[00:00:01]
          GOOD AFTERNOON, EVERYONE, IT'S 12 O'CLOCK AND I WANT 
          [ Board Work Session on July 27, 2026.]
TO BE MINDFUL OF ALL OF OUR TIME. 
          THANK YOU FOR THIS AMAZING OPPORTUNITY TO ALL GATHER TO LOOK AT OUR DISTRICT PRIORITIES. 
          I WANT TO TAKE THE TIME TO CALL THIS MEETING TO ORDER. 
          TODAY IS JULY 27, 2026 AND IT IS NOON SHARP. 
          AND SO I AM NOW GOING TO CALL THIS WORK SESSION TO ORDER. 
          JIMMY, WOULD YOU TAKE THE ROLL? DR. HANSON. 
          PRESENT. 
          MR. HIBBS. 
          HERE. 
          MS. LEE. 
          PRESENT. 
          MR. MEYERS. 
          HERE. 
          MR. MICHAELSON. 
          HERE. 
          MR. MILLER. 
          HERE. 
          DR. SUPIOT. 
          YES. 
          ALL RIGHT. 
          THANK YOU. 
          I WILL TAKE A MOMENT TO TURN THIS OVER TO MELISSA LIU IN JUST A FEW MINUTES. 
          BUT BEFORE I DO THAT, I WANT TO THANK THE LEADERSHIP TEAM FOR JOINING US TODAY AND WORKING ON OUR DISTRICT PRIORITIES. 
          THE GOAL IS TO JUST WALK THROUGH THESE PRIORITIES AND TO HAVE DISCUSSION SO THAT WE CAN MOVE FORWARD. 
          BUT KNOW THAT YOU GUYS ARE ALREADY DOING THESE THINGS, RIGHT? WE'RE JUST HERE TO REVISIT AND TO ADD ENHANCEMENTS OR HAVE A DISCUSSION AROUND WHAT'S ALREADY HAPPENING. 
          SO WITH THAT BEING SAID, MELISSA, THANK YOU FOR COMING. 
          I DON'T KNOW IF YOU KNOW. 
          HI, EVERYONE. 
          I DIDN'T GET TO SAY HI TO EVERYBODY, BUT I'LL JUST DRAG IT AROUND AND SAY HELLO. 
          SO LUCA VIST WITH THE IOWA ASSOCIATION OF SCHOOL BOARDS. 
          I'VE BEEN WORKING WITH YOUR TEAM FOR THE LAST COUPLE OF YEARS. 
          THIS HAS BEEN A REAL PLEASURE FOR ME. 
          I'D LIKE TO SAY THAT AT THE SCHOOL BOARD ASSOCIATION, WE PROVIDE A LOT OF SUPPORT FOR SCHOOL BOARD TEAMS. SO SCHOOL BOARD TEAMS JOIN OUR MEMBERSHIP, JUST LIKE YOU ALL HAVE DONE. 
          AND WE PROVIDE, AS YOU PROBABLY KNOW, LOTS OF RESOURCES. 
          LOBBYING ON THE HILL FOR PRE-K-12 EDUCATION. 
          LOTS OF SCHOOL FINANCE STUFF, WHICH IS REALLY COMPLEX, AS YOU KNOW. 
          AND THEN BOARD DEVELOPMENT, ALONG WITH OUR POLICY SERVICES. 
          AND THIS KIND OF BOARD DEVELOPMENT, TO ME, IS SOME OF THE MOST IMPACTFUL BECAUSE WE GET TO TALK ABOUT THIS. 
          SO THANK YOU FOR REACHING OUT AND ASKING FOR THIS SESSION. 
          IT'S PART OF EXCELLENCE AND GOOD GOVERNANCE. 
          WHEN YOU COME TOGETHER AND LEARN AS A BOARD, ESPECIALLY THAT YOU HAVE THE OPPORTUNITY TO LEARN WITH YOUR ADMINISTRATORS ON WHAT YOU WANT TO ACCOMPLISH TOGETHER, AND THEN HOW ARE YOU GOING TO OPERATE TOGETHER. 
          WHAT DOES THAT LOOK LIKE? AND THAT'S A VERY PROACTIVE WAY TO LEVERAGE THE ROLE OF THE BOARD, AND ALSO THE ROLE OF LEADERSHIP. 
          HOW DO WE DO THAT? SO WELL DONE. 
          THANK YOU FOR THAT. 
          I THINK IT'S A BEAUTIFUL MODEL FOR YOUR SCHOOL COMMUNITY THAT THE BOARD IS INVESTED IN LEARNING. 
          AND IF YOU LOOK AT THE RESEARCH OF HIGHLY EFFECTIVE BOARD TEAMS, ONE OF THE TRAITS IS LEARNING TOGETHER AT THE BOARD TABLE. 
          SO WELL DONE. 
          AND BOARD MEETINGS AND WORKSHOPS, BY THE WAY. 
          WE STILL TEND TO HAVE TO DO STUFF LIKE THAT. 
          SO, THANK YOU. 
          JIM, WAS THERE ANYTHING ELSE THAT YOU WANTED TO SAY, NOW THAT SADIE JUST TOOK A BITE? THANK YOU FOR THAT. 
          CHAD, CAN YOU JOIN US UP HERE, OR DO YOU HAVE TO STAY BACK THERE? NO, I'M GOING TO STAY HERE. 
          YOU'VE GOT TO TALK INTO THE MICROPHONES, BECAUSE IT'S VERY DIFFICULT TO LET YOU KNOW. 
          WELL, WE'RE GOING TO BE GETTING INTO THE SMALL GROUPS AND THINGS, SO ARE YOU OKAY IF WE JUST TALK AND THEN OTHERWISE. 
          DO YOU WANT US TO HOLD THE MICROPHONE IN THE SMALL GROUP? NO, I THINK WE WANT TO I DON'T KNOW WHAT WE'RE DOING IN THE SMALL GROUP. 
          I DON'T THINK WE WANT TO WE'D ALL BE TALKING ON TOP OF EACH OTHER. 
          YEAH. 
          I WANT TO GET EVERYBODY TO SPEAK UP A LITTLE BIT WHEN YOU DO SPEAK. 
          OKAY. 
          SO WE DO HAVE TO TALK INTO THE MICROPHONES. 
          JUST KIDDING. 
          JIM, DID YOU WANT TO MAKE ANYTHING? NO, I WOULD AGREE. 
          AND, TRAYLOR, THANK YOU FOR TALKING UP THIS OPTION, AND THANKS FOR BEING HERE TODAY. 
          I LOOK FORWARD TO A CONVERSATION. 
          OUR CABINET MEMBERS HAVE BEEN BETTER INFORMED OF THE WORK WE DO DAY IN AND DAY OUT, BUT ALSO TO GET FEEDBACK ON HOW WE CAN MAYBE DO IT BETTER OR DIFFERENTLY. 
          RIGHT. 
          AND SO, THANK YOU FOR THAT. 
          IT'S REALLY A SPECIAL WORKSHOP WHEN YOU DO GET EVERYONE TOGETHER TO REALLY TALK WITH YOU OVER THE SUMMER, ESPECIALLY WITH CONTRACTS AND VACATIONS AND THINGS LIKE THAT. 
          BUT IT TRULY IS. 
          THIS MOMENT IS GOING TO BE SOVEREIGN, AND WHAT I LOVE ABOUT THIS KIND OF WORKSHOP IS NOT JUST TELLING THE BOARD WHAT THEY SHOULD NOT BE DOING, BUT HOW DO YOU LEVERAGE YOUR ROLE IF THE GOVERNANCE SEEMS TO BE HIGH-PERFORMING, AND THEN HOW CAN THE STAFF SUPPORT THAT? WHAT DOES THAT LOOK LIKE, AND HOW CAN THE BOARD SUPPORT THE STAFF? OKAY? SO YOU ALL JUST KEEP EATING. 
          CHAD, DID YOU GET LUNCH? ALL RIGHT. 
          OKAY. 
          ALL RIGHT. 
          SO I THINK WE'LL JUST GET ROLLING, BUT IF THERE'S ANY TIME THAT YOU WANT TO GO DEEPER INTO SOMETHING, WE'LL JUST GET IT. 
          OKAY? SO THE FIRST THING WE'RE GOING TO DO IS I'M GOING TO INTRODUCE MY FRIEND, CHUNY, WHO'S PRINTED. 
          LET'S TAKE A LOOK AT THIS PACKET, PLEASE. 
          AND I'M GOING TO BE ASKING YOU 
          [00:05:02]
TO THINK ABOUT REFLECTION AND ASPIRATIONAL THINKING. 
          EVERYBODY HAS TWO PIECES OF PAPER. 
          HERE WE GO. 
          HERE WE GO. 
          I'LL PROVIDE THEM FOR YOU. 
          I LIKE IT. 
          I WROTE THIS OUT, BUT NOW I CAN'T FIND IT. 
          I THINK CHAD STOLE IT. 
          THIS IS MY FOURTH GRADE TEACHER. 
          PLEASE WRITE LARGE, BECAUSE I FORGET TO SAY THIS. 
          SO WRITE LARGE SO EVERYBODY CAN SEE. 
          WHAT I'D LIKE YOU TO THINK ABOUT IS REFLECTION AND ASPIRATION. 
          YOU HAVE TWO PIECES OF PAPER. 
          SO YOU'RE GOING TO WRITE YOUR ANSWERS NOT HERE, BUT ONE ANSWER ON ONE PIECE OF PAPER AND ONE ANSWER ON THE OTHER. 
          SO YOU MIGHT EVEN WANT TO WRITE ONE AND TWO AND TWO PIECES OF PAPER. 
          LET ME PUT THAT FOR YOU. 
          YOU ALL HAVE SOME TAPE, AND YOU ALL HAVE A CHART. 
          OKAY? SO, TWO YEARS FROM NOW, WHAT DO YOU WANT THE PUBLIC, STAFF, AND FAMILIES TO BE SAYING ABOUT OUR DISTRICT? AND YOU DON'T HAVE TO WRITE A DISTRICT NAME. 
          YOU CAN JUST JOT DOWN A FEW WORDS. 
          WRITE LARGE. 
          OKAY? BECAUSE THAT ONE'S ON ONE SIDE. 
          AND THEN THE SECOND QUESTION, TO GET THERE, WHAT DOES OUR BOARD NEED TO DO AND WHAT ARE THE MAIN THEMES? OKAY? SO WE'RE JUST BEING REFLECTIVE ABOUT THE IMPORTANCE OF THE BOARD. 
          AND PLEASE USE YOUR SHARPIE MARKERS AND WRITE LARGE SO EVERYBODY CAN SEE. 
          HOW ABOUT SECONDARY EDUCATION? NOT TO BE LEFT OUT THERE. 
          COLLEGE? OH, I WAS GOING TO SAY PRESCHOOL. 
          WHAT? WASN'T PRESCHOOL, IT WAS COLLEGE. 
          NO. 
          I KNOW, I GOT THAT. 
          YOUR PARTNERS, MAYBE DEPENDING ON WHERE YOU'RE SITTING, CHOOSE OR FREEZE, AND TALK ABOUT WHAT YOU SHARED AND WHY. 
          MAKE SURE YOU GET TO THE WHY. 
          [00:12:23]
SO LET'S, LOOKS LIKE MOST OF YOU HAVE HAD A TIME, OR ALL OF YOU HAVE HAD TIME TO TALK AND THINK ABOUT WHAT YOU WROTE AND THEN WHAT SOMEBODY ELSE WROTE. 
          SO WHAT I'D LIKE YOU TO DO NOW IS, SINCE WE'RE A LARGE GROUP, LET'S GO UP AND LET'S HAVE YOU HANG UP YOUR RESPONSES UNDERNEATH THE QUESTION. 
          NUMBER ONE IS OVER THERE AND NUMBER TWO IS OVER THERE, OKAY? SO LET'S JUST HAVE YOU GO UP IN, DOESN'T MATTER THE ORDER, JUST GO AHEAD AND MAKE SURE THEY'RE ON THE CORRECT SIDE, OKAY? AND THEN LET'S STAY OVER THERE SO THAT WE CAN LOOK AT SOME THEMES AND THINGS THAT WE HAVE IN COMMON. 
          OKAY, SO THEY WANT US TO BE SAYING WE'RE INNOVATIVE, CONNECTED, AND EXEMPLARY, AND WE WANT TO MAKE SURE THAT WE ARE FULLY THINKING AND FUTURE READY, AS FAR AS THE PUBLIC GOES, THAT WE HAVE PRIDE, STAFF, THAT WE ARE MAKING A POSITIVE DIFFERENCE, AND FAMILIES, THAT MY CHILD WAS POSITIVELY IMPACTED. 
          CCC COMMUNITY SCHOOL DISTRICT PROVIDES EXCELLENT SUPPORT FOR ALL STUDENTS, WE PRIORITIZE STUDENTS AND SEE ACADEMIC GROWTH, WE HAVE POSITIVE COMMENTS, EXCUSE ME, ABOUT THE DISTRICT'S COMMITMENT TO UPDATING FACILITIES, THAT WE TAKE PRIDE IN THE SAFETY, EFFICIENCY, 
          [00:15:01]
AND APPEARANCE OF OUR DISTRICT ASSETS AND FACILITIES, WE ARE A GREAT PLACE TO BE, WE'RE A HIGH FUNCTIONING ORGANIZATION THAT IS TRANSPARENT AND FOCUSING ON STAFF AND STUDENTS, AND ONE OF THEM IS JUST MY CHILD IS BETTER AT READING, WRITING, AND MATH, WE'RE A GREAT PLACE TO WORK AND STUDENTS ARE OUR PRIORITY, WE HAVE THE MOST INVESTED EDUCATORS AND COMMITMENT TO OUR STUDENTS AND COMMUNITY PARTNERS, THAT IT IS THE PLACE FOR LEARNING AND SUING, WE'RE A DESTINATION DISTRICT, WE HAVE COMPETENT ADMIN THAT WORKS WELL WITH OUR BOARD, THAT WE SUPPORT ALL STUDENTS, STAFF, AND FAMILIES TO GROW AND ACHIEVE THE HIGHEST POSSIBLE, WE'RE HIGH ACHIEVERS, WE'RE HIGH ACHIEVEMENT, WE'RE TRUSTWORTHY AND TRANSPARENT, WE'RE WELCOMING, AND THAT WE'RE LISTENERS, AND THAT WE'RE COMPETENT, CAPABLE, AND CARE FOR OUR STUDENTS. 
          OKAY, WHAT ARE SOME OF THE THINGS, WHAT, THANK YOU. 
          DO YOU WANT TO TAKE IT FROM HERE? NO, I'M GOOD. 
          OKAY, THAT WAS REALLY, REALLY A NATURAL. 
          WHAT WERE A COUPLE OF THINGS YOU HEARD, THINGS IN COMMON? WE WANT EVERYBODY IN THE COMMUNITY TO HAVE THE SAME PRIDE IN OUR DISTRICT AS WE DO, BECAUSE I KNOW EVERYONE IN HERE HAS A LOT OF PRIDE FOR IT, AND EVERYBODY THAT HAS THEIR KIDS IN OUR SCHOOL SHOULD HAVE THAT SAME PRIDE AS WE DO. 
          THAT'S BEAUTIFUL, WHAT ELSE? I HEARD A LOT ABOUT STUDENT ACHIEVEMENT. 
          I HEARD A LOT ABOUT STAFF, AND THERE ARE MULTIPLE THINGS ON STAFF, RESPECTING THEM AND BELIEVING IN THEM, SUPPORTING THEM. 
          CRITICAL ELEMENT, YES. 
          THEY WERE ALL POSITIVE THINGS. 
          THANK YOU. 
          ANYTHING ELSE? LOTS OF POSITIVITY ABOUT YOUR DISTRICT, ABOUT THE FUTURE, AND WHAT YOU CAN ACCOMPLISH TOGETHER IN THOSE RELATIONSHIPS. 
          OKAY. 
          OVERARCHING, I THINK THAT WE ALL HAVE THE SAME GOAL. 
          LIKE, WE ALL WANT TO MAKE SURE THAT WE HAVE WONDERFUL OUTCOMES, AND THAT WE CONTINUE TO WORK TOGETHER TO BE HIGH ACHIEVING. 
          EXACTLY, AND TO BE THE SCHOOL OF CHOICE FOR YOUR AREA, FOR ALL KIDS. 
          YEAH. 
          THAT'S A BEAUTIFUL ASPIRATION. 
          OKAY. 
          SO, SINCE WE'RE TALKING ABOUT GOVERNANCE, AND SO WE KNOW THAT SCHOOL BOARD GOVERNANCE DOES MAKE A DIFFERENCE RELATED TO STUDENT LEARNING AND OUTCOMES, LET'S TALK ABOUT, AS A BOARD, TO GET THERE, WHAT DOES THIS BOARD NEED TO DO, AND WHAT DOES IT NEED TO BE? CAN I HAVE A BOARD MEMBER VOLUNTEER READ THESE? OKAY. 
          WORK TOGETHER WITH DISTRICT AND BUILDING LEADERS. 
          BE PRESENT IN THE CLASSROOMS, POSITIVE AMBASSADORS. 
          BOTH GROUPS NEED TO AGREE TO WHAT IS IMPORTANT AND STAY FOCUSED ON THOSE ITEMS AND NOT BECOME DISTRACTED. 
          CAPTURE POSITIVE OUTCOMES. 
          BRAND WHAT AND WHO WE ARE. 
          BOARD LEADERSHIP COLLABORATION. 
          GOOD COMMUNICATION WITH THE ENTIRE DISTRICT. 
          CLEAR GOALS THAT ENGAGE FAMILIES OF THE DISTRICT. 
          STUDENT FOCUSED, ABLE TO MAKE TOUGH, HARD DECISIONS THAT ARE STUDENT FOCUSED. 
          WE NEED TO WORK AS A TEAM, MAKING GOOD DECISIONS FOR OUR FAMILIES SHOULD BE IN THE FOREFRONT OF OUR GOALS. 
          ASK FOR HONEST INPUT, VALUABLE RESPONSES. 
          ALIGNMENT WITH THE MISSION. 
          THE BOARD NEEDS TO DO A HIGH LEVEL VIEW AND NEEDS TO BE CONFIDENT IN ITS DECISIONS. 
          THE BOARD NEEDS TO THINK BEYOND TODAY AND BE BOLD, COHESIVE. 
          DO LISTEN AND ADVOCATE. 
          BE BRAVE AND BOLD. 
          BE AWARE OF INSTRUCTIONAL FRAMEWORK AND PRIORITIZE POLICY IN A MANNER THAT SUPPORTS IT. 
          OPEN TO ALL INPUT. 
          PUT THE WHEELS IN MOTION. 
          LISTEN. 
          LEARNERS. 
          BOARD NEEDS TO FOLLOW THE LEAD OF OUR STAFF. 
          SUPPORT ADMIN, TEACHERS, AND STUDENTS IN REACHING GOALS. 
          TRUST OUR PROCESSES. 
          FOCUS ON FACTS. 
          AND BE COLLABORATIVE. 
          THAT WAS REALLY, REALLY... 
          I'M GOING TO WAIT TO MAKE MY COMMENTS. 
          SO WHAT DID YOU NOTICE ABOUT WHAT IT'S GOING TO TAKE FROM BOARD GOVERNANCE TO ACHIEVE WHAT WE WANT FOR ASPIRATION? WHAT WERE SOME OF THE THINGS YOU NOTICED? WORKING TOGETHER AND COLLABORATIVE. 
          I NOTICED A LOT TIED RIGHT BACK TO GOVERNANCE. 
          SO ONE OF THEM IS BEING COLLABORATIVE. 
          JUST WORKING TOGETHER AND BEING COLLABORATIVE. 
          EXACTLY. 
          BOTH AS THE BOARD TEAM BEING COLLABORATIVE, BUT ALSO WHAT ELSE DID YOU SEE WITH YOUR ADMINISTRATORS? RIGHT? THE OTHER ONE IS BEING REASONABLY CONSISTENT. 
          SAY THAT AGAIN? BE REASONABLY CONSISTENT AND NOT BOUNCE BACK AND FORTH LIKE A PING PONG BALL. 
          AND WHAT WOULD YOU BE FOCUSED ON IF YOU'RE DOING THAT? YOUR STRATEGIC PLAN. 
          WHAT YOU WANT TO ACCOMPLISH TOGETHER. 
          WHAT YOU WANT TO ACHIEVE. 
          YEAH. 
          ABSOLUTELY. 
          GREAT. 
          WHAT ELSE? THERE'S A COUPLE OF DIFFERENT TIMES WHERE IT'S LIKE TRUST AND BELIEVE. 
          TRUST AND BELIEVE IN THE STAFF. 
          BUT STAYING FOCUSED ON THE BOARD PRIORITIES. 
          I HEARD THAT MULTIPLE TIMES AS WELL. 
          GREAT. 
          WHAT ELSE? 
          [00:20:04]
I THINK A LOT OF IT TIES BACK TO WHAT DECISIONS ARE WE MAKING THAT'S GOING TO AFFECT THE KIDS IN THE CLASSROOM AND THE TEACHERS IN THE CLASSROOM. 
          PRISON IN THE CLASSROOMS IS ONE. 
          IT JUST KIND OF KEEPS GOING OVER AND OVER AGAIN. 
          THE DECISIONS WE MAKE ARE GOING TO AFFECT THE KIDS AND THE TEACHERS IN THE CLASSROOMS. WE'VE GOT TO MAKE SURE THAT WE'RE MAKING THE RIGHT DECISIONS. 
          SO MUCH OF THIS TIES RIGHT BACK TO GOOD GOVERNANCE AND THE THINGS THAT ISB AND THE LITERATURE SAYS. 
          FIRST OF ALL, YOU NEED TO BE FOCUSED ON WHAT YOU WANT TO ACCOMPLISH TOGETHER. 
          THAT'S YOUR BOARD PRIORITIES, YOUR MISSION, YOUR VISION. 
          RIGHT? THAT SHOULD BE THE ANCHOR FROM WHICH THE BOARD IS WORKING FROM AND ALWAYS FOCUSED ON THAT. 
          YOU WORK IN COLLABORATION WITH YOUR LEADERSHIP, SUPPORTING YOUR STAFF AND TEACHERS AND FAMILIES. 
          GET INPUT FROM YOUR COMMUNITY. 
          HAVE A TRUSTING RELATIONSHIP. 
          ALIGNMENT WITH THE MISSION. 
          ANYTHING ELSE THAT I MISSED? THAT ALL TIES BACK TO EXACTLY WHAT GOOD GOVERNANCE IS ALL ABOUT. 
          SETTING THE DIRECTION FOR THE DISTRICT. 
          WORKING WITH THE STAFF TO MAKE IT HAPPEN. 
          WELL DONE. 
          AND I THINK IT'S HELPFUL TO THINK ABOUT THIS BECAUSE WE'RE GOING TO USE THIS AS THE FRAME FOR THE REST OF OUR CONVERSATION. 
          SO LET'S GO BACK TO OUR TABLES AND FINISH EATING YOUR COOKIES OR WHATEVER DESSERT YOU HAVE. 
          AND THEN WE'LL DIG INTO GOVERNANCE AT A HIGH LEVEL. 
          AND THEN WE'RE GOING TO GET YOU INTO SOME SMALL GROUPS AND DO SOME DEEPER LEARNING. 
          YOU CAN TAKE THAT INFORMATION THAT YOU DID AND LITERALLY DO A CROSSWALK WITH SOME OF OUR EXCELLENCE AND GOVERNANCE TOPICS. 
          IN FACT, I THINK WE CAN DO THAT THIS NEXT ACTIVITY AND YOU'LL SEE HOW YOU SHINE THE LIGHT ON WHAT GOOD GOVERNANCE IS ALL ABOUT. 
          CAN I TAKE A POINT OF PERSONAL PRIVILEGE? YES. 
          ALRIGHT. 
          BOARD MEMBERS AND STAFF MEMBERS, WE DO HAVE A LOT OF NEW FACES IN THE ROOM THAT WE DIDN'T TAKE A MOMENT TO DO AN INTRODUCTION IN. 
          SO I'M GOING TO INVITE SOME OF THE CURRENT BOARD MEMBERS TO COME UP. 
          SO WE CAN JUST START WITH CHAD. 
          AND WE'LL SEE WHAT WE CAN DO. 
          CHAD FRENZEL, DIRECTOR OF TECHNOLOGY. 
          JEROME MILLER, BOARD DIRECTOR. 
          JARED BOLTON, DIRECTOR OF DEVELOPMENT AND COMMUNICATIONS. 
          JOHN MEYERS. 
          PENNY WARNICK, DIRECTOR OF VEHICLES. 
          BOBBY MICHAELSON, BOARD. 
          AMY DINN, DIRECTOR OF CIRCUITS. 
          LESLIE HINE, DIRECTOR OF COMMUNICATIONS. 
          LIZ CASABIELLO, BOARD. 
          KIM NEAL, DIRECTOR OF LEARNING SUPPORTS. 
          JIM MAYNARD, INTERIM SUPERINTENDENT. 
          CINDY HEMSEN, BOARD. 
          REBECCA REGAN, DIRECTOR OF SECONDARY ED. 
          JEFF GIBBS, BOARD. 
          JAMES KLINE, ADMINISTRATOR OF COMMERCIAL CLIMATE. 
          STEPHANIE ROSS, ASSISTANT DIRECTOR OF HUMAN RESOURCES. 
          THANK YOU FOR DOING THAT. 
          I NEGLECTED TO DO THAT. 
          I JUST GOT SO EXCITED ABOUT JUST BEING IN. 
          BUT THANK YOU. 
          APPRECIATE THAT. 
          AND THAT'S HOW THIS IS A COLLABORATIVE WORKSHOP. 
          IF WE NEED TO STOP AND GO DEEPER ON SOMETHING OR ADDRESS IT, THANK YOU. 
          SO I'M GOING TO JUST TALK AT A REALLY, REALLY HIGH LEVEL TO SET THE PLAYING FIELD ABOUT WHAT IS GOVERNANCE. 
          AND I THINK IT'S IMPORTANT TO DO THAT BECAUSE, AS WE KNOW FROM THE LITERATURE AND YEARS AND YEARS OF EXPERIENCE WITH BOARD TEAMS ACROSS THE STATE, THAT MOST OF OUR COMMUNITIES DON'T REALLY UNDERSTAND THE ROLE OF THE BOARD. 
          AND WE HAVE LOTS OF EVIDENCE FOR THAT. 
          SO I'M GOING TO TALK JUST A COUPLE MINUTES ABOUT WHAT IS GOVERNANCE. 
          AND THEN WE'RE GOING TO GET INTO OUR PACKETS. 
          SO WHEN WE LOOK AT WHAT IS, WHEN WE TALK ABOUT A GOVERNANCE MINDSET OR WHAT ARE THE BASIC PREEMINENCE OF GOVERNANCE, WE LIKE TO SAY THAT THE BOARD IS GOVERNANCE AND THE MANAGEMENT IS STAFF, SUPERINTENDENT AND STAFF. 
          BUT THAT LEADERSHIP, OF COURSE, IS ACROSS THE CONTINUUM. 
          WHEN WE LOOK AT WHAT THE BOARD'S OVERARCHING ROLE IS, IT'S TO SET THE DIRECTION FOR THE DISTRICT. 
          SO YOU'RE SETTING WHAT YOU WANT TO ACCOMPLISH. 
          AND BY THAT MEANS THE ENDS. 
          WHAT DO YOU WANT TO ACCOMPLISH IN THE NEXT THREE TO FIVE YEARS? SO THE ENDS. 
          AND IT'S THREE TO FIVE YEARS, RIGHT? AS A BOARD TEAM, YOU'RE LOCALLY ELECTED TO SPECULATE ON WHAT THE HEALTH OF THE SYSTEM NEEDS TO BE NOW AND INTO THE FUTURE, BOTH FOR STUDENTS AND FINANCES, OKAY? SO YOU'RE LOOKING STRATEGICALLY LONG-TERM BECAUSE YOU'RE LOCALLY ELECTED BY YOUR COMMUNITY TO DO THAT. 
          SO YOU ARE SETTING THE GOALS AND LONG-TERM PRIORITIES. 
          AND, OF COURSE, POLICIES AND ALL THOSE OTHER GOOD THINGS THAT SUPPORT IT. 
          OKAY? BIG PICTURE. 
          THEN WHAT'S IMPORTANT IS THE BOARD THEN DELEGATES TO THE SUPERINTENDENT AND STAFF HOW THAT GETS DONE. 
          SO WE SAID, THIS IS OUR MISSION AND THESE ARE OUR LONG-TERM GOALS. 
          THEN IT'S UP TO THE STAFF TO FIGURE OUT HOW. 
          [00:25:03]
BECAUSE WE HAVE HIRED PEOPLE WITH THE EXPERTISE TO LEAD INSIDE THE SYSTEM. 
          SO IF THE BOARD IS SETTING THE WHAT AND THE STAFF FIGURE OUT THE HOW, THE BOARD IS SETTING THE ENDS AND THE STAFF FIGURES OUT THE MEANS. 
          HOW ARE WE GOING TO GET THERE? SO IF WE HAVE A PRE-K THROUGH 12 LITERACY INITIATIVE, IT'S UP TO THE ADMINISTRATORS TO FIGURE OUT AND THE DIRECTORS TO FIGURE OUT, OKAY, WHAT ARE OUR BIGGEST NEEDS IN ELEMENTARY OR WHAT ARE OUR NEEDS IN MIDDLE SCHOOL? AND THEN HOW ARE WE GOING TO APPROACH THAT? WHAT PROFESSIONAL DEVELOPMENT? WHAT KIND OF INSTRUCTIONAL STRATEGIES? AND SO ON. 
          SO IF THE BOARD IS FOCUSED THREE TO FIVE YEARS OUT, THE STAFF IS FOCUSED ON THE SHORT-TERM AND ONE TO TWO YEARS. 
          SO YOU'VE GOT THE PROFESSIONAL DEVELOPMENT ALL LAID OUT FOR THIS NEXT YEAR OF WHAT YOUR STAFF ARE GOING TO BE ENGAGING IN. 
          AND THIS MAY TAKE MORE THAN ONE TO TWO YEARS, BUT YOU'RE WORKING MORE ON A SHORT-TERM ALIGNING TO THE BOARD'S VISION AND MISSION. 
          SO WHILE THE BOARD SETS THE GOALS AND PRIORITIES, THE STAFF ARE FIGURING OUT, AND I ALWAYS HAVE TO DO THIS, INITIATIVE. 
          OKAY, WHAT'S OUR PROFESSIONAL DEVELOPMENT GOING TO LOOK LIKE? WHAT DOES OUR EXPERTISE, WHAT SUPPORTS DOES OUR STAFF NEED? WHAT'S IMPORTANT TO POINT OUT, THIS DOES NOT HAPPEN IN ISOLATION. 
          AND YOU ALL TALKED ABOUT COLLABORATION BETWEEN THE TWO. 
          THAT'S SUPER IMPORTANT THAT THERE'S ONGOING CONVERSATION AROUND THE YEAR ABOUT WHAT WE'RE DOING, HOW'S IT GOING, AND WHAT KIND OF SUPPORTS THE BOARD NEEDS. 
          I THINK WHAT'S UNDERESTIMATED AND WHAT WE DON'T RECOGNIZE, AND FOR BRAND NEW BOARD MEMBERS COMING ONTO THE BOARD, IS RECOGNIZING THAT PEOPLE ARE REALLY BUSY AND ACTIVE AND ACTION-ORIENTED IN THEIR LIVES. 
          AND ALL OF A SUDDEN YOU GET ON THE BOARD AND YOU'RE NOT THE DOERS ANYMORE. 
          YOU ARE IN YOUR PERSONAL LIFE AND IN YOUR PROFESSIONAL LIFE, BUT ON THE BOARD YOU AREN'T THE DOERS. 
          YOU'VE HIRED YOUR MAIN DOER TO DO THE WORK. 
          BECAUSE, AND THIS WAS REALLY HELPFUL FOR ME IN GOVERNANCE CORE 2.0, WE'RE GOING TO TALK ABOUT IN A MINUTE, THAT'S FINE, THANK YOU. 
          YOUR STAFF HAS THE EXPERTISE, THANK YOU. 
          YOUR STAFF HAS THE EXPERTISE, THE EDUCATION, THE COLLEGE DEGREES, CERTIFICATION, YEARS OF EXPERIENCE, TO KNOW WHAT'S NEEDED TO LEAD THE SYSTEM. 
          WE ALL KNOW THAT. 
          BUT HERE'S WHAT I DON'T THINK PEOPLE RECOGNIZE. 
          AS THE BOARD, YOU HAVE YOUR OWN GOVERNANCE SKILL SET. 
          AND THAT IS UNDERESTIMATED AND NOT TALKED ABOUT ENOUGH. 
          WHAT DOES THAT MEAN? BECAUSE WE NEED TO WORK IN COLLABORATION AT THE GOVERNANCE LEVEL, WHAT DOES THAT LOOK LIKE? SO BIG, BIG PICTURE, THE DIFFERENCES. 
          DOES ANYBODY HAVE ANY QUESTIONS OR CURIOSITIES JUST ABOUT THIS WHOLE BIG PICTURE? OR ANY COMMENTS? TEACHER WAIT TIME. 
          NOW I WILL SAY, THIS AREA IN BETWEEN IS FUZZY AND GRAY. 
          AND IT'S NOT EASY TO UNDERSTAND. 
          AND THERE ARE TIMES WHEN BOARD MEMBERS MIGHT WAVER OVER HERE, THAT MAYBE THE BOARD OR THE STAFF MAY FEEL LIKE, YOU'RE GETTING INTO OUR TERRITORY, BUT MAYBE THE BOARD FEELS LIKE, WELL NO, I THINK THAT'S AN IMPORTANT THING TO UNDERSTAND. 
          AND SO IT'S ALWAYS THEN THINKING ABOUT, WHAT IS MY GOVERNANCE MINDSET? AND HOW DO I APPROACH THAT? AND THAT'S WHAT WE'RE GOING TO TALK ABOUT NEXT. 
          AND I HAVE TO TAKE MY SWEATER OFF. 
          WHILE YOU'RE TAKING YOUR SWEATER OFF, ONE OF THE THINGS THAT, SINCE I'VE BEEN ON THE BOARD, WHERE IT SAYS THAT THE BOARD IS THE WHAT, I'VE ALWAYS WONDERED WHY THAT. 
          I MEAN, COLLECTIVELY, WHAT WE KNOW, COMPARED TO WHAT THE REST OF EVERYBODY KNOWS, IS PRETTY MINIMAL. 
          SO I'VE NEVER BEEN VERY COMFORTABLE WITH, AS A BOARD MEMBER OR A COLLECTIVE BOARD, SAYING, OKAY, THIS IS WHAT WE'RE GOING TO DO. 
          I'M MORE COMFORTABLE WITH, OKAY, WHAT DO YOU GUYS NEED? OKAY. 
          THAT'S, I DON'T KNOW, I'M NOT SURE WHAT I'M DOING. 
          YEAH, I THINK THAT'S REALLY HELPFUL, BOBBY. 
          AND I THINK PART OF IT IS, CAN I CALL YOU BOBBY? EVERYBODY DOES. 
          THANK YOU. 
          THE BOARD IS MORE OR LESS A LOBBYIST. 
          I THINK PART OF IT IS A MATTER OF SEMANTICS. 
          THE BOARD'S OBLIGATION IS TO SET THE DIRECTION BY LAW, SET THE DIRECTION FOR THE DISTRICT, AND TO BE, HAVE, YOU HAVE FIDUCIARY RESPONSIBILITY. 
          AND THAT MEANS YOU'RE RESPONSIBLE FOR ENSURING THE HEALTH OF THE DISTRICT FISCALLY, NOW INTO THE FUTURE. 
          SO WHEN WE SAY, WHAT IS IT THAT YOU WANT? WE WANT A FISCALLY SOUND DISTRICT. 
          I'M TALKING HIGH, HIGH LEVEL. 
          [00:30:01]
RIGHT? THIS IS YOUR FIDUCIARY RESPONSIBILITY AS A BOARD TO SAY, WHAT IS THAT GOING TO LOOK LIKE? WHAT DO WE MEAN BY FISCALLY SOUND? WHAT DOES IT MEAN THAT WE WANT FACILITIES TO BE SAFE AND MODERNIZED? YOU'RE LOOKING AT A HIGH LEVEL BECAUSE YOU'RE RESPONSIBLE WITH THE FUNDS TO MAKE SURE THAT YOUR DISTRICT IS SUCCESSFUL, NOW INTO THE FUTURE. 
          SO WHAT I'M TALKING, I'M TALKING ABOUT REALLY HIGH, HIGH LEVEL. 
          SO YOU'RE ALSO, AS A BOARD, RESPONSIBLE TO ENSURE THAT EDUCATION PROGRAMMING IS PRODUCTIVE AND SUFFICIENT. 
          SO WHAT DOES THAT MEAN? SO I'M NOT TALKING ABOUT HOW IT'S GOING TO GET DONE, BUT BIG, BIG PICTURE. 
          YOUR JOB IS TO GOVERN TO MAKE SURE THAT YOUR SYSTEM IS HEALTHY NOW INTO THE FUTURE. 
          SO REAL HIGH LEVEL. 
          THAT'S WHAT I'M TALKING ABOUT. 
          TO YOUR POINT, THEN WHAT ARE THE PRIORITIES UNDERNEATH THAT? THAT'S WHAT YOUR EXPERTS ARE GOING TO HELP YOU THINK ABOUT. 
          OKAY? SO THAT'S WHY YOU HAVE A FACILITIES PLAN, TO SAY THESE ARE BIG NEEDS. 
          AND THEN TO YOUR POINT, THE BOARD SAYS, OKAY, WHAT DO YOU NEED FROM US? SO YOU'RE LEVERAGING YOUR ROLE, KEEPING YOUR PICTURE ON THE HIGH LEVEL, EYE ON THE PRIZE, ULTIMATELY AROUND WHAT STUDENTS NEED. 
          YES, CINDY? I'M JUST GOING TO JUMP INTO THE RIGHT FIRE, I GUESS. 
          THIS HAS BEEN A FAIRLY CONTROVERSIAL TOPIC, I WOULD SAY. 
          AND SO I WANT TO TALK ABOUT IT. 
          BECAUSE UP THERE YOU TALK ABOUT THE BOARD BEING 25 YEARS OUT, GOALS AND PRIORITIES. 
          WE'VE HAD A LOT OF CONVERSATION ABOUT WHAT DOES THIS DOCUMENT DO? AND I DON'T THINK WE'RE IN ALIGNMENT ABOUT WHAT THE PURPOSE OF THIS IS. 
          WHEN I SEE, FIRST OF ALL, I THINK THE FACT THAT IT HAS A ONE-YEAR TIMEFRAME ON IT IS PROBLEMATIC FOR ME. 
          BECAUSE WHEN I SEE PRIORITIES, I'M THINKING STRATEGIC PLAN, LONG-TERM VISION. 
          SO TO SEE A PRIORITIES DOCUMENT THAT HAS A ONE-YEAR TIMEFRAME ON IT, AND THEN I BELIEVE SOME PEOPLE LOOK AT THIS AS A PERFORMANCE EVALUATION CHECKLIST. 
          I REALLY SPENT TIME THIS WEEKEND, AS YOU SENT IT TO US AHEAD OF TIME, THINKING ABOUT WHAT IS THIS DOCUMENT? WHAT'S THE PURPOSE? AND THIS IS PROCESS STUFF, SO I WANT EVERYONE IN THE ROOM TO KNOW IT'S NOT ABOUT A PERSON AT ALL. 
          I THINK THIS IS A DOCUMENT THAT HAS JUST BEEN HERE OVER TIME. 
          BUT WHEN I LOOK AT THIS, IT'S A LIST OF DAY-TO-DAY ACTIVITIES THAT A GOOD, QUALITY SCHOOL DISTRICT SHOULD BE DOING. 
          THAT, TO ME, IS NOT BOARD SETTING AND STRATEGIC VISION. 
          THIS IS DAY-TO-DAY OPERATIONS, FOR THE MOST PART. 
          THAT'S MY PERSONAL OPINION. 
          WAS ANYBODY HERE A BOARD MEMBER THAT THOUGHT THROUGH THE FIRST STEP? BECAUSE IT SEEMS LIKE IT'S BEEN SEVERAL ITERATIONS. 
          BOBBY, WERE YOU? NO, I DON'T REMEMBER. 
          I MEAN, WE'VE ALWAYS HAD THEM. 
          THE WAY, STARTING WITH BACK WHEN GOSWAM WAS HERE, THE BOARD'S PRIORITIES WERE PRESENTED TO THE BOARD AS THESE ARE THE GOALS OF THE STUDENT AGENDA. 
          AH, OKAY. 
          AND SO I DON'T BELIEVE THAT'S CHANGED. 
          THAT'S ALWAYS BEEN MY UNDERSTANDING, BUT TO ME... 
          I GUESS WHAT I'M SAYING TO YOUR POINT IS THAT WHEN I GOT ON THE BOARD, THIS IS HOW WE EVALUATED THE SUPERINTENDENT ON THESE PRIORITIES. 
          IT WASN'T SUCCINCT WITH THE STRATEGY. 
          HONESTLY, I CAN'T SAY THAT I'VE MAINTAINED THIS STRATEGIC PLAN. 
          I DON'T THINK WE HAVE ONE. 
          AND THAT'S WHAT I'VE TRIED TO MAKE IN MY MIND. 
          SO, WHAT A WONDERFUL OPPORTUNITY THAT IS. 
          AND THAT WAS A GOVERNANCE LEVEL QUESTION THAT YOU ASKED. 
          LET ME GET THE MIC. 
          THAT WAS A REALLY GOOD GOVERNANCE LEVEL ACTIVITY BECAUSE ULTIMATELY, IT'S ABOUT CLARIFYING AN AGREEMENT ABOUT WHAT YOU WANT TO ACCOMPLISH TOGETHER. 
          AND IF THAT'S NOT CLEAR FOR THE BOARD, THINK ABOUT WHAT THAT MESSAGE IS TO STAFF. 
          RIGHT? AND SO I THINK YOU HAVE AN OPPORTUNITY TO START TO FIGURE THAT OUT AND UNCOVER THAT. 
          SO, IT'S... 
          CAN YOU GIVE ME THE CABINET LEVEL'S PERSPECTIVE OF THIS DOCUMENT? I HEARD ONE. 
          YEAH. 
          AS CABINET MEMBERS, AND I'VE BEEN A CABINET MEMBER FOR A LONG TIME, THIS DOCUMENT'S BEEN LONG SINCE GAUSSMAN FOR SURE, MAYBE PRIOR. 
          I'M NOT SURE. 
          WE ALWAYS SAW THIS AS, HEY, THE BOARD SAID THESE ARE THE FIVE MOST IMPORTANT THINGS THAT WE NEED TO FOCUS ON FOR THE NEXT THREE TO FIVE YEARS. 
          I'M GOING TO DO IT. 
          SO, WE FOCUS ON STUDENT ACHIEVEMENT, WE FOCUS ON SPECIAL ED STUDENTS, DL STUDENTS, FINANCIAL ACCOUNTABILITY, PLUS STAFF RECRUITMENT AND RETENTION. 
          [00:35:01]
THESE ARE ACTION STEPS FOR US AS CABINET MEMBERS TO MAKE SURE WE MEET WHAT THE BOARD FEELS ARE THE FIVE MOST IMPORTANT THINGS WE NEED. 
          THAT'S HOW WE LOOK AT THIS DOCUMENT. 
          SO, I CAN'T SPEAK TO THE ORIGINATION OF IT OR THE INTENT FOR A BOARD MEMBER, BUT FOR CABINET MEMBERS, THAT'S HOW WE SEE THIS DOCUMENT. 
          HOW MANY OF THEM HAVE CONVERSATIONS? HOW MANY OF THEM HAVE CONVERSATIONS ABOUT A FULLY FAMOUS DOCUMENT, LIKE PRIOR TO TODAY? WE CREATE THEM. 
          RIGHT. I MEAN, I DON'T HAVE TO KNOW PEOPLE, SO I DIDN'T KNOW AND THEN THIS FILTERS DOWN INTO GAUSS? THIS IS THREE OR FOUR MEETINGS OF THE CABINET CREATING THE GAUSS OF THIS, IF YOU WILL. 
          AND THEN I JUST WANT TO TACKLE THAT EVEN GETTING TO BED, WE SPUN OUR WHEELS LIKE IN THE MUD LAST YEAR. 
          I MEAN, TO GET TO THIS DOCUMENT RIGHT HERE, WHAT WE'RE LOOKING AT TODAY. 
          WHAT DO YOU MEAN TO GET TO IT? TO GET TO THE POINT WHERE IT WAS A PRINTABLE DOCUMENT FOR US TO REVIEW TODAY, TO REVIEW. 
          SO, THE WORK, THERE WAS A LOT OF TIME AND EFFORT ON THE LEADERSHIP'S TEAM ON THEIR EFFORT TO PUT THIS TOGETHER IN A DOCUMENT. 
          IT WAS NOT IN THIS FORM. 
          IT WAS IN SOME TYPE OF FORM, BUT IN THE CONTEXT OF THIS, THERE WAS A LOT OF TIME AND EFFORT PUT INTO THIS. 
          OKAY. 
          JOHN? I THINK WE'RE TRYING TO DO TWO DIFFERENT THINGS WITH THIS DOCUMENT. 
          ONE IS TO GIVE THE SUPERINTENDENT A LIST OF A FEW THINGS THAT WE WANT THEM TO FOCUS ON IN THE NEXT YEAR AND WE'RE MEASURING SUCCESS OR NOT SUCCESS OR WHAT IT'S ALL ABOUT. 
          OF COURSE, IN THE CALCULATION OF THE SUPERINTENDENT, IT'S ALSO A ALL IN A YEAR, IN SOME CASES, ASPIRATIONAL LIST OF THINGS OVER THE LONG TERM WE'RE TRYING TO DO TWO DIFFERENT THINGS WITH THE SAME DOCUMENT AND THAT CREATES A CERTAIN AMOUNT OF UNCERTAINTY AND FRUSTRATION WHICH I THINK EXTENDED SOME OF OUR CONVERSATIONS NOT WHAT WAS REALLY MEANINGFUL. 
          WERE THE TWO THINGS THAT I HEARD YOU SAY, ONE IS SUPERINTENDENT EVALUATION AND THE OTHER IS WHAT WE WANT TO, LIKE WHAT ARE THE ACTION STEPS THAT WE WANT TO ACCOMPLISH TOGETHER? OVER THE LONGER TERM, THESE THINGS WE'D LIKE TO AT LEAST WORK TOWARDS. 
          OKAY. 
          NOT NECESSARILY. 
          ONE IS ONE AND THE OTHER IS IN THE NEXT YEAR OR SO WHAT DO WE WANT THE SUPERINTENDENT TO TAKE AWAY TO FOCUS ON OVERALL FOCUS ON NOT ALL YOU WANT BUT WHAT IT NOW IS I DON'T KNOW WHAT THAT LAST PART WAS. 
          I LIKED IT. 
          WHAT IT MEANS IS SOMETIMES THINGS COME UP THAT CHANGE WHAT PEOPLE ARE WHAT IS NECESSARY FOR PEOPLE TO WORK ON SO THEY'VE BEEN WORKING ON THIS LIST THAT'S WHAT WE FELT THE LEGISLATURE DID IN SESSION WHEN THEY CAME UP WITH GOD KNOWS WHAT. 
          OR THINGS COME OUT LIKE AI OR CELL PHONES OR WHATEVER OR A PANDEMIC. 
          I THINK THAT'S IN FACT SO I'LL JUST SHARE I'LL JUST INTRODUCE THIS BOOK AND THEN WE'LL CONTINUE ON. 
          THE INFORMATION THAT WE'RE GOING TO PULL FROM COMES FROM THE GOVERNANCE REPORT 2.0 AND THE EDUCATORS IN THE ROOM WILL RECOGNIZE MICHAEL POLLAN THE EXPERT, ONE OF THE EXPERTS THAT WORKS FOR IMPROVING STUDENT LEARNING INSIDE THE SYSTEM. THE POLICY DRIVERS THAT WORK AND POLICY DRIVERS THAT ARE DAMAGING. 
          AND HE PARTNERED WITH THE RETIRED CALIFORNIA SCHOOL BOARD ASSOCIATION EXECUTIVE DIRECTOR DAVIS CAMPBELL TO WRITE A WHOLE BOOK ON THE IMPORTANCE OF GOVERNANCE AND HOW WE WORK TOGETHER BECAUSE IT'S SO OFTEN NOT TALKED ABOUT. 
          AND THAT'S EXACTLY ONE OF THE THINGS THEY TALKED ABOUT IN THEIR NEW EDITION IS YES, WHILE WE CAN HAVE ALL THESE BEAUTIFUL PLANS YOU HAVE TO BE FLEXIBLE BECAUSE THINGS MAY COME UP. SO ABSOLUTELY. 
          I THINK YOU ARE ALL REALLY CLOSE ON FIGURING OUT THE WORK THAT YOU'VE DONE WHAT IT IS AND WHAT YOU NEED. 
          BECAUSE A WHOLE LOT OF WORK WENT INTO THIS IT SOUNDS LIKE. AND GOOD FOR YOU TO BE AT A POINT TO SAY, TO CLARIFY OKAY, WE NEED TO GET CLEAR ON WHAT WE WANT TO ACCOMPLISH. AND IF THIS DOCUMENT IS A GREAT PLACE 
          [00:40:01]
TO START, LET'S TAKE IT TO THE NEXT ITERATION. AND I'M NOT SAYING TO INTERRUPT THE BABY WITH BATH WATER. 
          AND MY PHONE IS WORKING, I APOLOGIZE. 
          OKAY, SO FIRST OF ALL HERE'S A QUESTION. TYPICALLY A STRATEGIC PLAN IS NOT ONE YEAR. 
          TYPICALLY IT'S THREE TO FIVE YEARS OUT. 
          OKAY, SO TO SAY THIS IS ONE YEAR, I WOULD THINK ABOUT WHAT DO WE WANT TO COMMUNICATE? WHAT ARE WE TALKING, RIGHT? SO IF YOU WERE TO, AND ALSO ARE THESE BOARD PRIORITIES OR IS THIS A DISTRICT PLAN? AND I DON'T KNOW THE ANSWER TO THAT. YOU ALL CAN DECIDE THAT. 
          WORDS MATTER. 
          AND EVERY DISTRICT TAKES IT A LITTLE BIT DIFFERENT. 
          AND SO YOU JUST HAVE TO FIGURE OUT WHAT YOU WANT IT TO BE. 
          BUT IF WE TAKE A LOOK AT, YOU'VE GOT YOUR CORE VALUES AND IF YOU LOOK AT I'M JUST GOING TO WALK THROUGH THIS AT A HIGH LEVEL AND LET'S HAVE A GOOD CONVERSATION. 
          THIS IS WHAT I LOVE ABOUT THESE KIND OF WORKSHOPS. TAKE IT. YOU DON'T HAVE TO DO WHAT I WAS GOING TO DO. 
          THE MORE PROFOUND THE WORK YOU ALL TALK ABOUT. BUT I REALLY, I'M GOING TO HAVE YOU GET IN A SMALL GROUP SET OF DISCUSSIONS. 
          SO IF YOU LOOK AT THE BOARD'S PRIORITY I BELIEVE YOU HAVE FIVE OF THEM. 
          IS THAT CORRECT? CORRECT. 
          OKAY. 
          TURN TO OUR PACKET IN PAGE NINE AND IT'S GOING TO ADDRESS SOME OF THE THINGS THAT WE'RE TALKING ABOUT. 
          AND THEN WE CAN TALK ABOUT BUILDING SOME MORE STEPS. 
          OKAY. SO YOU'VE GOT YOUR BOARD PRIORITIES AND ON THIS PAGE IS A GRAPHIC THAT TALKS ABOUT GOVERNANCE THAT I JUST TALKED ABOUT. 
          BUT ALSO THE HOW WE TALK ABOUT COHESION AND ALIGNMENT ACROSS THE DISTRICT. AND THERE'S OTHER WAYS TO DO THAT. THIS IS HOW WE CAN JUST TALK ABOUT IT THROUGH A GRAPHIC. SO THE BOARD SETS THE DIRECTION. THIS IS WHAT WE WERE TALKING ABOUT BEFORE. YOUR JOB IS TO SET THE DIRECTION FOR THE DISTRICT. IN ADDITION TO HIRING A SUPERINTENDENT, ONE OF THE MOST IMPORTANT ROLES IS TO SET THE DIRECTION OF WHAT YOU WANT TO ACCOMPLISH IN THE NEXT THREE TO FIVE YEARS. AND YOUR VERY FIRST STATEMENT IN DOING SO ARE YOUR MISSION AND YOUR VISION. 
          THAT EVERYTHING YOU DO WORKS TOWARDS THAT. 
          OKAY. SO THIS IS GOVERNANCE HERE. 
          SO EVERY NOW AND THEN COMING BACK AND CONFIRMING ONCE A YEAR, IS THIS STILL WHAT WE BELIEVE? OKAY. 
          DO YOU READ YOUR MISSION AT THE BEGINNING OF BOARD MEETINGS? YOU DON'T. OKAY. I THOUGHT YOU DID. SORRY. I DIDN'T MEAN TO SAY IT. BUT THAT WAS SOMETHING THAT YOU COULD DO. 
          THEN TO SAY, ALRIGHT, AS A BOARD, WHAT ARE THE BIG BIG PICTURE STRATEGIC PILLARS, STRATEGIC DIRECTION, BOARD GOALS, DISTRICT GOALS, DIFFERENT TEAMS CALL THEM DIFFERENT THINGS. 
          BUT IF YOU LOOK AT WHAT THEY ARE, ARE THE OVERARCHING BIG PICTURE AREAS THAT TELL US WHERE WE'RE GOING TO PUT OUR DISTRICT ENERGY AND FOCUS ALL ACROSS THE SYSTEM. 
          OKAY. 
          SO I WOULD SAY THAT I WOULD NOT SAY YOU HAVE SAID THAT STUDENT ACADEMIC ACHIEVEMENT, CONTINUOUS ACADEMIC IMPROVEMENT FOR ALL STUDENTS IS ONE OF THOSE. 
          THIS IS WHAT WE'RE GOING AFTER. 
          AND THEN I WAS HERE A WHILE AGO WHEN YOU TALKED ABOUT YOUR DATA AND SAID WE NEED TO LIFT UP THESE OTHER TWO PROGRAMS AND REALLY PUT OUR EFFORTS TO THEM TO MAKE SURE ALL THESE THAT WE'RE APPROACHING THOSE STUDENT ACHIEVEMENT GAPS AND MAKING SURE ALL STUDENTS ARE LEARNING AT A HIGH LEVEL. 
          THAT YOU'RE FOCUSING ON QUALITY STAFF RECRUITMENT AND RETENTION AND ENSURING THE FINANCIAL HEALTH OF THE DISTRICT. SO BOBBY, THAT'S WHAT I'M TALKING ABOUT WHEN I'M SAYING THIS IS WHERE WE WANT TO PUT OUR COLLECTIVE ENERGY. 
          AND THEN WE SAY TO THE STAFF, OKAY, NOW HELP MAKE THAT HAPPEN. 
          THEN TO YOUR POINT, THE SUPERINTENDENT WITH DISCUSSION WITH THE BOARD SAYS THESE ARE WHAT MY GOALS ARE GOING TO BE TO MAKE PROGRESS TO. 
          SO THE BOARD'S LONG TERM, THE SUPERINTENDENT MIGHT NOT BE CHANGED THAT MUCH FROM ONE TO TWO YEARS. 
          BUT THEN GUESS WHOSE WORK THE SUPERINTENDENT IS SUPPOSED TO DO. 
          SO ALL THAT ALIGNMENT. SO IF I'M A FOURTH GRADE TEACHER IN ONE OF YOUR ELEMENTARY BUILDINGS, I CAN SEE HOW MY WORK IS SUPPORTING OUR BUILDING LEVEL GOALS AND SUPPORTING THE SUPERINTENDENT GOALS AND ULTIMATELY OUR DISTRICT MISSION AND VISION. 
          AND THIS IS GOVERNANCE HERE. 
          SO I THINK YOU'VE GOT A LOT IN PLACE. BUT I THINK YOU HAVE AN OPPORTUNITY TO DECIDE WHAT IS THE PURPOSE OF THIS AND HOW ARE WE GOING TO USE IT? AND IF IT NEEDS TO BE UPDATED AT SOME POINT, HOW IS IT GOING TO HAPPEN OVERNIGHT, WHAT COULD THAT LOOK LIKE? SO WHAT WOULD BE HELPFUL FOR YOU NOW AS A BOARD AND SUPERINTENDENT? I'LL SAY THAT THE POSITION THAT I'VE TAKEN WITH OUR CURRENT LIBRARY IS THAT IN WORKING WITH JIM, OUR BOARD HAS DEFINED THESE PRIORITIES. 
          AND I SAID, JIM, WHAT WE AS A BOARD, WHAT I WOULD ASK FOR YOU TO DO FOR OUR BOARD IS TO LOOK AT WRITING YOUR GOALS AND HOW THEY PERFORM THESE PRIORITIES. 
          GIVE THAT TO OUR BOARD MEMBERS SO OUR BOARD MEMBERS CAN HAVE 
          [00:45:01]
THAT FOR REVIEW SO THAT WE CAN GO THROUGH THIS PROCESS WITH JIM TO IDENTIFY WHAT THOSE GOALS ARE THAT HE SAID AND HOW THEY RELATE TO THE PRIORITIES. 
          THAT'S HOW JIM AND I HAVE APPROACHED THIS. 
          AND THEN IT WOULD BE BASED OFF OF OUR FEEDBACK OFF OF THE GOALS THAT JIM HAS PROVIDED US THEN WE WOULD THEN SAY, HEY, THIS IS HOW WE'RE GOING TO MOVE FORWARD. THEN JIM CAN FUNNEL THAT DOWN TO THE BUILDING LEVEL OR THE DISTRICT LEVEL AND THEN FUNNEL IT DOWN. 
          AND SO WE HAVE, THAT'S THE APPROACH THAT WE HAVE TAKEN THUS FAR TO MY KNOWLEDGE. 
          AND I'M JUST GOING TO GO BACK TO WHAT CINDY SAID. 
          I THINK WHAT HAS HAPPENED IS AN ASSUMPTION. 
          AND I KNOW WHAT CINDY DOES, BUT IT'S AN ASSUMPTION. 
          I THINK THIS TOOL FOR A YEAR WAS JUST TO ENSURE THAT WE CAME BACK TO REVIEW AS A CHECKPOINT TO SAY, HEY, THIS IS WHERE WE'RE AT, THIS IS WHAT WE'RE DOING, AND THIS IS HOW WE'RE GOING TO CONTINUE TO GET TO PRIORITIES. 
          THAT IS CLEARLY AN ASSUMPTION BECAUSE WE REVIEWED THIS FOR THE LAST THREE YEARS. THIS WOULD BE OUR THIRD YEAR DOING THIS. 
          BUT AS IT RELATES TO THE STRATEGIC PLAN, THERE HASN'T REALLY BEEN A STRATEGIC PLAN THAT WE'VE SEEN TO GET THERE. 
          WE'VE ONLY USED THIS TOOL. AND SOME BOARD TEAMS WOULD SAY, THIS IS OUR STRATEGIC PLAN. 
          WHAT WE WANT TO ACCOMPLISH, WHAT ARE THE ACTION STEPS, AND HOW ARE WE GOING TO GET THERE? THAT'S OFTENTIMES WHAT A STRATEGIC PLAN WOULD BE. AND OFTENTIMES THE SUPERINTENDENT'S GOALS ARE SEPARATE. 
          BUT THEY CERTAINLY ARE RELATED TO THIS. BUT THIS SPELLS OUT WHAT WE'RE GOING TO BE ACCOMPLISHING AS A DISTRICT OVER TIME. 
          I GUESS I'LL JUST GO BACK TO THAT. AS I LOOK AT THIS, AND I KNOW I'M COMING FROM A DIFFERENT WORLD THAN THIS IS, BUT WHEN I LOOK AT EVERY PAGE PRIMARILY HAS THE SAME KPIS, THE QUESTION THAT COMES TO MY HEAD IS, WHY DON'T WE JUST HAVE A DASHBOARD THAT MONITORS THE FIRST THREE GOALS THAT ARE ESSENTIALLY IN MY MIND THE SAME. STUDENT ACHIEVEMENT. 
          AND THEN TO ME, AND THAT'S WHY I SAID, AGAIN, THESE ARE IMPORTANT THINGS, BUT THIS TO ME IS THE DAY-TO-DAY OPERATIONS AND THAT'S NOT WHAT THE BOARD SHOULD BE SAYING. 
          I ASSUME THAT YOU'RE DOING THE DAY-TO-DAY THINGS. AND I FELT LIKE MY ROLE AS A BOARD MEMBER IS TO CAST A VISION FARTHER OUT THAN THE DAY-TO-DAY, WHICH ARE THINGS THAT I THINK WE'RE REALLY MISSING. 
          AND THOSE ARE THINGS LIKE LEGISLATIVE ADVOCACY, BUILDING THOSE RELATIONSHIPS, THINKING ABOUT WHAT'S THE FUTURE GOAL? HOW DO WE INFLUENCE THAT GOING FORWARD? HOW DO WE START TO BECOME MORE OF A DISTINCTIVE DISTRICT, A DESTINATION DISTRICT? HOW DO WE SHIFT FROM THE MINDSET OF BEING WHERE EVERYBODY GOES TO SCHOOL VERSUS THE COMPETITIVE ENVIRONMENT THAT WE'RE IN RIGHT NOW? I DON'T SEE THOSE THINGS REFLECTED IN THIS, AND SO THAT'S WHY I'M ALWAYS LIKE, IS THIS A STRATEGIC DOCUMENT OR IS THIS OUR DISTRICT'S OPERATIONS PLAN? AND IF IT'S AN OPERATIONS PLAN, THEN I DON'T THINK BOARD SHOULD BE HERE. 
          I THINK IT'S DISTRICT PRIORITIES. 
          AND THAT'S IMPORTANT. YOU HAVE TO HAVE PRIORITIES. 
          I GET THAT. 
          THERE IS A STRATEGIC PLAN THAT WE WERE NOT INVOLVED IN. 
          IT WAS DEVELOPED IN 21-22. 
          AND SO I THINK MANY OF US AROUND THE ROOM WEREN'T INVOLVED IN THAT WORK. 
          AND THE SIAC COMMITTEE IS MEETING THIS YEAR, AND THIS IS THE FIFTH YEAR WHERE THEY ARE TAKING THAT INFORMATION AND COMING TO THE BOARD. 
          SO EARL WAS ON THAT COMMITTEE, AND NOW CHRISTIAN IS ON THAT COMMITTEE. 
          AND SO WE MET IN JULY... 
          JUNE. WE MET IN JUNE. 
          AND SO THAT COMMITTEE HAS MEASURES THAT WERE SET IN BOARD POLICY THAT ARE COMING BACK TO THE BOARD TO HELP THEM DEVELOP THE NEXT STRATEGIC PLAN IF I UNDERSTOOD THE POLICY CORRECTLY. 
          WHO'S LEADING THAT EFFORT? WHO'S CHAIRING THAT WORK? THAT WOULD BE MR. BAKER. 
          OKAY. AND SO... 
          DO YOU WANT TO... 
          MEMBERS OF OUR LEADERSHIP TEAM. 
          IT WASN'T UNTIL LAST SPRING. 
          SO PRIOR TO THAT, IT WAS OBVIOUSLY THE ASSOCIATE SUPERINTENDENT FOR THREE OR FOUR YEARS PRIOR TO THAT. 
          SO FROM THAT POINT ON... 
          AND AGAIN, MOST OF US WERE INVOLVED IN THAT WORK AS WELL. 
          AND THEN WE WERE PUT INTO ACTION. 
          WE ACTUALLY DIDN'T KNOW. 
          WE DIDN'T EVEN KNOW WHAT THAT COMMITTEE'S ROLE WAS. 
          WE WEREN'T EVEN AWARE 
          [00:50:02]
OF THE STRATEGIC PLAN. SHANICE HAD TO FIND IT FOR US. SO THAT WAS NEWS TO US ALSO. 
          SO IT SOUNDS LIKE IT'S THE TIME NOW TO PROVIDE CLARITY ON WHAT WE WANT TO ACCOMPLISH AND WHAT IT'S GOING TO TAKE TO GET THERE. GO AHEAD, JIM. 
          AND MOST OF THE MEMBERS ON THAT COMMITTEE ARE NO LONGER ON THAT COMMITTEE. 
          NOT JUST THE SCHOOL PEOPLE, BUT THE COMMUNITY PEOPLE. 
          SO IT IS A PARTY OF ABOUT A CHRISTIAN AND MAYBE ONE OR TWO. 
          IT'S A SMALL GROUP THAT HAS TO BE APPOINTED BY THE BOARD. 
          AND THOSE APPLICATIONS, I THINK, WERE SENT OUT. 
          MAYBE NOT. ARE THOSE... 
          I'M AT THE SIAC COMMITTEE. 
          OKAY. AND SO... 
          AND IF THAT'S THE APPROACH THAT YOUR DISTRICT IS TAKING, THAT IS THE SIAC'S COMMITTEE, ONE OF THEIR FUNCTIONS TO DO THAT. 
          THAT'S GREAT. THERE IS NO... 
          I'M NOT SUGGESTING WE HAVE TO DO IT THAT WAY BECAUSE WE ARE KIND OF AT GROUND ZERO WITH THAT GROUP TURNING OVER. 
          MOST OF THOSE PEOPLE ARE NO LONGER PART OF IT. 
          AND QUITE FRANKLY, EARL WAS THE RESIDENT EXPERT OF THAT COMMITTEE AND NOW KRISTEN IS. 
          AND QUITE FRANKLY, 19 OF THE 20 PEOPLE IN THE ROOM DIDN'T KNOW A LOT ABOUT THE COMMITTEE. 
          SO I'M NOT HERE TO SUGGEST THAT COMMITTEE HAS TO DRIVE THAT PLAN IF IT NEEDS TO COME FROM A DIFFERENT APPROACH, 100% IN SUPPORT OF THAT. 
          BECAUSE IF YOU BRING THREE OR FOUR OR FIVE COMMITTEE MEMBERS OUT OF THAT COMMITTEE NOW, YOU'RE, AGAIN, STARTING AT GROUND ZERO. 
          SO I'M NOT SURE THAT IS THE PLACE FOR THOSE DECISIONS TO BE MADE RIGHT NOW. 
          JEN, I DIDN'T INTEND TO MEAN THAT THEY WERE SETTING THIS... 
          THEIR JOB WAS TO INFORM THE BOARD SO THAT THE BOARD COULD SET THE NEXT STRATEGY. 
          OKAY. 
          I THINK, LOU, THAT WE THOUGHT WE HAD TO DO AN UPDATED STATE REPORT THIS YEAR AND IT DOESN'T HAVE TO BE DONE UNTIL NEXT YEAR, WHICH IS WHY IT'S NOW THE NEW ACTIVITY TO CREATE A STRATEGIC RECOMMENDATION. 
          I DON'T THINK IT SHOULD BE THE PLAN. 
          AND IT GETS PRESENTED TO THE BOARD AND THE BOARD APPROVES IT AND THEN IT GOES TO THE STATE. 
          I DON'T THINK THAT'S THE STRATEGIC VISION. I THINK THAT'S A COMMUNITY WISH LIST OF OPPORTUNITIES AND PRIORITIES. 
          SO I'M MORE OF AN EXPERT. 
          I NEVER SAW IT. 
          AND NONE OF THE OTHER BOARD HAS SEEN IT, I'M SURE. 
          SO I THINK YOU'RE AT A MOMENT WHERE YOU GIVE YOURSELF A BREAK. RIGHT? YOU ALL HAVE DONE A TREMENDOUS AMOUNT OF WORK AND YOU'RE UNCOVERING NOW SOME OPPORTUNITIES TO STRENGTHEN YOUR VISION OF WHAT YOU WANT TO ACCOMPLISH AND THEN WHAT ARE THE STEPS WE'RE GOING TO TAKE TO GET THAT CLARIFIED. 
          I THINK WHAT YOU'RE PROBABLY TALKING ABOUT ARE MORE THE COMPLIANCE LEVEL GOALS THAT ARE, I COULD BE WRONG, BUT THE COMPLIANT IS REQUIRED TO TURN IN THE DISTRICT'S REQUIRED TO TURN IN DATA AND GOALS TO THE STATE ABOUT COMPLIANCE AND WHAT YOU WANT TO ACCOMPLISH. 
          AND THOSE TEND TO BE OKAY, THAT'S FINE. 
          THEY TEND TO BE LOWER LEVEL AND THEN WHAT DISTRICTS OFTEN DO IS SAY, OKAY, NOW WE'RE GOING TO GO FOR ASPIRATIONALLY WHAT DO WE WANT TO ACCOMPLISH TOGETHER. 
          OKAY? SO I WOULD THANK YOU FOR CLARIFYING THAT. I THINK THAT'S PROBABLY A DIFFERENT PURPOSE, BUT THAT DOESN'T MEAN YOU CAN'T UTILIZE THE TIA TO BRING INFORMATION TO THE BOARD. 
          I WOULD AGREE WITH WHAT CINDY SAID ABOUT THIS DOCUMENT. 
          THERE'S NOTHING IN HERE THAT TAKES A YEAR. 
          THIS ALL TAKES THREE TO FIVE TO SEVEN YEARS. 
          SO THAT ONE NUMBER HERE PROBABLY I RESPECT THAT. 
          THIS IS WHAT WE DO EVERY DAY. 
          THIS IS, NO QUESTION. NOW, DOES IT CHANGE YEAR IN, YEAR OUT? ABSOLUTELY. 
          WE'RE TALKING ABOUT CURRICULUM AND ASSESSMENT. 
          THOSE THINGS ARE ONGOING. 
          THEY'RE CONSTANT. 
          THEY'RE CHANGING. THERE'S SOME THINGS THAT CAN COME OFF OF ONE YEAR AND WE'VE GOT TO MOVE THINGS ON TO THE NEXT YEAR. 
          BUT A LOT OF THIS IN HERE IS WHERE WE'RE GOING AND IT IS WHAT WE'RE GOING TO DO AT THE END OF DAY OUT AND HOW WE'RE GOING TO MEASURE IT SO WE CAN REPORT BACK TO THE BOARD IN A QUARTER AND TELL YOU WHETHER WE'RE MAKING STRIDES NOW. IS THERE ANOTHER DOCUMENT THAT LAYS OUT OUR REACHING THING? WE DON'T HAVE THAT. 
          BUT IF THAT'S WHAT WE WANT TO CREATE, THERE'S NO OPPOSITION FROM US. 
          WE ALWAYS LIKE TO KNOW WHERE WE'RE GOING. 
          THAT'S A GREAT THING. 
          I WOULD PUSH TO SAY THIS SHOULD BE THAT DOCUMENT. 
          THIS SHOULD BE THE ASPIRATIONAL. 
          THAT'S A HIGH LEVEL. 
          THE THINGS THAT YOU WERE TALKING ABOUT IN OUR FOCUS OF LEGISLATIVE ADVOCACY AND THAT'S WHAT WE WANT THE DISTRICT TO PUT THEIR TIME AND ENERGY IN. 
          THAT WOULD BE THE BOARD COMING UP TOGETHER TO SAY, AGAIN, WHERE DO WE WANT TO SPEND OUR COLLECTIVE ENERGY THREE TO FIVE YEARS? IF THAT'S ONE OF THEM, THAT'S WHAT WOULD COME OUT AND THEN WE'RE SAYING, OKAY, NOW HOW ARE WE GOING TO DO THAT? AT THE TIME THAT THIS WAS DEVELOPED, WHICH WAS A FEW YEARS AGO, THESE ISSUES ROSE TO THE LEVEL OF HIGH NEED. 
          RIGHT NOW, THAT MIGHT NOT BE THE SAME. YOU CAN SEE HOW THE FIRST THREE COULD BE ROLLED 
          [00:55:01]
TOGETHER TO SAY, HI, I'M GOING TO LOOK AT THE STUDENT ACHIEVEMENT AND HOW ARE WE MONITORING TO ENSURE ALL KIDS ARE READY. 
          I'M JUST MAKING THIS UP AS AN EXAMPLE. 
          AT THE TIME, THOSE WERE PULLED OUT BECAUSE THERE WERE SOME REAL CONCERNS THAT NEEDED TIME AND ATTENTION. 
          I JUST REMEMBER BEING AT THAT. DO YOU WANT TO SPEAK? I DO. MY NAME IS JARED. 
          JARED, SPEAK. 
          I'VE GOT MY FATHER'S BIRTHDAY, SO I'M HERE. 
          IN MY MIND, JUST LISTENING TO EVERYBODY, THIS REALLY, ESPECIALLY IN THE BEGINNING, THE PRIORITIES WOULD BE A PART OF A STRATEGIC PLAN. I THINK POSSIBLY THE ACTION STEPS MIGHT GO MORE UNDER THE DAY-TO-DAY OPERATION GOALS THAT WOULD BE FOUNDED LIKE SUPERINTENDENT GOALS VERSUS IF THIS WAS THE BOARD'S STRATEGIC PLAN OR GUIDING DOCUMENT, WHATEVER YOU WANT TO CALL IT. 
          INSTEAD OF ACTION STEPS, IT WOULD HAVE THE THINGS THAT THE BOARD IS ACTUALLY LOOKING FOR. 
          IS THAT ACCURATE TO SAY? SORRY, I'M A SUMMARIZER. I'M TRYING TO SUMMARIZE. 
          I THINK IT'S UP TO THE BOARD. 
          WOULD THAT BE HELPFUL FOR EXAMPLE? MY NAME IS JARED. 
          JARED, WELL DONE. IF WE HAD A BOARD PRIORITY THAT TALKED ABOUT HIGH ACADEMIC ACHIEVEMENT AND STUDENT GROWTH, LEARNING FOR ALL. 
          BIG, BIG PICTURE. THEN WHAT I THINK I HEAR YOU SAYING IS WHAT ARE THE FOUR BIG PRIORITIES THAT WE'RE GOING TO BE LOOKING AT? YES. 
          THE BOARD WOULD GIVE THOSE FOUR BIG PRIORITIES. 
          HOW ARE WE GOING TO KNOW THAT THERE'S NOT AN EMERGENCY OR SOMETHING LIKE THAT? IF THESE ACTION STEPS SHOULD GO AWAY, WHAT ARE THE GOALS THAT WE NEED TO DO? FOR EXAMPLE, WE'RE ENSURING THAT ALL, FOR LACK OF A BETTER WORD, DIVERSE LEARNERS ARE SHOWING GROWTH OVER TIME. 
          THAT WE'RE FOCUSING ON HIGH QUALITY INSTRUCTION TO IMPROVE LEARNING. 
          THOSE KIND OF THINGS. THAT'S SOMETHING, YES, THAT YOU COULD SPEND TIME AND THEN THE STAFF WOULD SAY, OKAY, THIS IS HOW WE'RE GOING TO ACCOMPLISH THAT. THEN THAT SHOWS UP IN THE BUILDING LEVEL GOALS. 
          THEN IT'S HELPFUL, TO YOUR POINT, WHAT IS THE BOARD LEARNING ABOUT? THIS IS WHERE IT GETS A LITTLE BIT SOMETIMES MYSTIFIED BECAUSE THERE'S SO MUCH GOING ON. 
          WHAT IS THE BOARD GOING TO LEARN ABOUT THROUGHOUT THE YEAR? IT'S BACK TO THOSE BIG PICTURE. 
          WHAT DO THE BIG PICTURE MEAN? WHO WAS THE ONE THAT TALKED ABOUT THE INSTRUCTIONAL FRAMEWORK? THAT WAS ME. THANK YOU, JARED. 
          AND WHAT ARE THE BIG... 
          I KNOW, AND YOU GET TO GO GET ANOTHER COOKIE BECAUSE YOU SAID THAT. 
          AND THEN WHAT ARE THE BIG MOVES WE'RE LEARNING ABOUT? WHAT ARE THE BIG MOVES THE STAFF ARE TAKING TO IMPROVE STUDENT LEARNING SO WE CAN TALK ABOUT IT AT THE END OF THE YEAR? THAT'S GOVERNANCE. 
          BUT YOU HAVE A GOOD START HERE. 
          BUT IT SOUNDS LIKE IT'S A REALLY GOOD TIME FOR THE NEXT ITERATION. 
          RIGHT? LET'S HEAR FROM EACH OF THE BOARD MEMBERS. 
          LET'S GO AROUND THE TABLE AND HEAR WHAT YOU'RE THINKING. 
          THIS IS A GREAT CONVERSATION. 
          BUT I DON'T WANT IT TO JUST BE ABOUT ME OR YOU. 
          I'LL START. 
          I PERSONALLY THINK THAT UNBEKNOWNST TO MYSELF THAT JIM AND I WERE GETTING THERE. 
          I HAVE NOT SEEN ANY SUPERINTENDENT GOALS EVER. 
          HAS THE BOARD EVER WORKED ON A SUPERINTENDENT GOAL? AGAIN, THE SUPERINTENDENT GOALS WERE THE PRIORITIES. 
          SO, THE PRIORITIES, TO ME, WERE NOT INDIVIDUALIZED FOR SUPERINTENDENT GOALS FOR EVALUATIVE PURPOSES. 
          SO, JIM AND I HAVE WORKED TOGETHER TO OUTLINE, THESE ARE DISTRICT PRIORITIES, WHAT ARE YOUR PARTICULAR GOALS THAT SUPPORT THESE PRIORITIES, AND THEN THE BOARD CAN REVIEW THAT WHEN WE'RE PREPARED TO DO AN EVALUATION. 
          WE CAN USE HIS GOALS THAT SUPPORT THE PRIORITIES AS AN EVALUATIVE TOOL. 
          THAT'S WHERE WE ARE. SO, IT'S GOOD TO HEAR THAT A LOT OF THE DISCUSSION THAT WE'RE HAVING IS THERE. WE'VE KIND OF FORECASTED THAT'S HOW WE WOULD UTILIZE HIS GOALS. 
          SO, I AGREE WITH EVERYTHING CHAIRMAN JUST SAID. 
          CHAIRMAN AND I HAVE BEEN MULTIPLE TIMES ON THIS. 
          THIS DOCUMENT IS WHAT WE DO. 
          NOW, THERE'S SOME HEAVY LIFTING IN THIS DOCUMENT. 
          I DON'T WANT TO MINIMIZE IT AND SAY IT'S WHAT WE DO DAY IN AND DAY OUT. NO, THERE'S SOME SIGNIFICANT WORK IN HERE THAT TAKES TIME AND ENERGY. MY GOALS, WHICH ARE IN FRONT OF YOU AS WELL, WERE PULLED FROM HERE, WHAT I BELIEVE TO BE THE MOST IMPORTANT THINGS THIS CALENDAR YEAR THAT I'M GOING TO FOCUS ON AND WORK WITH OUR TEAM TO GET DONE. 
          THIS THING GETS UPDATED IN FRONT OF GOD AND EVERYBODY, RIGHT? IN FRONT OF THE COMMUNITY ON A QUARTERLY BASIS. THIS THING GETS UPDATED IN THAT BACK ROOM WITH THE BOARD MEMBERS TALKING ABOUT WHAT MY GOALS ARE. 
          BUT, THEY'RE TOGETHER. 
          THEY'RE PULLED FROM HERE. 
          AND THEY ALL SHOULD ALIGN. 
          AND THAT'S HELPFUL BECAUSE THEN THE SUPERINTENDENT IS CLEAR 
          [01:00:01]
ONCE THE BOARD SEES THAT AND AGREES ON IT, THIS IS WHAT THE SUPERINTENDENT'S GOING TO ACCOMPLISH. 
          AND WE'RE GOING TO HAVE A GOOD, PRODUCTIVE, MEANINGFUL CONVERSATION THROUGHOUT THE YEAR. 
          IN FAIRNESS, ALL OF YOU THAT ARE INVOLVED IN THE EVALUATION ARE SUPPOSED TO EVALUATE IT. 
          BUT, I WANT CLARITY ON WHAT IT IS THAT I AM SUPPOSED TO ACCOMPLISH. 
          AND IF THIS WAS THAT... 
          SO, I THINK THIS IS A BIG PICTURE PLAN OF WHAT WE'RE ALL DOING, WORKING TOWARDS, BUT WHAT IS THE SUPERINTENDENT DOING, WHAT ARE THE BUILDING LEVELS, BUT I THINK PEOPLE, PRINCIPALS AND STAFF, BUT I THINK THAT THE QUESTION IS, WHAT IS THE BOARD LOOKING AT ACROSS THE YEAR? I THINK THAT'S WHERE IT GETS A LITTLE BIT OF AND I THINK THERE MIGHT BE AN OPPORTUNITY THEN TO CLARIFY WHAT KIND OF DOCUMENT MIGHT BE HELPFUL FOR THE COMMUNITY AND THE BOARD. 
          LIKE AN OPERATIONAL PLAN THAT ENABLES THAT. 
          WE'RE ALL SO FAR ABOUT WHAT WE'RE TALKING ABOUT. 
          I DON'T KNOW, THIS IS AN UNLIKELY CONVERSATION BECAUSE I THINK THAT IT'S BEEN FOUR YEARS THAT WE DO NOT HAVE A STRATEGIC VISION DOCUMENT AND SOME BUILDINGS DON'T KNOW WHAT THE BOARD'S GOALS AND PRIORITIES ARE, EVEN THOUGH THIS DOCUMENT HAS EXISTED IN THE ADMINISTRATION FOR THE LAST FOUR YEARS. 
          SO, I'M EXCITED THAT WE'RE GOING TO ENGAGE IN THIS. 
          JOHN? I'M VERY PLEASED THAT PRESIDENT LEE AND THE GENERAL SUPERINTENDENT COMING UP WITH A SEPARATE DOCUMENT FOR WHAT THE SUPERINTENDENT IS GOING TO BE EXPECTED TO DO THIS YEAR FOR THE LONGER TERM. 
          IF WE HAD THAT A YEAR AGO, I THINK WE PROBABLY WOULDN'T HAVE HAD A MEETING ABOUT THIS TOPIC AND IT MIGHT HAVE BEEN MORE CONVENIENT. 
          I HEAR THE WORD ANYBODY WHO'S BEEN IN EDUCATION FOR ANY JOB PROBABLY A LONG TIME KEEP HEARING THE WORD MISSION OVER AND OVER AGAIN. 
          THAT'S A DIFFICULT THING FOR ME TO DEFINE BECAUSE OUR VISION IS GOING TO CHANGE LIKE, YOU KNOW, USING JOHN. 
          OUR VISION COULD CHANGE SIGNIFICANTLY DEPENDING ON WHO WINS THIS NEXT ELECTION. 
          RIGHT? EVERYTHING CAN CHANGE, SO I SEE, I GUESS, PART OF ME GETS FRUSTRATED WITH THE AMOUNT OF TIME WE SPEND TALKING ABOUT SOMETHING THAT WE DON'T REALLY TRULY HAVE CONTROL OF. 
          I THINK THESE BOARD, DISTRICT, PRIORITIES, WHATEVER YOU WANT TO CALL THEM, THOSE ARE SOLID. THOSE ARE DAY-TO-DAY. 
          THOSE ARE YEAR-TO-YEAR. 
          I FEEL LIKE WE LIVE IN A WORLD OF DAY-TO-DAY AND YEAR-TO-YEAR RIGHT NOW. 
          LOOKING THREE YEARS DOWN THE ROAD OR FIVE YEARS DOWN THE ROAD SEEMS LIKE AT BEST A COIN FLIP TO HAVE THE RIGHT THING IN PLACE. 
          I KNOW HOW MUCH WORK EVERYBODY HAS TO DO, AND TO SPEND TIME DOING SOMETHING THAT MAY OR MAY NOT BE RELEVANT NEXT YEAR, TWO YEARS FROM NOW, THREE YEARS FROM NOW, FIVE YEARS FROM NOW, IT'S GOING TO HAVE TO BE SO BROAD THAT IT'S STUFF THAT WE ALREADY KNOW AHEAD OF TIME. 
          TO BE SPECIFIC ABOUT ONE, TWO, THREE, HERE'S MY STRATEGIC PLAN. 
          WE'RE GOING TO DO THIS, THIS, THIS. 
          ALL RIGHT? THE ONLY THING THAT WE REALLY KNOW FOR SURE IN SIOUX CITY RIGHT NOW AS FAR AS I'M CONCERNED IS, I MEAN, THE NUMBER ONE THING IN MY HEAD IS WE NEED NEW HIGH SCHOOLS. 
          IF YOU'RE TALKING ABOUT LOOKING DOWN THE ROAD AT SOMETHING, MAKE IT SIMPLE, MAKE IT THE BIG THING, MAKE IT SOMETHING THAT PEOPLE IN THE PUBLIC CAN UNDERSTAND AS OPPOSED TO IF YOU HANDED THIS TO ANYBODY IN THE GENERAL PUBLIC, IF THEY'RE NOT A TEACHER OR IF THEY'RE NOT SOMEBODY WHO WORKS AT SCHOOL, THEY'RE DONE READING AFTER THE HALF OF THE FIRST PARAGRAPH. 
          LIKE YOU SAID, IT'S WHAT WE DO EVERY SINGLE DAY. 
          THAT'S WHERE MY HEAD GOES WHEN WE START TALKING ABOUT MISSION, WE START TALKING ABOUT VISION, WE START TALKING ABOUT STRATEGIC PLANS, AND IT'S LIKE, OKAY, FINE. 
          BUT WHAT? I THINK I'M THE ONLY ONE IN THE ROOM THAT DIDN'T GROW UP HAVING A BOARD OF DIRECTORS ESTABLISHING EDUCATIONAL PRIORITIES IN THEIR COMMUNITY. 
          [01:05:02]
SO I HAVE A VERY DIFFERENT APPROACH IN THINKING ABOUT WHAT WE ARE SUPPOSED TO BE. 
          THE WAY THAT I SEE THE STRATEGIC PLAN, I THINK, FOR THE CONVERSATION, IT SOUNDS LIKE IT COULD BE WHAT BOTH OF US ARE LOOKING AT. 
          IT'S THAT IT'S NOT JUST A BIG PICTURE, IT'S A BIG PICTURE THAT GETS CREATED A WHOLE LOT LONGER. 
          IT'S NOT JUST THE SEVEN PEOPLE THAT ARE AT THE PODIUM AT ANY GIVEN TIME, BUT SOMETHING THAT BECOMES A REPRESENTATION OF WHAT THE PEOPLE THAT ELECTED US WANTED WHEN THEY SAW US CAMPAIGNING. 
          BUT ALSO COMMUNITY IN THE SENSE OF PEOPLE WORKING IN THE DISTRICT, AND COMMUNITY IN THE SENSE OF THE STUDENTS STUDYING IN THE DISTRICT. 
          SO FOR ME, A STRATEGIC PLAN SHOULD TAKE MORE THAN A YEAR TO COME UP WITH. 
          AND IT SHOULD STAY LONGER THAN ANY INDIVIDUAL IN THE BOARD. 
          IT NEEDS FOR TWO CYCLES. 
          AND IT SHOULD BE SOMETHING THAT SHOULD EVEN BE TOUCHABLE UNTIL THAT HAS RUN ITS COURSE. 
          AND THEN YOU HAVE THE DISTRICT PRIORITIES THAT ARE YEAR BY YEAR THAT SHIFT, THAT ARE FLEXIBLE, THAT WILL PLAY WITH WHATEVER SHENANIGANS OUR LEGISLATORS ARE DOING, ETC. 
          I ALSO THINK THAT PROBABLY DON'T TAKE ME WRONG, BUT I THINK WE DIAMETRICALLY ARE ON BOTH SIDES OF WHAT A BOARD MEMBER NEEDS TO BE. 
          I HEARD YOU SAY ONE DAY THAT THERE'S NOTHING MORE DANGEROUS THAN A BOARD MEMBER WITH AN IDEA. 
          THERE'S NOTHING MORE DANGEROUS THAN A BOARD MEMBER WITHOUT ANY IDEAS. 
          BECAUSE IF THE ONLY THING THAT WE DO IS RATHER STAND UP THERE WHERE HE'S ALREADY BEING PLACED BY THE STAFF, THERE'S REALLY NO POINT IN HAVING US UP THERE. 
          AGREED? IT SHOULDN'T EXIST, THE BOARD. 
          SO I THINK THAT IS THE GOAL. 
          IT'S STUDYING BEING THE VOICE OF THE COMMUNITY AND STUDYING A LONG-TERM GOAL THAT MAY BE NOT ACHIEVABLE EVERY YEAR BECAUSE THERE ARE THINGS OUT OF OUR CONTROL BUT THAT WE CAN ASPIRE TO. 
          AND ALONG THE WAY, I WANT TO HAVE IDEAS. AND I ALSO WANT YOU ALL TO TELL ME, WELL, THAT WAS STUPID. 
          RIGHT? AND THERE WAS A MEETING HERE WHERE I MADE A COMMENT AS PART OF ONE OF THE COMING SESSIONS THAT I CLEARLY COULD SEE THE STAFF MEMBER THAT I WAS TALKING TO THINKING EH, I DON'T THINK THAT'S VERY GOOD. 
          AND I KNOW THAT PERSON INDIVIDUALLY. 
          HE HAS HAD DINNER AT MY HOUSE AND I TOLD HIS WIFE I'VE NEVER FELT AS SEEN AND ALSO AS JUDGED AS WHEN I MADE THAT COMMENT. 
          YOU KNOW, LIKE YOUR HUSBAND THOUGHT MY IDEA WAS STUPID. 
          AND THAT'S FINE. 
          RIGHT? BUT WE'RE NOT HAVING THAT CONVERSATION. 
          MIGHT AS WELL NOT BE EITHER. 
          ONLY IF IT'S TO SUPPORT THE PEOPLE WHO ARE WORKING THERE EVERY DAY WHO ARE, AS SHE SAID EARLIER, WHO ARE THE EXPERTS. 
          AND FOR, SO WHEN I SAY A BOARD MEMBER HAVING AN IDEA I MIGHT BE TALKING ABOUT A BOARD MEMBER WHO LISTENS TO THREE PEOPLE WHO ARE GOING TO BE PISSED OFF ON A DAILY BASIS ANYWAY AND WANT SOMETHING CHANGED. 
          THAT'S WHAT I'M TALKING ABOUT. 
          SO, I MEAN, IF ANYBODY IN HERE SAYS TO ME I'VE GOT AN IDEA, I'M LISTENING. 
          IF MRS. PARENT A, WHO'S IRRITATED AT A PRINCIPAL OR A TEACHER WHO'S NOW DECIDED THAT THEY ARE GOING TO CAMPAIGN AGAINST SOMEBODY OR SOMETHING THEN I THINK I DON'T, YOU KNOW, I DON'T THINK THAT THAT'S PROBABLY THE MOST PRODUCTIVE ROLE. 
          SO WHEN I SAY A BOARD MEMBER HAVING AN IDEA THAT'S WHAT I'M TALKING ABOUT. 
          I WILL ALSO SAY THAT THE BLIND SHOULD BE THE EQUAL, RIGHT? HE NEEDS TO BE ABLE TO SUPPRESS I ALSO HAVE SAID TO SEVERAL PEOPLE AT THIS TABLE THAT I IN THE PAST HAVE BEEN BOARD MEMBERS THAT HAVE JUST GONE TO INDIVIDUAL STAFF AND DEMANDING CHANGES AND I THINK THAT MEANS TO STOP, RIGHT? I'LL SECOND THAT. 
          SO I THINK THAT HAVING A DISTRICT IF YOU FIND THAT IT'S COMPLETELY DIFFERENT FROM THE DISTRICT'S PRIORITY IT'S ONE OF THOSE SAFEGUARDS TO AVOID HAVING INDIVIDUAL BOARD MEMBERS WITH THAT KIND OF IDEA THAT YOU'RE TALKING ABOUT. 
          [01:10:02]
I THINK THIS HAS BEEN A GREAT CONVERSATION BECAUSE I THINK WE HAVE GOTTEN STUCK ON WHAT THIS IS AND WHERE IT'S FOR AND I THINK I FEEL LIKE I'M STARTING TO UNDERSTAND A LITTLE BIT MORE FOR EVERYBODY ELSE. 
          I THINK WE'RE MISSING THE ASPIRATIONAL COMPONENT AND I THINK, YOU KNOW, WHEN I CAME ON THAT'S WHEN I LOOKED AT THIS THAT'S WHAT I WAS LOOKING AT LIKE WHERE'S THE ACTION AND I DON'T WANT TO DIMINISH WHAT YOU'RE DOING WHEN I SAY THAT BECAUSE WHEN I LOOK AT THIS I REALLY DO LOOK AT IT AND SAY THESE ARE THINGS THAT ARE REALLY BEING DONE AND BEING DONE VERY WELL AND THAT'S WHY I LOOK AT IT AS AN OPERATIONAL PLAN LIKE YOU'VE GOT THESE THINGS IN MOTION ALREADY, YOU'RE DOING ALL THIS WORK AND THAT'S IMPORTANT BUT I DON'T I THINK IT'S IMPORTANT THAT WE DON'T STAY SO FOCUSED ON THE TREES THAT WE FORGET THERE'S A FOREST THAT WE HAVE TO NAVIGATE AND THAT FORCE HAS CHANGED DRAMATICALLY WHEN THE ESA PASSED AND I DON'T FEEL LIKE THIS DISTRICT HAS RECKONED WITH THAT AND IS PREPARED FOR WHAT THAT MEANS AND I THINK WE'RE SEEING IT AND IT'S STARTING TO IMPACT OUR FINANCIAL HEALTH AND SO NOW WE'RE REALLY SEEING IT BECAUSE OUR ENROLLMENT NUMBERS ARE DROPPING. 
          CHAD, YOU BLENDED. 
          I'M RELATIVELY NEW TO THE BOARD SO I'M STILL GATHERING INFORMATION, I'M JUST TRYING TO LEARN EVERYBODY'S OPINIONS AND ROLES AND THAT BUT I STILL THINK THAT I KIND OF SIDE WITH CINDY WHEN I LOOK AT BOARD PRIORITIES LIKE WHEN I STARTED GETTING SENT THIS I'M LIKE WELL THIS IS, I HAVEN'T EVER SEEN THIS BEFORE SO YOU KNOW I DO I AGREE WITH ALL OF IT OR DO I NOT AGREE WITH IT? I JUST THINK THAT THE BOARD NEEDS TO HAVE KIND OF LIKE OUR WISH LIST THIS IS WHERE WE WANT TO BE IN FIVE YEARS WE WANT TO DO THAT DESTINATION VISIT, WE WANT TO HAVE THE BEST TEACHERS, WE WANT TO HAVE THE BEST ACADEMICS AND STUFF LIKE THAT BUT THIS IS WHAT WE'RE ASPIRING TO BE, THAT'S WHAT WE WANT TO DO BUT THEN WE GO TO SUPERINTENDENT GOALS, OKAY HERE'S WHAT WE WANT TO SEE HOW ARE YOU GOING TO ALIGN WITH WHAT YOU'RE DOING AND PASSING THAT TO YOUR TEAM TO MAKE THAT AND I THINK THAT'S WHAT IT IS I DON'T KNOW IF IT'S WE CHANGE THE NAME OF THIS OR WHATEVER MAYBE PEOPLE AREN'T GETTING CAUGHT UP ON WORDS OR DEFINITIONS OF WHAT IT IS BUT I THINK THERE NEEDS TO BE A CLEAR, THIS IS WHAT THE BOARD WANTS US TO BE IN FIVE YEARS, THIS IS WHERE, THIS IS WHAT WE'RE LOOKING TO STRIVE TO BE, HOW DO WE DO THAT AND THEN WE GO OKAY THAT'S A FIVE YEAR PLAN, THEN WE GO JIM HOW ARE, WHAT ARE YOU GOING TO DO TO PROGRESS US IN THAT YEAR TO YEAR THING SO TO ME IT KIND OF IS A LITTLE BIT OF EVERYTHING JAMMED IN TOGETHER AND BY STARTING THIS I THINK WE'RE STARTING TO SEPARATE IT AND THAT WE CAN DO A LITTLE BIT MORE AND KIND OF SEPARATE IT A LITTLE BIT MORE AND I WOULD GO BACK TO WHAT BOBBY SAID IS IF YOU DON'T HAVE SOMEBODY WHO'S IN THE DISTRICT OR A TEACHER RIGHT, YOU'RE GOING TO GET HACKED WITH YOUR PARAGRAPH AND GO I DON'T WANT TO DO THAT SO DO WE BREAK IT DOWN A LITTLE BIT TO WHERE WE GO HEY WE'RE LOOKING TO GET ALL NEW HIGH SCHOOLS IN THE NEXT TEN YEARS THAT'S ONE OF OUR STRIVING GOALS AND THEN WE KIND OF BREAK IT DOWN FROM THERE AND JIM AND HIS TEAM AND THE TEAM KIND OF HANDLE IT FROM THERE BUT AGAIN THAT'S WHERE I'M AT, I'M STILL TRYING TO LEARN ALL OF THE FACETS BUT THAT'S REALLY WHAT IT IS I THINK MAYBE IT'S WE'VE GOTTEN A GOOD HEAD START WE'VE JAMMED A LOT INTO IT AND MAYBE KIND OF SEPARATE IT A LITTLE BIT MORE AND SAY THIS IS THE STRATEGIC PLAN, THESE ARE THE BOARD PRIORITIES AND THESE ARE THE SUPERINTENDENT AND SO ON AND SO FORTH AT LEAST IN MY HUMBLE OPINION IT WOULD MAKE A LITTLE BIT EASIER SO I THINK HERE'S WHAT I'M GOING TO ASK YOU TO THINK ABOUT, I THINK THERE'S SOME LONG TERM WORK THAT YOU CAN DO AROUND YOUR SOCIETY DOCUMENT. AND I THINK THAT YOU CAN START TO SET THE MOTION ABOUT WHAT THAT MAY BE IN THE MEANTIME OR MAYBE WORK ON SOME REFINED SHORT TERM. 
          KNOWING THAT IT'S TIME TO PROBABLY GO BACK AND DIG IN AND COME UP WITH A NEW PLAN AND EVERY DISTRICT SHOULD DO THAT AFTER THREE TO FIVE YEARS. 
          IF THE PLAN IS SUNSETTING IN 2027, THAT MEANS WE SHOULD GO BACK AND START TO LOOK AT. BECAUSE TO YOUR POINT, THE WORLD HAS CHANGED A LOT AND SO WHEN THESE MAY NOT SEEM ASPIRATIONAL TO SOME BUT AT THE TIME, WHEN THE BOARD CAME UP WITH THESE THEY WERE REALLY HIGH LEVEL NEEDS, RIGHT? NOT ASPIRATIONAL BUT THEY WERE STILL DISTRICT LEVEL GOALS, RIGHT? JUST HISTORICALLY, WHEN THIS WAS PUT TOGETHER, THE DISTRICT HAD 
          [01:15:02]
HAD MAYBE CONSECUTIVE YEARS OF NOT HAVING A MUNICIPAL PROJECT. 
          SO, FOLLOWING THIS PLAN WE TALKED A LITTLE BIT THE OTHER DAY THIS IS THE FOURTH CONSECUTIVE YEAR AFTER THE IMPLEMENTATION OF THESE PRIORITIES. SO, SOME OF THE WORK WILL CONTINUE BUT I THINK IT'S TIME TO FORECAST, OKAY, WHAT ARE WE GOING TO DO NOW TO COME BACK WITH A NEW PLAN THAT IS CARRYING US FORWARD WITH THOSE ASPIRATIONAL GOALS WHILE STILL FOCUSING ON THE DAY-TO-DAY WORK BUT CAN WE USE THIS PLAN IN THE MEANTIME TO STAY FOCUSED AND MAYBE IT'S SOMETHING LIKE, I'M JUST MAKING THIS UP, WE CALL IT DISTRICT PRIORITY AND THEN MAYBE AND I DON'T KNOW YOU ALL ARE GOING TO HAVE TO DIG IN AND FIND SOME TIME TO FIGURE THIS OUT LET ME JUST SHOW YOU A COUPLE DOCUMENTS AND WHETHER OR NOT IT'S WORTH YOUR TIME NOW TO DO THIS SHORT TERM AND LONG TERM SO I'M A COLLECTOR AND I WILL COLLECT YOUR PLAN AND CHAD I NEED TO PUSH THIS BUTTON, RIGHT? THANK YOU FOR JUST ENTERTAINING AND LOOKING AT MY OH I KNOW ISN'T THAT A BEAUTIFUL ONE? SO I LIKE TO COLLECT DIFFERENT PLANS AND SHOW THEM, UH OH, THAT'S MY TEAM'S CHAT, SORRY. 
          OKAY, I HAVE A GOALS DOCUMENT GOAL SAMPLES. SO I'M GOING TO SHOW YOU A COUPLE DIFFERENT PLANS AND IT'S THE PURPOSE OF SHOWING THIS IS TO GET AT WHAT SOME OF YOU ARE TALKING ABOUT. SO THIS WAS QUITE A WHILE AGO, I WORKED WITH GREEN COUNTY AND AFTER THE END OF THE WORKSHOP THEIR SUPERINTENDENT WORKED WITH THE BOARD TO COME UP WITH, SO HERE'S THEIR STRATEGIC PARTIES, THIS IS THEIR MISSION STATEMENT THESE WERE THEIR BIG FOUR, DO YOU WANT ME TO MAKE THAT LARGER? FOR THOSE OF US THAT ARE OKAY, WHOA THESE ARE THEIR FOUR BIG AREAS RIGHT, ACADEMIC EXCELLENCE RECRUITMENT, SIMILAR TO WHAT YOU HAVE RESOURCE MANAGEMENT, FOCUSING ON OUR NEEDS AND THEN COMMUNITY RELATIONS AND THEN THESE WERE THE THINGS THAT THEY FOCUSED ON UNDERNEATH AND I THINK CINDY MAYBE THAT'S WHAT YOU'RE TALKING ABOUT, WHAT ARE THE KEY COMPONENTS RELATED TO THAT BIG, BIG PICTURE, WHAT DO WE MEAN WHEN WE SAY COMMUNITY RELATIONS OR WHAT DO WE SAY WHEN WE MEAN RESOURCE MANAGEMENT ENSURE FISCAL RESPONSIBILITY FOR THE FUTURE, PROVIDE SAFE, EXCELLENT FACILITIES FOR ALL PROGRAMS AND ACTIVITIES, IT JUST REALLY CLARIFIES RIGHT, THEN THE SUPERINTENDENT DEVELOPED HIS GOALS TOWARDS THAT AND THEN THE BUILDING HAS THEIR GOALS TOWARDS THAT OKAY, BUT THIS WAS A LIKE A POSTER THAT THEY COULD PUT OUT INTO THE COMMUNITY LET ME SHOW YOU WHAT ROCK VALLEY DID, REMEMBER WHAT HAPPENED TO THEM A COUPLE YEARS AGO? RIGHT, AND SO I WAS SUPPOSED TO GO THERE THE WEEK OF THE FLOOD, I DIDN'T MAKE IT THAT WEEK LET'S SEE, WHERE'S ROCK VALLEY, DO YOU ALL SEE IT? THERE IT IS NOW, THIS ONE THEY WORKED WITH A OH, THE DONOVAN GROUP OR THEIR COMMUNICATION STAFF OR THE AEA, THESE ARE THEIR FOUR BIG AREAS RIGHT HERE SO THEY HAVE THEIR VISION, THEIR MISSION, THEIR BELIEFS, AND THEN THESE FOUR THINGS ARE THEIR DISTRICT ASPIRATIONS, THEIR BIG PICTURE GOALS THAT'S WHAT THEY PUT IN EVERY CLASSROOM, THAT'S WHAT THEY HAVE IN THE COMMUNITY THIS IS WHAT WE WANT TO ACCOMPLISH STRATEGIC RESOURCE STEWARDSHIP SAFE AND SUPPORTIVE SCHOOLS, RIGOR AND RELEVANCE AND INNOVATIVE OPPORTUNITIES NOW THEY PROBABLY HAVE ANOTHER DOCUMENT THAT'S TALKING ABOUT WHAT THAT LOOKS LIKE BUT I THINK THAT'S WHAT THEY'RE TALKING ABOUT WHAT IS THE BIG PICTURE WE WANT TO ACCOMPLISH AND THEN THE SUPERINTENDENT DEVELOPS THEIR GOALS AND THEN THE BUILDER HAS A GOAL HERE'S WHAT I OFTEN SEE THAT, AND I'LL JUST SHOW THIS BECAUSE THERE'S A WHOLE BUNCH OF SMART PEOPLE IN THE ROOM AND I GET EXCITED ABOUT THIS IF I CAN BRING A LITTLE CLARITY BETWEEN I USED TO BE IN THE CURRICULUM DEPARTMENT IN THE AIMS DISTRICT AND THEN I WENT TO HEARTLAND TO SEE WHAT AIMS WAS AND IT WAS THERE'S A LOT OF STUFF GOING ON IN YOUR SCHOOL WHAT DOES THE BOARD NEED? HOW MUCH INFORMATION DO YOU REALLY NEED? LET ME SHOW YOU WHAT OGDEN CAME UP WITH AND I'M NOT ASKING YOUR STAFF TO DO THIS BY THE WAY, THIS IS LIKE LONG TERM THINKING ABOUT WHAT KIND OF INFORMATION DOES THE BOARD NEED AND THEN WE'LL GO BACK AND JIM, MAYBE YOU CAN TALK ABOUT YOUR GOALS AND I THINK THAT WOULD BE A GOOD SEGUE. ALRIGHT OGDEN, SO I WENT THERE AND HELPED THEM SET THEIR BIG PICTURE GOALS TELL ME WHERE THEY ARE OKAY, THEY HAVE LIKE THREE THINGS LET'S DO THIS AND THEN THEY WORKED WITH A COMPANY TO COME IN AND AGAIN THIS IS BIG, BIG PICTURE WHOA, 
          [01:20:01]
REAL BIG PICTURE OKAY, MISSION AND VISION AND THEN THEIR DISTRICT PRIORITIES ARE THEIR BIG PICTURE DISTRICT ASPIRATIONS THAT YOU WOULD TALK ABOUT. LOOK AT THE FIRST ONE AND I THINK THIS CINDY IS MAYBE WHAT YOU'RE TALKING ABOUT LOOK AT THE VERY FIRST ONE SIMPLIFY STUDENT LEARNING AND ACHIEVEMENT THROUGH MEANINGFUL SCHOOL EXPERIENCES THAT'S ASPIRATIONAL CULTIVATE A CULTURE OF TRUST WHERE ALL STAKEHOLDERS ARE ENGAGED BECAUSE THEY FEEL SAFE AND ACKNOWLEDGED AND HEARD THAT'S EVERYBODY THE BOARD, EVERYBODY THE STAFF, FAMILY CREATE SYSTEMS OF SUPPORT THAT PRIORITIZE GROWTH FOR STUDENTS AND STAFF AND OPTIMIZE RESOURCES FOR STUDENTS AND STAFF BIG ASPIRATION. 
          SUPERINTENDENT GOALS ARE THEY RELATE TO THIS BUT NOW LOOK AT WHAT I REALLY APPRECIATE ABOUT WHAT THE SUPERINTENDENT DID. THEY WORKED FOR A TEAM WITH A TEAM THAT CAME IN AND HELPED THEM DEVELOP THIS BIG STRATEGIC PLAN BUT AFTER THAT OKAY, WHERE'S THE OPERATIONAL PLAN HERE, AFTER THAT THIS IS WHAT JOSH AND HIS TEAM DID CHAD, HOW DO I MAKE IT A LITTLE BIT BIGGER? OKAY LOOK AT LOOK AT THIS IT'S A ROAD MAP SO DISTRICT PRIORITY NUMBER ONE AMPLIFIES STUDENT LEARNING AND ACHIEVEMENT THROUGH MEANINGFUL CLASSROOM EXPERIENCE LOOK HOW MANY KEY ACTIONS THEY HAVE LISTED IN THERE FOUR THIS IS WHAT WE'RE LOOKING THIS IS NOW WHAT WE'RE REALLY GOING AFTER, INSTRUCTIONAL FRAMEWORK RIGHT, WHAT ELSE? I DON'T KNOW I DON'T KNOW WHAT ARE THE ONE OR TWO KEY THINGS THAT YOU'RE GOING AFTER AND THEN AND THEN I'M GOING TO SIT DOWN AND STOP TALKING AND THEN HOW ARE WE GOING TO KNOW WE'RE MAKING SUCCESS THAT'S HOW AND THIS IS WHAT THE BOARD IS GIVING REPORT CARDS THROUGHOUT THE YEAR THE BIG NEWS SO IT'S THE ROAD MAP IN BETWEEN, THE SUPERINTENDENT'S GOALS ARE SEPARATE, IT'S NOT THE BUILDING LEVEL GOALS BUT IT'S A ROAD MAP OF WHAT ARE THE BIG THINGS AND GET WHAT THE BOARD IS LEARNING ABOUT THROUGHOUT THE YEAR AND THAT'S HOW WE GIVE REPORTS THIS IS IT OKAY JIM WILL YOU SHARE WITH ME WHEN JIM STARTED TALKING ABOUT IF YOU HAVE AN OPPORTUNITY TO CLARIFY WHAT WE WANT THE SUPERINTENDENT TO YEAH DO YOU WANT TO START AND THEN JIM CAN DO WHATEVER SO AS INDICATED THANK YOU FOR SHARING THOSE EXAMPLES I HONESTLY CAN'T BEFORE I GO INTO WHAT JIM AND I HAVE DONE I THINK THIS DOCUMENT REALLY ENCOMPASSES SOME OF THE EXAMPLES WE SAW WE JUST SAW, RIGHT, ABSOLUTELY THE OPERATIONAL PLAN I MEAN OUR CORE VALUES ARE LISTED WE KNOW THAT THOSE FOUR CORE VALUES ARE KEY COMPONENTS THAT WE WANT TO BE UNDERSTOOD AND THOSE ARE THINGS THAT WE HAVE IDENTIFIED TO BE THE VALUES THAT SUPPORT OUR MISSION AND OUR OVERALL MISSION IS THAT WE EXIST TO EDUCATE STUDENTS, BELIEVE IN THEIR TALENTS AND SKILLS ACHIEVE ACADEMIC EXCELLENCE AND SUCCEED IN REACHING THEIR POTENTIAL THESE PRIORITIES PER SE SIMILAR TO WHAT WE JUST SAW AS AN EXAMPLE WE HAVE THOSE PRIORITIES WE WANT TO SEE STUDENT ACHIEVEMENT WE WANT TO SEE THAT IMPROVE WE WANT TO SEE SPECIAL EDUCATION WE WANT TO SEE DRLS AND WE WANT STAFFING AND RECRUITMENT AND BECOME FINANCIALLY HEALTHY, THOSE ARE FIVE PRIORITIES THAT WE AS A DISTRICT KNOW THAT WE WANT TO SEE HAPPENING SO THAT'S WHERE WE WANT TO GO THESE ACTION STEPS ARE THE ROAD MAP OF HOW WE GET THERE WHICH ARE JUST SPELLED OUT TO US IN THE CHAPLAIN AND SO WE'VE GOT THAT SO I DON'T WANT US TO WALK AWAY AND SAY OH MY GOSH WE'VE GOT SO MUCH MORE WORK TO DO BECAUSE WE DON'T, WE HAVE MORE TO DO BUT WE'VE GOT A GREAT ROAD MAP HERE AND A LOT OF TIME AND EFFORT HAS BEEN PUT INTO THIS TO GET US TO THIS POINT I JUST THINK WE HAVE TO FLESH SOME THINGS OUT SO IT DOESN'T LOOK SO AMBIGUOUS AND THAT IT SEEMS MORE MANAGEABLE SO I WOULD SAY THAT IN ADDITION TO THAT OUR PRIORITIES ARE SET A LOT OF THOSE THINGS AREN'T SOMETHING THAT I PERSONALLY THINK THAT THE BOARD JUST SAID HEY WE JUST THINK THIS IS THE FLAVOR OF THE MONTH LET'S JUST DO THAT A LOT OF THAT HAS BEEN IMPLEMENTED BECAUSE OF THE STATE MANDATE THAT WE HAVE AND THE OBLIGATION THAT WE HAVE TO OUR STUDENTS EDUCATIONALLY WISE IN ADDITION TO THINKING ABOUT SOME OF THE LEGISLATIVE THINGS WHICH WILL 
          [01:25:01]
IMPACT OUR FINANCIAL HEALTH WHICH PATTY HAS DONE A GREAT JOB OF GOVERNING THAT WHOLE PROCESS IN ADDITION TO THE SUPPORT OF US THAT WE HAVE TO MAKE THEM GET A LITTLE BIT MORE CONSERVATIVE AS WE LOOK FORWARD IN THIS BUT WITH THAT BEING SAID WHEN JIM AND I HAD A DISCUSSION I SAID JIM LOOK AT OUR PRIORITIES LOOKING AT THE PRIORITIES YOU TAKE THE GOALS OUT OF THAT I DON'T WANT ANY MORE THAN THREE IS MANAGEABLE ANYTHING OVER THAT BECOMES A DISSERTATION AND SO I THINK THAT IF JIM TOOK THE ABILITY TO JUST IDENTIFY THREE GOALS THOSE THREE GOALS CAN HELP US AS A BOARD THINK ABOUT WHO WE ARE RESPONSIBLE AS OUR EMPLOYEES AND IT HELPS US AS A BOARD BE ABLE TO GAUGE THAT THESE ARE SOME THINGS THAT JIM HAS IDENTIFIED FOR GOALS THAT SUPPORT THE PRIORITIES THAT WE HAVE THAT ULTIMATELY COME DOWN THE PIPE TO SUPPORT WHAT WE DO IN OUR CLASSROOM SO JIM I'LL DEFER TO YOU TO GO INTO YOUR GOALS AND BOARD MEMBERS HAVE SEEN THIS FOR ABOUT A WEEK OR SO WE'VE SEEN THIS FOR A WEEK SO IF YOU'RE INTERESTED IN SEEING IT JUST HOLD ON JIM'S GOING TO WALK US THROUGH IT SO AS TRAYLA MENTIONED MY GOALS ARE PULLED FROM THIS DOCUMENT WHATEVER WE'RE GOING TO CALL IT PLUS THE ISSA STANDARDS WHICH ARE THE STATE LEADERSHIP STANDARDS FOR EVERY ADMINISTRATOR IN MY CONTRACT BOARD MEMBERS HAVE SEEN THAT MY EVALUATION HAS TO COME FROM THESE STANDARDS THESE ARE STATE LEADERSHIP STANDARDS SO TO COMBINE THESE TWO I REFERENCE THEM IN MY GOALS SO IF YOU JUST LOOK AT GOAL NUMBER ONE STRENGTHENING TRUST, TRANSPARENCY AND COLLABORATIVE PARTNERSHIPS WITH STUDENTS, STAFF FAMILIES, COMMUNITY ORGANIZATIONS AND THE DISTRICT THROUGH INTENTIONAL ENGAGEMENT THERE'S A LOT OF DIFFERENT ENGAGEMENT ACTIVITIES THAT I'VE SPELLED OUT IN HERE AND SOME OF OUR CABINET MEMBERS WILL BE INVOLVED IN THIS OUR COMMUNICATION DEPARTMENT IS INVOLVED IN SOME OF THESE AS WELL THIS HAS EXPECTED ONE YEAR OUTCOMES SO IT'S A SINGLE YEAR THING IT TIES IN THE ISSL STANDARDS IT ALSO TIES IN STAFF RECRUITMENT AND RETENTION AS ONE OF THE CORE PRIORITIES SO THE FIRST ACTION STEPS IS COMMUNITY AND FAMILY ENGAGEMENT SO WE'RE GOING TO CONDUCT MONTHLY SESSIONS WITH AT LEAST ONE COMMUNITY AGENCY I'VE LISTED SOME AGENCIES THERE THERE'S CLEARLY TEN TIMES MORE AGENCIES THAN THAT BUT WE COLLECTIVELY ARE GOING TO BE INTENTIONAL ABOUT MEETING WITH THESE AGENCIES ONCE A MONTH A DIFFERENT AGENCY EACH MONTH TO SIT DOWN AND TALK ABOUT OUR RELATIONSHIP WITH THEM HOW WE CAN BUILD A BETTER RELATIONSHIP WHAT OUR GOALS ARE AS A DISTRICT AND HOW WE CAN SUPPORT OUR STUDENTS SO THAT'S GOING TO BE INTENTIONAL THE SECOND ONE MONTHLY MEETINGS WITH AT LEAST ONE CIVIC OR COMMUNITY SERVICE ORGANIZATION SAFETON, ROTARY CLUB, A LOT OF THOSE ORGANIZATIONS LIKE THAT AGAIN WHO IS ON THE GROUND WHEN I WALK IN WE'RE GOING TO DO A PRESENTATION WE'RE GOING TO TALK TO THEM ABOUT WHAT WE'RE DOING AND HOW THEY CAN HELP SUPPORT THE DISTRICT THE THIRD ONE IS FAMILY ENGAGEMENT OPPORTUNITIES SO WE HAVE A LOT OF ENGAGEMENT ACTIVITIES IN OUR BUILDINGS OUR CABINET IS GOING TO BE EXPECTED TO BE ENGAGED IN ACTIVITIES NOT AS PASSIVE MEMBERS BUT ACTIVE MEMBERS AT THOSE ENGAGEMENTS TO ENGAGE OUR PARENTS STAFF ENGAGEMENT WE'RE GOING TO SCHEDULE TIME IN OUR BUILDINGS ON FRIDAY AFTERNOONS WHEN OUR TEACHERS HAVE WORK TIME TO SIT THERE MEDIA CENTER, LIBRARY, WHATEVER IT MAY BE THE STAFF IS GOING TO KNOW WE'RE GOING TO COME IN NO AGENDA, THEY'RE SIMPLY GOING TO SHOW UP AND ASK US QUESTIONS ABOUT HOW WE CAN HELP THEM AND VICE VERSA SO AN OPEN FORUM IF YOU WILL WE'RE ALSO GOING TO BE ENGAGED WITH ALL OF THE LEADERSHIP TEAMS WHETHER IT BE TQ COMMITTEE, THE BLUE CREW BLTA, BLTB ALL OF THESE MEMBERS ON THE CABINET MYSELF INCLUDED WILL BE MEMBERS OF THOSE COMMITTEES SO WE ARE HEAVILY ENGAGED IN DECISIONS THAT ARE BEING MADE BY THOSE STUDENT ENGAGEMENT WE'RE GOING TO ENGAGE OUR OLDER STUDENTS SO OUR MIDDLE SCHOOLS, WE'RE GOING TO MEET WITH OUR STUDENT COUNCILS IN EACH OF OUR MIDDLE SCHOOLS ON A REGULAR BASIS OVER LUNCH HOUR, WE'RE GOING TO GET SOME PIZZAS TO SIT DOWN AND HAVE AN OPEN CONVERSATION ABOUT WHAT IT'S LIKE TO BE A STUDENT IN THIS DISTRICT THE HIGH SCHOOL STUDENTS, WE'RE GOING TO DO THE EXACT SAME THING BUT WE'RE GOING TO BRING OUR HIGH SCHOOLS TOGETHER SO EAST, NORTH, AND WEST ARE GOING TO COME TOGETHER AND WE'LL ROTATE AROUND THE HIGH SCHOOLS TALK ABOUT WHAT IT'S LIKE TO BE A STUDENT WHAT ARE YOU PROUD OF IN YOUR SCHOOL WHAT ARE YOU PROUD OF IN THIS COMMUNITY WHAT ARE WE MISSING, WHAT CAN WE DO BETTER AND HAVE THOSE OPEN HOUSE CONVERSATIONS AND THEN THE SUCCESS INDICATORS BELOW IT SO AGAIN, WE'RE GOING TO TRY TO ENGAGE A WHOLE BUNCH OF PEOPLE WHO HAVEN'T MAYBE BEEN ENGAGED IN THIS COMMUNITY OUR COMMUNITY NEEDS TO KNOW WHAT GREAT THINGS WE'RE DOING AND THAT IS OUR INTENT IS TO GET OUT WHETHER IT'S IN OUR BUILDINGS WITH OUR PARENTS OUR COMMUNITY LEADERS, CIVIC LEADERS, WHATEVER THAT MAY BE AND ENGAGE THEM QUESTIONS ABOUT GOAL NUMBER ONE? GOAL NUMBER TWO COMES BACK TO AND JARED HAS SAID IT MULTIPLE TIMES AN INSTRUCTIONAL FRAMEWORK THAT'S HEAVY LIFTING, WE'RE TALKING ABOUT A THOUSAND TEACHERS AND WE'RE GOING TO TRY TO MAKE SURE THAT EVERYBODY HAS A SOLID FOUNDATION OF WHAT GOOD TEACHING LOOKS 
          [01:30:02]
LIKE IN A CLASSROOM, WE'RE GOING TO HOLD OUR TEACHERS ACCOUNTABLE TO THAT FOUNDATION, TO THAT FRAMEWORK THAT'S BEEN CREATED BY OUR DISTRICT LEADERS SO WE'RE GOING TO ROLL THAT OUT AGAIN, HOW IS IT TIED TO OUR BOARD PRIORITY? IT ACTUALLY TIES TO THE FIRST THREE, ALL STUDENTS AS WELL AS EL STUDENTS, AS WELL AS SPECIAL ED STUDENTS GOOD TEACHERS, GOOD TEACHING, IT DOESN'T MATTER WHO YOU'RE TEACHING EXPECTED ONE YEAR OUTCOMES WE JUST THINK IT'S CRITICALLY IMPORTANT THAT THERE'S SOME STANDARDS THAT EVERY TEACHER IN THIS DISTRICT HAS AND WE'RE GOING TO SUPPORT THEM WITH, WHETHER IT'S THE INSTRUCTIONAL FRAMEWORK THE MODEL LESSON OUR WALKTHROUGH TOOL, OUR EVALUATION TOOL ALL HAVE COMMON LANGUAGE COMMON EXPECTATIONS, COMMON TEACHER EXPECTATIONS, K-12 AND THEN WE'RE GOING TO SUPPORT ALL OF THOSE TEACHERS WHO NEED ADDITIONAL SUPPORT A MAJORITY OF OUR TEACHERS DON'T NEED MUCH MORE SUPPORT, RIGHT? BUT WE STILL HAVE A WHOLE BUNCH OF NEW TEACHERS YEAR IN AND YEAR OUT THAT NEED MORE OF OUR SUPPORT. WE'RE GOING IDENTIFY THEM THROUGH OUR WALKTHROUGH TOOL, THROUGH OUR EVALUATION TOOL, AND WE'RE GOING TO GET COACHES AND CURRICULUM FACILITATORS AND HEAD TEACHERS ENGAGED, MENTORS ENGAGED WITH THOSE TEACHERS TO SUPPORT THEM SO THEY KNOW WHAT THEIR TEACHING AND LEARNING LOOKS LIKE. WE'LL USE OUR DATA DASHBOARD THAT CHAD AND HIS TEAM CREATED THIS LAST YEAR. 
          WE ALSO HAVE A DASHBOARD THAT WE'RE PURCHASING THROUGH PTA THAT WILL SHOW US A BUNCH OF DATA POINTS INSTANTLY. WE CAN CHECK IN EVERY DAY TO FIGURE OUT WHAT STUDENT ACHIEVEMENT LOOKS LIKE IN OUR DISTRICT, AND WE CAN FOCUS ON THOSE SCHOOLS, THAT GRADE LEVEL, THOSE TEACHERS. SUPPORT THOSE PEOPLE ACCORDINGLY. 
          QUESTIONS ABOUT INSTRUCTIONAL FRAMEWORK, CLASSROOM MANAGEMENT, ALL OF THOSE THINGS THAT ALL TIE TOGETHER TO THE DANIELSON MODEL, BUT EVERY COMPONENT WE HAVE THAT RELATES TO GOOD TEACHING AND LEARNING COMES FROM THAT INSTRUCTIONAL FRAMEWORK. SO IMPLEMENTATION, SUPPORTING, PROFESSIONAL DEVELOPMENT, MONITORING, AND CONTINUOUSLY CHECKING THAT DATA AND REPORTING BACK TO THE BOARD QUARTERLY. WHAT THAT MAY LOOK LIKE, TRAYLOR AND I CAN FIGURE OUT WHAT THAT LOOKS LIKE, BUT YOU DESERVE TO KNOW HOW WE'RE DOING IN THE QUARTER. 
          HOW MANY OF THESE EVENTS ARE WE GETTING TO? WHAT'S THE COMMUNITY SAYING? WHAT'S OUR STUDENT ACHIEVEMENT DATA LOOK LIKE? WE SHOULD BE PRESENTING TO YOU QUARTERLY. JARED? I ACTUALLY PRINTED THE INSTRUCTIONAL FRAMEWORK COPIES BECAUSE I WAS GOING TO REFERENCE IT. I THINK YOUR ADVICE, I WAS GOING TO TALK ABOUT IT A LITTLE BIT, BUT I'LL GIVE YOUR ADVICE. SO BOARD MEMBERS, JUST SO YOU UNDERSTAND, EACH OF THESE BOARD PRIORITIES OR WHATEVER WE'RE GOING TO CALL THIS STRATEGY, THERE'S CABINET MEMBERS ASSIGNED TO EACH OF THESE PRIORITIES. SO EVERYONE IN HERE HAS SOME COMPONENT OF THIS THAT THEY'RE, THAT THEY ARE HELPING DRIVE FORWARD. 
          THEY MAY, THEY'RE NOT ATTACHED TO ALL OF THEM, BUT COLLECTIVELY AS A TEAM THEY ARE. SO FOR INSTANCE, NUMBER 01, WE JUST TALKED ABOUT STUDENT ACHIEVEMENT. 
          WELL, WHO ARE THE LOGICAL PEOPLE BESIDES ME? DIRECTOR OF SECONDARY ED, DIRECTOR OF ELEMENTARY ED, AND CURRICULUM. SO THOSE 3 PEOPLE ARE DRIVING HOME GOAL-LEVEL HOW ABOUT GOAL NUMBER 2? WHEN WE START TALKING ABOUT SPECIAL ED, WHO'S THAT? WELL, KIM NEAL, ALONG WITH ELEMENTARY, SECONDARY CURRICULUM. WHO'S TALKING ABOUT EL, RIGHT? MANDY, ALONG WITH SECONDARY, ELEMENTARY, AND CURRICULUM, RIGHT? HOW ABOUT WHEN WE TALK ABOUT THE RETENTION COMPONENT? THAT COMES FROM OUR COMMUNICATIONS DEPARTMENT AND OUR HR DEPARTMENT, BUT YET WE ARE ALL SUPPORTING IT, BUT THEY'RE DRIVING IT HOME. 
          AND THE FINANCIAL ACCOUNTABILITY IS OBVIOUSLY PATTY. WE ALL DO WHAT PATTY SAYS BECAUSE THAT'S WHY WE'RE IN THE SITUATION WE'RE IN. SO THANK YOU, PATTY, FOR THE HARD WORK THAT YOU'VE DONE. SO THERE'S NO ONE IN THIS ROOM THAT ISN'T ENGAGED IN THIS, IN THIS PACKET. 
          EVERYONE IN HERE HAS AT LEAST ONE, IF NOT TWO, GOALS THAT THEY'RE HEAVILY ENGAGED IN, AND THEIR GOALS ARE TIED TO THIS DOCUMENT AS WELL, WHICH GUESS WHAT? THEN THE PRINCIPALS ARE TIED TO THOSE, AND THE BUILDING GOALS ARE TIED TO THOSE, AND A LOT OF IPDPS WITH OUR TEACHERS ARE TIED TO THOSE INDIRECTLY. SO THIS ISN'T JUST ONE-OFF ITEMS THAT WE'RE TALKING ABOUT. THIS IS A SYSTEMIC ISSUE THAT WE'RE TALKING ABOUT. EVERY TEACHER IN OUR DISTRICT IS TIED TO SOME OF THESE GOALS DIRECTLY. SO, JIM, I WANT TO THANK YOU FOR THAT, BUT THE ONE THING I WOULD LIKE TO SEE, JUST BECAUSE, AND YOU DID THIS WITH YOUR GOALS, IS AS WE WROTE, AS YOU WROTE, LIKE, THE STANDARDS, WHAT STANDARDS YOUR GOAL WAS ALIGNED WITH, IT'S NICE TO KNOW, LIKE, WHO IS DRIVING THIS, RIGHT? SO IT'S NICE TO KNOW THAT IT'S SECONDARY EDUCATION FOR TIM, WHICH THEN OWNS THIS PARTICULAR PRIORITY, IF YOU WILL. SO I MEAN, BECAUSE AS A BOARD MEMBER, WE HEAR IT'S THE TEAM, AND I REALIZE THAT, BUT WE DO KNOW THAT THERE'S A DRIVING FORCE BEHIND IT. SO I CAN PUT LIKE, IT'D JUST BE NICE TO JUST HAVE A LITTLE INSERT OF SAYING THIS IS THE ELEMENT OF, I WOULD JUST LIKE TO SEE THAT TO JUST GIVE US A LITTLE BIT MORE SENSE. AND I FAILED TO MENTION CHAD AND HIS TECHNOLOGY TEAM IS PROBABLY TIED TO 4 OF THESE 5, RIGHT? I MEAN, THERE'S SOME VERY DIRECT REPORTS BUT SOME INDIRECT REPORTS, BUT THERE ARE DEFINITELY PEOPLE THAT ARE DRIVING THESE IN ORDER TO DO THAT. I AGREE. 
          AND SO, BOARD MEMBERS, I'D LIKE FOR YOU TO JUST TAKE SOME TIME TO OFFER SOME FEEDBACK. I'D LIKE TO SEE WHAT, AS YOU'RE LOOKING AT GOAL 1 AND YOUR COMMUNITY ENGAGEMENT, I'D LIKE TO SEE WHAT THAT LOOKS LIKE FROM A CALENDAR PERSPECTIVE, LIKE, AND I'D LIKE BOARD MEMBERS TO BE ABLE TO SUPPORT THAT IF POSSIBLE, 
          [01:35:02]
IF THEY'RE ABLE TO BE A PART. 
          SOME OF OUR BOARD MEMBERS ARE TIED TO COMMUNITY RESOURCES AND MIGHT BE A GOOD ADVOCATE TO HELP WITH THAT ALIGNMENT THERE. ARE YOU ASKING, ARE YOU SAYING THAT YOU'D LIKE TO BE PRESENT WHEN WE DO SOME OF THESE? WE'D LOVE TO HAVE YOU BE PART OF IT. I'D LIKE FOR YOU TO EXTEND THAT INVITATION TO THE BOARD MEMBERS. WE ALL CAN'T BE THERE, NOR DO I EXPECT ALL OF US TO BE THERE, BUT SOME OF US HAVE SOME STAKE IN SOME OF THESE COMMUNITY EFFORTS. 
          AND THERE ARE SOME THAT, AS YOU SAID, WERE NOT IDENTIFIED, THAT BOARD MEMBERS CAN HELP YOU WITH THAT COLLABORATION SO THAT WE CAN HAVE THAT PARTNERSHIP. 
          WE WOULD LOVE TO HAVE THAT. I KNOW YOU'RE HEAVILY INVOLVED WITH SHIP, TRAYLOR, SO WE WOULD LOVE TO HAVE YOU WHEN WE GO TO SHIP. WE'D LOVE TO HAVE YOU. WE HAVEN'T SET THOSE DATES YET. WE'RE STILL IDENTIFYING THOSE THINGS. I ACTUALLY ALREADY SAID THAT ONE. 
          SHIP, YOU DID? YEAH. SO, YOU KNOW, LIKE JOHN, HE GOES, JOHN'S AT ROTARY EVERY TIME WE DO. JOHN, YOU COULD HELP US FACILITATE THAT AND WE COULD, WE COULD GET THERE. WE'D LOVE TO HAVE YOU ENGAGED. ANOTHER THING THAT'S HAPPENING IS THE EXPECTATION IS THAT EVERY CABINET MEMBER, WEDNESDAY NIGHT, WE'RE ALL WALKING INTO THE VACATION BREAK TOGETHER. WE'RE NOT, IT'S NOT JUST THE SUPERINTENDENT, IT'S ALL OF US. AND, AND, AND THEN 3 WEEKS FROM NOW, WE'RE ALL WALKING INTO WEST HIGH HOMECOMING BREAK TOGETHER. 
          AND THEN THE NORTH, THE EAST. I LIKE THAT. I JUST, I'D LIKE, I'D LIKE TO JUST HAVE AN IDEA WHAT THAT LOOKS LIKE, AND I'D LOVE FOR OUR BOARD MEMBERS TO BE A PART OF THAT. BOARD MEMBERS, IF YOU HAVE A VOTE YOU'RE TIED TO AND YOU'D LIKE TO HAVE US COME AND DO A 30-MINUTE PRESENTATION, Q&A, TALK ABOUT OUR PRIORITIES, WE'D LOVE TO DO THAT. 
          BUT HELP US IF YOU'RE ENGAGED IN ONE. AGAIN, I'M THINKING THE CITY, MAYBE YOU JUST WANT TO SHOW UP AND WE DO THE PRIORITY REPORT AND THE REGULAR REPORT. 
          I DON'T CARE. WE NEED MORE PRESENCE IN THIS SYSTEM, IN THIS CITY AREA, AND THAT'S OUR GOAL, IS TO GET OUT IN FRONT OF PEOPLE, NOT JUST OUR OWN COMMUNITY. 
          THE OTHER THING IN COMMUNITY ENGAGEMENT, THAT PIECE, OUR SIAC PARENT ADVISORY, WHATEVER IT'S CALLED, THAT HAS TO BE MORE FREQUENT. I THINK WHAT HAPPENS, AND THIS IS JUST MY OBSERVATION, IS THAT BECAUSE OF THE INFREQUENCY OF THAT, IT'S HARD TO KEEP COMMUNITY MEMBERS ENGAGED WHEN THEY'RE NOT MEETING CONTINUOUSLY. WHEN I WAS FIRST ON THAT PARENT ADVISORY COMMITTEE YEARS AGO, WE MET MONTHLY. I'M NOT SUGGESTING THAT, BUT I DO THINK IN ORDER FOR THAT TO BE A VIABLE PART OF ENGAGEMENT AND PARENT CONNECTIVITY, WE'VE GOT TO MEET MORE FREQUENTLY. YOU KNOW, THAT'S JUST MY SUGGESTION, BUT THAT COMMITTEE CAN DECIDE HOW THEY WANT TO MOVE FORWARD WITH THAT. I DO LIKE THE IDEA OF QUARTERLY, HAVING A QUARTERLY REVIEW. YOU CAN ALSO JUST INCLUDE THAT HERE WRITTEN REPORT THAT YOU SEND TO US ON A MONTHLY BASIS, UNLESS BOARD MEMBERS WANT MORE FREQUENT COMMUNICATION. BUT THAT MONTHLY REVIEW OR RECAP THAT YOU'RE SENDING US ALREADY, WHICH IS A COMMUNICATION TOOL THAT WE DISCUSSED BECAUSE WE WANTED TO MAKE SURE THAT BOARD MEMBERS WERE RECEIVING THE SAME INFORMATION. WHERE I MIGHT GET STUCK TALKING ABOUT THE FINANCE OF WHAT JOHN WILL GET STUCK TALKING ABOUT FINANCES. HE MAY NOT HAVE THE OPPORTUNITY TO GO THROUGH THE OTHER THINGS THAT WE'RE TALKING ABOUT, BUT HAVING THAT SUMMATION OF WHAT'S HAPPENING MONTHLY FROM YOU ALL, AND IT GIVES THE SAME COMMUNICATION TO ALL OF OUR BOARD MEMBERS, AND WE HAVE THAT INFORMATION WHETHER JIM GETS TO THAT WITH THE BOARD MEMBER IN THEIR MEETING. THE OTHER THING IS BOARD MEMBERS ARE MEETING MONTHLY WITH JIM, AND THAT MEETING IS IDEALLY A HALF AN HOUR OR SO, AND THAT'S AN OPPORTUNITY FOR JIM AND BOARD MEMBERS TO HAVE THAT ONE-ON-ONE COMMUNICATION AND TO TALK ABOUT THINGS THAT ARE OF IMPORTANCE TO THAT BOARD MEMBER AND JIM, BUT ALSO TO WORK ON THE RELATIONSHIP SO THAT WE HAVE A MORE COHESIVE LEADERSHIP TEAM AND BE ABLE TO MOVE FORWARD. 
          UM, SO THOSE ARE JUST SOME THINGS THAT ARE ALREADY ON THE PIPE. AND THEN, AS YOU TALKED ABOUT STUDENT ENGAGEMENT AND THE, AND WE STUDENT COUNCIL REPRESENTATIVES, ETC., ETC., MAYBE WE NEED TO LOOK AT AN ADVISORY STUDENT TEAM, YOU KNOW, AND MAYBE THAT WOULD BE SOMETHING THAT YOU PUT THAT TOGETHER AND MAYBE IT'S NOT JUST STUDENT COUNCIL MEMBERS, MAYBE IT'S STUDENT EXECS, MAYBE SOMETHING EXTRA TO DO, I DON'T KNOW, BUT AS YOU'RE LOOKING AT STUDENT ENGAGEMENT, IT WOULD BE NICE TO HAVE, NOT NECESSARILY OBVIOUSLY THE CREAM OF THE CROP, BUT STUDENTS THAT ARE MAYBE NOT IN STUDENT COUNCIL BUT MIGHT BE DOING SOMETHING ELSE. 
          BUT I THINK MAYBE LOOKING AT, SO OUR INTENT ON THE SIAC COMMITTEE, WE INVITE STUDENTS FROM EACH OF OUR HIGH SCHOOLS TO BE ON THE SIAC COMMITTEE. SO I BELIEVE THERE'S 2 FROM EACH COMMITTEE, FROM EACH HIGH SCHOOL THAT ARE INVITED TO BE PART OF THAT. AND THAT MIGHT TAKE CARE OF IT. AND THEN OUR INTENT IS WHEN WE GO TO THE HIGH SCHOOL TO MEET WITH THE STUDENT COUNCILS, WHOEVER'S HOSTING IT, GET TO BRING IN AN ADDITIONAL 10 OR 15 STUDENTS FROM ALL GRADE LEVELS SO WE GET A WIDER VARIETY, NOT JUST STUDENT COUNCIL KIDS. 
          AND SO IS THAT WORKING? UM, IT WORKED ABOUT 10 YEARS AGO, AND THEN THROUGH A VARIETY OF 
          [01:40:01]
DIFFERENT SUPERINTENDENTS AND STUFF, IT KIND OF WENT AWAY. 
          BUT WE'RE, I'D LOVE TO BRING IT BACK. I THOUGHT IT WAS SUPER ENGAGING. I THOUGHT OUR STUDENTS FELT LIKE THEY HAD A VOICE DURING THAT TIME. SO WE'RE GOING TO REVITALIZE THAT. 
          BUT YEAH, IT'S, IF YOU WALK IN, I'D LOVE TO INVITE ALL OF YOU AS WELL. I THINK IT'D BE GREAT FOR OUR BOARD MEMBERS TO BE HEAR FROM OUR HIGH SCHOOL STUDENTS, AND IT WAS JUST AN OPEN CONVERSATION WHAT IT FEELS LIKE TO BE A STUDENT AT NORTH OR EAST OR WEST AND THINGS WE'RE PROUD OF AND THE THINGS WE CAN DO BETTER AS A COMMUNITY. IT WAS A GOOD CONVERSATION. I THINK THAT WOULD BE A GOOD LINK TO THE STUDENT ENGAGEMENT. 
          THOSE ARE JUST SOME THINGS THAT I MADE NOTES OF, BOARD MEMBERS, AS I WAS READING THROUGH OUR GOALS AND ARE THE GOALS THAT JEN HAD SET FORTH IN ADDITION TO LOOKING AT OUR PRIORITY. 
          PLEASE FEEL FREE TO ADD ANYTHING ELSE THAT YOU DO WELL, I'M GOING TO SHARE PUBLICLY THIS, AND WE CAN SPEND MORE TIME ON IT IF YOU WANT BETTER DETAIL ON IT. I ALWAYS LOOK FOR 3 TO 5 GOALS IN THE PRIVATE SECTOR, AND I LOOK FOR GOALS THAT ARE MEASURABLE, AND I LOOK FOR GOALS THAT HOLD ME ACCOUNTABLE, NOT MY TEAM ACCOUNTABLE, BECAUSE I'M ACCOUNTABLE FOR MY TEAM. I SEE WHAT I'VE JUST HEARD WAS LESLIE'S GOING TO BE INVOLVED IN THIS AND THE CABINET'S GOING TO BE INVOLVED IN THIS AND YOU MIGHT HAVE YOUR MONTHLY MEETINGS. I DON'T THINK THAT IT'S MEASURABLE ON YOUR PERFORMANCE ON WHAT YOU DID AND WHAT THE OUTCOME WAS BY HAVING A MEETING, ESPECIALLY IF LESLIE'S THE ONE THAT'S FACILITATING OR JARED'S THE ONE THAT'S FACILITATING. 
          SO WHAT I REALLY WANT FOR YOUR GOALS IS WHAT DID JIM COMMIT TO DOING TO MAKE SURE THAT WE ACHIEVE THIS GOAL, NOT WHAT IS JIM GOING TO COMMIT HIS TEAM TO DOING, BECAUSE THEY STILL HAVE TO DO ALL THE WORK IF IT ALIGNS WITH THEIR ROLE, BUT SPECIFICALLY WHAT ARE YOU DOING TO GET TO THAT GOAL. AND THEN AT THE END OF THE YEAR, HOW DID WE MAKE A DIFFERENCE OR NOT MAKE A DIFFERENCE. QUARTERLY THAT REPORT SAYS WE'RE NOT ON TRACK AND THIS IS WHAT WE'RE GOING TO DO TO CHANGE THIS. 
          AND THAT IS WHAT ARE WE, JIM, GOING TO DO, AND THEN HE'S GOING TO ENLIST A BUNCH OF SUPPORT TO HELP WITH THAT. BUT REALLY YOUR GOALS ARE YOURS, NOT YOUR TEAM. THEY HAVE TO SUPPORT YOU. THEIR GOALS SHOULD ALIGN WITH YOUR GOALS, BUT YOU ALL SHOULDN'T HAVE THE SAME SHARED INTENT TO HAVE MONTHLY ENGAGEMENT SESSIONS, RIGHT? THAT CAN'T BE HIS GOAL, BUT THAT WOULD BE ONE OF THOSE OUTCOMES IF YOU'RE GOING TO HAVE IT. YEAH, I, I, THAT'S A FAIR STATEMENT. I DON'T SEE THEIR GOALS LOOKING THE SAME AS MY GOALS. UM, I PREFER THAT WE DON'T DO THINGS IN ISOLATION. 
          I'M THE ONLY ONE THAT WORKS IN THIS DISTRICT. THERE'S 02,500 EMPLOYEES. SO TO SUGGEST THAT I'M GOING TO SHOW UP TO A MEETING AND MEET WITH ALL THESE PEOPLE WITHOUT HAVING ALL THESE OTHER PEOPLE HEARING THE INPUT FROM THESE STAKEHOLDERS. I WILL STILL BE IN CHARGE OF EVERY ONE OF THESE THINGS, BUT I WILL INVITE COLLEAGUES WITH ME TO PARTICIPATE TO ALSO GET FEEDBACK AND HEAR FROM THEM. SO YES, SOME OF OUR PEOPLE WILL BE INVITED TO THESE EVENTS, BUT AT THE END OF THE DAY, THESE ARE ON ME. THERE'S, I'M NOT, JARED ISN'T IN CHARGE OF ANY OF MY GOALS RIGHT HERE. SOME OF THE COMPONENTS WITHIN THIS, JARED'S WORKING ON, AND SO IS REBECCA, AND SO IS AMY, AND SO ON AND SO FORTH. MEET WITH YOU TO CLARIFY IF THERE'S SOME THINGS I NEED TO CHANGE WITH THE VERBIAGE, AND BE HAPPY TO TAKE A LOOK AT THAT AS WELL. ARE YOU SAYING SOMETHING LIKE, EARL, DEVELOP A PLAN THAT ENSURES YOU HAVE CONNECTIONS WITH? YEP. AND THEN THEN THIS HAPPENS AS A RESULT OF THAT. YEP. AND THEN THE SUCCESS INDICATOR EVIDENCE IS GOING TO THE DISTRICT BULLET EVIDENCE OF STAKEHOLDER FEEDBACK INFORMING DISTRICT DECISIONS. 
          WHAT IS THAT? LIKE, WHAT IS THAT EVIDENCE? HOW IS THAT MEASURABLE? HOW DO WE KNOW IF YOU WERE SUCCESSFUL? I DON'T KNOW WHAT THAT FEATURE IS. A SURVEY OR SOMETHING, SOME FEEDBACK FOR THAT. YEAH, AND THAT'S UP TO YOU TO DECIDE HOW WE'RE GOING TO BE ABLE TO MEASURE THOSE THINGS. BUT ALL GOALS SHOULD HAVE A MEASUREMENT COMPONENT TO THEM. OTHERWISE, YOU DON'T KNOW WHETHER YOU DID THEM OR NOT. AND HOW YOU MEASURE IS BASED OFF YOUR GOAL IS GOING TO BE VERY DIFFERENT, RIGHT? SO YOU CAN TALK ABOUT TEST SCORES, AND THAT'S VERY MEASURABLE. 
          YOU'RE GOING TO GO UP BY 1% OR WHATEVER THAT LOOKS LIKE, AND YOU'RE GOING TO ACHIEVE THAT BY WHATEVER ACTION STEPS. 
          IN THE, WHAT WAS IT, STRENGTHENING TRUST AND TRANSPARENCY IN COLLABORATIVE PARTNERSHIPS, THAT'S PRETTY VAGUE AND PRETTY BROAD, AND I DON'T KNOW HOW YOU'RE GOING TO MEASURE WHETHER YOU'RE BEING SUCCESSFUL IN THAT OR NOT. AND I DON'T KNOW HOW YOU WOULD EXPECT THE BOARD TO UNDERSTAND WHETHER YOU'RE BEING SUCCESSFUL IN THAT OR NOT. I DO WANT YOU TO SPEND TIME ON THAT. I'M NOT JUST I'M NOT JUST LOBBING THIS OUT HERE AND TELLING YOU HAVE TO GO DO IT. THAT'S JUST MY PERSPECTIVE IS GOALS HAVE TO BE MEASURABLE AND THERE'S GOT TO BE A, I DID THIS. AND WHETHER IT'S YOU CALL PATTY EVERY MONDAY MORNING TO SAY, IS YOUR BUDGET READY FOR THE FINANCE MEETING TODAY? LIKE, THAT'S A DETAIL THAT I DON'T NEED, BUT IF THAT'S WHAT YOU NEED TO DO TO MAKE SURE PATTY'S SUCCESSFUL, THEN WORK THAT INTO YOUR GOALS. AND I PICK ON PATTY BECAUSE PATTY'S ALWAYS PREPARED. AND JIM, ONE OF THE, ONE OF THE THINGS COULD BE, I ALWAYS PUSH FOR ROI. YOU'RE 
          [01:45:01]
GOING TO WORK WITH YOUR STAFF TO MAKE SURE THAT EVERY PRESENTATION HAS THE ROI BEFORE IT COMES TO THE BOARD, OR 90% OR 80%, LIKE PICK SOMETHING THAT'S MEASURABLE. 
          AND AT THE END OF THE YEAR, YOU SAY, WE DID THEM ON ALL OF THESE EXCEPT FOR THESE 3, AND THIS IS WHY. YOU HEAR THE FEEDBACK? I WOULD JUST, A COUPLE OF THINGS. I THINK THESE ARE VERY AGGRESSIVE GOALS, AND I LIKE THAT. I LIKE SOME PEOPLE WOULD PUT OUT STRETCH GOALS, AND I THINK THESE WILL BE. I THINK THAT'S VERY AGGRESSIVE, AND I WAS GLAD TO HEAR YOU TALK ABOUT HOW THERE IS USE OF OTHER, BECAUSE THAT WAS ONE OF THE THINGS I HAD AS A QUESTION IS HOW ARE OTHER LAYERS OF ADMINISTRATION INVOLVED IN THEM, AND YOU EXPLAINED THAT VERY WELL, SO I APPRECIATE THAT. SO IT SOUNDS LIKE, DO OTHER BOARD MEMBERS HAVE ANY FEEDBACK? AND I KNOW THIS IS A BIG GROUP. I'M GOOD. SORRY, ONE MORE THOUGHT, AND IT'S JUST A MINOR THING. I THINK THE GOALS THAT YOU HAVE IDENTIFIED ALIGN WITH MORE THAN ONE PRIORITY, WHICH IS EXCELLENT. I THINK YOU CRAFTED GOALS THAT REALLY SUPPORT ALL OF THOSE PRIORITIES WITHIN THEM. I THINK THIS HAS BEEN AN IMPORTANT STEP, FIRST OF ALL, JUST TO CLARIFY, AND THANK YOU. YOU AFFIRMED THAT SO MUCH OF WHAT YOU'RE ALREADY DOING IS IN RESPECT TO THAT. BUT THE FACT THAT WE DIDN'T ALL HAVE AGREEMENT ON IT WAS AN OPPORTUNITY FOR CLARIFICATION, RIGHT? LONG-TERM, YOU MAY THINK ABOUT WHAT WE'RE GOING TO DO IN THE NEXT ITERATION, WHILE YOU CONTINUE TO FOCUS ON THIS. BUT REALLY, AS A, IT'S REALLY IMPORTANT FOR OUR BOARD TO CONTINUE TO CLARIFY OUR EXPECTATIONS FOR THE SUPERINTENDENT AND THEN WANTING TO SUPPORT HIM AS WELL. SO IT SOUNDS LIKE YOU'VE GOT SOME INITIAL FEEDBACK AND THEN TO BRING THEM BACK TO THE BOARD, BUT THEN I THINK THE IMPORTANT STEP IS THAT THE BOARD'S GOING TO SAY WE ALL AGREE. AND THEN THAT'S PROBABLY MORE THAN WHAT YOUR FOCUS IS WITH SHARE, RIGHT, RELATED TO THE SUPERINTENDENT ROLES ON THE HEALTH BOARD. BOARD MEMBERS, WE STILL HAVE TO DO GOVERNANCE, AND I THINK WE'RE GOING TO INCLUDE IT TOO, SO I'M GOING TO ASK YOU, CAN YOU STAY TO GO THROUGH GOVERNANCE? I CANNOT. 
          OKAY, HOW LONG CAN YOU STAY? 2 O'CLOCK. OKAY, 2 O'CLOCK. 
          OKAY, KEITH, COME ON, BOBBY. 
          I'M GONNA, I'M GONNA GO AND TAKE 2 O'CLOCK. OKAY, SO, BOARD MEMBERS, OKAY, WELL, SO THANK YOU, AND MOST IMPORTANTLY, I THINK THE BIGGEST PART WAS THAT WE WERE ABLE TO GET TO PRIORITIES. WE ALL FEEL GOOD ABOUT WHERE WE'RE AT. HAVE IT LATER. AND DO YOU WANT ME TO CHANGE THIS YEAR, 26-2030 OR SOMETHING LIKE THAT? DOES IT MATTER? I DON'T KNOW. NOW THAT I'LL JUST SPEAK FOR ME, NOW THAT I UNDERSTAND THAT IT'S A COMBINATION OF PRIORITIES AND OPERATIONAL PLAN I'M GOOD FOR THIS YEAR, AND THEN WE CAN TACKLE IT NEXT YEAR. SO YEAH, JUST TO REVIEW, THIS HELPS ME. THAT'S CONVERSATIONAL. OKAY, GREAT. 
          OKAY, SO WE'LL GO INTO GOVERNANCE. UM, THE CABINET, YOU'RE WELCOME TO STAY, BUT YOU DON'T HAVE TO, BUT YOU'RE WELCOME TO STAY IF YOU'D LIKE. WE'RE JUST GOING TO GO THROUGH BOARD GOVERNANCE AND, AND JUST TO HIGHLIGHT EVERYTHING WE HAVE BEEN TALKING ABOUT AND RELATED RIGHT TO GOVERNANCE, THE INTERESTING THING IS WE KIND OF JUMPED IN AND NOW WE'RE GOING TO TALK ABOUT, OKAY, WHAT ARE SOME OF THE CONCEPTS WE NEED TO TALK ABOUT? SO THANK YOU, YOU'VE BEEN MODELING THAT. IF YOU DON'T MIND, GO AHEAD AND GET YOUR PACKET OUT AND ON PAGE 6 AND 7, STARTS ON PAGE 5, AND WHEN WE TALK ABOUT THAT ON BOARD TEAM IT'S IMPORTANT THAT YOU FOCUS YOUR WORK. ALL RIGHT, OKAY. DO WE NEED TO TAKE LIKE A COUPLE MINUTES? YOU GUYS NEED TO HAVE A BREAK? ALL RIGHT. I WENT TO A MEETING THAT I CAN'T FORGET, SO DOES IT MAKE SENSE THAT WE READ THE FULL GOVERNANCE PIECE OF THE TEAM? I'LL GIVE YOU MY 10 MINUTES, BUT I HAVE TO JUMP ON MY CALL. GOOD. OKAY, CAN I KEEP GOING? YEAH, BOY. THANK YOU. OKAY, WHEN THEY TALK ABOUT A GOVERNANCE MINDSET, AS A BOARD TEAM, YOUR FOCUS IS OPERATING ALL THE TIME WITH 
          [01:50:01]
LIKE A COMPUTER PROGRAM IN THE BACK OF YOUR MIND. 
          GOVERNANCE WORK. IF I'M A TEACHER, WHICH I WAS, I'M THINKING ABOUT MY VIEWPOINT AS MY WORK IS I'M INTERACTING WITH MY STUDENTS. THAT'S THE STRUCTURE. IF YOU'RE AN ADMINISTRATOR, YOU'RE THINKING WITH A VIEWPOINT OF I'M COACHING AND HELPING MY TEACHERS GROW. IT'S A MANAGEMENT LEADERSHIP VIEWPOINT. SO IT'S BOARD GOVERNANCE VIEWPOINT, AND IT'S NOT EASY. SO LET'S TALK ABOUT WHAT WE MEAN BY THAT. AND ON PAGE FIVE, THIS COMES FROM THE GOVERNANCE BOARD. THE REASON I PULL THIS OUT IS BECAUSE IF WE SAY WE WANT THE BOARD TO DEVELOP A GOVERNANCE MINDSET, I CAN SAY THAT ALL DAY. 
          BUT WHAT DOES THAT REALLY MEAN? SO WE PULLED THAT OUT. SO WE'RE GOING TO TALK ABOUT, IT'S ABOUT KEEPING YOUR FOCUS ON STUDENTS, HAVING A STRONG GOVERNANCE INFRASTRUCTURE ABOUT WHAT WE WANT TO ACCOMPLISH, AND THEN AS A BOARD, WHAT ARE OUR PROTOCOLS AND NORMS OF HOW WE OPERATE, AND THEN BEING ACCOUNTABLE TO OUR DISTRICT, BUT OFF, AND THEN KEEPING FOCUS ON OUR STRATEGIC PLAN, WHICH WE JUST TALKED ABOUT. SO THERE'S 4 BIG ELEMENTS. OKAY, SO THE VERY FIRST, AND THESE FIRST 2 ARE COMBINED, THEY'RE VERY SIMILAR, THEY'RE REALLY, REALLY IMPORTANT. AND SO I'M GOING TO TRY TO PUNCTUATE THAT THEY'RE IMPORTANT QUICKLY. IF YOU READ THE GOVERNANCE CORE AND BOARD, I HIGHLY RECOMMEND AS A TEAM THAT YOU DO THE CASE STUDY. 
          YOU WILL SEE IN THE BOARD ORDINANCE, WE HAD 2 BOARD TEAMS THAT WENT THROUGH. YOU GUYS HAVE BEEN THROUGH SOME CHALLENGES THE LAST COUPLE OF YEARS, RIGHT? YOU'RE GOING TO COME UP YOU'RE GOING TO BE ON, YOU'RE ALREADY STARTING TO COME ON THE OTHER SIDE. 
          DAVENPORT STATE TAKEOVER, THEY PERSEVERED. THEY'RE A STRONG TEAM NOW. A&E HAD SOME CRISIS, IF YOU REMEMBER, IN THE NEWS. THEY'RE A STRONGER BOARD TEAM, BUT THEY CAME TOGETHER ABOUT WHAT THEY WANTED TO ACCOMPLISH AND THEY DEVELOPED SOME ACTION STEPS AND PROTOCOLS ON HOW THEY WERE GOING TO WORK TOGETHER AS A BOARD TEAM. YOU CAN DO THIS. I BELIEVE IN YOU. ONE OF THE VERY, SO THE BOARD GOVERNANCE IS THE VERY FIRST SENTENCE ON THE TOP OF PAGE 6 IS IT'S THE MOST IMPORTANT CHARACTERISTICS OF A BOARD MEMBER THAT PUBLIC FINDS OUT. THE VERY FIRST ONE, YOU'RE A SYSTEM THINKER. THIS IS WHAT WE WERE TALKING ABOUT BEFORE. YOU'RE THINKING LONG TERM BECAUSE HOW MANY STUDENTS DO YOU HAVE? 13,000 TO 14,000 STUDENTS. UH, WHERE'S PATTY? PATTY'S UP THERE. OH, I WROTE IT DOWN. 13,500. THANK YOU. AND YOU ALSO HAVE A BUDGET THAT'S OVER $200 MILLION IN GENERAL REVENUE FUNDS. YOU NEED TO BE THINKING STRATEGICALLY BECAUSE AS YOU MAKE DECISIONS, POLICY DECISIONS HERE, YOU HAVE TO BE THINKING HOW IT'S IMPACTING HERE. AND YOU'RE THE ONLY GROUP THAT HAS THAT VIEWPOINT. SO YOU'RE ALWAYS THINKING AT A SYSTEM LEVEL, NOT DOWN INTO THE LEVEL OF STAFF. THAT'S WHY YOU HAVE THEM. AND SO IT'S DISCIPLINING YOURSELF TO BE THINKING ABOUT AND STEPPING UP ON THAT BALCONY AT ALL TIMES AND NOT GETTING ON THE DANCE FLOOR. EVEN THOUGH THAT'S REALLY TEMPTING WITH OUR ADMINISTRATORS OR IN OUR BOARD MEETINGS. OKAY, SO AS A BOARD TEAM, IT'LL BE REALLY IMPORTANT, THOUGHTFUL OF HOW YOU CAN HELP EACH OTHER STAY AT THAT BALCONY LEVEL. AND IF YOU START TO GET INTO MORE OF THE WORK OF STAFF, YOU CAN SAY TO THEM, HEY FOLKS, I THINK WE'RE GETTING A LITTLE BIT ON THE DANCE FLOOR. WE NEED TO GET OUT BACK IN THE BALCONY BECAUSE IF YOU'RE NOT AT THAT HIGH LEVEL, WHO IS? AND YOU ONLY HAVE SO MANY PRECIOUS MINUTES IN THE MONTH TOGETHER, PROBABLY MORE THAN YOU WISH. 
          YOU ONLY HAVE SO MANY. SO STAYING AT THAT SYSTEMIC LEVEL IS REALLY IMPORTANT, HAND IN HAND WITH THAT STRATEGIC GOVERNANCE FOCUS. AND IT SOUNDS TO ME, AND I CAN BE YOUR FRIEND AND I CAN GET IN MY LITTLE RENTAL CAR AND GO BACK TO PLEASANT HILL, IOWA AND GO, THAT LOOP, IT SOUNDS LIKE WE HAVE SOME CLARITY. 
          BOARD, THIS IS YOUR ANCHOR. 
          THIS IS YOUR PLAN THAT YOU'RE FOCUSING ON AT A GOVERNANCE LEVEL TO SAY THIS IS WHAT OUR BOARD MEETINGS SHOULD BE ABOUT, OUR STRATEGIC PLAN. AND IF I WERE TO, I WAS GOING TO DO THIS, I'M NOT GOING TO, IF I HAD DRAWN A CONTINUUM AND SAY WHERE ARE WE AT, BOARD, IN USING THIS TO GUIDE OUR DISCUSSIONS AND OUR AGENDAS THROUGHOUT THE YEAR, AND IF OVER HERE SAID WHAT PLAN, I DON'T EVEN KNOW WHAT PLAN YOU'RE TALKING ABOUT, TO OVER HERE TO SAY THIS THIS IS OUR ANCHOR, EVERY AGENDA ITEM IS FOCUSED ON IT, ALL OUR BOARD DISCUSSIONS ARE CENTERED AROUND OUR BOARD PRIORITIES AND WHAT WE WANT TO ACCOMPLISH. PUT A POST-IT NOTE UP HERE, WHERE WOULD THAT BE? SO JUST VISUALIZE THAT. AND I HAVE A FEELING YOU PROBABLY HAVE AN OPPORTUNITY TO GROW OVER HERE. SO AS A BOARD TEAM, YOU ARE FOCUSED ON AND RECOGNIZING YOUR JOB IS TO GOVERN, NOT TO MANAGE YOUR STAFF. AND THAT 
          [01:55:04]
MEANS YOU ONLY HAVE ONE EMPLOYEE, ONE, AND YOU'RE WORKING WITH YOUR SUPERINTENDENT. HE MANAGES AND LEADS THE STAFF, RIGHT? SO THAT MEANS YOU HAVE TO BE DISCIPLINED IN THAT YOUR RELATE, YOUR COMMUNICATION GOES TO YOUR SUPERINTENDENT AND HE CAN THEN CHANNEL WITH THE STAFF. AND SO THAT MEANS IF YOU HAVE PEOPLE COMING TO YOU AND WANTING TO GET INTO CONCERNS OR QUESTIONS OR COMPLAINTS, THOSE GO RIGHT BACK TO YOUR SUPERINTENDENT. BOARD MEMBERS SHOULD NOT BE INTERACTING WITH STAFF ON THE LEVEL OF TRYING TO FIX PROBLEMS BECAUSE THAT CAN UNDERMINE TRUST IN YOUR SYSTEM. SO THAT'S REALLY, REALLY IMPORTANT. SO YOUR STRATEGIC FOCUS IS STAYING ON YOUR LONG-TERM GOALS AND THAT YOU HAVE A, THAT THIS IS WHAT YOUR ANCHOR IS. I WILL TELL YOU THAT THE ANKENY BOARD, THEY HAD THE WOMAN THAT CAME AND DID THE STRIP SHOW AT THE DO YOU REMEMBER THIS AT THE BOARD MEETING A FEW YEARS AGO? OH YEAH, IT WAS HORRIBLE. THEY NOW ARE ROCK SOLID ON WHAT THEY WANT TO ACCOMPLISH TOGETHER. AND THEY HAD TO FIND COMMON GROUND. THIS IS YOUR COMMON GROUND AND THIS SHOULD DRIVE ALL YOUR DISCUSSIONS. OKAY, NOT GET INTO THE FRAY WHERE THERE'S A LOT OF DISTRACTIONS. THE THIRD ONE IS DEEPER LEARNING. THIS IS ONE OF MY FAVORITES. SO I WAS GOING TO HAVE YOU GET INTO DISCUSSION. LET'S TURN, NO, I DON'T THINK WE HAVE TIME TO DO THAT. THAT'S REALLY HARD. 
          STRATEGIC THINKING AND STRATEGIC DIRECTION GO HAND IN HAND. WHAT, JEN? SORRY TO COME FIRST, BUT THAT WAS MY FAULT. ARE YOU THE ANIMAL? I JUST, WHAT YOU SHARED JUST PRIOR TO THAT, I HAD NEVER BEEN THROUGH THAT. WHAT PART? THE STRIP SHOW. OH YEAH, IT'S HORRIBLE. AND BY THE WAY, THAT MOM GOT ARRESTED LATER, AND YOU SHOULD SEE HER MUGSHOT. 
          BUT THAT'S A DIFFERENT BOARD, BUT I WILL TELL YOU THEY WORKED INTENTIONALLY. ANTHONY READ THIS BOOK, AND YOU ALL COULD DO IT. I KNOW HOW BUSY YOU ARE. 
          YOU COULD DO IT. AND THEY SET A SET OF PROTOCOLS, AND AT THE BEGINNING OF EVERY BOARD MEETING, THEY'LL SAY, "OKAY, LET'S READ THROUGH OUR PROTOCOL, HOW WE'RE GOING TO GOVERN TOGETHER, AND GET OUR MINDSETS." OKAY, THIS HELPS GET OUR MINDSETS READY FOR OUR MEETING. WASN'T EASY, BUT THEY DID IT. YOU CAN DO THIS. DEEPER LEARNING. THIS IS WHY I LOVE THIS STANZA IN HERE. THE BOARD LEARNS MORE DEEPLY ABOUT WHAT. HAPPENING INSIDE THE SYSTEM TO IMPROVE STUDENT LEARNING. 
          NOT TO ATTEND CURRICULUM MEETINGS, NO, OR BECOME ONE, BUT AROUND THIS INSTRUCTIONAL FRAMEWORK. 
          SO WHY THIS IS IMPORTANT AND THAT YOU UNDERSTAND THE IMPORTANCE, THE WAY TO IMPROVE STUDENT LEARNING IS TO IMPROVE CLASSROOM INSTRUCTION. NOW, NOT TO BE ABLE TO MICROMANAGE, BUT SO THAT YOU CAN ASK THE GOOD QUESTIONS TO SAY, WOW, THIS IS MAKING A DIFFERENCE. 
          NOW I KNOW WHY OUR SCORES ARE GOING UP. CONGRATULATIONS, STAFF. WHAT ELSE DO YOU NEED FROM US. SO AT A HIGH LEVEL, SO YOU AT THE END OF THE YEAR CAN TALK ABOUT WHAT ARE OUR STAFF DOING SO THAT WE CAN, THAT IS GOVERNANCE. NOT MICROMANAGING, BUT LEARNING THROUGHOUT THE YEAR AND SUPPORTING. AND THEN MANAGING MANNERS. THIS IS REALLY IMPORTANT AND ONE THAT DOESN'T GET TALKED ABOUT ENOUGH. HOW DO WE CONDUCT OURSELVES? BECAUSE YOU'RE LOCALLY ELECTED, HOLDING YOURSELF TO A HIGHER STANDARD SO THAT WE'RE GOING TO OPERATE WITH RESPECT AND COURTESY AND HUMOR WITH EACH OTHER, WHETHER I'M AT THE TABLE OR AWAY FROM THE TABLE. BECAUSE BOARD MEMBERS, WHEN DO YOU EVER GET TO TAKE YOUR BOARD MEMBER HAT OFF? NEVER. THANK YOU. EVER. 
          EVER. ONE MOM, ONE BOARD MEMBER THE OTHER DAY SAID, WHEN I GO AND SPEAK TO MY CHILD'S TEACHER, I GO, NOPE, NOPE, NOPE, NICE TRY. SO THAT'S ELEMENTS OF A GOVERNANCE MINDSET AND WHAT I WANTED US TO DO AND I DON'T KNOW IF THE BOARD IS GOING TO, NO, WE'RE NOT GOING TO STAY, IS TO THINK ABOUT WHERE ARE OUR FLOWS BECAUSE YOU ALL HAVE THOSE AND WHERE MIGHT BE SOME OPPORTUNITIES FOR GROWTH. AND ONE BOARD TEAM RECENTLY SAID WE'RE GOING TO REALLY FOCUS ON THAT DEEPER LEARNING AND HAVING OUR STAFF COME AND GIVE US PROGRESS UPDATES. GUESS WHAT THEY'RE GOING TO BE TIED TO? OUR BOARD PRIORITIES, AND WE'RE GOING TO MAKE THAT CLEAR. THEY'RE GOING TO GIVE US UPDATES, AND THEN WE'RE GOING TO ASK WHAT'S THE QUESTION? WHAT DO YOU NEED FROM US? WHAT IS THAT? THERE YOU GO. WHAT IS THAT? THERE YOU GO. OH YES, 
          [02:00:02]
YOU DO. I'M COMING BACK. UM, I THINK MY INSIGHT IS THAT WE ARE CLOSER TO HAVING DISTRICT GOALS. WE KNOW THAT OUR OPERATION PLAN HAS BEEN A PART OF THESE PRIORITIES AND IT'S BEEN DRIVEN BY THE STAFF, AND SO I'D LIKE THAT WE HAVE THAT AFFIRMATION TODAY. MULTIPLE TIMES THAT THE STAFF IS THE ONE THAT BUILT THE ACTION STEPS IN. SO YOU GUYS HAVE BEEN DOING GOOD WORK. 
          UM, I THINK IT'S A NEW OPPORTUNITY, AND I'M GLAD THAT LOU ACKNOWLEDGED THAT WE ARE COMING UP ON THE OTHER SIDE OF A COUPLE REALLY ROUGH YEARS. 
          SO I'M EXCITED. I REALLY DO HAVE A DAY JOB THAT I HAVE TO, THANK YOU. I MEAN, I, WHATEVER, I GUESS MY THOUGHT IS WHATEVER HAS HAPPENED HAS HAPPENED. SO NOW HERE WE ARE WHERE WE ARE. 
          SO AS LONG A MEMORY AS I HAVE ON THINGS SOMETIMES, YOU KNOW, I THINK IT'S IMPORTANT THAT COLLECTIVELY WE DO OUR BEST TO BURY AND OKAY, THAT WAS POWERFUL. THANK YOU. 
          ALL RIGHT, ALL RIGHT, THANK YOU. ALL RIGHT, THANK YOU, YOU GUYS. HAVE A HAPPY DAY. THANK YOU SO MUCH. BE GOOD OR DON'T GET CAUGHT. THERE YOU GO. OKAY, YOU'VE ALL TALKED ABOUT AND DIGESTED A WHOLE LOT OF INFORMATION. IS THERE ANYTHING THAT YOU WANT TO DO IN SMALL GROUPS? DO YOU WANT TO SHARE EACH OTHER'S INSIGHTS? DO YOU WANT TO MAYBE TALK ABOUT NEXT STEPS, BIG PICTURE NEXT STEPS? MAYBE THAT'S HELPFUL. CAN I JUST SAY, I KNOW 2 BOARD MEMBERS JUST WALKED OUT, BUT WE ALL UNDERSTAND YOUR JOB AS VOLUNTEERS IS IMPOSSIBLE MOST DAYS BECAUSE SOMEBODY'S GOING TO RUN INTO YOU AT 3. TO TELL YOU HOW SOMEBODY DID SOMETHING WRONG, RIGHT? WE GET THAT VERY RARELY OF SOMEBODY SAYING, HEY, THAT TEACHER OVER THERE IS AMAZING, RIGHT? SO THIS IS WHAT YOU PAY US TO DO. SO WE WOULD ENCOURAGE YOU ALL THE TIME, YOU RUN INTO THAT PARENT, THAT WHOEVER THAT ISN'T HAPPY, PICK THE HAPPY ONES. WE'LL TAKE THE UNHAPPY ONES. SEND THEM OUR WAY. SEND THEM MY EMAIL. GIVE THEM MY PHONE NUMBER, WHATEVER. AND THEN LET US DO WHAT WE DO BECAUSE WE TEND TO HAVE THE OTHER HALF OF THE STORY, OR AT LEAST IN THE BACKGROUND. WE TRY TO PROTECT YOU FROM HAVING TO ENGAGE IN EXTREMELY HARD CONVERSATIONS WHERE YOU, YOU KNOW, YOU'RE, YOU'RE IN A BAD SPOT, RIGHT? THIS IS WHAT WE DO. SO I'M, BOARD MEMBERS, I'M JUST SIMPLY ASKING, IF PEOPLE CONFRONT YOU ABOUT SOMETHING THAT HAS NOTHING TO DO WITH THIS, SEND THEM MY WAY AND WE WILL GET THEM AN ANSWER. AND GUESS WHAT? IF I DON'T GET THEM AN ANSWER, THEY'RE GOING TO CALL YOU. 
          THEY'RE GOING TO COME BACK TO YOU. AND THEN FEEL FREE TO SAY ALL RIGHT, TIME FOR ME TO JUMP IN. WE GAVE JIM AND HIS TEAM A CHANCE TO DO THIS, SO I'M TRYING TO TAKE A LITTLE BIT OF THAT PRESSURE OFF YOU SO YOU GET TO, YOU KNOW, ENJOY YOUR LIFE AS OPPOSED TO HEARING FROM THE ANGRY PEOPLE. LET US DO SOME OF THAT WORK AND TAKE SOME OF THAT PRESSURE OFF YOU. I APPRECIATE THAT COMMENT, BUT I WOULD LIKE TO REITERATE THAT, YOU KNOW, WHEN WE DID THIS EXERCISE AND WE TALKED ABOUT THE LEVEL OF TRUST AND THERE IS A LEVEL OF TRUST THAT HAPPENS WITH SCHOOL AND COMMUNITY AND PARENTS AND EVEN STAFF. AND SO WITH THAT BEING SAID, NOT ALL STAFF ARE, AND I DON'T MEAN THAT IN A DEROGATORY TERM WHEN I SAY STAFF, BUT NOT ALL OF OUR TEAM AND PARENTS FEEL THAT THERE THE LEVEL OF TRUST THAT THEY HAVE WITH DISTRICT LEADERSHIP. 
          AND, AND LET'S BE HONEST, THERE IS THIS FEAR OF RETALIATION THAT HAPPENS THROUGHOUT OUR DISTRICT. AND, AND I'VE REFERENCED THIS ON SEVERAL OCCASIONS, THAT A LOT OF TIMES THE WORD RETALIATION IS BIGGER THAN SCHOOL SPIRIT IN OUR DISTRICT. AND SO A LOT OF TIMES CALLS ARE FILTERED THROUGH BOARD MEMBERS AND CHANNELED TO WHOMEVER, OR TO YOU, TO BE ADDRESSED. 
          BUT KEEPING IN MIND THAT A LOT OF PEOPLE THAT DO THAT COME THROUGH US, BUT AS BOARD MEMBERS, WE NEED TO MAKE SURE THAT WE CAN DIRECT THAT AND, AND BE MAYBE A CAVEAT TO HELP SUPPORT THE CONVERSATION THAT HAPPENS WITH THAT PERSON AND HIS STAFF. 
          SO I AGREE WITH THAT, BUT WHAT DOES THE SUPPORT LOOK LIKE? AND THAT'S WHAT WE NEED TO IDENTIFY, BECAUSE I WILL SAY THAT ME PERSONALLY, WHEN IT COMES TO ME, I TALK TO JIM. I'LL TAKE IT TO JIM. BUT THERE WAS, THERE WERE TIMES, ADMITTEDLY, WHERE WE HAD TO HAVE HIM FACILITATE, AND WE MADE HIM AWARE OF IT. 
          AND THERE WERE BOARD MEMBERS THAT JIM HAD 
          [02:05:02]
IN THE MEETING TO, WITH A, LIKE, WITH JIM, WITH A PARENT, OR WITH THE STAFF? WITH THE STAFF. OKAY. SO THAT'S, YOU HAVE TO BE REALLY CAUTIOUS ABOUT THAT. AND I DON'T, I'M NOT TRYING TO CALL ANYBODY OUT. NO, CALL ME ON IT. RIGHT. BUT NO, NO, THAT'S HOW I LEARNED. I'M OKAY WITH THAT. SO WHEN WE TALK ABOUT, AND CHAIN OF COMMAND TO ME JUST SEEMS SO FORMAL. 
          THAT'S A MILITARY TERM, RIGHT? BUT THAT, I THINK IT'S REALLY IMPORTANT FOR THE BOARD TO UNDERSTAND AND EMBRACE BECAUSE YES, TRUST IS IMPORTANT, RIGHT? BUT YOU DO HAVE COMMUNICATION CHANNELS. 
          AND ONE AREA THAT I VISITED WITH TRAYLOR ABOUT IS THAT YOUR CHAIN OF COMMAND POLICY, WHY, WHEN TO PULL THEM, WERE NOT CLEAR. 
          AND WHEN I LOOKED AT OUR CHAIN OF COMMAND OR COMPLAINT SORT OF POLICIES, THEY'RE PRETTY STRAIGHTFORWARD. 
          THEY WERE WRITTEN FOR THE PUBLIC, THE STAFF, AND STUDENTS. AND SO WE HAD A REALLY GOOD CONVERSATION ABOUT THAT. YOUR POLICIES, WHEN I COULDN'T FIND THEM, SO IF I'M A MEMBER OF THE PUBLIC, I DON'T SEE A POLICY ON WHERE DO I GO IF I HAVE A COMPLAINT OR CONCERN. AND WHEN I FOUND IT, IT SEEMS LIKE IT'S CONFUSING. SO IF THAT'S CONFUSING FOR SOMEBODY WHO WORKS FOR THE ASSOCIATION AND THEY'RE LIKE, POLICIES ALL THE TIME, IMAGINE WHAT THAT MEANS FOR YOUR COMMUNITY AND YOURSELF. 
          SO GETTING REALLY CLEAR ON HOW WE'RE GOING TO HANDLE CONCERNS AND COMPLAINT IS REALLY IMPORTANT BECAUSE YOU HAVE LAWS FOLLOWED AND YOU WANT TO REALLY BE CAREFUL AS A BOARD THAT YOU'RE OPERATING IN A RISK-ADVERSE MANNER. PLUS YOU WANT TO MAKE SURE PEOPLE CAN GET THE HELP THEY NEED, RIGHT? AND SO SENDING PEOPLE BACK TO THE LOWEST LEVEL OF CONCERN IS YOUR FIRST GO-TO, RIGHT? UM, HERE'S THE THING ABOUT RETALIATION, AND I AM NOT DISMISSING THAT SOME PEOPLE, PARENTS, I'LL SAY, OR STAFF FEEL LIKE THAT'S CONCERNING. 
          BUT YOU'VE GOT TO TRUST THAT YOU HAVE THE POLICIES AND PROCEDURES IN PLACE THAT IF THAT WOULD HAPPEN, YOU WOULD FIND OUT AND THEN TAKE THE PROPER STEPS TO ADDRESS IT. BECAUSE THE BOARD, YOU ARE OPERATING UP HERE. YOU HAVE ONE EMPLOYEE WHO'S RESPONSIBLE FOR HOLDING HIS CABINET AND TEAM RESPONSIBLE. 
          AND THE ADMINISTRATORS ARE RESPONSIBLE FOR HOLDING TEACHERS LIKE I WAS RESPONSIBLE AND ALSO PROVIDING SUPPORT. SO WHEN I HAD A PARENT THAT CAME AND CRITICIZED ME OVER SOMETHING, IT WAS STILL, I CAN STILL REMEMBER IT, HORRIBLE THING THAT I DID. AND THE PARENT WENT TO THE SUPER, THE PRINCIPAL FIRST BEFORE COMING TO ME. I WAS MORTIFIED BECAUSE THEN HE CAME DOWN THERE AND DIDN'T LET ME IF THAT PARENT WOULD HAVE GONE TO THE BOARD FIRST, OH MY GOSH, LET ME HAVE THE CHANCE TO FIX IT. LET ME BE PART OF THAT PROBLEM. AND IF YOU DON'T LET YOUR STAFF FIX IT AND WORK ON IT, WHAT'S YOUR MESSAGE ARE YOU SAYING TO YOUR STAFF? YOU DON'T TRUST. AND YOU CAN'T MAKE A MISTAKE OR ELSE IT'S YOUR HEAD ON THE PLATTER. 
          RIGHT. SO DO WE HAVE IT AT THE PRINCIPAL? RON, TALK ABOUT YOU HAVING TO FOLLOW CHANGE IN YOUR BUILDING. WELL, WE ASK PARENTS ALWAYS, OBVIOUSLY, THAT, YOU KNOW, WE ASK THE TEACHERS TO TRY TO ADDRESS THOSE THINGS THROUGH PHONE CALLS OR ANYTHING LIKE THAT, ALWAYS AT THAT LEVEL. BUT IN OUR BUILDING, MOST OF THE CALLS DO COME THROUGH ME, OR ONE MIGHT SLIP THROUGH TO ONE OF YOU PEOPLE, BUT WE REALLY TRY TO KEEP IT IN-HOUSE. 
          BUT I ALSO KNOW AND BOX THAT WITH THE STAFF. SO I WANT STAFF TO BE ABLE TO ADDRESS IT FIRST. YEAH. SO IF THEY CAME INTO ME, I MIGHT SAY, YOU KNOW WHAT, WE NEED TO SET UP A TIME WE CAN TALK TOGETHER. PEOPLE WOULD HAVE TO COME TO ME. I DON'T, YOU KNOW, I DON'T HAVE ANY WRITTEN POLICY ON CHAIN OF COMMAND IN OUR SCHOOL, BUT THERE'S KIND OF AN UNWRITTEN CHAIN. BUT THE BOARD POLICY SHOULD DICTATE THAT, AND I THINK THERE'S OPPORTUNITY FOR CLARITY BECAUSE RIGHT NOW I DON'T SEE, COULD BE THERE. CAN YOU GIVE US OF SAMPLES OF THE ONES YOU THINK THAT ARE REALLY CLEAR. YOU KNOW, THEY ARE. 
          YEAH, WE WERE GOING TO TALK ABOUT THAT IN OUR ONE-ON-ONE. I HAVE THIS HERE. SURE. YEAH. 
          AND BACK TO TRAYLOR'S EMPLOYEE AND STUDENT. YEAH. SO IT'S REAL CLEAR. YEAH. BACK TO YOUR POINT ABOUT TRUST AND TRANSPARENT, I COULDN'T AGREE WITH YOU MORE. AND THAT'S, THAT'S WHY ONE OF MY GOALS IS TO INCREASE THAT OR TO IMPROVE THAT TRANSPARENCY AND THAT TRUST. I AGREE WITH YOU. AND THAT'S WHY IT'S A PRIORITY FOR ME. NATURE AND TRUST. 
          BUT YOU'RE RIGHT, WHEN THERE'S LACK OF TRUST, THEY'RE GONNA, THEY'RE GONNA FIND SOMEBODY ELSE BESIDES. 
          SO, AND I, I DO THINK THAT, THANK YOU FOR SAYING THAT, AND I ALSO, I THINK THAT I HEAR A LOT OF PRACTICE VERSUS POLICY IN THE DISTRICT. AND, AND, AND IT'S LIKE, OH, WE DO THAT BECAUSE THAT'S WHAT WE'VE DONE, 
          [02:10:01]
BUT THAT'S NOT POLICY. IF YOU DEVIATE FROM POLICY, THAT'S WHEN YOU GET IN TROUBLE WITH CAPITAL EVERYTHING SHOULD GO BACK TO POLICY, AND I THINK THAT WHEN WE TALK POLICY, WE NEED TO USE POLICY, NOT JUST CARTE BLANCHE THROW IT OUT THERE. WELL, POLICY SAYS POLICY THIS, BECAUSE THAT POLICY SOMETIMES INTERTWINES WITH PRACTICE. WE NEED TO BE DISTRICT POLICY-LED AND GOVERNED, BECAUSE WHEN YOU DEVIATE FROM POLICY AND GO INTO PRACTICE, THAT'S WHEN WE GET IN TROUBLE, AND THEN THAT'S WHEN YOU HAVE THOSE DISCONNECTS, IN MY HUMBLE OPINION, OF COMMUNICATION AND INTERACTION WITH STUDENT, PARENT, PUBLIC, AND EMPLOYEES. IT REALLY DOES. 
          IT ACTUALLY MAKES IT EASIER ON OUR END. RIGHT, AND IT ALSO THEN TELLS THE BOARD THIS IS WHAT THE BOARD NEEDS TO FOLLOW, AND ONE OF THE PRIMARY REASONS, BECAUSE YOU NEED TO MAKE SURE YOU'RE STAYING NEUTRAL AND STAY OUT OF STAFF PERFORMANCE. SO IF YOU'RE MEETING WITH A STAFF MEMBER OR MEETING WITH A PARENT, YOU COULD BE TREADING ON SOME DANGEROUS ICE IN TERMS OF POTENTIAL LITIGATION. AND YOU NEED TO STAY NEUTRAL, PLUS IT'S YOUR ADMINISTRATION'S JOB TO HANDLE THAT. IT ONLY COMES TO THE BOARD IF IT'S RISEN TO THAT LEVEL OF BOARD OF HEALTH. IT COMES TO THE FULL BOARD. PLUS, LIKE JIM SAID, Y'ALL ARE BUSY. LET THEM HANDLE IT AND TRUST THAT IT HAPPENS. NOW, I ALWAYS ASK THIS QUESTION, WHEN BOARD MEMBERS, SO LET'S SAY A COMMUNITY MEMBER CAME AND BROUGHT YOU A CONCERN OR COMPLAINT, AND YOU GUIDED THEM BACK TO THE PRINCIPAL OR GUIDED THEM BACK TO THE AD OR WHATEVER IT IS, OR TO JIM, WHEN DO YOU CALL JIM AND JUST SAY, HEY, I JUST WANT TO GIVE YOU A HEADS UP. I HAD THIS CONVERSATION. 
          I'M NOT ASKING YOU TO DO ANYTHING ABOUT IT. I'M JUST GIVING YOU A HEADS UP. 
          WHAT IS YOUR FILTER FOR THAT? THAT'S A GOOD THING TO BE THINKING ABOUT. I HEAR IT MORE THAN ONCE, AND WE'VE HAD THAT IN OUR ONE-ON-ONES. I'D BE LIKE, I'LL HEAR IT AND SAY, HEY, JUST SO YOU KNOW, YOU'RE NOT BEING CALLED HEADS UP. 
          IT'S NOT HAPPENING. AND SECONDLY, I THINK I'VE DONE THIS. TELL ME IF I HAVEN'T, BUT I FOLLOW WITH, WHAT'S THE REST OF THE STORY? YEAH, YES, RIGHT. BECAUSE THERE'S ALWAYS, JUST BECAUSE YOU DON'T HEAR THE ANSWER YOU WANT TO HEAR DOESN'T MEAN THERE WERE NO PROBLEMS. YES, THANK YOU. JUST BECAUSE YOU DIDN'T GET THE ANSWER YOU DID THAT YOU WANTED, SAY IT AGAIN. JUST BECAUSE YOU DIDN'T GET THE ANSWER THAT YOU WANTED, BECAUSE SOMETIMES, YEAH, SCHOOL POLICY AND THINGS LIKE THAT DOESN'T MEAN YOU DIDN'T FOLLOW UP, RIGHT? AND ALSO, BOARD MEMBERS, YOU KNOW THIS, YOU CAN'T ALWAYS KNOW WHAT'S HAPPENING BECAUSE OF THE PRIVACY LAW. CAN'T ALWAYS KNOW WHETHER IT'S STAFF PERFORMANCE OR SOMETHING RELATED TO STUDENT PRIVACY. 
          YOU WON'T ALWAYS KNOW. I HEARD A SCHOOL ATTORNEY RECENTLY SAID THAT I KNOW YOU LOVE SCHOOL ATTORNEYS. SHE SAID, BOARD MEMBERS, DON'T INVESTIGATE. 
          INVESTIGATE. AND IF SOMEBODY COMES TO BRING YOU SOMETHING, DON'T ENGAGE. 2 BIG THINGS. WE ALL LIKE GOSSIP THOUGH. I KNOW, AND THAT IS TRUE. IT IS TRUE. I MEAN, SO MAN, YOU ALL DID A WHOLE LOT OF WORK AND MADE IT EASY FOR ME. ALL THOSE THINGS THAT I WAS GONNA HAVE TO DO, IT'S LIKE THAT FELT PERFECT. SO FOR ME, BUT I WANT TO MAKE SURE YOU GOT OUT. SO WHAT WOULD BE HELPFUL? DO YOU WANT TO GO AROUND THE TABLE FOR INSIGHT? DO YOU WANT TO JUST CLARIFY NEXT STEPS? WHAT DO YOU TWO WANT TO DO? I THINK WE CAN GO TO NEXT STEPS. I THINK THAT WOULD BE FINE. SO JIM, NEXT STEPS FOR YOU? A COUPLE THINGS WERE OUTLINED. YEAH, I'M GOING TO CLARIFY SOME OF THOSE THINGS THAT EARL MENTIONED. EARL AND I WILL MEET, AND CHARLIE AND I ARE MEETING RIGHT AFTER THIS, SO I CAN CLARIFY SOME OF THOSE THINGS. A LOT OF THAT IS, WILL NOT BE AN ISSUE. I THINK WE CAN GET THAT DONE PRETTY QUICKLY. AND THEN THAT WILL COME BACK TO THE WHOLE BOARD FOR INFORMATION? YEAH, IT'LL PROBABLY BE THROUGH MY MONTHLY EMAIL TO THE WHOLE BOARD, BUT YES. 
          IF IT COMES ONLY IN AN EMAIL, I WOULD MAKE SURE THAT THE WHOLE BOARD AGREES TO THAT SO WE'RE ALL UP TO DATE. YEAH, AND HIS EMAIL, THAT'S THE EMAIL THAT HE GIVES US, IS REALLY LIKE, IT'S KIND OF AN UPDATE. AND SO, OKAY, WHAT I WOULD, WHAT I UNDERSTAND HIM TO SAY IS JUST THAT THERE WOULD BE JUST CLARIFICATION ON THIS, ON THE SMART GOAL. YEAH, CORRECT. UPDATE ON THE REQUEST THAT, OKAY, YEAH, BUT THAT EVERY BOARD MEMBER HAS THE OPPORTUNITY TO SAY I'LL BE HONEST, 
          [02:15:03]
THE SIAC THING IS STILL, I'LL HAVE TO GET WITH OUR TEAM AND FIGURE OUT HOW WE'RE GOING TO ADDRESS SIAC. I DON'T WANT IT TO BE A WASTE OF TIME, BUT I ALSO DON'T WANT TO MAKE IT SOMETHING THAT'S NOT SUPPOSED TO BE. SO BETWEEN REBECCA, AMY, AND JARED, WE'LL BE ABLE TO FIGURE OUT WHAT SIAC ACTUALLY SHOULD BE DOING. 
          WE'RE REQUIRED TO HAVE SIAC, BUT ARE WE MAKING IT BIGGER THAN IT'S SUPPOSED TO BE? IS THERE A DIFFERENT GROUP THAT SHOULD BE CREATED? I APPRECIATE WHAT CINDY'S SAYING. HEY, WHAT DO WE LOOK LIKE 5 YEARS DOWN THE ROAD? BECAUSE A LOT OF THE THINGS IN HERE AREN'T, YOU KNOW, COMPLETELY VISIONARY, BUT THIS STUFF WILL GET US 5 YEARS DOWN THE ROAD. 
          BUT IF WE'RE TALKING ABOUT SOMETHING BIGGER AND BRIGHTER AND SHINIER THAN WHAT WE'RE CURRENTLY DOING, I THINK THE BOARD CAN FIND 2 OR 3 OF THOSE THINGS AND TELL US AND THEN LET US BEHIND THE SCENES FIGURE OUT HOW SOME STEPS TO GET THERE. I DON'T SEE A DOCUMENT LIKE THIS, I JUST SEE SOME, SOME STATEMENTS, AND WE CAN FIGURE THAT OUT. 
          BUT WE ALL ASPIRE TO BE GREATER THAN WE ARE TODAY, RIGHT? AND SO I THINK THAT WOULD HELP MOTIVATE OUR TEAM TO FIGURE OUT WHERE DO WE SEE OURSELVES 5 YEARS FROM NOW. MAYBE IT IS SHINY NEW HIGH SCHOOLS, OR MAYBE IT IS, I DON'T KNOW, I MEAN, THERE'S A LOT OF THINGS THAT WE CAN TALK ABOUT. THE STRATEGIC INFORMATION THAT WAS IN THAT COMMITTEE. THE SIAC COMMITTEE? YEAH, I JUST THINK YOU'D BE WASTING A LOT OF TIME IN HERE TOO RIGHT NOW. SO YEAH, IT WAS COMPLAINTS, BUT THEN I FEEL LIKE THE BOARD AT THE TIME, SO WE, WE'VE HAD TO FOCUS 2022. OKAY, SO THAT WAS THE LAST TIME THAT WE HAD A GROUP A BIG DISTRICT STRATEGIC PLAN, I BELIEVE, AND IT WAS DEVELOPED IN 19, OR IN 28, 27. AND WE ALL HAD THE VINYL IN THE BUILDING. SO YOUR, YOUR SAMPLES IMMEDIATELY BROUGHT MY BRAIN TO THAT. WE HAD THAT JUST LIKE THAT ONE. 
          SO WE HAD FOCUS 2022. WELL, THEN AT THE TIME THAT ENDED, OUR BOARD HAD TURNOVER, OUR DISTRICT LEADERSHIP HAD TURNOVER. IT WAS COMING OUT OF COVID THERE WAS ESSER DOLLARS IN PLAY, AND SO IT WAS REALLY HOW ARE WE GOING TO USE THE ESSER DOLLARS AND HOW ARE WE GOING TO KEEP OUR KIDS LEARNING. AND I THINK THAT WAS REALLY THE DISTRICT FOCUS FROM MY UNDERSTANDING WHEN I READ THROUGH LOTS OF NOTES, BUT I DON'T THINK THE DISTRICT EVER CAME BACK TO YEARS LIKE OUR 3 TO 5 YEAR STRATEGIC PLAN. I JUST WANT TO TRY I MENTIONED THIS FROM ATTENDING LAST TIME MEETING. I REALLY THINK THAT THE FORMAT COULD BE USED AND TWEAKED. I DON'T KNOW WHAT POLICY SAYS OR WHATNOT, BUT IF WE REVIEW THAT, TWEAKING THE FORMAT, I DO THINK THAT THAT'S A PLATFORM FOR, FOR STUDENTS AND THAT VOICE AND THAT ENGAGEMENT. I THINK IT COULD BE DIVERSIFIED TO BOARD MEMBERS, NOT JUST STUDENT COUNCIL. I DO THINK THAT PLATFORM EXISTS AND WE CAN MAKE IT BETTER. WELL, WE'LL JUST HAVE YOU GUYS OWN IT AND WHEN YOU'RE READY TO SHARE IT, WE'LL TAKE IT. I WOULD LIKE TO, I'VE BEEN ASKING AS A NEXT STEP FOR THE BOARD FOR US TO REALLY LOOK AT A STRATEGIC PLAN. ONE OF THE THINGS I LIKE ABOUT WHAT SHE SHOWED IS THAT THERE'S A CLEAR, AND EVERYBODY SAID IT HERE, LIKE, THIS DOCUMENT ISN'T CLEAR TO THE COMMUNITY OF WHAT WE'RE DOING AND WHAT WE'RE FOCUSED ON. AND SO I THINK HAVING SOME SOMETHING THAT PEOPLE KNOW, LIKE, OH, THAT'S WHAT THAT MEANS. THAT'S WHAT IT MEANS TO BELIEVE THAT SHE'S SUCCEEDING. I THINK OUR DISTRICT TEAM WOULD APPRECIATE THAT. LIKE, THE STAFF, WE, EVERY SINGLE YEAR WHEN OUR STAFF, THEY'RE REQUIRED BY IOWA LAW TO SET GOALS, AND THEY ALWAYS EMAIL, WHAT ARE OUR DISTRICT GOALS? WHAT ARE OUR BOARD GOALS? WHAT, AND SO WE GIVE THEM THE DOCUMENT, BUT THEN THEY HAVE A HARD TIME FIGURING OUT WHAT THEY'RE SUPPOSED TO FOCUS ON BECAUSE THERE'S SO MUCH THERE. SO I THINK THE SIMPLISTIC, THAT WOULD REALLY HELP THEM SEE THEIR PLACE AND HOW THEY CAN WORK WITH EVERYBODY'S VARIOUS ROLES THAT THEY HAVE. SO I'LL FIND A CHAT FOOD ON THIS, JARED. WHY NOT? I THOUGHT HE WAS GONNA SAY CLAUDE. SURE ENOUGH, THAT WOULD BE FUN. I REALLY THINK CHAD WOULD MAKE IT. IF YOU GUYS HAD LIKE THE WILDEST IDEAS, I REALLY DO THINK CHAD WOULD MAKE A NICE ONE. WHAT'S UP FOR IDEAS? I THINK THERE'S COMMUNICATION. I THINK THERE'S COMMUNICATION. I THINK PART 02, I THINK WE SHOULD DO PART 2. LESLIE, I APOLOGIZE FOR HER. I JUST THINK THOUGH, GOING BACK TO THAT AND JUST LOOKING BACK AT QUESTION NUMBER 1 OVER THERE, YOU KNOW, WHERE DO WE WANT TO BE? I THINK IF WE DID HAVE A VISION AND WE WERE ABLE TO COMMUNICATE THAT TO OUR PUBLIC, OUR COMMUNITY MEMBERS, I THINK THAT WOULD EVEN HELP TOWARDS GOING ALONG THE LINES OF BEING A DESTINATION DISTRICT AND HOW PEOPLE PERCEIVE US. I THINK SOMETIMES THEY LOOK AT US RIGHT NOW AND THEY'RE LIKE, OH MY GOSH, THEY'RE JUST, THEY'RE ALL OVER THE PLACE. 
          [02:20:01]
AND I THINK THAT WILL REALLY HELP HONE IT DOWN AND THEN REALIZE WHAT WE DO HAVE A PLAN, WE DO HAVE GOALS, AND WE HAVE A VISION HERE, AND WE'RE WORKING TOWARDS IT. 
          WOULD THAT HELP THE MARKETING TEAM, OUR COMMUNICATIONS TEAM, ADVANCE WHAT WE'RE DOING AND HOW WE LOOK? BECAUSE THERE'S LIKE A BIG GAP IN THAT, LIKE WE'RE NOT, YOU KNOW, WE'VE JUST BEEN ABLE TO PUT OUR, THE PUBLIC IMAGE OUT THERE AND WHAT WE'RE DOING AND HOW WE DO THINGS. WOULD THAT HELP FOR SURE? I THINK WE ALWAYS NEED DIRECTION, JUST LIKE EVERYONE NEEDS DIRECTION, RIGHT? AND I THINK THAT WOULD HELP US A LOT WITH OUR PLANNING EFFORTS AND OUR COMMUNICATIONS PLAN. SO WE HAVE ONE, WE HAVE ONE EVERY YEAR, BUT WE TRY TO, WE TRY TO GUESS SOMETIMES ON WHERE WE'RE GOING WITH THINGS, RIGHT? SO JUST TO CLARIFY, JUST SO THAT THEY'RE NOT GETTING IN PHYSICAL, I'M THINKING IS DIFFERENT THAN CINDY OR TRAYLOR OR JOHN OR MY FRIEND CHAD OVER HERE. SO YOU HAVE A PLAN THAT HAS A LOT OF ELEMENTS IN PLACE, AND YOU'VE TALKED ABOUT HOW YOU COULD LIKE STRAIGHTEN THAT A LITTLE BIT, BUT I'M ALSO HEARING THAT THERE'S A POTENTIAL TO DEVELOP A NEW STRATEGIC PLAN OVER TIME. SO ARE WE THINKING THAT'S MORE LONG-TERM, AND AS A BOARD WE'RE GOING TO TALK ABOUT WHAT THAT COULD LOOK LIKE, HOW MUCH IT'S GOING TO COST? WHAT, WHO WE WOULD INVOLVE. NOT RIGHT NOW, BUT TAKE A YEAR TO KIND OF FIGURE THAT OUT FOR LIKE NEXT YEAR TO GET, OKAY, BUT FOR THIS YEAR WE'RE GOING TO USE THIS. AND THE COMMUNICATION TEAM, ARE YOU SAYING YOU WANT TO DO ANYTHING TO LIKE CLARIFY THIS A LITTLE BIT FOR THIS YEAR? I THINK IN THAT DIRECTION WE WANT TO TAKE IT, AND WE WANT TO HAVE MORE OF A VISUAL, AND WE WANT TO NARROW THIS DOWN SO IT'S MORE DIGESTIBLE. 
          OKAY, I THINK WE ABSOLUTELY CAN DO THAT, BUT THAT REQUIRES INPUT FROM EVERYBODY, RIGHT? MY TEAM IS 3 PEOPLE AND WE'RE CERTAINLY NOT THE BIG TANK FOR EVERYBODY, SO THAT REQUIRES SOME INPUT. 
          SO SHORT-TERM DESIRES IS A WORD THAT WOULD HELP, THAT WOULD BE HELPFUL TO TAKE THIS AND MAKE IT MORE DIGESTIBLE FOR THIS YEAR, JUST FOR COMMUNICATION. 
          LIKE A SINGLE-PAGER, LIKE A SINGLE-PAGE DOCUMENT. 
          YEAH, YEAH, BECAUSE ALL THESE YEARS I EVEN THINK ABOUT ALL YOUR GOALS THAT YOU HAVE OUTLINED. WOULDN'T THAT BE GREAT TO HAVE A ONE-SHEETER THAT YOU CAN LEAVE BEHIND? YEP, AND I THINK FOR YOU GUYS, WHEN YOU'RE TALKING ABOUT OUR GOALS, YOU KNOW, WE'VE BEEN TRYING TO, EVERYTHING WE'RE DOING AT O&M, WE'RE TRYING TO PUMP IT DOWN TO LESLIE SO THEY CAN PUMP IT DOWN OUT TO THE COMMUNITY, TO THE POOLS, THE GROUNDS, THE ALL PARKING, ALL THE NEW FACILITIES UPGRADES. AND SO IF YOU WERE ABLE TO TAKE WHATEVER PORTION OF THE STRATEGIC PLAN AND SAY, LOOK HOW WE'RE, YOU KNOW, MOVING FORWARD WITH OUR FACILITIES, AND HERE'S SOME OF THE GREAT THINGS THAT ARE HAPPENING, ALL THE LANDSCAPING THAT'S GOING ON RIGHT NOW, AND ALL THOSE MIGHT GIVE YOU GUYS A LITTLE DIRECTION ON THAT TOO. WHAT TO TALK, WHAT TO WRITE ABOUT. HASHTAG COLLABORATION. YEP. SO MAYBE. 
          LESLIE COMING BACK TO SAYING WHAT SHE'S GOING TO NEED FOR AN IDEA OF HOW THAT MIGHT GET ACCOMPLISHED. WOULD THAT HELP? OKAY. THAT SAVES A LOT OF WORK. OUR FRIENDSHIP POTENTIAL, CLARIFYING MYTHS AND MAKING IT MORE STABLE. 
          LONG-TERM THINKING ABOUT A NEW PLAN. BY ACT, MAKING THAT POWERFUL, AND YOU'RE GOING TO PASS THOSE DOWN ON THEM. YEP, THANK YOU. 
          AND WHILE YOU PASS THEM, I'M GOING TO MAKE A COMMENT, AND THIS IS SOMETHING THAT PROBABLY SOMEBODY WILL QUOTE AND END MY POLITICAL CAREER. 
          BUT AS THE SON OF BOTH, AS THE SON OF BOTH A FAMILY OF IMMIGRANTS FROM FRANCE AND ALSO A FAMILY WHO HAD TO LEGISLATURE AND THE DICTATORSHIP. I'M NOT VERY BIG ON PERFORMATIVE PATRIOTISM, AND SO I ALWAYS FEEL A LITTLE BIT UNCOMFORTABLE PERFORMING THE OATH OF ALLEGIANCE AT THE BEGINNING OF THE BOARD. 
          I DON'T THINK IT SERVES A PURPOSE FOR OUR MEETING BECAUSE FOR ME, THE OATH OF ALLEGIANCE OF THIS BOARD AND THIS COMMUNITY SCHOOL DISTRICT IS THE MISSION STATEMENT. AND SO IT'S ALWAYS MORE RELEVANT FOR ME, RELEVANT FOR ME, RELEVANT FOR ME TO THINK ABOUT THAT RATHER THAN TO THINK ABOUT A SORT OF ALLIANCE TO THE FLAG, TO A PODIUM, ETC. PLUS I'M NOT A BIG FAN OF EISENHOWER ADDING UNDER GOD IN THAT OATH OF ALLIANCE. BUT ANYWAY, BESIDES THAT, I THINK OUR AGENDA TO REFLECT OUR PRIORITIES BETTER IF INSTEAD OF ORGANIZING IN THE WAY THAT WE DO, WE ORGANIZE IT THROUGH OUR PRIORITIES. SO WE DIVIDE THE AGENDA IN 4 ITEMS. 
          [02:25:01]
EACH OF THEM IS ONE OF THE PRIORITIES, AND WITHIN THOSE PRIORITIES THERE IS THE, YOU KNOW, THINGS THAT WE NEED TO PASS AS A CHURCH. AND THAT WAY ALSO REMINDS US, BUT ALSO THE PUBLIC WHAT SPECIFICALLY WE'RE DOING AND HOW THOSE SPECIFIC STEPS ARE CONTRIBUTING TO THE OVERALL ARCHING GOALS OF THE DISTRICT. AND MAYBE WE START RESTORING RELIANCE TO OUR MISSION STATEMENT, BUT THAT'S A LONGER CONVERSATION. 
          YOU DON'T HAVE TO FOLLOW ME. I CAN, I CAN FOLLOW, FALL UNDER MY OWN SPEAR. SO EACH ONE OF OUR ITEMS OF PRESENTATION IN OUR BOARD MEETINGS ARE TIED TO THESE GOALS. SO THERE'S A, ABOUT HALFWAY DOWN THE DOCUMENT IT SAYS BASICALLY PRIORITY AREAS. AND I KNOW WE FLIP IT, WE PUT IT AT THE HEAD AND SORT THEM BY, YEAH, AND WE SORT THEM BY THEM, BY THE PRIORITY. AND THEN WITHIN EACH PRIORITY THERE'S DIFFERENT ITEMS TO LOOK FOR. YEAH, I DON'T, I DON'T KNOW IF THE ORDER IN WHICH WE DO THEM, WHETHER THERE'S SOME STANDARD PROTOCOL FROM THE STATE OR NOT, BUT IT'S, WE CAN EASILY IDENTIFY WHICH ONES ARE, WHAT THEY'RE TIED TO. YEAH. OR YOU COULD HAVE EVERY AGENDA ITEM HAVE AN UPDATE OR CONNECTION TO ONE OF YOUR GOALS. WE DO THAT ALREADY. IT'S TIED TO THE EXACT SUM. IT SAYS EXACTLY WHICH PRIORITY IT'S TIED TO. OKAY. YEAH. IT'S JUST WE NEED TO, I THINK WE NEED TO FLIP IT IN THE ORDER THAT IT SHOWS, AND I MEAN PUT IT, ORGANIZE IT AS FIRST THAT AND THEN ITEM. I MEAN, I KNOW THAT THE CONSENT AGENDA, FOR EXAMPLE, HAS TO GO AT THE BEGINNING, AND THEN, RIGHT, THEN WE CAN, SO THE ITEMS OF PRESENTATION, THAT PIECE OF THE BOARD MEETING, SORT THEM ACCORDING TO THESE 5 GOALS. OH, WELL, ONE OUT OF 2. 
          AT SOME TIME YOU COULD PICK AN AGENDA AND SEE WHAT WOULD WORK LIKE, AND IT WAS SORTED THE OTHER WAY. SURE. DECIDE IF THAT'S WHAT WE WANT OR NOT. 
          YEAH, NO PROBLEM. TO MAKE YOUR FOCUS RIGHT DIRECTLY ON THE 2 PARTIES AND THEN SEE HOW THAT GOES. OKAY, SO I WOULD LIKE TO THANK YOU ALL FOR YOUR TIME THIS AFTERNOON. 
          THANK YOU FOR ALLOWING ME TO TAKE 30 MINUTES MORE THAN WHAT WE SCHEDULED FOR. 
          BUT MOST IMPORTANTLY, I WANT TO THANK YOU FOR THE WORK THAT YOU'RE DOING, SHOWING UP EVERY DAY AND SUPPORTING THE EFFORTS THAT WE WALK THROUGH TODAY TO ENSURE THAT WE CAN BE THAT DESTINATION DISTRICT AND THAT WE CAN GET TO WHERE WE WOULD LIKE TO SEE OUR DISTRICT GO AND HOW WE WOULD LIKE TO SEE OUR DISTRICT GROW. UM, SO I WANT TO THANK YOU FOR THAT, AND IT WOULD BE REMISS OF ME NOT TO THANK LOU FOR HER TIME. WE SPENT A LOT OF TIME WORKING FOR THIS, ON THIS MEETING AND PREPARING FOR THIS MEETING. AND, AND THEN ALSO SHE ALSO WORKED WITH JIM AND I TO GET HIM IN LINE WITH HIS GOALS AND HOW WE CAN MAKE THAT WORK. SO THAT'S MOST APPRECIATED. AND I DO WANT TO SAY THIS, THAT SHE IS GOING TO BE RETIRING IN AUGUST, SO SHE WILL NO LONGER BE WITH US. SO THIS WILL BE THE LAST ONE. CONGRATULATIONS. 
          THANK YOU FOR EVERYTHING, AND WE APPRECIATE MY TENURE HERE. 
          I'VE APPRECIATED THE SUPPORT AND LEADERSHIP THAT WE'VE RECEIVED FROM YOU PERSONALLY, IN ADDITION TO WHAT I HAVE OFFERED. AND I KNOW SOMEONE ELSE WILL COME, BUT WE ALL HAVE DIFFERENT SHOE SIZES FOR A REASON. OH, THANK YOU. I THAT MEANS SO MUCH, AND I DON'T LIKE TO TALK ABOUT IT BECAUSE IT'S A GOOD THING. 
          YES, DO I JUST MEAN THAT WORD? BUT I MISS THIS BECAUSE I USED TO BE IN THE CLASSROOM AND IN THE CURRICULUM DEPARTMENT, AND I KNOW THE HARD WORK THAT YOU HAVE IN EVERY STEP FORWARD MEMBERS TAKE. BUT I STRONG, I REALLY DO BELIEVE YOU ARE ALL AT A TURNING POINT TO BE ABLE TO TAKE AND RAISE IT TO THE NEXT LEVEL. I REALLY DO BELIEVE THAT. HAVE THE PEOPLE AROUND THE TABLE AND THE SEATS, THE BOARD AND THE ADMINISTRATION IN YOUR CLASSROOMS TO MAKE THAT HAPPEN. IT'S JUST ABOUT COMING TOGETHER ABOUT THAT MORAL IMPERATIVE OF WHAT YOU REALLY WANT FOR ALL THE KIDS. AND I THINK YOU'RE THERE. AND THAT BEAUTIFUL QUESTION THAT YOU ASKED, THAT TOOK US THERE. SO THANK YOU SO MUCH FOR ALL THE HARD WORK YOU'RE DOING, ALL THAT YOU'RE DOING FOR EVERY ONE OF YOUR STUDENTS. 
          I APPRECIATE YOU, AND SO DOES ISD. AND THEN I WOULD ALSO THANK YOU, AND I, I THINK WE'D BE REMISS OF US NOT TO ALSO MENTION THAT WE DIDN'T DIVE INTO A LOT OF THE SUPPORT SERVICES THAT WE RECEIVED FROM IT AND HR. WE DABBLED A LITTLE BIT IN COMMUNICATIONS, BUT WE, WE AS A BOARD NEED TO THINK ABOUT OUR SUPPORTS FOR THOSE 3 ENTITIES OF WHAT WE DO AND HOW WE DO IT. 
          BECAUSE THEY'RE VITAL IN 
          [02:30:02]
KEEPING OUR PEOPLE HAPPY AND THAT COMMUNICATION WITH OUR TEAM, IN ADDITION TO HOW WE PUT IT OUT IN THE SOCIAL WORLD AND TECHNOLOGY AND COMMUNICATION, ALL THOSE THINGS. SO IT'S NOT, I KNOW WE SPEND A LOT OF TIME ON THE KIDS' INSTRUCTION AND HOW WE DO AND WHAT WE DO. BUT PLEASE KNOW THAT YOUR PRESENCE AND YOUR LEADERSHIP AND WORK IN DEPARTMENTS IS NOT TAKEN FOR GRANTED. WE, WE NEED TO SPEND A LITTLE BIT MORE TIME INTO LOOKING AT WHAT THAT CAN LOOK LIKE TO CONTINUE TO SUPPORT HOW WE GET THERE AND WHAT IT LOOKS LIKE TO REACH THESE PRIORITIES. SO THANK YOU. 
          WITH THAT BEING SAID, PASS THIS TO THE FRENCH. 
          MEETING ADJOURNED.
* This transcript was compiled from uncorrected Closed Captioning.