[00:00:03]
MAY I PLEASE HAVE EVERYONE'S ATTENTION BEFORE THE MEETING BEGINS? WE ASK THAT EVERYONE, PLEASE SILENCE YOUR CELL PHONES. THE FORT BEND ISD BOARD OF TRUSTEE MEETING IS AN OPEN MEETING FOR THE PUBLIC TO OBSERVE THE BOARD CONDUCTING DISTRICT BUSINESS. THEREFORE, PATRONS MAY ONLY ADDRESS THE BOARD DURING THE DESIGNATED AUDIENCE ITEM SECTION ON THE AGENDA. IF YOU HAVE PRINTED MATERIALS YOU WANT TO GIVE TO BOARD MEMBERS, YOU MUST PROVIDE THEM TO ME OR ANY OFFICER PRESENT, AND WE WILL PROVIDE THEM TO THE BOARD. WE ALSO ASK MEMBERS OF THE AUDIENCE TO BE RESPECTFUL OF OTHERS BY REMAINING QUIET, SO THAT EVERYONE IS ABLE TO HEAR THE PROCEEDINGS. THANK YOU. THANK YOU. OKAY, THE TIME IS 6:06 P.M.
[1. Call to order]
AND THIS MEETING IS HEREBY CALLED TO ORDER. WE HAVE THE PRESENCE OF A QUORUM ATTENDING IN PERSON. NOTICE OF THIS MEETING HAS BEEN POSTED ONLINE AND AT THE FORT BEND ISD ADMINISTRATION BUILDING FOR AT LEAST 72 HOURS. THE FIRST THING ON OUR AGENDA IS PUBLIC COMMENT.I WOULD ASK IF WE HAVE ANY SPEAKERS TODAY, BUT THERE'S NO ONE IN OUR AUDIENCE, SO WE WILL MOVE BEYOND PUBLIC COMMENT AND GET STARTED ON OUR MEETING. SO I WANT EVERYBODY TO CONTINUE
[3. Teambuilding]
EATING. GO AHEAD. DON'T STOP. DON'T STOP EATING. AND THAT WAY WHEN WE GET STARTED DOING OUR ACTUAL ACTIVITIES, THEN THAT CAN BE CAN BE DONE. SO I WANTED TO START THIS EVENING FIRST OF ALL, BY SAYING THANK YOU FOR BEING HERE. CAN EVERYBODY HEAR ME? OKAY. I MAY NOT NEED. I PROBABLY DON'T NEED. DO I HAVE TO SPEAK INTO THIS? YEAH, BECAUSE WE'RE RECORDING. OKAY. SO I WANT TO THANK EVERYBODY FOR TAKING THE TIME TO COME. THIS EVENING. THIS IS AN EXTRA MEETING FOR US. IT'S A TEAM BUILDING TYPE MEETING. AND FOR THOSE OF YOU THAT HAVE BEEN HERE A WHILE, YOU KNOW THAT IT WAS ALWAYS VERY IMPORTANT TO ME TO HAVE SOME OF OUR TEAM BUILDINGS INCLUDE THE EXECUTIVE TEAM MEMBERS, BECAUSE WE ARE A TEAM OF EIGHT, OBVIOUSLY, THE BOARD OF TRUSTEES AND THE SUPERINTENDENT ARE THE TEAM OF EIGHT, BUT OUR THE EXECUTIVE TEAM IS OUR EXTENDED TEAM. SO YOU GUYS ARE THE ONES WHO TALK TO US AT THE BOARD MEETINGS. YOU GIVE US OUR INFORMATION, YOU ANSWER OUR QUESTIONS. AND SO I FEEL LIKE IT IS VERY IMPORTANT THAT WE BUILD THAT EXTENDED TEAM OUT AND THAT WE WORK TOGETHER COLLABORATIVELY, PARTICULARLY WHEN IT COMES TO VISION AND PLANNING. SO THAT'S THE PURPOSE OF THIS TEAM BUILDING. TONIGHT WE WILL HAVE ANOTHER ONE IN DECEMBER. AND THAT ONE WILL INCLUDE THE EXECUTIVE TEAM AS WELL. IT'S ON THE BOARD CALENDAR I THINK IT'S DECEMBER NINTH, BUT DON'T QUOTE ME ON THAT. BUT YOU KNOW, THE PURPOSE IS FOR ALL OF US TO COME TOGETHER COLLABORATIVELY AND WORK ON ON OUR PLANNING AND OUR PRIORITIES.WE WANT YOU TO KNOW THAT THE BOARD VALUES YOUR FEEDBACK AS EXECUTIVE, AS MEMBERS OF THE EXECUTIVE TEAM AND OUR EXTENDED TEAM AND SO THAT'S WHY WE WANTED YOU TO BE HERE TONIGHT. THE POSTERS THAT YOU SEE UP AROUND THE ROOM ARE SOME POSTERS THAT WE PUT UP AND OUR TEAM OF EIGHT TEAM BUILDING, WHICH HAPPENED A MONTH OR TWO AGO. AND SO BETH PUT THESE OUT FOR US AGAIN JUST TO AS REMINDERS. AND I THOUGHT IT WOULD BE GOOD FOR YOU GUYS TO SEE SOME OF THE THINGS THAT WE TALKED ABOUT. SO THE FOCUS POSTER IS TO PUT IS, IS LIKE THE DEFINITION PAY PARTICULAR ATTENTION TO OR THE CENTER OR INTEREST. IT'S THE CENTER OF INTEREST OR ACTIVITY. YOU CAN'T DO BIG THINGS IF YOU'RE DISTRACTED BY SMALL THINGS. ALWAYS REMEMBER YOU'RE FOCUS DETERMINES YOUR REALITY AND THE FOCUS OF 2025 IS TO GIVE 100% OF OUR ATTENTION TO STUDENT SUCCESS IN THE PRESENT MOMENT. WITHOUT DISTRACTIONS. SO WHAT YOU HEAR, I KNOW, IS FOCUS, FOCUS, FOCUS.
AND SO THAT IS THE PURPOSE OF THIS MEETING IS TO KICK OFF OUR FOCUS FOR AND THE STRATEGIC PLAN AND PRIORITIES FOR THE NEXT FEW YEARS. SO THAT IS WHAT WE ARE DOING HERE THIS EVENING. SO WHAT YOU KNOW, EACH OF YOU BRINGS A PARTICULAR BACKGROUND, A PARTICULAR ROLE AND A PARTICULAR FOCUS. AND WE APPRECIATE YOUR LEADERSHIP AND WE ALL WANT TO WORK TOGETHER. I'M GOING TO ASK EVERYONE THIS EVENING TO BE PRESENT AND TO BE ENGAGED. I WANT THE EXECUTIVE TEAM MEMBERS TO HEAR ME SAY, AND ON BEHALF OF THE BOARD OF TRUSTEES, THAT WE WANT TO HEAR YOUR FEEDBACK, PLEASE, PLEASE DO GIVE US YOUR FEEDBACK. WE WANT TO HEAR YOUR OPINIONS. WE WANT TO HEAR YOUR PERSPECTIVES. WE WANT TO HEAR HOW THESE THINGS ARE GOING TO IMPACT YOU AND YOUR WORK. SO
[00:05:03]
SPEAK UP AND LET US KNOW. THAT'S WHY YOU'RE HERE. IF YOU NEED TO TAKE A BREAK, PLEASE DO TAKE CARE OF YOURSELF. IF YOU NEED TO TAKE A PHONE CALL, OR IF YOU NEED TO TAKE A TEXT, WE'RE JUST GOING TO ASK THAT YOU PLEASE STEP OUTSIDE OF THE ROOM SO THAT WE'RE NOT ALL DISTRACTED AND CAN STAY FOCUSED ON THE ACTIVITY AT HAND. I WANT TO ASK EVERYONE TO BE OPEN TO THE PROCESS. THE VISION AND PLANNING COMMITTEE HAS WORKED REALLY HARD TO PUT TOGETHER THIS PROCESS, SO THAT IT'S COLLABORATIVE AND EVERYONE CAN FEEL LIKE THAT. THEY HAVE SOME INPUT, SO LET'S RESPECT EACH OTHER'S OPINIONS AND PERSPECTIVES AND VIEWS AND BE OPEN TO THE PROCESS AND BE OPEN TO THOSE OPINIONS. I THINK THAT THAT'S IT FOR THIS. SO IS THIS MY IS THAT MY CLICKER FOR THE OKAY. YEAH. WE DISCUSSED THAT THE ROUND TABLE AND HOW WE NEED TO SUPPORT OKAY. SO. OKAY. SO YOU DON'T AS WE'RE DOING THE ACTIVITY. WHAT LONG IS SAYING IS THAT WE DON'T NEED TO USE OUR MICS. YEAH. SO WE ONLY THIS MIC FOR THOSE OF US WHO ARE PRESENTING. AND SO I DO WANT TO MAKE SURE LET ME DO THIS AT THE OUTSET. SO THE VISION AND PLANNING COMMITTEE CONSISTS OF MYSELF, THE CHAIR, TRUSTEE ANGIE HANNON AND TRUSTEE DOCTOR SHIRLEY ROSE GILLIAM. AND BETH MARTINEZ, AND OF COURSE, DOCTOR SMITH. SO THAT'S THE VISION AND PLANNING COMMITTEE AND TEAM. AND SO YOU WILL SEE EACH ONE OF US FROM THE VISION AND PLANNING COMMITTEE HAVE TAKEN A TABLE IN ORDER TO FACILITATE. SO THAT'S HOW WE'VE BROKEN IT UP. I DON'T SEE THIS WORKING. WAIT. TURN IT ON. YAY! TECHNOLOGY IS NOT MY FRIEND, RIGHT? LONG. OKAY, SO HERE ARE THE OBJECTIVES FOR THIS EVENING. YOU KNOW, WE HAVEN'T HAD AN OPPORTUNITY YET AS A BOARD TO COME TOGETHER. LET ME GRAB THIS PAPER REAL QUICK. WE HAVEN'T REALLY HAD AN OPPORTUNITY YET TO COME TOGETHER AS A TEAM TO DEVELOP BOARD PRIORITIES, WHICH IS WHAT'S GOING TO GOING TO BE TURNED INTO A STRATEGIC PLAN FOR US. AND SO THIS IS OUR OPPORTUNITY TO KIND OF KICK OFF THAT PROCESS. AND THIS IS THE FIRST STEP IN THE PROCESS. SO THE VISION AND PLANNING COMMITTEE HAS COME TOGETHER AND DONE A LITTLE BIT OF WORK. BUT REALLY THIS IS THE FIRST STEP IN THE PROCESS FOR THAT WORK. THIS IS GOING TO ULTIMATELY ESTABLISH THE DIRECTION OF FORT BEND ISD. SO THIS IS VERY IMPORTANT WORK. IT'S GOING TO ULTIMATELY GET DEVELOPED INTO A STRATEGIC PLAN.SO I WANTED TO SAY THAT AT THE OUTSET, THE OBJECTIVES FOR TONIGHT ARE TO NUMBER ONE, UNDERSTAND THE POLICIES THAT GUIDE THE VISION AND PLANNING PROCESS. NUMBER TWO, WE'RE GOING TO COME OUT OF HERE IDENTIFYING ONE, 2 OR 3 PRIORITIES THAT CAN GO BACK TO THE VISION AND PLANNING COMMITTEE AND THEN THIRDLY, WE WILL TALK ABOUT OR AGREE UPON THE NEXT STEPS AND STEPS IN THE PROCESS. SO THOSE ARE OUR OVERARCHING GOALS FOR THIS EVENING. SO WE'RE GOING TO START IN A FEW MINUTES TALKING SORT OF GIVING LIKE A HIGH LEVEL OF SOME OF THE POLICIES THAT GUIDE, WE PROMISE WE'RE NOT GOING TO SPEND A LOT OF TIME ON THAT AND, YOU KNOW, BORE YOU WITH A LOT OF POLICIES. BUT IT IS REALLY IMPORTANT THAT WE UNDERSTAND WHERE SORT OF WHAT GOVERNS THIS. SECONDLY, AFTER WE DO OUR ACTIVITIES AT OUR THREE TABLES, WE'RE GOING TO COME OUT OF EACH OF OUR GROUPS AND THEN SHARE OUT AND COLLECTIVELY COME OUT WITH AT LEAST, WELL, ONE, 2 OR 3. BUT MY GUESS IS AT LEAST THREE PRIORITIES THAT WILL THAT WE CAN TAKE FORWARD. AND THE VISION AND PLANNING COMMITTEE CAN DO SOME MORE WORK ON. AND THEN WE'LL COME BACK AND REFINE AND WORK SOME MORE IN DECEMBER ON THAT PART OF WHAT YOU'RE GOING TO BE CONSIDERING AS WE DO, THAT WILL BE VISION 2030 SURVEY INPUT, STUDENT ENGAGEMENT DATA AND DISTRICT CULTURE AND CLIMATE SURVEY DATA. SO WE'RE NOT GOING TO GO OVER THAT DATA SPECIFICALLY. BUT YOU DO HAVE COPIES. IS THAT ALL OF THAT, BETH? IS THAT THEIR SEAT OR JUST THE OKAY ONE PER TABLE. SO WE DO HAVE IT AT THE TABLE IF YOU NEED TO TAKE A LOOK AT IT AS YOU'RE DOING THE WORK. WE'RE NOT GOING TO GO INTO IT INTO DETAIL. BUT WE WANTED TO HAVE IT AVAILABLE FOR YOU IF YOU WANTED TO LOOK AT
[00:10:04]
IT. AND THEN WHAT WE'RE GOING TO DO AS PART OF OUR NEXT STEPS IS THE VISION AND PLANNING COMMITTEE WILL TAKE BACK THE WORK THAT WE DO HERE TONIGHT. WE WILL REFINE THAT. WE WILL COME BACK TOGETHER AND DO SOME MORE WORK SO THAT WE CAN GET TO SOME CONCRETE GOALS THAT WILL THEN BE TAKEN OUT TO GET SOME INPUT FROM STAKEHOLDER GROUPS SUCH AS THE CPAC, THE SHAC, THE DPAC, THE, YOU KNOW, ALL OF THESE, THESE VARIOUS STAKEHOLDER GROUPS AND THEN WE WILL COME TOGETHER AS A BOARD. IT WILL GO ON OUR AGENDA AND THE BOARD WILL VOTE ON THESE GOALS THAT WILL THEN BE TURNED INTO A STRATEGIC PLAN WITH OBJECTIVES AND KPIS. AND THAT TYPE OF THING. SO THAT SORT OF GIVES YOU THE KIND OF THE OVERALL VIEW OF THE OF THE THOUGHT PROCESS OF THE TRUSTEES AS WE WORK ON THIS, AS THE BOARD PRESIDENT, MY HOPE OR, OR EXPECTATION IS THAT THE BOARD WILL BE READY TO VOTE ON THESE IN THE FEBRUARY MARCH TIME FRAME. SO IF OUR SECOND TEAM BUILDING IS IN DECEMBER, THAT GIVES BETH AND THE ADMINISTRATION SOME TIME TO GET THAT STAKEHOLDER FEEDBACK. AND THEN, YOU KNOW, WE CAN IT CAN BE BROUGHT TO THE BOARD. THE BOARD CAN GIVE WHATEVER ADDITIONAL FEEDBACK AND THEN WE SHOULD BE READY TO GO FOR A VOTE. SO THAT'S THE HOPE. AND AS THE BOARD PRESIDENT THINKING ABOUT AGENDAS, THAT'S REALLY WHAT I'M DRIVING TOWARDS AT THIS TIME. OKAY. SO NEXT UP, WHAT WE WANTED TO DO WAS GIVE YOU GUYS A LITTLE SORT OF KICK OFF ACTIVITY AND YOU ALL SHOULD HAVE A LIST OF THE LEADERSHIP COMPETENCIES SITTING AT YOUR SEAT. AND THESE WERE DEVELOPED IN ORDER TO SET THE TONE FOR THE ENTIRE DISTRIC.EVERYONE IS EVALUATED ON LEADERSHIP COMPETENCIES BECAUSE AS A DISTRICT, WHAT WE WANT TO DO IS CULTIVATE LEADERS. AND THAT'S IN EVERY POSITION AND EVERY AREA OF THE ORGANIZATION.
SO WHAT WE THOUGHT MIGHT BE A GOOD IDEA TO SET THE TONE FOR THIS EVENING IS I'M GOING TO GIVE YOU ABOUT THREE MINUTES TO TAKE A LOOK AT THOSE LEADERSHIP COMPETENCIES, MAYBE READ WHAT'S UNDER EACH ONE OF THEM AND DETERMINE FOR YOURSELF WHAT COMPETENCY STANDS OUT AT YOU.
THIS EVENING THAT YOU CAN SELECT THAT YOU WOULD HOLD YOURSELF ACCOUNTABLE FOR AS YOU PARTICIPATE IN THIS GROUP. AND SO I'M GOING TO GIVE YOU A, FOR EXAMPLE, AND DO MY OWN. SO WHEN I LOOK AT THE LEADERSHIP COMPETENCIES I CIRCLED INNOVATO. AND THE REASON I CIRCLED INNOVATOR IS BECAUSE I'M SORT OF IN A UNIQUE POSITION. AND I THINK BETH IS AS WELL. AND THAT WE'VE DONE SOME OF THIS WORK PREVIOUSLY IN A PAST LIFE. AND SO WHAT I WANT TO MAKE SURE OF IS AND WHAT I WANT TO HOLD MYSELF ACCOUNTABLE FOR, IS GETTING OUT OF THE MINDSET OF THE PAST AND GETTING INTO THE MINDSET OF THE PRESENT AND THE FUTURE. SO WHEN I READ INNOVATOR AND I SEE NEW INSIGHTS INTO SITUATIONS AND I SEE CHALLENGES, CONVENTIONAL APPROACHES, AND I SEE POSITIVE CHANGE, I WANT TO HOLD MYSELF ACCOUNTABLE TO THINK OUTSIDE OF THE OUTSIDE OF THE EDUCATIONAL BOX OR THE PAST OR WHATEVER WE HAVE DONE PREVIOUSL, AND THINK IN THE FUTURE. SO TAKE JUST A COUPLE OF MINUTES AND LOOK AT THOSE AND CIRCLE ONE OR STAR ONE THAT YOU WANT TO HOLD YOURSELF ACCOUNTABLE TO. THIS EVENING.
OKAY. DOES ANYBODY WANT TO JUST SHARE ONE? ANGIE, I JUST COME. IN BECAUSE THEY WORK TOGETHER TO
[00:15:05]
HELP US DO THINGS. SO THAT'S GOOD. THAT'S A GOOD ONE. DOCTOR STEVENS, I FOLLOW AS WELL.THAT'S GOOD. ANYBODY ELSE? LET'S DO ONE MORE. CHIEF. RODGERS. OR IN A SEPARATE SILO? YEP. I HEARD THAT OVER AND OVER AGAIN. AND YOU CAN'T DO ANYTHING WITHOUT THE HELP OF THE REST OF YOU. SO.
THANK YOU VERY MUCH FOR YOUR COOPERATION. AND FOR EVERYTHING. THAT'S GOOD. SO Y'ALL ARE HIGH ACHIEVERS. Y'ALL GOT IT RIGHT OFF THE BAT. SO THAT'S GREAT. AND THOSE ARE THAT'S EXACTLY WHAT WE'RE TRYING TO GET TO THIS EVENING IN ORDER TO HELP GIVE THIS THE DISTRICT DIRECTION. SO WITH THAT IN MIND, YOU KNOW, CONTINUE TO REMIND YOURSELF THROUGHOUT THE PROCESS. YOU KNOW, WHAT WHAT IS YOUR LEADERSHIP COMPETENCY TONIGHT? WHAT ARE YOU GOING TO HOLD YOURSELF ACCOUNTABLE FOR AND DO SOME MAYBE PERSONAL CHECKS THROUGHOUT THE THROUGHOUT THE EVENING? OKAY. SO WE'RE GOING TO JUMP RIGHT INTO POLICY. FIRST OF ALL, IF ANYONE WOULD LIKE YOU DON'T HAVE THESE POLICIES AT YOUR SEAT. WE ASSUMED EVERYONE EITHER KNOWS THEM OR YOU CAN VERY EASILY GET TO THEM ON YOUR ELECTRONIC DEVICE. SO I'M GOING TO PAUSE FOR JUST A SECOND. AND IF ANYONE WANTS TO PULL UP THE POLICY PAGE AND GET TO THE POLICY SO YOU CAN READ ALONG, I'M GOING TO BE STARTING WITH A LOCAL AND YOU CAN GET THAT, GET THAT PULLED UP. AND THEN AS EACH TRUSTEE COMES UP, MISS HANNAN WILL BE NEXT. AND THEN DOCTOR GILLIAM I'M JUST GOING TO CALL Y'ALL ANGIE AND SHIRLEY TONIGHT. RIGHT. WE'RE JUST VERY, VERY INFORMAL TONIGHT. Y'ALL CAN JUST COME UP AND THEY'LL TELL YOU WHAT THEY'RE GOING TO DO NEXT. AND YOU GUYS CAN LOOK IT UP FROM THERE. OKAY. SO THIS ECHO LOCAL IS OUR EDUCATIONAL PHILOSOPHY. SO IT IS BASICALLY THE FOUNDATIONAL GOVERNING POLICY FOR THIS VISION AND PLANNING WORK OKAY. SO EVERYTHING YOU SEE ON THIS DOCUMENT AND THIS DOCUMENT IS AT YOUR SEAT. THIS IS THE CORE BELIEFS AND COMMITMENTS, MISSION AND VISION PROFILE OF OUR GRADUATE AND DISTRICT GOALS. EVERYBODY HAS THIS ONE SHEET AT YOUR PLACE. AND SO EVERYTHING THAT'S ON THIS SHEET IS IN POLICY. ECHO LOCAL.
AND SO IF YOU LOOK AT ECHO LOCAL YOU KNOW THE PURPOSE IS IN THER, WHICH IS, YOU KNOW, HONORING THE MISSION VISION AND CORE BELIEFS WHILE MEETING THE DISTRICT GOALS AND EFFECTIVE CHANGE MANAGEMENT.
SO THOSE ARE THE THINGS I HIGHLIGHTED. AND YOU HAVE THE ENTIRE PURPOSE WRITTEN OUT THERE. BUT I HIGHLIGHTED THOSE THINGS BECAUSE THE MISSION, VISION AND CORE BELIEFS ARE WHAT GIVE US DIRECTION, RIGHT? IT'S WHAT BASICALLY ESTABLISHES THAT FOUNDATION. AND THEN MEETING THE DISTRICT GOALS. AND THAT'S WHAT WE'RE GOING TO BE WORKING ON. YOU'LL SEE IT AT THE BOTTOM OF YOUR SHEET HERE. THAT'S BASICALLY WHAT WE'RE WORKING ON STARTING TONIGHT. AND THEN THROUGH EFFECTIVE CHANGE MANAGEMENT AND CONTINUOUS IMPROVEMENT. SO EFFECTIVE CHANGE MANAGEMENT IS REALLY IMPORTANT. AND THOSE OF YOU GUYS WHO ARE LEADERS IN EDUCATION YOU UNDERSTAND THAT RIGHT? EVERY TIME YOU GET A NEW SUPERINTENDENT, EVERY TIME YOU GET A NEW BOARD, RIGHT, YOU'VE GOT YOU'VE GOT A LOT OF CHANGE HAPPENING. AND SO EFFECTIVE CHANGE MANAGEMENT IS REALLY IMPORTANT. SO WE DO NEED TO KEEP THAT IN MIND BECAUSE AS WE'RE CHANGING WE HAVE TO MAKE SURE THAT WE'RE BRINGING EVERYBODY ALONG WITH US. AND SO YOU GUYS, ESPECIALLY THE EXECUTIVE TEAM, AS YOU'RE GOING THROUGH THIS PROCESS, I'M GOING TO CHALLENGE YOU A LITTLE BIT TO THINK, OKAY, REGARDLESS OF WHAT THE OUTCOME IS HERE IN SETTING OUR PRIORITIES AND OUR GOALS, HOW ARE YOU WITHIN YOUR ROLE AND WITHIN YOUR DEPARTMENTS GOING TO HELP BRING PEOPLE ALONG WITH US? WHAT IS THAT GOING TO TAKE FROM YOU AS A LEADER? AND I THINK THAT'S WHAT'S GOING TO HELP US BE SUCCESSFUL AT THE END OF THIS PROCESS. SO AND THEN OF COURSE, CONTINUOUS IMPROVEMENT, RIGHT. THAT'S WHAT WE'RE ALWAYS ABOUT. WE'RE THERE ARE ALWAYS WAYS WE CAN GET BETTER AND WE'RE ALWAYS TRYING TO DO THAT. SO THE NEXT THING AFTER THE MISSION AND VISION ARE THE FOUNDATIONAL OPERATIONAL PRINCIPLES. SO FOUNDATIONAL PRINCIPLES ARE A SET OF VALUES THAT ESTABLISH A FRAMEWORK FOR DECISION MAKING. RIGHT. IT'S EXPECTED BEHAVIOR.
IT'S THE BROAD PHILOSOPHY AND THEN IF YOU TURN OVER AND YOU LOOK AT THE PROFILE OF A GRADUATE, BECAUSE THE PROFILE OF A GRADUATE, RIGHT? IS, IS BASICALLY THIS IS THE FRAMEWORK THAT GUIDES DISTRICT PLANNING. SO WHEN THIS WAS PUT IN PLACE, THIS WAS THE COLLECTION OF
[00:20:05]
PRINCIPLES AND PRACTICES THAT SET THE DIRECTION. IT WAS THE WE'RE GOING TO BEGIN WITH THE END IN MIND. WHAT DO WE WANT? OUR CORE BUSINESS IS TEACHING AND LEARNING. RIGHT. AND SO WHAT WHAT DO WE WANT OUR STUDENTS TO KNOW AT THE END? SO THAT'S IN A NUTSHELL. WHAT WHAT A LOCAL DEFINES ON TOP OF THAT, IT HAS THE CORE BELIEFS AND COMMITMENTS AND THE CORE BELIEFS AND COMMITMENTS TEND TO GIVE SOME DIRECTION TO THE GOALS DOWN HERE AT THE BOTTOM. SO WHAT WE'RE WORKING ON TONIGHT, JUST TO KIND OF NARROW IT DOWN FOR YOU, IS WE'RE GOING TO COME OUT WITH SOME PRIORITIES THAT WILL ALLOW US TO DEVELOP BOARD GOALS THAT WILL THAT YOU GUYS, THE DISTRICT, THE ADMINISTRATION CAN TAKE AND DEVELOP INTO A STRATEGIC PLAN. SO ONCE YOU GET THE BOARD GOALS, THEN YOU GUYS WILL SET THE OBJECTIVES, THE KPIS THAT WILL DRIVE THE DISTRICT IMPROVEMENT PLANS, THE CAMPUS IMPROVEMENT PLANS. OKAY. AND SO ONE OF THE OTHER THINGS, OR THE LAST THING I REALLY WANTED TO POINT OUT ABOUT THIS POLICY IS THAT THOSE FOUNDATIONAL PRINCIPLES THERE ARE REALLY ONLY TWO. ONE OF THEM, WHICH IS ACTUALLY NUMBER TWO IS LEADERSHIP DEVELOPMENT. AND SO I WANTED TO BRING US BACK TO THE ORIGINAL ACTIVITY THAT WE DID. RIGHT. WE'RE DEVELOPING LEADERS IN THIS DISTRICT REGARDLESS OF THE POSITION WE WANT STUDENT LEADERS. WE WANT STAFF LEADERS. AND SO LEADERSHIP DEVELOPMENT IS ALWAYS GOING TO BE ONE OF THOSE FOUNDATIONAL PRINCIPLES, AND WE NEED TO KEEP THAT IN MIND. IN ADDITION TO SORT OF OUR CORE BUSINESS, WHICH IS THAT UNBIASED, ALIGNED, WRITTEN, TAUGHT, TESTED AND RELEVANT CURRICULUM. RIGHT. SO THOSE ARE OUR TWO FOUNDATIONAL PRINCIPLES. AND OUT OF THAT, WE ARE GOING TO BE ABLE TO DEVELOP THE BOARD GOALS THAT WILL COME OUT OF THE WORK TONIGHT. SO THAT JUST GIVES YOU SORT OF AN UMBRELLA OVERARCHING VIEW OF OUR GOALS TONIGHT. AND I'M GOING TO TURN IT OVER TO ANGIE. AND SHE'S SHE AND SHIRLEY ARE NEXT GOING TO WALK YOU THROUGH JUST A COUPLE MORE POLICIES SO WE CAN GET A FOUNDATION BEFORE WE MOVE ON. AND THAT SHOULD BE WORKING NOW. THANK YOU KRISTEN. AND I WANT TO I'M GOING TO GO BACK HERE. I WANT TO REITERATE WHAT KRISTEN SAID ABOUT WE HOPE THAT EVERYONE REALLY ENGAGES TONIGHT BECAUSE WE RESPECT YOUR INPUT.WE KNOW THAT THE LEVEL OF EXPERTISE YOU HAVE EXCEEDS WHAT WE HAVE, AND WE REALLY DO CHERISH THE INPUT THAT YOU GIVE US TONIGHT. IT'S VERY HELPFUL. SO I'M GOING TO I'M GOING TO ASK WE DID NOT GIVE YOU THESE ON PURPOSE, BUT I KNOW SOME OF YOU MIGHT BE LOOKING ON YOUR DEVICE, BUT YOU HAVE YOUR COMPETENCIES AND YOU CHOSE WHICH WHICH LITTLE ASPECT YOU WERE GOING TO BE. BUT I WANT YOU TO USE THE BACK OF THIS FOR, FOR THE FIRST POLICY. I'M GOING TO GO OVER AND I'M GOING TO SAY, THIS IS NOT BDD, THIS IS BBD. AND SOME OF YOU HEAR ME TALK ABOUT MY SLOW READING. WELL, YOU CAN ALSO SEE THAT I ALSO HAVE SOME SOME PROBLEMS WITH GETTING THE RIGHT LETTERS ON THE PAGE. SO THE ONE THAT I'M GOING TO TALK ABOUT IS I'M ACTUALLY NOT EVEN GOING TO TALK ABOUT LEGAL OR LOCAL. I'M GOING TO TALK ABOUT THE EXHIBIT FOR BBD. AND THE REASON I'M DOING THAT IS BECAUSE IT COVERS THE FRAMEWORK FOR BOARD DEVELOPMENT. AND ALL I'M GOING TO ASK YOU TO DO IS MAYBE WRITE DOWN SOME KEY WORDS THAT I GO OVER. AND THERE ARE SEVERAL ASPECTS TO THE FRAMEWORK FOR BOARD DEVELOPMENT THAT COMES DIRECTLY FROM THE EDUCATION CODE. AND IT'S 4.001. THERE WILL NOT BE A TEST ON THAT NUMBER LATER, BUT IT HAS SEVERAL DIFFERENT ASPECTS. BUT THE TWO I FOCUSED ON BECAUSE OF WHAT WE'RE DOING TONIGHT IS VISION AND GOALS. AND SOME OF THE BULLETS THAT GO UNDER THIS. ONE OF THEM READS THAT THE BOARD ADOPTS A SHARED VISION THAT INCORPORATES INPUT FROM THE COMMUNITY TO REFLECT LOCAL ASPIRATIONS AS WELL AS PRESENT AND FUTURE NEEDS FOR CHILDREN. AND YOU SAW THAT THAT WAS THE THIRD GOAL THAT KRISTEN TALKED ABOUT TONIGHT IS THAT ONCE WE IDENTIFY, HOPEFULLY THOSE THREE PRIORITIES, THAT WILL BE OUR NEXT STEP IS TO CONTINUE AND LOOK TOWARDS OUR COMMUNITY. FOR ADDITIONAL INFORMATION. ONE OF THE BULLETS UNDER VISION AND GOALS IN THE FRAMEWORK READS, ADOPTS A REASONABLE NUMBER OF SPECIFIC, QUANTIFIABLE, RESEARCH BASED AND TIME BOUND GOALS THAT ALIGN WITH STATE LAW AND ARE DEVELOPED WITH COMMUNITY INPUT AND SUPPORT. THE VISION TO IMPROVE STUDENT OUTCOMES, AND SOME OF THESE ARE MORE MAYBE ABOUT THE DISTRICT STRATEGIC PLAN OR CAMPUS IMPROVEMENT PLANS. BUT THESE ARE STILL SOME GUIDING POLICIES THAT THAT WE SHOULD BE THINKING OF.
[00:25:03]
THE LAST ONE UNDER VISION AND GOALS, SAYS, USES THE VISION AND GOALS TO DRIVE ALL DELIBERATIONS, DECISIONS AND ACTIONS. AND SO THAT'S WHAT WE'RE TRYING TO DO HERE IN POLICY. SO IS EVEN GUIDING US TO FUNNEL DOWN, MAKE YOUR PRIORITIES. WHAT ARE THOSE. AND THEN AND THEN, YOU KNOW, DO SOME HYPER FOCUS ON THOSE. THE OTHER ONE THAT I WANTED TO FOCUS ON WITHIN THIS FRAMEWORK IS SYNERGY. AND TEAMWORK. AND I'M NOT GOING TO READ THEM ALL. BUT ONE OF THE BULLETS SAYS RECOGNIZES EACH INDIVIDUAL'S TRUSTEE TRUSTEES DUTY AS A TRUSTEE AND FIDUCIARY FOR THE ENTIRE DISTRICT. SO AS WE'RE THINKING ABOUT GOALS AND PRIORITIES, THAT'S IMPORTANT. THERE'S ANOTHER ONE THAT SAYS REMAINS FOCUSED ON ITS GOALS AND PRIORITY, AS OPPOSED TO INDIVIDUAL AGENDAS SEPARATE AND APART FROM THE SHARED VISION.AND I THINK THAT THAT IS REALLY, REALLY IMPORTANT, WHICH IS WHY THE PLANNING AND VISION AND PLANNING COMMITTEE WE CAME UP WITH, I KNOW THAT'S HARD AND IT'S GOING TO BE CHALLENGING TO COME UP WITH THREE PRIORITIES. BUT WHEN WE ARE ALL HEADING IN THE RIGHT DIRECTION AND NOT IN DIFFERENT DIRECTIONS WITH OUR OWN AGENDA, I THINK WE'RE GOING TO GET LOTS OF THINGS DONE ANNUALLY. EVALUATE EVALUATES ITS PERFORMANCE AS A TEAM WITH ATTENTION TO THE DISTRICT'S VISION AND GOALS. AND THEN THE LAST ONE I'M GOING TO SHARE IS, IT SAYS, DEVELOPS TEAMWORK, PROBLEM SOLVING, AND DECISION MAKING SKILLS AS A TEAM WITH ITS SUPERINTENDENT. AND SO I KNOW THAT THE E TEAM WORKS SO CLOSELY. I FEEL LIKE, YOU KNOW, YOU'RE AN EXTENSION OF THE SUPERINTENDENT. AND SO THAT IS WHY WE'RE HERE ALL TOGETHER TONIGHT. AND SO I'M, I, I PUT THESE ACTUALLY ON THE SLIDES IN THE ORDER THAT YOU SEE THEM IN THE POLICY ONLINE. SO I'M GOING TO CALL SHIRLEY UP. SHE'S GOING TO DO THE NEXT THREE OVERVIEW. AND THEN I'LL COME UP AND DO BQ BQ AA AT THE END. AND REMEMBER ONE OF YOUR GOALS IS TO BE ABLE TO KNOW SOMETHING ABOUT ONE OF THESE POLICIES. SO HOPEFULLY IF YOU TOOK NOTES THEN YOU JUST GET TO CHEAT OFF YOUR NOTES. I YOU WANT ME TO BE YOUR CLICKER LADY I DO OKAY. I DON'T WANT TO SIT HERE. I'LL BE THE CLICKER LADY.
THANK YOU. APPRECIATE IT. HELLO. HOW ARE Y'ALL DOING TONIGHT? Y'ALL DOING ALL RIGHT? HELLO.
HELLO. ALL RIGHT. I GET TO TALK ABOUT POLICY, BUT IT'S ALL HERE. SO WE'RE GOING TO READ. AND THEN IF YOU WOULD LIKE TO READ WITH ME, PLEASE RAISE YOUR HAND. IF NOT, I'M GOING TO CALL YOU. AND THEN THAT'S IT. THAT'S IT. SHE HAS HER. SHE ACTUALLY, I DO HAVE NAMES. OKAY, AM I READY? AM I DOING THIS OKAY, HERE WE GO AT A GLANCE. VISION AND PLANNING. GUIDING POLICIES BGA, LEGAL SUPERINTENDENT QUALIFICATIONS AND DUTIES A BOARD AND A SUPERINTENDENT SHALL WORK TOGETHER TO ADVOCATE FOR THE HIGH ACHIEVEMENT OF ALL DISTRICT STUDENTS. MISS BROWN, KATHLEEN, CAN YOU DO THE NEXT THREE BULLETS, PLEASE? YES. CREATE AND SUPPORT CONNECTIONS AND COMMUNITY ORGANIZATIONS TO PROVIDE COMMUNITY WIDE SUPPORT FOR THE HIGHEST ACHIEVEMENT OF ALL STUDENTS. PROVIDES EDUCATIONAL LEADERSHIP FOR INDUSTRY AND COMMUNITY FOR THE DEVELOPMENT OF DISTRICT HEATING AND LONG TERM EMPLOYMENT. OH, YOU SAID DON'T TALK TO ME. OKAY, OKAY. YES, SIR. ESTABLISHED DISTRICT WIDE POLICIES AND ANNUAL GOALS THAT ARE TIED DIRECTLY TO THE DISTRICT'S VISION STATEMENT AND LONG RANGE EDUCATIONAL PLAN. THANK YOU.
SUPPORT THE PROFESSIONAL DEVELOPMENT OF PRINCIPALS, TEACHERS AND OTHER STAFF AND PERIODICALLY EVALUATE BOARD AND SUPERINTENDENT LEADERSHIP, GOVERNANCE AND TEAMWORK. AND NOW WE ARE GOING TO LOOK AT B, Q LOCAL PLANNING AND DECISION MAKING. BETH MARTINEZ, HOW ABOUT YOU TAKING THAT FIRST TWO FOR ME? SHE'S LIKE, WHY ARE YOU CALLING ME? THEORY OF ACTION.
THE DISTRICT BELIEVES THAT WHEN WE PARTNER WITH OUR STUDENTS, PARENTS, GUARDIANS, COMMUNITY AND TEACHERS TO ADVANCE THE DISTRICT'S STRATEGIC PLAN, SORRY, DISTRICT STRATEGIC DIRECTION. AND WHEN WE ENGAGE CAMPUS AND DISTRICT LEADERS, THE SUPERINTENDENT AND THE BOARD IN SETTING THE LEAD SETTING AND LEADING THE STRATEGIC DIRECTION OF THE DISTRICT. AND WHEN WE ALIGN DISTRICT AND CAMPUS PLANNING EFFORTS WITH THE BOARD GOVERNING PRINCIPLES, THEN FORT BEND ISD WILL PROVIDE AN EDUCATIONAL SYSTEM THAT ENABLES ALL STUDENTS TO REACH THEIR FULL POTENTIAL. FANTASTIC. THANK YOU SO MUCH. CHASTITY. WILL YOU PICK IT UP, PLEASE? OH, YEAH. BECAUSE YOU CAN DO THIS. THANK YOU. STRATEGIC PLANNING AND KEY DRIVERS INCLUDE POLICY PROFILE OF A GRADUATE CULTURE. CULTURAL COMPETENCE, LEADERSHIP AND ALIGNED RESOURCES. FANTASTIC.
[00:30:06]
AND WE'RE GOING TO ALL SAY THOSE TOGETHER. AFTER I SAY POLICY I'D LIKE FOR YOU TO SAY POLICY POLICY, POLICY PROFILE OF A GRADUATE PROFILE OF GRADUATE CULTURE. CULTURE, CULTURAL COMPETENCE, CULTURAL COMPETENCE, LEADERSHIP, LEADERSHIP AND ALIGNED RESOURCES. THANK YOU.AND DO WE HAVE ONE MORE? THAT'S THE LAST ONE. THAT'S THE LAST ONE. PHILOSOPHY. THE CULTURE THAT EMBRACES CARE, RESPECT AND SAFETY. IN ADDITION, A CULTURE OF TRUTH TELLING THROUGH AN HONEST FEEDBACK LOOP MUST BE ASSOCIATED WITH STRATEGIC PLANNING AND DECISION MAKING IN ORDER TO TELL A COMPREHENSIVE STORY RELATED TO DISTRICT PROGRESS. THE DEVELOPMENT OF THE WHOLE CHILD, AND THE DEVELOPMENT OF THE WHOLE CHILD AND STUDENT ACHIEVEMENT. FURTHER, THE BOARD BELIEVES IN THE IMPORTANCE OF THE DISTRICT PARTNERING WITH STAKEHOLDERS FOR INPUT IN THE PLANNING AND DECISION MAKING PROCESS IN ORDER TO PROMOTE STUDENT GROWTH AND CONTINUOUS IMPROVEMENT OF DISTRICT OPERATIONS. TO ACHIEVE THE DISTRICT MISSION, VISION AND GOALS. HAVE I COMPLETED? THANK YOU. MAY I HEAR A SOUND PLEASE? CLAPPING. THANK. THANK YOU.
SHIRLEY. AND I KNOW THAT ALL OF YOU KNOW THERE ARE MORE IN IN ESPECIALLY THE B SERIES THAT GUIDE VISION AND PLANNING. BUT THIS IS THE LAST ONE AND IT'S THE ROLE OF EVALUATION. AND I BELIEVE BCAR IS ACTUALLY A SPECIAL LOCAL POLICY THAT DOESN'T HAVE A LEGAL PIECE TO IT, BECAUSE FORT BEND PUTS VALUE IN EVALUATING THEIR PROGRAMS AND SO AS WE'RE THINKING ABOUT PRIORITIES, THOSE PRIORITIES THAT WE COME UP WITH TONIGHT AND DO SOME ADDITIONAL WORK BEFORE THEY COME TO THE BOARD IN FEBRUARY OR MARCH, PROBABLY SHOULD BE GUIDING FACTORS IN FUTURE EVALUATIONS. AND SO I JUST WANTED TO POINT OUT THE TWO TYPES OF PROGRAMS THAT THAT THE DISTRICT WANTS TO EVALUATE AND LOOK AT CAREFULLY ARE ALL OF OUR INSTRUCTIONAL PROGRAMS AND ALL OF OUR DISTRICT SUPPORT PROGRAMS. SO THAT COVERS A VERY WIDE UMBRELLA AND PROBABLY COVERS EVERY SINGLE DEPARTMENT OF THE E TEAM THAT'S IN HERE. BUT WE WANT TO MAKE SURE NOT ONLY ARE WE COMING UP WITH PRIORITIES, BECAUSE IT DOESN'T DO ANY GOOD TO HAVE A PRIORITY OR AN OBJECTIVE THAT YOU'RE NOT LOOKING AT THE RESULTS. RIGHT. AND SO WE JUST WANTED TO GIVE YOU THAT 30,000 VIEW OF SOME OF THE POLICIES THAT GOVERN WHAT WE'RE WHAT WE'RE FOCUSING ON AND WORKING TOWARD TONIGHT. AND I APPRECIATE KRISTEN AND SHIRLEY HELPING WITH THAT. SO NOW HERE IS YOUR ASSESSMENT. THIS YOU'RE GOING TO HAVE TO HAVE AN EXIT TICKET TO LEAVE TONIGHT. OR YOU HAVE TO STAY FOREVER AND EVER. SO ALL WE WANT YOU TO DO IS JUST SAY SOMETHING. SO WITH 1 OR 2 PEOPLE AT YOUR TABLE, NAME AT LEAST ONE POLICY THAT WE REVIEWED TONIGHT AND SHARE HOW THAT POLICY PROVIDES DIRECTION FOR THE BOARD AND FOR YOU AND FOR ALL OF US WORKING IN FORT BEND ISD. SO TAKE TWO MINUTES. AND. SO.
THAT. OPENS A LOT OF THE. IMPORTANT.
THAT WE'RE TALKING ABOUT. AND IT WAS. IT WAS. HOW MANY?
[00:35:30]
OF THE THINGS THAT. YOU.THAT YOU HAVE. ONE MORE THING. OKAY? OKAY. NO. YEAH. AND YOU CAN COME UP AND SO I WANT YOU TO GIVE A THUMBS UP TO SOMEBODY AT THE TABLE THAT SHARED AND REACHED THEIR GOAL. THEY WERE ABLE TO MAYBE THEY COULDN'T NAME THE POLICY, BUT THEY COULD NAME THE GIST OF THE POLICY. I TOLD YOU, OH, THEN EVERYBODY GETS EVERYBODY GETS A BIG OLD THUMBS UP. SO GO AHEAD AND THEN I'LL.
YEAH. SO ONE THING THAT I FORGOT TO SAY AND ANGIE KIND OF SHE MENTIONED THIS IS THAT WHEN WE COME OUT OF THIS WORK, YOU KNOW, AT THE END OF THE PROCESS, IF THERE ARE POLICIES THAT NEED UPDATING BASED ON OUR WORK, THEN THAT'S DEFINITELY SOMETHING THAT WE'LL BE SENDING BACK TO THE POLICY COMMITTEE TO WORK ON. SO I DON'T WANT ANYBODY TO FEEL LIKE THAT. I MEAN, THESE GOVERNING POLICIES DEFINITELY PROVIDE THAT GUIDANCE. AND BUT IF WE GET TO THE END OF THIS AND WE SAY, YOU KNOW, THIS, THIS KIND OF DOESN'T FIT US ANYMORE, OR WE SEE SOMETHING THAT COULD BE CHANGED IN THE THEN THEN WE DON'T, I WANT EVERYBODY TO FEEL COMFORTABLE MAKING THOSE STATEMENTS AND GIVING THOSE OPINIONS, AND THEN WE'LL SEND IT BACK TO THE POLICY COMMITTEE TO WORK ON, AND THE BOARD CAN DECIDE, HEY, YES, THIS IS THE DIRECTION WE WANT TO GO OR NO, IT'S NOT. SO I WANTED TO PUT THAT OUT THERE. THE OTHER PIECE OF IT, AND SHE MENTIONED THIS TOO, IS THAT THIS IS GOING TO PROVIDE US DIRECTION FOR THE EVALUATIONS AND NOT JUST THE SUPERINTENDENT'S EVALUATION, BUT THE BOARD'S EVALUATION, BECAUSE WE HAVE TO HOLD OURSELVES ACCOUNTABLE ALSO. AND WE TALKED ABOUT THAT IN SOME OF THE POLICY THAT WAS PRESENTED. SO I JUST WANTED TO YOU GUYS TO HEAR ME SAY THAT. SO OKAY. AND SO WE'RE GOING TO TAKE A BREAK SINCE EVERYONE HAD THEIR THEIR DINNER AND MAY WANT TO GO STRETCH YOUR LEGS. BUT BEFORE YOU DO EVERYONE HAS TO HAS TO READ ALOUD THIS QUOTE. ARE YOU READY? I'LL START. YOU READ WITH ME. IDEAS ARE EASY. EXECUTION IS EVERYTHING. IT TAKES A TEAM TO WIN. AND SO I'M REALLY EXCITED THAT THIS TEAM IS HERE TONIGHT. AND I AM ALSO VERY EXCITED THAT I GOT TO READ THE TWO BOOKS THAT EVERYBODY READ IN HERE. I HOPE YOU READ THEM. I'M GOING TO ASK YOU PRIVATELY IF YOU ACTUALLY READ THEM LATER AND HOLD YOU ACCOUNTABLE. ANYWAY, LET'S TAKE WHAT WAS OUR BREAK, HOW LONG WAS OUR BREAK? TEN MINUTE BREAK. SO WE'RE GOING TO BE BACK AT 654. NO, THAT'S ONLY IS THAT TEN MINUTES. THAT'S TEN MINUTES OKAY. ROLL UP YOUR SLEEVES AND WORK OKAY. SO THIS IS WHERE THE RUBBER MEETS THE ROAD. I THINK YOU'RE ALREADY IN YOUR GROUP. SO WE CAN WE CAN SKIP THAT ONE. I'M WHAT'S GOING TO HAPPEN. AND I THINK YOU GUYS ALL KIND OF HAVE A SENSE OF WHAT MIGHT HAPPEN. BUT YOU HAVE SOME THINGS ON YOUR TABLE. SO WE ARE AT ONE POINT HERE IN A LITTLE BIT. WE'RE GOING TO NEED SOME SPACE ON YOUR TABLE FOR A MATRIX. YOU DON'T HAVE TO CLEAR IT NOW, BUT I JUST WANT YOU TO KNOW BECAUSE THESE ARE SOME ITEMS THAT YOU'RE GOING TO HAVE ON YOUR TABLE THAT ARE GOING TO HELP YOU THROUGH THE NEXT. AND YOU KNOW WHAT? WE ALWAYS SHOOT TO END EARLY. THAT'S THAT'S THE SIGN OF SUCCESS IS TO END EARLY. AND SO YOU'VE GOT SORT OF A SHEET THAT LOOKS LIKE THIS. AND IT'S REALLY THE, THE ACTIVITIES THAT WE'RE GOING TO GO TO, TO LAND ON THOSE THREE PRIORITIES TONIGHT. THE OTHER THING, YOU HAVE A STATE ACCOUNTABILITY MEASURES. OH YES. IT'S A STAPLED PAGE. AND IT'S ON THE SECOND PAGE OF THE STAPLED PAGES. AND SO YOUR TABLE FACILITATOR WILL HELP YOU THROUGH THAT. AND BETH HAS BEEN VERY GRACIOUS AND HELPED US A LOT. AND SHE MIGHT BE ROTATING THROUGH THE TABLES TO HELP A
[00:40:01]
LITTLE BIT. AND SO YOU'RE GOING TO BE PATIENT WITH THE PLANNING AND VISION COMMITTEE AS WE FACILITATE THESE. SO YOU ALSO HAVE A LAMINATED SHEET. CAN SOMEBODY HOLD UP THAT LAMINATED SHEET I DIDN'T BRING IT UP. SO WHAT THIS IS JUST SO YOU KNOW ON THE FRONT AND BACK WHEN WE TALK ABOUT PRIORITIES TONIGHT, THESE ARE A LOT OF PRIORITIES. BUT WE DON'T HAVE A CHOICE. RIGHT. AND SO THESE ARE STATE AND FEDERAL PRIORITIES. SO THESE WILL NOT BE CONSIDERED. SO MAYBE IF SOMEBODY WOULD BE LIKE THE JOB THAT WILL BE YOUR JOB RESPONSIBILITY. IF THAT COMES UP IN DISCUSSION YOU CAN GO WELL YOU KNOW WHAT. THAT'S REALLY A FEDERAL. THAT'S ALREADY A PRIORITY OR IT'S A STATE PRIORITY. THAT WOULD BE HELPFUL. THE OTHER THING WE'RE GOING TO HAVE, YOU HAVE EVERYBODY'S GOING TO HAVE A PARKING LOT. SO WHEN YOU COME TO A POINT TONIGHT WHEN WE'RE LOOKING THROUGH PRIORITIES AND YOU'RE NOT SURE WHERE IT FITS HOW IT GOES OR YOU THINK IT NEEDS MORE DISCUSSION, WE REALLY WANT YOU TO USE THE PARKING LOT. AND THEN ONE OF SORT OF THE CULMINATING EXPERIENCES, WE'RE GOING TO HAVE THIS PRIORITY MATRIX WHERE WE'RE GOING TO REALLY TALK ABOUT THE LEVEL OF URGENCY. WE THINK A CERTAIN PRIORITY IS VERSUS THE LEVEL OF IMPACT. AND SO YOU'LL JUST USE THAT TO WALK THROUGH THERE. SO LET'S WALK THROUGH THIS VERY QUICKLY. OH THE ONE THING I DO WANT TO SAY WE DID NOT. SO THE PLANNING AND VISION AND PLANNING COMMITTEE, WE DID NOT SEE THESE UNTIL WE SAT DOWN AT THE TABLE. SO YOU HAVE A LIST. I NOTICE THERE ARE 67 PRIORITIES. AND I JUST WANT YOU TO KNOW HOW THAT CAME TO BE. AND SO THE VISION AND PLANNING COMMITTEE, WE DID TAKE DOCTOR SMITH'S TEN VISION AND PLANNING, NOT VISION AND PLANNING HIS PRIORITIES. THEY ARE IN HERE SOMEWHERE, BUT THEY'RE IN ALPHA ORDER.ACCORDING TO THE FIRST LETTER. SO THEY'RE IN NO PARTICULAR ORDER. BUT WE INVITED THE FULL BOARD TO SEND NO MORE THAN TEN PRIORITIES. AND SO THAT IS WHAT IS REFLECTED HERE. THEY ARE IN NO PARTICULAR ORDER. THEY'RE JUST ALPHABETIZED THAT WAY. AND WE APPRECIATE BETH AND HER STAFF FOR DOING THAT. SO WE HAVE NOT SEEN THIS EITHER. AND SO WHAT WE'RE GOING TO DO AND AGAIN HERE, HERE ARE THE DIRECTIONS. AND THE FACILITATOR WILL HELP. SO OUR FIRST STEP I'M GOING TO JUST WALK THROUGH OUR FIRST STEP TONIGHT IS THIS DOCUMENT WAS 67 PRIORITIES. WE'RE GOING TO ASK THAT YOU READ IT INDEPENDENTLY BY YOURSELF. AND AS WHICH THOSE ARE SYNONYMS. BUT JUST WANTED TO MAKE SURE I WAS AN ESL TEACHER. SO YOU SAY IT AT LEAST FIVE DIFFERENT TIMES. FIVE DIFFERENT WAYS. AND AS YOU GO THROUGH, WE WANT YOU TO THINK OF CATEGORIES. THIS IS INDEPENDENTLY. IF I HAD TO NAME ONLY FIVE CATEGORIES THAT THESE THINGS WOULD FIT INTO, AND SORT OF MAYBE JUST DOCUMENT THAT SOMEWHERE ON THE PAPER. SO EITHER DO IT AS YOU'RE READING OR AFTER YOU READ, GO BACK SOMEWHERE ON THIS PAPER JUST NAME FIVE CATEGORIES. SO IT MIGHT BE TECHNOLOGY, CULTURE, COMMUNICATION, STAFF DEVELOPMENT. I DON'T I DON'T KNOW WHAT YOUR CATEGORIES ARE GOING TO BE, BUT THAT'S WHAT I'M REFERRING TO. ONCE WE FINISH THAT FIRST ACTIVITY EXCUSE ME.
THEN YOU'RE GOING TO WORK WITH YOUR GROUP AND YOU'RE GOING TO CREATE NO MORE THAN FIVE GROUP CATEGORIES. SO YOU'RE GOING TO HAVE TO KIND OF COME TO US. YOU DON'T HAVE TO HAVE FIVE, BUT NO MORE THAN FIVE. YOU'RE GOING TO BE COMING TO CONSENSUS ON YOUR CATEGORIES THAT YOU THAT YOU WANT TO BE AND YOU'RE GOING TO ALSO, THERE ARE SOME THERE ARE THERE ARE VERSIONS OF THE 67 PRIORITIES, AND THEY ARE CUT AND THEY ARE IN AN ENVELOPE. CAN YOU GUYS HOLD THAT UP IF YOU KNOW WHERE IT IS? SO WE KNOW WHERE IT IS? OKAY. SO ONCE YOU HAVE SORT OF CHOSEN YOUR CATEGORIES, IF YOU WILL JUST SELECT SOMEONE WHO MIGHT BE THE READER AND SO YOU'RE GOING TO BE YOU'RE GOING TO BE LIKE, OKAY, NUMBER ONE SAYS ONE ON ONE TECHNOLOGY DEPLOYMENT. WHAT CATEGORY SHOULD WE PUT THIS IN. SO YOU'RE JUST GOING THROUGH THERE. AND IT'S THIS PART ISN'T NECESSARILY A WHOLE LOT OF DISCUSSION, BUT IT MIGHT BE IT DOESN'T FIT ANYWHERE. SO WHERE ARE YOU GOING TO PUT IT IN THE PARKING LOT OKAY. SO YOU'RE GOING TO GO THROUGH THAT ACTIVITY WITH ALL 67 OF THESE PRIORITIES. THAT IS THAT IS NUMBER TWO. THEN NUMBER THREE IS WHERE YOU START THINKING ABOUT THE IMPACT. SO YOU'RE GOING TO TAKE EACH OF YOUR. DO WE HAVE ENVELOPES FOR EACH OF THE PRIORITY SETS OKAY. SO ONCE YOU YOU PUT THEM INTO A CATEGORY TAKE YOUR YOUR ENVELOPE OF WHATEVER CATEGORY LET'S SAY CULTURE. AND YOU'RE GOING TO GO THROUGH AND USE. CAN SOMEBODY HOLD UP THE GIANT MATRIX. DOES ANYBODY HAVE ONE OF THOSE YOU'RE GOING TO GO THROUGH ONE COLUMN IS IMPACT AND IT'S VERY HIGH IMPACT. HIGH IMPACT MODERATE IMPACT OR LOW IMPACT ON THE
[00:45:08]
MAROON DOT SIDE. AND THEN ACROSS THE TOP IS LOW URGENCY, MODERATE URGENCY, HIGH URGENCY. THE FINAL COLUMN IS THIS IS WE HAVE TO DO THIS ANYWAY. IT'S A STATE OR LOCAL A STATE OR FEDERAL REQUIREMENT. SO YOU COULD PUT IT THERE IF ONE OF THOSE HAPPENS TO BE ONE OF THOSE REQUIREMENTS THAT WE HAVE TO DO. AND SO YOU'RE GOING TO DO THAT FOR EACH OF YOUR CATEGORIES. AND SO AS YOU FINISH A CATEGORY MAYBE IT'S TECHNOLOGY. THE ONES ON THE MATRIX THAT ARE YOUR VERY HIGH OR YOUR HIGH. WE WANT YOU TO PUT A STICKY NOTE ON IT AND PUT THESE ARE YOUR HIGH AND VERY HIGH'S. CLIP THEM TOGETHER AND PUT IT IN THE ENVELOPE WITH ALL THE LOOSE ONES. BUT MAKE SURE YOU KEEP THOSE SEPARATE. AND SO AS YOU GO THROUGH THE HIGH, VERY HIGH, COME UP WITH SOME KIND OF HAND SIGNAL. SO LIKE IF IT'S IF IT'S VERY HIGH, GIVE IT A NUMBER ONE. IF IT'S HIGH, GIVE IT A NUMBER TWO. IF IT'S MODERATE GIVE IT A THREE. AND SO THEN THE PERSON PUTTING IT ONTO THE MATRIX CAN JUST SEE WHERE IT MIGHT BE URGENT IS THUMBS UP. MODERATE IS THUMBS TO THE SIDE.THUMBS DOWN IS A LOW URGENCY. JUST SOME KIND OF SOME KIND. YOU GUYS WORK THAT OUT SOME KIND OF WAY THAT WILL WILL FACILITATE THAT TO GO A LITTLE BIT FASTER. SO THAT IS THAT IS THROUGH NUMBER THREE. AND THEN THE TRICKY PART COMES WITH FOUR. SO PLEASE AS YOU WORK THROUGH THIS, AFTER YOU INDEPENDENTLY DO YOUR WORK, FIGURE OUT WHO'S GOING TO BE YOUR SPOKESPERSON FOR THE EVENING AT THE END. SO THAT PERSON HAS THAT ON THEIR MIND TO BEGIN WITH, THAT THEY'RE GOING TO BE THE SPOKESPERSON, SPOKESPERSON BECAUSE THAT MAKES THAT MAKES YOUR JOB EASIER WHEN IT GETS THERE. AND THEN THE LAST PIECE IS YOU'RE GOING TO BE REALLY LOOKING WELL, YOU CAN DO THAT IN THREE TWO, BUT YOU'RE GOING TO BE LOOKING AT THAT PARKING LOT OR ANY OF THE ANY OF THE ONES THAT YOU NEED TO TALK ABOUT AGAIN, BECAUSE HERE IS WHERE YOU'RE GOING TO START GOING THROUGH THEM AGAIN. AND BETH AND SHIRLEY AND KRISTEN, YOU GUYS JUST HOP IN. BUT ONE OF THE QUESTIONS BEFORE YOU START THAT WE DID WANT TO ASK IS BECAUSE WE'RE REALLY ASKING FOR YOU GUYS TO JUST REALLY IDENTIFY THE HIGH URGENCY AND NOT HIGH THE HIGH IMPACT AND THE VERY HIGH IMPACT. BUT THE QUESTION I'M GOING TO ASK YOU TO SHARE WITH YOUR GROUP, TO WHAT DEGREE SHOULD URGENCY DETERMINE IMPACT OF A PRIORITY? TALK TO YOUR TABLE TO WHAT DEGREE TO YEAH, IT'S UP HERE IN RED TO WHAT DEGREE SHOULD URGENCY IMPACT? TO WHAT DEGREE SHOULD URGENCY DETERMINE IMPACT OF A PRIORITY? DOES THAT MAKE SENSE? BECAUSE WE'RE LOOKING AT IMPACT VERSUS URGENCY. SO.
SO THEN WE'RE GOING TO DO THE FULL GROUP. OKAY. SO I HEAR SOME PEOPLE CLARIFYING WITH THEIR GROUPS. BUT IF YOU HAVE A QUESTION WE MIGHT WANT TO CLARIFY ALL OUT LOUD. AND THEN YOUR FACILITATOR CAN CLARIFY AGAIN. SO FOR INSTANCE CHIEF DO YOU HAVE A POINT OF CLARIFICATION THAT YOU WOULD LIKE. SO MY QUESTION. THANK YOU LONG I APPRECIATE YOU SO MUCH FOR REMINDING ME MY QUESTION WAS DO WE AGREE UPON THE WAY I READ THE BULLET POINT NUMBER ONE, UNDER THE FIRST BULLET UNDER OH TWO CREATE CATEGORIES, I READ THAT IS OUR TABLE HERE AGREES ON
[00:50:09]
FIVE CATEGORIES. NOW AND I'M WRONG. I CAN SEE THAT FIVE CATEGORIES. THE WAY I READ IT WAS WE AGREE ON FIVE. AND THEN MARK OUR SHEET WITH THOSE FIVE. OTHERWISE WE COULD HAVE 20 DIFFERENT. THAT'S OKAY. THAT'S THAT'S PART OF THE STEP OKAY. BECAUSE I WANT YOU TO COME UP WITH EACH INDIVIDUAL. I WANT YOU TO I WANT YEAH. HE'S LIKE LET'S JUST WIPE THAT OUT. I WANT YOU TO READ THROUGH IT FIRST BECAUSE IT ACTUALLY GIVES YOU GIVES YOU A LITTLE BIT MORE FOCUS AS YOU'RE READING IT. SO EVERYBODY COME UP WITH YOUR OWN. YOU MAY NOT COME UP WITH FIVE, BUT EVERYBODY COME UP WITH YOUR FIVE. AND THEN IN STEP TWO, SHARE THOSE OUT AND COME TO CONSENSUS ON A GROUP FIVE. BUT THAT'S AN EXCELLENT QUESTION. DID THAT DID THAT CLARIFY. SO CHIEF, AS YOU READ THROUGH THIS SKIM THROUGH IT, READ THROUGH IT, AND THEN YOU CAN SAY IF I COULD COME UP WITH ONLY FIVE CATEGORIES, WHAT WOULD I HOW COULD I PUT MOST OF THESE IN ONE OF THOSE CATEGORIES? AND ANOTHER REASON FOR THAT IS BECAUSE YOU MAY COME UP WITH SOMETHING COMPLETELY DIFFERENT THAN LONG, BUT WHEN YOU HEAR LONGS, YOU COULD SAY, OH YEAH, THAT'S A BETTER WAY TO DEFINE THAT. OR WE CAN GROUP MORE UNDER THAT BROADER HEADING THAN WE COULD HAVE IF WE'D HAVE GONE WITH MY MORE SPECIFIC. SO YOU SEE, THAT MAKES IT MORE COLLABORATIVE.OKAY. ANY OTHER POINTS OF CLARIFICATION? OKAY. SO LET'S DIVE IN AND ALL OF US WILL HELP YOUR TABLES GET THROUGH THAT. SO LET'S YOU MAY NOT NEED 15 WHOLE MINUTES. SO IF YOUR GROUP BUT RESPECT THE PEOPLE LIKE ME WHO ARE SLOW READERS, AND IF YOUR WHOLE GROUP NEEDS 15 MINUTES, DO THAT. BUT IF YOUR WHOLE GROUP IS FINISHED, YOU KNOW, LIKE PUT YOUR PEN DOWN OR SOMETHING SO YOUR GROUP KNOWS, THEN YOU GUYS CAN GO AHEAD AND MOVE TO STEP TWO.
[01:11:04]
AND.[02:15:27]
WE HAVE.[02:19:14]
CAN EVERYBODY BE READY IN LIKE TWO MINUTES. IT'S TWO 2 OR 3 MINUTES. YES OKAY.[02:22:41]
OKAY I KNOW ONE GROUP. THEY'RE GOING TO CONTINUE TO WORK. YOU GUYS JUST IGNORE. OH YOU'RE[02:22:45]
DONE. WHEW. SO I AM GOING TO SAY I REALLY ENJOYED THE CONVERSATION AT MY TABLE. IT WAS[02:22:50]
VERY IT WAS VERY PRODUCTIVE. AND SO THANK YOU TO EVERYONE. SO WHAT WE'RE GOING TO DO NOW, BETH[02:22:59]
IS GOING TO BE OUR SCRIBE AND WE VOLUNTOLD DAMIEN TO BE OUR SPOKESPERSON. AND SO WE HAD A[02:23:09]
REALLY GREAT PROCESS AND NO, THE REASON NO, THE REASON WE APPOINTED DAMIEN ACTUALLY, IS[02:23:15]
BECAUSE HE WAS VERY GOOD AT HELPING US STREAMLINE AND MAKE THINGS LESS DIFFICULT THAN THEY[02:23:22]
REALLY NEEDED TO BE. OKAY, SO DAMIEN, I THINK FOR THIS PURPOSE, WE'RE GOING TO JUST[02:23:29]
SHARE OUT THE FINAL THREE PRIORITIES BECAUSE WE'RE LOOKING AT THE TIME. AND SO AND SO[02:23:35]
DAMIEN, SHARE THAT OUT. AND IF YOU WANT TO SHARE OUT WHY WE DID IT A CERTAIN WAY, YOU FEEL FREE.[02:23:43]
IN THE INTEREST OF TIME, I WILL NOT SHARE WHY. BUT OUR THREE PRIORITIES ARE IMPROVED[02:23:51]
STAKEHOLDER RELATIONSHIPS, EFFECTIVE MANAGEMENT OF RESOURCES AND EXPANDING LEARNING[02:24:00]
OPPORTUNITIES TO ENSURE IMPROVED STUDENT OUTCOMES. THANK YOU. OKAY. AND SO IS DID CHASTITY GET[02:24:18]
VOLUNTOLD TO DO TO DO THAT? COME ON DOWN. WHO? PRESSURE. THANK YOU. OKAY. ARE WE READY? OKAY.[02:24:42]
SO JUST THE CATEGORIES, NOT THE PARAGRAPHS I WROTE BENEATH THEM. OKAY, GREAT. EXPLAIN WHAT WE DID[02:24:47]
AND HOW YOU DID IT. BECAUSE WE NEEDED A LITTLE BIT. YEAH. SO WE HAD TO NARROW DOWN OUR FIVE BIG BUCKETS INTO THREE. AND CONSOLIDATE THEM TO CREATE A LITTLE BROADER STATEMENTS, BECAUSE WE FELT THAT SOME OF THEM NATURALLY FED INTO ONE ANOTHER. SO OUR FIRST BIG BUCKET[02:25:06]
IS STUDENT ACHIEVEMENT. AND SUCCESS. WE HAVE IMPROVED HIGH QUALITY TIER ONE INSTRUCTION THROUGH STRATEGIC RECRUITMENT OF HIGH QUALITY TEACHERS TO SUPPORT STUDENT LEARNING AND ACADEMIC ACHIEVEMENT. OUR NEXT CATEGORY IS CULTURE AND CLIMATE AND COMMUNITY ENGAGEMENT TO IMPROVE COMMUNICATION AND TRANSPARENCY AT THE BOARD AND DISTRICT LEVELS, WHICH FOSTER A CULTURE OF MUTUAL RESPECT, POSITIVE CLIMATE AND COMMUNITY ENGAGEMENT. AND THEN OUR THIRD CATEGORY, WE HAD THIS WAS FINANCIAL RESPONSIBILITY, OPERATIONAL EXCELLENCE. YES. AND WE ADOPTED NUMBER 49, PROMOTE PROFESSIONAL AND OPERATIONAL EXCELLENCE BY DEVELOPING AND PRODUCING A PROGRAM BUDGET THAT ALIGNS WITH KEY PROGRAMS AND THE STRATEGIC PLAN. OKAY. AND SO, BETH, YOU TYPED THAT REALLY, REALLY QUICKLY RIGHT THERE. AND IF YOU CAN'T, WOULD YOU LIKE BECAUSE I KNOW SOMEBODY IN HERE WHO USED TO BE A TYPING TEACHER WHO CAN PROBABLY CRANK THAT OUT REALLY FAST. ALL RIGHT. FOR OUR TOP THREE PRIORITIES, WE HAVE STUDENT ACHIEVEMENT. WE HAVE INTENTIONAL LEADERSHIP DEVELOPMENT. AND THEN WE HAVE ACCOUNTABILITY AND TRANSPARENCY.SPECIFICALLY INCLUDING FISCAL AND FINANCIAL RESPONSIBILITY. KOBE FINANCIAL. RESPONSIBILITY.
YEAH. SO WE HAD WE HAD TWO GROUPS THAT WERE VERY DIRECT. AND THEN WE HAD ONE GROUP THAT WAS VERY VERBALLY VERBOSE. THEY, THEY THEY WERE YOU WROTE MY WHOLE THING. WELL, I'M, I AM I LIKE A LOT OF WORDS AND SO YEAH, YOU COULD TELL I'M SORRY. OKAY. SO WE HAVE WE'RE GOING TO END FIVE MINUTES EARLY. BUT HERE'S THE STRUGGLE. AND THE STRUGGLE IS REAL IS BECAUSE THE GOAL TONIGHT WAS TO WALK OUT OF HERE WITH THREE PRIORITIES, NOT THREE PRIORITIES PER GROUP, BUT THREE PRIORITIES. SO AS WE ALL STARE AT BETH AS SHE AS SHE TYPES VERY QUICKLY, WE'RE GOING TO SEE IF ANY OF THESE ALIGN, THAT WE COULD MERGE TOGETHER. AND IF WE CAN'T LAND ON THAT, IT MAY BE UP TO THE TO MAYBE THE VISION AND PLANNING COMMITTEE, INCLUDING DOCTOR SMITH, SEEING HOW WE MIGHT FINESSE THESE AND BRING THEM BACK TO EVERYONE. SO AS SHE'S WELL YOU I GUESS YOU CAN'T SEE THE OTHER ONE. I'M GONNA FIX IT. I'M SORRY. I'LL TRY TO. I OKAY, SO I WOULD SOMEBODY TAKE A QUICK PICTURE BECAUSE I'M GOING TO POINT THIS ONE OUT TO MY HUSBAND THAT SAYS TOM, IMPROVE COMMUNICATION AND TRANSPARENCY. HOPEFULLY HE'S NOT. PART TWO I THINK THAT MIGHT SAY TO IMPROVE.
BUT TOM DOES NEED TO IMPROVE COMMUNICATION ON SOME LEVELS. OKAY. IS THAT DOES THAT SAY PROMOTE PROFESSOR OKAY. PROFESSIONAL OKAY OKAY. IS THERE ANY WAY YOU CAN MAKE THAT WHERE WE COULD SEE ALL THREE OF THEM? OH, EXCEPT THEN WE'RE GOING TO ALL NEED OUR BINOCULARS TO SEE IT. CAN WE. OKAY. SO SHALL WE DO THIS IN GROUPS OR SHALL WE JUST SHOUT AT BETH? AT BETH? BECAUSE I SEE I SEE STUDENT ACHIEVEMENT AND SUCCESS ON THE TOP. I SEE STUDENT ACHIEVEMENT ON THE SECOND ONE AND EXPANDING LEARNING OPPORTUNITIES ON THE THIRD ONE. SO THOSE ARE KIND OF.
YEAH. SO BETH, COULD YOU MAYBE HIGHLIGHT THOSE THREE IN THE SAME COLOR? OKAY. ANYBODY SHOUT OUT AFTER SHE HIGHLIGHTS THAT IN YELLOW. SO I JUST POSTED CLIMATE AND COMMUNITY ENGAGEMENT. AND
[02:30:14]
THE FIRST ONE AND IMPROVE STAKEHOLDER RELATIONS. AND THE THIRD ONE FROM THE SAME COLOR.OUT OUT NEXT TO THAT JUST TYPE YELLOW HIGHLIGHT. YEAH. OKAY. REPEAT THAT KRISTEN. COMMUNITY ENGAGEMENT. AND THE FIRST ONE. AND THEN IMPROVE STAKEHOLDER RELATIONSHIPS. AND THE THIRD ONE.
DOWN AND. IMPROVE STAKEHOLDER ENGAGEMENT. SO THAT'S DOWN THERE. THERE YOU GO. THE TOP ONE. OKAY. DID YOU SAY WE'RE NEVER GOING TO LOOK WE'RE WE WERE WELL OH OKAY. THAT WE DID HAVE A CATEGORY ENTITLED ENVIRONMENTAL CLIMATE OKAY OKAY. SO NOW THERE'S AN EFFECTIVE MANAGEMENT OF RESOURCES IS A FINANCIAL ONE AT THE BOTTOM. FINANCIAL RESPONSIBILITY IS A SEPARATE TEMPORARILY. AND THEN ALL OF THE AND IS YEAH. ANYBODY HAVE A REAL MOUSE PAD IN THEIR.
OKAY. SO THEN THE ONLY ONE. THAT DOESN'T GO IN A. YEAH. SO PERHAPS THAT'S ALSO THE INTENTIONAL LEADERSHIP DEVELOPMENT COULD GO WITH EFFECTIVE MANAGEMENT OF RESOURCES. SO MAYBE IF WE TAKE THAT IN AND SURELY IN THOSE COLORS AND WE TAKE THAT BACK TO THE COMMITTEE, THEN WE CAN DO SOME WORK IN DEVELOPING THOSE. AND BRINGING THEM BACK TO THE NEXT TEAM. OKAY. IS THERE ANY THAT THAT ANY GROUP REALLY FEELS THAT YOU WANTED TO BE A HIGHLIGHTED ONE THAT DIDN'T MAKE IT INTO THE FINAL THREE COLORS? I THINK THEY'RE ALL IN THE FINAL THREE. OH ARE THEY? OH, I SEE YOU JUST GRABBED THE TOP OF IT. YEAH. BRILLIANT MINDS THINK ALIKE. AND SO I WANT EVERYBODY TO TURN TO EVERYONE AT YOUR TABLE AND SAY G00D JOB. GOOD JOB, GOOD JOB. JOB. GOOD JOB, GOOD JOB. OKAY. THANK YOU SO MUCH A SPECIAL THANK YOU TO BETH MARTINEZ FOR ALL HER WORK. THANK YOU TO STEPHANIE FOR BEING OUR FACT FINDER AT THE BACK. AND THANK YOU TO THE E! TEAM AND THE BOARD MEMBERS AND SERGEANT WALTON FOR BEING HERE TONIGHT.
YOU GUYS ARE AMAZING, TERRIFIC HUMAN BEINGS. LOOK AT THAT. 11 MINUTES AND WE ARE DONE. THANK YOU. THANK YOU, SHIRLEY. AND KRISTEN. AND SO TAKE US OUT. TAKE US OUT. MAY I HAVE A MOTION TO ADJOURN? MINUTES TO ADJOURN. WE ARE ADJOURNED
* This transcript was compiled from uncorrected Closed Captioning.