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THE TIME IS NOW 10 10 ON WEDNESDAY, SEPTEMBER 23RD.
WELCOME TO THE SPECIAL MEETING OF THE LOS ANGELES UNIFIED SCHOOL DISTRICT BOARD OF EDUCATION.
THIS IS A SPECIAL WORKSHOP ON GOVERNANCE.
UM, I'M GONNA TAKE ROLE MS. NEWBELL PRESENT.
AND I SEE YOU'RE ATTENDING REMOTELY, DR. RIVAS, UH, UNDER, IS THIS UNDER THE JUST CAUSE EXCEPT EXCEPTION.
UH, THIS IS, UH, JUST CAUSE WITH AN ILLNESS AND THERE'S NOBODY OVER 18 IN THE ROOM WITH ME.
THAT, THAT'S, UH, BOARD PRESIDENT SCHON PRESENT.
[Public Comment]
AND MS. ORTIZ FRANKLIN PRESENT.UH, WE'LL GO DIRECTLY INTO PUBLIC COMMENT.
AS I SAID EARLIER, WE'RE GONNA DO SOME PUBLIC COMMENT AT THE BEGINNING OF THE MEETING, UM, BECAUSE WE HAVE FOLKS WITH SCHEDULES, AND THEN WE'LL TAKE THE REMAINDER AT THE END OF THE MEETING.
WHO'S GOING TO GO FIRST? ALRIGHT, WE HAVE MS. PALMA.
YOU HAVE TWO MINUTES TO SPEAK ONCE, DON'T YOU BEGIN.
I'D LIKE TO SAY TODAY THAT FACTS DON'T HAVE FEELINGS, BUT PEOPLE DO HAVE FEELINGS ABOUT FACTS.
WHEN SELECTIVE FACTS ARE WITHHELD, MISINFORMATION IS ALLOWED TO FLOURISH AND UNINFORMED CONSEQUENCES AND CONCLUSIONS ARE REACHED.
SO, WHAT IS THE PROBLEM HERE AT LA UNIFIED? YOU CALL IT AN ENROLLMENT ISSUE.
I CALL IT AN ACADEMIC ACHIEVEMENT PROBLEM, BECAUSE IT ISN'T THAT YOU DON'T HAVE STUDENTS THAT ARE WILLING TO BE IN THE SCHOOL DISTRICT, IS THAT THE PARENTS ARE CHOOSING OTHER BETTER ACADEMIC OPTIONS.
SO WHAT IS IT THAT YOU'RE SELLING HERE? WHAT IS THE MESSAGE? YOU CONTINUE TO TALK ABOUT MENTAL HEALTH DREAM CENTERS.
YOU TALK ABOUT EQUITABLE, EQUITABLE GRADING.
THERE ARE NO BEHAVIOR, NO CONSEQUENCES FOR BEHAVIOR ISSUES FOR STUDENTS.
SO WHAT IS THAT CAUSING TO HAPPEN HERE? YOU'RE PUSHING ALL OF THOSE, THOSE POINTS, THOSE SUPPOSED, UH, BENEFITS TO THE COMMUNITY.
INSTEAD OF HIGH ACADEMIC STANDARDS, YOU WANT TO OFFER WRAPAROUND SOCIAL SERVICES.
SO THE EFFECT IS THAT YOU'VE REALLY DUMBED DOWN SCHOOLS.
THE SCHOOLS THAT HAVE THE MOST EXCELLENT, THE HIGHEST ACADEMIC ACHIEVEMENTS, THE KIND THAT YOU HONORED LAST WEEK HERE AT THE BOARD IN THE BOARDROOM.
HOW DO THEY HAPPEN? BECAUSE THE PARENTS, THE FAMILIES ARE REINFORCING THOSE HIGH EXPECTATIONS.
THEY'RE READY TO MEET THE STANDARDS, AND THEY SEND THEIR CHILDREN TO THOSE SCHOOLS FOR THAT PURPOSE.
IN THOSE CASES, THE PARENTS ARE HOLDING THE SCHOOLS ACCOUNTABLE.
BUT THE DIFFERENCE HERE IS YOU HAVE TO SET UP SCHOOLS WHERE YOU ARE HIGH ACADEMIC STANDARDS, WHERE YOU ARE HOLDING YOUR STAFF ACCOUNTABLE FOR THOSE HIGH ACADEMIC RESULTS.
WHEN MR. CHU AT SCIENCE ACADEMY, WHERE MY SON ATTENDED, SAID, THESE ARE THE STANDARDS.
IF YOU DON'T LIKE IT, YOU'RE NOT GONNA, YOUR STUDENT CAN'T STAY AT THE SCHOOL.
THE PARENTS SAY, YES, WE WANT THIS.
THE, THE AUDITORIUM AT THAT SCHOOL, WHICH IS A BIG AUDITORIUM, IS FULL FOR PARENT MEETINGS.
WHY? BECAUSE PARENTS WANT THAT PROGRAM.
THEY HAVE WAIT LISTS OF STUDENTS WHO TOOK THEIR ENTRANCE EXAM AND DIDN'T MEET IT.
WHERE ARE THOSE STUDENTS BEING SERVED? THESE ARE MANY QUESTIONS YOU NEED TO ASK YOURSELVES, BUT THIS IS HIGH.
ACADEMIC ACHIEVEMENT IS WHAT THIS SCHOOL DISTRICT AND WHAT THE FAMILIES OF THE CITY ARE ACHING FOR AND ABSOLUTELY MUST HAVE.
OUR NEXT SPEAKER IS MS. DEANNA GUILLEN.
UH, MS. GUILLEN WILL BE SPEAKING IN SPANISH, SO IF YOU'D LIKE TO HEAR WHAT SHE'S SAYING IN ENGLISH AS SHE'S SPEAKING IN SPANISH, PLEASE PUT YOUR HANDS UP AND WE'LL GET YOU A TRANSLATION HEADSET.
ANYBODY NEED TRANSLATION? OKAY.
GOOD MORNING, MEMBERS OF THE BOARD.
AND WHAT MESSAGES ARE YOU GIVING TO THE COMMUNITY? YOU'RE PUTTING UP THEMES ABOUT SCHOOL STRUCK TOGETHER.
WHO IS GOING TO KNOW THAT THIS IS THE MODEL OF THE SCHOOLS? WELL, YOU SPEAK A LANGUAGE THAT THE COMMUNITY DOES NOT SPEAK, SO THAT WAY YOU ALL LOOK GOOD.
THE PARENTS WANNA KNOW WHAT SCHOOLS ARE GOING TO CLOSE.
WHAT ARE THE REASONS AND WHAT ARE THE STANDARDS? THAT'S WHAT WE WANNA KNOW.
AND THERE ARE GROUPS, SUPPOSEDLY UTLA GROUPS THAT ARE UPSET BECAUSE THEY'RE GOING TO HAVE TO PAY A MILLION DOLLARS FOR A BUSINESS THAT IS GOING TO HELP THEM.
HOW ARE THEY GONNA DO THEIR JOB? AND WELL, THE PEOPLE THAT ARE NOT THE, THE UNIONS, THEY'RE MISINFORMING THEIR MEMBERS.
THEY'RE MISINFORMING THE PARENTS THAT ARE WORKING WITH THEM, AND THEY'RE NOT GIVING THEM THE, IN THE CORRECT INFORMATION.
WHY ALL THIS IS HAPPENING ARE TAXES.
IT'S NOT JUST A PINATA THAT YOU CAN SPLIT AMONGST YOURSELVES.
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PINATA THAT MUST BE USED INTELLIGENTLY AND THAT MUST BE USED RESPONSIBLY.NONE OF YOU HERE ARE TAKING THE RESPONSIBILITY THAT YOU'RE SUPPOSED TO DO, THAT YOU VOTED ZERO IN FAVOR FOR THOSE SALARIES FOR ALL THE EMPLOYEES, AND THAT YOU WILL NOT, YOU DID NOT HAVE SUFFICIENT MONEY FINANCIALLY TO BE ABLE TO HAVE THEM.
WHY DON'T YOU SAY THAT TO THE PARENTS? WELL, NOW THE WORKERS ARE GOING TO HAVE TO WORK MORE AND THEY'RE GOING TO HAVE THEIR HIGH SALARY, BUT NOW THEY HAVE TO WORK MORE.
WHY? BECAUSE THEY'RE GOING TO LEAVE IN RIGHT NOW, YOU ARE LOSING MORE STUDENTS AND MORE STUDENTS ARE GOING TO LEAVE Y BECAUSE THEY'RE NOT GIVING THE RESULTS THAT WE NEED.
AND YOU'RE JUST PUSHING POLITICAL AGENDAS THAT HAVE NOTHING TO DO WITH ANYTHING ACADEMIC RIGHT HERE.
I HAVE NEVER SEEN YOU SAY, OH, WE'RE GOING TO, UM, DAY OF MATH, OR WE'RE GONNA TRY TO PROMOTE THAT ALL THE CHILDREN TO GET BETTER AT MATH OR FOR AFRICAN AMERICAN CHILDREN TO IMPROVE THEIR MATH.
NO, IT'S ALWAYS, OH, DO WE WANT MENTAL HEALTH? YOU'RE SAYING THAT THE PARENTS ARE NOT EDUCATING THEIR CHILDREN, RIGHT? IS THAT WHAT YOU'RE SAYING? YOU'RE SAYING THAT THE, THE PROBLEM ARE THE PARENTS, BECAUSE THAT'S HOW WE FEEL.
WHY DON'T YOU SAY, FOR DAY, FOR MATH, AMERICAN MATH FOR AFRICAN AMERICAN STUDENTS, LIKE MS. GOMEZ SAID, AND EVERYBODY SAYS, SAYS RIGHT HERE THAT YOU WANNA HELP.
WHY DON'T YOU SUPPORT THESE STUDENTS ACADEMICALLY SO THAT THEY'RE BETTER IN THESE SUBJECTS AND ALSO IN READING? BECAUSE THAT'S WHAT WE NEED.
WE NEED PEOPLE TO IMPROVE IN THE ACADEMIC AREAS, AND YOU ARE NOT SOMETHING IN THEIR MIND.
BECAUSE THERE'S A GREAT VARIETY OF DIFFERENCE BETWEEN DIFFERENT ETHNIC GROUPS AND DIFFERENT WAYS OF SEEING THE WORLD.
AND THAT'S WHAT WE NEED TO RESPECT.
AND YOU WANT TO PUT US ALL IN THE SAME BOX? THANK YOU.
INCLUDES THE FIRST PORTION OF PUBLIC COMMENT FOR THE DAY.
I WILL NOW TURN IT OVER TO THE MEETING PROPER, UH, TO CEPI.
GOOD MORNING AND HAPPY WEDNESDAY.
IT IS WONDERFUL TO BE BACK HERE.
UH, AS WITH OUR FIRST SESSION, WE WERE HERE.
UH, WE WELCOME OBVIOUSLY ALL OF YOU HERE, BUT OUR WORK IS WITH THE GOVERNANCE TEAM.
CAMP HAD APOLOGIZED TO, UH, OUR COLLEAGUES HERE, OUR FOCUS IS TO WORK WITH THE GOVERNANCE TEAM.
SO IF WE IGNORE YOU, IT'S JUST BECAUSE IT'S, IT'S PART OF THIS SESSION.
UM, IT'S WONDERFUL TO BE BACK HERE.
THANK YOU SO MUCH FOR THE TIME THAT YOU CREATE IN YOUR BUSY SCHEDULES TO BE WITH US.
UH, DR. KEMP AND I ARE HERE THIS MORNING TO, UM, TO WORK ON THE FIRST STEPS OF YOUR GOVERNANCE HANDBOOK.
WE'LL GO OVER WHAT IS THE GOVERNANCE HANDBOOK, WHAT DO WE NEED TO DO? WE'LL EXPLAIN ALL OF THAT, EVERY STEP OF THE WAY.
UH, I'M ALSO HAPPY TO HAVE ONE OF OUR COLLEAGUES, UM, ANOTHER ONE OF OUR COLLEAGUES WITH US, STACY NICO NICOLA, WHO'S ONE OF OUR CONSULTANTS, AND SHE'LL BE JOINING US, UM, HOPEFULLY AT THE FUTURE SESSIONS AS WELL.
UM, WITH THAT, I'M GOING TO HAVE, UM, DR.
CAMUS, AND IF IT'S ALL RIGHT WITH EVERYONE, WE'LL DO FIRST NAMES TODAY.
SO, LIKE, ED, HAPPY TO BE, TO BE BACK HERE.
IT'S A LITTLE BIT LESS CHAOTIC FOR ME.
I WAS ABLE TO COME IN LAST NIGHT RATHER THAN FLYING IN THE MORNING OF, SO THAT WAS, THAT WAS GOOD.
UH, I'M ON THE ROAD AFTER THIS, BUT THAT'S ANOTHER STORY.
SO, UH, BUT HAPPY TO BE BACK HERE TOO.
LIKE EDA SAID, I THINK TODAY WE'RE, WE'RE, WE'RE GONNA BUILD ON WHAT WE DID AND TALKED ABOUT AND ACCOMPLISH LAST MEETING, WHAT, THREE WEEKS AGO? THREE OR FOUR WEEKS AGO.
AND WE WILL NOT BE COMPLETE THOUGH.
I I REALIZE THAT JUST AFTER LOOKING AT OUR PACE, OUR OUR TIME, AND WHAT WE CAN ACCOMPLISH IN FOUR HOURS, I REALIZED, OKAY, THIS IS, THIS IS A, THIS IS AN ONGOING PROCESS.
SO I BEGAN TO SAY, OKAY, WE, IF YOU REALLY GONNA TAKE THE TIME TO HAVE THE DISCUSSION THAT WE NEED TO HAVE, UH, THEN IT'S GONNA BE ONGOING PROCESS, RIGHT? SO NO ONE SHOULD THINK THAT AT THE END OF THE DAY, WE'LL HAVE A COMPLETED HANDBOOK.
I, AND WHAT I MEANT BY WE WERE BUILDING ON WHAT WE ACCOMPLISHED LAST TIME, YOU REMEMBER, I THINK IT WAS CLOSER TO THE AFTERNOON WHEN WE HAD A, SOME CONVERSATIONS ABOUT WHAT, WHAT WAS EXPECTED, YOU KNOW, WHAT TRUSTEES NEEDED FROM EACH OTHER, WHAT TRUSTEES NEEDED FROM THE SUPERINTENDENT, WHAT THE SUPERINTENDENT NEEDED OF TRUSTEES.
UH, THAT ACTUALLY, THOSE NOTES RIGHT THERE ACTUALLY ARE ONE COMPONENT OF A HANDBOOK.
SO WE DIDN'T SAY HANDBOOK, BUT IT'S A COMPONENT OF A HANDBOOK, RIGHT? UH, LATER ON TODAY, WE'LL SHOW YOU SOME OTHER COMPONENTS OF A HANDBOOK, UH, PERUSE A SAMPLE HANDBOOK.
UH, BUT REMEMBER, YOUR HANDBOOK IS YOUR HANDBOOK.
IT DOESN'T HAVE TO BE SOMEONE ELSE'S.
IT'S EVERY DISTRICT OF OUR THOUSAND DISTRICT IN CALIFORNIA.
UH, SO, BUT WE'LL, WE'LL SHOW YOU SOME OF THE COMPONENTS THAT ARE IN THE HANDBOOK TODAY.
WE'RE GOING TO, UH, ONCE AGAIN, UH, WE WON'T,
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WELL, WE'LL CLARIFY SOME MORE ABOUT EXPECTATIONS, BUT WE'LL, THAT, WE'LL DO THAT BY HAVING SOME CONVERSATIONS AND SOME PROCESSING ON, UH, ROLES AND RESPONSIBILITIES OF THE GOVERNANCE TEAM AND, AND THE SUPERINTENDENT.THAT'S PART OF OUR AGENDA TODAY.
UH, THAT EVENTUALLY WILL GO IN THE, WELL PART OF OUR CONVERSATION WILL GET IN THE HANDBOOK.
AND THEN THE OTHER PART ARE, WE'LL HAVE SOME EARLY CONVERSATIONS ABOUT PROTOCOLS.
SO PROTOCOLS ARE JUST THE AGREEMENTS ABOUT COMMON, WELL AGREEMENTS ABOUT HOW WE'RE GONNA OPERATE AS A TEAM.
THEY'RE DIFFERENT THAN BYLAWS.
UH, I WAS, I WAS THINKING ABOUT IT, AND IT'S KIND OF LIKE, UH, LAWS THAT'S HINTS IN THE NAME ARE, THERE'S A LEGAL COMPONENT TO LAWS, RIGHT? AND I SAY, THOSE COULD BE USED FOR OR AGAINST YOU.
I CAN SUE YOU, RIGHT? UH, PROTOCOLS AREN'T, AREN'T THAT LEGALISTIC.
AND I DON'T TAKE THAT FOR GRANTED.
FORTUNATELY, UH, YOU KNOW, TO BE LIVING A HOME, THAT'S NOT THE CASE WITH EVERYBODY.
BUT, UH, FORTUNATE IN A HOME, THERE'S AGREEMENTS ABOUT YOUR OPERATE IN THE HOME.
FOR EXAMPLE, I, I DON'T KNOW WHICH ONE HERE, I'M KIND OF, BUT LET ME JUST PULL YOU REAL QUICK.
UM, WE, AFTER YOU OPEN UP YOUR KETCHUP, HOW MANY PEOPLE LEAVE IT IN THE REFRIGERATOR? DO SOME PEOPLE LEAVE IT IN A PANTRY VI IN VINEGAR? OKAY, SO MOST PEOPLE HERE ARE REFRIGERATOR PEOPLE, RIGHT? OKAY, ANOTHER QUESTION.
WHEN YOU LOAD YOUR DISHWASHER, DO THE UTENSILS GO DOWN, FACE DOWN OR UP YOU GO.
OKAY, YOU GOT A SPECIAL, ALL THAT, RIGHT? DOES HE MESS? DOES WHEN, WHEN YOU FORCE YOUR, YOUR KID TO LOAD THE DISHWASHER, DO THEY MESS IT UP BECAUSE THEY, I
IF YOU DON'T RINSE OUT BEFORE THEY PUT IT IN YOU, WHAT ARE YOU DOING? YOU'RE JUST SANITIZING THE, THE GOOD.
I DON'T KNOW, SOMETHING LIKE THAT.
I HAVE TWO YOUNG BOYS AND, OR NOT BOYS.
THEY'RE, THEY'RE 26 AND 23 NOW, BUT
YES,
KIDS, YOUNG ADULTS NOW, BUT THAT USED TO REALLY MESS ME UP.
YOU KNOW, YOU MAKE 'EM LOAD THE DISHWASHER, BUT THEY HAVE DIFFERENT STYLES.
AND FOR ME, IT JUST MAKES SO MUCH SENSE.
SO WHEN YOU TAKE 'EM OUT, AND, AND IN FACT NOT ONLY THE SAME SPOONS ARE HERE, FORKS ARE HERE, KNIVES ARE HERE.
SO WHEN YOU TAKE IT OUT, IT'S EASIER TO PUT 'EM BACK IN THE CAT.
BUT THOSE ARE EXAMPLE OF PROTOCOLS.
LIKE NO ONE'S GOING TO, YOU KNOW, TURN IN THE MANDATED REPORTER BECAUSE OF, UH, OF THAT ISSUE.
BUT, BUT IT'S AN EXAMPLE OF HOW WE'RE GONNA DO BUSINESS TO OPERATE AS A, AS A FAMILY TO MINIMIZE SOME OF THE FRUSTRATION.
'CAUSE I GET HIGHLY FRUSTRATED WHEN THE DISHWASHER IS LOADED INCORRECTLY.
WHAT'S CORRECT? WELL, WHATEVER I SAY, 'CAUSE I'M THE PARENT IN THAT CASE, BUT
BUT WE'RE GONNA GET INTO SOME PROTOCOLS FOR LA UNIFIED, UH, TODAY.
WE'LL, WE'LL MORPH IT, UH, BECAUSE THERE WILL BE SOME CONVERSATION ABOUT COLLECTIVE BARGAINING PROTOCOLS, UM, PROTOCOLS.
'CAUSE YOU CAN REALLY HAVE THAT CONVERSATION IN CLOSED SESSION TOO.
AND THEN THE OTHER PART IS YOU ALREADY HAVE SOME DOCUMENTS THAT WE'RE WE'LL HONOR IN OUR HA IN THE HANDBOOK TOO.
I'M TALKING ABOUT YOUR DISTRICT MISSION VISION, UH, DISTRICT GOALS, THAT'S ALL ON THE WEBSITE ALREADY.
SO THAT'S ALREADY, WE, YOU KNOW, YOU ALREADY HAVE THAT AS A DISTRICT, SO WE WON'T REHASH IT, BUT WE'LL INTERTWINE.
SO THAT'S, THAT'S OUR AGENDA IN A NUTSHELL.
I APOLOGIZE TOO, AFTER I WAS, UH, PERUSING THESE MATERIALS, I THINK THERE WAS SOME MIX UP.
AND NOW I GET THE, I GET THE, UH, TANYA WAS EMAILING A COUPLE OF ITEMS, AND I, I THOUGHT EVERYBODY HAD A COPY OF THIS AGENDA THAT WE HAVE.
THIS IS WHAT I JUST DESCRIBED.
I, I THINK MICHAEL'S HAVING SOME COPIES MADE.
SO EVERYBODY, YOU DON'T HAVE THAT, THIS IN YOUR PACKET, BUT, UH, IN THE MORNING YOU WILL GET THIS.
OKAY? UH, AND THIS JUST HAS A, AN, AN AGENDA, UH, WITH THE, THE, WELL, WHAT I JUST DISCUSSED AND THEN KIND OF OUR ROADMAP FOR TODAY.
OKAY? SO THAT'S, THAT IS WHERE WE ARE.
AND LET'S MOVE INTO SOME THE, A REHASH OF THE MEETING GUIDELINES.
SO IN YOUR COPY IN FRONT OF YOU, YOU HAVE A COPY OF THE SAMPLE MEETING GUIDELINES THAT WE DISCUSSED, THAT WE DISCUSSED AT THE START OF LAST MEETING.
AND WHAT WE'VE DONE IS THE, THE GUIDELINES THAT, OH, LEMME SURE.
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THERE WE GO.SO YOU SEE WHAT I, I WENT OVER IN THAT FIRST BULLET THERE.
EXPECTATIONS, ROLES AND RESPONSIBILITIES, UH, PROTOCOLS AND UNITY OF PURPOSE.
ONCE AGAIN, THE MAJORITY OF OUR TIME TODAY WILL BE ON THOSE MIDDLE TWO BULLETS.
THE FIRST ONE WE DISCUSSED IN, IN AUGUST.
OKAY? THAT'S OUR, THAT'S OUR AGENDA.
YOU WANNA TALK ABOUT WHAT WE'VE DONE BASED ON OUR PRIOR CONVERSATION.
SO BEFORE WE GET THERE, AT THE LAST SESSION YOU SHARED, EACH OF YOU HAD SOME TIME TO REFLECT ON SOMEONE WHO HAS BEEN INSTRUMENTAL IN YOUR GROWTH, BECOMING WHO YOU ARE TODAY.
AND WHETHER IT WAS AUNT SARAH AS, UM, AS DARRELL SHARED, OR A TEACHER, OR A GRANDPARENT OR A PARENT, THAT PERSON MADE AN IMPRESSION ON YOU, RIGHT? AND REALLY PUSHED YOU AND ENCOURAGED YOU AND ELEVATED YOU.
SO I HOPE THAT WILL ALWAYS REMEMBER THOSE, UH, INDIVIDUALS, WHICH REMINDS ME OF A QUOTE BY JOSH SHIP.
HE'S ACTUALLY ONE OF OUR KEYNOTE SPEAKERS AT A EC THIS YEAR.
YOU MAY HAVE HEARD THIS QUOTE.
HE SAYS, EVERY KID IS ONE CARING ADULT AWAY FROM BEING A SUCCESS STORY.
SO THINK ABOUT THAT, RIGHT? AND CHANCES ARE THAT YOU'RE HERE BECAUSE OF THOSE CARING INDIVIDUALS, AND NOW YOU GET TO BE THOSE CARING INDIVIDUALS.
SO, UH, IT'S, IT'S A BIG RESPONSIBILITY, BUT IT'S ONE THAT I KNOW YOU'RE CERTAINLY EMBRACING.
SO, UM, GOING TO YOUR MEETING GUIDELINES, IF YOU RECALL, LET'S MAKE SURE WE PASS THOSE, THESE, I BELIEVE THERE ARE EIGHT OF THEM.
EACH OF YOU CHOSE, I THINK ONE OR TWO, AND THEN YOU HAD A DISCUSSION.
SO BASED ON THE LIST, THE LIST OF 17 OF MEETING GUIDELINES IN YOUR PACKET.
SO IN YOUR PACKET, YOU HAVE THE COMPLETE LIST.
THE ONE THAT, UH, DARRELL IS PASSING IS WHAT YOU CHOSE.
SO SPEND JUST, JUST A MINUTE OR SO, TAKE A LOOK.
COMPARE THIS TO THE FULL LIST.
SO YOU HAVE THE FULL LIST IS ALSO ON THE SCREEN SAMPLE MEETING GUIDELINES.
AND ARE THESE EIGHT GUIDELINES THAT YOU CHOSE, DO YOU STILL AGREE THAT THESE ARE THE GUIDELINES THAT YOU WOULD LIKE TO, UH, TO INCLUDE IN YOUR HANDBOOK? SO JUST A MINUTE REFLECT I, ALL RIGHT.
ANY OF THE ONES ON THE LIST, THE FULL LIST THAT YOU WOULD LIKE TO MOVE TO THE ONE THAT YOU CREATED LAST TIME WE WERE TOGETHER? OR DOES IT LOOK GOOD? ALL RIGHT, EVERYONE AGREES? EVERYONE IS GOOD? YEAH.
I WAS JUST GONNA ADD, AND I DON'T KNOW WHO THIS WAS LAST TIME, BUT ON OUR NUMBER TWO, UM, THE SECOND SENTENCE SAYS, WE WILL KEEP OUR REMARKS BRIEF AND TO THE POINT SO THAT ALL OPINIONS CAN BE EXPRESSED.
I THINK THAT'S VALUABLE, BUT I ALSO DON'T THINK BRIEF AND TO THE POINT IS JUST SO THAT ALL OPINIONS CAN BE EXPRESSED.
I THINK SOME OF THAT HAS TO DO WITH LIKE, GETTING THE WORK DONE.
UM, SO I DON'T KNOW IF WE WANTED TO ADD, I MEAN, IF, IF WE WERE TAKING ADDITIONS, I WOULD JUST SAY LIKE, AND SO WE CAN ACCOMPLISH THE WORK.
REMEMBER, THESE ARE YOUR MEETING GUIDELINES AND YOU COME TO AGREEMENT ON HOW YOU'RE GOING TO, UM, TO FORMAT THEM.
ANY FEEDBACK ON WHAT TANYA JUST SHARED? I THINK, DO YOU HAVE A MIC? YEAH.
HELLO? CAN YOU HEAR ME? OKAY? UM, YEAH, I MEAN, I THINK THAT WE SHOULD STRIVE TO BE BRIEF AND TO THE POINT.
I JUST FEEL LIKE SOMETIMES THAT'S A PERSONAL, I MEAN, I CAN BE VERY
I CAN GO ON, BUT NOT INTENTIONALLY.
SO THAT'S MY ONLY CONCERN IS I THINK MAYBE IF OUR, WHOEVER IS FACILITATING THE MEETING CAN ALSO GUIDE TO LIKE, YOU KNOW, TO REMIND US, OKAY, YOU KNOW, YOUR POINT HAS BEEN MADE
WELL, THAT, THAT'S A GOOD POINT, CARLA.
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THAT WE WORK WITH GOVERNANCE TEAMS TO COME UP WITH, UH, A LIST OF MEETING GUIDELINES IS TO, UH, BRING ON A LEVEL OF, UM, NORMALCY, RIGHT? WHAT ARE YOUR NORMS FOR MANAGING, FOR LEADING YOUR, YOUR MEETINGS? IF THEY'RE JUST WRITTEN AND THEY'RE IN YOUR HANDBOOK, THEN THERE'S NO MEANING TO IT, RIGHT? UH, ONE OF THE WAYS YOU CAN BRING THESE TO LIFE IS IF AT THE BEGINNING OF YOUR MEETING YOU WILL READ THESE, UH, OUT LOUD, RIGHT? MAYBE THE BOARD PRESIDENT DOES, OR MAYBE YOU EACH TAKE, TURN AND READ ONE, BUT YOU HAVE TO MAKE SURE THAT YOU, YOU, UH, YOU BRING LIFE INTO IT BY SHARING IT ALSO WITH YOUR COMMUNITY THAT THESE ARE OUR MEETING GUIDELINES.YES, SCOTT? UM, IT'S VERY DIFFICULT FOR A LOT.
SORRY, NUMBER TWO IS A LOT VERY DIFFICULT FOR A LOT OF PEOPLE.
AND THAT'S WHY YESTERDAY I KEPT USING THE TIMER BECAUSE NO ONE THINKS THAT THEY'RE TALKING SO MUCH, BUT THE TIMER TELLS YOU HOW MUCH YOU ARE TALKING.
AND THAT'S WHY IT'S IMPORTANT SOMETIMES TO USE A TIMER, NOT TO CUT YOU, BUT TO JUST KEEP YOU IN FOCUS, RIGHT? AND THEN WE HAVE ANOTHER ROUND COMING UP.
GIVE SOMEONE ELSE A CHANCE TO TALK BY A TIMER.
I THINK FOR, UH, US IS VERY VALUABLE.
BECAUSE YOU'RE RIGHT, SOMETIMES WE TALK AND WE DON'T THINK IT'S TAKING SO MUCH TIME, BUT IT'S ADDING UP EVERY SECOND.
SO, AND PART OF THIS COMING UP WITH YOUR NORMS, YOUR MEETING GUIDELINES IS HAVING A PROCESS FOR HOW YOU'LL, HOW IT'LL BE MONITORED, RIGHT? BECAUSE AGAIN, IF THEY JUST STAY IN YOUR HANDBOOK OR THEY'RE PRINTED AND THEY'RE ON YOUR WALL IN YOUR BOARDROOM, THERE'S NO MEANING TO IT.
IT'S UP TO YOU TO CHOOSE HOW YOU'RE GOING TO BRING MEANING INTO YOUR MEETING GUIDELINES.
OKAY? BUT THERE WAS NOTHING ON, OH, GO AHEAD.
I JUST WANTED TO, TO RECOGNIZE WHAT TANYA SHARED ABOUT NUMBER TWO AS WE WERE TALKING ABOUT THIS.
IF WE'RE ADDING TO THAT, IF IT POSSIBLE TO BREAK IT UP SOME KIND OF WAY.
'CAUSE IT'S ALREADY SEEMS TO BE LONG ALREADY
SO IF WE CAN EITHER BREAK IT UP OR, I DON'T KNOW, REWORD IT TO ADD THE POINT THAT YOU MADE, BECAUSE I, I MEAN, I, I WANNA RESPECT THAT WE ARE GETTING TO THE WORK, BUT AGAIN, IT, IT JUST SEEMS CHUNKY ALREADY.
IT SEEMS LIKE THERE'S THREE ASKS WITHIN THIS ONE BULLET, BUT IT COULD ALL BE THE SAME.
BUT I'M JUST PUTTING THAT OUT THERE.
'CAUSE YOU DID ADD ANOTHER PIECE TO IT.
AND SO WHETHER IT'S ATTACHED HERE OR MOVE, OR A SEPARATE BULLET IS WHAT YOU'RE SAYING, RIGHT? YES.
AND AND THE, THE REALLY, THE MEAT OF THAT WAS, IT'S NOT JUST ABOUT SO THAT ALL OPINIONS CAN BE EXPRESSED, BUT, SO WE CAN MOVE MEETINGS ALONG EFFICIENTLY, RIGHT? OKAY.
YES, WE CAN ACCOMPLISH GOTCHA.
BY THE WAY, UH, NOT THAT YOU HAVE TO VOTE, BUT IS THAT A GENERAL AGREE? ANY, IF YOU WERE DOING THE CONSENSUS THING, WOULD ANYBODY, ANY VETO ADDING SOMETHING LIKE THAT? NO, BUT I DO THINK IT SHOULD BE A SEPARATE BULLET POINT.
'CAUSE IT IS A SEPARATE, UM, ITEM I KNOW IN, IN RJ AND RESTORATIVE JUSTICE WE SAY TO KEEP YOUR COMMENTS LEAN AND IT'S SO THAT PEOPLE CAN GET THE MOST IMPORTANT PART OF WHAT YOU'RE TRYING TO SAY, RIGHT? YES.
YEAH, MY COMMENT WAS JUST GONNA BE, I MEAN YOU COULD ALSO JUST END IT AFTER THE WORD POINT.
I MEAN, IF YOU'RE, YOU'RE CONCERN TANYA, IS THAT THE QUALIFIER SEEMS TO SUGGEST THAT LIKE THE REASON WE'RE KEEPING IT BRIEF IS SO EVERYONE CAN BE HEARD.
WHEREAS REALLY THERE ARE A FEW REASONS TO KEEP IT BRIEF.
AND TWO, SO WE CAN GET THE WORK DONE.
SO YOU COULD ALSO JUST SAY, WE'LL KEEP OUR REMARKS BRIEF AND TO THE POINT PERIOD.
THE ONLY OTHER THING IS THE PENULTIMATE BULLET, THAT SECOND SENTENCE.
WE WILL EACH BE RESPONSIBLE FOR THE SUCCESS OF THE MEETING, PARTICIPATE EQUALLY.
ADDRESS CONCERNS IS NOT REALLY A COMPLETE, THERE SEEMS TO BE A WORD MISSING OR SOMETHING.
EACH MEMBER WILL TAKE RESPONSIBILITY FOR THE WORK OF THE TEAM.
SO I FORGET WHAT WE WERE TRYING TO SAY THERE, BUT THAT THE SECOND TO LAST BULLET, THE SECOND SENTENCE DOESN'T REALLY MAKE SENSE.
WE'LL EACH BE RESPONSIBLE FOR THE SUCCESS OF THE MEETING PARTICIPATE EQUALLY.
ADDRESS, I MEAN IS THAT LIKE A, SHOULD IT BE COLON? YEAH.
PARTICIPATE EQUALLY AND ADDRESS CONCERNS.
AND SO YOU'RE ALL SUGGESTING IS THAT THIS WOULD BE IN A, UM, A HANDBOOK YES.
UM, I WOULD HESITATE TO LIKE READ THEM EVERY SINGLE BOARD MEETING 'CAUSE WE ALREADY DO THE PLEDGE AND THE LAND ACKNOWLEDGEMENT AND SO MANY OTHER THINGS.
IF THERE'S, YOU KNOW, WE, WE LIFT UP ONE PER MEETING OR, YOU KNOW, THAT MIGHT HAVE PARTICULAR RELEVANCE.
UM, SO THAT IT DOES STAY ALIVE, BUT WE DON'T HAVE TO WASTE TIME GOING THROUGH ALL OF THEM.
YOU COULD ALSO PRINT THEM AND PUT THEM ON THE WALL OF THE BOARDROOM, WHICH IS WHEN WE DO MEETING FACILITATION, YOU USUALLY HAVE LIKE YOUR NORMS UP.
SO YOU COULD ALSO JUST HAVE A POSTER BOARD.
[00:25:01]
NOTES ON HOW TO MODIFY THESE AND WE'LL BRING THEM BACK TO YOU.UM, WE TALKED ABOUT A GOVERNANCE HANDBOOK AND I REALIZED, OR BOTH OF US, WE REALIZED THAT IT MAY NOT BE CLEAR WHAT A GOVERNANCE HANDBOOK IS.
SO WHAT WE WANTED TO DO WAS TO, UM, SHOW YOU AN EXAMPLE AND, UM, WHICH WILL MAKE IT A LOT MORE CLEAR ON WHAT WE MEAN BY GOVERNANCE HANDBOOK.
SO WHAT I SEARCH IN MY LIBRARY AT HOME, AND I FOUND THIS BEAUTIFUL CORONA NORCO UNIFIED SCHOOL DISTRICT HANDBOOK.
IT ACTUALLY, MY COLLEAGUE HERE, STACY, IS ON THE BOARD IN KNO NORCO.
AND UH, AND THEY DEVELOPED THIS LOVELY GOVERNANCE HANDBOOK.
I'M GOING TO PASS IT AROUND SO YOU CAN TAKE A LOOK.
NOW EVERY DISTRICT AND EVERY GOVERNANCE TEAM WE WORK WITH HAS A DIFFERENT GOVERNANCE HANDBOOK.
SO THERE IS NO, WHILE WE HAVE A TEMPLATE AND WE CAN PLUG IN YOUR INFORMATION, EVERY HANDBOOK IS GOING TO LOOK DIFFERENT.
YOU CAN, UH, SELECT TO PUT PICTURES THERE.
YOU CAN HAVE, AND YOU CAN SEE IN HERE AS I PASS IT, THEY HAVE LOTS OF PICTURES IN HERE.
SO IT MAKES IT JUST A, A, A MORE, NOT JUST WORDS, BUT A MORE FUN KIND OF HANDBOOK TO LOOK AT.
AND ALSO TO USE AS AN ONBOARDING TOOL, WHICH IS REALLY INCREDIBLY HELPFUL WHEN YOU HAVE SOMEONE NEW HERE IS A COLLECTION OF OUR AGREEMENTS.
STACY'S ALSO HERE, SO SHE CAN, UH, ANSWER ANY QUESTIONS YOU MAY HAVE AND TALK ABOUT THE, THE PROCESS OF CREATING IT.
IT'S NOT CREATED IN ONE SESSION.
IT'S SO MANY DIFFERENT COMPONENTS THAT YOU GATHER FROM DIFFERENT MEETINGS TO GO INTO IT.
BUT IT'S CERTAINLY SOMETHING THAT WE ARE, UM, WE ARE HOPING YOU'LL HAVE AS A FINISHED PRODUCT IN THE UPCOMING MONTHS.
SO YOU CAN TAKE A LOOK AT THAT AND OH, THANK YOU FOR THAT REMINDER.
UM, IT IS A LIVE DOCUMENT, RIGHT? SO YOU'LL HAVE TO BRING IT OUT EVERY YEAR AND YOU HAVE TO MAKE SURE THAT EVERYTHING THAT YOU HAVE AGREED UPON STILL VALID, RIGHT? SO WHEN I SERVED ON THE BOARD, WE WOULD BRING IT OUT DURING OUR DARK MONTH.
SO WE WOULD DO A BOARD SELF-EVALUATION AND WE WOULD DO THE GOVERNANCE HANDBOOK.
I WANTED TO MAKE SURE THAT WE BRING A BIT MORE CLARITY INTO WHAT WE ARE HOPING TO CREATE.
YOU YOU DON'T HAVE DARK MONTHS? NO, NO.
WE'RE, WE'RE JOKING THAT LIKE IS DARK MONTH WHEN WE DON'T MEET, OR DARK MONTH WHEN THINGS ARE REALLY HEAVY
YEAH, I, I LIKE WHAT SUBPOENA SAID BECAUSE WHEN, UH, YOU KNOW, JUST REVIEWING IT ANNUALLY, THAT, THAT'S PROBABLY, THAT'S PROBABLY THE BEST PRACTICE.
I DON'T, UM, BUT WE, WE REVIEW IT DEFINITELY ANYTIME WE GET A NEW TRUSTEE OR IT APPEARS THAT WE'RE KIND OF GOING OFF THE RAILS AS A TEAM, WE JUST SET ASIDE TIME TO, TO HAVE A CONVERSATION ABOUT IT.
OPEN, OPEN SESSION, JUST, UH, A BOARD WORKSHOP TO DISCUSS OUR HANDBOOK.
IT DOES IT, IT AND IT, IT'S NOT A, LIKE YOU SAID, IT'S NOT A STATIC DOCUMENT.
'CAUSE THINGS DO CHANGE IN TERMS OF THE WAY THE, THE BOARD WANTS TO DEAL WITH DIFFERENT SITUATIONS, RIGHT? NIP DIFFERENT PEOPLE, DIFFERENT SITUATIONS GET YOU TO REFLECT ON YOUR, YOUR PAMPHLET, RIGHT? IT'S JUST REALLY THE WAY WE WANNA DO THINGS AS A TEAM.
I JUST WANNA ADD, OF COURSE I'M HONORED THAT SUBPOENA BROUGHT OUR DISTRICT HANDBOOK AS AN EXAMPLE.
BUT THE ONE THING THAT WE DO IS WHEN WE REVIEW IT ANNUALLY, IT'S PART OF OUR GOVERNANCE CALENDAR, UM, IS WE REVIEW IT AND THEN THE FIVE OF US ON THE BOARD SIGN IT.
AND I THINK IT'S THAT JUST GOING THROUGH THAT PRACTICE IS A GOOD REMINDER.
UM, EVERY SUMMER WE DON'T GO DARK.
UM, WE ALWAYS, WE MEET YEAR ROUND, BUT WE FEEL LIKE IT'S DARK BECAUSE THE SCHOOLS ARE CLOSED
SO IT'S A LITTLE BIT LESS, UM, INTENSE.
BUT IT GIVES US THE OPPORTUNITY TO GO THROUGH IT TO MAKE SURE THAT EVERYBODY'S STILL ON THE SAME PAGE WITH THE PROTOCOLS AND THE NORMS. AND 'CAUSE SOMETIMES, YOU KNOW, IF YOU START VEERING AWAY, IT BRINGS EVERYBODY BACK TO CENTER AND THEN SIGNING IT.
I THINK IT'S JUST KIND OF THAT RECOMMITMENT EVERY SUMMER, EVEN IF IT'S THE SAME BOARD THAT DID IT THE YEAR BEFORE.
DO YOU ALSO TAKE A COLOR CODED PICTURE EVERY YEAR? 'CAUSE I NOTICED THAT IN THERE.
UM, NOT GONNA LIE, I WAS THE BOARD PRESIDENT WHEN WE DID THOSE PICTURES AND I ASKED EVERY, UM, THE DISTRICT COLOR SCHEME.
I'M, YOU KNOW, OUR PICTURES ARE ON THE WALL.
I DON'T THINK WE HAVE ONE, RIGHT? I DON'T THINK WE HAVE A PICTURE OF THE FULL BOARD TOGETHER.
WE HAVE OUR INDIVIDUAL ONES DOWNSTAIRS AND PEOPLE COME IN, BUT IT WOULD BE, YOU KNOW, NICE FOR US TO DO IT TOGETHER.
UNLESS SOMEONE IS LIKE RETIRING, THEN WE HAVE THOSE.
BUT JUST THE, YOU KNOW, EIGHT OF US AS A GOVERNANCE TEAM, TEAM, I THINK THAT'D BE LOVELY.
WE CALL IT, UM, ADULT PICTURE DAY BECAUSE WE HAVE THE SAME PHOTOGRAPHERS THAT, YOU KNOW, THAT DO THE PHOTOGRAPHS.
THE SCHOOLS COME TO THE DISTRICT OFFICE BEFORE A MEETING, AND WE DO OUR INDIVIDUALS, AND THEN WE DO A DO GROUPS EVERY YEAR.
[00:30:01]
BEFORE I FORGET, UM, ROCIO, I, I'M SO SORRY THAT YOU'RE NOT HERE WITH US TODAY, THIS MORNING, AND I HOPE YOU'RE FEELING BETTER.SO THANK YOU FOR JOINING US VIRTUALLY.
UM, SO ONE OF THE ACTIVITIES WE DID LAST TIME, AND YOU ALL REALLY ENJOYED IT.
SO IN OUR PRIVATE, UM, CONVERSATIONS WITH EACH OF YOU, YOU MENTIONED THE WORKING STYLES QUESTIONNAIRE, I'M SORRY, UM, YES.
THE WORKING STYLES THAT WE DID.
AND, AND YOU WERE, YOU'RE IMPRESSED BY THE RESULTS OF IDENTIFYING WHAT STYLE YOU ARE AS WELL AS WHAT STYLE YOUR COLLEAGUES ARE.
SO WE WANTED TO BRING THAT BACK JUST BRIEFLY FOR ALL OF YOU TO TAKE A LOOK AND SEE, UH, WHERE YOU SCORED AND TO IDENTIFY THE AREA THAT YOU ALL DID IDENTIFY LAST TIME AS SOMETHING TO REALLY WORK ON TO HAVE A DISCUSSION AND WORK ON.
SO DARREL IS, UH, PASSING OUT THE, UM, THE, UM, MATERIAL.
AND THIS IS BASED ON LAST SESSIONS, DARREL, MICHAEL.
SO I'LL JUST GIVE YOU A MOMENT TO TAKE A LOOK AND, UM, AND JOT DOWN SOME NOTES AS THEY COME TO YOU.
FIRST REFLECTION AS YOU LOOK AT THIS, UM, THIS REPORT, I, ALL RIGHT, SO YOU GET A CHANCE TO REVIEW.
SO THIS IS, THIS IS THE TEAM HERE AND GOVERNANCE TEAM, A SNAPSHOT OF WORKING STYLE TENDENCIES.
AND I KNOW WE HAD A, A BRIEF DEBRIEF OVER THERE AT THAT WALL ABOUT WHAT IT MEANT.
BUT I WANT US TO GO A LITTLE BIT, UH, FURTHER.
SO AS YOU THINK ABOUT THIS, THE ONE THAT STANDS OUT, UH, ANYTHING THAT STANDS OUT FOR YOU FIRST AND, AND NOTICING, UH, AND, AND OTHER THAN, I THINK WE ALREADY SAID, RELATIONSHIPS, THERE'S A DEFINITELY SOMETHING THAT'S VERY NOTICED, RIGHT?
SO IT'S NOT JUST THAT WE, YOU KNOW, HAVE DIFFERENT, THERE ARE FOUR CATEGORIES THAT THE BOARD FALLS INTO.
BUT I THINK THE KIND OF, WHEN IT COMES TO THAT FLEXING AND WORKING KIND OF ACROSS THE, UM, THE, THE LEADERSHIP STYLES, I MEAN, THE FACT THAT FOR SHERETTE, SHE HAS FOUR OF US, INCLUDING ME, WHO THAT IS OUR WEAKEST PRO LIKE WAY TO PROCESS, AND IT'S HER STRONGEST.
AND THEN FOR ME, WITH THE BOTTOM LINE, IT'S FIVE OF YOUR WEAKEST, REALLY.
LIKE, KIND OF HOW DO WE FIND OPPORTUNITIES TO MEET IN THE MIDDLE THERE.
UM, WHEREAS FOR THE DATADRIVEN AND VISIONARY, THERE ARE THREE, THERE ARE SIX FOLKS WHO FALL IN THOSE CATEGORIES, BUT IT'S NOBODY'S WEAKNESS.
SO I WAS JUST THINKING SHELA AND I HAVE MORE WORK TO DO WHEN IT COMES TO KIND OF BRIDGING HOW TO GET OUR COLLEAGUES ON BOARD WITH OUR STYLES.
TANYA, I WAS JUST THINKING ABOUT THE, UM, THE STRENGTH OF OUR BOARD IN, UH, SEEING THE BIG PICTURE, THE VISIONARIES.
AND TO NICK'S POINT ABOUT, YOU KNOW, THE, UH, LACK OF STRENGTH EXCEPT FOR ONE PERSON REALLY ON THE, THE BOTTOM LINE.
AND IT'S SO INTERESTING BECAUSE WE SET THE BIG GOALS FOR THE DISTRICT THAT ARE REALLY AMBITIOUS, AND YET WE RARELY CHECK IN ON THEM THROUGHOUT THE YEAR.
AND I THINK THAT'S A REAL NEED FOR US TO LOOK REGULARLY AT STUDENT OUTCOMES.
AND I WAS JUST LOOKING BACK, I KNOW WE'LL GET TO IT, BUT, YOU KNOW, UNDER ROLE OF THE BOARD, THAT'S ONE OF OUR RESPONSIBILITIES, MONITORING STUDENT ACHIEVEMENT AND PROGRAM EFFECTIVENESS.
[00:35:01]
WE'LL SAY WE WANNA DO IT, WE'LL SET A BIG PICTURE FOR THE SUPERINTENDENT'S TEAM AS SOMETHING WE WANT TO GET DONE, BUT WE DON'T COME BACK TO IT AND MAKE SURE THAT IT'S BEEN DONE NOR MAKE THE KIND OF PUBLIC TRANSPARENCY AND ACCOUNTABILITY THAT WE ARE ACTUALLY RESPONSIBLE FOR, NOT JUST THE SUPERINTENDENT'S TEAM.BIG PICTURE THINKERS, VISIONARIES YET.
DO WE CHECK BACK? RIGHT, EXACTLY.
WELL, IT LOOKS LIKE WE ALL COULD USE WORKING ON RELATIONSHIP AND PROCESS, RIGHT? THAT'S NOT THE ONE PLACE WHERE WE ALL SCORED.
AND I THINK THERE'S VALUE IN THAT.
I THINK THAT I, IN MY SMALL GROUP, WHEN WE WERE HAVING CONVERSATIONS, WE TALKED ABOUT HAVING OUTSIDE OF BOARD MEETINGS, UM, MEETINGS THAT WERE NOT CONNECTED TO THE WORK PER SE, BUT RATHER TO BUILD RELATIONSHIPS SO THAT OUR RELATIONSHIPS DON'T NECESSARILY FEEL, UH, VERY TRANSACTIONAL, RIGHT? UM, AND I THINK THAT THAT IS SOMETHING THAT WE COULD CERTAINLY DO.
I THINK WE, BECAUSE I DO THINK THAT WE ALL, WE ALL HAVE VERY DIFFERENT, UH, BELIEF SYSTEMS AND PROBABLY PHILOSOPHIES ON, ON HOW WE ACHIEVE THE WORK.
AND, UM, BUT I DO THINK THAT A LOT OF US DO, UH, FOLLOW THE GUIDELINES IN GENERAL, AND WE TEND TO LISTEN TO ONE ANOTHER.
BUT I DO THINK, UM, I, I THINK WE ALL COULD WORK ON, ON THAT, ON THE PROCESS AND THE, UH, INCLUSIVITY AND I, I THINK WE STRIVE FOR CONSENSUS.
CONSENSUS ON A, ON, YOU KNOW, ON A, IN GENERAL MM-HMM
UM, BUT I JUST, IN LOOKING AT IT, I MEAN, I, I KNOW I SCORED HIGH IN ONE AREA AND LOW IN ANOTHER AREA, BUT I, I READ ALL OF THESE, THESE DESCRIPTIONS AND I THINK I HAVE A LITTLE BIT OF EVERYTHING, WHICH I'M SURE WE ALL DO, RIGHT? SO ANYWAY, YEAH.
THESE AREN'T ABSOLUTES, RIGHT? THESE ARE TENDENCIES, RIGHT.
AND TO THAT POINT, I THINK, YOU KNOW, AND I WAS JUST TRYING TO LOOK FOR MY NOTES ON OUR SECOND, LIKE, WHAT WAS THE SECOND TIER AFTER THIS FIRST ONE? LIKE WHAT, WHERE DID IT LAND FOR US? AND PROBABLY WOULD'VE BEEN A GOOD LOOK TO KIND OF CHECK THOSE STYLES AS WELL.
'CAUSE I THINK WE DO HAVE PART IN ALL OF THESE, BUT ACTUALLY BASED ON THE, THE SCORING, WHERE DID WE FALL? AND THAT WOULD'VE BEEN GREAT TO LOOK AT THE SECOND, WHATEVER THAT SECOND NUMBER IS, WHETHER IT WAS IN A DIFFERENT AREA AS, YOU KNOW, MAYBE IT WAS A, YOU KNOW, A NINE AND NOT A 10, BUT IT WAS AN I, RIGHT? RIGHT.
SO YOUR YOUR SECOND GREATEST TENDENCY, RIGHT? YEAH.
AND THAT WAS SOMETHING I THINK I POINTED OUT LAST TIME, BUT IT WAS LIKE, WE HAVE VERY HIGH, IT'S CLEAR WHAT OUR WEAKNESSES ARE.
THE STRENGTHS WERE MUCH MORE NEW.
LIKE, BECAUSE I THINK IF I REMEMBER, I FORGET EXACTLY WHAT THE SCORING WAS, BUT NO ONE HAS LIKE A FOUR OR FIVE, BUT SOME PEOPLE HAVE LIKE A 24 OR A 23.
SO LIKE, PEOPLE WERE MORE CLEAR ON LIKE, THIS IS WHERE I'M NOT STRONG, BUT TO THOSE, TO THEIR POINTS, LIKE WHERE WE WERE STRONG, IT'S LIKE, OH, IT COULD BE, I MEAN, 10 AND NOT, LIKE, I'M SURE, I THINK SOME PEOPLE WERE LIKE ON THE, ON THE BUBBLE.
SO MORE EXTREME, EXTREME ON THE, ON THE, WHAT WE KNOW WE'RE NOT THE NET.
I CAN'T REMEMBER WHAT THE LOWEST SCORE YOU COULD HAVE GOTTEN WAS PROBABLY WAS A FIVE, RIGHT? YEAH.
SORRY, I'M OVER HERE IN THE SPACE.
UM, WELL, GIVEN THAT NO ONE SCORED IN RELATIONSHIP, WHAT, UM, HOW DOES THAT AFFECT US AS A, AS A TEAM? WHAT IS A DETRIMENT OR POSITIVE? LIKE HOW DO WE, UM, ADDRESS THAT, THE RELATIONSHIP AREA THAT NO ONE REALLY NO ONE SCORED IN? THAT'S SUCH A GOOD QUESTION, CIO.
AND, UM, LIFE IS ALL ABOUT RELATIONSHIPS, RIGHT? EVERYTHING THAT WE DO HAS TO DO WITH THE RELATIONSHIPS.
ALL OF YOU COMING TOGETHER, RELATIONSHIPS ARE REALLY CRITICAL FOR YOU AS A BOARD FOR YOU WITH THE SUPERINTENDENT.
AND IT'S AN AREA THAT ONLY, YOU KNOW, THROUGH CONVERSATIONS AND DISCUSSIONS HOW YOU CAN STRENGTHEN, RIGHT? SO, UM, IT, IT IS AN AREA THAT DOES DESERVE SOME DISCUSSION ON HOW YOU'RE GOING TO MOVE FORWARD AND BECOME STRONGER.
WHAT DOES IT MEAN? CARLA MENTIONED, UM, THE ABILITY
[00:40:01]
TO JUST GO OUT AND, AND MAYBE JUST A COUPLE OF YOU GOING FOR A WALK, GOING, GETTING A CUP OF COFFEE, A CUP OF TEA, AND, AND CONNECTING ON PERSONAL LEVEL, IF YOU LOOK AT BODIES OF LITERATURE, THERE'S SO MUCH LITERATURE BEHIND CONNECTION ON A PERSONAL, ON HUMAN LEVEL TO BE ABLE TO HAVE CRUCIAL CONVERSATIONS, RIGHT? SO WHEN THE CONVERSATIONS ARE REALLY HIGH STAKE, WHEN YOU, WHEN YOU KNOW THE PERSON, RIGHT? ON A PERSONAL LEVEL, YOU MAY STILL DISAGREE, WHICH IS FINE.YOU DON'T ALWAYS HAVE TO AGREE ON EVERYTHING.
BUT YOU DISAGREE AND YOU DIS DISAGREE WITH THE ISSUE, NOT WITH EACH OTHER, BECAUSE YOU ALREADY UNDERSTAND EACH OTHER'S POINT OF VIEW, PERSPECTIVES, WHICH PLAY A BIG ROLE WHEN YOU COME TOGETHER AS A TEAM, AS A GOVERNANCE TEAM WITH THOSE, UM, SENSITIVE TOPICS.
AND, AND THIS IS KIND OF PIGGYBACKING ON WHAT NICK SAID.
I I THINK THE TABLE IS A BIT INCOMPLETE THOUGH.
I MEAN, YOU, YOU'VE OBVIOUSLY IDENTIFIED OUR POLARITIES THINGS THAT WE'RE STRONGEST AND, AND WEAKEST AT.
BUT, BUT I WOULD WAGER IF I HAD THE, THE RESULTS FROM LAST TIME, THERE'S A NUMBER OF FOLKS IN THIS GROUP THAT PROBABLY HAD RELATIONSHIPS AS MAYBE THEIR SECOND OR THIRD STRONGEST.
SO I, I DON'T WANT TO KIND OF PUT US IN THIS CORNER WHERE WE'RE SAYING THAT THERE, THAT SKILLSET ISN'T HERE, BECAUSE I CAN TELL YOU FROM LIVED EXPERIENCE, I'VE SEEN EACH AND EVERY BOARD MEMBER IN A DIFFERENT CONTEXT BE THE ONE TO BRING US ALL TOGETHER TO LIKE BRIDGE THE CONVERSATION.
SO I'D LOVE TO KNOW, KIND OF GO BACK TO THE ORIGINAL DATA FROM THE LAST MEETING, A PHOTO OF IT.
AND THIS IS SOMETHING THAT WE, WE CAN CERTAINLY BRING BACK FOR ALL OF YOU TO LOOK AT, RIGHT? JUST BECAUSE THE RELATIONSHIP COMPONENT ON PAPER IS EMPTY DOESN'T MEAN THAT YOU DON'T HAVE, UH, THAT SKILL SET.
BUT WHAT IT DOES SAY IS THAT IT'S NOT, IT'S NOT A STRONG, IT'S NOT A STRENGTH FOR ANY OF YOU, BUT IT'S ALSO NOT, UH, AN AREA OF STRONG, UH, WEAKNESS.
I DIDN'T WANT TO SAY WEAKNESS, BUT WEAKNESS, UH, AN AN AREA, STRONG AREA FOR GROWTH, BUT IT IS AN AREA THAT THAT NEEDS TO BE, UM, THAT YOU NEED TO PAY ATTENTION TO.
AND HOW YOU GO ABOUT IT IS REALLY UP TO YOU WHAT FEELS RIGHT, WHAT FEELS NATURAL, AGAIN, BECAUSE YOU, UH, CONTINUE TO HAVE SOME DISCUSSIONS THAT ARE SENSITIVE IN NATURE AND YOU'RE GOING TO TRIGGER, UH, SOME OF YOU DIFFERENTLY.
IT'S IMPORTANT TO HAVE A BASELINE OF, UH, PERSONAL CONNECTION.
AND TO, TO THAT, THAT, TO THAT POINT, WE'RE GONNA DO A QUICK, UH, PAIR SHARE ACTIVITY TO GENERATE SOME IDEAS ABOUT RELATIONSHIPS, THINGS TO CONSIDER.
THIS IS NOT INITIALLY GOING IN THE HANDBOOK, THIS IS JUST A COLLECTION OF IDEAS.
UM, BUT JUST TO GET SOME, SOME THOUGHTS GOING.
JUST BY THE WAY, UH, JUST THE NOTICING TOO, BEFORE WE DO THIS QUICK ACTIVITY, SOMETIMES WE GRAVITATE, OR OUR TENDENCIES ARE, UM, WE DON'T EVEN NOTICE THEM.
LIKE, ONE OF THE THINGS I NOTICED WAS, I, I TEND TO KNOW THESE THINGS.
WE, WE, WE, WE WENT TO GENDER, RIGHT? UH, AND SOMEHOW THE MESSAGE, I DON'T KNOW HOW THAT HAPPENED.
MAYBE IT WAS JUST HAPPENSTANCE, BUT I CHANGED MY SEAT.
I DIDN'T WANT MY BACK TO THE CAMERA.
I DON'T, I DON'T KNOW HOW IT HAPPENED.
IT JUST HAPPENED, RIGHT? SO
I'M FEELING THERE'S A LOT OF, UH, THINGS LIKE THAT THAT HAPPENED IN, IN OUR, OUR SOCIETY TOO.
UM, SO SOMETIMES THIS IS JUST A TOOL TO BRING OUT A TENDENCY, RIGHT? SO, BUT THERE'S NOT A ABSOLUTE, I DON'T KNOW IF IT'S RIGHT OR WRONG.
UH, SO WHAT WE'RE GONNA DO IS THIS.
WE'RE GONNA GIVE YOU A CHANCE TO TALK TO EACH OTHER.
YOU HAVE TO TALK TO YOURSELF MOMENTARILY.
UH, LIKE I SAID, THAT'S A VERY RICH CONVERSATION SOMETIMES, RIGHT?
LIKE, YEAH, YOU CAN JUST MATCH UP LIKE THAT.
AND THINK ABOUT THREE MINUTES TOTAL.
UH, SO MAKE SURE EVERYBODY GETS A CHANCE TO SHARE WITHIN THAT.
WHAT ARE WAYS THE GOVERNANCE TEAM CAN BUILD RELATIONSHIPS
[00:45:04]
CUT TO BE IN THE SAME SPACE? ACTUALLY WHERE TO CELEBRATE WHAT SOMETIMES DON'T HAVE TO GO.TRY TO SET UP DOING THESE KINDS OF, SHE KIND OF UP LIKE 10.
BUT THEY HAVE, THAT'S WHAT ARE YOU, WHAT ARE YOUR HOLIDAY THAT'S, I MIGHT ACTUALLY SEE GEL BACK HAIR THAT WOULD FACE, THAT MIGHT BE COMBINATION.
ADJUST, BECAUSE DO CALLED WE UP 20 METER SECONDS, 30 SECONDS.
HE CAME TO SEE LIKE THE VALUES, BUT WE HAD GOOD CONVERSATION.
I KNOW YOU DIDN'T KNOW HOW TO, AND I'M SUPPOSED TO JUMP DOWN THESE ANSWERS, SO WE HAVE ONE.
AND I'M JUST GONNA GO AROUND THE ROOM.
ONCE BEFORE ANYBODY SHARES TWICE, EVERYBODY SHARES ONE IDEA BEFORE ANYBODY SHARES ANOTHER IDEA.
AND ROCIA IS RAISING HER HANDS.
DO YOU HAVE ANY IDEA YOU'D LIKE TO SHARE WITH THE GROUP? A GROUP OF ONE? YES.
WELL, I HAD A CONVO WITH MY CAT, ISABELLE, AND SHE SEEMED TO AGREE WITH ME, SO I WASN'T ALL ALONE HERE.
UM, WELL, I MEAN, APART FROM HAVING GOING TO COFFEE OR ANYTHING, I, I WOULD LOVE TO BE, TO GO TO ANOTHER BOARD MEMBER'S, UM, DISTRICT, IF THEY'RE HAVING AN EVENT OR HAVE A SCHOOL EVENT, MAYBE INVITE ONE ANOTHER TO OUR BOARD DISTRICTS.
I THINK THAT WOULD BE A GOOD WAY TO NOT ONLY GET TO KNOW EACH OTHER, BUT ALSO THE BOARD DISTRICT THAT YOU KNOW, THAT YOU REPRESENT.
I THINK THAT WILL BE ONE GOOD IDEA OF BUILDING A RELATIONSHIP.
OR YOU HAVE TO WAIT TILL, LET'S WAIT TILL, YEAH, THAT'S MY IDEA.
WHAT'S, YEAH, WHAT THIS GROUP, MINE WAS, UH, DISCUSSING WHAT YOU'RE WATCHING ON TV AND WHAT SHOWS DO YOU LIKE AND WHAT SHOWS DO YOU THINK ARE REALLY GOOD? AND TRY TO INTEREST YOUR, UH, FELLOW WARD PERSON, BOARD MEMBER ABOUT WHAT'S REALLY GOOD ON CABLE.
NOW I WANT TO COMMENT, BUT I'M NOT GONNA VALIDATE MY RULE.
JUST LET'S GET THE TABLE, THE, THE IDEAS ON HERE.
LET'S GET WELL, AND THEN WE GOT TO TALKING ABOUT SCOTT'S SHOWS THAT HE IS WATCHING RIGHT NOW.
AND I FEEL LIKE I LEARNED A LOT ABOUT HIM.
[00:50:01]
A COUPLE MINUTES.IT'S, SO, I GUESS I WOULD SAY, UM, MAKING TIME TO ASK THESE KINDS OF QUESTIONS CAN BE TWO TO THREE MINUTES.
IT DOESN'T HAVE TO BE A FULL COFFEE OR A LUNCH OR A HAPPY HOUR, WHICH CAN BE REALLY HARD TO LIKE, FIT INTO OUR SCHEDULE.
UM, BUT EVEN JUST A COUPLE MINUTES, HOW WAS YOUR WEEKEND? HOW'S YOUR FAMILY? AND I, I FEEL LIKE TO SOME EXTENT WE DO THAT.
UM, BUT TRYING TO CARVE OUT THOSE TWO TO THREE MINUTES FOR THE PERSONAL QUESTIONS.
WHAT, WHAT CAME UP HERE? SO WE TOUCHED STOCK
ONE WAS THE IDEA THAT DR. RIVAS ALREADY FLAGGED ABOUT POTENTIALLY BOARD MEMBERS TEAMING UP WITH EACH OTHER TO GO TO THEIR RESPECTIVE BOARD DISTRICTS.
KIND OF SEE THEIR, THEIR DIFFERENT SORT OF LIVED EXPERIENCES, THE CONSTITUENTS THAT THEY SERVE.
UH, THE OTHER ONE, I, I ACTUALLY WENT BACK TO THE SORT OF THE, THE MEETING GUIDELINES OR THE PROTOCOLS AND WHAT IT WOULD LOOK LIKE TO MAYBE AT THE BEGINNING OF CLOSED SESSION BECAUSE AS, AS VALUABLE AS THIS EXERCISE IS, WE'RE VERY MUCH IN A FISHBOWL, YOU KNOW, SPENDING MAYBE EIGHT TO 10 MINUTES AT THE BEGINNING OF EACH CLOSED SESSION ON JUST ONE OF THE PROTOCOLS AND JUST TALKING IT THROUGH A LITTLE BIT IN THAT SPACE.
AND I THINK THE OTHER THING, WE ALWAYS CALL THESE RETREATS, BUT THEY'RE, WE'RE IN, I'M IN A SUIT IN RIE.
AND SO WE DID, WE DID TALK ABOUT THE DISTRICT JUST OPENED ANOTHER CAMP A COUPLE WEEKS AGO.
WE HAVE THREE CAMP PROPERTIES, CANYON CREEK, CLEAR CREEK, AND POINT FERMAN.
AND ACTUALLY MY STAFF, WE'VE DONE RETREATS AT ALL THREE OF THOSE LOCATIONS.
UM, AND IT'S A DIFFERENT ENVIRONMENT AND THERE'S ACTIVITIES, THERE IS AN OBSTACLE COURSE, THERE ARE GO-KARTS, THERE ARE, UH, ARCHERY.
SO IT WOULD BE NICE TO MAYBE DO ONE OF THESE RETREATS ACTUALLY PHYSICALLY OUT THERE AT ONE OF OUR CAMP PROPERTIES.
YOU CAN CLIMB THIS REALLY TALL POLE AND MAKE A GIANT LEAP OF FAITH.
IT'S ONLY, IT'S NOT THAT TALL OF A POLE BECAUSE WE'RE WORKING ON THE ROPES COURSE, BUT THIS IS, IF EVERYONE GETS OUT THERE, YOU CAN HELP ME IN MY QUEST TO GET A HIGH ROPES COURSE BACK AT CANYON CREEK.
SO PETER'S GONNA TELL YOU LATER HER STORY ABOUT RETREATS, RETREATS.
AND, UM, WHAT I WAS THINKING IS THAT I, I THINK SOME OF OUR MEETINGS ARE, CAN BE VERY HEAVY.
OUR CLOSED SESSIONS CAN ALWAYS BE HEAVY FOR MANY REASONS.
IT'S CLOSED AND WE'RE THERE FOR HOURS.
AND, UM, SO I WAS THINKING OF DOING A CHECK-IN AND I THINK, YOU KNOW, IN SCHOOLS, IN CLASSROOMS, WE ALWAYS DO A CHECK-IN.
IT'S A WAY FOR THE KIDS TO BE ABLE TO GET IT OUT, WHATEVER THEY, THEY NEED.
I KNOW IN MY STAFF MEETINGS, WE ALWAYS DO A CHECK-IN.
IT JUST MAKES MEETINGS GO SMOOTHER WHEN EVERYBODY, UM, IS ABLE TO, TO SAY WHAT'S GOING ON WITH THEM, WHAT'S ON THEIR MIND, HOW ARE THEY FEELING, WHATEVER IT IS.
SO I WOULD LIKE A CHECK-IN BEFORE OUR, UM, OUR, UH, WE BEGIN THE MEETING, THE CLOSED SESSION MEETING, AND THEN NOT IN THE PUBLIC, BUT LIKE INSIDE AND THEN ALSO, UM, AND THEN MAYBE EVEN A CHECKOUT.
LIKE HOW ARE YOU FEELING RIGHT NOW? HMM.
SO I, UM, WANTED TO HIGHLIGHT AND APPRECIATE SOME OF THE THINGS THAT WE ALREADY HAVE THAT WE PROBABLY DON'T USE AND MAXIMIZE.
UM, UH, MIKE AND HIS TEAM DOES A GREAT JOB OF HIGHLIGHTING CELEBRATORY OPPORTUNITIES, UH, IN THIS BUILDING.
NOW, IT'S NOT CLEAR CREEK, BUT WE CAN CHECK IN TWO TO THREE MINUTES ON WHERE YOU'RE AT, WHAT'S GOING ON.
JUST KIND OF USING OPPORTUNITIES THAT ALREADY EXIST ON OUR CALENDAR TO, BUT MAXIMIZE IT AND BE INTENTIONAL.
AND SO I THINK FOR ME, MAXIMIZING THE OPPORTUNITIES THAT ALREADY EXIST ON OUR CALENDAR, THAT'S MY ADD.
EVERYONE'S GONE AT LEAST ONCE.
COMMENTS AND THEN, BUT I WANT TO GIVE YOU A ROUND TWO ALSO.
UM, WHEN I FIRST BECAME A BOARD MEMBER, I WAS TOLD YOU DO NOT VISIT OTHER BOARD MEMBER SCHOOLS WITHOUT LETTING THEM KNOW AND KIND OF ASKING THEIR PERMISSION.
I DON'T KNOW IF ANYBODY ELSE HEARD THAT.
I MEAN, I THINK OUR, WHEN, WHEN THE SUPERINTENDENT AND I DISCUSSED IT WAS MORE COLLABORATIVELY, LIKE WE WOULD SAY, HEY, LET'S GO CHECK OUT THESE SCHOOL PROGRAMS TOGETHER, AS OPPOSED TO, I THINK THAT'S STILL COMMON PRACTICE.
I MEAN, EVERYONE, YOU'RE ALL WELCOME IN BOARD DISTRICT FOUR, BUT I'D LOVE TO KNOW SO THAT I CAN EITHER JOIN OR, YOU KNOW, LET THE SCHOOL KNOW.
UM, SO IT SEEMS LIKE STILL A COMMON PRACTICE, BUT I THINK WE WERE TALKING ABOUT KIND OF DOING IT COLLABORATIVELY.
SO THAT'S A GREAT EXAMPLE OF A PROTOCOL THAT YOU CAN ALL TALK ABOUT AND DISCUSS AND AGREE ON HOW YOU'RE GOING TO VISIT EACH OTHER'S SCHOOLS.
SOMETHING THAT YOU NEED TO TALK ABOUT.
I WOULD NEVER VISIT UNLESS I TOLD THE BOARD MEMBER I'D LIKE TO COME TO SO-AND-SO SCHOOL.
CAN I ASK, 'CAUSE FOR THE SUPERINTENDENT, YOU HAVE A LOT OF SCHOOLS, AND I KNOW WE'VE HAD OVER THE YEARS, VARIOUS SUPERINTENDENTS IN WAYS OF DOING THIS.
SOMETIMES THEY HAVE LET THE BOARD MEMBERS KNOW AHEAD OF TIME TO TRY TO GO TOGETHER.
OTHER TIMES THEY JUST WANNA SNEAK IN, NOT SNEAK IN, BUT LIKE, NOT NECESSARILY HAVE
[00:55:01]
A LOT OF HULLABALOO, WHICH I CAN ALSO APPRECIATE, BUT I THINK MAYBE SINCE THIS IS A NEWISH GOVERNANCE TEAM, THAT WOULD BE HELPFUL TO GET ON THE SAME PAGE TOO, IF THE SUPERINTENDENT OR ANOTHER LIKE SENIOR LEADER IS VISITING A SCHOOL IN OUR DISTRICT.I THINK I APPRECIATE GETTING A HEADS UP EVEN IF I CAN'T ATTEND.
UM, AND I DON'T KNOW IF OTHERS FEEL SIMILARLY OR IF THAT LIKE, YOU KNOW, IS A CHALLENGE FOR YOUR TEAM'S SCHEDULE.
UM, BUT IT'S MAYBE SOMETHING TO CONSIDER AS WELL.
CAN WE HOLD OFF JUST FOR A MOMENT? BECAUSE YOU, YOU'RE RIGHT, S EXACTLY RIGHT TOO, THAT THAT TYPICALLY IS ONE OF, IT'S ONE OF THOSE ITEMS THAT THE BOARD NORMALLY HAS IN THEIR PROTOCOL.
SO YOU, EVERYBODY'S A CLEAR UNDERSTANDING WHAT IT DOES FOR THE SUPERINTENDENT.
IT ALLOWS A SUPERINTENDENT ALSO TO SAY, THIS IS WHAT THE BOARD HAS AGREED.
SO, AND IT MIGHT EVOLVE, LIKE IF A BOARD MEMBER STOPS IN UNSCHEDULED, YOU KNOW, WHAT SHOULD, FROM ADMINISTRATIVE STANDPOINT, WHAT ARE THE EXPECTATIONS, RIGHT? SO IT ALLOWS THE SUPERINTENDENT AND STAFF AREA SUPERINTENDENTS TO COMMUNICATE THESE ARE THE EXPECTATIONS, RIGHT? MORE THE BOARD AGREES MM-HMM
BUT YOU WANT US TO WAIT TO DIG INTO THAT? YEAH.
JUST 'CAUSE IT'S, IT'S, IT'S TYPICALLY IN OUR PROTOCOL MM-HMM
AND, AND IT, IF WE, IF OUR TIMING'S RIGHT TODAY IN THE AFTERNOON, WE'LL HAVE AN OPPORTUNITY TO MAYBE GET INTO ONE OR TWO PROTOCOLS AND I DON'T KNOW WHAT'S MOST IMPORTANT TO THE GROUP.
THEY SEEM THE TOP 30, UH, PROTOCOLS, BUT, WE'LL, WE'LL GET INTO THAT.
I WOULD JUST ADD THAT ON THE COMMUNICATION OR RELATIONSHIP, UM, BUILDING PIECE.
I, I THINK SOME OF US HAVE LONG DRIVES FROM BERY TO OUR HOMES AND THOSE NOT NICK
RIGHT? AND, YOU KNOW, AND I, I ALMOST SENSE IT FROM THE GROUP.
EVERYBODY'S, UH, AWARE OF BROWN ACT AND CONSCIOUS AND TAKES IT SERIOUSLY, RIGHT? BUT THESE ARE JUST RELATIONSHIP CONVERSATIONS, RIGHT? HOW THE KIDS DOING, HOW YOU DOING, HOW YOU DOING, RIGHT? STUFF LIKE THAT TO, DON'T FORGET THE HUMANITY IN THIS.
YOU'RE MAKING SOME CRUCIAL DECISIONS FOR A WHOLE LOT OF KIDS AND FAMILIES, BUT DON'T FORGET, YOU'RE YOUR PEOPLE TOO, RIGHT?
BUT GOING OUT TO THE PARK FOR EXAMPLE MM-HMM
NO MORE THAN THREE BOARD MEMBERS GOING OUT TO THE PARK.
I WOULD SAY, BUT THERE'S ALWAYS A CORRECT YES.
BROWN ACT AND A PUBLIC PERCEPTION PART, RIGHT? AND YOU JUST HAVE TO BE CONSCIOUS ABOUT THAT.
THE OTHER THING, UH, SOME BOARDS DO, THEY DO, THEY DO TOURS TOGETHER, THEY BROWN ACT IT, BUT THEY JUST, YOU KNOW, YOU CAN DO TOURS TOGETHER AND GO VISIT DIFFERENT SITES IN THE DISTRICT.
AND ALSO THE PROHIBITIONS ARE ON DISCUSSING BOARD BUSINESS, WHICH I MEAN, I THINK IF WE'RE ALL AT A PARK AND THAT'S ALL WE'RE TALKING ABOUT, WE HAVE OTHER RELATIONSHIP PROBLEMS
SO I THINK WE SHOULD THINK ABOUT THAT.
BUT I DO, I, THERE HAVE BEEN A FEW THINGS IN MY TENURE WHERE WE'VE HAD MORE SOCIAL EVENTS, UM, THAT HAVE BEEN PUBLICIZED.
I THINK SOME REPORTERS CAME TO MAKE SURE WE WEREN'T TALKING ABOUT ANYTHING AGENDIZED.
BUT YEAH, I THINK SOMETIMES WE'RE A LITTLE CONSERVATIVE THERE AND WE CAN DO, YOU KNOW, IF IT'S VERY CLEAR THAT IT'S JUST A SOCIAL EVENT.
ANY SECOND, SECOND ROUND OF IDEAS LAST ROUND.
THIS IS A QUICK ROUND OF IDEAS.
YOU GOT ANY MORE GREAT IDEAS? ARE YOU HOLDING THEM BACK? UH, NO, NO.
I, I AGREE WITH, UM, SOME THAT'S ALREADY BEEN SHARED.
AND, AND, AND JUST TO ECHO WITH, UH, NICK.
WHEN I MENTIONED VISITING EACH OTHER'S BOARD DISTRICTS, I MEANT, YOU KNOW, COLLABORATIVELY TOGETHER, RIGHT? SO YEAH.
YOU WANNA GIVE A SECOND IDEA? OKAY.
WE HAVE A INITIAL LIST OF BUILDING STRENGTHENING RELATIONSHIPS TOO.
I, I, I, I THINK ABOUT THIS AND I, I CAN'T HELP MYSELF, SHOULDN'T SHARE, BUT MY WIFE AND I, WE, WE, SHE REMINDS ME THAT BUILDING RELATIONSHIPS IS AN INTENTIONAL EFFORT.
SOMETIMES THEY DON'T JUST HAPPEN BY HAPPENSTANCE.
UH, WE ACTUALLY HAVE TO, WE HAVE TO THINK ABOUT IT.
AND I KNOW I HAVE TO THINK ABOUT IT 'CAUSE I TEND TO JUST BUSINESS, BUSINESS, BUSINESS.
AND I THINK ABOUT THE BOARD, YOU GOT A LOT OF BUSINESS
SO UNLESS YOU KINDA SLOW DOWN AND TAKE TIME WITH A RELATIONSHIP PART, THEN IT'S PROBABLY LESS LIKELY TO HAPPEN.
UH, IT'S HARD TO BUILD A RELATIONSHIP AT THE DUS TOO, SO.
SO WE'RE GONNA TRANSITION AND IF YOU'RE AN AGENDA FOLLOWER, UH, WE'RE GONNA TRANSITION INTO ROLES AND RESPONSIBILITIES NOW.
BUT BEFORE WE DO, JUST SO PETER, REAL QUICK, TELL YOUR RETREAT STORY AS A, AS A FIRST.
SO MY VERY FIRST RETREAT ON MY BOARD AND THE SUPERINTENDENT AND THE BOARD PRESIDENT ANNOUNCED WE HAVE A RETREAT JULY, YOU KNOW, WHATEVER THE DATE WAS.
AND I WAS SO EXCITED BECAUSE I THOUGHT IT'S A RETREAT, RIGHT? MANNY PATTIES, FACIALS, YOU KNOW,
BUT THEN I REALIZED QUICKLY, NO, NO, IT'S THE SAME THING.
IT'S JUST THAT IT'S IN A MORE, IT, IT WASN'T IN AT DIE, YOU KNOW, IT WASN'T A BUSINESS, UH, IN OUR BUSINESS ENVIRONMENT, BUT IT WAS A VERY LONG MEETING, FULL DAY RETREAT, BUT THERE WAS NOTHING ABOUT IT
[01:00:01]
THAT WAS RETREATY.SO NICK, WHEN YOU SAID THAT, I THOUGHT, YEP, THAT'S WHAT I THOUGHT.
SO ANYWAY, UM, ARE WE READY TO MOVE INTO ROLES, ROLES AND RESPONSIBILITIES, WHICH IS A BIG PART OF, UM, THE SESSION TODAY TO CLARIFY ROLES AND RESPONSIBILITIES.
BEFORE WE GO, WE GO, UH, WE GO THERE.
SO DO ANY OF YOU KNOW THE VERY FIRST BOARD THAT WAS, UH, FORMED AND, AND CREATED WHAT? THE AIR OR WHERE? NO.
SO IN THE BOOK BY NANCY WALTER, SHE WROTE THE BOOK, THE ESSENTIAL SCHOOL BOARD BOOK.
SHE SAID THAT THE FIRST SCHOOL BOARD WAS ESTABLISHED IN DORCHESTER, MASSACHUSETTS AROUND 1645.
THE ABLE AND EFFICIENT MEMBERS OF THAT SCHOOL BOARD, MEN ONLY, I'M NOT, WE ARE NOT SURPRISED, UH, THE ESSENTIAL, UH, DUTIES WHERE THERE IS SIX.
NUMBER ONE, FIND AN ABLE SCHOOL MASTER MODERN DAY SUPERINTENDENT, RIGHT? NUMBER TWO, KEEP UP THE SCHOOLHOUSE.
SO THE BOARD WAS IN CHARGE OF KEEPING UP THE SCHOOLHOUSE TAX THE TOWNS PEOPLE FOR REPAIRS.
CAN YOU IMAGINE
SO YOU HAVE TO GO AND GATHER AND ORDER WOOD.
SO AREN'T, AREN'T YOU GLAD YOU DON'T HAVE TO DO THAT? YEAH.
AND THEN MAKE SURE THE SCHOOL MASTER FATEFULLY PERFORMS HIS DUTY.
THINK OF MODERN DAY, UH, SUPERINTENDENT EVALUATION, RIGHT.
OR HOLDING, UH, THEM ACCOUNTABLE.
AND THE LAST ONE, ARBITRATE PARENT COMPLAINTS.
AND WHAT, WHAT I THINK ABOUT IS THAT MODERN DAY BOARDS, THEY DON'T, THEY DON'T MANAGE, RIGHT? YOU DON'T MANAGE, YOU GOVERN.
THERE'S A BIG DIFFERENCE, WHICH IS WHY WE HAVE THESE SESSIONS TO TALK ABOUT GOVERNANCE AND EFFECTIVE GOVERNANCE AND WHAT DOES IT ENTAIL? WHAT ARE THE COMPONENTS OF, OF EFFECTIVE, STRONG GOVERNANCE.
SO I JUST WANTED TO SHARE THAT WITH YOU BECAUSE THE FIRST TIME I, I THOUGHT THAT WAS REALLY INTERESTING.
I'M NOT SURPRISED, BUT I WAS JUST REALLY GLAD AS, AS A BOARD MEMBER WHEN I READ IT, THAT I DIDN'T HAVE TO GO AND GET WOOD.
LIKE I DON'T HAVE TO GO AND GATHER WOOD.
SO PART OF THE EVOLUTION IS KIND OF HIGHLIGHTED IN CS SPA'S, UH, BOARD BYLAWS, THE, THE NINE THOUSANDS, AND THE BOARD POLICIES, THE TWO THOUSANDS.
SO I'M GONNA GIVE YOU AN OPPORTUNITY TO, I THINK THERE'S ALREADY BEEN SOME CONVERSATION, BUT I, I DON'T WANNA, UH, I DON'T WANNA TAKE IT FOR GRANTED.
SO I'M GONNA GIVE YOU SOME TIME.
YOU'RE GONNA SEPARATE IN GROUPS OF THREE AND THREE OF YOU.
GROUP ONE WILL BE ASSIGNED THE NINE THOUSANDS, AND THEN GROUP TWO WILL BE ASSIGNED THE TWO THOUSANDS.
UH, WHEN I SAY THE NINE THOUSANDS IN FRONT OF YOU, YOU HAVE THREE NINE THOUSANDS.
I WANT YOU TO FOCUS ON NINE THOUSANDS AND 90.
LEAVE OUT THE 93 23 RIGHT NOW.
YOU'RE JUST GONNA FOCUS ON THE NINE THOUSANDS, THE 9,092 HUNDREDS FOR, THAT'S FOR GROUP ONE.
I HAVEN'T TOLD YOU WHO, WHO IS ON GROUP ONE YET.
BUT GROUP ONE WILL FOCUS ON THE NINE THOUSANDS.
GROUP TWO WILL FOCUS ON THE TWO THOUSANDS.
SO GROUP ONE'S FOCUSING ON THE NINE GROUP, TWO ON THE TWOS MAKES EASY TO REMEMBER.
THE, UH, ON THE 2000 BOARD POLICIES.
SO IN YOUR PACKAGE, YOU SHOULD HAVE 2021 10.
YOU HAVE, IN YOUR PACKAGE, YOU HAVE, UH, TWO SETS.
YOU HAVE C, SB, A SAMPLE POLICY, AND YOU HAVE THE LA UNIFIED, UH, POLICY THAT'S NOT YET ADOPTED, BUT THERE PROBABLY HAVE BEEN DIFFERENT FORMS OF DISCUSSIONS YET.
SO HERE'S HOW WE'RE GONNA SPLIT IT.
UH, ACTUALLY, BEFORE I TELL YOU THAT, I'M GONNA TELL YOU, YOU ONLY HAVE ABOUT, UH, I THINK GONNA TAKE LIKE 7, 8, 7 TO 10 MINUTES, AND I'LL JUDGE IT TO DISSECT THE POLICIES, PICK OUT THE HIGHLIGHT POINTS, AND BE PREPARED TO TALK TO THAT, TO SHARE THOSE HIGHLIGHTS WITH YOUR COLLEAGUES.
SO, ONCE AGAIN, 9,000 PEOPLE WILL BE OVER THERE.
2000 PEOPLE WILL BE OVER HERE.
UH, WHEN WE COME BACK TOGETHER, THE 9,000 PEOPLE ARE GONNA EXPLAIN TO THE 2000 PEOPLE THE HIGHLIGHTS, THE KEY PARTS, AND THEN THE TWO THOUSANDS, WE'LL EXPLAIN TO THE 9,000 PEOPLE THE HIGHLIGHTS OF THE TWO THOUSANDS.
OKAY? UH, IN CLASSROOM, I KNOW FORMER TEACHERS HERE, WE CALL THIS KIND OF A JIGSAW, RIGHT? UM, OKAY.
SO HOW ARE WE GONNA SPLIT IT? WE'RE GOING TO DO, I'M GONNA DO A SIMPLE VERSION.
[01:05:01]
OR 2, 1, 1, 2.YOU WANT ALL THE ONES WILL BE HOLD.
AND THAT MEANS THE, SO ONES ARE JUST GONNA GO IN FRONT OF A CAMERA? NO, YOU DON'T.
SHE DOESN'T CARE ABOUT THE CAMERA.
UM, SO LET'S HAVE THE ONES THEN GO OVER THERE.
AND ONCE AGAIN, YOU'RE, YOU'RE FOCUSING ON THE NINE THOUSANDS, 9,092 HUNDREDS.
THE TWOS, YOU CAN GO WHEREVER YOU WANT OR STAY RIGHT HERE.
BY THE WAY, AFTER WE DO THIS, UH, WE WILL BE TAKING A SHORT, A SHORT BREAK TOO.
OKAY? NOT FOR LUNCH, BUT, UH, LUNCH.
BUT WE'LL KINDA DECIDE AT THAT POINT.
AND IF, IF YOU HAVE A WORKING LUNCH, THEN IT MAKES SENSE.
YOU CAN GRAB YOUR LUNCH AND WE CAN CONTINUE ON IF YOU CHOOSE TO DO THAT.
[01:28:32]
ALL[01:28:32]
RIGHT?[01:28:32]
SO[01:28:33]
WE'RE GONNA HAVE A, A TEACHING OF THE TWO THOUSANDS, 2000 CONCEPT IN ROLES AND 2110 SUPERINTENDENT RESPONSIBILITIES AND DUTIES.GROUP TWO
SO MY QUESTION WAS THIS LINE, AS THE CHIEF EXECUTIVE OFFICER OF THE DISTRICT, THE SUPERINTENDENT SHALL IMPLEMENT ALL BOARD DECISIONS AND MANAGE THE INSTRUCTIONAL AND, AND NON-INSTRUCTIONAL OPERATIONS OF THE SCHOOL.
SO MY QUESTION TO ME WAS, WHETHER HE LIKES IT OR NOT, HE HAS TO MANAGE THE INSTRUCTIONAL AND NOT INSTRUCTIONAL OPERATIONS OF THE SCHOOLS.
SO WE SPOKE ABOUT, YOU KNOW, WE SHOULD IRON OUT ANY DIFFERENCES THAT THERE MAY BE IN THIS PROGRAM BEFORE HE HAS TO IMPLEMENT THIS.
BECAUSE I DON'T THINK YOU'D LIKE TO IMPLEMENT SOMETHING THAT YOU REALLY DON'T BELIEVE IN, BUT WE VOTED ON IT, SO IT'S VERY IMPORTANT TO ME.
SO, AND YOU, SCOTT'S SPEAKING FROM 2110, THAT WAS ONE OF THE COMPONENTS TOO.
WHAT ARE SOME OTHER KEY PARTS OF EITHER 2000 AND, AND PREFACE IT, YOU'RE GOING WITH THE
[01:30:01]
2000 OR THE 2110 TOO.UH, OTHER PEOPLE IN GROUP TWO THAT WANNA HIGHLIGHT KEY ELEMENTS.
UH, WHAT STOOD OUT TO ME IS THAT, UM, THE BOARD IN SECTION TWO OF 2000, THAT THE BOARD ALSO EXPECTS THE SUPERINTENDENT TO HELP SHAPE THE CULTURE AND ENVIRONMENT OF THE DISTRICT IN A MANNER THAT FOCUSES ON ENHANCING STUDENT ACHIEVEMENT, ENCOURAGING POSITIVE RELATIONSHIP WITHIN THE COMMUNITY ALONG THE CON INSTILLING CONFIDENCE IN THE DISTRICT OF SCHOOLS.
AND SO IT'S KIND OF REAL ENCOMPASS OF ALL THESE DIFFERENT AREAS THAT TOUCH.
AND SO, UH, THAT WAS ONE OF THE HIGHLIGHTS FOR ME IN, UM, THE CONCEPT AND ROLES OF, UH, THE SUPERINTENDENT AND THE BOARD FOR THAT MATTER.
YEAH, I THINK, I MEAN, I THINK THE TWO, THE TWO SECTIONS ARE VERY SIMILAR.
THE 2110 IS KINDA MORE SPECIFIC AND RESPONSIBILITY AND DUTIES.
BUT I THINK THE COMMON THEMES ARE BOTH THE ROLE DEFINITION GOVERNANCE FOR THE BOARD VERSUS MANAGEMENT, THE CEO FOR THE SUPERINTENDENT, BUT ALSO KIND OF THE, THE NEED FOR COLLABORATION THE TEAM.
I MEAN, SO 2000 TALKS ABOUT WORKING TOGETHER AS A TEAM.
UH, 2110 WORKS ABOUT, TALKS ABOUT A FAIR BASIS FOR HOLDING SUPERINTENDENT ACCOUNTABLE, COLLABORATIVE, AND PRODUCTIVE WORKING RELATIONSHIPS.
SO THE IDEA TO, TO SCOTT'S POINT TOO, IS THAT YOU WANNA THINK ABOUT THIS AS A TEAM.
YOU'RE NOT TRYING TO SET UP THE PERSON FOR, FOR FAILURE, BUT THAT THE ROLES AND DEFINITIONS ARE SUCH THAT THE BOARD SETS THE POLICY AND THE SUPERINTENDENT AND HIS OR HER TEAM HAS TO FOLLOW IT.
BOTH OF THEM ALSO TALK ABOUT, UM, KIND OF THE DELEGATIONS THAT THE SUPERINTENDENT MAY MAKE TO HIS TEAM MEMBERS, UH, TO FULFILL THE, THE VISION OF THE BOARD.
UM, AND THEN ALSO, A FEW THINGS THAT STRUCK OUT TO ME WERE JUST KIND OF THE PARAMETERS OF LAW AND POLICY.
ONE OF THE THINGS WE'VE DISCUSSED AS A GOVERNANCE TEAM OVER THE YEARS IS THE DELEGATED AUTHORITY TO THE SUP AND THE TEAM.
AND SOME MAKING SURE THAT WE'RE TRANSPARENT AND ON THE SAME PAGE ABOUT WHAT DECISIONS DON'T REQUIRE BOARD APPROVAL, WHAT DO REQUIRE BOARD APPROVAL, WHAT, UM, WHAT WHAT REQUIRES BOARD NOTICE BUT NOT APPROVAL.
AND SO I THINK THAT'S SOMETHING I HOPE THROUGHOUT THIS PROCESS WE'RE MORE, UM, WE CAN LEAN INTO, BECAUSE I THINK THERE ARE SOME THINGS THAT, OBVIOUSLY THIS, THERE ARE A LOT OF THINGS THAT THE SUPERINTENDENT NEEDS TO DO WITHOUT BOARD APPROVAL FOR THE OTHERWISE, IT WOULD HAMPER THE OPERATION OF THE DISTRICT.
BUT I THINK WE SHOULD BE CLEAR ABOUT WHAT THOSE ARE.
UM, BUT YEAH, SO I THINK THAT THE KIND OF COLLABORATION, TEAMWORK, FAIRNESS, WHICH IS ALL WORDS IN HERE, BUT ALSO JUST THE IDEA THAT, UM, THE CEO SUPERINTENDENT IMPLEMENTS BOARD DECISIONS AND MANAGES, AND THE BOARD GOVERNS AND SETS, UM, THE BOARD, BOARD GOVERNS, BUT WITH THE SUPERINTENDENT ALSO AS A MEMBER OF THE GOVERNANCE TEAM, WHICH IS ALSO EXPLICITLY IN HERE.
THE GROUP TWO HAVE OTHER THING TO ADD FROM GROUP TWO, CAPTURING 2000.
AND JUST WANT TO, UH, JUST KIND OF ENCAPSULIZE EVERYTHING.
WHEN WE WERE TALKING AND READING THROUGH, ONE THING THAT STOOD OUT WAS GOVERNANCE AND MANAGEMENT.
I THINK WE HAD A COUPLE CONVERSATIONS ABOUT GOVERNANCE MANAGEMENT, AND I THINK, UM, NICK JUST MENTIONED IT WITH THE GOVERNANCE, OBVIOUSLY THE WHERE AND THE, THE BIGGER GLOBAL PICTURE AND THEN THE MANAGEMENT LOOKING AT THE DAY TO DAY.
AND I THINK THAT'S ONE OF THE THING THAT KIND OF ELEVATED OUT OF THESE ROLES AND CONCEPTS.
AND EVEN WHEN YOU WERE SAYING, IT JUST DAWNED ON ME WHEN YOU MENTIONED THE STORY OF THE FIRST KIND OF BOOK RULES, UM, AND IT CALLED IT A MANAGER.
AND THEY WERE LIKE, WAS THE MANAGER, THE PRINCIPAL, WAS THE MANAGER, THE SUPERINTENDENT? AND KINDA LOOKING AT IT FROM THAT LENS, WAS IT THE PRINCIPAL WHO WAS THERE DAY TO DAY IS THE MANAGER AND THE GOVERNMENT IS A BIGGER PICTURE.
SO JUST WANTED TO HIGHLIGHT THAT AS WELL.
ONE THING, SORRY, I DIDN'T, THIS WASN'T MY SECTION, BUT ON THE 2000 IT SAYS, BECAUSE THE SUPERINTENDENT IS THE ONLY DISTRICT EMPLOYEE, WE HAVE TO EDIT THAT FOR OUR TEAM.
SO WE'LL DO THAT BEFORE WE BRING THIS TO THE BOARD TO VOTE ON IT, BECAUSE WE, UM, DIRECTLY SUPERVISE ALSO, UH, GENERAL COUNSEL WHO SPLIT, UM, INSPECTOR GENERAL AND THE EXECUTIVE OFFICER OF THE BOARD.
AND HERE, EVERY BOARD YOU HAVE YOUR OWN STAFF, RIGHT? SO YOU ACTUALLY HIRE THEM.
THEY'RE NOT UNION REPRESENTED IN EITHER, UH, THEY'RE DISTRICT.
BUT YOU HIRE THEM, RIGHT? YOU'RE THE FINAL DECISION MAKER, RIGHT? YEAH.
AND THAT IS A, THAT'S A, AN THAT'S A LA UNIFIED DISTRICT ISM.
THE, UH, DOES ANY, DOES ANYBODY IN GROUP TWO WANNA HIGHLIGHT ANYTHING ABOUT THE EVALUATION TOO? UH, ANYTHING THAT WAS SAID ABOUT THE EVALUATION HERE OF THE SUPERINTENDENT? LET ME JUST MENTION ONE THING THAT GEORGE MCKENNA HOLLERED ME MM-HMM
AND THAT IS, 'CAUSE YOU MENTIONED ABOUT HE, THE SUPERINTENDENT DELEGATES TO STAFF, YOU KNOW, TO CARRY OUT
[01:35:01]
THESE THINGS.AND I ALWAYS HAD A QUESTION ABOUT, UM, DON'T WE HAVE A SAY ON WHO'S BEING HIRED IN SENIOR MANAGEMENT? DON'T WE HAVE A SAY? AND GEORGE MCKENNA SAID, NO, YOU DO NOT.
THAT'S WHAT THE SUPERINTENDENT IS FOR.
SO THAT ALWAYS BOTHERED ME, AND IT STILL BOTHERS ME, BUT THAT'S HOW IT IS.
WELL, WELL, YOU, WELL, IT'S A, IT'S A, IT'S A NUANCE TO THIS QUESTION.
THE NUTS AND BOLTS OF IT IS THE, YOU, YOU, YOUR TASK WITH APPROVING RECOMMENDATIONS.
AND THERE ARE CERTAINLY IMPLICATIONS IF A BOARD DOESN'T TAKE THE RECOMMENDATION OF THE STAFF, UH, YOU KNOW, USUALLY WITH ALL DUE RESPECT TO SUPER SUPERINTENDENT, THAT MEETING EVERYBODY THAT YOU HAVE, RIGHT? BUT SO SUPERINTENDENT IS RELYING ON OTHER PEOPLE TOO.
AND OBVIOUSLY, IF A BOARD DOES NOT TAKE THE RECOMMENDATION, THE IMPLICATION IS YOU'RE JUST, YOU'RE, YOU'RE ERODING TRUST IN THE ORGANIZATION RIGHT.
UM, SUPERINTENDENT, YOU HAVE ANY PERSPECTIVE YEAH, IT'S, IT'S A, IT'S A POINT, BUT IT, IT'S A POINT THAT SOMETIMES RI RISES UP TO PUBLIC DISCUSSION AND ARGUMENT AND FRUSTRATION.
AND, AND BELIEVE IT OR NOT, IS THAT ALWAYS UPPER LEVEL ADMINISTRATION IN SOME DISTRICTS IS THE COACH OF THE FOOTBALL TEAM.
I THINK IN GENERAL PRACTICE, WHEN YOU, WHEN YOU LOOK AT SORT OF THE, THERE'S CERTAINLY A TRANCHE OF POSITIONS THAT, BECAUSE THEY'RE TIED TO A SENIOR MANAGEMENT CONTRACT, THE BOARD ABSOLUTELY HAS TO THE, THE ULTIMATE SAY YAY OR NAY ON THE RECOMMENDATION THAT I BRING WHEN YOU GO SORT OF TO OTHER LEVELS OF THE ORGANIZATION, YOU KNOW, AND, AND KIND OF TO, TO DARRELL'S POINT, I'LL GIVE YOU AN EXAMPLE WITH PRINCIPALS, RIGHT? EVERY TIME WE'RE GOING TO HIRE A NEW PRINCIPAL, UH, THE REGION TEAM WILL GIVE ME, YOU KNOW, A PROFILE OF THE CANDIDATE, A PROFILE OF THE SCHOOL, LET ME KNOW WHAT THE SITUATION IS, WHY THEY'RE RECOMMENDING THE PERSON.
IN SOME CASES, I MAY SAY, YOU KNOW WHAT? I STILL HAVE A COUPLE MORE QUESTIONS.
LET'S TAKE A MEETING SPECIFIC TO THIS SCHOOL OR THIS PERSON.
IN OTHER CASES, I HAVE TO HAVE A CERTAIN DEGREE OF TRUST WITH THE FOLKS THAT I'VE PUT AS REGION SUPERINTENDENTS, AS PRINCIPAL SUPERVISORS TO SAY, YOU KNOW WHAT, JILL SMITH IS THE RIGHT CANDIDATE FOR SUPERSTAR MIDDLE SCHOOL BASED ON THIS RECOMMENDATION.
SO I THINK THERE'S A NICE BALANCE THERE.
I MEAN, I ALSO THINK, AND NOT EVEN IMPLICIT, BUT EXPLICIT IN THESE RULES ARE THE SUPERINTENDENT'S ABILITY TO DELEGATE TO HIS OR HER STAFF, BUT ALSO THE NEED TO STILL FOLLOW THE, THE, THIS BOARD'S VISION.
SO IN MY TENURE, I MEAN, YOU KNOW, I THINK THERE'S DEFINITE DEFERENCE TO THE SUPERINTENDENT'S SELECTION OF SENIOR MANAGEMENT.
THERE HAVE BEEN A FEW I VOTED AGAINST, BUT REALLY IN MY CONVERSATIONS WITH THE SUP, IT'S ALWAYS LIKE, IF YOU THINK THIS PERSON CAN EXECUTE THESE GOALS, GREAT.
BUT IF THEY DON'T, THAT'S WHEN WE'RE GONNA HAVE TO REEVALUATE JUST AS AN EXTENSION OF THE SOUP.
I WOULD SAY JUST, UM, DARYL, YOUR POINT, YEAH.
I MEAN, IT'S EXPLICIT IN THESE RULES THAT THE BOARD AND THE SUPERINTENDENT SHALL NOT, YOU KNOW, MAYBE SHOULD OR CAN, SHALL AGREE ON THE, ON THE EVALUATION MUTUALLY.
SO THAT IS ONE THING WHERE, UM, IT'S A COLLABORATIVE PROCESS, WHICH GOES TO THAT KIND OF FAIRNESS TO MAKE SURE THAT WE'RE ON THE SAME PAGE IN THAT EVALUATION PROCESS.
AND, AND TO NICK'S POINT, SO THAT'S IN, IN, IN 2000, THE SECOND TO LAST PARAGRAPH, IT, IT SPEAKS TO, OH, SORRY.
SO THE TWO THOUSANDS, THE SECOND TO LAST PARAGRAPH TO NICK'S POINT SHALL AGREE, BUT IT'S A COLLABORATIVE.
THE SUPERINTENDENT AND THE BOARD NEED TO WORK TOGETHER, UH, TO DETERMINE AND, AND DON'T TAKE THOSE, THOSE LAST WORDS FOR GRANTED.
THE CRITERIA METHOD, THE EVALUATION INSTRUMENT, THE PROCESS, AND THE TIMELINE THAT DOES, THAT TAKES SOME TIME TO, TO COME TO AN AGREEMENT.
WE WERE JUST TALKING ABOUT THAT HERE.
IT'S, AND IT, AND IT DIFFERS WITH EACH DISTRICT.
THE IMPORTANT PART IS TO HAVE A CONVERSATION.
IT CAN BE HAD, AND IT SH PROBABLY SHOULD BE HAD IN CLOSED SESSION.
UH, SO YOU GIVE, GIVE YOURSELVES A LITTLE SPACE.
UM, NOT THAT I'M PROMOTING IT, BUT CSBA OFFERS A, A BOARD SUP, SUPERINTENDENT EVALUATION FACILITATION.
AND, BUT THERE ARE OTHER ORGANIZATIONS THAT DOES THAT TOO.
UH, FOR ME, ONCE AGAIN, THIS IS, UH, YEAR NUMBER 15, SERVING AS A SUPERINTENDENT.
I WILL ACKNOWLEDGE THE FIRST, THE FIRST 11, WE ALL DID IT INTERNALLY EVERY YEAR, GOT EVALUATED INTERNALLY.
SOMETHING TRIGGERED IN YEAR NUMBER 11.
AND IT'S NOT A BAD SITUATION SAYING THAT WE COULD BENEFIT FROM A FACILITATOR, UH, JUST 'CAUSE IT, IT, IT ALLOWS THE SUPERINTENDENT TO PARTICIPATE DIFFERENTLY.
AND THE FACILITATOR KIND OF HELPS WITH THE BALANCE, RIGHT? OF HOW TO NAVIGATE EVEN BOARD AGREEMENTS ABOUT HOW THEY PERCEIVE A DIFFERENT, UH, PART OF PORTION OF THE EVALUATION.
SO IT'S A, IT'S A CONSIDERATION, RIGHT? MM-HMM
GIVE THE TWO THOUSANDS A SNAP.
YOU KNOW, THAT, THAT LAST PART, UH, THE ABOUT THAT TOO, AND
[01:40:01]
SOMEBODY BROUGHT IT UP TOO.THE SUPERINTENDENT'S ULTIMATELY RESPONSIBLE FOR EVERYTHING.
UH, EVEN THOUGH THEY'RE GONNA DELEGATE A WHOLE LOT
SO JUST YOU, YOU KINDA RECOGNIZE THAT ROCIO, I, I KNOW I DON'T WANNA FORCE YOU, BUT I WANT TO, OH, WHAT'S THAT?
JUST WANNA MAKE SURE WE'RE NOT LEAVING YOU OUT AND INVITE YOUR VOICE IN THE ROOM, BUT DON'T FEEL TOO NO, NO.
NO, I, I AGREE ON, ON WHAT, UM, IT'S BEEN DISCUSSED, PARTICULARLY, I AGREE WITH SCOTT, UM, ON, YOU KNOW, EVALUATING, UM, DISTRICT STAFF, AND I THINK IT COMES UP IN, UM, THE NINE THOUSANDS, A NUMBER FOUR, SO I WAS GONNA WAIT TO, TO DISCUSS ABOUT THAT, BUT WE DON'T, THE, WE DON'T, UM, NECESSARILY EVALUATE EACH, UM, YOU KNOW, CON, YOU KNOW, PERSON OR WHATEVER, UM, RECOMMENDATION THAT COMES.
BUT WE DO HAVE DISCUSSIONS, UM, ON THAT.
AND, UH, YEAH, WE TRY TO, UH, HAVE CONFIDENCE IN THE SELECTION, BUT IN, IN, YOU KNOW, UM, A CANDIDATE FOR A POSITION.
BUT WE HAVE HAD, I HAVE ALSO VOTED NO ON, ON CERTAIN, UM, CANDIDATES THAT COME UP.
SO IT IS AN AREA THAT, UM, KIND OF GO BACK AND FORTH ON.
BUT OVERALL, AND IN TERMS OF PRINCIPALS, YOU KNOW, UH, I KNOW THE SUPERINTENDENT IS THE ONE THAT MAKES A FINAL CHOICE.
AND AS BOARD MEMBERS, AT LEAST FOR MYSELF, ARE JUST NOTIFIED, THIS IS WHO WE SELECTED.
AND WE REALLY DON'T HAVE, UM, AT LEAST I HAVEN'T HAD MUCH OF A SAY, UM, IF I DISA AGREE OR DISAGREE, PARTICULARLY IF IT'S A SCHOOL THAT I KNOW, I DEFINITELY DO MENTION MY, UM, PROS AND CONS.
UM, AND THEY'RE, THEY'RE NOTED.
UM, AND THAT'S AS FAR AS IT GOES.
SO ANYWAY, SO YEAH, I, I WOULD LIKE, I, THERE ARE TIMES THAT I WOULD LIKE TO HAVE MORE OF A SAY IN THE PRINCIPLE, BUT THEN THERE ARE TIMES THAT I'M LIKE, OKAY, I DON'T KNOW IF THAT'S JUST WHAT THE PROTOCOL IS AND JUST HOW THE PROCESS HAS BEEN.
BUT, UM, THERE ARE TIMES THAT I DO DISAGREE ON SOME PLACEMENTS, UH, JUST BECAUSE I KNOW THE SCHOOL AND, AND, UH, WHAT'S IMPORTANT TO CONTINUE, UM, WITH, WITH WHAT, WHAT THE SCHOOL HAS, YOU KNOW, THE VIBE OR THE COMMUNITY OF THE, OF THE SCHOOL.
SO ANYWAY, SO JUST SOME THOUGHTS ON THAT, BUT NO, OVERALL AGREE.
AND IN, IN ALL CANDOR, YEAH, THIS IS AN AREA, UH, HIRING PERSONNEL.
IT'S COVERED UNDER MASTERS IN GOVERNANCE.
THE, THERE'S THE, UH, PERSONNEL OR A HUMAN RESOURCES, A COURSE WHERE WE GO DEEPER INTO THIS, THE WHYS THE, UH, HOW TO PROCESS THIS BECAUSE IT IS A POINT OF, UH, CONTENTION SOMETIMES WARS AND SUPERINTENDENTS.
THAT, AND WITHIN THAT, I WON'T GO TOO DEEP, BUT I WILL MENTION SOMETIMES THE PROCESS IS SET UP, OBVIOUSLY TO GET TO KNOW THE PERSON THAT'S APPLYING FOR THE, THE JOB.
IF THEY APPLY FOR THE JOB, SOMETIMES THEY'RE JUST APPOINTED INTERNALLY, AND YOU, WELL, I DON'T KNOW IF IT'S IN THE BOARD RULES AND THE BOARD POLICIES, SOMETIMES IT GETS INTO THE A PROCESS.
AND IT'S ALMOST LIKE CSB ENCOURAGES THE BOARD TO, TO TRUST THAT POLICY.
AND EVEN IF, HOW DO YOU PUT IT WHEN YOU'RE HIRING A CANDIDATE, PEOPLE HAVE DIFFERENT POINTS OF INFORMATION, RIGHT? BUT PART OF THE PROCESS IS DESIGNED TO, TO GET TO KNOW THE CANDIDATE.
THERE'S SOME LEGAL THINGS IN THERE WITH PROCESS.
AND THAT, THAT ALL HAS TO BE CONSIDERED, RIGHT? UH, UM, AS YOU'RE, AS YOU'RE HOPEFULLY APPROVING MOST OF THE RECOMMENDATION.
BUT I, IT DOES CAUSE THE BOARDS AND SUPERINTENDENTS AND STAFF ANXIETY SOMETIMES.
BUT WHEN IT'S MY DISTRICT AND IT'S A SCHOOL IN MY DISTRICT, UH, I THINK THAT MY VOICE IS IMPORTANT TOO, AND THE ELECTION.
BUT, YOU KNOW, THERE'S A, I UNDERSTAND.
I DO GET IT, BUT I STILL HAVE A SAY, AND I STILL KNOW MY SCHOOLS AND I KNOW MY DISTRICT.
THAT'S THE POINT OF CONTENTION.
SOMETIMES A CANDIDATE MIGHT HAVE GONE THROUGH TWO OR THREE DIFFERENT ROUNDS, AND IT MIGHT BE 10, 15, 30 PEOPLE THAT HAVE BEEN INVOLVED IN THIS PROCESS.
AND THEN, BUT YOU HAVE LIKE VETO POWER, IF YOU WILL, AS, AS A COLLECTIVE, RIGHT? UM, SO YOU HAVE TO, I SAY, IF YOU'RE GONNA UTILIZE THAT, BE VERY JUDICIOUS
WELL, MAYBE THIS IS A GOOD TRANSITION TO THE OTHER TEAM BECAUSE WE ACTUALLY LOOKED AT THE DISTINCTION OF THE ROLE OF THE BOARD VERSUS THIS, AND I THINK PERSONNEL CAME UP HERE.
[01:45:01]
YOU WANNA TAKE THE LEAD FOR OURS? UM, SURE.I WILL JUST START WITH, UM, SOME THINGS THAT WE UPLIFTED.
UM, THE, THE SECOND PARAGRAPH, UM, THE FIRST LINE THAT IN 9,000, IN THE 9,000, YES, SORRY.
UM, THAT, UH, BOARD MEMBERS HAVE BEEN ELECTED BY THE COMMUNITIES TO PROVIDE LEADERSHIP, POLICYMAKING AND CITIZEN OVERSIGHT OF THE POLICIES AND PRACTICES THAT AFFECT THE STUDENTS.
OUR TEAM, UH, WANTED TO, UH, FAMILIES AND SCHOOLS WITHIN THE JURISDICTION WANTED TO UPLIFT THAT AS A SENTENCE THAT'S VERY CONCISE INTO THE KIND OF WORK THAT WE'VE BEEN ELECTED TO DO.
AND THEN WE THEN JUST SOME, SOME CHANGES OR SOME ADDITIONS, UM, IN LINE ONE, IN, UH, NUMBER ONE, I SHOULD SAY, WE WANTED TO ADD WELLNESS AS FAR, UH, STUDENT LEARNING, WELLNESS AND ACHIEVEMENT.
AND THEN, UM, WE HAD SOME QUESTIONS ABOUT NUMBER TWO, F SETTING PARAMETERS FOR NEGOTIATIONS WITH EMPLOYEES.
PARAMETERS, SEEMS LIKE A VERY BROAD WORD.
IS IT LIKE PROPOSALS AND STRATEGY? DO WE WANNA BE MORE SPECIFIC IN, IN THAT, UM, AREA? AND THEN, UH, NUMBER FOUR, UM, LET'S SEE HERE.
AND THEN, UM, THEN WE DID TALK ABOUT, SO THERE WASN'T ANYTHING MAJOR HERE THAT CAME UP AS LIKE, OH, THAT IS, WE DIDN'T KNOW THAT WAS PART OF OUR ROLE.
IT'S, IT ALL SEEMS TO BE CONNECTED TO THE WORK THAT WE ALL HAVE BEEN DOING AND UNDERSTAND AS PART OF OUR WORK.
BUT IN 900, 9,000 200 9200, UM, WE DID LOOK AT PARAGRAPH NUMBER TWO, UM, WHERE, YOU KNOW, THE ROLE, THE, THE LIMITS OF THE BOARD.
AND WE DISCUSSED A LITTLE BIT THAT ONE OF THE THINGS THAT WE ARE FACED WITH IS CONSTITUENTS COMING TO, TO US FOR A PARTICULAR PERSONNEL MATTER, OR WE WERE JUST TALKING ABOUT PRINCIPAL ASSIGNMENTS, ET CETERA, AND WHAT IS OUR ROLE IN THAT, AND HOW DO WE OPERATE WHEN THAT HAPPENS? AND WE SHARED, WELL, TANYA AND I SHARED HOW WE GENERALLY, UM, DEAL WITH THINGS AND, AND ALSO DIFFERENT CONSTITUENTS MIGHT WANNA MEET WITH US TO SHARE, UM, THEIR CONCERNS OR TO ADVOCATE FOR SOMETHING.
AND, UM, I PERSONALLY SHARE THAT I MEET WITH PEOPLE.
AND IF I, AND I DON'T MAKE PROMISES 'CAUSE I CAN'T PROMISE ANYTHING.
AND, UM, BUT I, I CERTAINLY SAY IF I CAN, YOU KNOW, DO SOMETHING ABOUT IT, IF I CAN SUPPORT IN MAKING SOMETHING HAPPEN, I WILL DO THAT.
I SEE THAT AS PART OF MY WORK AND, AND DUTY TO MY CONSTITUENTS.
UM, BUT GENERALLY, UM, WE TALKED ABOUT THE, LIKE, WHERE DO THINGS GO WHEN SOMETHING COMES UP, RIGHT? IF THERE'S A COMPLAINT ABOUT A PRINCIPLE, IF THERE'S A COMPLAINT, UM, AMONG STAFF, IF THERE'S, YOU KNOW, WHERE DOES THAT GO AND HOW DO WE, UH, NAVIGATE THAT AND WHO DO WE SEND THAT INFORMATION TO? DO WE ONLY SEND IT TO THE SUPERINTENDENT OR DO WE ALSO SEND IT TO CABINET MEMBERS? I TEND TO SEND IT NOT JUST TO, TO THE SUPERINTENDENT, BUT I ALSO GO TO THE CABINET MEMBERS WHO MIGHT OVERSEE THAT WHOLE DIVISION OR SEC OR JUST VARIOUS DIVISIONS OR SOMETIMES TO THE REGION SUPERINTENDENT, RIGHT? IF THEY'RE ABLE TO.
BUT WE THOUGHT THAT ALSO BECAUSE WE MEET, UM, THERE WAS A SECTION HERE THAT SPEAKS TO VISITING SCHOOL SITES, AND IT SAYS, UM, THAT WE SHOULD COMMUNICATE WITH THE SUPERINTENDENT BEFORE WE VISIT A SCHOOL SITE.
AND I'M TRYING TO SEE WHERE IT IS.
I THINK IT'S THE FIFTH PARAGRAPH.
AND WE TALK ABOUT HOW THAT'S NOT OUR PRACTICE IN GENERAL.
OUR PRACTICE IS THAT WE CALL THE SCHOOL SITE AND GET PERMISSION FROM THE PRINCIPAL TO VISIT THE SCHOOL SITE AND MAKE THE ARRAN ARRANGEMENTS WITH THEM.
SO THINKING ABOUT HOW WE CHANGED THAT PARAGRAPH TO BE MORE ACCURATELY, UM, REPRESENTING OUR PRACTICE, OUR CURRENT PRACTICE, I'LL ALLOW YOU ALL TO FILL IN MORE.
YEAH, THIS WAS AN INTERESTING ONE.
AND, UH, IT WAS ORIGINALLY ON OUR AGENDA FOR OUR FIRST RETREAT, BUT WE HAD SO MANY THINGS TO TALK ABOUT THERE.
AND I, I THINK THIS IS A GREAT PAIRING BECAUSE THE 9,000 IS HOW EXPANSIVE THE ROLE OF THE BOARD IS, HOW MANY THINGS WE LOOK AT, POLICY, BUDGET, FACILITIES, ACHIEVEMENT, ET CETERA, ET CETERA.
AND THEN 9,200 KIND OF REINS IT IN ON LIKE WHERE THAT LINE IS BETWEEN SETTING THE VISION AND, UM, THEN ALLOWING THE SUPERINTENDENT TO, TO MANAGE THE DISTRICT SEPARATING FROM GOVERNANCE.
AND SO YEAH, THE FIRST AND SECOND PARAGRAPHS ABOUT, UM, YOU KNOW, INDIVIDUAL BOARD MEMBERS POSSESS NO AUTHORITY TO DIRECT STAFF.
I THINK THAT'S REALLY HELPFUL.
WE DO HAVE OUR BOARD STAFF, BUT NOT DISTRICT STAFF.
UM, WE DON'T REPRESENT THE FULL BOARD OR THE DISTRICT.
WE DON'T EXERCISE ADMIN RESPONSIBILITY.
UM, WE DON'T INVESTIGATE, WE DON'T RESOLVE ISSUES, WE DON'T WITH RESPECT TO COMPLAINTS OR STUDENT MATTERS OR LEGAL ISSUES.
AND I THINK ALL OF THAT WAS JUST HELPFUL FOR OUR GROUP TO LIFT UP.
UM, AND I THINK EXACTLY WHAT CARLA SAID, SAID, HOW WE LISTEN AND WE HEAR, BUT WE, UM, SHARE IT BACK WITH THOSE WHO ACTUALLY TAKE THE ACTION, WHICH IS THE SUPERINTENDENT'S TEAM.
UM, AND SO, UH, YEAH, WE WILL BE BRINGING THIS, UM, AT SOME POINT THIS FALL TO THE FULL BOARD TO APPROVE.
[01:50:01]
AND I, I THINK IT'S GOOD, UM, FOR US TO JUST REFLECT, UH, ABOUT EXACTLY HOW WE DO THAT, MAYBE THROUGH SOME OF THE PROTOCOLS THAT WILL COME UP LATER, UM, BECAUSE IT IS, UH, A PARTICULAR LINE THAT REALLY MATTERS, LIKE YOU'RE DESCRIBING BETWEEN GOVERNANCE AND MANAGEMENT.IN, IN LOOKING AT THE LANGUAGE SPECIFICALLY IN THE 92 HUNDREDS, UH, A COUPLE THINGS CAME TO MIND.
ONE, IT FEELS LIKE SOME OF THIS LANGUAGE, MAYBE MOST, IS WRITTEN FOR SIGNIFICANTLY SMALLER SCHOOL DISTRICTS, RIGHT? WHEN YOU TALK ABOUT, YOU KNOW, A, A BOARD MEMBER RECEIVING A CONCERN, AND THEN THAT BEING AGENDIZED AT THE NEXT BOARD MEETING, THAT'S NOT NECESSARILY SOMETHING THAT IS A GENERAL PRACTICE.
I MEAN, I CAN PROBABLY THINK OF AN EXAMPLE MAYBE WHERE THAT HAPPENED, BUT FOR THE MOST PART, THAT DOESN'T HAPPEN.
NUMBER TWO, THE, THE, THE CULTURE FOR LUSD, WE WERE TALKING ABOUT THIS, UH, IN, IN OUR SMALL GROUP, HAS CONSISTENTLY AND HISTORICALLY BEEN THAT IF A GROUP OF FOLKS OR SOMETIMES EVEN AN INDIVIDUAL OR INDIVIDUALS REACH OUT TO BOARD MEMBERS, THAT BOARD MEMBERS DO TAKE THE MEETING.
UM, WHAT I HAVE FOUND IN, IN MY EXPERIENCE, PARTICULARLY IN THIS ROLE, BUT EVEN BEFORE THAT, IS THAT FOR THE MOST PART, WHERE I THINK BOARD MEMBERS ARE, UH, HAVE SIGNIFICANT FIDELITY IN TERMS OF DRAWING A LINE, IS ESSENTIALLY BEING GOOD LISTENERS AND SAYING, OKAY, WE'RE GONNA TAKE IN ALL THE INPUT.
WE'RE GONNA EITHER ROUTE YOU TO THE CORRECT STAFF, OR MAYBE THEY'LL FOLLOW UP DIRECTLY WITH THE CORRECT STAFF.
UM, WHICH I THINK THAT'S THE CORE PRINCIPLE WITHIN THIS.
IT'S NOT NECESSARILY TO ME ABOUT TAKE A MEETING, DON'T TAKE A MEETING, IT'S ONCE YOU'VE HAD THAT ENGAGEMENT, WHO TAKES IT FOR ACTION, THEN? YEAH.
THE CORE PRINCIPLE WITHIN THAT IS, IS, UM, MAKING SURE THAT THAT THAT LINE IS KIND OF UNDERSTOOD, RIGHT? AND THAT, THAT NO AUTHORITY AS AN INDIVIDUAL, UH, BUT YOU, YOU ALMOST, YOU ALMOST HAVE TO RIGHT POLITICALLY TO BE A GOOD LISTENER.
UH, IT IT, THAT'S WHAT THAT'S IN YOUR POLITICIANS, BUT THAT'S WHAT PEOPLE IN POLITICAL POSITIONS DO A LOT OF, OR SHOULD BE DOING A LOT OF LISTENING TO THEIR CONSTITUENTS, RIGHT? YEAH.
SO, CARLA, IN YOUR EXPLANATION OF WHERE YOU WOULD GO, WHEN I ALWAYS GO FIRST TO THE LOCAL DISTRICT SUPERINTENDENT, AND IT SEEMED LIKE IN YOUR PATTERN, YOU WERE, HE WAS LAST, HE OR SHE WAS LAST.
I DON'T, SOMETIMES I ALWAYS GO FIRST TO THE LOCAL SUPERINTENDENT.
IT, IT, SOMETIMES IT DEPENDS ON THE ISSUE AND ON WHAT'S GOING ON.
BUT WHAT I WAS GONNA SAY IS PART OF LISTENING TO OUR CONSTITUENTS IS ALSO REALLY STAYING CLOSE TO THE ISSUES, RIGHT? JUST LIKE THE SUPERINTENDENT CANNOT BE AT EVERY SINGLE SCHOOL SITE AND KNOW THE DAY-TO-DAY THINGS THAT ARE HAPPENING.
ONE OF OUR CHALLENGES THAT WE HEAR A LOT FROM OUR, UH, FROM PEOPLE WHO COME TO PUBLIC COMMENT, UM, IS ALWAYS THAT AT THE HIGH LEVEL, WE HAVE ALL THESE GREAT THINGS HAPPENING IN OUR DISTRICT, BUT THEN AT THE SCHOOL SITE, PEOPLE DON'T FEEL THAT, RIGHT? WE PASS POLICY, BUT PEOPLE ARE NOT FEELING THE POLICY AT THE SCHOOL SITE.
WE ALLOCATE FUNDS, PEOPLE STILL HAVEN'T RECEIVED THE FUNDS.
SO THERE, AND THE ONLY WAY THAT WE KNOW THAT, AND WE CAN KEEP OURSELVES ACCOUNTABLE, BUT ALSO KEEP THE SUPERINTENDENT ACCOUNTABLE AND THE SUPERINTENDENT KEEP HIS STAFF ACCOUNTABLE, IS BY HAVING THESE CONVERSATIONS WITH PEOPLE WHO ARE ACTUALLY EXPERIENCING WHAT IS HAPPENING ON THE GROUND.
SO TO ME, THERE'S VALUE TO IT, NOT ONLY POLITICALLY, BECAUSE YOU WANNA BE, BUT YOU ALSO WANNA BE A LEADER WHO IS RESPONSIVE TO OUR COMMUNITIES.
AND THAT'S ONE WAY THAT FOR ME, I KEEP, I KEEP MYSELF CONNECTED AND GROUNDED IN WHY I'M DOING THIS WORK.
AND LET ME JUST ONE MORE THING, TANYA.
I WAS KIND OF LAUGHING TO MYSELF WHEN YOU WERE TELLING ME, TELLING US ALL THE THINGS A BOARD MEMBER CAN'T DO, CAN'T DO THAT, CAN'T DO THIS, CAN'T.
AND THEN THE CONSTITUENTS SAYS, WELL, WHAT DO YOU DO,
AND IT, I THINK UNDER, UNDER 9,000, THAT, THAT FIFTH ITEM, UH, NUMBER FIVE, THAT SPEAKS TO YOUR POINT, PROVIDING COMMUNITY LEADERSHIP.
YOU'RE A COMMUNITY LEADER AND, AND ADVOCATING ON BEHALF OF THE KIDS.
SO IT'S ACTUALLY WITHIN THE ROLE OF RESPONSIBILITY.
BUT, BUT, AND SOMETIMES LEADING IS LISTENING.
WELL, OFTENTIMES LEADING IS LISTENING, RIGHT? UH, GOOD LEADER IS USUALLY TRYING TO PAY ATTENTION TO WHAT'S HAPPENING ON THE FIELD.
AND TO, TO YOUR POINT, CARL CARLA, YEAH.
IT'S NO WAY YOU'RE GETTING, YOU'RE GETTING ORGANIZATIONAL FEEDBACK ALL THE TIME, ESPECIALLY IF YOU HAVE FRIENDS, UH, THAT YOU USED TO TEACH WITH OR KIDS IN THE SYSTEM.
THAT'S ALL ORGANIZATIONAL FEEDBACK.
AND THEN WHAT YOU HAVE TO DO IS TAKE THAT INFORMATION AND SAY, WELL, WHAT DOES THAT MEAN FROM A GOVERNANCE, A GOVERNANCE STANDPOINT, RIGHT? THAT'S THE, UH, THE DISCRETION THAT YOU HAVE TO BRING INTO THE MINDSET.
THINKING, THINKING IN THAT MINDSET, NICK.
YEAH, I MEAN, I JUST THINKING BACK TO YOUR EARLIER COMMENT ABOUT THE KIND OF UNIQUENESS OF ALL UNIFIED WHEN IT COMES TO STAFF.
I MEAN, THE OTHER THING, NOT ONLY ARE WE MUCH LARGER THAN MOST DISTRICTS KIND OF, THAT ARE ADOPTING SIMILAR POLICIES, BUT THE STAFF DYNAMIC IS INTERESTING TOO, BECAUSE THERE'S A WORLD, I MEAN,
[01:55:01]
TO SCOTT'S KIND OF TONGUE IN CHEEK RESPONSE, BUT THERE IS A WORLD WHERE, I MEAN, WHERE WE NEED TO JUSTIFY KIND OF THE EXISTENCE OF THE STRUCTURE AS IT IS.AND THERE HAVE BEEN CONVERSATIONS AND ALL OF THIS PREDATES US ABOUT, YOU KNOW, WHETHER, WHETHER THE BOARD NEEDS STAFF AND WHETHER THERE SHOULD BE A FULL-TIME BOARD.
AND, BUT WHILE THERE IS ONE AND WE'RE ON IT, I THINK IT THEN REQUIRES US, YOU KNOW, TO TO, TO SAY, TO RESPOND TO EVERY EMAIL AND SAY, IT'S NOT OUR JOB.
OR I'M DIRECTING THE SUPERINTENDENT, THEN WHY ARE WE HERE? AND I THINK I ALWAYS, YOU KNOW, SAY WHEN WE WERE TALKING TO THE PUBLIC THAT WE'RE BOTH UNDER, WE'RE OVERSTAFFED COMPARED TO OTHER SCHOOL DISTRICTS AND BOARDS BECAUSE THEY HAVE NONE.
BUT WE'RE UNDERSTAFFED WHEN SOMEONE CALLS A CITY COUNCIL OFFICE, WHICH GEOGRAPHICALLY IS ABOUT A THIRD OF THE SIZE OF OUR DISTRICTS, BUT THEY HAVE THREE OR FOUR TIMES AS MANY STAFF.
UM, AND SO THEN THEY CALL OUR OFFICE AND THEY EXPECT DIRECT RESULTS, NOT REALIZING THAT WE HAVE MAYBE TWO PEOPLE IN THE OFFICE WHO ARE HANDLING CONSTITUENT ISSUES.
BUT, SO, SO IT'S JUST A WEIRD, I I THINK WE ALL HAVE, LIKE, WHEN WE, WHEN WE ADOPT AS A BOARD, WE, THAT IS A, YOU KNOW, THERE ARE THE PRINCIPLES OF GOVERNANCE AND MANAGEMENT.
THERE'S ALSO THE UNIQUE SITUATION OF VALLEY UNIFIED, AND WE HAVE TO ACKNOWLEDGE THAT TO FIGURE OUT.
SO YES, IT'S NOT THE THE JOB OF BOARD STAFF TO GO OUT AND FIX PROBLEMS, BUT TO HELP KIND OF NAVIGATE SOLUTIONS TO PROBLEMS OR ADVISE ON PROBLEMS OR CONNECT.
I REALLY DO THINK THAT'S OUR ROLE.
NOT, NOT IN A, IN A VACUUM AS A SCHOOL BOARD, BUT BE AS AN LA UNIFIED SCHOOL BOARD, WHICH IS DIFFERENT.
AND, AND TO YOUR POINT, WHEN YOU HAVE NEW MEMBERS TO THE TEAM THAT COME IN, WHAT DO YOU TELL THEM ABOUT ALL THAT? RIGHT? YEAH.
SO THAT'S ONE OF THE THINGS IN PROTOCOLS.
I, MY SUSPICION IS, UH, WELL, MOST DISTRICTS YOU HAVE A SECTION IN IT SAYING, HOW ARE YOU GONNA HANDLE COMPLAINTS CONFIRMING CONSTITUENTS, RIGHT? AND THEN, YOU KNOW, COME TO SOME AGREEMENTS THAT WAY THE TRUSTEE WILL KNOW.
IT SOUNDS LIKE THE TRUSTEE STAFF WOULD KNOW TOO ABOUT IT.
AND THEN THAT ALLOWS THE SUPERINTENDENT TO TELL, HEY, WHEN, YOU KNOW, IN THIS CASE, HIS STAFF HOW TO NAVIGATE IT WHEN THEY GET THE PHONE CALLS FROM THE TRUSTEES, EVERYBODY'S SAME DARL, UH, UH, VERY INTERESTING NICK TALKING ABOUT THE CITY COUNCIL, BECAUSE I PERSONALLY THINK THAT THE SCHOOL BOARD IS THE LOWEST ECHELON OF IMPORTANCE TO NEIGHBORHOODS.
THE ONLY THING LOWER IS THE DOLL CATCHER.
IS THERE STILL A DOLL CATCHER? I DON'T EVEN KNOW
BECAUSE WHEN YOU GO TO A NEIGHBORHOOD COUNCIL MEETING, YOU ARE THE LAST ONE ON THE AGENDA.
IT'S ALWAYS SENATOR WHO NEVER COMES, THE REPRESENTATIVE, THE CITY COUNCIL MEMBER.
AND THEN AT THE VERY, VERY END, THE PROTOCOL IS THAT THE SCHOOL BOARD PERSON GOES LESS.
AND I REALLY THINK THAT WE ARE NOT HELD IN SUCH HIGH ESTEEM AS WE SHOULD BE.
'CAUSE I DON'T THINK PEOPLE KNOW WHAT WE DO, TO BE HONEST WITH YOU.
THEY KNOW WHAT CITY COUNCIL DOES OR DOESN'T DO.
BUT, UH, WE'RE, WE'RE NOT HELD IN VERY HIGH ESTEEM.
I CAN TAKE IT, BUT I THINK THAT'S THE TRUTH.
WE'RE GONNA, UH, TAKE A, A WORKING BREAK JUST TO ALLOW PEOPLE TO GET THEM FOOD.
BUT WE HAVE A, A GROUNDING OF NINE THOUSANDS IN THE TWO THOUSANDS ROLES, RESPONSIBILITY.
WHEN WE COME OUT, WE'RE GONNA DO THIS A LITTLE BIT MORE ON THAT, AND THEN WE'RE GONNA GIVE YOU A SCENARIO TO PRACTICE SOME OF, SOME OF THIS.
HOW MUCH TIME DO WE NEED? UH, WORKING BREAK, THEN LET'S GET A RECONVENE TIME.
WE'LL RECONVENE AT THE TABLE AT 1220.
ALRIGHT, SO I'M GONNA DRAW YOUR ATTENTION TO, IN YOUR PACKET, I THINK IT'S THE SECOND SHEET IN, THERE'S A VENN DIAGRAM.
LOOKS LIKE THIS, THE PART OF OUR WORKING LUNCH.
WE'RE JUST GONNA BRIEFLY DISCUSS THIS.
SO I'LL GIVE YOU A CHANCE JUST TO LOOK AT THAT.
AND IF YOU'VE BEEN TO CSBA WORKSHOPS, YOU PROBABLY HAVE SEEN THIS, OR A VERSION THAT LOOKS LIKE THIS.
THIS IS SOMETHING THAT'S REALLY FOUNDATIONAL TO THE WAY CSB THINKS ABOUT GOVERNANCE.
AND THEN WE'RE GONNA MAKE SENSE OF IT TOGETHER.
YOU HAD IT RIGHT, MICHAEL OR WHOEVER HAD IT.
THE, THE VENN DIAGRAM IS WHAT WE'RE LOOKING AT.
WHAT DOES IT, WHAT DOES IT SAY?
[02:00:02]
SOMEBODY GIVE ONE OBSERVATION WHILE YOU'RE EATINGTHE SUPERINTENDENT, WHERE ARE THEY IN THIS? THEY'RE THEY'RE BOTH, YEAH, THEY'RE BOTH, THEY'RE AN ADMINISTRATOR AND THEY'RE PART OF THE GOVERNANCE TEAM.
SO WHEN WE TALK ABOUT THE GOVERNANCE TEAM, WE WE'RE VERY DELIBERATE.
THE GOVERNANCE TEAM ARE THE TRUSTEES AND THE SUPERINTENDENT AND THE SUPERINTENDENTS, UH, ON THE GOVERNANCE TEAM.
BUT THEY'RE ALSO ON THE ADMINISTRATOR SIDE OF THINGS ALSO.
THAT'S A GOOD, THAT'S A GOOD ONE.
WHAT ELSE DOES IT SAY? WHAT, UH, WHAT DRIVES THE WORK OF THE GOVERNANCE TEAM? YEP.
IT'S A, A VALUE DRIVEN CONVERSATION.
IT'S, SOMEBODY DESCRIBES IT AS A BIG PICTURE, RIGHT? AND THE ADMINISTRATION, TEACHERS AND STAFF ARE SKILL DRIVEN.
ANOTHER WAY OF SAYING THAT IS, WHEN YOU THINK OF ADMINISTRATION, TEACHERS AND STAFF, I'M GONNA SAY THEY ALL GO TO SOME FORM OF SCHOOL OR TRAINING FOR THOSE TYPE OF SKILLS.
TEACHERS GET A WHAT A CREDENTIAL.
DO MOST ADMINISTRATORS HAVE A CREDENTIAL? DEFINITELY ON THE CERTIFICATED SIDE OF THINGS, DON'T FORGET OUR CLASSIFIED LEADERS.
OUR CLASSIFIED LEADERS, UH, THEY PROBABLY DO HAVE SOME TYPE OF ADVANCED TRAINING KNOWLEDGE AND EXPERIENCE THAT ARE IN THAT SKILL CATEGORY.
AND, AND, UH, OBVIOUSLY ARE YOUR CLASSIFIED STAFF.
MANY OF THE CLASSIFIED FOLKS HAVE TO GO THROUGH, UH, DIFFERENT TRAININGS AND, UH, SOME NEED TO HAVE, LIKE YOUR PARAEDUCATORS NEED TO HAVE, UH, THEY NEED TO HAVE SOME SCHOOLING, RIGHT? I THINK IT'S A, WAS IT AA? MM-HMM
SO SKILL ARE ON THE ADMINISTRATIVE SIDE OF THINGS.
UH, AS SOMEBODY SAID, YOU HIRE PEOPLE TO DO THAT, IT SOMETIMES GETS CONFUSING, ESPECIALLY WHEN YOU HAVE TRUSTEES THAT HAVE BEEN IN SOME OF THOSE SKILL ROLES IN THE PAST.
AND I THINK THIS GROUP OF TRUSTEES THAT IF, UH, THAT'S IN EXISTENCE, SOME ADMINISTRATORS, SOME PEOPLE HAVE TAUGHT, RIGHT? SO IT GETS CONFUSING.
SO YOU MIGHT BE THE BEST MATH TEACHER IN THE EXISTENCE OF THE LA UNIFIED SCHOOL DISTRICT IN OVER THE, I DON'T KNOW HOW MANY, 200 YEARS OR WHATEVER.
BUT THAT'S NOT YOUR ROLE ANYMORE.
YOU'RE ON THE BOARD, YOU'RE ON THE GOVERNANCE TEAM.
SO YOU ALMOST HAVE TO TRUST THE PEOPLE YOU HIRE AND VALUE THAT, THE SKILLS THAT THEY'RE BRINGING TO THE TABLE IN TERMS OF WHAT IT TAKES TO, UH, FOR KIDS TO BE PROFICIENT IN MATH.
RIGHT? UM, SO ON THE RIGHT SIDE, THE LEFT SIDE THOUGH, THE, THE POLICIES AND PRIORITIES ARE THE ONES THAT, UH, WE, WE, WE SAY THE PEOPLE NEED TO, THE, THE BOARDS NEED TO WORK ON.
BUT EVEN THAT GETS A LITTLE BIT CONFUSING.
LIKE PRIORITIES, HOW MANY PEOPLE ON THE GOVERNANCE TEAM? YEAH.
SO HOW DO THE, HOW DO THE EIGHT OF YOU DETERMINE WHAT THE PRIORITIES ARE?
UH, SOMEBODY SAID, WELL, IF EVERYTHING'S IMPORTANT THEN NOTHING'S IMPORTANT.
AND IT'S REALLY HARD FOR, ESPECIALLY FOR LARGE ORGANIZATIONS TO SAY, THESE ARE OUR PRIORITIES AND WHAT DOES THAT, AND EVEN HARDER TO SAY, WHAT DOES THAT MEAN IN TERMS OF HOW WE'RE UTILIZING OUR RESOURCE, OUR RESOURCES.
AND, UM, OUR PRE MOST PRECIOUS RESOURCE PROBABLY IS TIME.
PEOPLE DON'T HAVE TIME TO BE DOING EVERYTHING.
BUT IF YOU TELL 'EM, HEY, THIS IS WHAT WE'RE FOCUSING ON, THEN THEY CAN PRIORITIZE THAT WORK.
ANY COMMENTS ABOUT THOSE STATEMENTS OR OBSERVATIONS? SUBPOENA AND COMPANY.
I MEAN, ONE OF THE WAYS THAT WE ALSO SET PRIORITIES IS THROUGH RESOLUTIONS THAT WE PASS, THAT WE PUT FORTH AND WE PASS.
AND I THINK THAT THAT'S, THOSE ARE SOME AREAS WHERE WE COME TOGETHER ON A PARTICULAR POLICY THAT WE WANNA ESTABLISH ILLUSIONS.
RIGHT? AND S PETER, YOU WERE GONNA SAY JUST, JUST THAT IT, IT ALL GOES BACK TO HAVING A FOUNDATION OF TRUST.
BECAUSE IF THERE IS NO TRUST, THEN IT DOESN'T MATTER WHAT STRATEGY OR STRATEGIC PLAN YOU HAVE, UH, NONE OF THAT MATTERS.
SO SPENDING TIME TO REALLY CREATE AND STRENGTHEN TRUST IS
[02:05:01]
CRITICAL.SO THEN YOU CAN HAVE THOSE CRUCIAL CONVERSATIONS.
AND SO THAT'S A BIG PART, BUT ONCE YOU ESTABLISH THE PRIORITIES, YOU ALMOST THROW IT TO THE STAFF, RIGHT? AND THE STAFF IS COMING UP WITH ACTION PLANS IN ORDER TO MOVE THE NEEDLE.
THEY'RE COMING UP WITH HOW THEY'RE GONNA IMPLEMENT IT, UH, HOW THEY'RE GONNA EVALUATE IT.
ON ANOTHER CSB DIAGRAM OR A DOCUMENT THAT WE HAVE SAYS THE BOARD'S ROLE IS TO MONITOR PROGRESS, BUT IT'S THE STAFF'S ROLE TO PROVIDE PROGRESS REPORTS.
SO THAT'S PART OF THE, THE OVERLAP, RIGHT? YOU'RE, YOU, YOU CAN MONITOR PROGRESS.
HOW DO YOU MONITOR PROGRESS? IT DEPENDS ON HOW YOU WANNA GET INFORMATION.
SOMETIMES THAT'S AT A, A BOARD MEETING WHERE STAFF IS PRESENTING SOMETIME THAT COULD BE JUST IN A WRITTEN REPORT THAT'S DELIVERED TO YOU.
UH, SO THERE ARE DIFFERENT WAYS OF MONITORING PROGRESS.
IF YOU'RE GONNA DISCUSS IT THOUGH, PROBABLY IT IS AT A PUBLIC BOARD MEETING.
OPEN SESSION, RIGHT? MONITORING.
TANYA, I DUNNO IF YOU'VE BEEN ASKED THIS BEFORE, BUT WHERE WOULD LABOR PARTNERS FIT IN? 'CAUSE THEIR MEMBERS WOULD BE IN THE ADMIN, TEACHERS AND STAFF, BUT LIKE THE UNION THEMSELVES, WOULD THAT BE LIKE A THIRD CIRCLE? OR HAVE YOU BEEN ASKED THIS QUESTION BEFORE? OR DO YOU WANNA THINK ABOUT IT? FEEL FREE? WELL, THEY'RE IN THERE 'CAUSE ALL, ALL, ALL LABOR PARTNERS REALLY ARE PART THE STAFF.
THEY'RE, THEY'RE THE STAFF FROM A GOVERNANCE STANDPOINT.
UH, THE, I THINK THE, THE, I CALL 'EM PROFESSIONAL ASSOCIATIONS.
UH, SOME, SOME DEFINITELY SAY UNIONS.
I, THEY'RE A PART OF THIS EQUATION.
AND WHAT THEY'RE DOING IS THEY'RE TRYING TO HELP OR INFLUENCE OR SHARE WHAT THEY THINK SHOULD BE THE PRIORITIES FROM A, A LEADERSHIP STANDPOINT.
AND YOU HAVE TO TAKE, UH, YOU KNOW, YOU, YOU HAVE A MORE COMPREHENSIVE ROLE BECAUSE YOU'RE NOT JUST LISTENING TO THIS LABOR GROUP, HOW MANY LABOR GROUPS YOU HAVE.
SO ALL EIGHT MIGHT HAVE DIFFERENT IDEAS ABOUT WHAT THE PRIORITIES ARE.
AND THEN THERE'S THAT ONE, WELL, THERE'S A COUPLE OF GROUPS THAT AREN'T IN THE LABOR GROUPS THAT DEFINITELY NEED TO BE CONSIDERED.
WHAT ARE THEY? THEY'RE NOT REPRESENTED.
YOUR FAMILIES, RIGHT? YOUR FAMILIES, RIGHT.
THEY, THEY ELECTED YOU AS TRUSTEES, RIGHT? SO YOU'RE KIND OF THE WAY THAT THEY GET THEIR VOICE IN THE, IN THIS, YOU KNOW, SETTING OF THE PARTIES.
THE, THE PEOPLE THAT THE PARENTS PRODUCE, RIGHT? THE PARENTS AND FAMILIES, RIGHT? YEAH.
THEY, THEY THEIR, THEIR VOICE.
YOU HAVE STUDENT BOARD MEMBERS, I CAN'T REMEMBER.
SO I'M, I'M NOT SURE THE PROCESS, BUT THEIR VOICE ARE CONSIDERED.
SO I WOULD SAY IN GENERAL, LABOR PARTNERS HAVE A VOICE IN IT, BUT THEY'RE JUST ONE OF MANY VOICES.
NOT TO DIMINISH IT, BUT YOU, THAT'S WHY IT'S A HECK OF A JOB BEING A TRUSTEE
OH, WHAT'S IN THE MIDDLE? I DON'T WANNA IGNORE THAT PART.
'CAUSE THAT'S ONE OF THE MOST CRITICAL PARTS.
WHAT DO YOU SHARE? CRITICAL, RIGHT? SO WHAT ARE OUR GOALS WHEN YOU THINK ABOUT YOUR PRIORITY AREAS, AND THEN WHAT ARE OUR GOALS? AND I THINK THE, THE DISTRICT FOR THE BOARD MEETINGS I WAS LOOKING AT DOES A REALLY GOOD, UH, JOB AND REALLY TRYING TO HONE IN ON THE GOALS AND HOW ARE WE GONNA MEASURE THOSE GOALS? HOW ARE WE GONNA MEASURE OUR PROGRESS? THAT'S, THAT'S SOMETIMES DIFFICULT.
IT'S EASY, IF YOU WILL, IN TERMS OF, UH, SOME OF THE DATA THAT WE GET ON A STATEWIDE BASIS.
BUT THERE'S SOME OTHER PRIORITIES THAT YOU HAVE.
SO SOMEBODY SAID WELLNESS, RIGHT? IF THAT'S A GOAL OF THE DISTRICT, ONE MIGHT ASK, UH, WHAT ARE OUR SUCCESS INDICATORS? HOW DO YOU MEASURE PROGRESS? HOW DO YOU KNOW IF YOU'RE WINNING, IF YOU WILL? THAT'S THE QUESTION.
WE HAVE AN 11 PAGE DOCUMENT FOR THIS.
AND, AND I MEAN, WHERE MY MIND IMMEDIATELY GOES, OBVIOUSLY IS A STRATEGIC PLAN.
RIGHT? THAT THAT SHOULD BE OUR NORTH STAR IN TERMS OF WHAT WE'RE WORKING TOWARDS IN, IN ONE WAY OR ANOTHER.
IT KIND OF ULTIMATELY ENCOMPASSES PRETTY MUCH ALL OF THE WORK WE DO, OR AT LEAST HAS SOME TOUCH POINTS.
THERE ARE SOME SUCCESS INDICATORS IN THERE.
OBVIOUSLY SOME OF THE OBVIOUS ONES LIKE ESPA DATA AND SO ON.
BUT THERE'S ALSO SOME, SOME FORMATIVE ASSESSMENTS.
LIKE FOR EXAMPLE, RIGHT NOW WE'RE USING I-READY.
SO THERE'S, THERE'S A LOT OF PIECES ALREADY THERE.
WHAT, WHAT I'M GRATIFIED IS THAT WE'RE NOW IN OUR SECOND STRATEGIC PLAN, RIGHT? WE DID ONE FOUR YEAR CYCLE, WHICH WAS, UH, FOR THE MOST PART, VERY SUCCESSFUL.
WE'RE NOW IN THE SECOND, AS SOMEONE WHO'S BEEN WITH THE DISTRICT SINCE 98, I CAN TELL YOU THAT HAS NOT ALWAYS BEEN THE CASE.
I THINK I HEARD WHEN REVIEWING MEETINGS, SOME, ONE OF THE, ONE OF THE TRUSTEES SAY AT, BOY, IT'S REALLY BEEN NICE HAVING THE CONTINUITY WITH THE STRATEGIC PLAN, UH, BECAUSE IT ALLOWS THE, EVEN WITH PERSONNEL CHANGES AND TRUSTEES CHANGE, IT ALLOWS A CONTINUITY OF FOCUS AND GIVING CREDIT SAYING, HEY, MAYBE THAT'S THE REASON WE'RE SEEING
[02:10:01]
SOME RESULTS THAT ARE, ARE MORE POSITIVE IN NATURE TOO.SO I WOULD SAY KUDOS TO ACTUALLY, THE STRATEGIC PLAN IS MORE THAN JUST A DOCUMENT ON THE SHELF HERE.
IT'S SOMETHING THAT'S UTILIZED ACTUALLY TO DRIVE THE WORK.
THAT, THAT IS DEFINITELY THE CASE.
SO WE LIKE THIS VI VENN DIAGRAM.
NOW, SOMEBODY, UH, UH, HAS TO KIND OF RAISE UP THIS VENN DIAGRAM, IF YOU THINK, OR IF THERE'S AN INKLING THAT PEOPLE ARE GETTING OUTSIDE OF THEIR ROLE, YOU KNOW, AND OBVIOUSLY SINCE IT'S THE GOVERNANCE TEAM, WHICH YOU HAVE TO ALWAYS, AND I HEAR IT IN THE CONVERSATION, WE'RE TRYING TO OPERATE WITHIN OUR ROLE.
IF AND IF WE FEEL LIKE WE'RE TOO MUCH IN THE ACTION AND IMPLEMENTATION PHASE, SOMEBODY NEEDS TO SAY, HEY, ARE WE ON THE, ARE WE ON, ARE WE OUTSIDE OF OUR ROLE? BASICALLY? ARE WE ON THE ADMINISTRATIVE TEACHER STAFF SIDE OF THINGS? THAT'S HARD, BY THE WAY.
PROBABLY A LOT OF GOOD THOUGHTS,
AND YOU ALMOST HAVE TO REALLY, REALLY HAVE A LOT OF TRUST IN THE PEOPLE THAT YOU HIRE, EVEN THOUGH YOU HAVE SOME THOUGHTS.
AND PROBABLY A LOT OF GOOD THOUGHTS ABOUT HOW TO MOVE THE NEEDLE.
IS THAT SOMETIMES DIFFICULT BY THE WAY? IT IS.
UH, BUT YOU CAN SEE HOW THIS RELATED TO THE 9,002 THOUSANDS ALSO.
IT, IT, IT'S A, IT'S A VISUAL WAY OF THE 9,002 THOUSANDS THAT WE JUST DISCUSSED.
AND SOMEBODY NEEDS TO BE KIND OF THE POLICE OF THIS.
UH, IT'S, IT IS A LITTLE BIT, I I EVEN TELL PEOPLE AND, AND IN SUPERINTENDENT CLASS, 'CAUSE I DO A COUPLE OF, UM, YOU KNOW, ASPIRING SUPERINTENDENT CLASSES TOO, DOING ONE THIS SATURDAY.
BUT I TELL THEM SUPERINTENDENTS GETS FRUSTRATED AND STAFF GETS FRUSTRATED SOMETIMES BECAUSE THEY HAVE THOUGHTS.
BUT WITH ALL DUE RESPECT TO THEM, ONCE YOU SIGN UP TO WORK IN A SYSTEM, YEAH.
BUT WHOSE ROLE IS IT TO SET THE, THE, THE DIRECTION FOR THE ORGANIZATION? IT'S THE GOVERNANCE TEAM.
SO I TELL ADMINISTRATORS, IF YOU DON'T LIKE THE DIRECTION THAT THE GOVERNANCE TEAM HAS SET FOR THE DISTRICT, THEN SOMEBODY'S GOTTA MAKE A CHOICE.
OKAY? EITHER YOU GOTTA MAKE A CHOICE TO FALL IN LINE
THAT'S JUST, YOU HAVE A MISALIGNMENT OF VALUES.
AND YOU KNOW, AND NOT EVERY PLACE IS RIGHT FOR EVERY A THOUSAND DISTRICT, WE TELL ASPIRING SUPERINTENDENTS CHOOSE WISELY.
IT'S NOT JUST ABOUT GETTING THE JOB, IT'S ABOUT GETTING A JOB IN A PLACE THAT PROBABLY SHARES SOME OF YOUR VALUES.
'CAUSE THAT'S GONNA MINIMIZE FRUSTRATION.
BECAUSE THAT'S A CONSIDERATION.
THE OTHER WAY TOO, THOUGH, OBVIOUSLY YOU'LL BE FOCUSED ON THE GOVERNANCE TEAM MOVING INTO THE OTHER, THE OTHER BUBBLE.
BUT IT IS A TWO-WAY, IT'S A TWO-WAY CONVERSATION.
I THINK ADMINISTRATORS HAVE A LOT OF CONVERSATION WITH PEOPLE THAT JUST CAN'T GET ON BOARD AND SAY, WELL MAYBE THIS IS, YOU KNOW, THERE ARE OTHER JOBS OUT THERE, BIG STATE.
YOU CAN STILL STAY IN COWERS, RIGHT?
UH, ANYTHING TO ADD BEFORE WE MOVE ON? 'CAUSE WE'RE GONNA GIVE YOU, UH, SOME MORE PRACTICE TALK TIME.
S LET'S, UH, LET'S GIVE YOU SOME CONSIDERATION AND PRACTICE AROUND WHAT WE JUST DISCUSSED, ROLES AND RESPONSIBILITIES AND PUT IT TO APPLICATION.
SO WE'LL CONTINUE WITH ROLES AND RESPONSIBILITIES AND THEN MOVE INTO PROTOCOLS.
YOU'VE BEGUN HAVING SOME DISCUSSIONS ABOUT PROTOCOLS THAT YOU FEEL ARE IMPORTANT.
WE'LL SPEND THE REST OF OUR TIME ON THAT.
BUT I'M GOING TO PASS AROUND SOME SCENARIOS.
AND WHAT WE LIKE YOU TO DO IS TO SPEND JUST A COUPLE MINUTES ALONE INDIVIDUALLY TO REFLECT.
THE SECOND PAGE HAS THE QUESTIONS.
SECOND PAGE, UH, IS THE QUESTIONS.
TAKE A LOOK, RESPOND TO THE QUESTIONS INDIVIDUALLY.
AND THEN YOU'RE GOING TO WORK IN A GROUP TO, UM, TO DISCUSS YOUR RESPONSES AND ANYTHING THAT COMES UP FOR YOU, ANY RED FLAGS WHERE YOU FEEL THE SCENARIO COULD HAVE BEEN, COULD HAVE HAD A DIFFERENT RESULT.
I HAVE ONE FOR MICHAEL AS WELL.
CAN WE SEND THIS TO ROCIO TOO? VERY NICE PAPER.
[02:15:02]
ALL RIGHT.SO IT'S 1241 NOW, MAYBE LIKE FIVE MINUTES OR SO INDIVIDUALLY.
SO IF YOU'RE DONE WITH THIS SCENARIO, PLEASE GO TO THE SECOND PAGE AND RESPOND TO THE QUESTIONS INDIVIDUALLY.
YOU WANNA HEAR ABOUT TIME SHARING, TIME AT WORK, KIND OF LIKE THIS.
[02:20:01]
19.SO LET'S, LET'S HAVE, UH, A DISCUSSION.
WE ARE GOING TO DIVIDE YOU UP INTO RIGHT IN THE MIDDLE.
SO TO MY RIGHT SIDE, YOU'RE GOING TO WORK TOGETHER, THE THREE OF YOU, AND HAVE A DISCUSSION ABOUT YOUR RESPONSES, HAVE A DISCUSSION ABOUT THE SCENARIO, RED FLAGS, AND THEN RESPOND TO THE QUESTIONS.
AND TO MY LEFT, YOU LADIES, YOU'LL WORK TOGETHER, SAME THING.
AND SOME OF THE QUESTIONS YOU MAY HAVE HAD ENOUGH TIME TO ANSWER, TO RESPOND TO INDIVIDUALLY.
HAVE A CONVERSATION AS A SMALL GROUP.
OKAY? AND FOR THAT, LET'S DO, LET'S DO SEVEN MINUTES.
AND THEN WE'LL COME BACK TOGETHER TO OUR LARGER GROUP.
[02:28:33]
ALL RIGHT, EVERYONE.DO, DO YOU NEED MORE TIME? DOES ANYONE NEED MORE TIME? DO YOU NEED, ARE YOU GOOD? ALL RIGHT.
SO WHAT I FORGOT TO DO, I FORGOT TO ASK ROCIO.
SO I, I KNOW THAT SHE HAS THE SCENARIO AND THE QUESTIONS.
ROCIO, IF YOU'D LIKE TO SHARE WITH US, MAYBE THE FIRST QUESTION RESPONDS TO THE FIRST QUESTION.
OKAY? SO THE FIRST QUESTION, IDENTIFY EVERY SPECIFIC ACTION IN THE SCENARIO OF FRANK, MOVE FROM GOVERNANCE INTO MANAGEMENT.
WHAT MAKES EACH ONE A BOUNDARY VIOLATION RATHER THAN REASONABLE BOARD ENGAGEMENT? UM, LET'S SEE IT.
WELL, HE, RATHER THAN CONFERRING WITH DISTRICT LEADERSHIP ON THE IMPLEMENTATION, HE FRANK WENT, YOU KNOW, TO THE SCHOOL, UM, WHICH WAS, I GUESS, WHICH IS FINE.
YOU, WE, WE ALL GO TO OUR SCHOOLS TO OBSERVE HOW THINGS ARE GOING.
UM, BUT WHAT HE DID IS HE EMAILED DIRECTLY THE PRINCIPAL, UM, TO CHANGE A TEACHER'S CLASSROOM SCHEDULE.
AND THAT'S NOT, YOU KNOW, I, I THINK THAT'S WHERE FRANK WENT,
[02:30:01]
UM, INTO MANAGEMENT RATHER THAN GOVERNANCE, GOING DIRECTLY TO THE PRINCIPAL RATHER THAN DISTRICT LEADERSHIP ON THAT.AND, UM, YEAH, SO THAT'S THE FIRST ONE IS, IS THAT ENOUGH OR DO YOU WANT ME TO IDENTIFY MORE OR MAYBE IDENTIFY ONE MORE OR, OR TWO MORE? UM, WELL, THE, HE ALSO, EXCUSE ME, INTERRUPTED THE SUPERINTENDENT DURING THE VOTE WITHOUT HAVING A CONVERSATION AMONG COLLEAGUES, UM, ABOUT, YOU KNOW, THE CURRICULUM.
AND THEN HE TALKED TO TWO TEACHERS.
SO I THINK THAT IT HELPED HIM, YOU KNOW, FRANK PRETTY MUCH WAS SILENCING OTHER, NOT ONLY THE SUPERINTENDENT, BUT OTHER COLLEAGUES, AND ALSO PLACED THE BOARD PRESIDENT UNDER A VERY, UM, MM-HMM
YOU KNOW, UNCOMFORTABLE, UH, UH, POSITION THERE.
UM, DOES ANYONE FROM OUR TWO GROUPS, DOES ANYONE HAVE ANYTHING ELSE TO ADD TO, TO RESPOND TO QUESTION ONE SENSE OF HUMOR? IT'S IMPORTANT.
I CAN SEE THAT YOU BRING THAT TO YOUR GOVERNANCE TEAM.
I WAS JUST GONNA SAY, UM, GIVEN OUR, YOU KNOW, GUIDELINES FOR OURSELVES, I'M NOTICING IT'S ALMOST ONE O'CLOCK, AND WE DO WANNA GET TO, UH, A COUPLE OTHER THINGS.
SO MAYBE WE CAN
UM, YEAH, HE'S TRYING TO IMPROVE READING AND, BUT EVEN SO, UH, HIS JOB ISN'T IMPLEMENTATION.
ANYONE ELSE ADD ANYTHING TO, ALL RIGHT, THE THIRD QUESTION.
WHAT DOES THIS PATTERN CREATE? WHAT RISKS DOES THIS PATTERN CREATE FOR THE SUPERINTENDENT? BESIDES THE SORT OF THE OBVIOUS ONES AROUND THE VERY SPECIFIC ENGAGEMENT I WROTE DOWN, IT JUST IMPACTS THE, THE CREDIBILITY OF THE BOARD AS A WHOLE.
OBVIOUSLY IT IMPACTS THE CREDIBILITY OF FRANK, SPECIFICALLY AS A BOARD MEMBER AND THE PERCEPTION OF OBJECTIVITY.
AND QUESTION FOUR, WHOSE RESPONSIBILITY IS IT? BOARD PRESIDENT.
AND WHY, WHY IS IT THE WORD PRESIDENTS? YOU DON'T WANT TO HUMILIATE THE POOR GUY, UH, HEART TO HEART TALK A HEART TO HEART TALK.
JUST BEING SENSITIVE, RIGHT? BEING MINDFUL.
HOW ABOUT QUESTION FIVE? AS YOU THINK ABOUT NORMS, PROTOCOLS, POLICIES, WE NEED THAT HANDBOOK DEVELOPED WAY BEFORE THIS INCIDENT EVEN HAPPENED.
SO PREVENTATIVE WAY BEFORE IT HAPPENED.
SO, SO MANY, UH, TOPICS THAT YOU CAN TALK ABOUT WHEN, WHEN YOU DISCUSS YOUR PROTOCOLS.
AND NUMBER SIX, HOW SHOULD MARIA RESPOND TO FRANK'S COMMENT IN THE MEETING? UH, I WAS THINKING MAYBE, UH, MARIA ACTUALLY MIGHT WANNA ASK THE SUPERINTENDENT WHEN HE PLAN OR SHE PLANNED TO COME WITH THEIR RECOMMENDATION.
UM, BECAUSE THAT'S THE TASK, RIGHT? IS TO APPROVE OR DISAPPROVE THE SUPERINTENDENT'S RECOMMENDATION.
AND IF THEY WERE GONNA BRING IT THE NEXT MEETING, THEN THAT KIND OF SOLVES THE PROBLEM.
BUT I THINK TO SCOTT'S POINT EARLIER, ALSO HAVING A ONE-ON-ONE AFTERWARDS, NOT EMBARRASSING THAT PERSON IN PUBLIC, BUT JUST BRINGING IT BACK ON, LIKE, HOW DO WE ACTUALLY DO THINGS AROUND HERE? AND SOME OF THESE CAN BE PREVENTED, COULD HAVE BEEN PREVENTED HAD THEY HAD THE CONVERSATION, A HANDBOOK PROTOCOLS, BECAUSE I, I DON'T BELIEVE THAT ANYONE REALLY, WE DON'T BELIEVE ANYONE REALLY WANTS TO CAUSE HARM MOST OF THE TIME FOR MOST PEOPLE.
BUT IT'S LACK OF CLARITY ON, ON PROCESSES AND PROTOCOLS, WHICH IS WHAT WE ARE GOING TO MOVE INTO RIGHT NOW.
ANY OTHER QUESTIONS ABOUT THE SCENARIO? IT IS A REAL SCENARIO TO ME.
TO ME, THE WORST WAS ASKING TO CHANGE THE TEACHER'S PROGRAM.
THAT IS THE, THAT IS THE WORST IT IS.
AND IT DOES HAPPEN, UNFORTUNATELY.
SO YEAH, LIKE AVI SAID, AND CHARLOTTE, YOU RAISED ONE OF THE BEST PREVENTIVE STRATEGY IS TO HAVE A CONVERSATION BEFORE IT HAPPENS, RIGHT? SO THIS IS A GREAT TIME TO REVISIT AND GO OVER A COUPLE OF SCENARIOS, ESPECIALLY WHEN YOU HAVE NEW MEMBERS OF THE, THE GOVERNANCE TEAM.
OKAY, SO GETTING TO THE FAR THE HIGHLIGHT PROTOCOL.
WE HAVE BEEN WATCHING THE TIME, TANYA, DON'T WORRY.
WE SAID LET'S GIVE AN HOUR FOR THIS.
[02:35:01]
YES.SO, SO IN YOUR PACKET, UHHUH,
YEAH, SO IN THE PACKET, YOU HAVE A CHART THAT SAYS THE TOP 30 PROTOCOLS.
YOU'RE GONNA HAVE TO MOVE QUICK WITH THIS STUFF TOO.
SO HERE'S WHAT YOU'RE GONNA DO.
YOU'RE GOING TO REVIEW THOSE PROTOCOLS AND HAVE IT GO THROUGH A FILTER OF, BOY, THIS IS SOMETHING THAT WE REALLY NEED TO HAVE MORE CONVERSATION WITH AS A GOVERNANCE TEAM, RIGHT? THE 30 OF THEM, I'M GONNA ALLOW YOU TO CHOOSE THREE THREE OF THE THING, BECAUSE WE, THIS IS THE THING, EXPECT NON CLOSURE HERE.
'CAUSE WE CAN'T COVER ALL THIS, RIGHT? BUT THIS IS THE START OF DEVELOPING YOUR PROTOCOLS.
WHAT I'M TRYING TO FIGURE OUT TODAY ARE WHAT ARE THE MOST IMPORTANT PROTOCOLS FOR THE BOARD TO HAVE A DISCUSSION WITH? WHAT'S THE MOST IMPORTANT ONE OF THESE? IF YOU WANNA ADD A 31, FEEL FREE A 32 TO FILL IT.
OKAY? SO YOU'RE IDENTIFYING THREE.
AND AFTER YOU DO THAT, IF YOU COULD JUST WRITE YOUR NAME AT THE TOP OF IT TOO, AND THEN I'LL TELL YOU THE NEXT STEP IN A MOMENT.
OKAY? SO TWO MINUTES WITH YOU, SO YEAH, SURE.
ABOUT, ABOUT A MINUTE AND A HALF, TWO MINUTES TO IDENTIFY THE TOP THREE WHERE THE BOARD NEEDS TO HAVE SOME CONVERSATION GO.
ONE BEING THE GREAT QUESTION, UH, ONE BEING THE MOST IMPORTANT.
AND ROCIO, IF YOU COULD EITHER TEXT, TEXT, UH, MICHAEL, MAYBE CAN ROCIO TEXT YOU THAT, HER TOP THREE PROTOCOLS TO DISCUSS ABSOLUTELY.
IF YOU CAN FILL IT OUT AND JUST TURN IT IN ON BEHALF OF ROCIO.
FY WE'RE COLLECTING THE PROTOCOLS PRIORITIZATION RIGHT NOW.
SO IF YOU HAVEN'T DONE SO ALREADY, CAN YOU GET IT TO MICHAEL? JUST, YOU CAN JUST SAY THE NUMBER FIRST CHOICE, SECOND CHOICE, THIRD SHORT CHOICE, AND GET IT TO MICHAEL.
WHAT'S THE QUESTION? WHAT, WHAT DO YOU MEAN BY NUMBER 14? WHAT DOES THAT MEAN? 'CAUSE I HAVE A, SO
[02:40:01]
BEING AN ANECDOTE ABOUT WHAT HAPPENED AT THE BOARD MEETING.WELL, SOMETIMES THERE'S A VOTE AND THE, THE MAJORITY MAY VOTE YES AND THERE'S A NO VOTE.
CONVERSELY, THERE COULD BE SOME TYPE.
UH, WHAT ARE THE EXPECTATIONS OF EXPLAINING YOUR VOTE? UM, WHEN YOU SAY, PRIOR TO THE VOTE IS THAT WE HAD A BOARD MEETING AND A BOARD MEMBER VOTED NO.
SO THE BOARD MEMBER ASKED THE PRESIDENT, HOW, WHY DID YOU VOTE? NO, THAT PERSON, I'M GONNA SAY HE OR SHE.
THAT PERSON GOT SO FURIOUS THAT THAT PERSON EXPLODED.
HE WAS OH, I SAID HE THEY WERE, THANK YOU.
AND JUST FOR THAT REASON, IT'S WHY SOME BOARDS PUT IT IN THEIR GOVERNANCE HANDBOOK AS A PROTOCOL, BECAUSE THERE'S MISUNDERSTANDING WITH PEOPLE THAT EITHER EXPLAIN TOO MUCH SOMETIMES OR NOT ENOUGH OF REASONING.
SO YOU HAVE A CONVERSATION BEFORE IT EVEN HAPPENS.
AND THEN AT LEAST YOU HAVE A COMMON UNDERSTANDING.
IT WAS A, HOW DARE YOU ASK ME THAT QUESTION.
WHO'S IT? DURING THE BOARD MEETING.
DURING THE BOARD MEETING, I WAS SO EMBARRASSED.
THAT CAN, THAT CAN DEFINITELY HAPPEN IF YOU HAVEN'T HAD A CONVERSATION ABOUT IT PRIOR, WHICH IS WHY WE DO THESE SESSIONS.
AND YOU HAVE AN AGREEMENT ON HOW YOU'RE GOING TO, UH, HANDLE A SITUATION LIKE THAT BEFORE IT HAPPENS.
I THINK THE OTHER THING THAT WE'VE DISCUSSED, AND THAT I SEE IS IN SOME OF THE MODELS IS, UM, EITHER IN ADDITION OR SEPARATELY, UH, EXPLAINING ABSTENTIONS, UM, WHEN YOU, BECAUSE I THINK NOVA, WHEN YOU HAVE YES OR NO VOTE, YOU KIND OF, YES.
MAYBE IT'S HELPFUL TO EXPLAIN IT.
WE CAN DISCUSS IT, BUT IT'S, IT'S MORE OBVIOUS.
LIKE, I DON'T SUPPORT THIS, I DO SUPPORT OUTSIDE OF A CONFLICT OF INTEREST, WHICH WE HAVE TO REPORT.
THE ABSTENTIONS ARE WHERE I AND MY TENURE HAVE BEEN CONFUSED.
'CAUSE I'M LIKE, OKAY, BUT DO YOU NEED MORE TIME TO TALK ABOUT IT? OR WHAT COULD MAKE YOUR DECISION? YOU KNOW? UM, BUT TO ME THAT, SO I, I, I KNOW THAT LIKE, YOU'RE READY TO VOTE 'CAUSE YOU'RE A BOTTOM LINE GUY.
RIGHT? SOME PEOPLE MIGHT NEED MORE DATA, BUT I JUST THINK IT'S HELPFUL FOR THE PUBLIC TOO TO UNDERSTAND WHY SOMEONE IS ABSTAINING.
SO THAT I JUST ADDED AS AN ASTERISK.
LIKE THAT WOULD BE A PROTOCOL IF WE'RE DOING THE NO ONE ALSO ABSTENTIONS.
SO WHAT I'M GONNA DO, I'M GONNA COL WE'VE COLLECTED, I'M GONNA PUT IT TOGETHER TO SEE IF THERE'S A TENDENCY OF, THIS IS A BOARD PROTOCOL THAT WE NEED TO DISCUSS.
WHILE I'M DOING THAT, WE'RE ACTUALLY GONNA DISCUSS A BOARD PROTOCOL RELATED TO SOMETHING THAT YOU COULD ACTUALLY AND ENCOURAGE TO HAVE A CONVERSATION IN CLOSED SESSION.
AND THAT'S WHAT YOUR PROTOCOLS, YOUR UNDERSTANDINGS, YOUR DUES AND DON'TS RELATE IT TO NEGOTIATIONS OR COLLECTIVE BARGAINING.
SO WE HAVE A FRAME THAT THINK ABOUT IT, BUT I DON'T KNOW COLLECTIVELY IF YOU'VE HAD THAT OPPORTUNITY OR TAKEN THE OPPORTUNITY TO HAVE THAT CONVERSATION.
SO WHAT WE'RE GONNA DO, WE'RE GONNA HAVE YOU DIVIDE UP ONE MORE TIME THE NEXT TIME WHEN WE COME BACK TOGETHER.
UH, NEXT TIME WHEN WE COME BACK TOGETHER, UH, WILL BE OUR LAST TIME COMING BACK TOGETHER BEFORE WE, WE END, WE GET AT TWO O'CLOCK, BUT WE'RE GONNA SEPARATE YOU UP IN TWO GROUPS RIGHT NOW.
UH, YOU'RE GONNA HAVE SOME CONVERSATION, THEN YOU'RE GONNA FLIP FLOP.
SO THERE'LL BE THREE OF YOU THAT WILL GO OVER HERE AND DISCUSS THE DOS COLLECTIVE BARGAINING DUES.
WHAT DOES HAPPEN RELATED TO COLLECTIVE BARGAINING.
I ENCOURAGE YOU, UH, DON'T SHARE ANYTHING THAT SHOULDN'T BE SHARED IN OPEN SESSION.
I COLLECTIVE BARGAINING CAN BE A CONVERSATION IN CLOSED SESSION.
IT'S A REASON, RIGHT? IT'S STUFF THAT JUST DOESN'T BE DISCUSSED PUBLICLY.
NOT THAT YOU'RE HIDING ANYTHING, BUT IT INFORMS HOW YOU APPROACH NEGOTIATIONS, FOR EXAMPLE.
AND IT'S JUST LIKE A REAL ESTATE DEAL.
SOMETIMES YOU DON'T WANNA SHOW ALL YOUR CARDS WHEN YOU'RE TRYING TO SELL YOUR HOUSE, RIGHT? YOU LIST IT, BUT THERE MIGHT BE A MINIMUM THAT YOU WILLING TO TAKE, BUT YOU DON'T WANT THE BUYER TO KNOW THAT, RIGHT?
RIGHT? SO THAT'S THE, YOU KNOW, SAME PHILOSOPHY AND NEGOTIATIONS.
SO HALF OF YOU WILL GO OVER HERE WITH THE DOS HALF WILL GO TO THE DON'TS.
THINGS THAT SHOULD NOT HAPPEN AS A PART OF THE COLLECTIVE BARGAINING PROCESS.
AND JUST TO CONFIRM, THIS IS DOS AND DON'TS FOR THE GOVERNANCE TEAM? YES.
BECAUSE THE UNIONS, THEY, YOU KNOW, THEY, THEY HAVE THEIR OWN PARAMETERS, RIGHT? YEAH.
BUT THIS IS ABOUT THE GOVERNANCE TEAM'S WORK.
ANYBODY REALLY PASSIONATE ABOUT THE DUES? OKAY.
[02:45:01]
YOU START OVER THERE AND PICK YOUR TWO FAVORITE FRIENDS.AND THEN THE OTHER THREE GO OVER THAT WAY.
WHEN IT'S, WHEN IT FEELS RIGHT.
MARK IS OVER HERE AT THE, OH, THERE WE GO.
[02:57:02]
ALL[02:57:02]
RIGHT.SO HERE WE ARE AT THE COLLECTIVE BARGAINING DUES.
AND ONCE AGAIN, I'LL EMPHASIZE THIS IS, THIS IS NOT A COMPLETE PICTURE, BUT IT'S A CLEARLY A START OF HAVING SOME CONVERSATIONS ABOUT HOW YOU'RE GONNA APPROACH AND NAVIGATE THROUGH THE NEGOTIATION PROCESS.
THESE ARE SOME START OF SOME IDEAS.
I WOULD RECOMMEND KIND OF SOLIDIFYING IT N NOW, BUT LATER.
BUT LET'S SEE WHAT WE HAVE HERE.
WE HAVE, WE'LL GIVE YOU A CHANCE JUST TO READ 'CAUSE YOU MIGHT NOT HAVE HAD THE OPPORTUNITY TO READ WHAT THE OTHER GROUP JUST ADDED.
I HAVE A COUPLE QUESTIONS, BUT I, I WANT TO YIELD TO THE TEAM.
ARE THERE QUESTIONS FOR CLARIFICATION? NOT, YOU DON'T HAVE TO ADVOCATE FOR A PHYSICIAN.
JUST TO CLARIFY, IF THERE YOU READ SOMETHING AND YOU NEED CLARIFICATION ABOUT WHAT THAT MEANS? UH, NOT, NOT YET.
BUT I DO HAVE A QUESTION ABOUT A OH, I SEE CIO.
THANK YOU TANYA FOR REMINDING.
WHAT DOES IT MEAN TO, WHAT DOES IT MEAN WHEN WE SAY CONSIDER FULL BUDGET IMPACT? SOMETIMES? OH, YOU WANT ME TO CHAT ON THE MIC OR NO? OH, YEAH, SORRY.
UH, SOMETIMES WE JUST LOOK AT ONE UNION AT A TIME AND, UM, IN DOING SO, WE DON'T GET TO SEE THE FULL BUDGET IMPACT OF HOW, IF WE GRANTED A SIMILAR, UM, PROPOSAL TO ANOTHER UNION, HOW THAT MIGHT IMPACT THE FULL BUDGET.
SO THAT'S WHAT I MEANT BY THAT IS LOOK AT THE FULL PICTURE, UM, WITH EACH NEGOTIATION THAT'S BEFORE US.
ONE, EXCUSE ME, QUESTION THAT I HAVE THAT THE OTHER GROUP DID, AND I THINK THIS IS GONNA BE A POINT WHERE THERE ARE SOME DISAGREEMENTS ON THE BOARD, AND SO WE WANT TO TALK ABOUT THEM IS, I THINK, UM, WHEN IT COMES TO OUR PROPOSALS SHOULD REFLECT OUR VISION, MISSION GOALS FOR THE WHOLE CHILD, WHICH INCLUDES THE COMMUNITY.
I THINK ONE OF THE DEBATES WE'VE HAD OVER THE YEARS IS WHETHER WHAT THE APPROPRIATE VENUE IS FOR SOME OF THOSE CONVERSATIONS.
IS IT A CONTRACT BETWEEN EMPLOYEES AND MANAGEMENT, OR IS IT RESOLUTION OR POLICY? UM, AND SO I THINK I'M, I'M CURIOUS TO EXPLORE MORE WHAT THAT MEANS, BECAUSE I THINK SOMETIMES WE SHOULD DO A BETTER JOB OF KEEPING KIND OF THE CONTRACT ABOUT ISSUES THAT ARE CONTRACTUAL AND THEN FIND OTHER WAYS TO KIND OF EXPRESS COLLECTIVE ADVOCACY AROUND THINGS THAT ARE HAPPENING
[03:00:01]
IN THE COMMUNITY, FEDERALLY, INTERNATIONALLY, WHATEVER THAT MAY BE.UM, BUT THEY DON'T BELONG IN THE CONTRACT, AND I THINK THEY'RE, SO THAT IS A, SO I'M CURIOUS TO KIND OF EXPLORE MORE WHAT THE GROUP WAS TALKING.
IT'S AN AREA OF INTEREST, BUT DOES IT BELONG IN A COLLECTIVE BARGAINING AGREEMENT? YEAH.
THAT'S HAPPENING AROUND THE STATE A A LOT RIGHT NOW, ACTUALLY.
SCOTT, YOU WERE GONNA SAY? OR YOU WANNA SAY I CAN RESPOND TO THAT IF, IF IT'S OKAY.
SO I THINK THAT, YEAH, I THINK, I THINK THAT IS THE OLD WAY I, IF I MAY SAY LIKE A TRADITIONAL WAY OF DOING COLLECTIVE BARGAINING, BUT I THINK TIMES HAVE CHANGED WHERE, ESPECIALLY IN EDUCATION WHERE WE SEE THAT, UM, UM, YOU KNOW, WHATEVER THE, WELL, FIRST, LET ME, LET ME PREFACE WITH, I SEE THE COLLECTIVE BARGAINING AGREEMENT, NOT ONLY, UH, AN EMPLOYEE, AN EMPLOYER CONTRACT, BUT RATHER SOMETHING THAT, UH, REFLECTS THE GOALS AND THE, THE VISION OF BOTH THE PEOPLE WHO ARE WORKING IN A SCHOOL AS WELL AS THE, THE, UH, EMPLOYER OF THE SCHOOL, RIGHT? SO IT'S, I SEE IT A CONTRACT BETWEEN US FOR SERVING OUR STUDENTS.
AND SO, AND SO I SEE THAT AS, AS BEING THE, THE VISION FOR, UH, A CONTRACT.
AND, AND TO THAT POINT, I SEE THAT THE CONTRACT SHOULD REFLECT NOT ONLY THE THINGS THAT IMPACT THE CHILD IN THE CLASSROOM, BUT ALSO THINGS THAT IMPACT THE CHILD, UM, COMMUNITY WISE.
SO, FOR EXAMPLE, IF I CAN JUST, UM, SHARE IN PREVIOUS CONTRACTS, SOME OF THE THINGS THAT WERE NEGOTIATED AND ACTUALLY MADE IT INTO THE CONTRACT WERE BAP, RIGHT? THAT WAS SOMETHING, THE BLACK STUDENT ACHIEVEMENT PLAN WAS SOMETHING THAT WAS, UH, NEGOTIATED AND FOUGHT FOR BY EDUCATORS BECAUSE THEY WANTED THE DISTRICT TO FOCUS ON THAT.
THEY SAW THAT AS BEING SOMETHING THAT MATTERED ENOUGH THAT THEY SHOULD DO THAT.
COMMUNITY SCHOOLS WAS ANOTHER ONE.
AND, UM, SO I THINK THAT IF WE SEE THE CONTRACT SIMPLY AS, UH, A NEGOTIATION BETWEEN EMPLOYER AND EMPLOYEE, THEN, UM, THEN I GUESS, YEAH, YOU JUST LOOK AT THAT RIGHT.
BUT THE FACT OF THE MATTER IS THAT TIMES HAVE CHANGED, AND WE HAVE MADE A MOVEMENT WHERE NOW WE SEE THAT CHILDREN IN SCHOOLS ARE NOT ONLY IMPACTED BY THE CLASSROOM CONDITIONS, BUT BY THE COMMUNITY CONDITIONS.
AND IT'S, UH, THE DUTY OF BOTH, YOU KNOW, THE UNIONS WHO REPRESENT THE, THE EMPLOYEES AS WELL AS THE EMPLOYER, AS THE DISTRICT TO, TO SUPPORT CHILDREN HOLISTICALLY MM-HMM
AND I THINK THAT WE'VE MADE THAT, UM, THAT COMMITMENT OF SUPPORTING CHILDREN HOLISTICALLY.
AND THAT'S WHY I THINK IT'S IMPORTANT THAT WE CONTINUE WITH THAT.
YOU, YOU KNOW, IT'S A, A REALLY GOOD POINT AND I, I THINK THE BOARD NEEDS TO HAVE SOME CONVERSATION.
THE GOVERNANCE TEAM NEEDS TO HAVE SOME CONVERSATION ABOUT THIS FURTHER.
AND I KNOW IN, IN A LOT OF COLLECTIVE BARGAINING GOVERNANCE TEAMS, THEY MAKE THE DISTINCTION BETWEEN THE, THE CONTRACT AND WHAT YOU JUST WANNA DO AS A DISTRICT.
BUT YOU DON'T NEED TO, YOU CAN DO, TELL, YOU CAN DO A LOT OF THINGS THAT DON'T NEED TO BE IN THE CONTRACT.
UM, JUST THE ONE THAT GETS A LOT OF CONTROVERSY, I DON'T WANNA SHY AWAY FROM IT.
YOU MIGHT HAVE SOMETHING IN THE, IN THE, IN THE, YOU DO HAVE
BUT AS A BOARD YOU CAN PRIORITIZE TO GO A LOT LOWER THAN WHAT'S IN THE COLLECTIVE BARGAINING AGREEMENT.
THAT'S, THAT'S YOUR PREROGATIVE AS AS A BOARD.
HOWEVER,
I'LL SAY THAT AS A, AS A, AS A STAFF, RIGHT? JUST BECAUSE OF BOARD, IF YOU REALLY WANT THE CLASS SIZES DOWN HERE, BUT IF ONCE YOU PUT IT IN THE COLLECTIVE BARGAIN AGREEMENT, THEY'RE DOWN HERE, NOW YOU'VE LOST SOME OF YOUR FLEXIBILITY, RIGHT? AND WITH ANYTHING HERE, YOU CAN DO ANYTHING, BUT YOU CAN'T DO EVERYTHING.
SO THAT MEANS YOU'RE GONNA HAVE TO HAVE SOME TRADE-OFFS.
AND I THINK CLASS SIZE IS ONE THAT EVEN I WOULD SAY IS MORE, I MEAN, THAT, THAT IS SO, UM, UH, KIND OF IMPLICIT IN KIND OF THE TEACHER WORK ENVIRONMENT.
BUT, YOU KNOW, I, I THINK THAT IS AN AREA WHERE, WHERE CARLA AND I RESPECTFULLY DISAGREE IN TERMS OF HER VISION.
TO ME THAT IS STUFF THAT WE WANNA MAYBE DO AS A BOARD.
AND TO ME IT'S MORE OF A COMPACT YEAH.
BUT THE MORE THAT WE PUT IN A CONTRACT, ONE, I THINK WE ERODE AND ELECTED BOARDS DECISION MAKING TO, TO CHANGE, TO EVOLVE OR FOR THE NEXT, YOU KNOW, BOARD TO SAY, THIS IS WHAT WE WANNA DO, THIS IS WHERE WE WANT TO EXPAND, THIS IS WHERE WE WANT TO CONTRACT.
BUT ALSO, IT JUST MAKES IT MORE, I THINK WE ALREADY HAVE, I SHOULD ASK KRISTEN WHO'S HERE, HOW, LIKE OUR UTA CONTRACTORS ARE HOW MANY PAGES? SO IT JUST WENT, LIKE, THE MORE THAT WE PUT IN THERE ABOUT THINGS THAT WE ALL AGREE ON, THE MORE IT MAKES IT MORE CON CONVOLUTED.
SO THOSE, I THINK THERE ARE THINGS SUBSTANTIVELY THAT, THAT, YOU KNOW, LIKE YOU AND I MAY AGREE ON ALMOST EVERYTHING
[03:05:01]
SUBSTANTIVELY, BUT THEN STRATEGICALLY, LIKE, DO WE DO IT AS A RESOLUTION OR A COMPACT VERSUS A CONTRACT? AND THAT'S ONE OF THE THINGS I THINK HOPEFULLY THIS CONVERSATION.SO, AND, AND THAT'S THE REASON, THE GOOD PART ABOUT THIS CONVERSATION IS THE REALITY AND WHAT MOST PEOPLE DON'T KNOW,
THAT'S THE PURPOSE OF CLOSED SESSION.
TO HAVE THAT TYPE OF TIME TO REALLY HASH IT OUT.
LIKE, UH, AN EXAMPLE WOULD BE IF THERE'S A DISAGREEMENT LIKE YOU JUST BROUGHT UP, THEN WHEN YOU HAVE TO GIVE DIRECTION TO THE NEGOTIATION TEAM, BUT YOU CAN'T BE, NO, THEY NEED CLEAR PARAMETERS, RIGHT? SO YOU'RE GONNA HAVE TO TAKE SOME TIME TO NEGOTIATE AMONG YOURSELF SO YOU CAN GIVE 'EM CLEAR PARAMETERS.
AND THAT'S GONNA TAKE SOME COMPROMISE BECAUSE OF THOSE 400 SOMETHING PAGES, IT'S HIGHLY LIKELY THAT THE EIGHT OF YOU HAVE DIFFERENT IDEAS ABOUT DIFFERENT COMPONENTS OF IT.
SO YOU'RE GONNA HAVE TO SAY, WHAT'S MY HILL TO DIE ON THAT? YOU'VE LOST MY VOTE FOR THE ENTIRE CONTRACT IF THIS PART DOES NOT GET IMPLEMENTED.
RIGHT? MEANWHILE, THE NEGOTIATIONS TEAM'S TRYING TO WORK ON GETTING, BECAUSE THEY DON'T HAVE TO DEAL WITH JUST YOU, THEY GOTTA DEAL WITH THE OTHER PARTY.
SO THAT'S PART OF IT, BUT THIS IS A START OF HAVING THE CONVERSATION ABOUT THAT.
AND I JUST WANNA SAY IT, YOU'RE RIGHT.
I THINK WE DO SEE IT DIFFERENTLY, RIGHT? I MEAN, IN FACT, I SEE THE CONTRACT NOT ONLY WITH OUR, OUR, UH, EMPLOYEES AND, AND THE LABOR PARTNERS, BUT I REALLY SEE THE CONTRACT AS A CONTRACT WITH OUR KIDS, OKAY.
BECAUSE EVERYTHING IN THERE IS GOING TO SUPPORT OUR KIDS.
JUST FOR THE, UH, RECORD LAST COMMENT, THEN WE'RE GONNA MOVE OVER.
WELL, I JUST, AS WE WERE TALKING, UH, SOMETHING THAT'S NOT UP THERE THAT I THOUGHT ABOUT RIGHT NOW, AND I ACTUALLY DON'T KNOW IF THIS WOULD BE A WHOLE NOTHER CAN OF WORMS, BUT, UM, LIKE PRESERVING OUR FLEXIBILITY, UM, HAS COME UP AS AN ISSUE SOMETIMES.
LIKE WHEN WE ARE HAVING TO MAKE THESE DIFFICULT BUDGET DECISIONS, WE CAN ONLY DO SO WITH THE DOLLARS THAT HAVEN'T ALREADY BEEN COMMITTED.
AND SO I WOULD LIKE TO ADD PRESERVE FLEXIBILITY, BUT I DUNNO IF I CAN DO THAT AT THIS STAGE OR IF THAT WOULD EVEN GET AGREEMENT.
YOU CAN ASK ALL, ALL OF THIS NEEDS TO HAVE AN AGREEMENT.
WE'RE NOT GOING FOR AGREEMENT.
'CAUSE THIS IS JUST A WORKSHOP.
ANYTHING AGREEMENT THAT'S YEAH.
WE'LL HAVE THEN LET'S COME ON OVER HERE THOUGH.
LET'S, UH, COME ON OVER THIS WAY.
WE'RE GONNA GET TO THE DON'TS.
OH, BY THE WAY, UH, I'M JUST GONNA BRIEFLY READ A COUPLE ITEMS ON THE LIST OF DUES THAT'S PRESENTED IN THE MASTERS AND GOVERNANCE.
ONE OF THEM, OUR SECOND BULLET IS, UH, USE CLOSED SESSION TO DISCUSS NEGOTIATIONS.
THAT'S A, THAT'S A DO LIST ON THE CSBA FRAME.
UH, 'CAUSE YOU COULD REAL, NOTHING STOPS YOU FROM HAVING THIS CONVERSATION PUBLIC.
HOWEVER, IT'S A REASON THAT IT PROBABLY SHOULD DISCUSS IT IN, IN CLOSED SESSION.
LET'S LOOK AT SOME OF THE DON'TS THAT CAME UP.
WE HAD, DON'T NEGOTIATE IN PUBLIC FOR THE, I'M READING 'EM FOR THE, FOR RESEALS.
THANK YOU TANYA, FOR POINTING THAT OUT.
DON'T NEGOTIATE IN PUBLIC, DON'T NEGOTIATE AGAINST OURSELVES.
THAT'S WHAT WE'RE TALKING ABOUT.
UH, DON'T RUSH, BUT DON'T WAIT UNTIL THE LAST MINUTE.
I'M LIKE, OKAY, WHAT'S THAT MEAN? BUT, OKAY,
UH, WHAT, WHAT DO YOU MEAN HIDE THE FACTS? WHAT DOES IT MEAN? YEAH.
WHAT DOES HIDE THE FACTS MEAN? I CAN, SURE.
UM, I THINK JUST FROM WHAT, WHAT, UH, WHAT IS WITHIN THE BOARD AND DISTRICT'S CONTROL, SHARE THE INFORMATION THAT WE KNOW.
UM, I THINK SOMETIMES THE PUBLIC IS, UH, ON THE RECEIVING END OF, UM, DIFFERENT FACTS.
AND SO I THINK THE DISTRICT SHOULD SHARE THE FACTS AS WE UNDERSTAND THEM TO THE BEST OF OUR ABILITY.
AND SO, I GUESS I WOULD SAY DON'T HIDE THE INFORMATION THAT WE HAVE.
TRY TO DO WHATEVER YOU CAN TO ENSURE THAT EVERYBODY'S OPERATING WITH THE SAME SET OF FACTS.
WELL, WHY DON'T YOU JUST SAY SHARE THE FACTS.
SHARE, BECAUSE THIS WAS THE DON'T POSTER WHEN I THOUGHT IT SOMETIMES DIFFERENT
DO YOU WANT ME TO PUT IT ON THIS SIDE? I'M HAPPY TO.
BUT THOSE, THOSE ARE GOOD POINTS.
I, I SHARE SOMETHING THAT, SOMETHING THAT WE MAYBE SHOULD BE ABLE TO AGREE ON MIGHT BE THE COMPARABLE OF, UH, TOTAL COMPENSATION.
AND YET YOU HAVE DIFFERENT PEOPLE THAT ARE WORKING WITH DIFFERENT SET OF FACTS.
SO CAN WE AGREE ON THAT? RIGHT.
AND THEN THE FIRST THING YOU MIGHT HAVE TO AGREE ON IS A TOTAL COMPENSATION CONVERSATION RATHER THAN SALARIES.
WHAT ARE WE INCLUDED? BUT EVEN ON THE HEALTH BENEFIT SIDE OF THINGS, WHAT ARE THE FACTS WE'RE GONNA LOOK AT? IS IT A, IF YOU GET THE FAMILY PLAN VERSUS THE ONE PER PERSON PLAN, RIGHT.
BUT WHEN YOU'RE COMPARING ACROSS OTHER DISTRICTS, WHICH PIECE OF DATA ARE YOU GOING TO UTILIZE? RIGHT.
YOU COULD LOOK AT IT AT ALL OF THEM, REALLY.
BUT IT DOES GET TO BE OVERWHELMING, RIGHT,
HOW ABOUT MINIMIZE? OH, THIS IS NOT
[03:10:01]
A DON'T, IS THIS A DON'T NO MINI MINIMIZE DISAGREEMENTS IN PUBLIC, NOT, DON'T MISS DON'T MINIMIZE DISAGREEMENT.BUT, BUT SOMETIMES WE HAVE TO DISAGREE THAT IT'S A, IT'S A HARD ONE.
BUT IF YOU'RE GONNA DISAGREE, HOW DO YOU PUT IT? UM, YOU HAVE TO BE POLITE.
WHAT DO YOU HAVE TO DO TO MAINTAIN THE PURPOSE OF THE PURPOSE OF NEGOTIATIONS AND HAVING A TEAM, RIGHT? YOU DON'T WANT TO UNDERMINE THE TEAM BECAUSE YOU'RE DISAGREEING IN PUBLIC ABOUT SOMETHING THAT, YOU KNOW, I CAN ASSURE YOU THE PEOPLE THAT HAVE TO GO AND WORK WITH THE OTHER OTHER PARTY, I DON'T GET THAT PART.
AND I'M SURE YOU HAVE SOMETHING TO SAY.
HERE, LET'S, I HATE BEING STIFLED
SO, I MEAN, I I UNDERSTAND YOU FEEL LIKE YOU'RE LOSING YOUR VOICE, YOU MEAN? YEAH.
LIKE, YOU KNOW, I, I, I, YEAH.
I JUST THINK THAT OKAY, I CAN, I CAN SAY MINIMIZE DISAGREEMENTS, BUT WE'RE GONNA DISAGREE.
AND I THINK IT'S OKAY TO DISAGREE.
I ALSO, AND I THINK THAT WE WE'RE, IF WE ARE, IF WE ARE LEADING WITH THAT, WITH THAT FEAR OF LIKE, OH, WE GOTTA AGREE, THEN THAT FEELS VERY STIFLING TO ME.
AND AS A PERSON WHO, UH, YOU KNOW, I HAVE THE RIGHT TO SPEAK, YOU KNOW, TO SAY MY OPINION, TO SAY MY PIECE.
WE WANNA BE MINDFUL, YOU KNOW, OF THE OVERALL PICTURE.
BUT I THINK THAT, UM, I DON'T KNOW, MINIMIZE DISAGREEMENT FEELS VERY STIFLED.
I HEAR MAYBE, MAYBE THAT'S NOT SOMETHING, BUT MAYBE IN PUBLIC THAT'S A DISCUSSION IN PUBLIC.
EVEN THAT THOUGH, BECAUSE WHAT IF, BUT WHAT IF IT'S, YEAH.
LIKE RIGHT NOW, LIKE WHAT IF
WHAT IF THAT IS VERY IMPORTANT TO ME? RIGHT.
SO I JUST THINK THAT EVEN QUESTION OF, THAT'S THE THING.
HOW DO YOU DISAGREE? OKAY, THERE YOU GO.
YOU DO, HOW DO YOU MAYBE PUBLIC AS A RELATES THE NEGOTIATION? WELL, BUT I THINK THE ANSWER TO CARLOS' QUESTION OF WHAT IF, THEN IT, THE ANSWER MAY BE YOU UNDERMINE THE, THE DISTRICT'S COLLECTIVE ABILITY TO GET WHAT THEY WANT ON NEGOTIATION.
SO IF WE VOTE ON SOMETHING, OR IF THERE'S A FOUR, THREE DIRECTION TO THE SUPERINTENDENT, AND THEN THE THREE OF US ARE OUT THERE PUBLICLY DISAGREEING, LIKE NO ONE THAT'S, THAT'S WITHIN OUR LEGAL RIGHTS.
AS LONG AS WE'RE NOT VIOLATING WHAT WAS SAID CONFIDENTIALLY.
BUT THE WHAT IF IS WE ARE GONNA UNDERMINE THE SUPERMAN'S ABILITY TO GET WHAT THE MAJORITY WANTS, BECAUSE NOW THEY KNOW THAT THREE BOARD MEMBERS ARE NOT GONNA GO WITH IT.
AND MAYBE THEY CAN PICK OFF A FOURTH, WHOEVER THEY IS, LIKE WHATEVER.
BUT THEY, YOU KNOW, AND THEN IT, IT, SO THAT I THINK IS THE WHAT IF, WHICH IS WHY WE DISCUSSED IT OVER THERE.
NOT THAT IT'S NOT GONNA HAPPEN, BUT IF THE GOAL IS TO ACCOMPLISH THE DISTRICT'S COLLECTIVE BARGAINING GOALS, THEN THE, WHAT IF THE PUBLIC'S AGREEMENT IS THAT IT'S GONNA UNDERMINE OUR ABILITY TO DO THAT AS EFFECTIVELY AS WE OTHERWISE COULD HAVE.
AND I WAS GONNA SAY, I, I DIDN'T CHOOSE THIS FOR ONE OF MY TOP THREE PROTOCOLS, BUT MAYBE I SHOULD HAVE AFTER THIS CONVERSATION IS, UM, THERE'S SOMETHING ON THERE ABOUT WHEN THE BOARD VOTES THEN TO SUPPORT THE MAJORITY OF THE BOARD, EVEN IF YOU WERE IN THE MINORITY.
SO TO THAT POINT, IF I WAS A, UH, ONE OF THE THREE THAT VOTED, UM, YOU KNOW, AGAINST SOMETHING, BUT THEN THE BOARD AND THE DIRECTION WAS TO GO IN ONE DIRECTION, AND THEN I, YOU KNOW, PUBLICLY AM SAYING, WELL, HERE'S WHY I VOTED AGAINST IT.
YOU KNOW, I AGREE WITH YOU THAT I THINK IT, IT UNDERMINES LIKE THE BIGGER PLAN, BUT I THINK THAT'S A QUESTION FOR THIS BOARD.
LIKE, IS IT IMPORTANT THAT ONCE BOARD MAJORITY SETS A DIRECTION THAT WE ALL SUPPORT THE DIRECTION? I THINK WE HAVE TO TALK ABOUT THAT, WHICH I DIDN'T THINK WAS IMPORTANT, BUT I, I THINK IS IMPORTANT NOW.
WELL, AND, AND THEN I, I THINK IT ALSO IS GONNA BE CONTEXTUAL ON THE TOPIC TOO, TO, LIKE, I THINK I, I THINK FOUR THREE VOTES ARE GONNA HAPPEN WHEN WE'RE TALKING ABOUT LABOR NEGOTIATIONS OR SOMETHING REALLY HIGH PROFILE, LIKE WHAT HAPPENED WITH OUR PRIOR SUPERINTENDENT.
I THINK THAT THE, THE STAKES OF THE BOARD SPEAKING WITH ONE VOICE, EVEN IF WE'RE NOT ALWAYS IN UNISON, IS MORE IMPORTANT THAN IF WE'RE VOTING ON A, YOU KNOW, A MATH CURRICULUM AND SOMEONE SAYS LIKE, I ACTUALLY LIKE THE OLD MATH CURRICULUM.
LIKE, SO I THINK THERE IT IS CONTEXTUAL, BUT VERY HIGH.
YOU WANNA SAY SOMETHING? YEAH, I JUST
LIKE THE SUPERINTENDENT IS SPEAKING ON ALL BEHALF AND SHALL IMPLEMENT WHAT THE BOARD DECISION IS.
AND I THINK AS BOARD MEMBERS, AGAIN TO FOUR, THREE VOTES THAT WE STILL HAVE TO IMPLEMENT WITHIN OUR SCHOOLS.
THINGS THAT PASS THAT WE MAY NOT HAVE BEEN ON THAT SIDE.
HOWEVER, AGAIN, IT LEANS TO, IS THIS A PERSONAL VIEW OR IS THIS IS A VIEW OF THE CONSTITUENTS IN WHICH WE REPRESENT, BECAUSE AGAIN, WE'RE REPRESENTING A WHOLE BOARD DISTRICT.
WE'RE ONE, YOU KNOW, 14 POINT WHATEVER PERCENT OF A VOTE ON THIS BOARD.
BUT AGAIN, ONCE THINGS ARE IMPLEMENTED THAT WE ALL HAVE TO SUPPORT IT BECAUSE OUR SCHOOLS ARE PART OF THIS UNIFIED DISTRICT.
ONCE IT, ONCE IT GETS IN THE COLLECTIVE BARGAINING AGREEMENT, TO SOMEONE'S POINT EARLIER, IT'S NOT THE UNION'S AGREEMENT.
[03:15:01]
WITH THE DISTRICT.RIGHT? THAT'S A, YOU'VE AGREED TO IT AT THAT POINT.
AND WHETHER YOU ARE PART OF THE BOARD OR YOU JUST JOINED THE BOARD, IT'S YOUR AGREEMENT AT THAT POINT, RIGHT? SO YOU HAVE TO AGREE TO IMPLEMENT IT.
THINK ABOUT HOW MANY ITEMS ARE IN THE COLLECTIVE BARGAINING AGREEMENT BEFORE YOU JOIN THE BOARD.
AND NOW YOU HAVE TO, IT DOESN'T MATTER IF YOU DISAGREE OR NOT, IT'S YOUR AGREEMENT AT THAT POINT.
BUT I THINK IN INTERNALLY, EVERYBODY'S GONNA HAVE TO HAVE AN INTERNAL CONVERSATION.
LIKE I SAID, SOME OF YOUR MOST DIFFICULT CONVERSATIONS ARE YOU WITH YOURSELF ABOUT WHAT, WHAT'S YOUR HEEL TO DIE ON? 'CAUSE THAT IT'S 400 SOMETHING PAGES, RIGHT? SO YOU MIGHT HAVE ALL THESE OTHER THINGS WORKED OUT, BUT THIS ONE YOU DISAGREE WITH.
THAT MEAN WILL YOU WITHHOLD YOUR VOTE AFTER THE, THE NEGOTIATIONS TEAM HAS COME TO AN AGREEMENT AT THE TABLE.
AND THAT'S HARD WORK AFTER THE UNION HAS GONE OUT TO THEIR MEMBERSHIP AND RATIFIED IT.
AND THEN IT COMES TO WHO YOU ARE YOU GONNA WITHHOLD AFTER IT'S GONE THROUGH THAT PROCESS.
THAT'S AN INTERNAL CONVERSATION.
BUT I'M TELLING YOU, IF YOU VOTE NO AFTER IT'S GONE THROUGH THAT YOU'VE JUST TOLD THE UNION PARTNERS NOT TO TRUST THE NEGOTIATION TEAM AND YOU TOLD THE NEGOTIATIONS TEAM, UM, THAT THEY MISINTERPRETED THE PARAMETERS.
IT'S A LOT THAT GOES ON IF IT GETS TO THAT STAGE.
I'VE ONLY SEEN IT HAPPEN A COUPLE TIMES WHERE IT'S GONE THAT, THAT WHOLE THING AND IT DID NOT GET A VOTE.
BECAUSE THE GOAL IS YOU'VE, YOU'VE SO CLEAR AND AS MUCH TIME AS IT TAKES TO GET IT, ESTABLISH THOSE PARAMETERS.
ONCE YOU ESTABLISH THOSE PARAMETERS, YOU ALMOST HAVE TO SAY, OKAY, TEAM WORK WITHIN THOSE PARAMETERS.
I TOLD YOU WHEN WE DONE, BUT WE, WE GOT STARTED I THINK WITH A CRUCIAL AND NEEDED CONVERSATION, BUT THERE ARE OTHER PROTOCOLS.
SO LET'S GO BACK TO THE SEATS REAL QUICK.
UH, WE'LL PLAY THIS BACK AND GIVE YOU SOME SUGGESTIONS, NEXT STEPS, BUT IN OUR LAST 15 MINUTES.
I KNEW WE WOULDN'T FINISH BECAUSE THAT'S A, THAT'S A RICH CONVERSATION THAT YOU STARTED.
I DO THINK WE, IT NEEDS TO BE FINISHED, BUT YOU CAN HAVE THAT ALSO IN CLOSED SESSION.
IT IS A CLOSED SESSION CONVERSATION AND THANK YOU FOR THAT DIVULGING ANYTHING THAT SHOULDN'T BE DISCUSSED THERE.
SO ON YOUR 30 PROTOCOL SHEET, THIS IS WHAT THE GROUP CAME UP.
THIS APPEARS TO BE HAVING THE MOST INTEREST OUT OF THE SEVEN, OH, SORRY.
YOU DON'T HAVE IT ANYMORE? I'M SORRY.
I SHOULD HAVE TAKEN A PICTURE OF THEM.
'CAUSE I DIDN'T WRITE DOWN WHO DID WHAT.
YEAH, IT'S MARCUS MORE TO YOU.
THE ONES THAT, THAT GOT THE MOST INTEREST, THERE WERE THREE PEOPLE THAT GAVE IT TWOS AND ONE PERSON JUST SAID, THIS IS OF HIGH INTEREST, IT WAS NUMBER 27, WHICH IS MANAGING DIFFICULT TOPICS OR ISSUES IN THE ATMOSPHERE OF MUTUAL RESPECT.
RIGHT? UM, SO THE QUESTION OF IF THAT'S THE TOP ONE, LET ME GIVE YOU THE OTHER ONES.
UH, SO T IT APPEARED THAT 27 WAS A HIGH ONE.
IT APPEARED THAT 13 WAS OF HIGH LEVEL OF INTEREST.
AT LEAST THREE OF THE SEVEN PEOPLE CHIMED IN ABOUT THAT ONE.
SO 27 GOT AT LEAST FOUR INTERESTS AND 13 GOT AT LEAST THREE INTERESTS.
AND THEN THERE ARE SEVERAL THAT GOT TWO.
YOU WANNA KNOW THE ONES THAT GOT AT LEAST TWO PEOPLE INTERESTED.
18 IS, UM, ALLOWING THE MAJORITY VOTE TO SET THE DIRECTION, EVEN THOUGH YOU MAY NOT AGREE AND YOU'RE IN THE MINORITY, YOU KNOW, MAJORITY WINS.
MY, I GUESS MY QUESTION IS THIS.
SO WHEN WE'RE DEVELOPING THE PROTOCOL BOOK, IT, IT DOESN'T HAVE ALL OF THESE FOR MOST OF THEM.
I WAS LOOKING AT THE CORONA NORCO ONE.
IT HAS A LOT OF THESE AND SOME ONES THAT AREN'T ON HERE, I THINK TOO.
UH, SO IT'S A, IT'S A DOCUMENT THAT EVOLVES AND CONTINUE, CONTINUE TO BUILD.
IF WE WERE TO STARTING OFF A WORKSHOP THAT'S JUST FOCUSED ON PROTOCOLS, WOULD WE START OUT WITH 27? THAT'S SOMETHING SEEMS TO BE SOMETHING WE NEED TO HAVE IN WRITING
[03:20:01]
THAT WE CAN AGREE ON.IT'S GONNA TAKE SOME CONVERSATION.
WE WON'T GET THERE TODAY TO GET AGREEMENT ON IT, BUT THAT'S SOMETHING WE SHOULD DISCUSS.
AND THEN SCOTT, YOU MENTIONED 18, BUT THERE ARE SOME OTHER ONES.
WHAT IF YOU HAD TO RANK 18 AND 13? DELIBERATION AND DECISION MAKING AT BOARD MEETINGS.
18 IS IMPORTANT TO ME AND THERE ARE SEVERAL, GOSH, YOUR NUMBER ONE VOTES WERE ALL OVER THE PLACE.
THAT'S, THAT'S INTERESTING THOUGH.
IT TELLS, IT'S SOME WAYS IT SHOWS BALANCE,
I WOULDN'T SEE THAT AS A NEGATIVE.
SOMETIMES IT'S LIKE, OH, IT'S GLARING.
RIGHT?
UM, DOES 18, UM, WHAT IS THAT? IS, IS THAT SAYING WHAT WE WERE JUST CONVERSING ABOUT RIGHT NOW? THAT WHATEVER THE MAJORITY IS, EVERYBODY GOES WITH THAT.
AND WHAT DOES THAT LOOK LIKE? DOES THAT MEAN THAT, THAT WE NEVER SAY WE OPPOSE THAT, THAT AS INDIVIDUAL? WELL, WELL TO YOUR YOUR POINT, WHAT DOES IT LOOK LIKE? MIGHT BE THE THING THAT GOES IN THE PROTOCOL, YOU KNOW, ONCE A OH YEAH, DEFINITELY.
SO ONCE A DECISION IS MADE AT THE DAAS, THE VOTES TAKEN AND ALL THAT, IT MIGHT BE AN AGREEMENT ABOUT WHAT HAPPENS AFTERWARDS.
IT MIGHT EVEN INCLUDE SOME SENTENCE STEMS, ALTHOUGH I VOTED NO ON THIS.
I RESPECT THE WILL OF THE BOARD.
THAT'S A, A SENTENCE STEM THAT ALLOWS YOU TO TALK TO, YOU KNOW, ANYBODY PUBLIC, ANY MEDIA MM-HMM
SO THAT MIGHT BE THEIR G THOUGHTS.
YEAH, I MEAN, I I I JUST THINK GOING BACK TO WHAT I WAS SAYING EARLIER, THERE'S DIFFERENCE DIFFERENT KI IT'S CONTEXTUAL TO SOME EXTENT.
LIKE IF, IF, UM, IF IT'S A CHARTER SCHOOL AUTHORIZATION VOTE AND IT'S LIKE AUTH AUTHORIZED FIVE TWO, I DON'T THINK, I DON'T NEED THOSE TWO BOARD MEMBERS TO SAY LIKE, I NOW CHANGED MY MIND AND THINK THIS IS A GREAT SCHOOL.
LIKE THE, IT'S AUTHORIZED AND IT, I THINK THE DISSENSION IS FINE AND IT DOESN'T CHANGE.
WHEREAS WHEN IT COMES TO BIG TICKET ITEMS LIKE, UM, NEGOTIATIONS WHERE THE, THE UNITY IS A PART OF THE STRATEGY, IT DOES BECOME MORE DIFFICULT TOO.
SO I THINK, I THINK IT'S WORTH FLESHING THIS OUT AT SOME POINT.
'CAUSE I DON'T, AGAIN, I DON'T THINK THE EXPECTATION ON HAVING BEEN IN THE MINORITY ON A NUMBER OF VOTES.
LIKE I, I DON'T WANNA LEAVE THOSE BOARD MEETING AND BE LIKE, I CHANGED MY MIND OR THEY'RE ALL RIGHT.
AND I THINK YOU MENTIONED YOU INHERIT CERTAIN THINGS, LIKE WE HAVE TO IMPLEMENT A CONTRACT.
THERE'S A LOT OF THINGS IN THAT CONTRACT I DON'T AGREE WITH OR SUPPORT DOESN'T MEAN I'M TRYING TO UNDERMINE THE IMPLEMENTATION AND THE FIDELITY.
SO I DO THINK PART LIKE, YOU KNOW, I THINK WE'VE TALKED ABOUT IT TOO, UM, MAYBE IN PRIOR RETREATS, BUT THERE ARE ALSO, UM, SOME BOARDS OR SOME PROTOCOLS THAT REQUIRE A SUPER MAJORITY TO CHANGE RULES.
WHEREAS MOST OF OUR BOARD RULES ONLY REQUIRE FOUR VOTES.
SO IT KIND OF UNDERMINES THE WHOLE, LIKE IF YOU HAVE A, A, A RULE THAT SAYS YOU CAN'T DO X, BUT THEN IT ONLY TAKES FOUR MEMBERS TO SUSPEND THAT RULE, THEN THAT'S A LITTLE, SO SOME OF THOSE THINGS LIKE WHAT ARE THE AREAS WHERE YOU WANT A SUPER MAJORITY? UM, AND THEN, YOU KNOW, HOW DOES THAT SET THE DIRECTION OF THE BOARD COULD BE DIFFERENT.
SO I THINK IT'S WORTH, I AGREE WITH SCOTT, IT'S WORTH, I THINK WE MIGHT HAVE DIFFERENT IDEAS OF WHAT 18, IT WASN'T ONE OF THE ONES I RANKED, BUT I THINK IT COULD BE HELPFUL AS WE'RE JUST, WE'RE JUST, YOU KNOW, THAT'S VERY INTERESTING.
THAT'S THE SCOTT'S POINT, WHY 18 MIGHT DESERVE FURTHER CONVERSATIONS.
SO OBVIOUSLY WE'RE ABOUT IT AT, AT TIME.
UH, WHAT WE DID BEFORE THIS WORKSHOP, WE, UH, SEDA AND I MET WITH, UH, MICHAEL, TANYA ROIL TO KIND OF START LOOKING AT THE NEXT, UH, WORKSHOP AND HOW THAT MIGHT BE DESIGNED TO, TO CONTINUE OUR PROGRESS.
AND I, I, WELL, I, I KNEW THAT WE ONLY GET SO FAR TODAY AND CANDIDLY THIS YEAR, YOU KNOW, IF WE STICK TO THE MARCH 10TH, UH, PREVIOUSLY SCHEDULED DATE, BUT I'M, I'M GETTING A SENSE OF WHERE THE BOARD, THE GOVERNANCE TEAM WANTS TO HAVE GREATER CONVERSATION.
BUT WE'LL TALK ABOUT THAT WITH THE TEAM THAT YOU, YOU'VE SELECTED TO, THIS HAS BEEN A RICH CONVERSATION TO NICK'S POINT, I I'M EVOLVING IN MY 15TH YEAR OF A SUPERINTENDENT, AND RIGHT NOW WHERE I'M EVOLVING IS, I THINK MORE BOARDS COULD BENEFIT FROM HAVING THE DISCUSSION THAT YOU HAD TODAY ABOUT NEGOTIATIONS.
I, I'VE SEEN IT NOW A FEW MORE TIMES THAT LETS ME KNOW THAT, OH, THIS IS A TOPIC THAT GOVERNANCE TEAMS REALLY NEED TO DELVE INTO.
THERE'S SOME GOVERNANCE TEAMS THAT SAY, LOOK, SUPERINTENDENT, WE TRUST YOU A HUNDRED PERCENT AND YOUR STAFF A HUNDRED PERCENT.
UH, TELL US WHAT YOU THINK SHOULD BE THE PARAMETERS.
AND I'M NOT SAYING IT'S A LACK OF TRUST FOR THE SUPERINTENDENT, BUT IT'S SAYING YOU WANT TO HAVE A GREATER, A GREATER VOICE IN SETTING THE PARAMETERS THAT THAN WHAT IS HAPPENING IN SOME OF THE SCHOOL
[03:25:01]
DISTRICTS.THERE'S A CONTINUUM OF HOW YOU APPROACH THAT, RIGHT? SO, BUT I THINK BECAUSE OF THAT, RECOGNIZING THE MORE EFFICIENT WAY OF DOING THINGS, THERE'S A BOOK, UH, STEPHEN COVEY'S THE SPEED OF TRUST.
AND HE'S, HE SAYS THAT BASICALLY, AND I'M NOT SAYING THIS IS LOW TRUST, BUT WHEN YOU WANT GET MORE VOICE IN THERE MIGHT BE A LOWER TRUST, YOU THEN IT'S GONNA CREATE MORE TIME.
YOU HAVE TO GIVE IT MORE TIME.
AND NORMALLY THE COSTS GO UP, RIGHT? LEGAL COSTS, WHO'S IN THE ROOM, RIGHT?
SO LIKE THAT, AS OPPOSED TO THOSE DISTRICTS THAT TOTALLY YIELD TO THE SUPERINTENDENT AND THEIR NEGOTIATION TEAM, IT'S FASTER AND IT'S LESS EXPENSIVE, BUT IT'S THAT WHAT'S RIGHT FOR YOU.
SO YOU'RE GONNA HAVE TO FIGURE OUT WHAT'S RIGHT FOR YOU AND DEVOTE THE TIME TO GET THAT VOICE IN THERE.
HARD PART NOW IS, I KNOW YOU WRITE IN PREPARING FOR NEGOTIATIONS, THERE WAS SOME SUNSHINE
SO YEAH, THAT'S, THAT'S SOMETHING TO CONSIDER.
BUT THE GOOD THING ABOUT NEGOTIATION IS EVEN AFTER YOU FINISH IT ONE YEAR, THERE'S THE NEXT YEAR
ALRIGHT, ED, UM, THOUGHTS? WE ARE AT 1 52.
UM, I LIKE YOUR SUGGESTION, IDEA TO WORK WITH THE SUBCOMMITTEE AND PUT, WE CAN PUT TOGETHER WHAT WE HAVE GATHERED SO FAR AND SHARE WITH YOU FOR A DRAFT OF YOUR GOVERNANCE HANDBOOK.
THE PORTION ON PROTOCOLS DOES NEED TO BE, WE NEED TO CONTINUE THAT DISCUSSION AND THE AGREEMENTS COME FROM YOU.
WE HAVE SOME EXAMPLES AND SOME VERBIAGE, BUT IT DOES NEED TO COME FROM YOU BECAUSE IT'S, IT'S SOMETHING THAT'S GOING TO WORK FOR ALL OF YOU AS A GOVERNANCE TEAM.
SO WE'LL CONTINUE WORKING WITH, UH, WITH THE SUBCOMMITTEE, IF THAT'S ALL RIGHT.
IF, IF YOU CAN SET ASIDE TIME SOMETIME IN OCTOBER, NOVEMBER, I KNOW WE ARE KIND OF ENTERING THE HOLIDAY SEASON AS WELL TO DO A SECOND PART TO COMPLETE THE GOVERNANCE HANDBOOK OR AT LEAST BRING IT TO A MORE COMPLETION, THAT WOULD BE GOOD.
BUT WE CAN CERTAINLY CONTINUE TO WORK WITH THE SUBCOMMITTEE TO GIVE YOU, FOR YOUR REVIEW A DRAFT OF YOUR HANDBOOK BASED ON WHAT WE HAVE DISCUSSED SO FAR.
THESE ARE, AGAIN, CONVERSATIONS THAT NEED TIME, SPACE, WE CANNOT RUSH DOWN.
SO YOU DID GREAT TODAY, THE TIME THAT WE HAD, AND WE'LL CONTINUE.
THERE IS A, A QR CODE, THERE'S A PAGE WITH A QR CODE IN YOUR, UH, YOUR PACKETS.
IF YOU CAN GO AHEAD AND JUST GIVE US SOME FEEDBACK.
WE DID REVIEW YOUR FEEDBACK FROM THE FIRST SESSION AND IT'S, UM, WAS IT THE LAST IT'S, I THINK IT'S THE LAST PAGE.
THE FOLDERS WERE DISTRIBUTED EARLIER, RIGHT? YEAH.
AND AS THE THEY BEGIN TO DO THAT, WE WILL JUMP INTO PUBLIC COMMENT.
WE HAVE, UH, HAVING DONE MOST OF THE PUBLIC COMMENT EARLIER, WE HAVE ONE MEMBER OF THE PUBLIC HERE FOR PUBLIC COMMENT.
YOU'LL HAVE TWO MINUTES TO SPEAK ONCE YOU BEGIN.
IT WAS A VERY, VERY ENRICHING DISCUSSION LED BY THE SUPERINTENDENT.
I APPRECIATE THAT ON BEHALF OF THE SCHOOL BOARD ASSOCIATION.
UH, AND THAT'S IMPORTANT TO REALIZE AS WELL THAT IT'S A TEAM OF EIGHT AND IT'S NOT NECESSARILY THE SUPERINTENDENT LEADS THE DISCUSSION.
AND ON THE DISCUSSION OF MAJORITY RULES, I REFER YOU TO A GUY NAMED THOMAS JEFFERSON, WHERE HE HAS A LITTLE BIT MORE TO SAY THAN MAJORITY RULES.
IT HAS TO DO WITH MINORITY RIGHTS.
THAT'S WHY WE HAVE A BILL OF RIGHTS, NOT JUST THE POWER OF THE CONSTITUTION.
SO I THANK C-S-B-A-I THANK, UH, THE BOARD MEMBERS FOR A RICH DISCUSSION.
ENCOURAGE YOU TO JOIN THE REPRESENTATIVE ASSEMBLY AT THE CON BEFORE THE CONFERENCE.
UH, IT'S BEEN AN ABSOLUTE ABSENCE, LIKE A 90% ABSENCE RATE OF THE REP ASSEMBLY FROM THIS BOARD.
AND I HOPE THAT YOU LOOK AT THESE, THESE BOARD RULE 21, 10 AND 93, 23, BECAUSE THERE ARE A LOT OF THINGS IN THERE, UH, THAT ARE IMPORTANT TO SET THE DIRECTION.
SO THE BOARD SHOULD SET THE DIRECTION, NOT RESPOND TO STRONGER SCHOOLS TOGETHER.
THAT'S NOT THE BOARD SETTING THE AGENDA.
THAT'S A COLLECTIVE BARGAINING AGREEMENT, SUN SHINING THAT JUST UNDOES PARTS OF AN AGREEMENT THAT ALL EIGHT OF YOU WERE IN SUPPORT OF EXCEPT FOR TWO ON THE FISCAL STABILIZATION PLAN.
SO YOU DON'T REVISIT THINGS AND LEVERAGE THINGS.
I, I APPRECIATE, UH, THAT UH, THERE'S SOME FINANCES TO BE DISCUSSED, BUT AGAIN, WE
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SHOULD BE FOCUSING ON THE STUDENTS, AS WAS SAID BY MANY OF YOU SHOULD BE ABOUT CREATIVITY, BUILDING COMMUNITY, DISCOVERING AND ENGAGING AND ENRICHING THE LIVES OF CHILDREN BECAUSE THAT IS WHY MANY OF THEM ARE LEAVING.AND YOU HAVE SITUATIONS LIKE ANNANDALE ELEMENTARY SCHOOL, WHICH HAS NO KIDS, AND YET THE TWO ELEMENTARY SCHOOLS RIGHT NEXT DOOR HAVE WAIT LISTS.
AND THERE ARE PEOPLE FROM PASADENA WHO WOULD COME OVER.
THERE ARE SOLUTIONS, BUT IT REQUIRES ON THE GROUND THINKING AND THAT'S WHY YOU ARE REPRESENTATIVES OF COMMUNITIES.
BUT YOU COULD LOOK AT CHARTER REFORM AND TRY TO START TALKING MORE ABOUT OUR DISTRICT RATHER THAN MY DISTRICT.
THAT CONCLUDES PUBLIC COMMENT.
IT CONCLUDES THIS SPECIAL WORKSHOP.