU KNOW, MAYBE WE MOVE THE CONVERSATION THAT WE JUST DESCRIBED TO THE FIRST MEETING IN MARCH.

SO I THINK WE'VE GOT SOME OPPORTUNITY IN LATITUDE WITHIN THE, THE, THE 2ND FEBRUARY AGENDA AND THE MARCH AGENDAS.

I FOR WHAT IT'S WORTH, I THE LAST THING YOU SAID TO GIVE A LITTLE MORE TIME FOR THIS TEAM TO PULL ON IT TO MARCH AND THEN WORK ON THIS FEBRUARY KIND OF RESONATED WITH ME BECAUSE WHEN WE THIS CAN TAKE A BIT, IT'S GOING TO TAKE A MINUTE, YOU KNOW, FOR US TO THINK THROUGH THESE ACTIONS AND THIS FIRST RECOMMENDATION OF LEAD MEASURES AND LAG MEASURES, I THINK THIS IS SOMETHING FOR EXACT TO TAKE UP AS WE SET UP AGENDAS, BUT CERTAINLY WELCOME ANY INPUT FROM THE BOARD ON THAT.

AND AND OF COURSE, IN EXEC WILL GET DOCTOR ARNETT'S FEEDBACK ON HOW THE TACTICAL PROCESS IS GOING AS WELL.

SO WE'LL GET THOSE ALIGNED AS SOON AS WE CAN.

THAT'S RIGHT. I HAVE A DATE RIGHT HERE.

GO AHEAD. DIANE. THANK YOU.

I. THANK YOU, EVERYBODY, FOR, YOU KNOW, THIS OPPORTUNITY TO TALK ABOUT STRATEGY IN THIS FORMAT.

[03:00:08]

LIKING THIS PROCESS AND FEELING THAT IT'S PRODUCTIVE.

I JUST WANTED TO.

CLAUDIA, I DON'T WANT TO GIVE YOU HEART PALPITATIONS, BUT I THINK THAT JUST ILLUSTRATES HOW IMPORTANT THESE CONVERSATIONS ARE.

BECAUSE WHEN I SAID THAT, I DID NOT REALIZE HOW MUCH ANXIETY THAT WOULD BRING TO YOU.

SO, I DO STILL, YOU KNOW, OBVIOUSLY FEEL VERY PASSIONATE ABOUT IT, BUT YEAH, I THINK BUT IT'S GOOD TO KNOW.

AND I THINK WHEN I TALK WITH DOCTOR ARNETT AND OTHER PEOPLE OFTENTIMES.

I LOVE TO LEARN.

I LOVE TO HAVE DATA.

PEOPLE KNOW THAT. BUT I DO OFTEN COUPLE MY QUESTIONS WITH WHAT IS THE LIFT INVOLVED IN GETTING THIS INFORMATION? BECAUSE I DON'T WANT TO SEND PEOPLE DOWN RABBIT HOLES.

I AM ALWAYS THINKING ABOUT COST BENEFIT ANALYSIS OF PEOPLE'S TIME TO GET DATA.

SO, YOU KNOW, I'M ALWAYS OPEN TO CONVERSATIONS WITH PEOPLE.

I CAN BE VERY, FORWARD ABOUT THINGS AND WHEN I SPEAK.

BUT I AM VERY COGNIZANT THAT YOU ARE BUSY.

YOU ARE VERY PRODUCTIVE TEAM, HIGHLY VALUED TEAM.

AND, YOU KNOW, THANK YOU.

EVERYBODY ON BOARD AS WELL, DIANE, IF I IF SO, JUST TO REALLY RESTATE SOMETHING AND UNDERLINE IT.

SO IF THE IF THE BOARD, YOU KNOW, IS IN AGREEMENT THAT, YOU KNOW, SOME OF THIS CLIMATE DATA IS IMPORTANT.

AND I THINK I HEARD THAT I JUST WANT TO BE REAL CLEAR TO THE TACTICAL TEAM.

AND THIS MAY NOT BE THIS ONLY ONE.

THAT'S WHY I WANT TO SAY THIS AGAIN.

THE FIRST ACTION COULD BE AND SHOULD BE THE DEVELOPMENT OR THE CONSIDERATION.

LIKE I JUST WANT TO I JUST LIKE IT'S NOT IMMEDIATELY JUMPING TO ACTION.

NOW I WANT TO ASK YOU AS A TRUSTEE, IF YOU SAW A STRATEGIC ACTION THAT SAID, CONSIDER AND EVALUATE THE THING THAT YOU THINK IS IMPORTANT, YOU'RE OKAY, RIGHT? BECAUSE IT'S ON THERE.

AND WE KNOW THAT WE'RE DOING AN ANALYSIS.

SO IT'S REALLY IMPORTANT.

LIKE WE'RE NOT NECESSARILY JUMPING TO SAY EVERYBODY START DOING THIS STUFF.

THE ANALYSIS COULD BE THE ACTION VERB IN COLUMN THREE RIGHT.

ANALYSIS OF SURVEY PROTOCOLS, YOU KNOW FOR THE FOLLOWING CATEGORIES.

YEAH. I'LL ADD ONE OTHER THING, DIANE, I THINK TO MAYBE ECHO CLAUDIO'S COMMENTS EARLIER, WHEN WE LOOK AT SURVEYS OF ANY KIND, THERE IS ALMOST SURVEY FATIGUE IN OUR SOCIETY.

AND ADMINISTERING SURVEYS, ESPECIALLY TO STUDENTS, TAKES AWAY FROM INSTRUCTIONAL TIME.

AND SO WE HAVE TO BE SENSITIVE TO THAT AS WELL.

SO IT'S NOT JUST.

COMPILING THE DATA AND GENERATING THE SURVEYS, BUT IT'S ALSO THE USER'S EXPERIENCE IN THE SURVEY ITSELF.

ILLUSTRATE THAT WE I KNOW THAT WE WE DROVE.

TO A POINT THAT OUR START THAT I WOULD LIKE TO SHARE THIS LEARNING TO ILLUSTRATE WHAT YOU'RE SAYING.

WE WENT TO STRATIFIED RANDOM SAMPLINGS FOCUS GROUP GIVING SURVEYS.

VERY. BUT THE KEY IS THE STRATIFIED, YOU KNOW, LIKE SO TAKE YOUR THOUSAND KIDS AND PUT THEM IN THE EIGHT BUCKETS THAT ARE IMPORTANT.

TICK EVERY 10TH KID, AND THEN THEY GOT THE SURVEY.

AND THEN, I MEAN, WE INCENTIVIZED IT WITH COOKIES AND PUNCH OR WHATEVER AT THE END OF THE DAY, LIKE, WE JUST NEED YOU FOR 20 MORE MINUTES OR WE GOT YOU OUT OF CLASS, BUT YOU'RE AHEAD OR, YOU KNOW, OR WHATEVER.

OR WE WORKED IT INTO AN ACTIVITY PERIOD.

BUT TO ILLUSTRATE THAT POINT, WE WE TOOK A FALSE STEP INITIALLY AND JUST STARTED BLASTING THEM OUT.

AND THEN WE GOT FEEDBACK BECAUSE WE WERE A LISTENING ORGANIZATION BACK TO THAT, THAT WERE OVER SURVEYED.

SO THEN WE SHIFTED. WE PIVOTED TO MORE OF A FOCUS GROUP FORMAT.

OKAY. YEAH, I DO WANT TO EXPRESS MY APPRECIATION FOR THE WHOLE TEAM FOR BEING HERE, GREG AND JODY, FOR FACILITATING THIS EXERCISE.

THIS IS AN ANNUAL EVENT THAT'S EVOLVING, AND I THINK WE'RE HEADED IN A IN A GOOD DIRECTION.

I APPRECIATE EVERYONE.

WELCOME. ANY FEEDBACK YOU WANT TO GIVE ME OFFLINE TOO? IF YOU WANT TO DROP ME AN EMAIL WITH ANY THOUGHTS, I WELCOME THAT AS WELL.

FROM FROM ANYONE IN THE CIRCLE.

SO WITH THAT WE WILL.

OH, DO WE MAKE NOTE OF UPCOMING MEETINGS? WE WILL HAVE A STUDY SESSION ON.

IS IT A SPECIAL? IT'S A SPECIAL.

IT IS A SPECIAL MEETING ON TUESDAY AND A REGULAR MEETING TWO WEEKS AFTER THAT.

ON THE 20TH. AND WITH THAT, WE WILL STAND ADJOURNED AT 1115.

* This transcript was compiled from uncorrected Closed Captioning.