Jan 11, 2023 Special School Board

[1. CALL TO ORDER IN PUBLIC SESSION]

[00:00:04]

>> TONIGHT'S MEETING OF THE BOARD OF EDUCATION IS CALLED TO ORDER AT 5:02 P.M., AN OPEN SESSION. TONIGHT WE HAVE NO REQUESTS ADDRESSING AGENDA ITEMS. LET'S BEGIN WITH THE

[2. RETREAT: HIGH-PERFORMING GOVERNANCE TEAMS]

RETREAT. DR. DROTI IN. >> THANK YOU, MRS. PRESIDENT GARZA. THANK YOU ALL OF YOU FOR GOING TO AN ADDITIONAL MEETING PRIOR TO THE REGULAR SCHEDULED MEETING FOR NEXT WEEK ON JANUARN IMPORTANT REASON WHY I WANT TO RECOMMEND THIS MEETING. I THINK YOU AND THE PUBLIC WILL SEE WHY AFTER WE GO THROUGH THIS PROCESS. I HOPE YOU WILL FIND IT AS VALUABLE AS I THINK YOU WILL. THE FACT IS THERE IS A DIRECT CORRELATION BETWEEN DISTRICTS AND SCHOOLS THAT ARE HIGH FUNCTIONING WITH BOARDS, SCHOOL BOARDS THAT ARE HIGH FUNCTIONING, AND BOARDS ARE POLITICAL SYSTEMS, AND LIKE ANY POLITICAL SYSTEM, IT CAN GET MESSY. IF MANAGED AND GOVERNED PROPERLY, IT CAN BE A POWERFUL DEMOCRATIC SOURCE IN SUPPORTING STUDENTS TO REACH THEIR FULL POTENTIAL FOR LEARNING. ESTABLISHING A HIGH FUNCTIONING [INDISCERNIBLE] DOES NOT HAPPEN BY ACCIDENT. IT MUST BE CULTIVATED. THERE ARE SEVERAL METHODS IN WHICH BOARDS OF EDUCATION CONDUCT ITS BUSINESS IN FRONT OF THE PUBLIC. SO I'LL SPEAK TO SOME OF THESE SO THAT THE PUBLIC CAN ALSO UNDERSTAND THE DIFFERENCE BETWEEN THIS BOARD MEETING, WHICH IS A RETREAT, VERSUS A NORMAL BOARD MEETING. THERE ARE SEVERAL METHODS A BOARD CONDUCTS ITS BUSINESS IN FRONT OF THE PUBLIC, SO GENERAL REPORTS, SUCH AS DISCUSSION OR STUDY SESSION.

WHEN WE OFTEN CREATE REPORTS TO INFORM THE BOARD ABOUT AN IMPORTANT TOPIC WHEN NO OFFICIAL DECISION IS TO BE TAKEN BY THE BOARD. EXAMPLES ARE THINGS LIKE STUDENT ACHIEVEMENT, UPDATES ON FACILITIES, STUDENT DISCIPLINE, INSTRUCTIONAL ISSUES, AND SO ON THERE IS NO -- THE CONTENT, WE CAN INFORM THE BOARD WITHOUT ANY INTENT OR ANY KIND OF VOTE OR ANYTHING. ON AN OCCASION, WE WILL HAVE THE DISCUSSION ITEM IN WHICH I WILL SEEK DIRECTION FROM THE SCHOOL BOARD AND THAT IS WHAT WE CALL A GENERAL DISCUSSION ITEM. AND THEN LASTLY, WHEN WE ARE ABOUT TO TAKE ACTION, THE SEQUENCE OF CONVERSATIONS SHOULD REALLY BE THAT YOU WOULD HAVE A STUDY SESSION, AS I HAD MENTIONED, AND THEN A DISCUSSION AND THEN IT GOES TO ACTION. ALL RIGHT? SO IF YOU THINK ABOUT THAT SEQUENCE, YOU WOULD HAVE DELIBERATED SEVERAL TIMES ABOUT A KEY ISSUE IN WHICH YOU WOULD TAKE A VOTE ON IN FRONT OF THE PUBLIC. SO IT ALSO GIVES TIME FOR THE PUBLIC TO RESPOND AND WHEN THERE IS AN OPPORTUNITY GIVEN TO THEM, AND ALSO GO THROUGH A THOUGHT PROCESS THEMSELVES WHILE THEY'RE AWAY BEFORE THEY COME BACK AND MAKE A STATEMENT AT A POSSIBLE BOARD MEETING. SO WE'LL SPEAK A LOT ABOUT SOME OF THESE PIECES, BECAUSE THAT SEQUENCE IS -- SOME THINGS ARE TIME SENSITIVE, BUT WHAT I DESCRIBED CAN TAKE MONTHS. WE ALSO WILL HAVE TO CONSIDER HOW MANY MEETINGS WE HAVE AND SO ON. SO OTHERWISE, YOU CAN'T REALLY CRAM EVERYTHING INTO ONE MEETING, BECAUSE YOU'RE DEALING WITH COMPLEX ISSUES AND THAT CAN RUN INTO ISSUES. SO THAT'S SOMETHING THAT WE WILL HAVE TO KIND OF TALK ABOUT LATER ON IN THIS MEETING AND REVISIT QUARTERLY, BUT I WILL BE ORGANIZING MEETINGS IN THAT WAY, SO THAT WAY WE ARE RESPECTING THE PUBLIC AS YOU GUYS DELIBERATE IN FRONT OF THE PUBLIC. LASTLY, WHAT I WANT TO TALK ABOUT TONIGHT IS WHAT WE CALL A RETREAT. RETREAT IS A PERFORM OF A STUDY SESSION OR DISCUSSION, AND THIS IS WHERE THE BOARD EVALUATES ITSELF AND SETS PARAMETERS OF HOW THEY CAN CONDUCT BUSINESS EFFICIENTLY AND DOES THE EVALUATION OF HOW THEY'RE DOING. IT'S IMPORTANT IN THIS WAY WE BECOME HIGH FUNCTIONING TEAMS. THE OTHER MEETINGS WE WERE TALKING ABOUT IS TAKING CARE OF BUSINESS, BUT IF WE DON'T HAVE AN UNDERSTANDING OF HOW WE WORK TOGETHER, HOW TO BE EFFICIENT, HOW BOARD MEETINGS ARE ORGANIZED, TO HELP YOU BE SUCCESSFUL IN YOUR DELIBERATION, IT CAN OFTEN LEAD TO CONFLICT AND FRUSTRATION. THAT THEN BLEEDS INTO FRUSTRATION TO COMMUNITY. SO THE RETREATS, I HOPE, IS THAT WE'LL HAVE FOUR OF THOSE THROUGHOUT THE YEAR, AND WE'RE GOING TO FOCUS ON BEST PRACTICES OF THE TEAM, ROLES AND RESPONSIBILITIES OF THE SUPERINTENDENT AND THE SCHOOL BOARD. SOMETIMES WE'LL TALK ABOUT PERFORMANCE TARGETS FOR THE SUPERINTENDENT AND HOW YOU CAN EVALUATE THE SUPERINTENDENT AND THEN ALSO, HOW WE SET AGENDAS AND HOW EFFICIENT WE ARE WITH THAT. SO AS YOU CAN SEE, THESE ARE ALL ABOUT JUST HOW WE CONDUCT OURSELVES IN AN EFFICIENT AND RESPECTFUL WAY OF EACH OTHER AND ALSO THE PUBLIC.

SO TONIGHT IS OUR FIRST RETREAT OF FOUR WE HOPE TO HAVE IN THE

[00:05:04]

OKAY? SO TONIGHT IS ABOUT SETTING NORMS. SO WHEN WE FINISH TONIGHT, WHAT I HOPE TO LEAVE WITH IS SOME NORMS THAT WE CAN START USING AT THE NEXT BOARD MEETING AND IN FACT, THE NEXT -- THE AGENDA IS SET FOR THE 19TH, HAS SOME OF THESE PARAMETERS ALREADY, SO YOU'LL SEE THAT IN THE BOARD AGENDA THAT WILL BE PUBLISHED ON FRIDAY. IT SHOULD HELP THE MEETINGS GO MUCH MORE SMOOTHLY WITH EVERYTHING THAT I JUST GOT THROUGH SAYING. SO WITH THAT, I HAVE BROUGHT IN SOMEBODY THAT'S AN EXPERT IN SETTING A CULTURE FOR BOARD MEETINGS, AND CHRIS STEINHOUSER IS A GOOD PEER OF MINE, FRIEND OF MINE. HE'S HELPED ME A LOT IN SANTA MONICA AND REALLY SET SOME THINGS IN MOTION THAT HAS REALLY SUPPORTED THE DISTRICT TO BECOME A HIGH FUNCTIONING DISTRICT. HE IS KNOWN AND CELEBRATED FOR CREATING AND ESTABLISHING WHAT THEY WERE AS THEIR SUPERINTENDENT YEARS AGO. AND HE'LL SPEAK AND DO SOME STUFF, BUT HE'S THE ONE THAT YOU CAN READ ABOUT HIM IN A LOT OF BOOKS AND ALSO A LOT OF -- HE'S IN A LOT OF CONVERSATIONS THROUGHOUT THE NATION. BECAUSE LONG BEACH IS CELEBRATED FOR BEING VERY SUCCESSFUL, BUT AS I INTERVIEWED FOR THIS JOB, I TOLD YOU I NOT ONLY WANTED TO CATCH THE LONG BEACH, I WANTED TO OUT DO THEM. HE AGREES WITH THAT, TOO. HE WANTS THE SAME THING.

SO I'M GOING TO INTRODUCE CHRIS STEINHOUSER, SO YOU'LL HELP US

WITH THIS RETREAT. >> THANK YOU, DR. GOTTI.

[INAUDIBLE] SO WE'RE GOING TO DO INTRODUCTIONS FIRST, BECAUSE I DON'T KNOW EVERYBODY. I KNOW DR. GOTTI REALLY WELL. IF YOU WOULD START HERE AND SAY WHO YOU ARE, YOUR ROLE, AND HOW LONG

YOU'VE BEEN HERE IN BELL FLOWER. >> I'M

>> [INAUDIBLE] >> [INAUDIBLE]

>> THANK YOU. >> AMY STEWART, I WAS BORN AND

RAISED [INAUDIBLE] >> ANITA ARMSTRONG [INAUDIBLE]

>> THANK YOU. AND WHAT HIGH SCHOOL?

>> [INAUDIBLE]. >> OKAY. GREAT.

>> DR. WILLIAM [INAUDIBLE] SUPERINTENDENT. AND [INAUDIBLE]

>> [INAUDIBLE] >> [INAUDIBLE] ASSOCIATE SUPERINTENDENT AND I'VE BEEN WITH THE DISTRICT 20 YEARS.

>> AND THE DOCTOR SAID, I'M CHRIS STEINHOUSER, RECOVERING SUPERINTENDENT. [LAUGHTER] I WASN'T BORN IN LONG BEACH. I WAS ACTUALLY BORN IN TORRENTIAL, CALIFORNIA. BUT I LIVED IN LONG BEACH. I'M SIX #-YEARS-OLD AND I'VE LIVED THERE MY ENTIRE LIFE. I'M GOING TO BE TRANSPARENT. YOU KNOW ME AS A FORMER -- ACTUALLY, MY WIFE WAS A TEACHER IN THE DISTRICT FOR 30 YEARS. WE KID. SHE WAS A UNION REP, SO IT WAS A GREAT EXPERIENCE. I'VE LIVED IN LONG BEACH. I GREW UP IN IN THE PART OF LONG BEACH THAT'S VERY WORKING CLASS, POOR COMMUNITY, VERY DIVERSE. MY PARENTS WERE BOTH HIGH SCHOOL DROPOUTS. MY DAD WAS A POLIO VICTIM. HE WAS PARALYZED FROM THE NECK DOWN. HE LIVED IN AN IRON LUNG FOR ALMOST A YEAR, AND FORTUNATELY, HE RECOVERED, BUT THAT LED TO OTHER THINGS THAT MY MOM HAD TWO CHILDREN BY THE TIME SHE WAS 18 AND THERE ARE SIX OF US. OKAY? SO FROM AN EARLY, EARLY AGE, MY DAD AND MOM DRILLED INTO US EDUCATION WAS KEY, ARE ABSOLUTELY. MY DAD WENT BACK WHEN HE WAS 27 TO GET HIS HIGH SCHOOL DEGREE AT WILSON HIGH SCHOOL. I WAS NUMBER 3 OF 6.

AND THE FIRST ONE IN MY FAMILY TO GRADUATE [INAUDIBLE] SO OTHER

[00:10:02]

WENT TO LONG BEACH CITY. TRANSFERRED TO CAL STATE. GOT OUT IN FOUR YEARS. [INAUDIBLE] AND WENT DIRECTLY. SO I WORKED FROM THE TIME I WAS 16, BUT I KNEW THAT IT WAS IMPORTANT FOR ME THAT I'D BEEN GIVEN SO MUCH AS A KID, I HAD TO GIVE BACK.

SO I STARTED IN LONG BEACH AS A TEACHER. I WAS VERY BLESSED. I BECAME A PRINCIPAL AT THE AGE OF 30 AT THE SECOND LOWEST PERFORMING SCHOOL IN THE DISTRICT. [INAUDIBLE] AND SO MY JOB WAS TO RAISE THEM. I'LL NEVER FORGET THIS. IT'S SIGNAL HILL ELEMENTARY. IT'S A GREAT SCHOOL. I WAS THINKING ABOUT THIS TODAY. IT WAS 30 YEARS AGO THAT I WAS A PRINCIPAL THERE, AND THEY'VE GONE THROUGH 6 PRINCIPALS AND IT'S ONE OF THE HIGHEST ACHIEVING SCHOOLS IN THE DISTRICT AND THEY'VE ELIMINATE THE ACHIEVEMENT GAP. BASICALLY, A THIRD OF THE SCHOOL IS BLACK, A THIRD HISPANIC, AND A THIRD CAM BOWED JANUARY. LONG BEACH HAS THE LARGEST CAMBODIAN [INAUDIBLE] AND I'LL NEVER FORGET THIS, BECAUSE I HAD A MANTRAS A TEACHER AND A MANTRAS ADMINISTRATOR THAT THE SCHOOL HAD TO BE GOOD ENOUGH FOR ME TO PUT MY OWN KID IN. WELL, MY PARENTS SAID TO ME, BECAUSE WE HAD THIS HUGE PARENT INVOLVEMENT PROGRAM, THEY SAID, HEY, MR. STEINHOUSER, YOUR KID ISN'T HERE. YOUR KID IS AT WAS THE HIGHEST PERFORMING SCHOOL. SO I WENT TO MY WIFE WHO WAS A TEACHER IN THE DISTRICT AND I SAID, YOU KNOW, WE HAVE TO WALK THE TALK, SO EDWARD, WHO IS TODAY A PRINCIPAL AT HUGHES MIDDLE SCHOOL, WHICH IS OUR LARGEST MIDDLE SCHOOL, IS A TALL KID. HE'S MUCH TALLER THAN I AM. AND TOOK HIM OUT OF THAT SCHOOL AND HE WENT TO SIGNAL HILL. I'M GOING TO BE REALLY HONEST WITH YOU. MY NEIGHBORS THOUGHT I'D LOST MY MIND. THEY SAID, WHY ARE YOU TAKING YOUR KID OUT OF THIS SCHOOL, WHICH IS THE HIGHEST PERFORMING, INTO THE LOWEST PERFORMING? IT WAS THE BEST THING WE EVER DID, AND I WOULD DO IT ALL OFFER * * OVER AGAIN. MY DAUGHTER IS TWO YEARS YOUNGER AND FOLLOWED. I WAS ONLY THERE FOR ABOUT FIVE MONTHS WITH HIM AS A PRINCIPAL, BECAUSE I WAS PROMOTED AND MOVED ON. BUT THE POWER OF THE MESSAGE TO EVERYBODY WAS THAT, HEY, THIS GUY IS SERIOUS ABOUT TEACHING, BECAUSE HE'S PUT HIS PRECIOUS GEM, HIS OWN KID AT THE SCHOOL. SO HE STAYED FOR FIVE YEARS. MY DAUGHTER WENT THERE FOR SIX YEARS. AND THAT WAS OUR JOURNEY. SO THAT'S WHAT I LIVED.

I WAS A SUPERINTENDENT IN LONG BEACH FOR 18 YEARS. BOARD PRESIDENT CAN TELL YOU IF I'M LYING OR NOT. SHE'LL TELL YOU THE TRUTH. BUT I BELIEVE IN TRANSPARENCY. I BELIEVE IN TEAMWORK. I BELIEVE THAT WE'RE ABOUT CONTINUOUS IMPROVEMENT.

AND SOMEONE ASKED ME, THEY WERE INTERVIEWING ME FOR A BOOK, AND THEY SAID, WHAT WOULD BE ONE OF THE CRITICISMS THAT PEOPLE WOULD SAY WITH YOU? I SAID, THEY WOULD TELL YOU THAT MY EXPECTATIONS WERE TOO HIGH AND THAT I ALWAYS WAS DRIVING, DRIVING, DRIVING, DRIVING. I DO BELIEVE IN DRIVING, BUT I BELIEVE IN CELEBRATING AND HAVING FUN, TOO, BECAUSE -- AND I WAS SHARING EARLIER WITH ONE OF YOUR BOARD MEMBERS, ONE OF MY PERSONAL CHARGES AS A SUPERINTENDENT WAS TO SUB5 DAYS A YEAR IN THE CLASSROOM, AND THE BEST WAS WHEN I SUBBED IN MY WIFE'S CLASS, BECAUSE MY WIFE WAS A LITERACY TEACHER, AND THEY GO, MR. STEINHOUSER, MRS. STEINHOUSER DOESN'T DO IT THAT WAY. I SAID, TODAY MR. STEINHOUSER IS THE TEACHER AND WE'RE GOING TO DO IT THIS WAY.

BUT THE BEAUTY IS WE HAVE THE GREATEST PROFESSION IN THE WORLD AND IT'S THE MOST CHALLENGING, AND WHAT PEOPLE DON'T UNDERSTAND SOMETIMES IS ALL THE STORIES THAT WE HAVE BEHIND US. ALL OF YOU HAVE STORY BEHIND YOU. ALL THE CHILDREN HAVE A STORY BEHIND YOU. I'M NOT SURE HOW BELL FLOWER WORKS, BUT LONG BEACH IS THE LARGEST EMPLOYER IN THE CITY. OKAY? SO, LIKE, WHEN IT'S KID, MCDONALD DOUGLAS WAS THE LARGEST EMPLOYER. IT HAD 50,000 JOBS. THAT'S HOW LAKEWOOD WAS FORMED. IN FACT, MY WIFE'S FAMILY, MY WIFE, HER PARENTS IMMIGRATED HERE IN 1957 AND THEY LIVED IN BELL FLOWER FOR SEVERAL YEARS. THEY'RE DUTCH IMMIGRANTS. SO MY WIFE IS NUMBER 7, FIRST ONE BORN IN THE UNITED STATES. HER AND HER SISTER WERE THE FIRST ONES BORN HERE, AND THEN THEY MOVED TO GARDEN GROVE. SO SHE SEES IT, YOU KNOW, SHE WAS A SECOND LANGUAGE, AND THE FIRST IN HER FAMILY. SO IT'S ABOUT SOCIAL JUSTICE. IT'S ABOUT HOW WE ALL WORK TOGETHER. WE HAVE MANY STAKEHOLDERS. WE HAVE BOARD STAKEHOLDER GROUP. OUR KIDS. THANK YOU FOR BEING ON THE BOARD. IMPORTANT STUDENT VOICES. OUR CLASSIFIED EMPLOYEES. OUR PARENTS. OUR TEACHERS. AND IN A SENSE, IN LONG BEACH, WE'RE THE LARGEST EMPLOYER. IT'S THIS WHOLE THING ABOUT, YOU KNOW, YOU HAVE TO WORK WITH A THOUSAND SMALL BUSINESSES. WE DON'T HAVE ANYTHING [INDISCERNIBLE] AND I'M GOING TO TALK, I'M GOING TO SHARE SOME VIDEOS WITH YOU.

WE'RE GOING TO GO OVER SOME NORMS, AND WE'RE GOING TO DO AN ACTIVITY, AND YOU'RE PROBABLY GOING TO THINK THIS IS REALLY SILLY, BUT WE'LL TALK ABOUT WHY IT'S IMPORTANT TO DO THIS ACTIVITY, AND THEN, LIKE DR. DROTTY SAID, WE'RE GOING TO

[00:15:02]

SO IT'S VERY, VERY INTERESTING. AND WE ONLY MEET EVERY OTHER MONTH FOR TWO DAYS AT A TIME. AND WE DO HAVEFORD RETREATS, LIKE DR. DROTTY SAID. AND WE JUST HAD A BOARD RETREAT ABOUT TWO MONTHS AGO. SO THE INFORMATION THAT YOU'LL SEE IN THE SLIDES IN A MINUTE ARE GOING TO BE SOME THAT ARE GOING TO BE TAKEN OUT OF THIS WORK, SOME OUT OF THIS BOOK, AND SOME OUT OF THE BOOKS, THE WHERE HE TREATY JUST HAD MYSELF AS A TRUSTEE, BECAUSE THE RULES OF TRUSTEESHIP AND GOVERNANCE TEAMS ARE SIMILAR. THERE MIGHT BE BELIEVE A FEW NUANCES BETWEEN, LIKE, HIGHER ED AND PUBLIC EVIDENCE. WE AND HIGHER ED HAVE TO FALL UNDER AN ACT, NOT THE BROWN ACT, BUT A DIFFERENT ACT, CALLED THE FOLLOW. I'M THE CHAIR, FOR EXAMPLE, ON THE CSU TRUSTEE. LAST YEAR I WAS THE CHAIR OF THE POLICY GROUP. AND YOU KNOW ONE OF OUR BIG THINGS THAT HIT THE NATIONAL NEWS, WE DROPPED THE SAT AS A REQUIREMENT. YOU CAN STILL TAKE IT, BUT IT'S NO LONGER A REQUIREMENT. HUGE ISSUE. OKAY IN AND NOW THIS YEAR, I'M THE CHAIR OF THE COLLECTIVE BARGAINING, AND IT'S VERY INTERESTING, COLLECTIVE BARGAINING IS DONE A LITTLE DIFFERENTLY AT THE HIGHER ED THAN IT IS DONE AT THIS LEVEL. SO YOU CAN SEE HOW WE'RE GOING TO DO A WARM ACTIVITY. WE'RE GOING TO HAVE SOME VIDEOS AND CONNECT THOSE. ONE OF OUR OUTCOMES IS GOING TO BE THE RULES OF ENGAGEMENT, AND THEN THERE WILL BE SOME ISSUES OF WHERE DO WE GO NEXT. I WANT YOU TO THINK FOR A MINUTE, BECAUSE I'M GOING TO ASK YOU TO DO IT IN A FEW MINUTES, BUT NOT RIGHT NOW. I'M GOING TO GIVE YOU SOME THINK TIME. I WANT YOU TO THINK, WHAT'S WORKING WELL IN BELL FLOWER UNIFIED? AND SOME OF YOU WILL ONLY HAVE A COUPLE THOSE SAY THAT, BUT YOU KNOW, NO MATTER IF YOU'VE ONLY BEEN HERE FOR A COUPLE MONTHS, YOU CAME HERE FOR A REASON. SO WHETHER IT WAS PARENTS OR A COMMUNITY MEMBER. SO WHETHER WE'VE BEEN HERE TWO MONTHS OR, YOU KNOW, MULTIPLE YEARS, WE HAVE IDEAS OF WHAT'S WORKING WELL AND THEN THIS IS WHAT WE CALL THE BUS, AND THEN THE DELTA IS WHAT ARE OPPORTUNITIES FOR GROWTH? I'M A FIRM BELIEVER THAT THERE'S ALWAYS GROWTH. I BELIEVE IN CONTINUOUS IMPROVEMENT. NO MATTER HOW GOOD WE GET, WE CAN GET BETTER, YOU KNOW? AND THIS IS A MARATHON. THIS IS NOT A RACE. OKAY? THIS IS A MARATHON. I LOVE THE PHRASE, GO SLOW TO GO FAST. AND I'M GOING TO SAY SOMETHING, AND I HOPE, AND AGAIN, I APOLOGIZE IF I OFFEND ANYONE, BECAUSE I TEND TO DO THAT, BECAUSE I HAVE REALLY STRONG ADVICE ABOUT PUBLIC EDUCATION. SO YEAH, BUT IF I OFFEND YOU, I APOLOGIZE AND PUSH BACK. THIS IS GOING TO BE A DIALOGUE. BUT I WANT YOU TO THINK ABOUT WHAT'S WORKING WELL AND WHAT'S NOT WORKING THAT YOU WOULD LIKE TO SEE BETTER SO THAT WE CAN GROW TOGETHER, BECAUSE NO MATTER HOW GOOD WE ARE, WE CAN ALWAYS GET BETTER. IT'S LIKE IF

[00:20:04]

I WANT EVERYONE TO PARTICIPATE. I WANT PEOPLE TO BE VULNERABLE.

AND THAT'S A VERY PERSONAL THING. SO YOU CAN ONLY FEEL VULNERABLE AS YOU FEEL, YOU KNOW, TO BE HONEST WITH YOU.

AND THE REAL IMPORTANT ONE IS WE CAN'T JUDGE PEOPLE. WE CAN'T JUDGE -- EVERYBODY HAS A RIGHT TO THEIR OPINION. WE DON'T HAVE TO AGREE WITH IT, BUT WE MUST RESPECT IT. OKAY? THAT'S REALLY, REALLY GOOD POINT. SO DOES ANYONE HAVE ANY OBJECTION OR WOULD THEY LIKE TO ADD ONE? BECAUSE WE CAN ALSO

ADD ONE. IS IT OKAY? >> YES.

>> THANKS. OKAY. NOW, THIS IS WHERE YOU'RE GOING TO THINK IT'S SILLY. OKAY? I'M GOING TO HAVE YOU NUMBER OFF IN A MINUTE AND WE'RE GOING TO DO A TEAM BUILDING ACTIVITY. SO YOU GUYS GET TO SEE, MAYBE I'LL USE YOU GUYS.

[LAUGHTER] SO I BELIEVE IN FUN. AND CAN

THEY PARTICIPATE? >> YEAH, SURE.

>> SO WHAT WE'RE GOING TO DO IN A MINUTE, WE'RE GOING TO COUNT OFF. AS A GOOD TEACHER, I'M GOING TO DO SOME CHECKING FOR UNDERSTANDING. WE'RE GOING TO COUNT OFF AND GO PROBABLY TO THREE TEAMS, AND THEN WE'RE GOING TO BUILD THE BIGGEST [INDISCERNIBLE] THAT YOU CAN WITHOUT USING YOUR HANDS. OKAY AND SO I SEE SOME EYES GOING, HOW ARE WE GOING TO DO THIS ONE AND THE FIRST TEAM TO USE ALL THEIR CUPS AND/OR TO BUILD THE TALLEST TOWER IN FIVE MINUTES IS GOING TO WIN. OKAY? SO I'M GOING TO PASS OUT SOME MATERIALS IN A MINUTE. AND I'VE DONE THIS PROBABLY 100 TIMES, AND I ALWAYS HAVE TO MAKE SURE I EXPLAIN MYSELF AND CLARIFY, BECAUSE ADULTS LIKE TO, YOU KNOW, PUSH THE RULES. OKAY? SO THE RULES IS YOU CAN'T TOUCH YOUR HAND, ACCEPT YOU CAN TOUCH TO TAKE THE KEEPS OUT. EACH BAG ALREADY HAS 15 CUPS IN IT, AND YOU'RE GOING TO HAVE SOME STRING. YOUR HANDS CAN TOUCH THE STRING, OBVIOUSLY THAT'S NOT A PROBLEM. OKAY? BUT YOUR HANDS CAN'T TOUCH THESE CUPS. CAN'T HAPPEN.

THE IDEA IS TO BUILD -- TO USE ALL THE CUPS AND TO BUILD THE TALLEST TOWER IN FIVE MINUTES. I'M GOING TO TELL YOU SOMETHING THE GROUP THAT'S GONE THE FASTEST HAS BEEN TWO MINUTES AND 49 SECONDS. OKAY? THAT'S THE FASTEST I'VE HAD OUT OF ABOUT 100 TIMES. IT'S GOING TO BE SILLY. IT'S GOING TO BE FUN.

BUT I THINK YOU'RE GOING TO SEE SOMETHING -- I'M GOING TO NUMBER YOU OFF AND THEN I'LL TELL YOU, BECAUSE 134 PEOPLE ARE GOING TO

HAVE TO MOVE AROUND. >> [INAUDIBLE] TECHNICAL STUFF?

>> YOU OKAY? SO YOU'RE GOING TO BE ONE, TWO, THREE. ONE, TWO, THREE. ONE, TWO, THREE. ONE, TWO, THREE. NOW WAIT A MINUTE, BECAUSE PEOPLE ARE GOING TO HAVE TO MOVE. OKAY? THREE IS GOING TO BE HERE. SO YOU GET TO THIS SPACE. YOU GUYS MIGHT WANT TO MOVE SOME STUFF OUT OF THE WAY. WE'RE GOING TO HAVE TWOS GO OVER THERE. WE'RE GOING TO HAVE ONES GO OVER THERE. TAKE A MINUTE TO MOVE YOURSELF OUT OF THE WAY. I'LL MOVE MY STUFF OUT OF HERE SO WE DON'T GET ANYBODY IN TROUBLE. NOW, WHEN I PASS THESE BAGS OUT, YOU CANNOT OPEN UNTIL I SAY GO, BECAUSE THIS IS ALL

ABOUT FAIRNESS. . >> CHAR I ARE I IDENTIFYING

QUESTION OVER HERE. >> [INAUDIBLE] SHE SMILES AND

SHE KNOWS HOW TO DO IT. >> REMEMBER, NON-JUDGMENTAL? THAT WAS ONE OF OUR NORMS. YOU'VE ALREADY VIOLATED.

[LAUGHTER] >> YOU SAID DO WE HAVE TO USE

THE STRING? >> YOU DON'T HAVE TO USE THE STRING. THE STRING IS A TOOL FOR YOU TO USE. YOU DO NOT HAVE TO USE THE STRING. GREAT QUESTION. OKAY.

THE OTHER PART IS I'M GOING TO CLARIFY THIS, YOU JUST REMINDED ME OF SOMETHING, BECAUSE IN SANTA MONICA, I HAD TO REAFFIRM THIS. SO YOU CANNOT USE YOUR HANDS. THESE ARE YOUR HANDS.

OKAY? SO FROM THE WRIST TO THE HANDS MAY NOT BE USED. OKAY?

[00:25:02]

>> RAISE YOUR HAND IF YOU THINK YOU'VE FINISHED.

[00:30:37]

[APPLAUSE] >> GOOD JOB. IF WE CAN PUT THE CUPS AND THE STRINGS BACK IN THE PACKET. OKAY. SO THIS WAS GROUP TWO HERE. EXCELLENT. OKAY. SO WHY DO WE DO THIS

ACTIVITY? WHY DO WE DO THIS? >> TEAM WORK AND.

>> TEAMWORK. WHEN DID WE LEARN WHAT WERE SOME OF THE STRATEGIES THAT PEOPLE USED? JUST SHOUT IT OUT.

>> WE DIDN'T USE OUR HANDS, BUT WE COULD USE OUR ARMS. THINKING

OUTSIDE OF THE BOX. >> YOU ASKED, DO WE HAVE TO USE THE STRING? THE ANSWER WAS NO. WE SAW PEOPLE GET UP ON THE CHAIR TO DO IT REALLY, REALLY -- I SAW TEAMWORK OF PEOPLE STEADYING THE TOWER AS YOU DID IT. EVERYONE -- AND WHAT WAS THE BEAUTY, JUST LIKE IN A CLASSROOM, PEOPLE STARTED WITH THEIR OWN MINDSET. WE SAW PEOPLE TAKE ON THE ROLE OF, FOR EXAMPLE, ON THE CALL, FACILITATOR CAPTAIN WHO WAS SAYING X, DO Y. PEOPLE WERE SAYING, HEY, OVER THERE, SOMETHING LOOKS LIKE IT'S WORKING REALLY, REALLY WELL. I WANT TO DO THAT. THAT'S THE POWER OF LEARNING. THAT'S THE POWER OF INNOVATION. THAT'S THE POWER OF OUR GREAT NATION THAT WE LIVE IN. AND THE REASON I HAVE PEOPLE DO THIS IS BECAUSE LEARNING SHOULD BE FUN. OKAY? BEING A BOARD MEMBER SHOULD BE FUN. BEING A MEMBER OF THE STAFF SHOULD BE FUN. EVERYTHING SHOULD BE FUN. I DON'T KNOW ABOUT YOU, BUT I PERSONALLY HAVE LEARNED AND ENJOYED LIFE BETTER WHEN I'M HAVING A GOOD TIME, AND I LOVED BEING A SUPERINTENDENT FOR 18 YEARS. I DID NOT RETIRE BECAUSE I WAS BURNED OUT OR I WAS TIRED. IT WAS VERY SELFISH I HAD TWO BOARD MEMBERS WHO WERE RETIRING AFTER 16 AND 17 YEARS.

I KNEW THEY WERE GOING TO LEAVE AND I FELT STRONGLY THAT I OWED IT TO THEM, BECAUSE THEY HAD BEEN ON THE BOARD FOR -- BOARD MEMBERS, THANK YOU, BECAUSE IT'S A HUGE JOB. I OWED IT PERSONALLY TO THEM TO BE ABLE TO SELECT A NEW SUPERINTENDENT. TO BE HONEST WITH YOU, IF THEY WEREN'T GOING TO RETIRE, I PROBABLY WOULD STILL BE OVER THERE CAUSING TROUBLE FOR LONG BEACH UNIFIED. BECAUSE I LOVED MY JOB. I LOVED BEING A SUPERINTENDENT. I LOVED THAT PIECE.

SO I DO THIS BECAUSE WE DO HAVE TO DRIVE HARD. OUR CHILDREN DESERVE THE BEST. AND SOMETIMES WE HAVE TO HAVE DIFFICULT CONVERSATIONS TO BE REALLY HONEST WITH YOU AND DATA HAS TO DRIVE THESE CONVERSATIONS. SO WHEN THINGS AREN'T GOING WELL, WE HAVE TO ADMIT THEY'RE NOT GOING WELL, AND HOW DO WE RALLY TO MAKE THEM MOVE AHEAD? THAT'S REALLY, REALLY IMPORTANT. AND IT'S IMPORTANT, BECAUSE IT'S NOT JUST YOUR DISTRICT. IT'S YOUR CITY. IT'S YOUR BUSINESS LEADERS. IT'S EVERYONE COMING TOGETHER. AND SO I DO BELIEVE IN HEALTHY COMPETITION, AND I BELIEVE IN REWARDS. SO AT THE BREAK, THE TEAM OVER HERE, NUMBER 2, YOU GET TO CHOOSE, AND I DO BELIEVE IN CHOICE, MY WIFE BELIEVES I GIVE TOO MANY CHOICES IN LIFE, BIG CANDY BAR, PLUS I'M A BIG STARBUCKS GUY, SO YOU GET STARBUCKS, OR IF YOU DON'T LIKE THAT CANDY, THERE ARE DIFFERENT CHOICES OF CHOCOLATES. SO YOU MAY SHARE. HOWEVER, I ALSO BELIEVE THAT YOU'VE GOT TO REWARD EVERYONE FOR BEING A GOOD PARTICIPANT. SO EVERYONE IS GOING TO GET A HEALTHY SNACK.

>> OH, WOW. >> YOU MAY NEED IT AS WE DO THIS MEETING DOWN THE ROAD. ALL RIGHT. THANK YOU, SIR. SO AS YOU KEEP THOSE TENANTS IN MIND AS WE GO TO OUR NEXT ACTIVITY.

AND THIS IS GOING TO BE A VIDEO SO THIS IS REALLY IMPORTANT, AND THIS IS GOING TO ASK YOU WHAT YOU'RE WIRED. OKAY? IT'S ALSO

[00:35:03]

TO SHARE WITH US. >> VIDEO: WE ARE TEACHERS AT THE HIGH SCHOOL LEVEL AND WE ARE WONDERING HOW THE GOLDEN CIRCLE RELATES TO PUBLIC EDUCATION. WE'VE SEEN MANY CONNECTIONS AND WANT TO IMPROVE THE CULTURE AND CLIMATE OF OUR SCHOOL. GREAT QUESTION. SO REMEMBER, A COMPANY IS A COMPANY. IT'S A GROUP OF PEOPLE. THE FACT THAT IT'S A BUSINESS IS JUST A LEGAL STRUCTURE, BUT IT'S THE GROUP OF PEOPLE WHO COME TOGETHER IN COMMON CAUSE. A HOSPITAL, A SCHOOL. IT'S ALL THE SAME THING OF IT'S A GROUP OF PEOPLE WHO COME TOGETHER IN COMMON CAUSE.

AND THE WHY OF THE SCHOOL IS EXTREMELY IMPORTANT TO UNDERSTAND, BECAUSE NOT ALL SCHOOLS HAVE THE SAME CULTURES.

AS A TEACHER, YOU KNOW THAT. YOU'VE WORKED IN DIFFERENT SCHOOLS, AND DEPENDING ON WHAT THE LEADERSHIP IS, YOU'LL HAVE A VERY DIFFERENT CULTURE. UNIVERSITIES ARE THE SAME. JUST BECAUSE THERE'S TWO HIGHLY RATED SCHOOLS THAT YOU WANT TO SEND YOUR KIDS TO, FOR EXAMPLE, THE REASON WE GO VISIT THEM AND THE REASON WE GO ON TOURS AND THE REASON WE DO OUR RESEARCH IS BECAUSE WE ALSO WANT TO UNDERSTAND THE CULTURE OF THE SCHOOL, BECAUSE WE WANT OUR KIDS TO BE GOOD FITS IN THE CULTURE SO THEY MORE NATURALLY LIVE IN THAT CULTURE. -- THRIVE IN THAT CULTURE. THAT'S REALLY, REALLY IMPORTANT. SO THE SCHOOL IS THE SAME. THE SCHOOL HAS A CULTURE AND WE WANT TO ARTICULATE THE WHY. SCHOOL. SO WHAT IDEALLY WE WANT TO DO, IF THERE IS AN ORIGIN STORY OF THE SCHOOL, YOU WANT TO GO BACK TO THAT ORIGIN STORY. IF THERE ISN'T, IF YOU HAVE GOOD LEADERSHIP, THEN WE WANT TO KNOW THE WHY OF THE PRINCIPLE, THE ADMINISTRATION, THE ADMINISTRATOR, OR THERE'S ANOTHER WAY TO DO IT. YOU CAN FIND OUT WHAT THE -- IF YOU GO THROUGH THE WHY DISCOVERY PROCESS, I CAN GET TO THE WHY WITH A GROUP AS WELL. DIFFERENT CONVERSATION. BUT YES, WE WANT TO ARTICULATE THE WHY. JUST LIKE A COMPANY, WE WANT TO WRITE IT ON THE WALLS, PUT IT AT THE BEGINNING OF ANNOUNCEMENT, GIVE AWARDS TO BOTH TEACHERS AND PEOPLE WHO WORK IN THE SCHOOL, AND STUDENTS FOR PEOPLE WHO ARE UPHOLDING, ADVANCING THE WHY AND UPHOLDING THE VALUES. YOU TREAT IT LIKE ANY OTHER. IT'S GOT MARKETING.

IT'S GOTTEN CERTAINTIVE STRUCTURES. YOU WANT TO HIRE TEACHERS WHO BELIEVE IN THE WHY THIS IS WHAT WE SCANNED FOR. DO YOU THINK YOU'D LIKE TO BE HERE IN AND THEN YOU HAVE ALL THE DIFFERENT PERMIT TYPES AND DIVERSITY, ALL OF THE PEOPLE WHO COME TO A SCHOOL AND MAKE IT WONDERFUL AND BRING THE CAUSE TO LIFE. YOU THINK REPLACE THE COMPANY WITH SCHOOL IN THE BOOK START WITH WHY, AND IT WILL READ PERFECTLY FINE.

>> HE HAS A BOOK CALLED KNOW YOUR WHY. IF YOU THINK ABOUT SOUTHWEST, IT HAPPENED TO [INAUDIBLE] WOULD HAPPEN.

SOUTHWEST WAS ONE OF THE MOST AIRLINES AROUND. THE WHOLE GOAL OF THEIR WHY WAS TO GET PEOPLE IN AND OUT AS FAST AS POSSIBLE.

NOW, THEY JUST HAD A BIG SNAFU. NOW SOUTHWEST IS REALLY GOING TO HAVE TO REVISIT THAT WHY, BECAUSE THEY BROKE ONE OF THE GOLDEN RULES OF THE WHY: TRUST THEY CANCELED 16,000 FLIGHTS.

AND SO NOW YOU HEAR PEOPLE WHO ARE DIEHARD SOUTHWEST PEOPLE SAYING, I MAY NEVER FLY SOUTHWEST AGAIN. SO SOUTHEAST* WEST -- SOUTHWEST IS GOING TO TAKE A HIT, BUT THEY'LL REBUILD, BECAUSE THEY HAVE IT INGRAINED IN THEIR CULTURE TO BE THE BEST AT WHAT THEY DO. NORDSTROMS IS ANOTHER COMPANY.

WHAT'S THE MANTRA OF NORDSTROMS EVERYONE KNOW WHAT IT IS? THE

CUSTOMER IS WHAT? >> RIGHT.

>> ALWAYS RIGHT. YOU LITERALLY CAN RETURN A PAIR OF SHOES AFTER YOU'VE WORN THEM FOR A LONG TIME AND THEY DO NOT ASK QUESTIONS.

>> I NEED TO START SHOPPING THERE.

>> NOW, YOU DON'T WANT TO VIOLATE GOOD THINGS, BUT THE THING IS I WANT YOU TO TAKE A MINUTE, DR. DROTTI, I'M GOING TO ASK YOU TO MOVE OVER HERE. WITH PARTNERS, I WANT YOU TO THINK, WHAT IS THE WHY OF BELLFLOWER UNIFIED? WHAT IS THAT BIG WHY THAT YOU'RE WORKING ON THAT YOU WOULD HOPE THAT THE PERSON AROUND THEIR KITCHEN TABLE, AROUND COFFEE, TALKING TO THEIR NEIGHBOR WOULD UNDERSTAND WHAT THE WHY IS OF BELLFLOWER? OKAY SO WHAT IS THAT BIG WHY WE HEAR ABOUT? IF WE TAKE ABOUT THREE MINUTES AND THEN WE'LL SHARE OUT SO PEOPLE CAN DISCUSS WITH YOUR ELBOW PARTNERS AROUND HERE, GROUPS OF TWO OR THREE, HOWEVER YOU WANT TO DO IT. IT DOESN'T MATTER. BUT JUST SHARE WHAT YOU THINK THE BIG WHY IS.

[00:44:25]

>> ABOUT 30 MORE SECONDS. OKAY IF WE CAN WRAP UP OUR CONVERSATIONS. WHO WOULD LIKE TO BE VULNERABLE AND SHARE WITH US WHAT THEY BELIEVE THE WHY IS BECAUSE REMEMBER, THIS IS DRAFT

[00:45:01]

TO SHARE? >> WELL, WE CAME UP WITH INVESTING IN THE STUDENTS TO INVESTMENT TO STAY IN THE

COMMUNITY. >> SO INVESTMENT TO STAY IN THE COMMUNITY. OKAY. IS THAT AN ASPIRATION OR DO YOU THINK THAT'S RIGHT NOW? ASPIRATION. OKAY.

CHRIS? >> TEACHING [INAUDIBLE]

>> TEACH AND PROTECT THE FUTURE IS THAT ASPIRATION OR DO YOU

THINK THAT'S NOW? >> THAT'S LIKE A [INDISCERNIBLE]

>> ANYBODY ELSE WANT TO ADD TO IT?

>> I MEAN, HONESTLY, WE JUST SAID THE SAME THING. TYPICALLY THE COMMUNITIES AND MAKING SURE THEY'RE EDUCATED, BECAUSE THEY'RE GOING TO BE WORKING FOR US ONE DAY AND THEY'RE GOING TO BE VOTING ONE DAY. WE JUST WANT THEM TO BE AS INFORMED AND

EDUCATE AS POSSIBLE. >> ABSOLUTELY. AND THIS IS VERY SELFISH. I'M A RETIRED PERSON NOW, SO I WANT -- I PRAY THAT I GET TO LIVE A FEW MORE YEARS, BUT I WANT TO LIVE IN A SOCIETY THAT'S GOING TO TAKE CARE OF ME OKAY? AND I WANT PEOPLE TO BE WELL EDUCATE AND TO MAKE THE RIGHT DECISIONS ABOUT VOTING.

AND WHEN YOU HAVE A WHY, AND THIS IS KIND OF UNFAIR, BECAUSE THIS IS A CONTINUOUS IMPROVEMENT PROCESS. EVEN IN LONG BEACH UNIFIED WHERE THE WHY IS TRULY ABOUT COLLEGE AND CAREER, YOU'VE PROBABLY HEARD ABOUT THE LONG BEACH PROMISE, WHICH IS THROUGHOUT THE NATION, AND IT SAYS, WE'RE ALL GOING TO WORK TOGETHER, THE THREE GROUPS OF INSTITUTIONS, SO THE K-12, THE COMMUNITY COLLEGE, THE HIGHER ED, THE CITY, AND THE BUSINESSES. THERE'S A SIGNED DOCUMENT THAT EVERYONE DOES, AND I HAVE TO TELL YOU, IT WASN'T EASY ON TO START. PEOPLE HAVE TO PUT THEIR EGOS ASIDE. IN FACT, IF YOU GO BACK WHEN WE FIRST STARTED THIS IN 19 -- WELL, ACTUALLY IN 2002 WHEN WE FIRST -- NO. 1992 WHEN WE FIRST STARTED THIS. WE ACTUALLY WERE LOCKED IN A ROOM FOR THREE DAYS IN HUNTINGTON BEACH, AT THE HUNTINGTON BEACH HILTON, AND IT WAS BROUGHT ABOUT BY BUSINESSES, BECAUSE BACK THEN, WE LOST ABOUT 40,000 JOBS IN A 2-YEAR PERIOD.

MASSIVE FLIGHT FROM THE COMMUNITY. GANG WARFARE. IT WAS A MESS I'M * A JUST BEING TRULY TRANSPARENT. AND SO THE BUSINESS LEADERS SAID, IN ORDER FOR OUR COMMUNITY TO THRIVE, I HEARD THAT SEVERAL PLACES, IN ORDER FOR US TO SURVIVE, WE ALL HAVE TO WORK TOGETHER FOR THE COMMON GOOD OF OUR KIDS SO THAT PEOPLE WILL STAY HERE, THEY'LL LIVE HERE, AND THEY'LL TAKE CARE OF US IN THE FUTURE. AND I HAVE TO TELL YOU, THE PROMISE OF TODAY IS SO MUCH BETTER THAN WHAT WE HAD STARTED WITH, BECAUSE BACK THEN WE ASSAULTED IT SEAMLESS EDUCATION. BUT THE PROMISE OF TODAY TRULY IS A PROMISE THAT SAYS, IF YOU'RE WILLING TO DO X, Y, AND Z, THEY'RE GOING TO DO THAT. AND THAT MEANS BRINGING ALL STAKEHOLDERS TOGETHER.

SO I'M GOING TO PASS THIS OUT IN A MINUTE, BUT THIS WAS ONE OF THE OUTCOMES AS WE WENT THROUGH THIS CONTINUE US IMPROVEMENT.

SO ABOUT TEN YEARS AGO IN LONG BEACH, WE DEVELOPED WHAT WAS CALLED THE GRADUATE PROFILE. WHEN OUR KIDS LET US IN HIGH SCHOOL, AND LONG BEACH HAS 14 HIGH SCHOOLS, WHAT WILL THEY BE ABLE TO DO, BOTH IN COLLEGE AND CAREER? WE WEREN'T GOING TO TRACK KIDS. WE WEREN'T GOING TO MOVE KIDS. IT WAS YOU'RE GOING TO HAVE YOUR CHOICE. AND IN LONG BEACH THERE'S 40 DIFFERENT PATHWAYS. KIDS CHOOSE THEIR PATHWAYS AND ALL THIS BUSINESS, BUT THEY'RE ALL ALIGNED. IT WAS COLLEGE PEOPLE COMING TOGETHER, BUSINESS PEOPLE COMING TOGETHER AND ONE THING WE LEARNED REALLY FAST WAS IN LONG BEACH THAT WE COULD DO REALLY WELL WITH THE ACADEMIC AND SEL AND ALL THAT STUFF, BUT WHAT WE COULDN'T DO REALLY WELL ON WAS WE NEEDED ASSISTANCE ON THE CAREER TECH PIECE. SO FOR EXAMPLE, ONE OF THE GOALS THAT WE HAD WAS THAT ALL JUNIORS AND SENIORS WHO WANTED TO WOULD HAVE AN INTERNSHIP OR APPRENTICESHIP, BUT THAT'S WHERE THE CITY CAME IN. THE BUSINESSES CAME IN. LIKE THE PORT OF LONG BEACH AND OTHERS. AND THEN WE WENT, BECAUSE WE WERE A THOUSAND SMALL BUSINESSES, BUSINESSES SAID, WE'D LOVE TO HAVE AN INTERN, BUT WE CAN'T COVER IT UNDER OUR INSURANCE. SO WE SAID, AH-HA.

THE DISTRICT HAS INTERNS. AND WE SAID WE COULD DO IT.

SO IT'S THOSE THINGS OF BREAKING DOWN. SO NOW LITERALLY TODAY, THERE ARE THOUSANDS OF KIDS IN INTERNSHIPS IN THE DISTRICT OFFICE, IN THE RESEARCH OFFICE, IN THE CLASSIFIED UNIT. IT'S AMAZING. ONCE YOU GIVE THE KIDS, YOU KNOW, WHAT THEY LOVE TO DO, I'LL NEVER FORGET, RIGHT BEFORE THE PANDEMIC HIT, THAT SUMMER BEFORE, WE HAD MOVED TO A ONE-TO-ONE DEVICE IN THE DISTRICT, AND WE WERE DECOMMISSIONING ABOUT 20,000 PHONE BOOKS AND SENDING THEM HOME TO THE KIDS. THAT WAS ALL DRIVEN BY OUR STUDENTS. WE HAD ABOUT 20 INTERNS AND THEY CRANKED THOSE THINGS OUT IN RECORD TIME. THEY GOT THE NEW ONES OUT. THEY GOT THE OLD ONES OUT. BECAUSE THEY WERE THINKING VERY DIFFERENTLY THAN WE, AS ADULTS, WERE.

[00:50:02]

PEOPLE CALL ME ALL THE TIME AND SAY, CHRIS, YOU'RE A FORMER TRUSTEE, CAN'T YOU GET MY KID INTO CAL STREET LONG BEACH? AS YOU KNOW, 4400 INDEX. I GO, NO, BECAUSE THEY'RE TAKING EVERYTHING SINGLE KID FROM LONG BEACH UNIFIED WHO DID IT, BECAUSE THAT'S PART OF THE PROMISE. AND THEY'RE UP TO ABOUT 15 TO 17% OF THE INCOMING CLASS.

AND YOU GUYS ACTUALLY ARE PART OF THAT, BECAUSE YOU'RE PART OF THE SERVICE AREA. SO WHAT YOU WANT TO DO IS HOW DO WE BREAK ALL THOSE THINGS DOWN FOR EVERYBODY SO THAT EVERYBODY HAS THOSE OPPORTUNITIES, WHETHER IT BE DUAL ENROLLMENT, WHETHER IT MEANS INTERNSHIPS? BUT IT'S INVOLVEMENT OF ALL STAKEHOLDERS THE KIDS, THE TEACHERS, THE BOARD, THE BUSINESS PEOPLE, THE CITY, EVERYBODY. AND I'M GOING TO TELL YOU, IT'S SOMETHING TO REVISIT ALL THE TIME. YOU SAY WHAT'S WORKING WELL? LIKE FOR US TO DO THE APPRENTICESHIPS, IT TOOK US ABOUT TWO YEARS TO REALLY GET THAT HAMMERED OUT, BECAUSE THERE'S TECHNICAL THINGS THAT YOU HAVE TO DO. BECAUSE WHAT HAPPENS IS THAT, AND I'M JUST GOING TO USE LONG BEACH AS AN EXAMPLE, LONG BEACH DOESN'T HAVE A LARGE PRIVATE SCHOOL ENROLLMENT. THERE ARE 23 PRIVATE SCHOOLS. AND WHEN I WAS A KID IN LONG BEACH UNIFIED, PRIVATE SCHOOL ENROLLMENT WAS 10% THE DISTRICT POPULATION.

THAT'S IN 1963, I ENTERED KINDERGARTEN. I'M CATHOLIC.

PEOPLE ASSUMED MY KIDS WENT TO CATHOLIC SCHOOL, BECAUSE I WAS ON THE PARISH COUNCIL. THEY WENT TO PUBLIC SCHOOL, BECAUSE PUBLIC SCHOOL IS THE BEST, IN MY OPINION, YOU KNOW, FOR KIDS.

SO THE ISSUE TODAY, LONG BEACH UNIFIED, IS ABOUT A 5.6% PRIVATE SCHOOL. IT HAS TWO CHARTER SCHOOL. IF YOU LOOK AT BIG URBAN SCHOOL DISTRICTS, LIKE IN SAN DIEGO, THERE'S 30,000 KIDS IN THE CHARTERS. IT'S A HUGE NUMBER OF KIDS. SO WHEN PEOPLE SEE THAT THEY'RE INVOLVED AND THEY SEE THE PART OF THE PROCESS, AND I'M GOING TO USE THOSE BIG WORDS OF TRUST AND TRANSPARENCY. WE HAVE TO BE HONEST ABOUT THE GOOD, THE BAD, AND THE UGLY, AND WHERE WE WANT TOKING. SO IF WE HAVE ASPIRATIONS, HOW ARE WE GETTING THERE? HOW ARE WE, AS A GOVERNING TEAM, GETTING TO THAT I'M GOING TO SHARE TWO MORE VIDEOS WITH YOU. ONE IS ABOUT GREAT SCHOOLS. AND THIS ONE IS

ABOUT TEAMWORK. >> VIDEO: 1986, STEVE JOBS WAS FORCED OUT OF APPLE AND BOUGHT A SMALL COMPANY FOR $5 MILLION.

THE COMPANY WAS PIXAR. HE STAYED PIXAR CEO UNTIL 2006.

DURING THAT TIME, STEVE JOBS TAUGHT US VALUABLE LESSONS BETWEEN GOOD TEAMWORK AND BAD TEAMWORK. YOU SEE, IN 2000, PIXAR WAS MOVING OFFICES, AND THEY HAD PLANS TO BUILD THREE SEPARATE OFFICES, ONE FOR COMPUTER SCIENTISTS, ONE FOR ANIMATERS, AND ONE FOR PIXAR EXECUTIVES. WHEN JOBS LEARNED ABOUT THE PLANS, HE SCRAPPED IT IMMEDIATELY. WHY? BECAUSE HE KNEW THE ENTIRE PIXAR TEAM NEEDED TO BE TOGETHER, TO HAVE ONE BIG SPACE, AND A MEETING PLACE RIGHT IN THE MIDDLE, BECAUSE HE KNEW THAT GREAT TEAMWORK REQUIRES CONNECTION.

SEE, EVERY TEAM HAS GOT TO FIGURE THIS OUT AT SOME POINT.

THIS IS HOW TEAMWORK GOES. THAT EVERYTHING GOES GREAT UNTIL IT DOESN'T, AND THEN WHAT? WHEN THINGS GET HARD, YOU'RE LOSING THE CHAMPIONSHIP GAME, THE BUSINESS STOPS MAKING MONEY.

YOUR MARRIAGE IS STRAINED. THAT'S THE TRUE TEST, BECAUSE EVERY TEAM REACHES THAT MOMENT, AND THEY NEVER EXPECT TO. SO THE DIFFERENCE BETWEEN GOOD TEAMWORK AND BAD TEAMWORK IS DEFINED NOT WHEN THINGS ARE EASY, BUT WHEN THINGS GET HARD.

THAT'S WHEN GREAT TEAMWORK COMES DOWN TO THESE THREE THINGS.

FIRST, DURING THE TOUGH TIMES, DO YOU DRIFT APART OR STAY CONNECTED? IT'S A CRITICAL DISTINCTION. STEVE JOBS KNEW HOW IMPORTANT THAT FORK IN THE ROAD CAN BECOME FOR A TEAM. HE KNEW THERE WOULD BE TOUGH TIMES SO HIS ANSWER? STAY TOGETHER.

WE BUILD OUR OFFICE TO ALWAYS BE CONNECTED, GOOD TIMES OR BAD TIMES. WE'RE GOING TO KEEP RUNNING INTO EACH OTHER. WE'RE GOING TO KEEP FIGURING THIS OUT THE CHICAGO BULLS' DYNASTY LOST MANY TIMES BEFORE THEY FINALLY WON OF THE DIFFERENCE WAS THEY STUCK TOGETHER DURING THE BAD TIMES. THEY DIDN'T DRIFT APART THEY FIXED THE PROBLEMS, BECAUSE THEY DIDN'T RUN FROM THE PROBLEMS. FC LEON, THE AMAZING FOOTBALL WOMEN'S TEAM, PERHAPS THE MOST SUCCESSFUL FOOTBALL TEAM IN THE WORLD RIGHT NOW, NEEDED TO BREAK THROUGH BEFORE THEY WENT ON TO WIN SEVEN TITLES IN TEN YEARS. WHEN THINGS GET HARD, GROW TOGETHER.

THE SECOND KEY BETWEEN GOOD TEAMWORK AND BAD TEAMWORK IS TRUST. FOR YEARS, GOOGLE RANSOM INTERNAL RESEARCH CALLED PROJECT ARISTOTLE, WHICH WAS GOOGLE'S DEEP DATA DIVE INTO WHAT MAKES HIGHLY EFFECTIVE TEAMS. AND THE TWO TOP DETERMINANTS WERE FEELING SAFE ON THE TEAM AND FEELING LIKE OTHERS WERE DEPENDABLE. IT WAS TRUST, TRUST THAT MY VOICE WILL BE HEARD, IT WILL BE VALUED, IT WILL BE APPRECIATED, AND AT THE END OF THE DAY, WE'LL GET OUR WORK DONE. TEAMS AREN'T ALWAYS THE

[00:55:03]

THINK ABOUT THE BEST LEADER YOU EVER WORKED FOR. THEIR BAR HEIGHT WAS HIGH. WORK WASN'T EASY, BUT IT WAS FULFILLING.

YOU HAD A ROLE. OTHERS HAD A ROLE, TOO. AND AT THE END OF THE DAY, EVERYONE COULD TRUST EACH OTHER. AND THAT TRUST IS SO VITAL, BECAUSE OF THE THIRD KEY BETWEEN GOOD TEAMWORK AND BAD TEAMWORK, THAT TEAMS PLATEAU BEFORE THEY PEAK. THE FOUNDATIONAL RESEARCH INTO TEAMS WAS REALLY CLEAR ON THIS POINT.

PEOPLE LIKE BRUCE TUCKMAN AND TIMOTHY BRIGGS BACK IN THE 1960S AND 1970S FIGURED THIS OUT. TEAMS HAVE A NATURAL PLATEAU.

THEY GET TOGETHER. THEY START THINKING THINGS OUT. THEN THEIR PERFORMANCE STARTS TO NORMALIZE AND LEVEL. AND NOT THE LEVEL THEY COULD BE CAPABLE OF, BUT AT A NATURAL THRESHOLD. AND TO REACH THEIR PEAK PERFORMANCE, IN ORDER TO BREAK THROUGH THAT THRESHOLD, TEAMS NEED SOME KIND OF LEADERSHIP TO PUSH THE BAR UP. THAT'S A BIG PART WHY LEADERSHIP MATTERS. NOW, THAT LEADERSHIP CAN COME IN LOTS OF DIFFERENT FORMS, A MOTIVATIONAL BREAKTHROUGH, A MOMENT WHERE PEOPLE RALLY, AGITATING PEOPLE OUT OF AUTO PILOTED, SOMETHING LIKE THAT. BUT OFTENTIMES THAT LEADERSHIP DOESN'T COME WITHOUT SOME PAIN, WITHOUT SOME DISCOMFORT. AND IF YOU DON'T TRUST EACH OTHER, WHEN YOU TRY TO BREAK OUT OF THAT PLATEAU, YOU SIMPLY BREAK APART. THINK ABOUT THE YEARS OF HARD WORK BEFORE THE SUCCESS ARRIVED.

THAT'S THE DIFFERENCE BETWEEN HITTING THE PLATEAU AND REACHING THE PEAK. IT TAKES THE FOUNDATION OF TRUST, THEN THE LEADERSHIP TO PUSH IT. THINK ABOUT CHERYL SANDBURG AT FACEBOOK OR THINK BACK TO WHAT STEVE JOBS BROUGHT BACK TO APPLE WHEN HE REJOINED. THE PUSH FROM PLATEAU TO PEAK OF IT'S THE FUND AN END INIAL LAW OF TEAMS THAT EVERYTHING GOES WELL UNTIL IT DOESN'T. THAT IS P A WHEN BAD TEAMS UNRAVEL AND GOOD TEAMS RALLY. DON'T GET CAUGHT OFF GUARD. YOU KNOW THESE TEAM WORD CHALLENGES ARE COMING, WHETHER YOU'RE FACING THEM NOW OR NOT.

SO BUILD A STRUCTURE TO STICK TOGETHER. BUILD TRUST AT EVERY MOMENT, EVEN WHEN YOU DON'T THINK IT MATTERS. AND FOSTER LEADERSHIP THAT WILL PUSH YOU FROM A PLATEAU TO THE PEAK. AL

THAT'S GOOD TEAMWORK. >> SO AS YOU THINK ABOUT HOW CAN WE BUILD RULES OF ENGAGEMENT, I WANT YOU TO THINK ABOUT WHAT WOULD BE SOME ITEMS THAT WOULD HELP US TO BUILD THESE STRONG TEAMS? HOW DO WE BUILD THAT TRUST? HOW DO WE BUILD THOSE STRONG FOUNDATIONS? BECAUSE I WANT TO TELL YOU FROM A VERY PERSONAL, I'LL BEING VERY VULNERABLE RIGHT NOW. WHEN YOU HAVE THAT, IN THAT DNA OF THE TEAM, YOU CAN SURVIVE ANYTHING.

SO I'M GOING DOWN IN HISTORY AS THE SECOND LONGEST SUPERINTENDENT IN LONG BEACH. THE LONGEST SUPERINTENDENT WAS 20 YEARS, DR. LOGAN STEVENS FROM 1910 TO 1932. SO THE AVERAGE SUPERINTENDENT STAYED TEN-YEAR. I'M NUMBER 2. SO PEOPLE SAID, DIDN'T YOU WANT TO BREAK HIS RECORD AND GO TO 20? I ALREADY TOLD YOU WHY I DIDN'T DO THAT. BUT IN 2008, WHAT HAPPENED IN THE STATES OF CALIFORNIA? MASSIVE MELTDOWN. SO IN LONG BEACH UNIFIED, WE HAD BEEN DEFICIT SPENDING FOR PROBABLY 20 YEARS. I'M GOING TO BE REALLY TRANSPARENT. IT WAS ABOUT $10 MILLION WORTH. SO WE LOST $300 MILLION IN A 3-YEAR PERIOD. NOW, SOMETHING THAT'S BEAUTIFUL ABOUT LONG BEACH IS THAT 70% OF LONG BEACH UNIFIED'S EMPLOYEES LIVE WITHIN THE BOUNDARY OF LONG BEACH UNIFIED. IT'S GENERATIONAL. WE TALK ABOUT PEOPLE STAYING? GENERATIONS OF PEOPLE, MULTI GENERATION OF PEOPLE HAVE GRADUATED FROM HOLLY, WILSON, MILLIKEN, AND SO ON. SO MY GRANDCHILDREN WILL BE THIRD GENERATION. I KNOW PEOPLE WHO ARE FIFTH GENERATION. SO THIS IS A COMMITMENT TO PEOPLE. I WILL GO DOWN IN HISTORY AS THE ONLY SUPERINTENDENT WHO EVER LAID ANYBODY OFF. I HAD TO LAY OFF 650 TEACHERS FOR THE DISTRICT TO SURVIVE. AND YOU PROBABLY SAW ME AT THAT MEETING AT WILSON, AND I CRIED, BECAUSE I LOST -- BECAUSE I KNEW THAT IN LONG BEACH, SO MANY PEOPLE WERE PARTNERS OR SPOUSES AND STUFF, SO I KNEW THAT THE ACTION THAT I HAD TO TAKE IN ORDER TO SAVE THE DISTRICT WAS GOING TO HAVE MAJOR DISRUPTION IN PEOPLE'S LIVES. SOME PEOPLE WERE GOING TO LOSE THEIR HOMES. I GO TO CHURCH IN THIS COMMUNITY. I SHOP IN THE COMMUNITY. I LIVE IN THE COMMUNITY. I CAN'T TELL YOU HOW PAINFUL THAT .

[01:07:40]

>> >>

[01:07:41]

>> >>

>> >>

[INAUDIBLE] >> HEARING FROM A STAKEHOLDER.

MAJOR, MAJOR IMPORTANCE. THANK YOU. OKAY. DEDICATED STAFF, COMMUNITY INVOLVEMENT. FOR CHANGE, SMALL CONNECTED COMMUNITY. GREAT POTENTIAL. WHAT'S WORKING WELL? WE HAVE AMAZING TEACHERS AND STAFF. WE HAVE A NEW BOARD THAT WORKS TOGETHER WITH THE SUPERINTENDENTS. THERE'S A LOT OF OPTIMISM IN OUR COMMUNITY. OUR STAFF DESIRES STUDENT OUTCOMES. THAT'S REALLY IMPORTANT OF THAT'S ONE OF THE BIGGEST ISSUES THAT WE HAVE. ADDITIONAL SUPPORT STAFF TO ADDRESS SOCIAL AND EMOTIONAL AND WELLNESS OF OUR STUDENTS. OUR COMMUNITY AND [INDISCERNIBLE] ARE OUR KIDS AND WE WANT TO LEARN. AGAIN, POSITIVE, THE WILL IS THERE TO DO THIS.

INCREASED MENTAL HEALTH AND SOCIAL AND EMOTIONAL SUPPORTS.

YOU WOULD EXPECT AN EXTENSION OF OUR CT [INDISCERNIBLE] BECAUSE YOU KNOW, WE HAVE TO BE HONEST. SOMETIMES SCHOOL SYSTEMS [INDISCERNIBLE] ACADEMICS AND IT'S ABOUT POTENTIAL [INDISCERNIBLE] THAT TYPE OF THING. SO CHANGE IS AN

[01:10:03]

[INDISCERNIBLE] THE ONE. [INAUDIBLE] FOR CHANGE. SO LET'S GO OVER HERE ON THE OPPOSITE SIDE.

AND I'M GOING TO SHARE WITH YOU, EVEN A GOOD SYSTEM LIKE LONG BEACH, AND I'M REALLY BIASED ABOUT LONG BEACH, LONG BEACH HAS A LOT OF ROOM FOR IMPROVEMENT, LIKE ANY SCHOOL SYSTEM, LIKE ANY BUSINESS. OKAY? SO WE WANT TO IMPROVE TRUST, COMMUNICATION, TEST SCORES, TRUST, INCLUSION, [INDISCERNIBLE] HOW WE TREAT EACH OTHER. LACK OF TRANSPARENCY [INDISCERNIBLE] OKAY? NOT EVERYONE IS ON THE SAME PAGE. YOU WANT TO IMPROVE THAT. SO SUPPORT CONTINUING TRAINING. PROVIDING OPPORTUNITIES FOR GROWTH. TRANSPARENCY. COMMUNICATION AND ACTION. ENHANCING PROGRAMS, STARTING TO ENHANCE FACILITIES.

BRINGING MORE RESOURCES TO HELP PROVIDE OPPORTUNITIES. THE NEED TO BUILD STAFF CAPACITIES [INAUDIBLE] AND WE ALWAYS HEAR ABOUT GROW OUR OWN. THAT IS SO IMPORTANT. I CANNOT TELL YOU HOW IMPORTANT IT IS. IN LONG BEACH WE HAVE A SAYING OF THE LONG BEACH WAY. DOESN'T MEAN WE'RE BEING ARROGANT, BUT IT TRULY IS ABOUT GROWING YOUR OWN THERE ARE ACTUALLY 13 LEADERSHIP DEVELOPMENT PROGRAMS [INAUDIBLE] TO BUILD YOUR OWN, AND I'M TALKING ABOUT SOCIAL JUSTICE WORK. WE HAD SUCH A DEEP BENCH WHEN I WAS SUPERINTENDENT. I WAS APPROACHED BY OTHER SUPERINTENDENTS WHO SAID CHRIS, DO YOU HAVE PEOPLE YOU CAN LEND US? SO WE DID. SO [INAUDIBLE] SUPERINTENDENT OVER 15 # YEARS NEEDED SOME PRINCIPLES. SO I GAVE HER A LIST OF ABOUT TEN PEOPLE AND WE HAD AN AGREEMENT THAT AFTER THREE YEARS, THOSE PRINCIPALS COULD COME BACK IF THEY WANTED TO OR THEY COULD STAY THERE. ABOUT HALF CAME BACK, HALF STAYED THERE. BUT IT'S ABOUT SOCIAL JUSTICE, BECAUSE WE WANT ALL SYSTEMS [INAUDIBLE] WELL, HE DIDN'T HAVE A DEEP BENCH AT THE TIME, SO SHE HAD TO GROW HER OWN. REALLY, REALLY IMPORTANT.

THE NEED TO BUILD CLEAR SYSTEMS, AND I'M GLAD [INAUDIBLE] THE WORD SYSTEMS, BECAUSE THE WAY WE GROW IS ABOUT BEING A SYSTEM.

HOW MANY SCHOOLS DO WE HAVE HERE IN BELLFLOWER?

>> 12. >> WE CAN'T HAVE 12 INDEPENDENT SCHOOLS. OKAY? IT'S ONE BELLFLOWER UNIFIED, ALL WORKING TOGETHER. DEFINE CLEAR POLICIES AND PROCEDURES. ENGAGEMENT. INCREASE MORALE. BUILD TRUST THROUGH FACILITIES. EXPECTATIONS. PROVIDING OPPORTUNITIES AND CREATING ENVIRONMENTS WHERE STUDENTS CAN RISE TO THE CHALLENGE, EMBRACING GROWTH, MIND SET, AND [INDISCERNIBLE] SO IMPORTANT. I'M GOING TO TELL YOU SOMETHING ONE THING I'M VERY PROUD OF IN LONG BEACH, AND YOU CORRECT ME IF I'M WRONG. I HAVE NO PROBLEM WITH THAT. I THINK THE GREATEST GIFT THAT WE HAVE IN LONG BEACH, THE GREATEST STRENGTH IS OUR TEACHERS WORKING TOGETHER SOLVING THE PROBLEM OF PRACTICE, WHATEVER THAT PROBLEM OF PRACTICE IS.

I'M GOING TO GIVE YOU AN EXAMPLE. I DON'T KNOW IF YOU WERE IN THE DISTRICT AT THE TIME WHEN WE SWITCHED TO [INAUDIBLE] STANDARDS. LONG BEACH HAD ITS OWN STANDARDS, AND I KNOW THAT WE WENT TO THE STATES STANDARDS, AND THEN I'LL NEVER FORGET THIS AT THAT TIME, WE HAD JUST MOVED AWAY FROM HAVING 23 REPORT CARDS [INAUDIBLE] TO ONE. AND THE TEACHER SAID, YOU KNOW, CHRIS, WE CANNOT -- I HAD HAD THESE THINGS CALLED TEACHER COUNCILS THAT I WOULD MEET WITH TEACHERS AND THEY SAID, WE CAN'T GIVE REPORT CARDS OUT, BECAUSE WE'RE LEARNING THIS FOR THE FIRST TIME. SO THEY GO, ARE YOU OKAY IF WE DON'T GIVE REPORT CARDS OUT THIS YEAR? WE'LL STILL MEET WITH THE PARENTS. WE'LL STILL DO THIS. WELL, YOU KNOW, SOME PEOPLE SAID, CHRIS, DON'T DO THAT. DON'T DO THAT. YOU GIVE THE TEACHERS THIS LATITUDE AND THERE'S NOT GOING TO BE ANY ACCOUNTABILITY. I LISTENED TO THE VOICES IN THE FIELD. FOR A WHOLE YEAR, WE DIDN'T GIVE OUT ELEMENTARY REPORT CARDS. IT WAS THE GREATEST THING, BECAUSE IT GAVE THE TEACHERS THE POWER TO WORK TOGETHER TO UNDERSTAND WHAT THESE NEW STANDARDS WERE AND THEN WE ROLLED IT OUT THE NEXT YEAR. THAT WAS THE TRUST AND TRANSPARENCY. I HAD TO TRUST THEM, BECAUSE THEY'RE THE EXPERTS IN THE FIELD, AND THEY WERE PUSHING BACK ON ME, AND I HAVE TO BE HONEST WITH YOU. YOU KNOW WHO I GOT THE GREATEST PUSH

[01:15:03]

THE WOULD ERRED WAS WALL IN ON IT. WE DIDN'T GET PUSH BACK FROM PARENTS, BECAUSE PARENTS TRUSTED THE TEACHERS. THEY STILL TALK TALK ABOUT [INAUDIBLE] BUT THERE'S JUST A SMALL EXAMPLE OF WHAT WE CALL TRUST [INAUDIBLE].

AND THE LAST BIT OVER HERE IS GOVERNING STRUCTURES, CULTURE, AND GOVERNANCE. LESS THAN OPTIMISTIC. TRUSTING THE COMMUNITY, AIDING FACILITIES, AND DECLINING ENROLLMENT. SO WE STILL HAVE SOME THINGS, TRANSPARENCY, TRUST.

OH, I'M SORRY. PROVIDING COMPETITIVE -- A COMPETITIVE EDUCATION. OTHER DISTRICTS ARE OFFERING MORE STUDENTS [INAUDIBLE] AND PATHWAYS. UNCOMPETITIVE FOR TEACHERS.

HIGH TURNOVER. AND THIS IS A REALLY IMPORTANT PIECE, AND THANK YOU FOR SAYING IT. THEY RECEIVED [INDISCERNIBLE] PERSPECTIVE. THEY WANTED MORE COMPETITIVE THINGS, FOR EXAMPLE [INAUDIBLE] AND THEY WANTED TO MAKE SURE THAT THE STAFF STAYS HERE SO THAT THEY CAN DO THEIR JOB. AND THAT'S REALLY -- AND I'M NOT SAYING, YOU'RE GOING TO THINK I'M CRAZY. YOU CAN DO IT ALL. BECAUSE I'M PROUD TO SAY THAT WE WORKED REALLY HARD IN LONG BEACH TO PROVIDE [INAUDIBLE] THESE THINGS, TO LIVE IN A FISCAL ENVIRONMENT SO THAT WE DIDN'T LOSE A LOT OF STUDENTS, AND THAT WE DIDN'T OFFER [INAUDIBLE] SO FOR EXAMPLE, ONE OF OUR BIG BOARD'S INITIATIVE UNDER THE LONG BEACH PROMISE WAS TO PROVIDE EVERY STUDENT, WE HAD TO TALK ABOUT [INAUDIBLE] ALL GATEKEEPERS [INAUDIBLE] SO ANYBODY THAT WAS GOING TO AN AP COURSE THAT WANTED TO. THERE WERE NO MORE GATE KEEPERS, WITH THE EXCEPTION OF MATHEMATICS, BECAUSE YOU CAN'T TAKE AP CALC IF YOU'VE NEVER [INDISCERNIBLE] FOREIGN LANGUAGE. YOU'RE NOT TAKING ANY [INAUDIBLE].

AND THEN THE BOARD DENY THEN THE KIDS, THEY SAID, YOU KNOW, THESE TESTS ARE VERY EXPENSIVE, YOU KNOW? AND IT'S AN EQUITY ISSUE [INAUDIBLE] SO THE DISTRICT PAYS FOR ALL THE COST OF THE TESTS BY ADULTS, AND THE REASON WE DON'T CHARGE, DON'T TAKE CARE OF IT ALL IS FROM THE KIDS. THE KIDS SAID, MR. STEINHOUSER, IF YOU LET THEM ALL -- IF YOU PAY FOR IT ALL, THEN THEY DON'T HAVE ANY, QUOTE/UNQUOTE, SKIN IN THE GAME.

THEN SOME KID SAID, WHAT ABOUT IF WE WANT TO CHALLENGE IT? FOR EXAMPLE, I LOVE PHYSICS, BUT I DIDN'T TAKE PHYSICS AND I CHALLENGE IT. AND THIS CAME FROM THE KIDS. LET A STUDENT CHALLENGE THIS AND REIMBURSE THEM IF THEY PASS IT. AND SO THEY DID. SO THE DISTRICT TODAY SPENDS ABOUT $2 MILLION A YEAR ON AP FEES, BECAUSE THE KIDS HAVE DEMANDED IT AND ABOUT 60% HAVE TAKEN AP CLASSES. AND THE BEAUTY OF THAT WAS IT CAME FROM THE KIDS AND IT CAME FROM THE COMMUNITY. THE KIDS WERE SAYING, THAT'S THE REASON WHY WE JUST HAVE THIS. THE PATHWAY IN LONG BEACH CAME FROM THE TEACHERS AND FROM KIDS. SO ALL THE HIGH SCHOOLS NOW [INDISCERNIBLE] AND EVERYONE IS ON [INAUDIBLE] AND ALL THAT FUN STUFF. BUT THERE'S THIS COURSE I SHARE THAT WITH YOU, BECAUSE IT GOES BACK TO THAT TRUST, THE TRANSPARENCY, THE COLLECTIVE EFFICACY OF THE STAKEHOLDERS, AND THAT'S SO IMPORTANT FOR US TO DO.

NOW, THE OTHER PIECE IS TRUST IS EARNED BY ACTION. OKAY? TRUST IS EARNED BY ACTION. SO I CAN'T GO OUT AS A SUPERINTENDENT AND SAY ONE THING, COME AND DO ANOTHER THING. OKAY? EVERYONE NEEDS TO HOLD ME ACCOUNTABLE. SO IF YOU LOOK UP HERE, THERE ARE THREE BIG THINGS THAT THE BOARD IS RESPONSE FOR: THE BUDGET, NUMBER ONE. POLICY-MAKERS. YOU ABSOLUTELY MAKE POLICY WITH INPUT FROM THE SUPERINTENDENT, BUT YOU ARE THE POLICY-MAKERS. THAT'S NUMBER ONE. AND I'M GOING TO ARGUE THAT THE MOST IMPORTANT ONE YOU HAVE IN YOUR LIFE IS THE HIRING OR THE FIRING OF THE SUPERINTENDENT. OKAY? THAT IS SO, SO IMPORTANT. AND YOU JUST HAVE EMBARKED ON THE MOST IMPORTANT STRATEGY, AND YOU DID A GREAT JOB, TO BE HONEST WITH YOU. SO YOU HAVE A WONDERFUL SUPERINTENDENT, AND I COMMEND ALL OF YOU FOR WHAT YOU'RE GOING TO DO GOING TO THE FUTURE. SO THOSE ARE THE THREE BIG THINGS. I'M GOING TO SHARE WITH YOU THIS NEXT SLIDE THAT I THINK I HAVE OVER HERE. IF YOU COULD PASS THESE OUT. THIS IS OUT OF

[01:20:05]

ON THE TOP LINE IS EVERYBODY THE BOARD IS RESPONSIBLE FOR. THE BOARD IS RESPONSIBLE FOR DEVELOPING THE CORE BELIEFS AND COMMITMENTS. ITS THEORY OF ACTION IS THAT WHY. PERFORM POLICIES. RECRUIT ABOUT HOW WE WANT TO DO BETTER. POLICY DEVELOPMENT AND OVER SIGHT. BUILDING THE BLOCKS OF REFORM GOVERNANCE. WHAT THE ROLES, RESPONSIBILITIES, AND RELATIONSHIPS. BOARD AND SUPERINTENDENT ARE. CIVIC CAPACITY. BOARD MEMBERS ARE UNBELIEVABLY RESPONSIBLE FOR FILLING CAPACITY IN THE CITIES THAT YOU SERVE. AND YOU SERVE BELLFLOWER, LAKEWOOD, PART OF ABC?

>> SERITOS. >> SO I REALLY HAVE TO WORK WITH THREE CITY GOVERNMENTS, AS WELL AS BUSINESS GROUPS AND TRANSITION PLANNING. YOU'VE GOT TO TAKE CARE OF THIS FIRST, BECAUSE YOU'RE DOING THAT RIGHT NOW. THE SUPERINTENDENT AND HIS TEAM, IN THIS CASE HIS TEAM, BY THE MANAGEMENT TEAM. OKAY? WHERE THIS BOARDS GET IN TROUBLE, THEY DEVELOP A POLICY, THEY WANT TO DROP BELOW THAT LINE. YOU CAN'T DO THAT. YOU HIRE A SUPERINTENDENT FOR HIM OR HER TO DO THAT, CARRY OUT THAT POLICY. THE REVERSION SIDE OF IT, AND YOU HEARD DR. DRATI TALK ABOUT IT. IT'S IMPORTANT FOR THE SUPERINTENDENT AND HIS TEAM TO GIVE YOU INFORMATION UP THIS WAY, BECAUSE OUR JOB AS SUPERINTENDENTS IS TO MAKE SURE THAT WE CARRY OUT THE POLICIES OF THE BOARD AND THAT AND WE MAKE SURE IF THERE'S PROBLEMS, THERE SHOULD BE NO SURPRISES. SO FOR EXAMPLE, ONE OF THE RULES OF ENGAGEMENT IN LONG BEACH, THERE WOULD BE NO SURPRISES. SO A BOARD MEMBER IN LONG BEACH UNIDENTIFIED WOULD NOT WAKE UP AND SEE IN THE PAPER OR THE LONG BEACH POST SOMETHING THAT WE HAD NOT COMMUNICATED ABOUT, AND THAT WOULD BE BOTH WAYS. IT WOULD BE NO SURPRISES FROM THE BOARD TO THE SUPERINTENDENT AND HIS TEAM OR VICE VERSA. OKAY? BECAUSE WE HAVE TO BE A TEAM. THAT GOES ABOUT TRUST. ALL RIGHT? SO THE ISSUE, THOUGH, IS, WHETHER WE HAVE A BOARD MEETING IN THIS ROOM, THIS IS YOUR MEETING. YOU'RE RUNNING THE MEETING. DR. DRATI AND HIS STAFF ARE PREPARING THE AGENDA FOR YOU, BUT YOU ARE MEETING AND CONVENING SO YOU CAN HEAR FROM THE PUBLIC AND THE PUBLIC, YOU CAN LISTEN, LIKE DR. DRATI SAID, ABOUT THOSE BIG INITIATIVE CHANGES. SO BECAUSE SOME OF THOSE ARE GOING TO TAKE SIX MONTHS, A YEAR TO DEVELOP. I'LL GIVE YOU AN EXAMPLE IN LONG BEACH. WHEN WE WERE GOING ON OUR BIG WHY OF THE LONG BEACH PROMISE, WHAT'S ONE THING TO HAVE A SIGN IN FRONT. PYRAMID AND SAY WE'RE ALL GOING TO DO X, Y, AND Z. THAT MEANS NOTHING IF PEOPLE DON'T DO IT IN THE CLASSROOM. THAT MEANS NOTHING.

SO WE TOOK A FULL YEAR AND DEVELOPED ACADEMIC AND SUCCESS CAREER INITIATIVE. AND THAT WAS TO SUPPORT THE PROMISE. AND WHAT IT WAS IS THAT WE HAD ABOUT 60 TO 70 STAKEHOLDER MEMBERS, KIDS, PARENTS, BUSINESS LEADERS, CIVIC LEADERS, TWO BOARD MEMBERS, BECAUSE IN LONG BEACH, WHAT WE ALWAYS DID IS IF WE WERE DOING A BIG INITIATIVE, WHETHER IT BE SOCIAL PROMOTION OR SOMETHING WITH SPECIAL ED TO CHANGE A BIG POLICY, WE ALWAYS HAD MULTIPLE STAKEHOLDER GROUPS AND TWO BOARD MEMBERS. AND SO THEY WOULD MEET, IT MIGHT BE MONTHLY, TO BE HONEST WITH YOU, IN THESE MAJOR TASKFORCE, AND THEN LIKE DR. DRATI SAID, WE HAD FOUR RETREATS A YEAR. SO WE WOULD HAVE THESE MULTIPLE RETREATS A YEAR. AND THEN WE WOULD HAVE THE TASKFORCE COME AND THEY WERE ALL DAY LONG. LIKE FROM 8:00 TO 4:00, YOU KNOW? TO BE HONEST WITH YOU, THEY WERE LONG DAYS. AND SO BUT THE BEAUTY OF THOSE DAYS WAS IT WAS TRULY A CONVERSATION OF PEOPLE SAYING, WE'RE LOOKING AT DATA. THIS IS WHAT WE'RE GOING SO BY THE TIME IT CAME TO THE BOARD FOR IT TO BE VOTED ON FOR A POLICY, IT HAD ACTUALLY GONE THROUGH MULTIPLE ITERATIONS, AND THERE WAS NEVER OPPOSITION FROM THE PUBLIC OR ANYBODY, BECAUSE EVERYBODY HAD OPPORTUNITIES, MULTIPLE OPPORTUNITIES TO GRIFFIN PUT AND TO -- GIVE INPUT OR CHANGE THE WORDING OR TO CHANGE THE ACTION. BUT THAT'S IMPORTANT. THAT IS ABSOLUTELY CRITICAL AND WHAT I'M GOING TO ARGUE IS EVEN MORE IMPORTANT IS WHAT DO YOU DO AFTER YOU DO THAT? OKAY? SO GOING BACK TO THOSE RETREATS, WE WOULD TAKE AN ACADEMIC INITIATIVE, AND THEY WOULD COME BACK AND WE WOULD REPORT PROGRESS THAT THE BOARD HAD SET UP AND THEIR GOALS AND OBJECTIVES, AND WE WOULD TALK ABOUT THE DATA. SO ALL THOSE

[01:25:01]

NOW, I'M GOING TO SHARE WITH YOU, THIS IS OUR PLAN.

DR. DRATI WOULD JUST PASS THESE OUT. SO LONG BEACH, AND LONG BEACH IS ACTUALLY INVOLVED RIGHT NOW TO DOING THEIR NEW PLAN, BECAUSE IT'S THE TIME. SO WE WOULD DO FIVE-YEAR STRATEGIC PLANS. THIS WAS THE PLAN. IT'S VERY SIMPLE. AND THOSE GOALS BECAME THE BOARD'S GOALS, THE SUPERINTENDENT'S GOALS, AND THE STAFF'S GOALS. OKAY? AND I'M GOING TO SHARE WITH YOU WHAT I DID. SO AS A SUPERINTENDENT, AND FOR PRESIDENT GARZA, YOU KNOW THIS. YOUR PRINCIPAL IS BEING HELD ACCOUNTABLE TO GOALS HE HAS TO WRITE GOALS, THE SCHOOL PLAN. HIS SUPERVISOR, WHO IS MR. MOSKOWITZ, HE HAS TO WRITE PLANS. ON A REGULAR BASIS, HE WOULD WRITE THESE GOALS TO ME AS THE SUPERINTENDENT AND THEN HE WOULD COME IN IN CLOSED SESSION UNDER MY EVALUATION, BECAUSE YOU'RE HOLDING ME ACCOUNTABLE AS A SUPERINTENDENT. I'M HOLDING THEM ACCOUNTABLE. AND WE WOULD SHARE, EVERYBODY WOULD SHARE THESE GOALS. SO IT WOULD BE THE BUSINESS DEPARTMENT. IT WOULD BE THE CAFETERIA SERVICES. SO THAT THE BOARD HAD THIS UNBELIEVABLE CLEAR UNDERSTANDING OF WHAT WAS GOING ON. SO BY THE TIME WHEN WE'RE DOING BUDGET DEVELOPMENT, AS DR. DRATI SAID, IF WE CAME TO THE BOARD AND ASKED FOR AN INCREASE OF X AND SOMETHING, THE BOARD HAD REALLY GOOD BACKGROUND OF WHY WE WERE DOING WHAT WE WERE DOING. OKAY BECAUSE WE CAN'T IMPROVE THE BUDGET UNLESS YOU GIVE THE AUTHORITY TO DO SO. SO IT'S A 2-WAY STREET. YOU SET THE BAR.

THE TEAM IMPLEMENTS THE BAR WITH THE SCHOOLS BEHIND IT. AND I'M GOING TO ARGUE SOMETHING, THIS IS VERY BIASED, YOU CANNOT ASK YOUR STAFF OF YOUR BUILDINGS TO DO MORE THAN TWO THINGS REALLY WELL. OKAY? SO I'M JUST GOING TO SAY AS A BIAS WHEN YOU DO YOUR PLANS AND YOU HAVE A LOT OF ROCKS TO LIFT UP, DOESN'T MEAN THAT WE'RE NOT GOING TO FOCUS ON EVERYTHING, BUT WHEN YOU'RE REALLY ASKING FOR MAJOR CHANGE, I'LL USE EL STUDENTS, SO IF YOU SAY WE HAVE TO DO A MUCH BETTER JOB WITH EL KIDS, THEN YOU CAN'T ASK THEM TO DO EL, X, Y, AND Z, LIKE TEN DIFFERENT THINGS.

STAFFS CAN'T HANDLE ALL OF THESN THE CLASSROOM, YOU KNOW THAT.

IT'S IMPOSSIBLE. SO WE HAVE TO MAKE SURE THAT OUR MISSION IS CLEAR, THAT OUR ROAD IS CLEAR, THAT HOW WE WANT TO GET -- I'M GOING TO STOP THERE AND OPEN UP TO QUESTIONS. DOES THIS MAKE SENSE? DOES THIS NOT MAKE SENSE? IS THIS SOMETHING THAT

DR. DRATI TALKED ABOUT? >> CAN YOU SPEAK TO THE CADENCE OF MEETINGS AND A PART OF BOARDE MEANING OF THE BOARD TO THE PUBLIC OR DO WE RESPECT PUBLIC IN THE CONVERSATION, WHICH IS THE WHOLE TRANSPARENCY? SO THERE'S A LOT OF THINGS THAT WE'RE HE GOING TO BE BRINGING TO THE BOARD IN MEETINGS, OUTSIDE

OF THE RETREATS. >> RIGHT.

>> FOR US TO MAKE DECISIONS ON. SO WE HAVE A RETREAT HERE AND I HAVE A DISCUSSION ITEM TO DELIBERATE ON AND POSSIBLY EVEN LIKE A FIRST READING, AND THEN A SECOND DELIBERATION POSSIBLY WITH A DEAL OF WHERE WE WANT TOKING. AND THEN IN ACTION TO TAKE, LET'S FOCUS ON MAKING -- WE'RE GOING TO BUILD X OR WE'VE GOT TO STUDY IT AND HAVE A CONVERSATION SO EVERYBODY CAN HEAR. PUBLIC GOT THE INPUT ON IT. AND THEN COME FORWARD WITH SOME RECOMMENDATIONS FOR THE SUPERINTENDENT TO ASK THE BOARD TO SEE WHETHER THEY APPROVED OF THE DIRECTION. AND THEN IN ACTION, WHICH IS ASSOCIATED WITH FUNDING AND EVERYTHING ELSE WITH THAT. IF WE HAVE -- THIS WOULD TAKE THREE MONTHS TO GET THERE, DEPENDING ON HOW MANY MEETINGS YOU HAD. SO SPEAK TO THE CADENCE OF MEETINGS AND ALL THAT.

>> IS GREAT EXAMPLE. SO THE CADENCE IS GOING TO BE DIFFERENT FOR DIFFERENT ISSUES. OKAY? SO SOMETHING, LIKE DR. DRATI SAID, MIGHT BE A SHORT CADENCE OF THREE MONTHS WHERE YOU'RE GOING TO HAVE A DISCUSSION HERE, THEN A WORK SESSION, AND COME BACK FOR A SECTION HERE. IN LONG BEACH UNIFIED, WE HAD TWO MEETINGS A MONTH, EVERY OTHER WEDNESDAY WAS THE FIRST AND THE THIRD WEDNESDAY OF THE MONTH. THERE WAS THE BOARD MEETING.

REGULAR BOARD MEETING. OKAY? IF WE WERE DOING WITH A BIG THING LIKE THIS, WE WOULD CALL THE TASKFORCE. TWO BOARD MEMBERS WERE ASSIGNED BY THE PRESIDENT OF THE BOARD TO BE ON THE TASKFORCE, THE STAKEHOLDER GROUP AND THEY WOULD MEET AND FUTURE MEETINGS WOULD MAKE UP THOSE ISSUES. SOME MIGHT TAKE THREE MONTHS, FOUR MONTHS, SIX MONTHS. IN SOME CASES, IT MIGHT

[01:30:01]

LONG BEACH JUST PASSED ITS THIRD BOND SINCE #, AND I WAS THE CO-CHAIR OF THAT IN THE PRIVATE WORLD. THAT WAS MY ROLE. TO HELP THAT GET PASSED. SO THE DISTRICT HAD TAKEN A WHOLE YEAR I'D DONE A FACILITIES MASTER PLAN AND WHAT THE NEEDS WERE.

HUNDREDS OF PEOPLE, TO BE HONEST WITH YOU. ALL THE DIFFERENT HIGH SCHOOLS. WHAT WERE THE NEEDS? THEY BROUGHT THAT TO THE BOARD ON PROBABLY AT LEAST THREE DIFFERENT OCCASIONS TO THE BOARD RETREAT, TO THE BOARD MEETING. THEN THE BOARDS DECIDED TO PUT A GEO BOND ON THE BALLOT IN LATE JUNE, AND THEN IN NOVEMBER, IT WAS 1.$7 BILLION. IT'S A LOT OF MONEY. AND IS THEN IT WON APPROVAL BY THE VOTERS IN NOVEMBER. AND I'M SHARING THAT ONE PARTICULARLY WITH YOU, BECAUSE THIS SCHOOL IS ABOUT TRUST. SO SINCE 2008, LONG BEACH UNIFIED HAS BEEN ABLE TO PASS 4.$4 BILLION BONDS, BECAUSE OF THE TRUST OF THE COMMUNITY . EVEN IN THIS LAST ONE BE THE FIRST ONE PASSED WITH 72%, THEN 74 HAD%. THIS ONE PASSED WITH 61%, KNOWING THIS ECONOMIC TIME IS VERY DIFFERENT TODAY, BUT EVEN WITH THAT, THE VOTERS SAID WE TRUST THE DISTRICT, BECAUSE THEY'RE GOING TO DO X, Y, AND Z. THE PAST PRACTICES HAVE BEEN THIS. IT GOES BACK TO WHAT DR. DRATI SAID. WHATEVER YOU'RE DOING, WHETHER WITH THE TASKFORCE IN ACADEMIC OR FACILITIES. WHEN YOU INVOLVE ALL OF THESE STAKEHOLDERS AND YOU PUT IT THROUGH THIS TIMELINE OF INPUT, OUTPUT, INPUT, OUTPUT, SO BY THE TIME IT GETS TO YOU, THEN YOU'RE NOT GOING TO HAVE A LOT OF OPPOSITION. SO WHEN WE RAISED, I'LL GIVE YOU ANOTHER EXAMPLE ON THE ACADEMIC SIDE, WHEN LONG BEACH UNIFIED WENT TO FOUR YEARS OF MATHEMATICS, SO LONG BEACH UNIFIED AS A REQUIREMENT THAT ALL HIGH SCHOOL KIDS MUST TAKE FOUR YEARS OF MATH. IT DOESN'T MEAN THEY'RE GOING TO TAKE CALCULUS. IT CAN BE COMPUTER SCIENCES. IT CAN BE, YOU KNOW, A BUNCH OF CLASSES. BASICALLY, IT'S ABOUT QUALITATIVE REASONING. WE DIDN'T GET ANY PUSH BACK FROM THE COMMUNITY, BECAUSE WE WENT OUT TO THE SCHOOLS AND TO THE PARENTS AND TO ALL THE STAKEHOLDER GROUPS AND TALKED ABOUT WHY THIS WAS IMPORTANT, BECAUSE OUR UNIVERSITY PARTNERS WERE SAYING THAT KIDS NEEDED THIS TO BE SUCCESSFUL, AND WE HAD ABOUT PROBABLY IN FOUR MONTHS OF MEETINGS, SO WHEN WE BROUGHT IT TO THE BOARD AND WE PHASED IT IN OVER A 4-YEAR PERIOD. IT WASN'T WE'RE GOING TO HAVE TO TAKE FOUR YEARS TOMORROW, THAT YOU COULD TAKE IT, YOU KNOW, GRADUALLY WENT INTO A NEW PLACE. SO TODAY, LONG BEACH UNIFIED IS ONE OF THREE BIG DISTRICTS IN CALIFORNIA TO REQUIRE FOUR YEARS OF [INAUDIBLE] IT'S NOT A REQUIREMENT. AND THAT'S REALLY IMPORTANT, BECAUSE UC'S REQUIRE THREE, BUT WE'LL TELL YOU UP FRONT, IF YOU DON'T TAKE FOUR, YOU'RE NOT COMING HERE. SO I CALL IT TRUTH IN LENDING. LET'S BE HONEST ABOUT IT.

THEN THE BOARD HAD TO SAY, HOW DO WE MAKE SURE THAT KIDS ARE NOT HURT BY THIS? SO IN ORDER FOR US, AS STAFF, WE CAME UNDER A REGULAR BASIS AND SHARED ABOUT DATA. WE DISAGGREGATED BY ETHNICITY, GENDER, SPED, EL, SO THAT NO KID GOT HURT. ALL GRADUATION RATES OF ALL SUBGROUPS WENT UP. HERE WE RAISED THE STANDARD, AND PEOPLE SAID, YOU'RE GOING TO HURT KIDS WE DIDN'T HURT KIDS, BECAUSE THEY PROVIDED SUPPORTS ALONG THE ROAD FOR THE KIDS, AND THAT CAME FROM THE BOARD'S DIRECTION.

SO THE BEAUTY IS YOU HAVE TO SET UP A STRUCTURE THAT SAYS, WE'RE GOING TO DO OUR REGULAR MEETING AND THEN WE HAVE TO HAVE FLEXIBILITY TO ADD THESE OTHER PIECES. AND I FIRMLY BELIEVE THAT YOU CALENDAR IT ALL AHEAD OF TIME. SO IF YOU'RE GOING TO DO RETREATS THREE TIMES A YEAR OR FOUR TIMES, WHATEVER IT'S GOING TO BE, AND THEN ONCE IN A WHILE, YOU MAY HAVE TO CALL A SPECIAL MEETING, YOU KNOW? WE DID THAT ALL THE TIME, TO BE HONEST WITH YOU. WE HAVE TO HAVE A SPECIAL MEETING TO DO X, Y, AND Z, BECAUSE AGAIN, IT'S ABOUT GOING BACK TO THE TRUST AND THE COMMUNICATION. AND I'M GOING TO ARGUE THAT BECAUSE YOU'RE DOING THIS FEEDBACK, THAT YOU USE EVERY VEHICLE AT YOUR DISPOSAL, SOCIAL MEDIA, YOUR WEBSITE, REGULAR COMMUNICATION TO PARENTS, OF WHAT YOU'RE DOING AND WHY SO THAT PEOPLE CAN COME HERE AND ASK THOSE REALLY HARD QUESTIONS SO THAT WE'RE GOING TO RAISE THE BAR OR DO X. SO FOR EXAMPLE, IF WE'RE GOING TO TAX THE TAXPAYER, AS A TAXPAYER, I WANT TO KNOW WHAT THE MONEY IS GOING TO, WHAT'S IT GOING TO COST? HOW ARE WE GOING TO HOLD OURSELVES ACCOUNTABLE? ALL OF THESE THINGS. AND THEN I'LL MAKE MY DECISION. BUT I HAVE TO BUILD A STRUCTURE THAT HAS THIS FLEXIBILITY THAT IT CAN GO LIKE THIS.

AND IT'S HARD. I MEAN, IT'S HARD.

>> IS JUST TO ADD TO THAT, I KNEE I SENT YOU ALL SOMETHING LAST NIGHT. AFTER DELIBERATING AND AFTER REVIEWING THE AGENDA FOR THIS UPCOMING 19TH, I SAW WHERE THE PROBLEMS, WHERE THE CONFUSION LIES IN TERMS OF ITEMS THAT THE COMMUNITY ALSO NEEDS TO READ WHILE YOU READ IT AND UNDERSTAND IT AND THAT

[01:35:01]

>> YEAH. ONE OF THE THINGS, IF YOU DON'T HAVE, LIKE YOU HAVE YOUR BYLAWS. SO FOR EXAMPLE, BOARD POLICY 1120 IS I KNOW GRAPED IN MY HEAD. COMMUNITY INVOLVEMENT, SUPPORT AGENDA, INVOLVEMENT. SO IT'S VERY CLEAR HOW THE BOARD AGENDA IS DEVELOPED OF THE TIME LINE IS PUT OUT. IT'S PUBLISHED TO EVERYBODY AHEAD OF TIME. ALL THE BOARD RETREATS. ALL OF THOSE THINGS. THE ONLY THING THAT'S NOT ON THERE ARE THE SPECIAL MEETINGS THAT COULD HAPPEN. AND THE OTHER PIECE IS, AND THIS THIS GOES BACK TO WHAT DR. DRATI TALKED ABOUT IN MEETING, IN IT LONG BEACH, SO THE BOARD, OBVIOUSLY, MET, BUT THEY ALSO SAT ON AT LEAST TWO COMMITTEES. SO BY THE TIME -- SO THERE MIGHT BE AN INSTRUCTION COMMITTEE AND THE BUDGET COMMITTEE. SO THEY MET WITH STAFF. THAT GOES TO THOSE RULES OF ENGAGEMENTS. THERE WERE NO SURPRISES, YOU KNOW. AND THE WHOLE PURPOSE OF THAT WAS FOR THOSE BOARD MEMBERS TO SAY, HEY, THIS IS A QUESTION THAT YOU NEED TO BRING TO THE WHOLE BOARD OR THE WHOLE BOARD MAY NEED MORE INFORMATION ON X. SO FOR EXAMPLE, THEY MAY SAY, HEY, CHRIS, WE NEED MORE INFORMATION FROM THE INSTRUCTION DEPARTMENT CAN YOU WRITE A PARAGRAPH? AND WE WOULD WRITE A DETAILED PARAGRAPH AND THAT WOULD GO OUT IN THE COMMUNICATIONS THE FRIDAY BEFORE, SO THAT EVERY BOARD, YOU KNOW, BECAUSE THEY CAN'T ALL SIT, THEY WOULD VIOLATE OPEN LAWS. SO THE ISSUE IS THAT IT'S THOSE COMMITMENTS.

AND THEN THE BEAUTY, WHEN YOU BUILD THESE STRUCTURES, IS, AND IT'S ABOUT YOUR TIME, BECAUSE YOU WORK, YOU KNOW, YOU HAVE OTHER JOBS THAT YOU HAVE TO DO, TOO, IS THAT THAT'S WHY YOU WANT TO LOOK FORWARD TO BUILD IT AHEAD OF TIME SO YOU CAN BUILD WITH THOSE OTHER STRUCTURES, AND THEN DOWN THE ROAD FIVE YEARS FROM NOW, I HOPE YOU ADOPT SOMETHING THAT LONG BEACH DOES.

AND WE DIDN'T DO IT IN THE BEGINNING, SO WE HAVE THIS THING NOW CALLED BOARD FIELD TRIPS. THE BOARD FIELD TRIP IS WHERE ALL FIVE BOARD MEMBERS GO WITH THE ENTIRE EXEC STAFF, TEN PEOPLE, AND WE WOULD GO VISIT THE SCHOOLS BASED ON ONE OF THE INITIATIVES WE'RE DOING. AND YOU'VE PROBABLY HAD THAT HAPPEN TO YOU. AND THE BEAUTY OF THAT FIELD TRIP, I CALL IT A FIELD TRIP, IS BECAUSE LONG BEACH IS VERY DIVERSE AND BIG. WE WOULD GO TO EVERY SECTION THE DISTRICT. WE WOULD GO TO THE NORTH. WE'D GO TO THE EAST. WE'D GO TO THE SOUTH. AND WE'D GO TO THE WEST AND THE REASON WE DID THAT, WE WANTED THE BOARD MEMBERS TO SAY, IT DIDN'T MATTER WHAT PART OF THE CITY YOU WERE IN OR THE DISTRICT. THE EXPECTATION WERE THE SAME. THEY MIGHT BE BEING DELIVERED A LITTLE DIFFERENTLY BECAUSE OF THE CRAFT OR THE TEACHER, BUT THE SAME HIGH EXPECTATIONS WERE THE SCHOOL ON THE FAR WEST SIDE TO THE SCHOOL ON THE FAR EAST SIDE. WE WOULD HAVE BOARD MEMBERS GO TO TRAININGS. WE WERE DOING A WRITE BELIEVING ROLLOUT. WE WOULD GO AND SEE IF THE CLASSROOMS WERE BEING IMPLEMENT WHETHER WE CAME FOR A BUDGET ASK, THE BOARD SAID, I SEE WHY YOU WANT TO RAISE THIS MONEY, BECAUSE THAT IS THE PROGRESS, BRINGING GREAT KNOWLEDGE TO THE BOARD, SO THEY CAN SEE WHAT THE WISHES ARE. AND THEY WANTED TO MEET WITH THE KIDS. THAT'S DOWN THE ROAD ISSUE, TO BE REALLY HONEST WITH YOU. BUT THIS IS THE BEAUTY 2009 GOVERNANCE TEAM IT'S NOT YOU TOLLING THIS SIDE WHAT TO DO. YOU'RE TELLING US AND WE'RE PROVIDING THAT SUPPORT, AND IT'S TEAMWORK GOING BACK AND FORTH.

>> OKAY. SO I HAVE A QUESTION. IT'S BEEN ON MY HEART FOR A WHILE I'VE NEVER HAD A CHANCE TO MOVE FORWARD WITH IT BECAUSE OF THE MANY [INAUDIBLE] I ENCOUNTERED IN THE PAST. I WANT TO BRING FORTH A RESOLUTION TO THE BOARD FOR LAND ACKNOWLEDGMENT. AND THE REASON WHY I WANT TO DO THAT IS BECAUSE I'VE BEEN -- I'M VERY ACTIVE WITH CTA, NEA, AND OTHER ORGANIZATIONS, AND WE DO, YOU KNOW, LIKE WE DO PLEDGE OF

[01:40:01]

>> YOU WANT TO TALK ABOUT THAT IN.

>> GO AHEAD. >> SO I'LL SAY HOW IT WENT FOR US IN LONG BEACH. IN THE BOARD POLICY 1120, THE WAY IT WORKS IS THAT THE PRESIDENT OF THE BOARD AND THE SUPERINTENDENT DEVELOP THE AGENDA TOGETHER. OKAY? SO A BOARD MEMBER, WE HAVE A FORM THAT SAID, I REQUEST RESOLUTION X, Y, AND Z. THIS IS THE REASON WHY. BLAH-BLAH-BLAH OKAY? IT MIGHT BE SIMPLE, TIED TO A GROUP OR WHATEVER, OR IT MIGHT BE COMPLEX, WHERE WE HAVE TO DO SOME MORE WORK TO UNDERSTAND WHAT THE RESOLUTION IS ABOUT. SO THEN MY CASE, THE BOARD PRESIDENT, I WOULD GET BACK TO THAT BOARD MEMBER AND SAY, WE'RE GOING TO LOOK AT THIS AND PUT THIS ON THIS AGENDA AT THIS TIME. OKAY? AND THEN IN YOUR PARTICULAR CASE, FOR EXAMPLE, IF YOU HAD BROUGHT THAT TO ME, I MIGHT SAY TO YOU, DO YOU HAVE SOME BACKGROUND INFORMATION WHERE WE COULD GO TO? IF WE'RE GOING TO DO SOMETHING LIKE THAT, WE WANT TO MAKE SURE IT'S CORRECT, BECAUSE YOU DON'T WANT TO DO SOMETHING AND OFFEND PEOPLE.

>> CORRECT. >> QUESTION?

>> SO I WOULD BRING IT FORTH TO THE PRESIDENT AND THE

SUPERINTENDENT. >> IF YOU HAD THAT BOARD POLICY

LIKE WE DID IN LONG BEACH. >> OKAY. SO -- OKAY.

>> SO I BELIEVE THE BIGGER QUESTION YOU WANT TO ASK, ANYBODY THAT WANTS TO BRING AN ITEM FOR CONSIDERATION FOR THE REST OF THE BOARD, HOW WOULD THAT GO? YOU HAVE THAT RIGHT, OR EVEN THE PUBLIC HAS A RIGHT TO BRING ANYTHING TO THE BOARD

BY LAW. >> ABSOLUTELY.

>> IT'S UP TO THE SUPERINTENDENT AND THE BOARD PRESIDENT TO DECIDE WHEN IT IS. IT COULD BE AN INFORMATION ITEM. IF IT'S AN ACTION ITEM LIKE THAT, FOR EXAMPLE, SO OBVIOUSLY, WE LOOK AT IT. THE REQUEST IS THERE. IT'S NOT FOR ME TO DECIDE WHETHER THIS IS GOING TO BE APPROVED OR NOT. IT'S FOR ME TK

TO EVERY BOARD MEMBER. >> RIGHT.

>> YOU THEN SAY THIS IS IMPORTANT. THIS IS SOMETHING ONE OF THE BOARD MEMBERS BROUGHT FORWARD, AND WHAT ARE YOUR THOUGHTS ON THIS PIECE AND ALL THAT? BECAUSE THE LAST THING I WANT TO DO IS PUT SOMETHING FOR APPROVAL IF THERE'S A FIGHT IN THE COMMUNITY OUT THERE. SO WE WOULD HAVE THE VANTAGE POINT TO SAY, IF THIS IS A NOTHING BURGER, NOTHING BURGER, IT'S NOT ANYTHING WE'RE GOING TO HAVE CONFLICT ABOUT, AND FROM THE COMMUNITY OR THE REST OF THE BOARD, IT COULD BE SOMETHING THAT'S SIMPLE AND CELEBRATORY. BUT OBVIOUSLY, IF YOU HAVE SOMETHING LIKE THAT AND ALL OF A SUDDEN, I DON'T KNOW THE POLITICS OF THIS PLACE, IT COULD BE AN ISSUE. SOMEBODY IS GOING

TO BE ABLE TO TELL ME THAT. >> RIGHT.

>> AND THEN THE GOAL IS GOING TO BE EVENTUALLY IF IN TALKING TO THE BOARD MEMBERS, ARE WE ACTUALLY INTERESTED IN DOING THIS OR NOT? IF THEY TELL ME YES AND I COUNT THE VOTES YES, I WILL ALWAYS TRY TO GET TO FIVE VOTES, BUT IF I FEEL LIKE THIS IS GOING TO BE A TOUGH, 3-2 OR SOMETHING, THEN I WILL KNOW CLARITY. WE'RE GOING TO -- WE NEED TO PUT THIS UP FOR A VOTE AND THEN WE JUST HAVE TO SEE WHERE IT LANDS WITH PEOPLE. BUT AT LEAST AT THAT POINT, I WOULD NEED TO UNDERSTAND THE LANDSCAPE AND ALL OF THAT KIND OF STUFF TO BE ABLE TO PREPARE YOU ALL FOR A

GOOD DELIBERATION. >> SO IT'S REALLY IMPORTANT, DR. DRATI HIT IT RIGHT ON, IN YOUR BYLAWS, YOUR BOARD POLICIES. YOU NEED A STRUCTURE ON HOW YOU DO THESE THINGS, BECAUSE BYLAW, ANY MEMBER OF THE PUBLIC CAN REQUEST SOMETHING, AND SO, FOR EXAMPLE, IN LONG BEACH, WE ADDED SOMETHING TO THAT. SO FOR EXAMPLE, WE SAID THAT IF SOMETHING WAS VOTED ON AND WAS VOTED DOWN, IT COULDN'T BE BROUGHT BACK UNTIL ANOTHER YEAR. BECAUSE WHAT YOU DON'T WANT, BECAUSE REMEMBER, THIS IS YOUR MEETING IN THE PUBLIC, NOT THE PUBLIC DRIVING THE MEETING.

OKAY? THE PUBLIC HAS INPUT. THE PUBLIC HAS RIGHT TO AGENDAIZE ITEMS, BUT IT DOESN'T HAVE THE RIGHT TO CLOG THE BUSINESS OF A DISTRICT, BECAUSE YOU HAVE TO DO THE BUSINESS OF THE DISTRICT. AND SOME OF THESE THINGS ARE GOING TO BE SIMPLE.

SO FOR EXAMPLE, WHEN WE ADOPTED A RESOLUTION, WHAT WE CALLED ALL IN, ALL MEANS ALL, THAT TOOK ABOUT SIX MONTHS. IT WAS A SPECIAL ED RESOLUTION. AND IT WAS VERY DETAILED ON WHAT ALL MEANS ALL. AND SO THAT WAS REALLY ABOUT EQUITY AND ABOUT ALL OF THE STUFF. THE DISTRICT HAS NOW TAKEN IT ONE NEXT STEP AND ADOPTED AN EQUITY POLICY. IT TOOK ABOUT A YEAR, TO BE HONEST WITH YOU, WITH INVOLVEMENT. ABOUT 100 PEOPLE.

SO THE ISSUE IS, AND THAT EQUITY POLICY WAS VOTED ON 4-1. AND IT

[01:45:05]

THEY GO THIS WAY. OTHERS ARE GOING TO BE LONGER. BUT IT'S REALLY IMPORTANT WHEN WE DO THESE TYPES OF THINGS THAT WE DO IT THE RIGHT WAY. SO WHEN WE DO BRING SOMETHING TO THE TABLE THAT WE DON'T OFFEND THE GROUP THAT WE'RE ACTUALLY TRYING TO HONOR, YOU KNOW? BECAUSE YOU'RE EXACTLY RIGHT. I LIVE BY THE UNIVERSITY. I WALK THERE FIVE DAYS A WEEK AND THERE ARE CERTAIN PIECES OF PROPERTY YOU CANNOT DIG ON AT ALL. SO THAT'S A GREAT EXAMPLE OF HOW THE BOARD NEEDS TO COME UP WITH A SUPERINTENDENT OF THESE POLICIES OF HOW YOU'RE GOING TO DO YOUR

BUSINESS, SO TO SPEAK. >> YEAH, YEAH.

>> VERY, VERY IMPORTANT. >> AND LIKE I SAY, TODAY IS A KICKOFF TO DO MORE OF THESE CONVERSATIONS. WE'RE GOING TO CONTINUE TO DELIBERATE ON THIS. YOU HAVE ACCESS TO ALL OF YOUR BYLAWS AND I'M GOING TO TRY -- WE'RE GOING TO TRY OUR BEST TO BE EFFICIENT WITH THIS MEETING, BUT THERE WILL BE ANOTHER THING I'M GOING TO INTRODUCE ABOUT SOMETHING CALLED THE FRIDAY MEMO . IT IS LIKE A NEWSLETTER THAT GOES STRICTLY TO THE BOARD ABOUT THE STUFF THAT'S HAPPENING AND SOMETIMES YOU MAY REQUEST SOME INFORMATION ABOUT SOMETHING THAT MAY END UP IN THE FRIDAY MEMO, AND THEN FOR EXAMPLE, SOMETHING LIKE THAT COMES UP AND I'VE DELIBERATED WITH BOARD MEMBERS, I MAY COMMUNICATE BACK IN THE FRIDAY MEMO THAT SAYS, THIS IS THE RESEARCH WE'VE DONE AND THESE ARE THE CONSIDERATIONS THAT WE'RE GOING TO BRING THIS POLICY. THE FRIDAY MEMO IS GOOD INFORMATION FOR US TO COMMUNICATE ON WITHOUT HAVING TO BREAK ANY KIND OF GROUND LIKE THAT. SO THERE ARE THINGS SO THAT WE DON'T GET CLOGGED UP IN

A BUNCH OF STUFF. >> THAT'S A GREAT EXAMPLE OF WHAT WE JUST TALKED ABOUT, ONE OF THE ITEMS THAT WE'D LOVE TO AGREE AT THE END, LIKE RULES OF ENGAGEMENT. ONE OF THEM THAT WE HAD IN LONG BEACH WAS THAT EVERYONE WOULD GET THE SAME INFORMATION. NO BOARD MEMBER WOULD HAVE MORE INFORMATION THAN ANOTHER BOARD MEMBER; THAT WE WERE ALL GOING TO BE ON THE SAME PAGE. STUFF. AND THAT IS REALLY ON THIS GENTLEMAN'S, TO BE REALLY HONEST WITH YOU, TO DO THAT, BECAUSE THAT'S REAL IMPORTANT. COMMUNICATION GOES BACK TO TRUST, BECAUSE IF YOU THINK THAT I'M NOT GIVING YOU AS MUCH INFORMATION AS I'M GIVING THESE TWO BOARD MEMBERS, YOU'RE NOT GOING TO TRUST. YOU'RE GOING TO HAVE 134 DOUBT. AND WE CAN'T HAVE THAT. SO IF YOU BROUGHT ME A CONCERN, I'M GOING TO SHARE THAT CONCERN WITH EVERYBODY, BECAUSE IT'S REALLY IMPORTANT ON BOTH SIDES THAT, YOU KNOW, NO SURPRISES. OPEN COMMUNICATION. AND TIME. AND THERE MIGHT BE THINGS THAT THE BOARD, IN THE BOARD MEETING, WHERE A MEMBER FROM THE PUBLIC COMES AND THE ITEM IS NOT ON THE AGENDA AND IT'S A VALID POINT. BUT DR. DRATI CAN'T ADDRESS IT, BECAUSE YOU CAN'T ADDRESS IT. LIKE YOU MAY TURN TO HIM AND SAY, AT A FUTURE MEETING, WE WOULD LIKE X, Y, AND Z ON THIS POINT HERE, BECAUSE -- AND THAT HOLDS HIM PUBLICLY ACCOUNTABLE, BECAUSE HE'S NOW, WHATEVER IT IS, YOU KNOW, BEEN TOLD PUBLICLY THAT HIS BOSSES WANT COMMUNICATION BACK. IT DOESN'T MEAN IT'S GOING TO BE COMMUNICATED IN AN OPEN FORUM.

IT MIGHT BE COMMUNICATED IN A FRIDAY MEMO OR ANOTHER AVENUE, WHATEVER THE ITEM IS. BUT THAT'S A BOUNCE, YOU KNOW? ACCOUNTABILITY ON BOTH SIDES OF THE HOUSE.

DO YOU WANT TO TAKE A BREAK? >> ANYBODY NEAT A BIO BREAK OR

ANYTHING? >> TAKE A TEN MINUTE BREAK?

>> WE'LL COME BACK. 7:00. SAY N DO THIS, BECAUSE WE HAVE THE YOU

[01:50:25]

I'M GLAD YOU BROUGHT IT UP. I NOTE THAT WOULD BE A CHALLENGE TO EVERYBODY HERE, BUT I JUST DON'T SIGH, WITH WHAT WE'RE PLANNING TO DO IN THIS PLACE, OKAY? WHAT WE'RE PLANNING TO DO IN THIS PLACE, AND TRY TO STAY WITHIN THE TIME LIMIT AND RESPECT YOU, YOUR WORK. YOU GUYS ARE ALL WORKING AND THE COMMUNITY IS WORKING. THE ONLY WAY YOU DO THAT IS THE CONTENT HAS TO BE FLUSHED OUT SO WHEN WE DO VOTE, SNOW ACCUSING YOU OF BEING A COOKIE CONSULTER, BECAUSE YOU OBSERVE A DELIBERATION IN TIME FOR THE VOTE TO TAKE PLACE.

>> AND I HAD A QUESTION. >> THE RETREATS ARE KIND OF LIKS RESOLUTION FORWARD. WE WILL BE ABLE TO SEE THIS MULTIPLE TIMES BEFORE WE GET ON THE DAIS AND TALK ABOUT IT.

>> YES. >> SO A LOT [INAUDIBLE]

>> YEAH. SO MY QUESTION IS, WHEN ARE WE ALLOWED TO MAKE MOTIONS? LIKE IF I WANTED TO MAKE A MOTION TO GO WITH TWO

MEETINGS, DO I DO IT HERE? >> IN A SPECIAL SESSION LIKE

THIS, YOU CAN'T VOTE ON IT. >> SO IT HAS TO BE IN A GENERAL

MEETING? >> CORRECT. ANY TIME YOU'RE GOING TO VOTE ONING SOME, IT HAS TO BE AN AGENDA ITEM, AND USUALLY, THIS WAS JUST [INAUDIBLE] OKAY? BECAUSE I IT WAS IMPORTANT. I NEVER PUT ANYTHING [INAUDIBLE] LIKE A BIG TICKET ITEM THAT WAS GOING TO BE VOTED ON THAT DAY. SO I READ THE INFORMATION, DISCUSS IT, TALK ABOUT IT, GET THE INPUT FROM EVERYBODY, AND BRING IT BACK NEXT TIME. AND WHAT I ACTUALLY DO THING, THE INFORMATION ACTION, SO I COULD DO EITHER ONE. SO FOR EXAMPLE, MAYBE THERE NEEDS TO BE MORE DEBATES. SO BECAUSE LIKE DR. DRATI SAID, I WAS A A GOOD [INAUDIBLE] SO BY THE TIME SOMETHING CAME TO THE DAIS, I KNEW IT WAS GOING TO BE PASSED 5-0. I ONLY HAD -- EVERYTHING WAS 5-0 IN MY DISTRICT, WITH THE EXCEPTION OF TWO THINGS THAT WERE 4-1. AND ONE YEAR THAT I HAD, FOR SIX MONTHS, CRAZY TIMES. MY TEACHER'S UNION, I THOUGHT IT WAS [INAUDIBLE] ONE BOARD MEMBER, LAST BILLION DOLLARS A YEAR AND THEN RESIGNED. BUT HE VOTED AGAINST EVERYTHING. AND HE HAD PROBABLY SIX MONTHS. ME, TOO. BUT EVERYTHING ELSE IN THOSE YEARS WERE 5-0. TWO EXCEPTIONS, 4-1. AND THE REASON WAS THAT WE MADE SURE THAT WE DID OUR HOMEWORK, TALKING, EACH IF IT WAS GOING TO TAKE US LONGER, I'M GOING TO GET REALLY HONEST WITH YOU. WHEN WE WENT TO THIS ATHLETIC THING OF MAKING SURE THAT YOU COULDN'T TRANSFER SCHOOLS AND ALL OF THAT, IT BEING TOO US A YEAR TO DO THAT, BECAUSE WE HAVE 14 HIGH SCHOOLS. SO WE HAD TO GET I KNOW MUT FROM TEACHERS AND KIDS AND PARENTS AND ALL THIS STUFF.

IT TOOK US A LONG TIME, AND THAT WAS A 4-1 VOTE. SO THAT'S

REALLY IMPORTANT TO DO. >> PROBABLY WOULD HAVE TAKEN

EVERYBODY'S TIME. >> SO WE'RE TALKING ABOUT THAT.

BUT THE THING IS, I SHARE THAT WITH YOU, BECAUSE AGAIN, IT GOES BACK TO WHAT YOU TALKED ABOUT, THE RESOLUTION. YOU WANT A STRUCTURE THAT SAYS, HOW DO I GET TO PUT SOMETHING ON THE AGENDA? HOW IS IT GOING TO BE? IT'S COMMUNICATED. STAFF PUTS IT ON THE AGENDA. THEY DO THE HEAVY LIFTING. WHAT WE DID IN OUR DISTRICT, AND I CAN GET YOU A COPY, IT JUST SAID, WHAT WAS THE ITEM? WHAT WAS THE PURPOSE MAYBE ONE OR TWO SENTENCES.

WHY? AND THEN STAFF MIGHT [INAUDIBLE] AM I CLEAR ABOUT THAT IN AND THEN BRING IT BACK. WOULD HIGHLY RECOMMEND INFORMATION WITH DISCUSSION FROM THE PUBLIC OF THE PUBLIC CAN'T COME AND SAY, HEY, YOU NEVER GIVE YOUS AN OPPORTUNITY TO TALK ABOUT THIS. AND THEN NEXT TIME INFORMATION ACTION IS READY,

[INAUDIBLE] I'M SORRY. >> SO ONE OF THE PIECES YOU'LL SEE LATER ON WHEN I TALK ABOUT IT, WE HAVE TO DEVELOP STRUCTURES IN WHICH WE ARE ABLE TO ENGAGE OUR PARENTS AND OUR STUDENTS, SO THAT WAY IT'S NOT JUST WE THINK WE'RE HEARING INFORMATION FROM A HUGE SWATH OF OUR FAMILIES. BUT IF THERE'S NO STRUCTURES OF PARENT ENGAGEMENT OR STUDENT ENGAGEMENT TO TAKE SOME OF THIS THROUGH FOR DISCUSSION, IT WILL BE VERY

[01:55:05]

>> SO SINCE WE HAVE A NEW SUPERINTENDENT, THERE'S SOME ITEMS THAT HAVE BEEN DISCUSSED MONTHS BEFORE WE JOINED THIS BOARD. WOULD YOU SAY WE STARTED OVER WITH THAT SO WE CAN CONTINUE TO TALK WITH OUR NEW SUPERINTENDENT AND KIND OF START OVER FRESH? OR SOME OF THOSE ITEMS THAT HAVE BEEN TALKED

ABOUT A LOT -- >> WELL, IF THE ITEM HAS ALREADY BEEN VOTED ON, YOU CAN ALWAYS BRING IT BACK.

>> IT JUST SEEMS LIKE THEY'RE BEING TABLED AND TABLED AND TABLED. SO DO WE START FRESH WITH DR. DRATI, IN YOUR OPINION

>> I WOULD SAY YOU HAVE A NEW BEGINNING. SO THE BEAUTY THAT YOU HAVE RIGHT NOW, IT'S LIKE AN ARTIST WITH A BLANK CANVAS. YOU HAVE THE GREATEST [INAUDIBLE] I HAVE GOOSEBUMPS RIGHT NOW. I LIKE THIS KIND OF STUFF. BECAUSE BELLFLOWER IS A GREAT COMMUNITY AND YOU WANT TO DO GREAT THINGS. SO I CAN FEEL THE VIBE ALREADY. EVERYONE WANTS TO DO THE RIGHT THING. ALL WE HAVE TO DO IS HOW DO WE GET ON THAT ROAD TO DO IT? YOU REMEMBER [INAUDIBLE] TAKE A FEW ITEMS AND GET THEM DONE. DO IT WELL. ONCE YOU BUILD A STRUCTURE, IT'S EASY. IT'S A PIECE OF CAKE, TO BE REALLY HONEST.

THE OTHER PART IS ONCE YOU BUILD THAT STRUCTURE, DO NOT VIOLATE YOUR OWN [INAUDIBLE] OKAY? SO IF YOU SAY FOR BIG TICKET ITEMS WE'RE GOING TO INVOLVE ALL OF THESE PEOPLE AND DO ALL X, YOU BETTER DO ALL OF THOSE THINGS. DON'T SAY, WELL, WE'RE GOING TO TAKE THE EASY ROAD AND GO THIS WAY. BECAUSE THAT GOES TO TRUST. AND DR. DRATI IS RIGHT. THE BAY I DID IT IN LONG BEACH, I HAD A PART ADVISORY. I MET WITH 100 PARENTS EVERY MONTH.

THEY WOULD TELEVISE. YOU COULD SEE THEM AT HOME. SOME OF THEM CAME BOTH TIMES. I WOULD BRING THOSE BIG ITEMS THAT WE'RE TALKING ABOUT HERE. BOARD MEMBERS WERE INVITED TO COME TO, AND THEY DID. THEY WERE PATIENTS. I HAD A STUDENT ADVISORY THAT I WOULD MEET WITH FROM ALL THE HIGH SCHOOLS.

[INAUDIBLE] I ACTUALLY GAVE THEM MONEY TO SPEND AND ALL OF THAT KIND OF STUFF. AND I HAD TEACHERS I MET WITH. SO THE THING IS ALL THESE STAKEHOLDERS HAVE TO BE INVOLVED. OKAY? SO BY THE TIME IT GETS TO YOU GUYS, YOU KNOW, YOU MAY NOT HAVE PARTICIPATED IN ALL OF THOSE MEETINGS, BUT YOU KNOW THERE WERE STRUCTURES THAT CAME UP. AND WE DID A LOT OF SURVEYS, A LOT OF OPEN-ENDED STUFF. STAFF SPENT A LOT OF TIME. SO BY THE TIME IT GETS TO YOU, WE'VE DONE A LOT OF HEAVY LIFTING. NOT ALL THE HEAVY LIFTING, TO BE HONEST WITH YOU. BUT A LOT OF HEAVY LIFTING. I DO WANT TO STOP, BECAUSE I FEEL STRONGLY THAT WE WANT TO COME UP [INAUDIBLE] OKAY? SO WE CAN TALK ABOUT THIS STUFF ANOTHER TIME. I JUST WANT TO THANK YOU, FIRST OF ALL, NO DOING THE WORK THAT YOU'RE DOING. BUT I DO THINK WE NEED TO TALK ABOUT SOME RULES OF ENGAGEMENTS, NORMS, AND BECAUSE THAT'S GOING TO SET YOU GOING FORWARD. BECAUSE ONCE YOU HAVE THOSE, IT DOESN'T MEAN YOU CAN'T CHANGE THEM, YOU KNOW? BUT WHEREVER THEY'RE GOING TO BE.

SO DR. DRATI HAS SOME EXAMPLES IN SANTA MONICA. I'LL GIVE YOU SOME EXAMPLES. I WAS THINKING, BEN, WHAT WE COULD DO, AFTER WE DO SOME TALK, BREAK INTO SOME TEAMS, HAVE PEOPLE COME UP WITH THEM, AND THEN COME BACK TO CONSENSUS, AND THEN WE CAN COME UP WITH A LIST. BUT I'M GOING TO TALK ABOUT, AGAIN, THIS IS HOW YOU BUILD TRUST. IT'S THE SIMPLE THING, COMMUNICATION, YOU KNOW, ALL OF THOSE THINGS THAT YOU TALK ABOUT, HOW WE'RE GOING TO CONDUCT OURSELVES WITH EACH OTHER AND WITH THE PUBLIC.

I'LL GIVE YOU AN EXAMPLE. PRIOR TO DR. KOHN, DR. KOHN WAS THE SUPERINTENDENT FOR ME. HE WAS THERE FOR TEN YEARS. WHEN DR. JUNI WAS THE SUPERINTENDENT FROM 1986 TO 1992, NOBODY COULD SPEAK TO THE SUPERINTENDENT. I MEAN, NOBODY COULD SPEAK TO THE BOARD MEMBERS AND HE FOR THE SUPERINTENDENT. THAT WAS VERY CLOSED. NO STAFF MEMBERS. NOBODY. OKAY? IT WAS LIKE THE BOARD DID NOT LIKE THAT OF THEY WERE LIKE, WAIT A MINUTE. WE WANT TOKING TO SCHOOL, WE'RE GOING TO GO TO SCHOOL.

SO WE CHANGED THAT. SO ONE OF THE RULES IS IN LONG BEACH, WE CONTINUED IT FOR THE LAST 30 YEARS, IS THAT BOARD MEMBERS ARE THE GOVERNING COMMUNITY. THEY CAN GO TO ANY SCHOOL THAT THEY WANT IN LONG BEACH. THAT'S MY AREA. THEY CAN GO TO ANY SCHOOL THEY WANT. THEY TELL THE SUPERINTENDENT I'M GOING TO GO TO SCHOOL AT, THEY COMMUNICATE. BUT THE BOARD DOESN'T TELL THE PRINCIPAL HOW TO RUN THE SCHOOL OR THE TEACHER OR ANYTHING.

IT'S IMPORTANT FOR THE BOARD TO BE OUT THERE.

THE BOARD CAN MEET WITH ANY STAFF MEMBER, BUT THE STAFF MEMBER AND THE BOARD ARE ALL GOING TO COMMUNICATE WITH THE SUPERINTENDENT OF WHAT WE'RE DOING. SO THERE ARE NO BACK DOOR DEALS OR NONE OF THIS STUFF. IT'S ALL THIS COMMUNICATION HERE. SO I USED TO GIVE THE BOARD MY CALENDAR ON A WEEKLY BASIS. SO THE BOARD, YOU KNOW, [INAUDIBLE] ALL THE TIME. ALL THESE THINGS. ALL ABOUT TRANSPARENCY. AND AGAIN, GOING BACK TO ONE OF THE NORMS WE HAD WAS IF WE SHARE IT WITH ONE, IT'S SHARED WITH ALL. AND SO AGAIN, WE HAD, YOU KNOW,

[02:00:01]

YOU SEE WHAT I'M SAYING? IT'S IMPORTANT FOR THE RANK AND FILE OUT HERE TO SEE US AS A UNIFIED GROUP. IT DOESN'T MEAN THAT WE CAN'T HAVE GOOD DISCUSSION AND DISAGREEMENT, BUT WHEN WE'RE

GOING FORTH, WE WANT 5041. >> IN THAT PARTICULAR SITUATION, WOULD YOU MAKE A POINT BEFORE YOUR VOTE TO EXPRESS MAYBE HOW SOMETHING COULD BE BETTER AND YOUR THOUGHTS ON IT?

>> ABSOLUTELY. >> AND THEN THAT I'M GOING TO BE

UNIFIED? >> I JUST DID THAT OF THE CSU TRUSTEES. I SAID, YOU GUYS KNOW WHY I FAIL ON THIS, BLAH-BLAH-BLAH. THE CONSENSUS OF THE GROUP IS TO DO X. I'M A TEAM PLAYER. I'M GOING TO BE WITH THE GROUP AND WORK WITH STAFF TO FINE-TUNE THE AREAS THAT I BELIEVE SHOULD BE FINE-TUNED. BUT I'M NOT GOING TO TAKE MY MARBLES AND GO HOME, YOU KNOW IN AND SAY, YOU KNOW -- COULD YOU IMAGINE IF I STOOD UP AS A TRUSTEE WHAT THE L.A. TIMES WOULD DO WITH THAT? IF I SAID, FORMER SUPERINTENDENT VOTES AGAINST DADA. THAT BECOMES THE STORY. NO. THAT'S NOT WHAT THE STORY SHOULD BE ABOUT. THE STORY SHOULD BE ABOUT THE [INAUDIBLE]

SO YOU WANT TO SAY SOMETHING IN. >> YEAH, ABSOLUTELY. SO THESE ARE ITEMS I JUST KIND OF COLLECTED. YOU SHOULD HAVE THEM. DO YOU HAVE THAT? THESE ARE ITEMS THAT I SOMEWHAT COLLECTED. LET ME JUST ADD SOMETHING TO WHAT CHRIS SAID IN THIS WHOLE THING. YOU GUYS ARE INDIVIDUAL THINKERS. YOU'RE INDIVIDUAL THINKERS. BUT THE GOAL IS CAN YOU ACT AS A COLLECTIVE AS A BOARD? MEANING HOW DO WE RESPECT YOUR INDIVIDUALITY AND YOUR OWN PERSONAL THOUGHTS ON THINGS AND YET STILL GET TO A BUSINESS OF E BOARD? I WANT TO BE ABLE TO PRESERVE THAT. OKAY? PRESERVE THAT.

WHAT I DON'T WANT YOU GUYS TO BE ACCUSED OF IS BEING A RUBBER STAMP. OKAY? SO I AM A VERY TRANSPARENT PERSON. I DON'T HAVE ANYTHING TO HIDE. I HOPE THAT BECAUSE OF THE TRANSPARENCY, YOU KNOW WHAT THE GAME PLAN IS. THE STAFF THAT I'M GOING TO ARE GOING TO KNOW THE GAME PLAN. OKAY? AT THE SITE LEVEL. SO WHEN YOU'RE OUT THERE TALKING TO FOLKS, IF YOU'RE BEING LEVERAGED SOMEHOW BECAUSE THE INDIVIDUAL ISN'T WITH IT, TWO THINGS ARE HAPPENING. EITHER THE WHOLE GROUP ISN'T WITH IT. THAT MEANS I DIDN'T DO MY JOB TO MAKE SURE THAT PEOPLE ARE INCLUSIVE. BUT IF THERE'S PEOPLE LEVERAGING YOU, UNDERCUTTING SOMEHOW, THAT'S STILL INFORMATION. I'M HOPING YOU CAN UNDERSTAND AND YOU CAN EITHER EXPLAIN TO THEM LATER, I'M ONBOARD WITH WHAT'S HAPPENING. OR YOU BRING THE INFORMATION BACK AND SAY THIS IS WHAT'S HAPPENING. THIS IS WHAT'S HAPPENING. AND IF YOU DON'T WANT TO BE THE ONE ON STATE THAT, I GUESS MY POINT IS, DON'T -- IF YOU LIKE THE WORK, DON'T UNDERMINE IT THROUGH OTHERS, BECAUSE I TRUST THE FACT THAT YOU ARE WITH ME IN WHAT WE'RE DOING. MY JOB IS TO ENSURE THAT I HAVE THE MAJORITY GOING FORWARD WITH US AND I WOULD NEVER RECOMMEND THINGS, LIKE I SAID BEFORE, THAT THE STAFF -- I CAN'T CONTROL THINGS IN THE CLASSROOM FROM HERE.

OKAY? ALL I CAN DO IS INFLUENCE AND ENCOURAGE AND HOPE THAT PEOPLE BELIEVE IN THE WORK AND THEY DO IT, AND THE ONLY WAY WE'RE GOING TO KNOW THAT'S HAPPENING IS IF IT'S ACTUALLY HAPPENING. RIGHT? BUT IF IT'S HAPPENING AND SOMEBODY IS SAYING I DON'T WANT TO BE ANY PLCS AND I NEED TO BE LEFT TO LOAN, THAT'S A SIMPLE EXAMPLE. BUT THERE WILL BE WAYS PEOPLE WILL TRY AND LEVERAGE, AND I THINK THAT'S WHEN YOU SEE THEY ARE LET ME KNOW, THAT'S CONSISTENT THROUGHOUT AND THAT'S A PROBLEM BUT IF IT'S ONE PERSON, YOU GOT TO CONSIDER THAT AS WHAT IT IS.

SO WITH THAT, THERE ARE SOME NORMS THAT WE CREATED. MAYBE WE CAN PUT SOME OF THOSE UP THERE. THESE ARE BASED ON MY EXPERIENCE

[02:05:05]

>> YEAH. AND I JUST WANT TO SAY THIS. I'M NOT SAYING THIS BECAUSE HE'S SITTING THERE. YOU'RE BLESSED TO HAVE HIM. I PRAISE [INAUDIBLE] ALL THE TIME SO IF YOU'RE LOOKING JUST FROM THE OUTSIDE, TEST SCORES, EVERYTHING THAT [INDISCERNIBLE] BUT WE'VE ACTUALLY DRILLED DOWN ON EQUITY ISSUES, AND THEY HAVE REALLY DONE SOME [INAUDIBLE] THINGS. AND IT WAS BECAUSE OF DR. DRATI AND THE BOARD WORKING TOGETHER TO PUT SOME BOLD THINGS FORWARD. LIKE THE GRADING PRACTICE. I MEAN, I'M GOING TO TELL YOU RIGHT NOW, I'VE WORKED WITH HUNDREDS OF DISTRICTS.

THERE AREN'T A LOT OF DISTRICTS THAT HAVE A GRADING PRACTICE THAT SAYS YOU CANNOT GIVE AN F MORE THAN 50% OF THE TIME.

THAT'S HUGE. BECAUSE THE POWER OF ZERO IS CRITICAL. I MEAN, I'VE HAD KIDS WHO TOLD ME, WHAT SHOULD I TRY? I GOT A ZERO.

THERE'S NO HOPE. BUT THE MORE IMPORTANT WORK IS, THEN, HOW DO YOU IMPLEMENT IT, YOU KNOW, AND I'M BLESSED TO BE ABLE TO WORK WITH [INAUDIBLE] SO I'M SHARING THAT WITH YOU, BECAUSE YOU KNOW, HIGHLY PRIVILEGED COMMUNITY, DIFFERENT WANTS AND NEEDS.

OKAY? AND I'LL TELL YOU THIS. I SAID TO THE HIGH SCHOOL, 5% OF HIGH SCHOOL IS BLACK, SO THEY HAD FOUR STUDENTS THAT WERE IN THE 11TH GRADE THAT HE CAN SEED IN MATHEMATICS. THAT SHOULD BE 25 STUDENTS IF YOU LOOK AT THE PERSONALITY. AND I SAID, SO WE HAVE A PROBLEM NOW. AND THEY ALL ACKNOWLEDGED. SO NOW THEY'RE ADDRESSING THE PROBLEM. SO IT'S THAT KIND OF STUFF THAT WE'RE TALKING ABOUT. AND WE'RE TALKING ABOUT EQUITY. IT'S REALLY ABOUT SERVING THOSE STUDENTS AND HAVING [INAUDIBLE] SO DR. DRATI, THESE ARE GREAT STARTING POINTS.

>> SO THIS IS A STARTING POINT. IT'S SOMETHING FOR YOU TO MULL OVER. THERE'S THE STAFF NORMS FOR BOARD MEETINGS. THIS IS STRICTLY FOR HOW WE CONDUCT OURSELVES AT BOARD MEETINGS.

AND ALSO, IN LEADUP TO THE BOARD MEETINGS. SO THERE ARE SOME THINGS THAT WE NEED TO ADD. IF YOU AGREE WITH IT, I THINK WE CAN BREAK UP INTO TEAMS TO SEE IF THIS MAKES SENSE TO YOU, DID YOU WANT MAKE SENSE TO YOU, OR EVEN IF IT ADDRESSES SOME OF YOUR CONCERNS. SO FOR EXAMPLE, AMY, YOU MENTIONED THAT, YOUR QUESTION WAS HOW DO WE GET ITEMS ON THE BOARD THAT WE'VE ALWAYS WANTED TO DO? MAYBE INCLUDE IN THERE UNDER THE STAFF THAT SOME LANGUAGE THAT SAYS, WE GET TO PUT SOME ON THE BOARD.

>> THERE NEEDS TO BE A PROCESS. >> YEAH.

>> AND THEN SOMETIMES THIS IS JUST SOMETHING AS A REMINDER, MY GOAL IS TO HAVE THIS LAMINATED AND PUT IT IN FRONT OF YOU AT THE DAIS, SO THAT YOU GET TO SEE IT. AND THEN ALSO, IN THE WALL HERE, I NEED TO ALSO EDUCATE ABOUT WHAT THE BOARD MEETINGS ARE, BECAUSE OFTEN, COMMUNITIES DON'T KNOW WHAT IT IS. THEY THINK IT'S A TOWN HALL, AND THAT PUTS US AT A DISADVANTAGE. SO WE'RE GOING TO JUST DEAL WITH THE SESSION AND DESCRIBE IT AND PUT IT UP THERE AND LAMINATE IT FOR PEOPLE TO READ, A DISCUSSION ITEM, WE'RE GOING TO PUT THAT UP THERE, WHAT A RETREAT IS. LIKE TODAY, I GOT A BUNCH OF QUESTIONS. WHAT IS THIS? HOW DO I SPEND WHAT THE RETREAT IS? I WAS HOPING PEOPLE CAME IN THIS ROOM TO SEE WHAT IT IS, BUT THAT TELLS ME I NEED TO ALSO PUT SOMETHING UP THERE SO PEOPLE READ IT. IT COULD BE SOME RULES ABOUT HOW YOU ENGAGE THE BOARD, AND JUST CLARITY. SO LIKE IN THE CLASSROOM. WORD WALLS. HOW TO EDUCATE THE STUDENTS. THIS IS MY CLASSROOM, YOU KNOW? SO I NEED TO EDUCATE THE WHOLE COMMUNITY ABOUT WHAT HAS TAKEN PLACE HERE.

>> IT DOESN'T MEAN WHAT WHATEVER ONES YOU EVENTUALLY DROP, THAT YOU CAN'T CHANGE IT, BECAUSE THAT'S PART OF CONTINUOUS IMPROVEMENT. ARE THEY BE WORKING OR NOT WORKING? WHAT YOU DON'T WANT IS A LIST OF A THOUSAND THINGS, YOU KNOW? YOU

HAVE HEAD START HERE? >> WE DO.

>> HEAD START HAS OVER 700 INDICATORS. IT'S CRAZY HOW MANY [INAUDIBLE] I HAD HEAD START FOR ZERO YEARS. SO I WAS DEEPLY

INVOLVED IN THE STRUCTURE. >> IT'S NOT HEAD START. IT'S

[INAUDIBLE] WITH THE STATES. >> SO YOU DON'T WANT -- THERE'S A KICK LIST. YOU WANT REALLY GOOD THINGS. SO LET'S BREAK INTO THESE THREE HERE, THESE THREE OVER HERE, AND THE STAFF OVER HERE. PAY ATTENTION TO BOTH SIDES, AND THEN MAKE NOTES AND THEN WE'LL COME AND WE'LL FACILITATE, TRY TO COME TO

CONSENSUS. >> AND I'LL WALK AROUND, TOO, FOR CLARIFICATION FOR ANYBODY WHO NEEDS IT.

[02:34:34]

[02:40:24]

>> OKAY. ABOUT ONE MORE MINUTE COME BACK IN THE GROUP. I WILL

[02:41:24]

[02:41:29]

[02:41:37]

[02:41:42]

[02:41:48]

YES. >> I GUESS MY QUESTION ON THE TIME LIMITS IS IT WOULD DEPEND ON HOW MANY MEETINGS WE HAD. SO WE DIDN'T REALLY ANSWER THAT ONE, BECAUSE WE WEREN'T SURE.

>> SO IS THERE CONSENSUS ABOUT PUTTING THAT IN THE PARKING LOT THAT WE HAVE TO REVISIT THAT ONE BASED ON WHATEVER [INAUDIBLE]

>> NO. I THINK IF WE'RE GOING TO HAVE A MEETING, WE'RE GOING TO GO TO TWICE A MONTH. UNTIL WE DO THAT, WE END AT 9:00 P.M.

>> I DISAGREE. >> WE DON'T HAVE CONSENSUS ON THAT ONE, SO WE'RE GOING TO HAVE TO REVISIT THAT ONE. OKAY? SO LET'S PUT A CHECK BY THAT ONE, BEN.

>> OKAY. >> ARE THERE ANY OTHERS THAT WE'RE GOING TO HAVE TO REVISIT THAT PEOPLE CAN'T -- [INAUDIBLE]

>> THERE WAS ONE, THE STAFF NORMS.

>> HOLD THAT ONE FOR A MINUTE. WE'RE GOING TO DO THIS SIDE FIRST, THEN WE'LL GO TO THAT SIDE. ARE THERE ANY ITEMS THAT PEOPLE WANTED TO ADD OR TO ENHANCE OR CLARIFY? I KNOW THERE WAS SOME DISCUSSIONS WE WALKED AROUND.

>> WE WERE THINKING ABOUT PERHAPS MAKING A WAY OF TAKING

ROLL CALL. >> OKAY. YEAH. AND ONE OF THE ITEMS BROUGHT UP HERE, BEN, IS I WOULD SAY WOULD BE AN ITEM FOR FUTURE STUDY WAS HOW TO USE TECHNOLOGY TO ENHANCE THAT EFFICIENCY. SO WE'RE NOT INTERRUPTING PEOPLE. THERE ARE

OTHER SYSTEMS. >> ABC USES A QUEUE SYSTEM.

SOMEBODY WANTS TO SPEAK AND THAT LIGHTS UP, SO THAT PERSON DOESN'T NEED TO INTERRUPT SOMEBODY OR GET IN THE MIDDLE OF

THAT. >> WE HAVE THE SAME TYPE OF SYSTEM AT CSU. IT'S VERY EFFICIENT AND SMOOTH, SO THAT MIGHT BE AN ITEM THAT WE LOOK AT, BECAUSE THERE WOULD BE A TIME ISSUE, BECAUSE WE'D HAVE TO BRING IT BACK. HOW MUCH DOES IT

COST. >> COULD YOU READ THAT AGAIN?

WHAT YOU WROTE DOWN? >> HAVE A ROLL CALL CONSISTENCY

>> CURRENTLY, HOW DO YOU CURRENTLY DO THAT RIGHT NOW IN.

>> IT'S RANDOM. >> IS IT IT'S ROTATING.

>> OKAY. >> AND MAYBE BY LAST NAME. I

WOULD RATHER GO LAST, MYSELF. >> I DON'T KNOW HOW LONG BEACH DOES IT. IF YOU'VE WATCHED LONG BEACH BOARD MEETINGS ON ABC, THEY BOTH DO IT DIFFERENTLY. SOME OF THEM DO MEMBER, MEMBER, BY LAST NAME. THEN IT GOES CLERK, VP, PRESIDENT, AND THAT'S CONSISTENT. AND SOME OF THEM JUST DO ALPHABETICALLY. BUT

IT'S THE SAME ONE EACH TIME. >> IS THERE A PARTICULAR ORDER THAT PEOPLE WANT TO SEE OR THAT PEOPLE MIGHT OBJECT TO? BECAUSE THAT SEEMS SIMPLE TO JUST SAY, YOU ARE GOING TO GET TERMS.

>> I THINK THE RANDOM ORDER. I LIKE THE RANDOM ORDER.

>> OKAY. >> IS MYSELF. THE PRESIDENT

USUALLY GOES LAST. >> OKAY.

>> THAT'S USUALLY VERY CONSISTENT FOR THE PRESIDENT TO

GO LAST. >> BUT EVERYBODY ELSE, EXCEPT FOR NOW THAT WE HAVE A STUDENT BOARD ALWAYS GOES FIRST.

>> CORRECT. >> AND THE PRESIDENT GOES LAST.

[02:45:02]

>> YEP. >> EVERYTHING ELSE IS RANDOM. I

THINK THAT'S VERY FAIR, RANDOM. >> CAN WE LIVE WITH THAT?

ANYBODY OBJECT TO THAT AT ALL? >> I ALSO BELIEVE, THOUGH, THAT IF YOU HAVE CONSISTENCY THAT IT MAKE THE MEETING GO SMOOTHER, BECAUSE I'VE SEEN WHERE PEOPLE ARE WAITING TO HIT THEIR BUTTON, BECAUSE THEY DON'T KNOW WHEN THEY'RE GOING TO BE CALLED, SO I

SEE BOTH WAYS. >> I LIKE THE IDEA, I LIKE HOW IT'S A FAIR PRACTICE OF MEMBER, MEMBER, CLERK, VP, PRESIDENT.

>> I LIKE THAT, TOO. >> MEMBER, MEMBER, CLERK, VP.

>> AND YOU KNOW, THE BEAUTY OF THIS, THESE NORMS RIGHT HERE, IS THE RECOMMENDATION WOULD BE IN SIX MONTHS, YOU DO A SELF-CHECK ARE THEY WORKING? IS IT NOT WORKING? THAT TYPE OF THING.

BECAUSE THE WHOLE IDEA IS ABOUT EFFICIENCY FOR THE MEETINGS, EFFICIENCY FOR PUBLIC INPUT, OR TO MOVE THE SHIP FORWARD. THE BOTTOM LINE IS, AND WE DIDN'T TALK ABOUT THIS, BUT IT'S ALL IN HERE. WE'RE ALL ABOUT ACHIEVEMENT. ALL ABOUT STUDENT ACHIEVEMENT AND GOING BACK TO TO THE MANTRA, WOULD YOU PUT YOUR KID IN THAT CLASSROOM? THAT'S THE IMPORTANT PIECE.

>> SO THEN WHY CAN'T WE TRY 9:00 AS A PILOT? WHY ARE YOU SO OPPOSE AND HAD SO ADAMANT AGAINST THAT IN.

>> FOR THE TIME PIECE? >> YES.

>> ME? >> YES.

>> ME IN. >> YES.

>> I AGREE WITH PRESIDENT GARZA WHEN SHE TALKED LAST MEETING ABOUT BEING ABLE TO HAVE DEBATES AND DISCUSSIONS --

>> YOU CAN STILL PILOT IT. >> AS LONG AS NEEDED FOR WHAT THE DISCUSSION IS LEADING AND GATHERING ALL THE DIFFERENT PERSPECTIVES. AND I'M NOT AGAINST IT, DEPENDING ON IF THERE'S ONE MEETING, TWO MEETINGS. TO SAY 9:00 O'CLOCK, IF WE'RE HAVING ONE MEETING, I DON'T AGREE WITH THAT. IF WE'RE HAVING TWO MEETINGS, I MIGHT AGREE WITH THAT. I DON'T KNOW.

BUT SINCE WE'RE NOT REALLY TALKING ABOUT THAT AND WE'RE WAITING TO SEE, I DON'T REALLY WANT TO COMMENT ON THAT.

>> WHAT I'M HEARING, CORRECT ME IF I'M WRONG, I'M HEARING THAT YOU'RE NOT OPPOSED TO THE TIME LIMIT. JUST BEFORE YOU WANT TO TALK ABOUT THAT, YOU WANT TO TALK ABOUT THE BIGGER STRUCTURE.

>> I'M OPPOSED TO THE TIME LIMIT, BUT I WOULD BE WILLING TO VOTE FOR THAT IF THE WHOLE CONSENSUS OF MY TEAM WAS, I

WOULD VOTE WITH THEM ON THAT. >> SO IN THE PAST WHAT I'VE DONE IN SANTA MONICA-MALIBU, AND SOMETIMES IT FAILED, SOMETIMES IT DIDN'T, IS REALLY WHERE YOU'RE GOING TO PUT AN AGENDA ITEM TO SEE HOW LONG IT WILL GO FOR EXAMPLE, CATHERINE AND I ARE GOING TO COME TOGETHER AND SAY, I'LL ASK THEM, HOW LONG DO WE THINK ITEM IS GOING TO TAKE? 15 MINUTES? SO WE'RE GOING TO BE VERY CONSISTENT WITH WHAT WE'RE GOING TO DO. IT'S MORE OR LESS ABOUT THE RESPONSE FROM THE COMMUNITY AND FROM YOU ALL. SO WE HAVE NOW GUESSED HOW MUCH WE THINK PUBLIC COMMENTS, HOW MANY PEOPLE ARE COMING DEPENDING ON THE SITUATION? HOW LONG DO WE THINK PUBLIC COMMENT IS GOING TO BE? AND THEN HOW LONG DO WE THINK DELIBERATIONS ARE GOING TO BE? WE HAVE TO KIND OF GUESS THAT AND THEN PUT A TIME LIMIT. SO AIM WONDERING IF WE DO THIS.

THIS IS GOING TO HAVE TO BE CHANGED ANYWAY, BECAUSE I HAVEN'T SET THE CALENDAR, YEAR CALENDAR FOR THE RHYTHM YET.

RIGHT NOW I'M LIVING ON STUFF THAT ALREADY EXISTS, YOU KNOW.

WE HAVE -- WHY THESE ARE RIGHT NOW IS JUST BASED ON I GOT TO TRUST THE FACT THAT YOU GUYS HAD SOME KIND OF CONVERSATION ALONG THE WAY TO SAY THESE ITEMS PUT ON THE 19TH ARE HERE. WHEREAS LEADING TO, I'M NOT CLEAR YET. RIGHT? BECAUSE WE'RE IN THE MIDDLE OF IT RIGHT NOW. UNTIL WE GET -- BUT AT SOME POINT, I'M GOING TO STRUCTURE THINGS TO SAY, IN IT A YEARLY BASIS, THIS IS ALL THE TOPICS THAT WE'RE GOING TO TALK ABOUT, AND THEN THAT IS A GOING TO THEN TELL ME, OKAY, DO WE NEED TWO MEETINGS? ONE MEETING? BECAUSE THESE ARE BIG TICKET ITEMS, BECAUSE THESE ARE GOING TO TAKE TIME TO PROCESS THESE THINGS AND ALL THAT. THAT GIVES US THE PICTURE ON IT. SO I THINK FOR NOW, WHY DON'T WE EXPERIMENT, LET'S TRY FOR THE 19TH, LET'S TRY 9:00 O'CLOCK WITH A CAVEAT. IF WE CAN'T GET PAST IT, WE HAVE TO TRUST THE FACT THAT WE CAN EXTEND IT OR SOMETHING. LET'S SEE IF THAT WORKS. AND WE'LL SEE HOW IT FLOWS.

>> EVEN THOUGH THREE OF OUR BOARD MEMBERS DO NOT AGREE WITH

THAT, WE SHOULD TRY IT? >> I'M JUST SAYING RIGHT NOW, YOU HAVE TO AGREE RIGHT -- YOU DON'T HAVE TO AGREE RIGHT NOW.

I'M JUST PROPOSING RIGHT NOW, LET'S TRY THAT FOR ONE MEETING.

>> JUST AS AN ATTEMPT. >> BECAUSE THERE'S A BIGGER THING THAT WE'VE GOT TO CONSIDER. I GO BACK TO WHAT I'M SAYING. THE CADENCE OF THE MEETING, THIS ALL CONNECTS TO WHAT WE'RE TRYING TO ACCOMPLISH IN A YEAR. RIGHT? IN A YEAR.

AND I HAVEN'T INFLUENCED THAT YET. I HAVEN'T HAD A CHANCE TO INFLUENCE THAT YET. ONCE THAT'S DONE, ONCE THAT IS DONE, WE GOT THE I WANT RIMS. WE'VE GOT NEGOTIATION ISSUES. WE'VE GOT THIS, THAT, ALL OF THOSE THINGS THERE'S SOME THINGS THAT I KNOW WE HAVE TO ADDRESS IMMEDIATELY. THERE'S SOME CONVERSATIONS ABOUT WHAT I'M GOING TO NEED TO ENGAGE THE COMMUNITY WITH THAT I NEED TO PRESENT THE COMMUNITY AND YOU ALL FOR YOU TO GIVE ME A BLESSING ON, BECAUSE WITH THAT IS GOING TO BE SOME CONTRACTS.

RIGHT? SO WHETHER THAT OCCURS, IT'S GOING TO TAKE TIME FROM PROCESSING. SO I NEED TO KIND OF PUT ALL THAT TOGETHER. FOR

[02:50:03]

>> DR. DRATI, WE'VE MENTIONED QUITE A FEW TIMES ABOUT THE MORE THAN LIKELY POSSIBILITY OF TWO MEETINGS A MONTH. IS THAT SOMETHING THAT WOULD HAPPEN RIGHT AWAY? I MEAN, I KNOW IT'S NOT A DECISION THAT'S BEEN MADE, BUT IT SOUNDS LIKE THAT'S SOMETHING LIKE WE'RE LOOKING AT TO SCHEDULE OUR MEETINGS, IT MIGHT HASH SOONER THAN LATER. SO LIMITING OUR MEETING RIGHT NOW, THE POTENTIAL OF HAVING MORE THAN EXPECTED MEETINGS FROM THIS ON, WE CAN STILL DO OUR BIDS. RIGHT?

>> YEAH. >> I REQUESTED IT AS AN ADA

ACCOMMODATION. >> AND THE IDEA OF BOARD GOVERNANCE, DR. DRATI WOULD GIVE YOU THE BOARD CALENDAR LIKE IN MAY. SO YOU WOULD HAVE A WHOLE SCHEDULE. LIKE YOU SAID, THERE ARE BIG THINGS THAT THE STAFF HAS TO DO, REQUIREMENTS, AND THEN YOU WOULD HAVE -- AND THE BEAUTY OF THAT IS THAT YOU CAN MODIFY AS NEEDED. YOU MAY NOT NEED TO. YOU MIGHT NEED TWO IN THE WORKSHOP, YOU KNOW? THAT TYPE. IT GIVES YOU GREAT FLEXIBILITY OF THE BEAUTY OF THE CALENDAR AHEAD OF TIME IS THAT YOU ARE IN THE DRIVER'S SEAT BASED ON WHAT'S HAPPENING OUT IN

THE COMMUNITY. >> SO LET ME ASK THIS QUESTION.

JUST RIGHT NOW, WHO WILL BE OPPOSED TO TWO MEETINGS OUT OF THE BOARD, THAT IS? STARTING THIS SPRING AT SOME POINT? NOT THAT WE HAVE TO DETERMINE WHEN TO START THAT. WHO WOULD BE OPPOSED TO TWO MEETINGS? IF WE --

>> LOOKING AT THE STRUCTURE, STARTING THE TIME, ARE WE GOING TO STILL START AT 4:00? [INAUDIBLE] WE DON'T NEED TO

START AT 4:00. >> THAT'S A GOOD QUESTION, TOO.

THAT WOULD MEAN TWO CLOSED SESSIONS AS WELL?

>> YEAH. WE'VE GOT TO HAVE CLOSED SESSION. OTHERWISE, WE WON'T BE ABLE TO DO BUSINESS. I WOULDN'T HAVE NEGOTIATIONS IF I

DON'T HAVE CLOSED SESSIONS. >> RIGHT.

>> AND YOU KNOW THAT'S A BIG TICKET ITEM RIGHT NOW.

>> SO THAT WOULD BE THE SAME START TIME IN.

>> THAT'S WHAT I'M SAYING. IT ALL DEPENDS.

>> YEAH. MOST MEETINGS THAT I KNOW START AT 4:00 O'CLOCK, AT LEAST IN SANTA MONICA/MALIBU. WE OFTEN ENDED AT 10:00. BUT AGAIN, THERE'S SOME SPECIFIC NEEDS HERE.

>> ENDED AT 10:00? SO SIX HOUR MEETINGS?

>> YES. TRUST ME. WE WENT UNTIL 1:00 O'CLOCK DURING COVID.

>> ONCE OR TWICE A MONTH? >> WE GO TWICE A MONTH.

>> SO YOU DO SIX HOUR MEETINGS TWICE A MONTH.

>> AND IN LONG BEACH, CLOSED SESSION WOULD START AT 3:00 O'CLOCK AND OPEN SESSION WAS AT 5:00. SOMETIMES IT WOULD BE 3:30 OR 4:00. JUST DEPENDS ON WHAT WAS ON THE DOCKET. BUT EVERYBODY -- IN LONG BEACH, THE BOARD MEMBERS WOULD GO TO THEIR WORKSHOP, I MEAN THEIR COMMITTEE MEETINGS AHEAD OF TIME ON THAT DAY. THAT'S HOW THEY STRUCTURED IT. BUT THEN THE BOARD MEETING WENT FROM ROUGHLY 5:00 AND USUALLY THAT WAS DONE BY 6:15.

SO NOW THEY GO, LIKE, 5:00 TO [INAUDIBLE]

>> REMEMBER, A PART OF THIS IS BUILDING TRUST WITH THE COMMUNITY, ALSO. EVEN THOUGH WE'RE DISCUSSING THIS, I DON'T KNOW IF ANYBODY IS GOING TO WATCH THE DELIBERATION HERE, YOU KNOW. THEY'RE STILL GOING TO THINK SOMEHOW THINGS AREN'T IN PLACE. SO WE'RE GOING TO DO OUR BEST TO TRY TO EDUCATE PEOPLE ABOUT THE CONTENT AND THE AGENDA. FOR EXAMPLE, THE STAFF IS GOING TO START PASSING SOME INFORMATION THAT THE COMMUNITY PROBABLY HAS NOT SEEN THAT YOU HAVE PRIVILEGED BEFORE. THAT SHOULD HELP A LITTLE BIT. I DON'T KNOW IF WE'RE GOING TO READ THROUGH ALL OF THAT. AT THE SAME TIME, I DON'T THINK IF IT THEY'RE GOING TO UNDERSTAND THAT STUFF RIGHT NOW, BECAUSE I DON'T KNOW IF YOU'VE HAD DISCUSSIONS ON SOME OF THAT STUFF. SO BECAUSE IT IS -- THIS STUFF, AND THE STAFF IS CLEAR, WE HAVE ADOPTED THIS BUDGET AND THESE MOVEMENTS ARE BASED ON APPROVAL OF THIS BUDGET A LONG TIME AGO. BUT THE COMMITTEE DOESN'T REALLY -- IT'S NOT THEMATIC ENOUGH FOR PEOPLE TO FOLLOW SOMETIMES. SO IT'S LIKE IN THE CLASSROOM. YOU GOT A SIX UNIT ASSIGNMENT. IF STUDENTS AREN'T FOLLOWING THE FIRST UNIT FROM WEEK ONE TO WEEK THREE, ALL THE WAY UP TO THIS POINT, NONE OF THIS MAKES SENSE ANYWAY. THEY CAN'T TRACK WHAT HAPPENED HERE. SO THIS IS A CLASSROOM. SAME THING. SO I GUESS MY POINO MEETINGS IF I WAS TO KEEP IT THIS SPRING? AND TO CLEAR THE CLOG OF WHATEVER CLOG EXISTS OUT THERE?

>> I THINK THE THING FIRST TO CONSIDER IS THAT TWO OF US ARE

TEACHERS? >> YES.

>> SO MAKING IT EARLIER THAN 4:00. AND I'M NOT SURE. YOU

CAN CHIME IN. >> I GET THAT PART, YEAH.

>> THAT'S THE ONLY THING. >> YEAH.

>> I THINK MY REQUEST WOULD BE, I MEAN, I'LL SPEAK FOR MYSELF,

[02:55:01]

FOR THE BOARD. >> AND IT'S AN ATTEMPT RIGHT NOW, LIKE I SAID, AS YOU HEARD TODAY, THERE'S NUANCES IN IT BETWEEN BOARD MEETINGS TO MAKE IT AS EFFICIENT AS POSSIBLE.

>> RIGHT. >> AND YOU GUYS WILL BE ABLE TO REPRESENT YOUR CONSTITUENTS IN A FAIRWAY AND THEN IT'S GOING TO BE OUR CHALLENGE TO TRY TO GET THOSE -- I DON'T WANT THE INFRASTRUCTURE OF PARENT GROUPS AND STUFF LIKE THAT LIKE I WANT YET. THAT'S A PART OF THE JOURNEY. AND I THINK THERE'S GOING TO HAVE TO BE, I'M HOPING, A STAFF AND PARENTS, THEY'RE GOING TO HAVE TO DEAL WITH BREAKS THAT I'M WORKING ON THINGS. DON'T EXPECT THIS TO HAPPEN RIGHT AWAY. AS YOU CAN SEE HOW DIFFICULT THIS IS. RIGHT? SO SOMEHOW, SOME WAY, I GOT TO USE SOME OF MY GOODWILL I HAVE RIGHT NOW TO TRY TO TELL PEOPLE TO TRUST ME. IT'S GOING TO COME, BUT GIVE US SOME TIME TO GET PAST IT, BECAUSE THERE IS A LOT MORE NUANCES IN BETWEEN THAT HAS TO HAPPEN FOR THINGS TO BE EFFICIENT AS WE WANT. AND WE DON'T HAVE THE STRUCTURE IN PLACE.

>> ARE THERE OTHER ITEMS THAT PEOPLE WOULD LIKE TO SEE THAT WE

HAVEN'T TALKED ABOUT? >> ONE THING I MENTIONED --

>> LET ME BACK UP. I'LL BE TALKING TO STAFF ABOUT LOOKING AT IT, BUT I MAY COME TO PROPOSE, NOT PROBABLY AROUND FEBRUARY OR MARCH, WHEN WE START, JUST BASED ON WHAT'S ON THE DOCKET. BUT FOR THIS UPCOMING MEETING, BECAUSE I'M TRYING TO GET US MOVED TOGETHER HERE, FOR THIS UPCOMING MEETING, WE'RE GOING TO TRY OUR BEST TO END AT 9:00 O'CLOCK. I THINK WE CAN, BASED ON WHAT YOU SEE THERE, IF IT IT'S A CLOG, WE'LL MAKE A DECISION AT THE DAIS TO MOVE TO 10:00 O'CLOCK.

>> I DISAGREE WITH THAT. AND I APPRECIATE WHAT YOU'RE SAYING, BUT WE WERE TOLD BY COUNCIL THAT WE'RE IN ADA COMPLIANCE.

>> NO, YOU WEREN'T. >> WE'VE ASKED WHAT OTHER THINGS WE COULD DO TO TRY TO MAKE THINGS BETTER, AND I DON'T AGREE WITH TIME LIMITS. SO I JUST WANT THAT ON RECORD FOR ME, AT

LEAST. >> THAT'S FANTASTIC. THE DOJ

WOULD LOVE THAT. >> I DIDN'T SAY I DIDN'T WANT TO ACCOMMODATE. I DO WANT TO ACCOMMODATE.

>> RIGHT, ABSOLUTELY. >> THIS IS WHAT CONSENSUS COMES TO. THIS IS WHERE, REMEMBER, AT THE END OF THE DAY, I'M GOING TO COUNT AND SEE WHERE WE ARE AND I'M GOING TO DO MY BEST TO TRY TO LET EVERYBODY KNOW WE'RE GOING TO TRY TO FIX THIS THING IS WHAT I'M ASKING FOR RIGHT HERE.

>> AND I THINK WHAT YOU SET UP FOR THE NEXT MEETING IS A GOOD PLAN TO SAY, OUR GOAL IS X, BUT IT MAY BE Y. SO TO SAY THAT WE'RE NOT PUTTING A HARD STOP, BUT OUR GOAL IS X. AND AGAIN, DR. DRATI IS SO RIGHT, IS THAT IT'S REALLY ON STAFF TO MAKE SURE THAT THERE'S NO CLOGS IN THE SYSTEM, THAT IT'S EFFICIENT, AND WE'RE BUILDING THE PLANE AS WE FLY IT AT THE SAME TIME,

WHICH IS OKAY. IT'S ALL GOOD. >> AND JUST REMEMBER, I'M SUPPORTING THE TWO VIEWS HERE. I'M NOT SAYING 9:00 O'CLOCK IS HARD FAST THING. I'M SAYING IF WE'RE STUCK, WE'RE GOING TO MAKE A DECISION AT THE DAIS AND SAY 10:00 O'CLOCK. SO I'M NOT SAYING -- UNLESS PEOPLE ARE THINKING 11:00 O'CLOCK WAS A TARGET, I THOUGHT I'M HEARING 10:00 O'CLOCK IS PROBABLY THE TARGET. 19TH COULD POSSIBLY BE 10:00 O'CLOCK BASED ON WHAT I'M SUGGESTING, OR IT COULD END AT 9:00 O'CLOCK IS WHAT I'M

SAYING. >> IF IT'S 9:ZERO FIVE IT'S A WINCH IT'S ALL ABOUT MOVEMENT IN THAT DIRECTION. BUT I HAVE

SOMETHING TO SAY? >> YEAH. I HAD ANOTHER ONE.

BUT JUST TO KIND OF ADD TO THAT, IT MIGHT BE WORST LOOKING AT THAT YOU HAVE TO TAKE A CERTAIN AMOUNT OF BREAKS. MAYBE THAT WOULD BE SOMETHING WE COULD IMPLEMENT IF WE'RE GOING TO TRIAL THAT, MIGHT AS WELL TRIAL THE BREAKS.

>> EXACTLY. EXACTLY. >> BUT THE OTHER THING I WAS GOING TO SAY IS THAT, LIKE, PARLIAMENTARY, WHAT WOULD YOU

CALL IT? >> [INAUDIBLE]

>> YEAH. SO, LIKE, JUST ONE THING I THINK OUR BOARD HAS DONE AND [INAUDIBLE] HASN'T ALWAYS BEEN THIS WAY, BUT BEING A LITTLE BIT MORE FORMAL WITH THE WAY WE ADDRESS OUR BOARD MEMBERS AND HOLD DISCUSSIONS. MADAM PRESIDENT, MY FELLOW BOARD MEMBER STEWART, LIKE BRINGING THAT MORE INTO OUR CULTURE IS

GOING TO BE, I THINK -- >> YOU'RE SO RIGHT. THAT'S SO IMPORTANT, SETTING THE TONE. IT'S ABOUT RESPECT, ABOUT

GOVERNANCE, EXACTLY. >> OKAY. ARE YOU SAYING THAT WE

SHOULD START THIS TIME AROUND? >> I THINK I WOULD SAY IT'S PROBABLY THE NORM AT SOME POINT, SO I DON'T KNOW IF IT'S SOMETHING THAT WE NEED TO REBOOT.

>> OKAY. >> BUT SOMETHING THAT WE CAN ALL AGREE ON AS FAR AS RULES OF ENGAGEMENTS.

>> SO LET'S DO IT THIS WAY. I KNOW THERE'S SOME BYLAWS THAT I'M GOING TO BRING NOT AT THIS BOARD MEETING, BUT THE FEBRUARY BOARD MEETING BYLAWS, CIVIC ENGAGEMENT. SO CONDUCT, YEAH.

[03:00:02]

THE BOARD. >> GREAT.

>> SO LET'S INCLUDE THAT. >> THANK YOU. SO LET'S LOOK AT THE STAFF [INAUDIBLE] FOR BOARD MEETINGS. ARE THERE ANY OTHER THERE THAT FOLKS CANNOT LIVE WITH? THEY'RE NOT GOOD?

>> I HAVE A QUESTION. ON THE SECOND ONE, WERE WE SUPPOSED TO CHOOSE WHETHER WE WANTED THEM DURING OR AFTER?

>> [INAUDIBLE] EYES ARE HORRIBLE NOWADAYS. OKAY. SO THAT'S --

>> WE TOOK IT AS YOU WANTED US TO PICK ONE OR THE OTHER?

>> YEAH. DURING THE PRESENTATION, WE'RE GOING TO ASK, DO YOU WANT US -- DO YOU GUYS WANT TO ASK QUESTIONS NOW OR AFTER? THAT KIND OF THING? SOME PEOPLE LIKE IT AFTER, SO THAT WAY YOU HEAR THE DELIBERATIONS FIRST. SOME PEOPLE, I WANT TO ASK QUESTIONS NOW.

>> DEPENDS ON THE PRESENTATION AND THE AMOUNT OF INFORMATION.

>> YEAH. I THINK A GOOD NORM HAS BEEN MOST PEOPLE HAVE SAID, PLEASE HOLD THE QUESTIONS. HOWEVER, IF THERE IS ONE, JUST TO GIVE YOU THAT FLEXIBILITY AND FOR STAFF TO KNOW, TOO, IF A BOARD MEMBER HAS A POINT, WE HAVE TO ADDRESS THAT.

>> YEAH. SO IT CAN LEAD US TO ANSWER SOMETHING WE MIGHT NOT HAVE CONSIDERED. BECAUSE YOU CAN BE OUT THERE AND SAY, HEY, I WANTED TO ASK SOME QUESTIONS BEFORE YOU GO. YOU MIGHT BE ABLE TO HIT IT WHILE YOU'RE TALKING ABOUT IT. I CAN SEE THAT KIND OF SITUATION. SO THAT WAY, I'VE SEEN SITUATIONS WHERE COMMUNITIES UNDERSTAND WHAT WE'RE DOING SOMETIMES, SO THOSE QUESTIONS ASKED HELPED US PREPARE IN OUR PRESENTATION TO TALK ABOUT SOMETHING THAT I WILL NOT CONSIDER, TO BE CONSIDERED.

SO IF YOU LEAVE THAT FLEXIBILITY [INAUDIBLE] ALLOW FOR HIS THAT.

SO THAT WAY, IT ACTUALLY HELPS SOMETIMES -- IT CAN HELP DISSUADE SOME PEOPLE COMING UP WITH SOME QUESTIONS DOING STUFF AND WE'RE ALREADY READY TO ADDRESS THAT QUESTION YOU ASKED

ME. MAKE SENSE? >> YEAH.

>> ANYTHING THAT PEOPLE WANT TO ADD? THAT THEY THINK IS CRITICAL TO BE MORE EFFICIENT IN THIS SIDE OF THE LIST?

>> THE PROCESS ON HOW BOARD MEMBERS CAN [INAUDIBLE] ITEMS.

* This transcript was compiled from uncorrected Closed Captioning.