Jan 20, 2024 School Board Workshop

[1. CALL TO ORDER IN PUBLIC SESSION]

[00:00:11]

BOARD OF EDUCATION IS CALLED TO ORDER AT 10:05 A.M. WE DO NOT HAVE REQUEST ADDRESSING AGENDA ITEMS. CAN WE PLEASE TAKE ROLL?

>> MS. ARMSTRONG? >> PRESENT.

>> DR. ELHESSEN? >> HERE.

>> MRS. GARZA? MS. STEWART? >> PRESENT.

>> MR. CRIHFIELD? >> PRESENT.

>> ALL RIGHT, JACK, IT'S ALL YOU.

>> NO, NO -- NO, I THINK WE SHOULD. I THINK IT'S A GOOD THING TO DO. I VOTE FOR DR. ELHESSEN.

>> I PLEDGE ALLEGIANCE TO THE FLAG OF THE UNITED STATES OF AMERICA AND TO THE REPUBLIC FOR WHICH IT STANDS ONE NATION UNDER GOD INDIVISIBLE WITH LIBERTY AND JUSTICE FOR ALL.

>> THANK YOU FOR THAT. SO WE'RE GOING TO SKIP THE INSPIRATIONAL MESSAGE UNLESS A BOARD MEMBER WANTS TO JUMP IN. YOU GOT

[3. WORKSHOP: GOVERNANCE HANDBOOK]

SOMETHING? NO. ALL RIGHT. >> GOOD MORNING. SO IN FRONT OF YOU I PUT A LITTLE PACKET OF STUFF. NOTICE WE DON'T HAVE THAT LITTLE BOLDER THING. WE WERE NOT SURE THIS WOULD HAPPEN UNTIL THURSDAY NIGHT. SO NO FOLDERS FROM SACRAMENTO. AND SO HERE ARE THE FOUR THINGS WE'LL TRY TO DO TODAY BECAUSE WE'VE DONE A LOT OF THE WORKS IF YOU'RE THE GOVERNOR. BUT THE UNITY OF PURPOSE OF THE BOARD. AND EXPLAIN ROLES, RESPONSIBILITIES, BOARD OF SUPERINTENDENT, AND THEN CREATE PROTOCOLS FOR EFFECTIVE GOVERNANCE. WHEN THEY GET THAT DONE, IT WILL BE ALL PUT INTO A GOVERNANCE HANDBOOK AND THAT'S WHAT WE WILL BRING BACK TO THE BOARD FOR ADOPTION AT A FUTURE MEETING. OKAY. SO THE FIRST THING I WANT TO SHOW YOU WITH YOUR PACKET IN FRONT OF YOU. I THINK THE FIRST THING I PUT IN ORDER IS SOMETHING CALLED GOVERNANCE PRINCIPLES. THIS IS JUST SOMETHING TO LOOK OVER. IT'S A REMINDER OF WHAT WE TALKED ABOUT IN OUR LAST TWO MEETINGS ACTUALLY. JUST KEEP IN MIND THAT IF WAY WANT TO BE AN EFFECTIVE BOARD, WE NEED TO DO THE THINGS THAT WILL MAKE US EFFECTIVE AND WORK TOGETHER AS A TEAM. OUR BOARD BEHAVIOR MOLDS FOR THE CHILDREN AND THE PARENTS IN OUR DISTRICT. IT DEMONSTRATES THE WAY WE DO THINGS AROUND HERE. AND THE PROTOCOLS ARE THE THINGS WE AGREE TO DO TO MAKE OUR MEETINGS RUN SMOOTHLY AND TO MAKE OUR DISTRICT RUN SMOOTHLY. AND SO I WILL BE GIVING YOU SOME EXAMPLES OF THE PROTOCOLS AS WE GET TO THEM. BUT THE MAIN REASONS FOR THE PROTOCOLS ARE JUST THE DISCUSSION THAT ARE LEADING TO AN AGREEMENT. SO IT IS NOT JUST THE PROTOCOL, BUT THE DISCUSSION AROUND THE PROTOCOL. RESOLVING PROBLEMS BEFORE THEY OCCUR. ORIENTATION FOR NEW TRUSTEES, AND BENCHMARKS AGAINST WHAT CAN BE RATED. AND THAT IS JUST AN ORIENTATION TO THE THINGS WE DID IN THE PAST. NEXT THING IN THE PACKET IS A BEGINNING DRAFT OF YOUR GOVERNANCE HANDBOOK THAT I CREATED FOR YOU. YOU'LL NOTICE I PUT BOTH SETS OF LEADERSHIP BECAUSE WE STARTED UNDER ONE SET, AND WE ARE FINISHING UNDER THE OTHER. IF YOU LOOK AT PAGE TWO, THE TABLE OF CONTENT, YOU'LL RECOGNIZE SOME OF THE THINGS THAT WE ALREADY DID. VALUES, MISSION, VISION. WE DIDN'T COMPLETE THE UNITY OF PURPOSE. WE DID RIGHT WITH WHAT WE WERE MOST PROUD OF AND WHAT WE WANTED TO ACCOMPLISH. YOUR RESPONSIBILITIES, AGREEMENTS TO FACILITATE LEADERSHIP. POSITIVE TEAM CULTURE, AND THEN THE PROTOCOLS WILL BE DONE TODAY.

SO IF YOU LOOK THROUGH THIS, IT'S A FORMAT THAT THEY USE WITH ALL BOARDS. BUT THE CONTENT WILL COME FROM USE. SO FOR EXAMPLE ON PAGE 4, YOU'LL SEE YOUR VISION MISSION, THEORY OF ACTION, AND CORE VALUES. ON PAGE FIVE, YOU'LL SEE SOME OF THE WORK THAT WE DID ON UNITY OF PURPOSE AROUND THE FIVE BELIEFS AND VALUES THAT WERE HELD BY EVERYONE. AND WHAT A UNIFYING PURPOSE IS. WHAT PURPOSES OF IT ARE ON THE BOTTOM OF PAGE FIVE. THEN ON PAGE SIX, THE LIST OF ATTRIBUTES AND THE EFFECTIVE TRUSTEES THAT YOU GENERATED LAST TIME. AND THE ATTRIBUTES OF THE EFFECTIVE BOARD. AND THE

[00:05:02]

AND THEN PAGE NINE ARE THE RESPONSIBILITIES OF BOARD MEMBERS AGAIN NOT FROM YOU. PAGE TEN, YOU'LL NOTICE WHAT WAS EXPLAINED AT THE TOP AND THEN THESE ARE THE THREE THINGS THAT WE'RE GOING TO DO TODAY. WHAT BOARD MEMBERS NEED FROM EACH OTHER TO FULFILL YOUR ROLES. WHAT BOARD MEMBERS WILL NEED FROM THE SUPERINTENDENT BEFORE YOUR ROLES. WHAT THE SUPERINTENDENT WILL NEED FOR THE BOARD TO FULFILL THEIR ROLES. AND SO THAT IS BLANK AS YOU CAN SEE. AND THEN ON 11 IS SOME OF THE AGREEMENTS THAT WE'VE MADE THAT I BROUGHT THEM POSTED AND PUT THEM ON THE WALL THE LAST TIME WITH YOU, SO YOU SHOULD RECOGNIZE THESE. I GUESS AGREEMENTS DURING THE BOARD MEETING. ANY QUESTIONS ABOUT THOSE ON PAGE 11? ON 12 AND 13, WE ALLOW ROOM FOR AS MANY PROTOCOLS THAT YOU WANT TO CREATE, SO IT WILL START ON THE LEFT-HAND SIDE BEFORE THE ISSUE IS AS YOU'RE TRYING TO SOLVE. AND BY THE WAY, WE DON'T HAVE TO TAKE UP TWO AND A HALF PAGES, THAT WE PROVIDE A LOT OF ROOM IN THE FORMAT. OF COURSE, THE FEWER YOU COME UP WITH, THE MORE IT WILL BE DONE TODAY. THAT WOULD BE DONE AFTER YOU TAKE ACTION AT THE BOARD MEETING BECAUSE WE WON'T HAVE IT DONE TODAY. THEN IT WILL COME DOWN AND YOU'LL VOTE ON IT AND THEN YOU WILL EACH SIGN IT, AGREEING TO FOLLOW IT.

THAT'S WHAT YOURS WILL LOOK LIKE. SO THE MAJOR THINGS THAT WE HAVE TO DO AND WHAT I SAID BEFORE ARE THE PROTOCOLS. ANY QUESTIONS ON WHAT WE'RE TRYING TO ACCOMPLISH TODAY? BASICALLY THE BULK OF THE WORK, CAN WE COME DOWN WITH SOME OF THE

WORDS? >> CAN WE COME IN WITH SOME OF

THE THINGS? >> YES. AT THAT BOARD MEETING WHEN IT IS ON THE AGENDA FOR ADOPTION, YOU WILL GO THROUGH IT AND HAVE IT AHEAD OF THE MEETING. THEN YOU CAN SAY THINGS THAT ARE CHANGED FROM IT AND YOUR EXECUTIVE ASSISTANT, EILEEN, WILL BE ABLE TO DO THAT.

>> THANK YOU. AND YOU MENTIONED THE PROPERTY KOHL'S.

>> UNITY OF PURPOSE. THE PURPOSE IS WHAT'S THE BIG UNITY THAT THE BOARD STANDS WITH. WE'LL LOOK BACK ON THAT

AND COME UP WITH ONE STATEMENT. >> OKAY, WE WILL DO THAT TODAY

AS WELL? >> YEAH. YOU CAN SEE IT'S

MISSING. LET ME SEE. >> I THINK THERE'S A BLANK

SPOT IF I COULD FIND IT. >> FOR WHAT THE UNITY OF

PURPOSE IS. >> I THINK THERE IS ONE ON THE

TOP OF PAGE FOUR. >> YES, THERE IT IS. IT DOESN'T LOOK LIKE IT, BUT THERE ARE SOME WORDS IN THERE AND IT IS NOT YOUR UNITY OF PURPOSE, BUT IT IS MORE BROADLY AND IT MAY JUST COME FROM YOUR VISION OR MISSION AND WHATEVER YOU WANT TO CHOOSE TO DO TODAY, BUT THAT'S THE PLACE WE'LL START TODAY IS THE UNITY OF PURPOSE.

>> I HAVE A QUESTION. I KNOW WE TALKED ABOUT COMING BACK TO THE VISION AND MISSION. DO WE HAVE A PLAN ON WHEN WE WANT TO DO

THAT? >> I THINK I WAS THINKING AFTER I'VE COLLECTED ALL THE DATA. I SHOULD BE DONE WITH ALL THE DATA AND INFORMATION BY MARCH. THEN I BRING YOU GUYS IN. AT THAT TIME, WE COULD GO THROUGH THAT PROCESS OF FINE TUNING. I THINK WE MENTIONED LAST TIME WE MIGHT WANT TO SHORTEN THE MISSION VISION AND ALL THAT, AND WHEN WE COME BACK TOGETHER.

>> BY THE WAY, THIS IS A LIVING DOCUMENT THAT YOU COULD CHANGE AT ANY TIME AND REPRINT IT AND EVERY BOARD MEMBER WOULD GET IT. SO YEAH, IF YOU CHANGE ANYTHING IN IT, FEEL FREE TO GO

AHEAD AND CHANGE IT. >> BUT AS WE'RE GOING THROUGH THE EXERCISE AND UNDERSTANDING THE PURPOSE OF THIS AND ALL THAT AND THIS IS JUST A LAUNCH FOR US. EVENTUALLY WE'LL TAKE

[00:10:04]

ON THIS OURSELVES. >> YEAH, OKAY. BY WAY OF REMINDER, LET ME SEE. THIS IS NOT A FULL SCREEN YET. HOW DO WE GET THAT UP ON FULL? AND I'M IN PRESENTER MODE. GARY? WE'RE TRYING A DIFFERENT METHOD THIS TIME. IT WAS FROM MY COMPUTER LAST TIME. NOW IT'S FROM KERRY'S.

THERE YOU GO. OKAY. YOU SHOULD RECOGNIZE THIS AGENDA FROM THE MEETING THAT WE HAD ON -- WAS IT DECEMBER? DECEMBER 8 MAYBE? WENT THROUGH. COME ON. THEY WILL MAINTAIN THOSE NOW IN THE HANDBOOK. WHAT NORMS ARE AND WHY WE WOULD NEED THEM TO DEFINE OUR BEHAVIORS AND HOW WE ARE PERCEIVED BY THE COMMUNITY.

ABOUT THE OPEN MEETINGS ACT AND THE PARLIAMENTS OF THE PROCEDURES AND THE BROWN ACT AND YOU'RE AWARE OF THOSE AND KNOW THAT WE ALL NEED TO CONTINUE TO LEARN ABOUT THE BROWN ACT AS THEY CHANGE AND THE PARLIAMENT TO THE PROCEDURES. SOME TOPICS WE WOULD TALK ABOUT AND THE SAMPLE BOARD AND THE OPERATING PROCEDURES. THAT WE THEN CREATED OURS ON THAT IN THE HANDBOOK. WE REVIEWED AND REVISED THE NORMS AND THE SIDELINES AND THE UNITY OF PURPOSE. JUST TO REMIND YOU WHAT IT IS. IT IS YOUR WHY AS A BOARD. IT IS FOCUSING ON THE OVERARCHING GOALS, VALUES, BELIEFS. IT'S ABOUT BEING UNIFIED, NOT UNIFORMED. YOU DON'T ALL HAVE TO BE THE SAME ON THE BOARD, BUT YOU NEED TO WORK TOGETHER IN A UNIFIED WAY. AND THE REASON FOR THAT IS SO THE COMMUNITY SEES YOU AS UNIFIED AND SEES YOU AS A TEAM.

AND IS WILLING TO FOLLOW THE DIRECTIONS THAT YOU GIVE THEM, THE POLICIES AND THE DIRECTIONS. AND SHARED MORAL IMPERATIVE ACCORDING TO CAMPBELL AND FULLEN HAS TO DO WITH THE WORK OF THE SCHOOL BOARD, THE SUPERINTENDENT, AND THE STRATEGIC INTENTION OF THE DIRECTIVE. WHEN YOU THINK OF THE UNITY OF PURPOSE, AND YOU'RE THINKING ABOUT THE CHANGES, YOU WANT TO MAKE SURE YOUR UNITY OF PURPOSE ACCOMMODATES CONTINUOUS IMPROVEMENT AND CHANGE TO BENEFIT THE STUDENTS. OKAY. AND SO TO REMIND YOU AGAIN, THIS IS WHAT'S IN YOUR GOVERNANCE HANDBOOK, AND IT'S UNDER MODIFICATION. YOU'LL BE CHANGING IT OVER TIME. SO I THINK I SHOWED YOU THE LAST TIME ABOUT THE SCHOOL BOARDS THAT COULD MAKE A DIFFERENCE IN STUDENT ACHIEVEMENT BY FOCUSING ON STUDENT ACHIEVEMENT. AND SO THERE ARE SOME PRETTY POWERFUL RESEARCH THAT SUGGESTS THE MORE TIME ON A BOARD AGENDA THAT THERE ARE DISCUSSIONS AND DECISIONS ABOUT ACHIEVEMENT, IT'S MORE LIKELY THE STUDENT LEARNING AN ACHIEVEMENT WILL IMPROVE. THE LESS TIME SPENT ON THOSE THINGS, LESS LIKELY. AND SO IT IS JUST SOMETHING TO KEEP IN YOUR MIND WHEN YOU'RE THINKING ABOUT YOUR UNITY OF PURPOSE. WHAT DOES IT HAVE TO DO WITH STUDENT LEARNING ACHIEVEMENTS? OKAY. SO WHAT IS OUR UNIFYING PURPOSE? THERE IS NO NEAT LITTLE STRATEGY FOR THIS EXCEPT TO LOOK BACK AT YOUR HANDBOOK AT THOSE THINGS THAT WILL DEAL WITH THE UNITY THAT YOU WOULD HAVE IN YOUR BELIEFS. AND MAYBE THE THREE THAT WERE TOGETHER AND SAY HOW DOES THAT FIT WITH THE PURPOSE OF THE SCHOOL DISTRICT? HOW DOES THAT FIT? HOW DO WE CONTRIBUTE TO THE PURPOSE OF THE SCHOOL DISTRICT? AND SO LET'S OPEN IT UP NOW AND GET SOME IDEAS OUT. AND THE BEST THING TO DO IS FOR ME TO WRITE DOWN SOME OF THE WORDS THAT ARE KEY TO YOU. A FEW MONTHS AGO MY NEW DEPARTMENT CAME UP WITH A NEW VISION AND MISSION AND ALL THE WORDS WE LIKED. AND WE THREW THEM INTO CHATGPT. THEY CAME UP WITH FOUR, FIVE DIFFERENT WAYS. THEN WE WOULD MASSAGE THOSE AND FOUND THE ONE WE LIKE. THAT'S ONE FASCINATING THING ABOUT CHAD. THEY COULD HAVE SOME BENEFITS AS LONG AS YOU DON'T TRY TO PASS IT OFF AS YOUR OWN WORDS.

[00:15:01]

] WHAT'S A SENTENCE OR WORD THAT YOU THINK DESCRIBES THE UNITY OF PURPOSE FOR THE BELLFLOWER UNIFIED SCHOOL

DISTRICT? >> STUDENTS.

>> SUCCESS.

>> SUCCESS.

WEEKS AGO THAT I HAVE SOME HEARING LOSS, SO I'M MISSING

OUT ON WORDS. >> VIGOR.

>> I ACTUALLY NEED TO GET HEARING AIDS NEXT MONTH. I

HEARD SOMETHING ELSE, RIGHT? >> SUCCESS.

>> SUCCESS.

>> DIVERSITY. AND INCLUSION. >> THINK GLOBALLY COMPETITIVE

IT. >> I LIKE SOLUTION ORIENTED.

>> OKAY, WE'VE GOT A LOT OF WORDS THERE. OTHERS MIGHT COME TO MIND. DOES ANYONE HAVE A RECOMMENDATION ON HOW THESE WORDS MIGHT GO TOGETHER TO MAKE SENSE INTO A SHORT STATEMENT OF THE UNITY OF PURPOSE OF THE BOARD? ANYONE WANT TO TAKE A

SHOT AT THAT? >> I THOUGHT WE WERE GOING TO

TRY TO USE CHATGPT. >> DO YOU WANT TO DO THAT?

>> YEAH, LET'S DO IT. >> EILEEN, DO YOU HAVE A CHAT

ACCOUNT? >> YES.

>> CAN YOU BRING IT UP AND FILL THESE WORDS IN?

>> I USE IT FOR MY GRADUATE STUDENTS WHEN THEY ARE HAVING TROUBLE BEGINNING ON AN ARTICLE THEY ARE SUPPOSE TO RIGHT. I SAID WRITE DOWN ALL THE THOUGHTS YOU HAVE ABOUT IT. AND I SAY THAT'S GOOD, THAT'S WHY YOU'RE LOOKING AT IT.

>> I HAVE ONE RIGHT HERE.

THOUGH. I'VE GOT TO TYPE IT IN THERE. I DID ACTUALLY. IN MIDDLE SCHOOL. IT'S PROBABLY ONE OF THE BEST CLASSES I EVER TOOK, TYPING IN MIDDLE SCHOOL. YEAH, YEAH. I CAN GET DOWN.

>> I HAVE SOMETHING. WE CAN PUT DOWN --

>> ANOTHER WORD? >> I WAS THINKING OF THE STATEMENT THAT BELLFLOWER UNIFIED SCHOOL DISTRICT PROVIDES OUR STUDENTS ACADEMIC VIGOR TO BE GLOBALLY COMPETITIVE AND PROVIDE A NURTURING ENVIRONMENT THAT SUPPORTS EQUITY, DIVERSITY, AND INCLUSION TO NURTURE THE WHOLE

CHILD. >> THAT'S PRETTY DARN GOOD.

DID YOU WRITE IT DOWN? >> NO.

>> EILEEN, DID YOU HAPPEN TO GET THAT? NO, YOU'RE DOING

SOMETHING ELSE FOR ME. >> IT'S RECORDED.

>> IS IT RECORDED? >> YEAH.

>> THAT ALMOST USED EVERY WORD, BUT DIDN'T HAVE SOLUTION ORIENTED IN IT OR SUCCESS IN IT.

>> NO, I DON'T REMEMBER. >> THAT'S PRETTY GOOD TO USE

ALL THOSE WORDS. >> ALL RIGHT, SO THIS ISN'T MINE. I'LL JUST PUT THAT ON RECORD. THIS IS CHATGPT. THE BELLFLOWER UNIFIED SCHOOL DISTRICT IS DEDICATED TO NURTURING THE WHOLE CHILD BY PROVIDING AN EQUITABLE AND INCLUSIVE ENVIRONMENT THAT PROMOTES ACADEMIC VIGOR AND SUCCESS FOR ALL STUDENTS. WE STRIVE TO PRODUCE GLOBALLY COMPETITIVE LEARNERS WHO HAVE SOLUTION ORIENTED AND PREPARED FOR COLLEGE, CAREERS AND LIFE. OUR MISSION IS TO BUILD A

[00:20:02]

>> MY GOODNESS, THAT SENT CHILLS.

>> THAT'S PRETTY LONG. >> I WILL TELL IT TO MAKE IT

SHORTER. >> DID IT USE INCLUSION?

>> IT DID, YEAH. >> I CAN TELL IT TO MAKE IT SHORTER AND LET ME SEE WHAT IT COMES OUT WITH.

>> THAT WAS GOOD. I DON'T EVEN KNOW.

>> THIS IS THE REAL THING. A LOT OF PEOPLE ARE FREAKED OUT ABOUT IT, ARTIFICIAL INTELLIGENCE. BUT YOU REALIZE IF YOU TYPE USING WORD PROCESSER, THAT'S ARTIFICIAL INTELLIGENCE THAT PREDICTS YOUR WORDS AND CORRECTS SPELLINGS.

>> COULD WE CHANGE MISSION TO PURPOSE? BECAUSE I THINK THAT'S WHAT WE'RE LOOKING FOR, RIGHT?

>> I ASKED TO MAKE IT SHORTER. SO IF IT IS MISSING ANYTHING.

THE BELLFLOWER UNIFIED SCHOOL DISTRICT FOSTERS GLOBALLY COMPETITIVE STUDENTS BY PROVIDING EQUITABLE AND INCLUSIVE EDUCATION, PROMOTING ACADEMIC VIGOR AND SUCCESS. OUR PURPOSE IS TO NURTURE THE WHOLE CHILD, PREPARING THEM TO EXCEL IN CHILD, CAREERS, AND LIFE BY EMBRACING DIVERSITY, FOSTERING SOLUTION-ORIENTED THINKING, AND BUILDING RESPONSIBLE AND

INFORMED PRODUCTIVE CITIZENS. >> THAT COULD BE REALLY CONDENSED. THE LAST PART COULD BE.

>> NOTHING ABOUT PRODUCTIVE, RESPONSIBLE, OR PRODUCTIVE CITIZENS. SHORTHOLD COBE TAKEN OUT. I LIKE IT SHORTER RATHER THAN LONGER. TO BE IDEAL IF YOUR PURPOSE WAS ON EVERY BOARD AGENDA. SO IT REMINDS PEOPLE HERE IS WHY WE DO THIS. HERE IS WHY WE COME TO BOARD MEETINGS. HERE IS WHY WE MAKE THESE HARD DECISIONS TO KEEP THIS PURPOSE IN MIND. AND SOMETIMES

DISTRICTS USE THEIR MISSION. >> PRESIDENT CRIHFIELD. IF WE JUST READ FROM WHERE IT STARTS SAYING PURPOSE ON, WOULD THAT SUFFICE OR WOULD IT TAKE AWAY SOME OF THOSE IMPORTANT WORDS?

>> LET'S SEE WHAT IT SOUNDS LIKE.

>> OUR PURPOSE IS TO NURTURE THE WHOLE CHILD, PREPARING THEM TO EXCEL IN COLLEGE, CAREERS, LIFE BY EMBRACING DIVERSITY, FOSTERING SOLUTION ORIENTED THINKING, AND BUILDING

PRODUCTIVE CITIZENS. >> I LIKE THAT. THE FIRST HALF HAS MORE. SOMEBODY BUY ME SOME TIME. I'LL TAKE SOME STUFF

OUT. >> THIS SAVED US A LOT OF TIME.

USUALLY THIS PROCESS TAKES AN HOUR. SO CHATGPT, DON'T PAY FOR IT, IT'S FREE. OKAY, SO WE'LL COME BACK TO THAT. WE'LL COME BACK TO THAT BECAUSE WE JUST NEED A LINE THERE, AND THEN WE'LL MAKE SURE WE CAN MODIFY ANY WORDS IN IT THAT YOU WANT TO MAKE SURE THAT ARE IT THERE, SO IT WILL BE SOMETHING THAT EVERYONE AGREES TO AS A PURPOSE OF OUR MEETINGS. OKAY.

LET'S SEE NOW. WE DID THIS ONE ALREADY. WE DID THIS ONE AND THAT ONE. JUST A REMINDER OF THIS, THIS IS THE MAP FOR HIGHLY EIVE GOVERNANCE TEAMS THAT WILL START WITH YOUR INDIVIDUAL GOVERNMENT MINDSET. DID YOU WANT TO SAY SOMETHING?

>> JUST AN IDEA TO START OUT THERE. SO I PUT THE UNITY OF PURPOSE HERE IN TEXT. WE CAN CONTINUE WITH OTHER ACTIVITIES.

BUT MAYBE I COULD JUST PASS THIS AROUND AND THAT GAME OF TELEPHONE, WHERE I WILL JUST PASS IT IF YOU WANT TO ADD THAT. BY THE TIME WE GET BACK, WE CAN READ IT AGAIN.

>> YEAH, JUST A WORD DOCUMENT. KEEP IN MIND THAT WE WANT IT SHORTER. IT'S ABOUT THREE SENTENCES LONG. THEN WE WILL JUST PASS IT ALONG AND EVERYONE WILL ADD, TAKE AWAY, AND JUST NOT EVERYBODY HAS THE COMPUTER RIGHT NOW.

>> NO, I WILL PASS IT ALONG. >> OH, YOU MEAN YOUR COMPUTER?

OKAY. >> AT YOUR OWN TIME.

>> GO AHEAD. >> YOU GOT IT? DO YOU WANT TO

HEAR IT? >> YEAH. I WANT TO CHOOSE ONE OR THE OTHER STATEMENT. I DON'T WANT TO SHORTEN IT.

INAUDIBLE ] BUT THEN I DON'T KNOW, I THOUGHT IT WOULD BE

FUN. >> SO SHOULD WE JUST PAUSE? LET

PEOPLE DO THAT? >> NO, AT YOUR OWN TIME. THEN WHEN IT GETS BACK HERE, WE WILL.

>> JUST AS A REMINDER, DON'T LOSE YOUR INDIVIDUALNESS TO BE ON THE BOARD, BUT YOUR TRANSITION TO WORKING AS A TEAM AND HAVE A TEAM GOVERNANCE MINDSET. THE FIVE RESPONSIBILITIES OF BOARD MEMBERS ARE UP THERE, SETTING THE DIRECTIONS, ESTABLISHING STRUCTURES, ENSURING ACCOUNTABILITY AND DEMONSTRATING COMMUNITY LEADERSHIP. SO THOSE ARE THE FIVE THINGS THEY SAY ARE THE

[00:25:03]

IT'S ALSO IF YOU DO A GOVERNANCE CALENDAR, IT'S ORGANIZED BY THOSE RESPONSIBLE AREAS, SO YOU KNOW EXACTLY WHERE YOU ARE MAKING THE DECISIONS. THE ONLY THING THEY RECOMMEND IS A STUDENT LEARNING AND ACHIEVEMENT THAT SHOULD BE EMPHASIZED BECAUSE WE WILL TEND TO GET DRAWN TO AND SPEND TIME ON THINGS THAT ARE NOT DIRECTLY ABOUT STUDENT LEARNING. SO THE POLICIES AND THE BUILDINGS AND THE HIRINGS, ALL THOSE THINGS THAT THEY RELATE TO STUDENT ACHIEVEMENT, BUT THEY NEED TO KEEP THE FOCUS ON STUDENT LEARNING AND ACHIEVEMENT. AND THEN FINALLY IF YOU PAY ATTENTION TO THE CURRENT TRENDS AND ISSUES, THEN YOU WILL HAVE SUCCESS FOR EACH AND EVERY STUDENT. SO IT'S A THE EFFECTIVE GOVERNANCE ISSUES.

LET'S SEE, THIS IS A REMINDER THAT WE DID THIS LAST TOMB, BUT THAT YOU'RE FOCUSED, YOU COMMUNICATE, YOU HAVE DIGNITY AND RESPECT FOR ONE ANOTHER. YOU GOVERN WITH POLICY STANDARDS AND ETHICS. USE COLLECTIVE RESPONSIBILITY FOR THE BOARD'S PERFORMANCE. AND YOU ENSURE MULTIPLE VOICES IN THE COMMUNITY ARE HEARD. THIS IS A REMINDER THAT WE HAVE TRUST FOR EACH OTHER, RESPECT FOR EACH OTHER. IT IS THE SUPERINTENDENT AS WELL AND FOR EACH ONE OF US IN THIS TEAM. IF WE DON'T HAVE IT, THESE HAPPEN WITH LACK OF COMMITMENT AND AVOIDING THE ACCOUNTABILITY. SO TRUST IS A BIG DEAL AS WE SPEND A LOT OF TIME ON THAT AND SOMETHING THAT WE SEND. BUT LIKE THE CRUMPLED PIECE OF PAPER, IT WILL CRUMPLE UP AND NEVER BE PERFECT AGAIN. SO YOU REALLY NEED TO WORK TO MAINTAIN TRUST AND BE TRUSTWORTHY. OKAY, HONEST CONVERSATIONS. WE WOULD TALK ABOUT THE FACT THAT BODY LANGUAGE IS MORE IMPORTANT THAN THE WORDS YOU USE. AND WE TALKED ABOUT YOUR UNDERSTANDING ROLES, RESPONSIBILITIES. THIS IS JUST A REMINDER AS BOARD MEMBERS, WE ARE VALUE DRIVEN. EVEN THOUGH FOUR OUT OF FIVE OF YOU ARE EDUCATORS. WHEN YOU COME TO THE BOARD TABLE, JUST LIKE WHEN I COME TO THE BOARD TABLE, I'M NOT A FORMER SUPERINTENDENT, I'M NOT A PROFESSOR AT THE UNIVERSITY, I'M REPRESENTING THE VALUES AND BELIEFS OF MY COMMUNITY AND BRINGING THOSE TO THE BOARD MEETING. I'M ALSO NOT SUBSTITUTING MY KNOWLEDGE FOR THE KNOWLEDGE OF THE STAFF AND THE SUPERINTENDENT. EVEN THOUGH I'M AN EDUCATOR. SO THE STAFF AND THE SUPERINTENDENT COME FROM THE SKILL SIDE. THEY ARE HIGHLY TRAINED LIKE YOU ARE AS WELL. THOSE EDUCATORS. AND THEY TALK ABOUT THE ACTION PLANS. THE EVALUATION, THE PROGRESS REPORTS. WHERE WE COME TOGETHER IS AROUND STRATEGIC GOALS AND SUCCESS INDICATORS. AND AS YOU KNOW, WE WILL FIND THOSE IN OUR L CAP PLANS. SO IT'S THE WHAT, WHAT WE DECIDE AS BOARD MEMBERS AND THE HOW COMES FROM THE STAFF. AND MAINTAINING OUR STRATEGIC FOCUS IS THE MAIN THING WE NEED TO DO AS A BOARD.

SO THE UNITY OF PURPOSE SHOULD PROVIDE US WITH THE STRATEGIC FOCUS, SO WE STAY FOCUSED ON WHAT WE SAY WE ARE HERE FOR.

THERE'S THE RESPONSIBILITY OF THE BOARDS. AND AT YOUR PLACE, I'VE GIVEN YOU COPIES OF BOARD POLICY, 2000 AND 2010. AND ALSO A COPY OF THE BOARD POLICY MANUAL. THE 2000 SECTION. THESE ARE YOUR POLICIES. THE REASON I BROUGHT THIS TO YOU IS TO SHOW YOU UNIQUELY IN YOUR DISTRICT, YOU HAVE SUPERINTENDENT RESPONSIBILITIES, DUTIES IN GENERAL, WHICH IS WHAT ALL BOARDS HAVE. BUT YOU ALSO HAVE 21.10 AND DIFFERENT AREAS AND RESPONSIBILITIES FOR EVERY OTHER DISTRICT OPERATION. AND ARE WE ALL AWARE OF THAT? I HAVE NOT SEEN THIS BEFORE, SO SOMEBODY DID A LOT OF WORK IN 2013 AND TO --

>> I'M SORE, WHERE IS THAT AT? >> IT IS IN THE PAPERS THAT I GAVE YOU. IT'S THE FRONT ONES, I BELIEVE. YEAH, THIS ONE RIGHT HERE. SO YOU HAVE RESPONSIBILITIES AS THE SUPERINTENDENT FOR STUDENTS, PERSONNEL, FOR FINANCE, FOR SCHOOL OPERATIONS, FOR COMMUNICATION. AND I KNOW WE BUILT A SUPERINTENDENT EVALUATION SYSTEM FOR THE NEXT YEAR. THAT'S DONE. BUT YOU MIGHT WANT TO THINK ABOUT THESE IN THE FUTURE TO LOOK AT THEM AS BOARD MEMBERS TO SAY IS THERE ANY IN THERE THAT WE WANT THEM TO COLLECT INFORMATION ON.

WE'RE CURRENTLY DOING IT. BUT YOU COULD LOOK AT ALL OF THOSE

[00:30:03]

REMEMBER, POLICIES COULD BE CHANGED AT ANY TIME BY THE BOARDS. THESE POLICIES ARE LITERALLY NOT FROM LEGISLATION.

THEY ARE LITERALLY FROM YOU, DECIDING WHAT YOU WANTED.

BECAUSE THE DESCRIPTION OF SUPERINTENDENT LEGISLATION IS VERY BROAD. IT SAYS ANYTHING DELEGATED BY THE BOARD.

>> ARE THESE POLICIES BECAUSE I KNOW NOT ALL OF OURS ARE

AVAILABLE. ARE ALL THESE? >> YEAH, THEY ARE ON ASSEMBLY.

YOU CAN GO. THAT'S WHERE I GOT THEM.

>> OKAY. >> YEAH. AND I DON'T SEE ANY REASON TO LOOK AT THESE PARTICULAR THINGS, BUT YOU CAN LOOK AT THEM ANY TIME YOU COULD LOOK AT ALL OF THOSE. IF YOU NEED HELP WITH IT, THEY CAN HELP YOU FIND IT. AND SO THE ONLY OTHER ONES THAT I HAVE FOR YOU IS A COPY OF WHAT YOU HAVE FOR 2000, BOARD POLICY 2000 AND 2010. JUST FOR BACKGROUND

INFORMATION. >> OKAY. LET'S SEE. WHERE ARE WE NEXT? OKAY, WE DID THIS IN YOUR HANDBOOK. IT WILL BE THE EFFECTIVE BOARD IN YOUR HANDBOOK. WE SHOWED YOU THAT THING ABOUT PADDLING. WE DID THE MOST PROUD OF. AND NOW WE ARE TO THE STEP OF WHAT DO WE NEED FROM ONE ANOTHER? SO HERE IS HOW THIS WILL GO. THE BOARD MEMBERS ARE GOING TO GATHER AROUND THAT SLIDE RIGHT THERE. THE CHART PAD ONCE WE PUT THAT HEADING ON IT. WHERE ARE MY HEADINGS? HERE THEY ARE. AND YOU'RE GOING TO WRITE DOWN WHAT YOU NEED FROM EACH OTHER FIRST. THERE ARE FELT TIPS UP THERE. RECORD THE THOUGHTS OF OTHERS.

THE SUPERINTENDENT WILL BE WORKING OVER HERE ON WHAT HE

NEEDS FROM THE BOARD. >> SO JUST FOR CLARIFICATION, YOU WANT US AS A BOARD TO MEET AT THIS ONE AND HAVE ONE PERSON WRITE WHAT WE COME UP WITH? THANK YOU.

>> AND MY RECOMMENDATION IS THAT YOU MIGHT START WITH EVERYBODY'S IDEA AND THEN LINE OUT THOSE THAT DON'T HAVE CONSENSUS. YOU CAN ASK THEM TO COME IN AND HELP YOU OUT.

>> HERE IS ONE. >> YEAH. AND THAT'S WHAT YOU

CAN DO. >> YES.

[00:35:23]

>> CAN YOU LOOK UP THE WORD OF COMPROMISE, PLEASE?

>> I DON'T KNOW IF WE WANT TO ADD ANY OF THESE, BUT THE EFFECTIVE TRUSTEES WAS OPEN MINDED, GOOD LISTENER, RESPECTFUL STUDENT CENTER AND USES RESOURCES CORRECTLY. I THINK THAT'S A BIG ONE AND OPEN TO NEW IDEAS. I DON'T KNOW IF WE WANT TO PUT THAT IN THERE. I'M LOOKING TO SEE IF IT MATCHES WHAT THE INTENTIONS ARE. YES, IT SAYS THE BEHAVIOR THAT IS CONTROLLED, CALM, POLITE. THIS IS THE FINISH IN

[00:40:02]

YOU AN EXAMPLE. >> YEAH.

>> I LIKE TO USE THE WORD TRANSPARENT.

THEM OUT. THEY KIND OF TIE IN LIKE YOU WERE SAYING EARLIER.

[00:45:07]

THAT'S THE TRANSPARENCY. >> SHARE INFORMATION. AT LEAST ANSWER YOUR CALL. IT DOESN'T EVEN RESPOND UNTIL MONTHS

LATER. >> RESPONSIVE, YEAH.

FOR EXAMPLE I SAID HAPPY NEW YEAR AND HE RESPONDS THREE WEEKS LATER. GO AHEAD. NO, HE WAS BACK.

HE HAS FIVE BOSSES IF YOU CANNOT RESPOND TO THOSE BOSSES.

THAT'S NOT A VERY GOOD SIGN.

[00:51:36]

THEM THAT THEY DID WITH THIS.

[01:00:42]

[01:00:45]

THANK YOU. OKAY. SO WHO IS REPORTING OUT FOR THE BOARD TEAM? THREE THAT WE CHOSE ENCOMPASSED SOME OF THE ELEMENTS OF THE

OTHERS. >> THAT YOU WANT OPEN COMMUNICATION, OPEN MIND SET AND DECORUM, IS THAT RIGHT? OR IS THE OPEN NOT RIGHT ON COMMUNICATION?

>> WE DIDN'T REALLY KNOW HOW MANY YOU WANTED FIRST. WE DIDN'T KNOW HOW MANY TO INCLUDE.

>> YOU COULD HAVE AS MANY AS YOU WANT. THERE'S NO LIMIT.

BUT YOU WANT TO MAKE SURE YOU HAVE CONSENSUS ON IT. I'M SORRY. I WAS GOING TO GO AFTER AMY.

>> NO, GO, YOU WERE NEXT. >> LIKE WE WERE TALKING ABOUT, AND CORRECT ME IF I'M WRONG, TEAM, BUT COMMUNICATION ALSO HAS TO DO WITH RESPECT AND TRANSPARENCY. I WAS WONDERING IF WE PUT THOSE TOP THREE, CAN WE CLUSTER THOSE THAT WE FEEL AS A TEAM RELATE TO THAT PARTICULAR AREA THAT WE'RE NOT ELIMINATING IT, BUT BEING INCLUSIVE OF IT? WE'RE NOT USUALLY EXCLUSIVE. DOES THAT SOUND GOOD TO EVERYBODY?

>> SO FOR EXAMPLE COMMUNICATION, WE WOULD PUT DOWN GOOD LISTENER. WE WOULD PUT DOWN HONEST AND TRANSPARENT. I WOULD ALSO ADD CONFIDENTIALITY IN THAT.

>> COMMUNICATIONING. THERE IT IS. SO GOOD. I LIKE THAT.

>> NO, I THINK COMPROMISE GOES WITH OPEN MINDSET.

>> COMPROMISE. >> CONSENSUS GOES WITH OPEN

MINDSET. >> I WOULD THINK TRUST AND

COMMUNICATION. >> SAME.

>> SORRY. >> AS WELL AS THE DECORUM.

>> WITH RESPECT TO THE BOARD? >> YEAH.

>> CONSISTENCY. >> ACCOUNTABILITY CAN GO TO DECORUM IN A SENSE BECAUSE WE HAVE TO BE ACCOUNTABLE. WELL,

NO, NO. >> OKAY.

>> I WOULD TAKE COMMUNICATION. AT ALL OF THEM.

>> ACCOUNTABILITY. I THINK YOU HAVE TO PUT EFFORT TO PUT

ACCOUNTABLE. I'M SORRY. >> I WOULD DEFINITELY PUT EFFORT TO DECORUM. I PUT EFFORT TO DECORUM.

>> LET ME ASK THIS. I'M JUST ASKING WOULD YOU WANT TO CIRCLE ACCOUNTABILITY AND THEN PUT EFFORT, PREPARATION, UNDER IT?

>> I WOULD LIKE THAT IDEA. >> THANK YOU.

[01:05:16]

>> TRANSPARENCY, DON'T YOU THINK IT WOULD GO WITH

COMMUNICATION? >> I THINK IT WOULD GO WITH

ACCOUNTABILITY. >> YEAH.

>> THANK YOU.

TEAM EXPECTS. AND MY SUPERINTENDENT IS CONFIDENTIALITY, HONESTY, TRANSPARENCY, RESPONSIVENESS, COMMUNICATION LEADERSHIP, FOLLOWED THROUGH KEEPING TIMELINES AND FOLLOWING FOR DIRECTIVES.

>> YEAH, I THINK THAT'S CLEAR. CAN I ADD ONE IF IT PLEASES THE

BOARD? I WOULD SAY RESOLVE. >> IN WHAT CONTEXT?

>> RESOLVE BECAUSE I MEAN WE ALL KNOW IT AND EVEN FOR US, IT'S NOT ALWAYS EASY TO DO WHAT WE DO AND HAVING THAT STRENGTH AND RESOLVE IS REALLY IMPORTANT. IT KIND OF GOES WITH PATIENCE AS WELL. IF YOU WANT TO CHANGE A WORD, THAT'S FINE.

BUT SOMETHING THAT GOES WITH PATIENCE AND RESOLVE TO GO THROUGH SOME OF THE TOUGH IT PARTS. YEAH, YOU NEED TO BE THE

ROCK. >> THAT IS A PERSONAL

CHARACTERISTIC THOUGH. >> THOSE ARE EXPECTATIONS THAT

WE'RE ASKING OF THEM. >> COULD WE MAYBE ADD PATIENCE?

>> YOU KNOW WHAT, LET ME JUST SAY. I DON'T KNOW. WHEN I HEAR YOU SAY RESOLVE, WHAT I'M THINKING IS THAT HIM BEING OUR LEADER. WHEN HE MAKES THAT DECISION, WE'RE GOING TO HAVE TO TRUST HIM. IT'S THAT DECISION.

>> YEAH. TO BE FRANK. WHEN WE, AS A BOARD I THINK ALSO HAVING THE RESOLVE TO GET THROUGH THE TOUGH PATCHES. I THINK RESOLVE IS FINE.

YEAH. >> YES. OKAY, ANYTHING ELSE? ALL RIGHT, WE'LL WRITE THOSE UP. NOW WE'LL GO OVER WITH THE ASSISTANCE.

TRUST. I THINK THAT'S ESSENTIAL. I THINK YOU HIRED ME AS SUPERINTENDENT. TRUST IS THE FIRST THING I WANT TO PUT UP. I THINK YOU HAD ME AS SUPERINTENDENT ON THE HOW. AND BECAUSE OF MY EXPERIENCE AND WHAT YOU SAW THROUGH INTERVIEW PROCESS. TRUSTING THE FACT THAT I CAN LEAD THIS THING. HONEST COMMUNICATION. BEING FRANK WITH THINGS, NOT HOLDING BACK

[01:10:03]

UNDERSTANDING, RESPECTING THE ROLES. I THINK THE WHAT VERSES THE HOW WILL ALWAYS BE A CHALLENGE. YOU ALL HAVE SOME IDEAS ON SOME THINGS, SUGGESTIONS THAT OBVIOUSLY I'LL TAKE SOME SUGGESTIONS ON THE CONCEPT. BUT ALSO RESPECTED THE FACT THAT THE HOW HAS TO COME FROM THE STAFF. JUST BEING VERY CAREFUL ABOUT I WOULD LIKE TO WORK WITH STAFF ON THIS ISSUE.

IF THAT STATEMENT IS MADE, THAT MEANS YOU'RE GOING INTO THE HOW. ALL RIGHT? BUT STATING THE WHAT, SO WE COULD THEN TALK THROUGH THE HOUSE. AND AFTER THAT, WE WILL EXPRESS TO THE BOARD AND THE WHAT IS STATED AND HOW WE THINK WE COULD TRY TO ADDRESS IT. AND IT DOESN'T MEAN THAT YOU CAN'T HAVE SUGGESTIONS. I THINK IT'S THERE. AND IT COMES DOWN TO THE HOW ISN'T ACHIEVED LIKE THE WAY YOU WANT SPECIFICALLY, HOW YOU WOULD REACT TO THAT IS REALLY THE QUESTION, RIGHT? SO YOU COULD MAKE SUGGESTIONS, BUT IT HAS TO COME FROM THE STAFF BECAUSE WE LIVE IT DAILY, AND WE KNOW CONTACTS, WE KNOW TIMING. WE KNOW HOW STAFF IS FEELING. HOW THEY ARE FEELING.

SO WE ARE RESPONSIVE TO THAT. STUDENT CENTER DECISION MAKING.

I THINK WE TALKED ABOUT THAT EARLIER. OH YEAH. REPRESENT THE DISTRICT AS A WHOLE. EACH OF YOUR INDIVIDUAL AND INDIVIDUAL CONSTITUENTS, AND YOUR JOB, YOUR JOB IS TOUGH. A LOT OF PEOPLE APPROACH YOU ON A LOT OF DIFFERENT THINGS. JUST ALWAYS REMEMBER YOU'RE REPRESENTING THE ENTIRE DISTRICT. IT'S NEEDED. THE WHOLE DISTRICT AS A WHOLE. STUDENT CENTER DECISION MAKING, MEANING THAT OUR FOCUS SHOULD BE ON STUDENT OUTCOME AND ACHIEVEMENTS ON OUR STUDENTS. ISSUES COMING FROM THOSE OUTSIDE OR HISTORICAL CONFLICT. ALL THAT STUFF SHOULD REALLY BE INTO, YOU KNOW, YOU COULD ARGUE, BUT THOSE ARGUES COULD OCCUR IN A APARTMENT, IT DOESN'T NECESSARILY NEED TO BE IN A BOARD MEETING, BUT SHOULD FOCUS ON WHAT STUDENTS ARE DOING. REALLY UNDERSTANDING THAT. AND I THINK ALL OF IT COMES TOGETHER WITH RESPECTING AND HONORING THE ESTABLISHED PROTOCOLS. WE'RE GOING TO TALK THROUGH THE STUFF. WE ARE ACTUALLY GOING TO HAVE AN AGREED UPON PROTOCOL TODAY IN THE HANDBOOK TODAY. IT IS REALLY ABOUT EXECUTING AND RESPECTING IT. AND I THINK THAT'S THE ONLY WAY THAT I THINK WE CAN BE SUCCESSFUL BECAUSE YOU ARE FINE PASSIONATE PEOPLE. WE WANT THE FINE PASSIONATE PEOPLE, THE DIVERSITY OF THOUGHT. THAT'S A GOOD THING. AND THE WAY YOU BRING THAT DIVERSION OF THOUGHT TO COME TOGETHER IS TO MAKE SURE THAT WE ADHERE TO THOSE PROTOCOLS. THAT'S HOW YOU RESPECT EACH OTHER, AND THAT'S HOW YOU RESPECT THE ROLES AS SUPERINTENDENT IN YOUR ROLE. IF YOU FOLLOW THAT, I THINK WE COULD MAKE IT HAPPEN. AND AGREE TO DISAGREE AMICABLY FOR A UNIFIED PURPOSE.

>> I JUST HAD A COMMENT. I'M JUST GOING TO BE HONEST AND OPEN BECAUSE THAT'S WHAT WE'RE SUPPOSE TO BE DOING HERE. I LOVE THIS, AND I LOVE WE'RE CREATING THOSE PROTOCOLS, BUT IT'S STILL HARD FOR ME TO GET THROUGH THESE LIKE TRUST. YOU SAY IT TAKES TIME. SO WE HAVE THESE PROTOCOLS, AND YOU WANT ME TO TRUST EVERYONE WHEN I MAYBE DON'T. BUT THAT'S SOMETHING WE NEED TO STRIVE FOR. YOU KNOW IT'S LIKE A WORK IN PROGRESS. HOW DO YOU WORK THROUGH THAT WITH THE PROTOCOLS AND TRYING TO JUST LEARN NEW PEOPLE? WE HAVEN'T BEEN HERE THAT LONG, YOU KNOW? I DON'T KNOW.

>> IF I CAN REAL QUICK. AND THAT IS KIND OF WHERE MY MIND

[01:15:01]

>> AND ALSO WHEN WE START LOOKING AT STUDENT DATA AND SEEING PROGRESS AND SEEING THINGS LIKE THAT. IN SEEING THE FRUITS OF YOUR LABOR AND WE SEE SUCCESS, WE ARE SUCCESSFUL IN LOOKING AT THE DATA THAT HAVE BEEN CLEARED. WHEN THOSE THINGS COME, I THINK WE'RE GOING TO START TRUSTING EACH OTHER. MORE IMPORTANTLY, YES, WE DON'T TRUST, WE DON'T FULLY TRUST EACH OTHER RIGHT NOW. BUT LET'S TRUST THE WISDOM THAT WE PUT TOGETHER IN THOSE PROTOCOLS. THE TRUSTED WISDOM, THEY USUALLY FOLLOW THAT AND ADHERE TO THAT AND I THINK LITTLE BY LIT ILL, YOU'LL START SEEING HOW WE CAN WORK TOGETHER. AND THAT IS THE GOVERNMENT SYSTEM THAT WE LIVE IN A DEMOCRATIC SOCIETY, AND YOU HAVE REPUBLICANS AND INDEPENDENCE, DEMOCRATS. AT THE END OF THE DAY, WE STILL HAVE TO WORK TOGETHER IN MOVING FORWARD AND BY FOLLOWING THE RULES, YOU KNOW, FOLLOWING THE RULES.

>> AND SO I HAVE A QUESTION. I LIKE WHAT YOU SAID, RESPECT THE DISTRICT AS A WHOLE. MANY OF OUR FELLOW BOARD MEMBERS KEEP SAYING MY CONSTITUENTS. IT DIVIDES THE COMMUNITY AND IT DIVIDES WHAT OUR MISSION IS. MY CONSTITUENTS. IT'S NOT MY CONSTITUENTS, BUT IT'S THE UNIFIED SCHOOL DISTRICT.

PERIOD. WHEN WE RUN AS A WHOLE BOARD, WE RUN FOR OUR COMMUNITY AS A WHOLE. THERE MIGHT BE PEOPLE WHO DON'T SUPPORT US AND THEN COME AROUND AND SAY I NEED YOUR HELP ON SOMETHING. I WON'T SAY I WON'T SUPPORT YOU. YOU'RE NOT ONE OF MY

CONSTITUENTS. >> I THINK THAT'S DIRECTED TO ME. I MEAN MY CONSTITUENTS AS IN ALL OF THEM AND THE PEOPLE THAT WILL COME TO ME A LOT THAT I INTERACT WITH A LOT. SO I'M NOT LIKE SAYING HE HAS HIS, SHE HAS, YOU KNOW, I'M JUST SAYING MY CONSTITUENTS ARE ALL OF THEM AND THE PEOPLE THAT WILL COME IF AND TALK TO ME, AND I GET A LOT OF PEOPLE THAT WILL COME TO

TALK TO ME. >> AND IF I COULD MAKE A QUICK COMMENT. AND PERHAPS WE COULD HAVE WALKED THAT BACK, YOUR STATEMENT, AND FOUND OUT WHAT DO YOU MEAN BY MY CONSTITUENTS INSTEAD OF ASSUMING THAT'S WHAT MS. STEWART WAS SAYING.

THAT PROBABLY COULD HAVE AVOIDED THAT PROBLEM. AND I THINK THAT'S WHAT WE'RE TRYING TO ACHIEVE HERE IS A DON'T ASSUME SOMETHING BEFORE YOU ACTUALLY HAVE THAT CONVERSATION, BUT DO ASSUME GOOD INTENTIONS.

>> SO I THINK THAT COMES DOWN TO THE PURPOSE OF QUESTION.

THERE'S A WAY TO ASK THAT. AND I THINK THERE IS A WAY TO ADDRESS THAT BECAUSE THAT'S A TRUST THING, RIGHT, UNTIL WE COME TO A PLACE WHERE WE TRUST THE OTHERS EVEN MORE. WE'RE NOT THERE RIGHT NOW, BUT IF WE CAN ACTUALLY SAY OKAY, SPECIFICALLY DID YOU MEAN THIS BY THAT? I THINK IF WE DO THAT, IT WILL PROVIDE. SO THAT IS JUST AN EXERCISE THAT WE DO, OKAY. WHAT DID YOU MEAN BY THAT QUESTION?

>> IF I COULD ADD TO THAT AND TO YOUR POINT, WHICH I THINK IS A GREAT POINT. I DO BELIEVE THAT TRUST IS EARNED, NOT GIVEN. AND THAT IS WHERE THE PATIENCE COMES IN. BUT I DO THINK AS WE START SEEING THE FRUITS OF THE LABOR AND WE START SEEING THE SUCCESS BASED ON THE GOOD WORK THAT IS BEING DONE, THAT'S WHERE YOU START TO EARN MORE AND MORE OF THAT TRUST. I DON'T THINK THAT WE NECESSARILY LACK TRUST IN ALL AREAS, BUT THERE'S DEFINITELY PLACES WHERE WE HAVE TO EARN IT, AND THAT'S WHERE THE EFFORT COMES IN. A LITTLE BIT OF PATIENCE. I THINK WE ARE ON TRACK.

>> THANK YOU. I JUST WANTED TO ADD IN LIEU OF THE CONVERSATIONS, YOU KNOW, WE ALSO PROBABLY NEED TO, YOU KNOW, AS REPRESENTING THE COMMUNITY, BE CAREFUL OF THE WORDS THAT WE CHOOSE, YOU KNOW. SO THAT, YOU KNOW, THAT IT WON'T SEND OUT THE WRONG MESSAGE. BECAUSE SEE SOMETIMES PEOPLE WON'T EVEN ASK FOR CLARIFICATION. AT LEAST SHE DID, RIGHT HERE IN THIS CONTEXT RIGHT NOW. LET'S JUST BE CAREFUL. I'M GOING TO SAY THIS BECAUSE IT WAS A CONVERSATION THAT MAYRA AND I HAD, AND WHEN SHE BECAME PRESIDENT, YOU REMEMBER WE HAD THAT CONVERSATION? I WAS LIKE -- WE MADE A CONVERSATION. IT WAS ABOUT THE WORD. YOU KNOW, YOU'RE THE PRESIDENT. LIKE YOU ARE OUR LEADER NOW. I WAS LIKE, YOU KNOW, BE CAREFUL OF YOUR WORDS, AND IT WAS THE WORD MAJORITY. DO YOU REMEMBER? BECAUSE I'M LIKE I'M GOING TO SUPPORT YOU. IT'S NOT ABOUT THE MAJORITY, IT'S ABOUT THE BOARD. SO WE, WE NEED TO BE CAREFUL OF OUR WORDS. AND WHEN

[01:20:04]

>> I AGREE. I THANK YOU FOR THAT COMMENT. I ALSO WANT TO ADD THAT REPEATEDLY THE IDEA OF YOU SAYING INTENTIONS, MY INTENTIONS HAVE ALWAYS BEEN GOOD. AND IN YOUR IMPLICATIONS, THEY ARE SAYING THAT I DON'T HAVE GOOD INTENTIONS. IT IS REALLY OFFENSIVE. AND YOU'VE REPEATED IT SEVERAL TIMES.

>> I'M GLAD YOU SAID THAT. I'M GOING TO LET YOU GO AHEAD.

>> YES, CAN I PLEASE FINISH. YOU REPEATED ON THURSDAY. AND THEN YOU'RE DOING IT AGAIN NOW. AND YOU'VE SAID IT REPEATEDLY. I HAVEN'T REALLY COME UP AND TOLD YOU, WHAT DO YOU REALLY MEAN BY THAT? SO NOW I WOULD LIKE TO KNOW. WHAT DO

YOU REALLY MEAN BY THAT? >> I'M GLAD YOU ASKED ME.

ACTUALLY IT WOULD HAVE BEEN WONDERFUL IF IT HAD NOT BEEN IN PUBLIC, BUT I'LL ADDRESS IT IN PUBLIC. BECAUSE I THINK THAT'S SOMETHING YOU AND I DO HASH OUT, NOT USE THIS TIME TO DO IT. BUT BECAUSE YOU DID BRING IT UP NOW, WHEN I SAY GOOD INTENTIONS, I MEAN FROM EVERYBODY, NOT JUST YOU, NOT JUST ME, NOT JUST ANYONE ONE OF US IN THIS, AROUND THIS TABLE.

THAT'S WHAT IT MEANS. LIKE WE HAVE TO ASSUME THAT IT'S GOOD INTENTIONS WHENEVER WE MAKE THOSE COMMENTS. AND IF WE DON'T, THEN THAT'S WHERE WE GET INTO TROUBLE BECAUSE WE'RE ASSUMING THAT THEY'RE COMING FROM A POSITION THAT WE ARE NOT AGREEING WITH. BUT HAVE THOSE CONVERSATIONS WITH US, AND WE WILL ABSOLUTELY SIT DOWN WITH YOU AND EXPLAIN THAT. THAT DOESN'T MEAN YOU DON'T SEE EYE TO EYE, AND EVEN IF WE DON'T, THAT DOESN'T MEAN THE END OF THE WORLD. I KNOW THAT WE ARE

ALL HERE FOR THOSE KIDS. >> RIGHT.

>> AND IT THIS TYPE OF CONVERSATION COULD EASILY BE

HAD OUTSIDE, JUST YOU AND I. >> ABSOLUTELY. AND I FEEL LIKE IF YOU ARE OFFENDED BY MY WORDS WHEN I'M TALKING ABOUT MY CONSTITUENTS, WHICH CAN BE READ ANY DIFFERENT WAY. I'M NOT GOING TO TABLE EVERYTHING FOR WHAT I THINK THE PUBLIC IS GOING TO THINK. I'M GOING TO BE ME AND I'M GOING TO BE REAL. IF PEOPLE CAN'T ACCEPT THAT, THEY CAN'T ACCEPT THAT.

I'M SORRY. BUT I'M NOT TALKING ABOUT THE WHOLE BOARD WHEN I'M TALKING IN MY BOARD REPORTS. I'M TALKING ABOUT WHAT I DID AND HOW I FEEL. AND I FEEL I'M PRETTY POSITIVE AND MOST OTHERS HAVE TOLD ME THINK THAT. SO I THINK YES, I WILL WORK ON MY WORDS, BUT WORK ON THE WAY YOU READ THINGS TOO BECAUSE I DON'T THINK YOU READ THEM THE RIGHT WAY ALL THE

TIME. >> I'M GOING TO JUMP IN AND JUST REAL QUICK. I WILL SAY THAT I THINK THIS IS A GOOD CONVERSATION. I KNOW IT MAY NOT ALWAYS FEEL THAT WAY, BUT IT'S GOOD. AND I THINK THAT WHEN WE ARE TALKING ABOUT DECORUM, IT'S REALLY IMPORTANT. EVERYTHING WE'VE BEEN SAYING HERE IS REALLY GREAT. ONE THING WE COULD HAVE MORE OF THESE OPEN CONVERSATIONS, AND WE HAVE TO THINK ABOUT HOW WE ARE COMMUNICATING THAT STUFF, WHETHER IT IS OUR VOLUME, OUR TONE, OR OUR BODY LANGUAGE LIKE OUR CHART SAYS. IN ORDER TO BE RECEIVED THE WAY YOU WANT, YOU HAVE TO PRESENT IT IN A RESPECTFUL WAY. AND I MEAN A FEW ADJUSTMENTS, I FEEL WE COULD REALLY GET BETTER AT A LOT OF THOSE THINGS. ONE THING TO WHAT MY COLLEAGUES DO OR SAYS, YOU CAN NEVER SAY THE RIGHT THING TO THE WRONG PERSON. THERE'S THAT QUOTE, AND YOU CAN NEVER SAY THE WRONG THING TO THE RIGHT PERSON. SO I THINK IT REALLY DOES COME FROM WHERE YOU ARE HEARING IT FROM.

BUT YOU HAVE TO, YOU KNOW, BE RESPONSIBLE WITH YOUR WORDS, BUT ALSO KNOW WHAT IT IS YOU'RE LOOKING FOR AND WHAT PEOPLE SAY AND THEN ADDRESS THAT ISSUE. GOOD CONVERSATION, I LOVE IT.

BUT WE SHOULD PROBABLY MOVE ALONG.

>> AND MAYBE I WILL JUST SUGGEST SOMETHING TACTFULLY TACTIFULLY USE. AND ALL THOSE THINGS ARE GREAT. BUT SOMETIMES WE DON'T KNOW HOW TO DO THAT AND SO HOW DO YOU DO THAT? AND THIS IS SOMETHING WE USE ALL THE TIME. AND I NEED YOU TO TEACH OR INSTRUCT OR OPERATE IN THIS WAY AND IT WILL RESULT IN STUDENTS TO ENGAGE IN THESE CONVERSATIONS OR BEHAVIOR. IT WILL PRODUCE THE STUDENT ACHIEVEMENT. SOMETIMES YOU DON'T HAVE EVERYBODY BELIEVING IN THAT, BUT THAT CONCEPT, JUST DO IT ANY WAY AND LET'S SEE THE RESULTS OF IT. AND SO WITH THAT, THEN TACTICALLY ANY TIME SOMEBODY FEELS THEY WERE SLEIGHTED BECAUSE YOU'RE TARGETING ME OR SOMETHING. I THINK TO ME, HAVING THAT CLARITY, HONEST COMMUNICATION AND CLARITY AND PURPOSE HAS TO DO WITH PAUSING THAT SITUATION AND SAYING DID YOU MEAN THIS WITH THAT COMMENT? AND THAT IS ALSO SHOWING POSITIVE INTENTIONS TOO BECAUSE YOU DON'T WANT TO ASSUME THEY SAID SOMETHING TO YOU IN ATTACKING YOU, BUT LET'S JUST GET CLARITY. AND SO TACTFULLY

[01:25:09]

>> SO JUST ONE STATEMENT FOR ALL OF US IS ME, EVERYBODY.

YOU'VE GOT TO REMEMBER WHEN WE PUT OUT A MESSAGE WITH GOOD INTENTIONS. WHEN WE PUT OUT A MESSAGE WITH GOOD INTENTIONS, WE STILL HAVE TO, YOU KNOW, WE DON'T HAVE TO WORRY ABOUT IT, BUT SOMETIME ELSE HAS TO RECEIVE THAT MESSAGE. IT IS HOW THAT PERSON RECEIVES IT IS HOW THAT PERSON IS GOING TO RESPOND. YOU CAN SAY SOMETHING TO ME, BRAD, AND MAYRA AND I MAY HAVE DIFFERENT TAKES ON HOW YOU SAID IT. SO LET'S JUST KNOW FROM HERE ON, WHEN WE SAY SOMETHING, LET'S THINK ABOUT WHAT WE'RE SAYING, HOW WE'RE SAYING IT BECAUSE SOMEBODY HAS TO RECEIVE THAT MESSAGE. WHEN SHE SAYS MY CONSTITUENTS, SHE DOESN'T MEAN MINE, MINE, MINE, LIKE IT'S NOBODY ELSES. AND THAT IS WHAT SHE JUST STATED. SO WE HAVE TO SAY BE CAREFUL WHAT WE SAY, BOTTOM LINE BECAUSE SOMEBODY HAS TO RECEIVE

THAT MESSAGE. >> AND LET ME ADD AN OVERARCHING IDEA TO THIS. EVERYTHING YOU HAVE ON THESE CHARTS IS ASPIRATIONAL. IT IS WHAT YOU WANT. IT IS SOMETHING YOU'RE GOING TO WORK TOWARD. TO THINK JUST BECAUSE WE PUT IT IN THE HANDBOOK, IT'S DONE IS NOT RIGHT EITHER. IT'S ASPIRATIONALLY. YOU'RE SAYING HERE IS WHAT WE WANT. IF WE SLIDE AWAY FROM THAT, WE NEED TO HELP EACH OTHER COME BACK TO THAT. THESE ARE ALL GOOD THINGS ON ALL THESE CHARTS. AND THEY ARE ALL THINGS THAT WE, AS HUMANS, DON'T ALWAYS DO. AND SO WE NEED TO SAY THESE ARE ASPIRATIONAL, THESE ARE WHO WE WANT TO BE AS A BOARD. WE NEED TO CHECK IT OUT WITH THAT PERSON AND FIND OUT. I THOUGHT I HEARD THIS. DID I HEAR THAT OR NOT? AND THE ONLY WAY TO MAINTAIN TRUSTING RELATIONSHIPS AND OPEN COMMUNICATION IS TO FOLLOW UP AND CHECK ON THEM.

AND AS THEY SAID, YOU HAVEN'T COMMUNICATED UNTIL YOU HAVE MADE SURE SOMEONE HEARD THE MESSAGE IS WHAT YOU WANTED TO GET, SO IT IS NOT JUST EASY TO SAY I SAID THAT, BUT WHAT I HEARD WAS THIS. AND THAT'S COMMON TO COMMUNICATION. WE DON'T ALWAYS HEAR WHAT'S INTENDED. BUT IF YOU'RE ASPIRATIONAL, TRYING TO BE HONEST, TRANSPARENT, AND YOU HAVE TO CHECK THOSE THINGS OUT. AS YOU SAID, BRAD, IT'S NOT JUST THE WORDS, IT'S THE BODY LANGUAGE. AND THE NON-VERBAL.

OKAY, SO WE HAVE SOME GOOD ASPIRATIONAL CHARTS. ONE GOOD THING BEING A GOOD BOARD MEMBER, YOU DON'T HAVE TO BE PERFECT THE WHOLE TIME. IT'S A HARD JOB. THERE'S TIMES WHEN PEOPLE IN THE COMMUNITY COME IN YELLING AND SCREAMING AT YOU.

MAYBE SOMETHING YOU DID, IT MAY NOT BE. IT MAY BE SOMETHING THAT WENT ON IN A NEIGHBORING DISTRICT. BUT YOU STILL HAVE TO MAINTAIN A DECORUM, THE WORD THAT YOU USED AS A BOARD TO SHOW THEM THIS IS HOW BOARDS BEHAVE. THIS IS HOW WE WANT TO BE SEEN BY OUR PUBLIC, OUR CONSTITUENTS, OUR STUDENTS ESPECIALLY BECAUSE THEY'RE PAYING ATTENTION TO US BECAUSE WE'RE THE COMMUNITY LEADERS. SO THE THINGS YOU PUT ON THESE PAGES ARE REALLY IMPORTANT. DON'T ASSUME JUST BECAUSE THEY HAVE BEEN WRITTEN DOWN THEY END UP IN A BOOK THAT THEY ARE GOING TO HAPPEN EVERY TIME. THIS IS STUFF WE'RE WORKING ON. THEY ARE ASPIRATIONAL. WE'RE HELPING EACH OTHER GET THOSE THINGS. IT'S COME FROM WHAT YOU HAVE SAID AROUND THE TABLE, AND THAT'S CHECKING OUT WHAT DID YOU SAY AND WHAT DID I HEAR AND HOW DOES IT AFFECT OUR DECISIONS? IT'S LIFETIME WORK FOR BOARD MEMBERS. IT DOESN'T EVER STOP. OKAY. WE'RE GOING TO TAKE A BREAK AT NOON FOR LUNCH. BUT BEFORE THEN, I WANT TO GET ON TO THE NEXT MAJOR TASK WE HAVE. AND THAT IS THE BIG DEAL FOR TODAY. REVIEWING AND REVISING YOUR PROTOCOLS.

NOW I DON'T THINK YOU REALLY HAVE ANY PROTOCOLS IN PRINT, IS THAT RIGHT? BECAUSE I HAVEN'T SEEN ANY. I LOOKED ON THE WEBSITE AND I DIDN'T SEE ANY. IN YOUR PACKET, I HAVE A PAPER THAT LOOKS LIKE THIS. IT'S TOP 30 PROTOCOLS TO CONSIDER. IN ADDITION, LET'S TALK ABOUT WHAT PROTOCOLS ARE. THIS IS A

[01:30:07]

ANY QUESTIONS ABOUT WHAT I WANT YOU TO DO? LOOK AT THE PROTOCOLS, COME UP WITH ISSUES THAT YOU KNOW WHAT'S GOING ON FOR YOU IN THE DISTRICT, AND THAT YOU WANT TO BUILD A COMMON

PRACTICE ON. >> CAN YOU OFFER SOME CLARIFICATION ON THE FIRST ONE? THE SCHOOL BOARD CANDIDATES? IS THAT PRIOR TO COMING IN WITH THE BOARD OR IS IT ONCE THEY

HAVE BEEN ELECTED? >> SOME DISTRICTS HAVE A LOT OF TURNOVER ON THEIR BOARD, SO THEY WANT TO GET TO CANDIDATES BEFORE TAY START THEIR CAMPAIGNS. SO THEY WILL REALLY KNOW WHAT THEY ARE TALKING ABOUT AS OPPOSED TO SAYING THIS IS WHAT'S GOING ON IN OUR DISTRICT, DID YOU KNOW? AND USUALLY IT IS DONE WITH THE BOARD AND THE SUPERINTENDENT OR BOTH. AND IT JUST SOLVES A LOT OF HEADACHES IF THEY DON'T COME IN AND SAY WELL, I'VE HEARD THAT THE DISTRICT IS TEACHING CRITICAL RACE THEORY. SO WE'VE GOT TO STOP THAT, AND I'M RUNNING ON THAT PLATFORM. WELL, HERE IS YOUR CRITICAL RACE THEORY OR NOT? IF THERE IS NOT, THEN YOU WANT TO MAKE SURE THEY ARE ORIENTED TO THAT, SO THEY ARE NOT TELLING STORIES OUT THERE THAT YOU THEN HAVE TO DEAL WITH AS A BOARD. AND THEN ONCE THEY GET ELECTED, IT'S MORE DEEP. AND ACTUALLY WHAT WE RECOMMEND IS WHEN A NEW PERSON COMES ON, THAT YOU ACTUALLY DO

A REVIEW OF THE HANDBOOK. >> ALLOWING THE MAJORITY BOARD

TO SET THE DIRECTION. >> DOESN'T EVERY MAJORITY VOTE

SET THE DIRECTION? >> YES.

>> AND THERE IS SOME BOARDS THAT THEY WON'T EVEN PUT THE ITEM ON THE AGENDA TO BE SURE THEY HAVE A CONSENSUS ON. AND I GUESS THEY WANTED TO HAVE A PROTOCOL THAT SAID NO, WE COULD BRING ONE THAT DOESN'T HAVE A CONSENSUS BEFORE THEY COME TO

THE BOARD. >> AND WHAT ARE YOUR THOUGHTS

ON THAT? >> I DID A STATEWIDE BOARD PRESIDENT'S TRAINING THIS LAST MONTH. ARE WE STILL IN JANUARY? YES, THIS MONTH. AND ONE OF THE BOARD PRESIDENTS SAID OUR SUPERINTENDENT CALLS EACH OF OUR BOARD MEMBERS ASKING HOW THEY WILL VOTE ON THE ITEM. IF HE DOESN'T HAVE 100% VOTE ON IT, HE TAKES IT OFF THE AGENDA. AND I SAID YOU OUGHT TO CHECK WITH YOUR ATTORNEY BECAUSE THAT COULD BE A BROWN ACT VIOLATION.

IT'S A SERIAL MEETING. AND THAT'S WHAT BOARD MEETINGS ARE FOR, FOR PEOPLE TO LEARN ABOUT AN ITEM BEFORE THEY TAKE ACTION ON IT, SO THAT'S THE KIND OF THING. THERE ARE SOME PEOPLE THAT MISTAKENLY BELIEVE AN EFFECTIVE BOARD ALWAYS VOTES TOGETHER ON EVERYTHING, AND THAT'S JUST NOT THE CASE. WHAT IS THE CASE IS REGARDLESS OF HOW YOU VOTED.

>> AND THAT MIGHT BE ASPIRATIONAL IF THEY ARE WORKING ON SOMETHING THAT MEET ALIGN WITH THE MISSION THAT YOU WOULD THINK MOST THINGS WOULD BE A VOTE. BUT TO HAVE IT AS A PROTOCOL THAT JUST SEEMS REALLY ODD.

>> I NEVER BUILT THAT PROTOCOL FOR THAT ONE. AND I HAVE NEVER

REALLY READ IT BEFORE. >> THAT'S INTERESTING.

HERE, WE DON'T NEED TO ADDRESS THEM. FOR EXAMPLE BOARD MEMBER REPORTS AT BOARD MEETINGS, WE'RE DOING THAT NOW.

>> UNLESS YOU WANT TO CHANGE SOMETHING.

>> IF IT IS SOMETHING THAT'S EXISTING, WE DON'T HAVE TO PUT

IT ON? >> AND THE ONLY REASON WHY I'VE SEEN THEM DO THAT, THEY DON'T LIKE THE WAY IT'S BEING DONE, SO THEY WANT TO HAVE A PROTOCOL.

>> AND SO RIGHT NOW, WE ARE AT THE INDIVIDUAL STAGE RIGHTS.

AND SO IT'S FINE. >> OH YEAH.

[01:35:02]

>> YEAH. >> AND THEN WE WILL BUILD THE PROTOCOLS AND THAT AGREEMENT THAT WE WANT. AND WE'LL HAVE TO AGREE WITH THE PROTOCOL. IT SEEMS LIKE THERE MIGHT BE SOME OVERLAP. AND WOULD YOU CONSIDER THE POLICIES.

>> WHEN YOU THINK OF SOMETHING THAT OUGHT TO BE A POLICY THAT WE'LL PUT IT ON THE PARKING LOT. WE'LL JUST DO THE PROTOCOLS. AND SO IF YOU BROUGHT THE PRESIDENT'S ROLE, WE'LL PUT IT ON THE PARKING LOT BECAUSE YOU'LL HAVE A

POLICY. >> IT IS JUST A PROTOCOL AND THEN YOU MAY WANT TO PUT THAT ON THERE TOO. IS THERE AN ISSUE THAT WILL CREATE THE PROBLEMS FOR THIS BOARD OR YOU THINK YOU MIGHT CREATE PROBLEMS FOR THE BOARD? AND THAT IS WHERE YOU WILL NOTICE THAT PAGE. AND THAT I MAY HAVE SAID THIS TO YOU IN A PRIOR MEETING AND I APOLOGIZE, BUT BOARD MEMBERS ARE SHOWING UP AT SCHOOLS BECAUSE THEY WANT TO DO A CLASSROOM VISIT. DID I SAY THAT TO YOU? I DID AND IT FREAKS OUT TEACHERS WHEN THEY DON'T KNOW THE BOARD MEMBER IS COMING.

THAT'S SOMETHING THE BOARDS WILL USUALLY PUT A PROTOCOL AND SAYING THAT THERE SHOULD BE A NOTICE GOING AND WHY AND THAT KIND OF THING. AND THEY JUST SHOWED UP AND POPPED IN THIS MORNING. AND THAT WHOLE THING OF THE BOARD MEMBER CALLING UP SAYING I WOULD LIKE TO HAVE A MEETING WITH YOU. AND I'M SCARED. WHAT IS THIS? TO ASK YOU ABOUT THE LAST BASKETBALL GAME OR SOMETHING LIKE THAT. BUT ANY WAY START WITH THE ISSUE. WE ARE ALL WORKING BACK WARDS IN LOOKING AT THE PROTOCOL AREAS. BUT IF IT'S NOT AN ISSUE, IT WON'T BE A PROTOCOL THAT YOU DEVELOP.

HAS EVERYBODY CHECKED OFF SOME? DO YOU NEED MORE TIME? OKAY, LET'S SEE IF WE HAVE, I'LL USE THIS LIST AND SEE IF WE HAVE SOME THAT PEOPLE ARE RECOMMENDING THAT WE HAVE THE PROTOCOL ON. AND THEN MAYBE THEY WILL GET US UP TO LUNCHTIME. OKAY. WHO WOULD LIKE TO GO FIRST ON PROTOCOL THAT THEY BELIEVE WE SHOULD DEVELOP SOMETHING ON?

>> THEY DON'T ALL HAVE TO BE FROM THE LIST, CORRECT?

>> I'M SORRY? >> THEY DON'T ALL HAVE TO BE ON THE LIST? WE COULD HAVE OTHER ONES?

>> OH YEAH, YEAH, I THOUGHT I SAID THAT, BUT I DIDN'T PROBABLY. YEAH, IT CAN COME FROM ANY ISSUE THAT YOU THINK IS AN ISSUE. WE CAN GET THAT DOWN AND DECIDE.

>> I BELIEVE WE SHOULD HAVE SOME TYPE OF SOCIAL MEDIA ETIQUETTE BECAUSE WE SEEM TO BE HAVING A LOT OF PROBLEMS RIGHT NOW WITH JUST SOCIAL MEDIA THINGS. WE CAN'T CONTROL WHAT PEOPLE WRITE ABOUT US, BUT AMONGST OURSELVES, WE CAN SHOW RESPECT AND NOT, YOU KNOW, SUPPORT IT.

>> THE SOCIAL MEDIA OF BOARD MEMBERS. BECAUSE THE OTHER WOULD BE A POLICY ON SOCIAL MEDIA THAT YOU WOULD USE IT.

AND THOSE WOULD BE YOUR POLICIES BECAUSE WE COULD IMPLEMENT THOSE AND ENFORCE THEM.

>> ARE YOU LOOKING FOR JUST KIND OF AT LEAST THE ONES THAT

[01:40:01]

THROUGH THE NUMBERS? >> YEAH.

>> AND SO I'VE GOT 2, 4, 6, 8, 10.

>> LET'S JUST SAY WHAT THEY ARE.

>> WELCOMING NEW BOARD MEMBERS.

>> AND I WILL JUST CHECK THAT OFF NOW. WHAT WE WILL DO WHEN WE COME BACK IS SAY WHAT'S THE ISSUE, SO I WON'T ASK YOU THAT

NOW. >> ROLE AND RESPONSIBILITIES OF -- WELL ACTUALLY THAT'S -- THAT'S POLICY.

>> WE'LL CHECK AND SEE IF THE POLICY COVERS IT. I DON'T THINK I HAVE COPIES OF THAT. GAR RE, CAN YOU SEE IF YOU CAN

FIND THE POLICY? >> ACTUALLY THAT'S FINE. AS LONG AS IT'S COVERED UNDER THAT. SORRY.

>> THAT'S WHAT I WANT TO SEE. NUMBER SIX.

>> OKAY. >> BRINGING UP NEW IDEAS OR

AGENDA ITEMS. >> OKAY, THAT'S NUMBER EIGHT.

>> AGENDA QUESTIONS ANSWERED BEFORE A MEETING, NUMBER TEN.

>> GOSH, YOU ARE ALL ODD NUMBERS THERE, EVEN NUMBERS.

>> I BREAK IT RIGHT HERE. >> AGENDA QUESTIONS ANSWERED

BEFORE A MEETING. >> OKAY.

>> BOARD MEMBER REPORTS AT MEETINGS.

>> OKAY. >> NUMBER 11.

>> 13, NO, I'M SORRY. OH YEAH, DELIBERATIONS AND DECISION

MAKING AT BOARD MEETINGS. >> OKAY.

>> NUMBER 14, EXPLAINING NO VOTES.

>> OKAY. >> 15, INDIVIDUAL BOARD MEMBER REQUESTS FOR INFORMATION OR MATERIALS.

>> OKAY. >> NUMBER 21, HANDLING CONCERNS AND COMPLAINTS FROM THE COMMUNITY.

>> 25, SPEAKING WITH A COMMON VOICE.

>> OKAY. >> 26, BOARD MEMBER -- NO, NEVERMIND. THAT'S POLICY. 27 --

>> NOT 26? >> NO.

>> MANAGING DIFFICULT TOPICS IN AN ATMOSPHERE OF MUTUAL

RESPECT. >> OKAY.

>> IS THAT IT? >> YEP.

>> I'VE ADDED 31 BY THE WAY, SOCIAL MEDIA ETIQUETTE. SO IF YOU ARE KEEPING TRACK OF SCORES. WHO WANTS TO GO NEXT?

>> I WOULD ALSO LIKE TO HAVE A PROTOCOL ON A RECOMMENDATION THAT BOARD MEMBERS TAKE THE MASTERS AND GOVERNANCE COURSES AND COMPLETE THOSE WITHIN THE FIRST ONE TO TWO YEARS OF THEIR TERMS. I THINK IT IS REALLY IMPORTANT, AND I THINK IT HAS HELPED ME A LOT. SO I THINK IT WOULD BE GOOD FOR OTHER BOARD

MEMBERS AS A RECOMMENDATION. >> OKAY. THAT'S NUMBER 32.

>> ANYBODY ELSE HAVE SOMETHING? >> I WOULD SAY 33, I GUESS.

BOARD TRAVEL AND EXPENSE. >> AND THERE IS NO POLICY ON

THAT? >> NO.

>> WELL ACTUALLY THERE IS S. >> CAN YOU FIND THAT POLICY FOR ME TOO? KARI, NOT CASEY.

>> IS THAT ONE ON HERE? THAT'S NUMBER 15?

>> YEAH. I'VE GOT ANOTHER CHECK ON 15, OKAY. BRAD HAD

THAT AND BEN HAS IT NOW. >> AND ALSO I'M NOT GOING TO REPEAT. SHOULD WE REPEAT WHAT OTHERS HAVE SAID OR JUST GO ON?

>> YOU DON'T HAVE TO. >> PUTTING HANDLING CONCERNS,

COMPLAINTS FROM COMMUNITY. >> IS THAT A NUMBER?

>> 21 AND 22. >> THE OKAY. SPEAKING FOR THE GOVERNANCE TEAM, BOARD DISTRICT.

>> NUMBER? >> 23.

>> THANK YOU. >> BOARD OPINION VERSES

INDIVIDUAL OPINION. >> 24. 25, I GUESS SPEAKING WITH THE COMMON VOICE. THAT'S SIMILAR. AND VISITING SCHOOL

SITES. >> 28.

>> AND THEN 30. SELF-MONITORING THE GOVERNANCE TEAM'S

EFFECTIVENESS. >> THAT'S A LOT OF PROTOCOLS.

OKAY, WHO ELSE HAS SOMETHING THEY WANT TO ADD OR AGREE WITH

OR WHATEVER YOU WANT TO DO? >> I HAVE COMMUNICATION ON MY

GOVERNANCE BOARD. >> IS THAT A NEW ONE?

>> NUMBER THREE. AND DID WE HAVE ROLE AND RESPONSIBILITIES

OF BOARD PRESIDENT? >> WHAT NUMBER IS THAT?

>> WE'LL LOOK AT IT LATER, NUMBER FOUR.

>> WE'LL LOOK AT WHAT WE HAVE. OKAY, LATER.

>> NUMBER FOUR. >> OH THANK YOU. WE DID STUDY SESSIONS. SOME OF THESE WERE REPEATED. I'M NOT GOING OVER

[01:45:04]

THEM. >> OKAY.

>> ADDRESSING CONFLICT AMONG BOARD MEMBERS.

>> NUMBER 17? >> YEAH.

>> GOT IT. ALLOWING THE MAJORITY VOTE TO SET DIRECTION.

>> 18, YES. >> MEETING GUIDELINES FOR BOARDS AND OTHER DISTRICT MEETINGS.

>> OKAY. >> THAT'S NUMBER 19, RIGHT?

>> YES. >> AND ROLE OF BOARD MEMBERS IN

PUBLIC. >> WHAT NUMBER IS THAT?

>> 29. >> THANK YOU.

>> AND SELF-MONITORING OF GOVERNANCE TEAM EFFECTIVENESS.

>> GOT IT. >> MAYRA, DID YOU HAVE

SOMETHING? >> I THINK MOST OF THEM HAVE BEEN COVERED. I'M TRYING TO DOUBLE CHECK. SO IF YOU WOULD LIKE TO GO TO BOARD MEMBER ARMSTRONG.

>> DO YOU HAVE ANY THAT WERE NOT ALREADY CHECKED OFF?

INAUDIBLE ] >> NUMBER 7.

>> PLACING ITEMS ON THE MEETING AGENDA?

>> MHMM. UM -- UM -- >> KARI, CAN YOU SEE IF A BOARD BYLAW IS THERE ON PLACING ITEMS ON THE BOARD MEETING AGENDAS? IT WOULD BE IN THE 9,000S. AND DID YOU HAVE ANYMORE?

>> NO, EVERYTHING ELSE WAS CHECKED OFF.

>> OKAY. >> SORRY, GO AHEAD.

>> I DID FIND TWO THAT WERE NOT.

>> OKAY. >> NUMBER 12, STAFF REPORTS TO

THE BOARD. >> OKAY.

>> AND NUMBER 17. ADDRESSING CONFLICT AMONG BOARD MEMBERS.

>> YEAH, WE HAVE THAT. >> SORRY.

>> AND BRAD, YOU HAD SOMETHING ELSE TO ADD?

>> MAKE SURE IT'S A PART OF THE CONVERSATION, BUT FOR 32, AMY'S -- THAT THE M.I.T. TRAINING. M.I.T., YEAH, I WANT TO EXPAND THAT CONVERSATION TO JUST PROTOCOLS ON TRAININGS, SO

I CAN ADD TO THAT. >> OKAY.

>> IS THAT TRAINING AND CONFERENCES?

>> IT WOULD JUST BE OUR STANDARD TRAINING. AND I HAVE AN IDEA. WE COULD SPEAK ABOUT IT WHEN THAT COMES UP. BUT MORE JUST GETTING EVERY BOARD MEMBER HAD LIKE THIS IS A TRAINING THAT WOULD BE BENEFICIAL FOR THE BOARD. IF EACH ONE OF US FEELS THIS IS SOMETHING WE WOULD WANT FOR THE BOARD, WE WOULD HAVE A PROTOCOL THAT EACH ONE OF US CAN PICK WHETHER IT IS, YOU KNOW, LIKE I WANT TO DO ROBERT'S RULES OF ORDER. I THINK IF WE EACH JUST PICK ONE. I KNOW IT'S A LOT OF TIME, AND WE WOULD ALL HAVE TO AGREE, BUT I WANT TO EXPAND IT TO MAKE IT

MORE. >> SO WHAT I HAVE RECORDED IS 1, 2, 3, 4, 5, ONLY SIX ON THE LIST THAT ARE NOT GOING TO BE COVERED AND THAT'S NUMBER 1, 5, 9, 16, 20, AND 26. AM I

WRONG IN THAT? >> CAN I ASK HAS THIS DISTRICT EVER DONE ORIENTATION OF SCHOOL BOARD CANDIDATES? NO?

HISTORICALLY? >> SO YOU SAID 26 WASN'T ADDED?

THAT WAS ONE OF MINE. >> OH WAS IT?

>> YES. >> I'M GLAD I DOUBLE CHECKED

THAT. >> WOULD THAT HELP YOU GUYS RUN

BETTER? >> AS A FIRST TIME CANDIDATE, IT PROBABLY WOULD HAVE. YES, YOU END UP GETTING INFORMATION FROM WHEREVER YOU CAN, AND YOU DON'T KNOW WHERE THINGS ARE. I MEAN IF IT'S NOT, YOU KNOW, I DON'T HAVE A STRONG OPINION ON

IT. >> WHEN IS THE NEXT BOARD

ELECTION? >> NO.

>> THIS YEAR? >> I JUST WANT TO COMMENT THAT I WAS APPROACHED FIRST ON BY BTA AND A FORMER BOARD MEMBER TO RUN. SO I DON'T KNOW IF IT'S SIMILAR, BUT IT WAS SOMETHING. AND SO IT IS NOT BASICALLY AN ORIENTATION, BUT THEY'RE A PART OF THE DISTRICT ALREADY. AND SO THAT WAS MY

FIRST. >> THAT WAS A SIMILAR EXPERIENCE WITH ME. I THINK THAT'S VERY COMMON. THE TEACHERS WILL KIND OF SEE WHO IS RUNNING AND THEY APPROACHED ME. BUT I FEEL THE DISTRICT DOESN'T REALLY HAVE AN OPPORTUNITY TO KIND OF WEIGH IN. I FEEL SOMETIMES THAT'S HOW YOU MIGHT GET CANDIDATES WITH A REALLY UNBALANCED

[01:50:04]

BECAUSE WHEN YOU START TO DEFEND, IT'S LIKE WHY ARE YOU DEFENDING? SO ANY WAY THAT'S THE ONLY REASON, AND WE'VE DONE THAT NOW FOR MANY, MANY YEARS.

>> I ALSO WANTED TO ASK ARE THERE ANY LOSS THAT WOULD ENCOMPASS THIS PRIOR TO GOING INTO DOING THIS?

>> FOR EXAMPLE I DIDN'T REALIZE THIS UNTIL SEVERAL YEARS AGO.

THAT THE BROWN ACT LAWS APPLY TO PEOPLE ONCE YOU HAVE FILED

PAPERS TO RUN. >> YEAH.

>> A LOT OF BOARD MEMBERS DON'T KNOW THAT AND THEY MEET IN LITTLE TEAMS AND THINGS LIKE THAT AND TALK ABOUT POLICY. BUT THERE ARE LAWS THEY SHOULD KNOW ABOUT. AND ALSO IT IS NEVER TOO EARLY TO TELL HOW THE BOARD SHOULD OPERATE, YOU HAVE TO GET A FEW OTHER PEOPLE TO AGREE WITH YOU YOU CHANGE OUT ANYTHING. DAY ONE, I'M GOING TO DO THIS, BUT NO, YOU'RE REALLY NOT. OKAY. SO WE HAVE A LOT. IT'S ABOUT TIME FOR LUNCH. WHAT I WOULD LIKE US TO DO IS TO PRIORITIZE THE ONES THAT WE NEED TO BUILD NOW. IF WE TRY TO WORK ON ALL OF THIS TODAY, WE WON'T BE DONE BY 3:00. AND WHAT ARE SOME OF THE MOST IMPORTANT ONES THAT YOU'RE DEALING WITH RIGHT NOW THAT WE COULD BUILD TODAY? AND LET ME TELL YOU HOW THE PROCESS WORKS BEFORE WE GO TO LUNCH. WE IDENTIFY WHAT THE ISSUE IS. WE TAKE A LOOK AT A POSSIBLE SOLUTION. AND THEN WHAT I WILL DO, I WILL GO BACK AND CHECK THE LAW, CHECK OTHER EXAMPLES OF PROTOCOLS, AND I WILL WRITE SOME RECOMMENDATIONS TO YOU.

THOSE WILL COME BACK TO YOU RIGHT AWAY. THEN YOU CAN DECIDE HOW TO EDIT THOSE AND WE WILL SEE IF THEY ARE POLICIES ON SOME OF THOSE. AND I FIND THAT'S THE BEST WAY TO DO IT RATHER THAN HAVING EVERYBODY THROW IN THEIR TWO CENTS. WE WILL WORK ON THE LEGAL PERSPECTIVE, SO IT DOESN'T TAKE AWAY THEIR RIGHTS. AND THAT WILL BE A PROTOCOL THAT YOU COULD BEGIN ON. YOU CAN AGREE WITH THAT AND THAT IS WHAT WILL END UP IN YOUR FINAL GOVERNANCE HANDBOOK. WE TRIED TO DO THAT ALL AT ONE TIME, BUT WE SOMETIMES MESS UP BECAUSE WE DIDN'T CHECK A LAW OR SOMETHING LIKE THAT.

>> ALL RIGHT, WITH THAT SAID? . >> OVER LUNCH, THINK ABOUT WHAT THE MOST IMPORTANT ISSUES ARE BECAUSE DEVELOPING 32, 33 MINUS FIVE. SO 28 IT PROTOCOLS WOULD TAKE US A LONG, LONG TIME. .

>> WHEN IS LUNCH SCHEDULED TO BE OVER?

>> 1:00. . >> A ONE-HOUR LUNCH?

>> WE COULD START EARLIER IF YOU WOULD LIKE.

>> I'M GOING TO TAKE A NAP. >> HOW DOES THE BOARD THINK ABOUT TAKING A 30-MINUTE LUNCH? NO, ONE HOUR? OKAY. I UNDERSTAND. THE BOARD WILL NOW RECESS, AND WELCOME BACK. WE ARE NOW RE-ADJOURNED AT 1:00 P.M. TAKE

AWAY. >> OVER THE LUNCH BREAK, THE STAFF DID GREAT WORK. THEY WENT THROUGH AND FOUND POLICIES THAT RELATED TO SOME OF THESE ISSUES. WE WILL BRING THEM SO YOU CAN SEE THEM. IF THEY ARE ALREADY A POLICY, WE DON'T WANT TO BUILD A PROTOCOL THAT WILL VIOLATE IT. I PUT THE PARKING LOT THING UP. INSTEAD OF USING THE PARKING LOT, WE WILL ACTUALLY HAVE A REPORT ON WHERE WE HAVE POLICIES ON THOSE ISSUES. AND THEN, THOSE CAN GO INTO THE POLICY COMMITTEE AND YOU CAN DECIDE IF THEY NEED CHANGING AT SOMETIME OR ANOTHER. THAT IS HOW WE WILL ELIMINATE THESE 33 WE HAVE. WHO

WILL TAKE IT AWAY? >> I AM SORRY. CAN I ADD A PROTOCOL? I KNOW WE WENT THROUGH THIS. I DON'T KNOW HOW I OVERLOOKED IT. CAN WE CONSIDER A PROTOCOL ON COUNSEL?

[01:55:06]

ON HOW WE USE COUNSEL? >> OKAY, USE OF COUNSEL. THAT IS A GOOD PROTOCOL. WE HAVE HAD SITUATIONS WHERE INDIVIDUAL MEMBERS CALL COUNSEL. BIG MISTAKE BECAUSE YOU HAVE FIVE

CALLS AND YOU COULD HAVE ONE. >> I JUST WANT TO CONSIDER IT.

>> WE CURRENTLY HAVE A POLICY ON THAT.

>> LET'S LOOK AT THE ONES WE HAVE. WHICH ONE WILL WE START WITH? ARE YOU DOING IT? I KNOW YOU WENT THROUGH FROM THE TOP AND IDENTIFIED SOME. LET'S GO TO NUMBER THREE. COMMUNICATION.

>> I'M GUESSING WERE ONLY GET THROUGH A SMALL CHUNK OF THESE.

IF THERE IS ONE THAT EACH BOARD MEMBER WANTS TO MAKE SURE THAT WE HANDLE, MAYBE WE CAN PICK ONE AND START WITH THOSE ?

>> THE THING IS, IF WE GET AGREEMENT ON THE ONES THAT ALREADY HAVE POLICIES, WE TAKE THOSE OFF THE LIST. AND THE NEXT STEP IS TO IDENTIFY THE TOP 10 OR FIVE. I JUST WANT YOUR AGREEMENT THAT THIS POLICY DEALS WITH THAT ISSUE. IF IT DOESN'T, IT STATES ON THE LIST. THE FIRST IS 92. SHE JUST OPENED THAT UP. WHICH ONE DID IT CONNECT TO? WHAT NUMBER? NUMBER THREE. COMMUNICATION AMONG GOVERNMENT TEAM MEMBERS.

THE POLICY YOU HAVE IS ON 9005. IT COMES FROM THE STANDARDS AND APPARENTLY YOU REVISED THIS IN FEBRUARY OF 23. YOU PROBABLY REMEMBER LOOKING AT THIS DOCUMENT. YOU STARTED OFF WITH ALL OF THESE IN YOUR POLICY. THAT IS THE FIRST NINE, AND THEN YOU ADDED LANGUAGE. YOU WILL SEE YOU HAVE OTHER LANGUAGE IN THERE. BOTTOM LINE IS, YOU HAVE OTHER LANGUAGE IN

THEIR IN GENERAL. >> CAN WE SCROLL UP?

>> SEE THE LANGUAGE FROM WHERE IT SAYS, ESTABLISH HIGH STANDARDS? THAT IS YOUR LANGUAGE. THE ONES ABOVE THAT COME OUT OF THE STANDARDS. I THINK YOU HAVE THAT. I RECOMMEND WE DON'T TAKE IT ON BECAUSE YOU ALREADY HAVE A POLICY. THANK YOU. NOW, WHAT IS THE NEXT ONE?

>> WHEN WAS THAT AGAIN? I'M TAKING NOTES.

>> IT IS AT THE TOP. FEBRUARY 22ND. LAST REVIEWED. OKAY. THE NEXT IS NUMBER FOUR. YOU HAVE A BYLAW. I NUMBER FOUR IS THE ROLES AND RESPONSIBILITY OF PRESIDENTS AND OFFICERS. THERE IT IS. 2021. THERE, YOU HAVE THAT. AND THIS WAS LAST REVIEWED IN 2013. IT IS A BOARD POLICY AND IT SAYS WHAT THE PRESIDENT DOES. I WOULD RECOMMEND WE DON'T BUILD A PROBLEM PROTOCOL. GO AHEAD AND LOOK AND SEE IF IT'S STILL THE RIGHT ONE BUT WE WOULD NOT DO THAT TODAY. YOU UNDERSTAND MY RATIONALE? WE DON'T WANT A POLICY THAT IS DIFFERENT FROM A PROTOCOL. PROTOCOLS JUST SAY, THIS IS HOW IT IS. YOU ARE OKAY WITH THAT? NEEDS A REVIEW BUT AS A POLICY.

>> CAN YOU SCROLL DOWN? >> AND IF YOU DON'T AGREE, YOU CAN STILL CHANGE IT. POLICIES ARE YOURS. YOU CAN FIX THEM

ANYTIME. >> THIS IS THE CURRENT ONE?

>> YES. IT IS ON YOUR GAMBIT PAGE. I THINK IT IS CALLED

SIMPLY. >> CAN YOU SCROLL DOWN? IT JUST LOOKS DIFFERENT. IT LOOKS DIFFERENT THAN THE LAST ONE.

BOARD APPROVAL DISSOLVING ALL COMMITTEES? IS THIS THE SAME ONE WE LOOKED AT ON THURSDAY? THIS IS NOT THE SAME ON

THURSDAY? >> WHAT WE LOOKED AT WAS A POLICY. ON FORMATION. THAT IS DIFFERENT.

>> OKAY. >> ARE WE IN AGREEMENT? AMY?

[02:00:06]

OKAY. WHAT IS THE NEXT ONE? >> YOUR LUNCHTIME WORK? OKAY.

THAT WOULD BE FIVE? BYLAW 2320. 9320? SIX? OKAY, YOU ARE RIGHT.

9320. HAVE YOU BEEN TRAINED ON HOW TO USE THIS? SO YOU CAN LOOK THINGS UP? IT IS SIMPLE TO USE. IT HAS A TABLE OF CONTENTS AND YOU CLICK ON THE AREA YOU WANT. IT BRINGS IT RIGHT UP. IT IS AVAILABLE TO ALL MEMBERS. OKAY. THAT IS ABOUT MEETINGS AND NOTICES. WHAT DOES IT SAY ABOUT STUDY SESSIONS? USUALLY A STUDY SESSION IS UNDER A SPECIAL MEETING. YES. IF YOU WANT TO ADD ANYTHING, THAT IS PRETTY GENERIC. YOU WOULD DO IT UNDER THIS POLICY. ANYBODY WANT TO ARGUE THAT WE SHOULDN'T? THAT WE SHOULD HAVE A PROTOCOL?

>> ONE QUESTION I HAVE IS, AND IT MIGHT BE COVERED UNDER ROLES OF THE PRESIDENT, BUT STRUCTURE OUR MEETINGS DOING LEWD STUDY SESSIONS. IT SAYS, YOU CAN CALL A SEPARATE SESSION. BUT DURING

CORPORATE SESSIONS -- >> CAN YOU MOVE TO REGULAR MEETINGS? SEE WHAT IT SAYS THERE. IT IS GENERIC. IF YOU WANT TO ADD SOMETHING ABOUT STUDY SESSION, YOU WANT TO ADD IT UNDER REGULAR OR SPECIAL, OR DO BOTH.

>> FRIGHT. OKAY. >> BECAUSE YOU HAVE A POLICY, YOU DON'T WANT TO IN TWO DIFFERENT PLACES BECAUSE IT

MIGHT BE A CONFLICT. >> IS MORE OF AN INITIATIVE TO INCORPORATE STUDY SESSIONS INSIDE OF OUR MEETINGS TO HAVE MORE ROBUST CONVERSATIONS. I DON'T KNOW IF WE WANT TO PUT THAT POLICY. TO INCORPORATE THE INPUT INTO DOING THAT?

>> I COULD SEE A PARAGRAPH UNDER MEETINGS AND SPECIAL MEETINGS. YOU COULD CALL THAT OUT. BASED ON THE NEEDS OF THE

BOARD. >> MAY I RESPECTFULLY SAY, MAYBE WE CAN TALK TO OUR GENERAL COUNSEL? JUST SO THAT WE ARE CROSSING OUR TEAS WITH THAT. AS FAR AS, CAN IT BE

DONE? >> I KNOW IT CAN AS FAR AS ARRANGING THE MEETING. IT IS JUST THE SCHEDULING. YOU KNOW

WHAT I'M GETTING AT? >> WHAT HE IS TRYING TO SAY IS, WE WANT TO TRY INCORPORATE MORE -- FOR EXAMPLE, THIS STRUCTURE HERE. A STUDY SESSION WHERE WE ARE DIVING DEEP INTO ISSUES YOU WANT TO LOOK AT WITH A DEDICATED TIME. ONE OF THE FIRST I WILL BRING IN FEBRUARY IS, DEEP DIVING INTO OUR SPENDING TRENDS WE HAVE. THE STRUCTURE OF THAT WILL BE PRESENTED TO YOU. THE GOAL IS TO SIT AROUND THE TABLE AND LOOK AT THE BUDGET AND YOU CAN HIGHLIGHT THINGS LIKE THAT AND TALK THROUGH. WE WANT TO PUT THOSE OUT STRATEGICALLY SO WE HAVE A DEEPER UNDERSTANDING OF SOME ISSUES THAT ARE MORE COMPLEX. WHETHER STUDENT DATA OR MORE IN DEPTH LOOKING AT FACILITIES. LOOKING AT THE BUDGET.

>> WOULD THAT BE INCORPORATED WITH THE SETTING OF THE AGENDA?

THINKING. IS THAT UNDER -- >> IT IS UNDER MEETINGS.

>> IS THERE ANYTHING UNDER THIS ABOUT THE ITEMS? EITHER IN THIS, OR THE PRESIDENT DESCRIPTION?

>> I REMEMBER SOMETHING WE MENTIONED ABOUT AGENDAS, BUT IT DOESN'T GO INTO DEPTH ABOUT IT.

>> OKAY. BUT IF YOU HAVE A POLICY THE TALKS UNDER THE PRESIDENT OR UNDER ANYTHING ELSE AROUND MEETINGS, THAT IS

[02:05:01]

IS THAT WHAT IS UP? >> I'M NOT SURE IT WOULD BE UNDER THE LIMITS. THE ROLE OF THE PRESIDENT IS TO WORK WITH THE SUPERINTENDENT ON THE AGENDA. I THINK IT IS COVERED

IN THERE. >> THAT IS WHERE I WOULD LOOK.

>> YES. IT IS THERE, BUT IT IS NOT IN DEPTH. IT DOES NOT GIVE VERY DETAILED PARAMETERS. BUT, IT IS THERE.

>> WHAT WE ARE TRYING TO DO IS, THE STRUCTURE THAT I'M TALKING ABOUT IN THE STUDY SESSION, WILL LOOK DIFFERENT THAN THE NORMAL SETTING. WE NEED TO DISTINGUISH REGULAR VERSUS

STUDY SESSION. >> IN ADDITION, THE STUDY SESSION DOES NOT HAVE ACTION ITEMS. IT IS BASICALLY FOR CONVERSATION AND DISCUSSION. AGAIN,

>> I THINK IT IS COVERED. >> OKAY. AGAIN, THAT WOULD BE NUMBER SIX. IS THERE ANOTHER THAT WE HAVE A POLICY FROM THE TOP 30 PROTOCOLS? WE HAVE A POLICY THAT WE DON'T HAVE TO TAKE ON TODAY? YES. SIX AND SEVEN. WE DID SIX. THE NUMBERING GOT A LITTLE OFF. PLACING ITEMS ON THE AGENDA.

THAT IS WHAT WE JUST TALKED ABOUT. WE HAVE A POLICY ON THAT. AND THEN BRINGING UP A NEW IDEAS FOR AGENDAS. AGAIN, WE HAVE A BYLAW ON THAT. AND THEN STAFF REPORTS TO THE

BOARD. >> I AM SORRY. YOU SAID WE HAVE A POLICY ON PLACING ITEMS? I BRING UP A NEW IDEAS?

>> YES. WHERE IS THAT? >> CAN YOU JUMP TO THE LAST PAGE? PLACING ITEMS ON THE AGENDA, IT SHOWS SIX BUT IT IS

SEVEN ON OURS. >> YOU WILL SEE IT ON THAT. IT SAYS BYLAWS REQUIRED. IT DOES NOT SHOW ON HERS. BUT IF YOU LOOK AT YOUR PAPER, IT SAYS BYLAWS REQUIRED. AND APPARENTLY, IT SAID THIS IS THE BYLAW THAT IS UP RIGHT NOW.

>> SPECIAL MEETINGS IS ON THERE.

>> UNLESS I'M MISSING IT, I THINK THE IDEA OF HOW WE BRING NEW BUSINESS TO THE BOARD, AND PLACING ITEMS IS SOMETHING I THINK I WOULD LIKE TO SEE A PROTOCOL DEVELOPED ON.

>> OKAY. THAT IS NUMBER SEVEN. IS THERE ANYMORE THAT YOU HAD ON YOUR LIST THAT YOU THOUGHT HAD POLICIES? THE NEXT ONE DOWN IS STAFF REPORTS TO THE BOARD, RIGHT? 12. WHICH POLICY DID YOU THINK? UP. OKAY. WHAT LINE DID YOU THINK ATTRIBUTED TO THAT?

>> I BROUGHT THIS UP. AND IT IS BECAUSE I WAS THINKING ALONG

[02:10:02]

>> BECAUSE THAT WILL BE DIRECTING STAFF, IT SHOULD BE A POLICY AND NOT A PROTOCOL. THAT IS A PERFECT EXAMPLE. IF IT IS NOT HERE, THIS IS WHERE IT SHOULD BE EMBEDDED. KEEP THE BOARD INFORMED? THE SPECIFICITY IS WHAT I HEAR. AGAIN, YOU WOULD WANT IT HERE BECAUSE IT IS GIVING DIRECTION TO THE SUPERINTENDENT. TO GIVE DIRECTION TO THE STAFF. NOT SOMETHING THAT IS HOW YOU BEHAVE, BECAUSE YOU WILL NOT

GREAT, YOU WILL RECEIVE. >> IS THAT DIFFERENT THAN THE BOARD MEETING? AND YOU BROUGHT UP WHEN WE TALKED ABOUT THE ACTION ITEM IN REGARDS TO HAVING -- DID I HEAR YOU CORRECTLY? YOU WOULD HAVE EACH DEPARTMENT SHOW THE FUNCTION

AND DUTIES? >> NO.

>> CAN YOU RESTATE WHAT YOU SAID?

>> YES. IT IS LIKE AN UPDATE THAT WE HAVE FROM EACH DEPARTMENT. AROUND WE GIVE OUR BOARD REPORT, SO THAT WE ARE -- ASIDE FROM THE MEMO, WE ARE ALSO BEING KEPT IN THE LOOP OF ANYTHING WE HAVE TO CHANGE BETWEEN FRIDAY AND MAYBE THE

NEXT. >> I GET IT NOW.

>> AND THEN WE HAVE MEETINGS ON THURSDAYS. IT DOESN'T HAPPEN EVERY TIME, BUT IF THERE ARE PRESSING ISSUES, THAT WE ARE CONSTANTLY BRINGING UP TO THE SUPERINTENDENT, THE STAFF, AND THE DEPARTMENT IS ABLE TO SPEAK TO IT AND GIVE US MORE DETAIL.

SO WE DON'T ASSUME THAT THERE IS NOT SOMETHING GOING ON. THAT

HER ISSUES ARE NOT ADDRESSED. >> WE MIGHT BE FOCUSED ON SAFETY, OR IN ANOTHER MONTH IT MIGHT BE SPECIAL EDUCATION.

>> I GOT IT. >> IF I CAN ADD TO THE PARTS, THE COUNCILS OR COMMITTEES. I BELIEVE IT WOULD BE A GOOD THING. I KNOW WE HAVE TALKED ABOUT THE PROTOCOL FOR THE COMMITTEES TO HAVE A PROTOCOL WHERE THEY REPORT AS IT RELATES TO THAT. OUR CITIZENS' TASK FORCE. I THINK CERTAIN COMMITTEE SHOULD HAVE A PROTOCOL. THEY SHOULD REPORT ON

THE WORK THEY ARE DOING. >> YES. AND I WANT TO GIVE CREDIT TO AMY BECAUSE OF THE THINGS SHE BROUGHT UP BEFORE.

AND ALSO, I'VE SEEN IT DONE IN OTHER DISTRICTS.

>> BOARD REPORT SHOULD BE A PROTOCOL. I WILL PUT THAT DOWN

IS 35. >> WE NEED TO ADDRESS THE REQUEST. I WONDER IF IT CAN SAY SUPERINTENDENT/REPORTS? SO WE DON'T HAVE A WHOLE SECTION. IT COULD NOT BE A REPORT, IT

COULD BE AN INVITE. >> OKAY. LET'S GO BACK TO THE ORIGINAL SLIDE OF 30 PROTOCOLS. SKEWS ME. 13 IS DELIBERATIONS AND DECISION-MAKING. IS THAT RIGHT? WHAT POLICY DID YOU HAVE BEHIND THAT? THAT IS 91. I THOUGHT THIS WOULD BE EASIER.

>> I AM WONDERING IF JUST ALL OF THE ONES WE THINK OF POLICIES, IF WE CAN LOOK ON OUR OWN AND IF WE WANT TO CHANGE IT, WE BRING IT AND FOCUS MORE ON THE ONES THAT WE KNOW DON'T SO WE CAN CREATE PROTOCOLS? IT'S JUST A SUGGESTION.

>> I THINK THE CONFUSION COULD BE, IT IS REALLY ABOUT THE ISSUES. WHAT ARE WE TRYING TO RESOLVE? AND SOMETIMES THE POLICIES DON'T ADDRESS THE ISSUE. WE CAN TRY THE

SUGGESTION. >> LET'S LOOK AT THE LIST AND NOT LOOK AT THE INDIVIDUAL POLICIES. THEY MAY OR MAY NOT BE PERFECT. THIS IS WHERE YOU WOULD START TO LOOK BEFORE

BUILDING. >> IS IT POSSIBLE TO EACH GET A

[02:15:04]

IT TOO? >> LET'S AGREE THERE IS A POTENTIAL THAT A POLICY WOULD DO THAT AND TAKE THOSE OFF THE TABLE. WE CAN GET TO THE ONES WE REALLY WANT TO GET DONE TODAY. CAN YOU PUT THE LIST BACK UP OF THE 30? MAYBE NOT.

>> I'M FINE DOING IT'S HOW EVER YOU THINK. EVEN IF THERE IS A POLICY, IF THERE IS SOMETHING YOU WANT TO SOLVE, YOU CAN DECIDE WHETHER OR NOT IT IS A PROTOCOL OR A POLICY LATER. ANY ONE OF THESE HAS SOMETHING I WANT TO ADDRESS.

>> LET'S SEE IF SHE CAN GET IT UP RIGHT AWAY. WHILE SHE IS PULLING THAT UP, WHAT MY THINKING IS, IS WE SHOULD NOT TRY TO DEVELOP 30 PROTOCOLS TODAY. WE SHOULD TRY TO DEVELOP THE NUMBER WE HAVE TIME FOR AND START A PROCESS. YOU COULD ALWAYS COME BACK ON YOUR OWN. I WE OUGHT TO HAVE MODELS THAT WILL BE IN YOUR HANDBOOK. WE SHOULD DECIDE ON A NUMBER WE WANT TO BUILD TODAY. AND PRIORITIZE THE TOP. AND BUILD A STRUCTURE AROUND IT. I WILL DRAFT SOMETHING AND GET IT BACK THAT YOU CAN LOOK AT. IS THAT ACCEPTABLE TO EVERYONE? WE ONLY HAVE AN HOUR AND A HALF LEFT ON THE SCHEDULE. LET'S SAY WE ASSUME THAT THE STUFF THE STAFF IDENTIFIED COULD WELL BE ENOUGH FOR THOSE THINGS. AND THEN WE WILL SAY, WHAT IS LEFT AND OUT OF THOSE, WHAT I WOULD LIKE YOU TO DO IS PICK YOUR TOP FIVE. IT DOESN'T MEAN WE WILL DO FIVE. WE MIGHT DO 15. BUT, PICK YOUR TOP FIVE THAT HAS SOME ISSUE ASSOCIATED THAT IS HINDERING THE PERFORMANCE. AND THOSE OTHER PROTOCOLS WE WILL BUILD TODAY. LET'S DECIDE WHICH TO WRITE OFF. NUMBER SIX HAD A POLICY. NUMBER SEVEN HAD A POLICY. OR IT MAY HAVE. NUMBER 12 HAD A POLICY. NUMBER 13. NUMBER 15 MAY HAVE A POLICY. 16

MAY HAVE A POLICY. >> AGAIN, I'M SEEING -- EVEN IF A POLICY IS IN THE GENERAL BALLPARK, A PROTOCOL IS MORE SPECIFIC. AS LONG AS IT FITS, IT IS STILL FINE. THE REASON IS, IT IS LIKE A DELIBERATION DECISION-MAKING. PEOPLE MARK THAT AS SOMETHING THEY WANT TO PROTOCOL, IT DOESN'T MEAN THE POLICY WILL STOP THAT FROM HAPPENING. A PROTOCOL ON HOW WE ADDRESS EACH OTHER ON THE BOARD. THAT IS NOT GOING TO

INTERFERE WITH THE POLICY? >> IT DEPENDS. MY ADVICE IS, START BY LOOKING AT THAT. IF IT DOESN'T DO EVERYTHING, THEN DEVELOP A PROTOCOL. BECAUSE AGAIN, YOU DON'T WANT TWO THINGS ON THE SAME TOPIC SAY DIFFERENT THINGS. AND REMEMBER, I POLICY CAN ALSO HAVE A REGULATION. SO YOU COULD SAY, HERE IS THE POLICY AND HERE IS HOW WE WANT TO IMPLEMENT IT.

THAT WAY YOU HAVE IT ALL IN ONE PLACE. YOU MIGHT WANT TO TALK ABOUT THE OTHER THING. YOU COULD START WITH KNOWING THERE IS SOMETHING THAT ESTABLISHES AND IDENTIFIES THAT IT MAY NOT MEET YOUR NEEDS. IS THAT ALL WE HAD?

>> WE LEFT OFF 18. >> WAS ANYTHING PAST 18?

>> WAS THERE ANYTHING BETWEEN NUMBER ONE AND NUMBER 11 THAT I DID NOT MENTION? ANYTHING ELSE IN THERE? FOUR? IS FOUR THE ROLE AND RESPONSIBILITIES OF THE BOARD PRESIDENT? OKAY. AND THREE IS COMMUNICATION AMONG GOVERNANCE TEAM MEMBERS. OKAY.

THREE, FOUR, SIX, SEVEN, AND WHAT ELSE? NUMBER 11. OKAY.

NUMBER ONE IS ONE WE ARE NOT GOING TO TAKE UP. NUMBER 11.

[02:20:07]

>> I'M CURIOUS. SO WERE SAYING THAT NINE DOES NOT HAVE A

POLICY? >> NO, WE ARE SAYING THAT NINE DID NOT HAVE ANY BOATS. WHEN I WENT AROUND THE TABLE AND ASKED FOR BOATS, NINE DID NOT GET ANYWAY.

>> WE SAID THERE IS A POLICY FOR NUMBER ONE BUT WE WERE

GOING OVER THAT WHEN EITHER? >> RIGHT. IT WAS NOT ON THE

LIST. >> LOOKING AT THE DEVELOPMENT OF PROTOCOLS, IF I'M HEARING YOU CORRECTLY, IT WOULD BE 19? IS ON THE TABLE TO DISCUSS? LET'S START AT THE TOP. NUMBER TWO. NUMBER EIGHT. NUMBER 10. NUMBER 14. NUMBER 19. 21 THROUGH THE END. BELIEVE? CHECK THAT OFF. BACK AGAIN. HERE'S WHAT I WANT YOU TO PRIORITIZE. ONE, EIGHT, 10, 14, 19, 21, 22, 23 , 24, 25, 28, 29, 30, AND ALL THE REST. HOW MANY IS THAT?

>> DID YOU SAY ONE? >> I DID NOT SAY NUMBER ONE.

>> 28 THROUGH 35. >> I THINK YOU SAID ONE BUT DID

YOU MEAN TWO? >> I DID SAY TWO. I SAID WE DID NOT HAVE ONE. HOW MANY DO WE HAVE? 18. WE HAVE 18. AS A POSSIBILITY YOU CAN PICK YOUR TOP FIVE OR 10? THOSE ARE YOUR

CHOICES TODAY. >> LET'S DO TOP FIVE.

>> OKAY. MY RECOMMENDATION NUMB OR JUST PUT A CHECK MARK OR WHATEVER.

ABOUT THAT, ISN'T THERE? CIVIC THERE IS A POLICY ON CONTACT

WITH COUNSEL. >> ISN'T THERE ONE ON TRAVEL? THAT WOULD TAKE 33 OFF THE TABLE AS WELL.

>> WHAT POLICY NUMBER IS THAT? ON TRAVEL?

[02:25:12]

>> GIVE ME A NOD WHEN YOU ARE READY.

>> ALSO, ARE WE KEEPING IN MIND, THIS IS WHERE FUTURE BOARD MEMBERS -- THEY WOULD HAVE THE PROTOCOL IN FRONT OF THEM? EVERYBODY HAVE FIVE? DO YOU HAVE FIVE? MIRA? OKAY. WERE GOING AROUND THE TABLE AGAIN. WHAT ARE YOUR FIVE?

>> MY FIRST IS NUMBER SEVEN. I'M SORRY, EIGHT. 19. 21.

>> OKAY. 23. 29. >> THANK YOU. AMY?

>> EIGHT, 25, 31. 32, 35. >> OKAY. THANK YOU. BRAD

CRIHFIELD? >> EIGHT. 10, 21, 31 , AND

32. >> GOT IT. MIRA?

>> MINE ARE 32, 31, EIGHT, 21 ACTUALLY, THAT IS IT. I DON'T

HAVE FIVE. >> GOOD. I REALLY LIKE IT.

RENITA ARMSTRONG? >>

>> THANK YOU. I DID HAVE EIGHT. 31. 25. 10. I'M TRYING TO CHOOSE. LET ME LOOK ONE MORE TIME. AND NUMBER TWO.

>> NUMBER TWO. OKAY. I HAVE SOME RIGHT EAR. IT LOOKS LIKE WE NEED TO TAKE NUMBER EIGHT, BECAUSE 100% WHAT THAT ONE. IT LOOKS LIKE THERE IS MORE THAN ONE ON NUMBER 10.

INDISCERNIBLE ] LET ME GET YOURS FIRST.

>>

[02:30:10]

>> OKAY. AS I SAID, EIGHT IS ONE WE WANT TO TAKE UP.

EVERYBODY ON THE BOARD WANTS TO SEE THAT. NUMBER 10 WITH THE SUPERINTENDENT BOAT MAKES THAT -- THAT HAS THREE PEOPLE.

NUMBER 21 HAS THREE BOARD MEMBERS. THEY WANT TO SEE THAT IS TAKEN UP. NUMBER 25 HAS TWO. NUMBER 31 AND 32 HAVE THREE AND FOUR RESPECTIVELY. THAT MAKES SIX PROTOCOLS. SHALL WE START WITH THOSE SIX AND THAT WE WILL HAVE MORE IF WE GO FURTHER?

>> CAN I ASK A QUESTION? I HOPE THIS DOES NOT COME OUT NEGATIVELY. I DO SEE YOUR POINT. I KNOW YOU WERE INDISCERNIBLE ] IF THESE ARE BOARD PROTOCOLS, I WOULD LOVE TO HEAR THE ATTENTION OF THE SUPERINTENDENT. I AM WONDERING

IF THAT IS APPROPRIATE? >> THE NUMBERS WOULD NOT CHANGE IF WE TAKE THE SUPERINTENDENT RECOMMENDATION OUT. IN OTHER WORDS, WHEN HE ADDED, THERE WERE OTHER BOARD MEMBERS THAT WANTED TO SEE IT. AND, THOSE ARE THE ONES ON MY SHORT LIST.

DOES THAT MAKE A DIFFERENCE? >> NO.

SAID, I THINK YOU MADE A GOOD POINT. THESE ARE PROTOCOLS THAT WILL BE GOVERNING THE BOARD. IT WOULD BE APPROPRIATE FOR THE BOARD TO DECIDE ON THOSE. I WOULD LOVE TO HEAR WHAT YOUR POINT OF VIEW IS. BUT LIKE YOU WOULD NOT WANT US TO STEP INTO YOUR AREA, I THINK THERE NEEDS TO BE SOME TYPE OF ALIENATION

THERE. >> MY MAIN REASON FOR INTERJECTING IS, I DON'T KNOW IF BOARD MEMBERS -- SOMETIMES YOU RECOGNIZE OTHER PROTOCOLS IMPACT THINGS. LIKE VISITATION OF A SCHOOL SITE OR EXAMPLE, I WANT YOU TO UNDERSTAND THE IMPORTANCE AND WHAT KIND OF CONFLICT NOT HAVING WILL MEAN FOR THE MEETINGS. I WANTED TO AT LEAST HEAR, OR IF NOT COUNT,

FROM THE STAFF PERSPECTIVE. >> THAT IS EXCELLENT. YOU ARE RIGHT. WE DO NOT SEE YOUR END OF IT. I THINK IT IS CRITICAL.

AS WE MAKE THESE PROTOCOLS. >> CAN I MAKE A STATEMENT? WHEN YOU STARTED THIS MEETING, YOU INCLUDED THE SUPERINTENDENT AS

PART OF THE TEAM. >> YES. IF YOU LOOK AT THE TOPICS, THEY GO BACK AND FORTH, BUT THEY MOSTLY RELATE TO BEHAVIOR. I THINK WE NEED TO KEEP IN MIND SUPERINTENDENT RECOMMENDATIONS. BY THE WAY I HAVE TAKEN ACCOUNT, I HAVE KEEP -- KEPT THE NUMBERS OUT OF THE BOXES. IF WE DON'T TAKE ON THE OTHER ONE, THE SUPERINTENDENT CAN STILL WORK WITH YOU ON LIKE, NUMBER 22, 28, AND 30. EVEN THOUGH WE DON'T TAKE TIME

WITH THAT TODAY. >> IT IS A FAIR POINT.

>> IF WE TAKE UP THE ONES THAT HAVE THE MOST VOTES, THEY ARE DRIVEN BY THE BOARD. NUMBER EIGHT, NUMBER 10, NUMBER 21, 25, 31, AND 33. THOSE ARE THE ONES THAT EVEN WITHOUT THE SUPERINTENDENT BOAT WOULD BE YOUR TOP ONES. I DO THINK A PROTOCOL HAS TO BE SOMETHING YOU UNDERSTAND THE IMPACT OF.

IF IT IS ABOUT WHAT EXPECTS STAFF TO DO. OKAY. IS THAT A

GOOD WAY TO START? >> LET'S GO. LET'S START.

>> LET'S TAKE UP TO NUMBER EIGHT. BRINGING UP NEW IDEAS AND AGENDA. OH WHAT IS THE ISSUE? WHAT IS THE PROBLEM?

>> IT IS CHANGING PRACTICES OVER TIME. IN THE PAST YEARS, IT WENT ONE WAY AND THEN WE TRIED PUTTING NEW BUSINESS ON THE AGENDA AND HAVING NEW IDEAS THAT WAY. AT LEAST FROM MY

[02:35:04]

>> WHAT WILL THE PROTOCOL FIX? WHAT, FROM THE BOARD PERSPECTIVE, WHAT WILL THE PROTOCOL FIX? WHAT IS THE

PROBLEM? >> I THINK HAVING A CLEAR PROTOCOL. MY SUGGESTION WOULD BE, BECAUSE THE PRESIDENT AND SUPERINTENDENT ARE CREATING THE AGENDA, THAT ANYTHING WE WANT TO PUT ON, ANY BOARD MEMBER, IT SHOULD GO ON THE AGENDA.

THAT REQUIRES COMMUNICATION AND TRUST, AND REACHING OUT AND HAVING A PUT ON THE AGENDA AND WORKING WITH THE SUPERINTENDENT MAKING SURE IT IS IN A PLACE WHERE STAFF HAS ENOUGH TIME TO GET ALL OF THE INFORMATION I TRUST IT WILL BE PUT ON THE

AGENDA AND WE DON'T NEED -- >> SO, THE ISSUE IS, EVERY BOARD MEMBER HAVING OPPORTUNITY TO HAVE ITEMS THEY ARE INTERESTED IN? IS THAT A STATEMENT OF THE PROBLEM? IS SOMEONE TAKING THIS DOWN? THANK YOU. WHAT ARE POSSIBLE PROTOCOLS? THIS IS VERY COMMON. MOST BOARDS HAVE THIS.

>> I THINK THE PROTOCOL WOULD BE, IF A BOARD MEMBER WOULD LIKE TO HAVE AN AGENDA ITEM ON THE AGENDA, THAT THEY SIMPLY REACHED OUT TO THE SUPERINTENDENT, OR THE

PRESIDENT. >> A PROTOCOL LIKE, BOARD MEMBERS MAY SUGGEST FUTURE ITEMS? OR BY CONTACTING THE SUPERINTENDENT OR PRESIDENT BETWEEN MEETINGS?

>> THAT IS VERY COMMON, BY THE WAY.

>> THANK YOU. THAT IS HOW WE USED TO DO.

>> I'M GOING TO DISAGREE. LOOKING AT THE OTHER SIDE. I CAN TELL YOU, NOT BOARDS WHERE THE PRESIDENT SUPERINTENDENT, LIMITING ACCESS TO BOARD MEMBERS. I THINK THAT IS DANGEROUS. THAT IS WHAT I WANT TO CAUTION. I BELIEVE THE NEW AGENDA BUSINESS, YOU CAN SEND IT, THAT WAS THE REASON WHY IT WAS BROUGHT UP. SO IT GIVES ACCESS TO ALL BOARD MEMBERS. NOT NECESSARILY JUST AT THE WILL OF THE PRESIDENT.

OR THE SUPERINTENDENT. TOO ONE OF THE WAYS THEY DO THAT IS, IF YOU BRING IT UP AS IT IS SUGGESTED FUTURE AGENDA, IT GOES ON THE NEXT AGENDA AS SOMETHING THAT HAS NOT BEEN DEALT WITH. IF IT IS NOT ON THE AGENDA, IT STAYS ACTIVE. IF YOU WANT A REPORT ON THE GIFTED PROGRAM, AND THERE IS NO REPORT, IT STAYS ON THE AGENDA FOR FUTURE ITEMS. IT STAYS FOR ALL THE BOARD TO SEE AND YOU COULD SAY WHEN IT COMES AROUND AGAIN, YOU HAVE A SPOT. IF YOU HAVE THAT, THEN YOU KEEP THEM ON THERE AND YOU SAY, I STILL SEE WE NEED A REPORT ON THE

GIFTED AND TALENTED PROGRAM. >> FOR CLARITY, WHAT WE HAVE IS, IT SAYS NEW BUSINESS. ARE YOU SPEAKING ABOUT AN ONGOING LIVING LIST OF THINGS THAT WILL BE BROUGHT UP EVENTUALLY?

>> YES. WE RECOMMEND YOU PUT A THING ON THE AGENDA AFTER A BOARD REPORT THAT SAYS, FUTURE ITEMS. AND THEN, THE SECRETARY TAKES IT DOWN AND IT GETS PUT ON THE MINUTES OF THE MEETING.

IF IT HAS NOT BEEN DEALT WITH, IT IS ON THE NEXT AGENDA.

HERE'S THE FIRST THING THAT WAS NOT DEALT WITH. THOSE

THINGS. >>

>> EVERYONE WHO PUT ONE IN, IT GOES ON THE LIST. THERE IS NO SCREENING. WHAT YOU MIGHT DO IS SAY, WE HAVE TO SCHEDULED FOR THIS MEETING OR, EVERY TIME YOU REQUEST IT, IT DOESN'T COME UP, YOU HAVE TWO A MONTH. THERE IS NO TIME BETWEEN THOSE TO BUILD A NEW AGENDA. IT MIGHT BE ON THE SECOND OR THIRD OR IT MIGHT BE THAT IT WAS ALREADY PLANNED WHEN DATA WAS GOING TO BE AVAILABLE. WHAT I LIKE IS, IT KEEPS IT PUBLIC. NOBODY'S NOT BEING REPRESENTED OR RESPONDED TO. IT IS RIGHT

THERE. >> AND IT WON'T BE FORGOTTEN.

IF YOU WANT SOMETHING ON THE AGENDA, THE PRESIDENT SAID JUST PUT IT ON THERE. BUT ALSO, I SEE THE NEW BUSINESS PART. A LOT OF THINGS PUT ON ARE NOT STUDENT ORIENTED. LOOK AT OUR DISCUSSIONS. WE SPENT A LOT OF TIME ON THINGS THAT ARE NOT STUDENT ORIENTED. SOME ARE NOT A POSITIVE ISSUE. I CAN SEE

[02:40:03]

>> HOW WOULD YOU DO WITH THE IF ONE OF YOUR CONSTITUENTS ASKED ABOUT SCHOOL SAFETY? AND YOU THOUGHT, OH, THERE SHOOTINGS.

WE SHOULD HAVE A SESSION. IT IS NOT ABOUT STUDENT LEARNING.

IS ABOUT SAFETY. >> NO, BUT IT IS STUDENT

ORIENTED. SOME ITEMS ARE NOT. >> WHAT IF YOU HAVE A BOND MEASURE AND YOU WILL BUILD FIVE THINGS AND ONLY TWO WILL GET BUILT AND NOW YOUR MONEY IS GONE. AND YOUR CONSTITUENTS SAID, WHY DIDN'T YOU BUILD THE GYMNASIUM? WOULDN'T YOU WANT TO HAVE A REPORT? THAT IS NOT STUDENT ORIENTED OR IS IT?

>> IT WILL IMPACT THEM IN THE LONG RUN.

>> I AM LOOKING AT THE PAST MEETINGS. IT IS NOT WORKING.

WHATEVER WE ARE DOING, IT IS NOT WORKING. HOPEFULLY WE CAN

COME TO A SOLUTION. >> THE REQUEST FOR STAFF SAKE AS WELL AS THE REST OF THE BOARD, IF I SAY SAFETY, IT HAS TO GO BEYOND SAFETY, IT HAS TO BE MULTIFACETED. WHAT ARE WE ACCOMPLISHING FOR SAFETY? IF THE BOARD MEMBER SAYS, I WANT TO DISCUSS THIS, THERE HAS TO BE A RATIONALE.

>> SAFETY IS A PERFECT EXAMPLE. WHEN I FIRST BROUGHT IT UP ABOUT HAVING IT ON THE AGENDA, YOU TOLD ME TO SPEAK TO GARZA.

I INVITED HER TO MY HOME. WE HAD A GREAT DISCUSSION. CHATTED OVER DINNER. IT WAS NOT BROUGHT UP FOR MONTHS. THAT IS THE TYPE OF THING THAT SOMETHING WAS IGNORED BY A BOARD MEMBER WHO BROUGHT IT UP TO THE SUPERINTENDENT AND ALSO BIDED

UP TO THE PRESIDENT. >> I'M GOING TO CLARIFY HERE.

SORRY TO INTERRUPT. YOU ARE RIGHT. WE DID HAVE THAT DISCUSSION BUT WE ALSO SAID, THAT WAS SOMETHING THAT WAS GOING TO COME FORWARD AT A LATER AGENDA. THE SUPERINTENDENT WAS REPORTING ON IT, WHICH AT THAT POINT, YOU HAD A CHANCE TO TALK WITH THEM AND SEE WHERE YOU WERE GOING TO BECOME PART OF THE PRESENTATION. AND YOU DID PRESENT IT. BUT YOU UNDERSTOOD THAT. YOU SAID, I SEE HOW IT

WORKS. >> I WAS BEING PATIENT.

>> THAT IS AWARE TOOK IT. >> AND I FELT AT THE TIME, NO ONE GOT BACK TO ME TO SAY THAT.

>> IF I CAN, THIS NUMBER EIGHT, BRINGING UP NEW IDEAS OR AGENDA ITEMS, BRINGING UP THE IDEAS WHAT WE ARE TALKING ABOUT. THE REASON WE DID NOT TAKE ANOTHER ITEM, BECAUSE THERE IS A POLICY. AT THE SUPERINTENDENT AND PRESIDENT WILL CREATE AND ORGANIZE THE AGENDAS. IN THAT CASE, YOU BROUGHT UP THE IDEA AND IT WAS ORGANIZED IN A WAY THAT MADE IT POSSIBLE FOR STAFF TO HAVE THE TIME NECESSARY TO PUT IT TOGETHER. THAT IS THE IMPORTANT PART. THAT IS WHY NEW BUSINESS GETS SKETCHY. YOU MIGHT HAVE THIS IDEA AND THAT IS WHY WE DEVELOPED THE MICRO CALENDAR. AS THE IDEAS COME, THAT IS WHAT I'M SAYING. ANY IDEA FROM THE BOARD THAT WE WANT TO HAVE ON, WE NEED TO PUT ON. BUT WE NEED TO DO IT IN A WAY THAT IS

RESPONSIBLE STAFF. >> AND ALSO, THE PLACING OF THE AGENDA, THERE IS A RHYTHM WE HAVE TO FOLLOW THROUGHOUT THE YEAR. WE HAVE STATUTORY THINGS TO DO. IF YOU IMAGINE, YOU HAVE FIVE MEMBERS AND THEY ALL WANT TO TALK ABOUT THIS IN THEIR PARTICULAR TIME. IT MIGHT NOT BE COORDINATED WITH THE WORK WE ARE TRYING TO DO THROUGHOUT THE YEAR. IF SOMEONE BRINGS UP SAFETY IN MY MIND, I AM THINKING, SAFETIES DISCUSSED DURING THIS TIME, BUT THIS PERSON BROUGHT IT UP FIVE MONTHS AGO, INSTEAD OF HAVING TWO MEETINGS, I WOULD RATHER HAVE IT DURING THE SAFETY MEETING. THERE IS A CALENDAR WE FOLLOW. YOU DO HAVE TO LEAVE IT UP TO THE SUPERINTENDENT TO SAY, YES, WE CAN BRING THIS, BUT GIVE US THE OPPORTUNITY TO

SAY, IT IS NOT HERE THERE. >> LET ME SUGGEST A PROTOCOL WE USE WITH OTHER BOARDS. FIRST YOU BRING IT UP IN A MEETING

[02:45:04]

HAVE TIME TO TALK ABOUT IT. >> I BELIEVE THAT RIGHT NOW, CORRECT ME IF I AM WRONG, WE HAVE BOARD MEMBERS WHO ARE ABLE TO BRING UP THE NEW BUSINESS ITEM ON THE AGENDA, BUT AS A BOARD, WE HAVE TO AGREE THAT THAT IS WHAT WE WANT TO LOOK AT

IN THE NEXT MEETING? >> THAT IS THE PART WHERE I WANT TO TRY SOMETHING NEW. I DON'T THINK -- I FEEL LIKE IT HAS BECOME -- IT ELONGATES BOARD REPORTS SHOULD BE THE REPORT AND IF YOU HAVE A SUGGESTED ITEM FOR THE FUTURE, I CONSIDER THAT YOU TELLING THE PRESIDENT RIGHT THERE. JOT IT DOWN. WE DON'T NEED TO VOTE ON WHETHER WE WILL TAKE IT UP. AS PRESIDENT, IF YOU WANT THAT, NOTE IT. AT THE NEXT MEETING, WE WILL PUT ON THE AGENDA.

MOVE THINGS ALONG. >> FOR CLARIFICATION, YOU ARE SUGGESTING WE ELIMINATE THE NEW BUSINESS ITEM?

>> CORRECT. >> AND WE REPORT AND SAY WHAT WE'D LIKE TO BRING FORWARD IN THE REPORT?

>> YES. >> RATHER THAN DOING SUGGESTED FUTURE ITEMS, WITHIN THE REPORTS, THEY MENTION FUTURE ITEMS. IS THAT WHAT YOU'RE SAYING?

>> YES. THEY CAN EVEN READ

>> WOULD YOU KEEP TRACK OF THEM?

>> I THINK HAVING THAT LIVING LIST AND MAKING SURE THAT SOMEONE IS KEEPING TRACK, AND WE ARE SITTING DOWN AT OUR WEEKLY AND PUTTING THEM WHERE THEY NEED TO GO TO WHERE STAFF HAS ENOUGH TIME, AND THEY CAN FIND OUT WHEN THEY CAN BE

ADDRESSED. >> SO NOT IN THE PUBLIC MEETING

MINUTES? >> IN THE MINUTES.

>> ANY BOARD MEMBER CAN REQUEST ANYTHING AND THEN YOU DECIDE

WHAT TO GET ON THE AGENDA? >> YES. THAT IS WHERE IT IS UP TO THE BOARD MEMBER. THAT IS WHERE IT IS ON YOU. YOU COME AND SAY WHAT YOU WANT TO TALK ABOUT.

>> AND YOU STILL WANT TO CALL IT BUSINESS ITEMS?

>> HONESTLY, IT IS THE BOARD REPORTS. IF YOU WERE TO CALL ONE OF US AND SAY, I WANT THIS ON, IT IS THE SAME THING THEN.

FOLLOW-UP FROM STAFF TO LOOK AT REPORTS ONCE THEY HAVE BEEN TYPED INTO THE MINUTES, CORRECT? THEY WILL HAVE TO

TRACK THAT. >> YOU HAD SOMETHING YOU WANT

TO ADD? >> I AM ENJOYING THE CONVERSATION. BUT I LIKE THE ADDED PIECE THAT YOU BROUGHT UP. TO WHERE IF WE HAVE A SECTION ON THE RUNNING AGENDA WILL KNOW, IT IS NOT FORGOTTEN. WE DO HAVE A SET CALENDAR IN WHICH WE ADDRESS CERTAIN ISSUES AT CERTAIN TIMES. THAT PART I

DO LIKE. THANK YOU. >> THE OTHER THING THAT WE RECOMMEND IS, IF THE ITEM IS AN EMERGENCY NATURE, WHICH YOU WILL HAVE PRECEDENCE OVER, YOU CALL AN EMERGENCY MEETING FOR A REAL MEAT EMERGENCY WITH NO NOTICE. WE ARE TALKING ABOUT

SOMETHING IT IS TIMELY. >> AND THE DISCRETION BETWEEN THE SUPERINTENDENT AND THE PRESIDENT, THE STAFF WOULD KNOW, THE IDEA THEY HAD, WE NEED TO TALK ABOUT IT NOW. IT

CANNOT WAIT. THANK YOU. >> AN EXAMPLE MIGHT BE, IT IF YOU HAD SET A MEETING FOR SAFETY AND THEN THERE IS A SAFETY ISSUE THAT HAPPEN, YOU PUT IT ON THE NEXT AGENDA, EVEN IF YOUR REPORT IS NOT READY. DO A PARTIAL REPORT TO HELP THE PUBLIC KNOW YOU ARE PAYING ATTENTION.

>> MAYBE GIVE US GUIDANCE ON THIS. THE STRUGGLE FOR STAFF WILL BE IF SOMEONE BRINGS UP AN ITEM, IT WILL BE TO INTERPRET SPECIFICALLY WHAT THAT BOARD MEMBERS TRYING TO ACCOMPLISH.

INDISCERNIBLE ] >> IF I CAN, THAT IS WHERE IT IS ON THE BOARD MEMBER. WE TALKED THE OTHER DAY.

>> I HAVE AN EXAMPLE. I HAD A BOARD MEMBER WHEN I WAS PRESIDENT, THAT WANTED AN ITEM ON THE AGENDA. AT THAT TIME,

[02:50:01]

ALL OF US WILL HAVE THE OPPORTUNITY TO GET WHATEVER

ISSUE WE WANT. >> AGENDA BUILDING, WHAT WE DO, IF YOU DON'T KNOW WHAT THEY WANTED, YOU CONTACTED THEM AND ASKED, WHAT WAS IMPORTANT? YOU WANT TO BE RESPONSIVE TO THEM AS OPPOSED TO SAYING, LET'S NOT PUT IT ON, I DON'T KNOW

WHAT THEY WANT. >> AT THE END OF THE DAY, EVERYONE HAS TO RECOGNIZE THE TYPE OF REPORTS THAT WE GET WHEN WE BUILD THE AGENDA. THERE ARE DISCUSSIONS, BOATS, INFORMATIONAL ITEMS. WHEN SOMEONE NAMES SOMETHING, WHAT IS THAT? THAT SIGNALS TO US, THIS IS A PRESENTATION WE HAVE

TO BUILD. >> IS NOT A ONE AND DONE THING. IF SOMEONE BRINGS IT UP AND SAYS THEY WANT TO TALK ABOUT IT, YOU HAVE A DISCUSSION. YOU GIVE DIRECTION, AND THEN YOU MIGHT HAVE MORE INFORMATION AND SAY, OKAY, YOU

CAN PUT SOMETHING TOGETHER. >> ARE YOU RECOMMENDING THEN THAT WE REMOVE THE NEW BUSINESS TOTALLY? WHICH I AM IN AGREEMENT WITH WHAT YOU'RE SAYING. IF ANY BOARD MEMBER HAS ANY REQUESTS, WE EITHER CONTACT YOU OR BOTH OF YOU, BECAUSE I THINK IT'S GREAT THAT YOU ARE BOTH ON THE SAME PAGE WITH WHATEVER THE BOARD MEMBER HAS TO TALK ABOUT, AND THEN, IF YOU WANT FURTHER CLARIFICATION YOU CAN REACH

OUT? GOT IT. >> FOLLOWING UP ON THE CLARIFICATIONS, WHO IS GOING TO BE TRACKING THESE? AT THIS POINT, WE HAVE DISCUSSED TWO DIFFERENT OPTIONS. AND, WE HAVE DISCUSSED STAFF. WHO WILL BE TRACKING THIS? AND HOW MUCH TIME IS ENOUGH TIME? WILL WE GO ON CASE-BY-CASE BASIS? WHICH IS

FINE. >> I THINK IT DEPENDS ON HOW MUCH TIME AS FAR AS PUTTING ON THE AGENDA, WE WILL HAVE TO LOOK AT WHAT THE MEETINGS LOOK LIKE. WE HAVE TO PLAN ACCORDINGLY. AS FAR AS THE TRACKING, IT WOULD BE THE SAME THING IF IT WAS JUST KEEPING TRACK OF ASSUME IT WOULD BE -- ON THE CALENDAR RIGHT NOW WE HAVE THE ITEMS AT THE BOTTOM THAT WE HAVE NOT PLACED YET. AND WE HAVE TO MAKE SURE WE PLACED THOSE. ON THE CALENDAR, THAT IS WHERE EVERYONE WOULD SEE THE ITEMS COMING UP.

>> YOU ALL HAVE ACCESS. THERE'S NOTHING WRONG WITH PUTTING THE CALENDAR ON THE ACTUAL AGENDA. AS AN

INFORMATION ITEM. >> AMY?

>> THE MORE I'M LISTENING TO ALL OF THIS, I'M NOT FOND OF THE NEW BUSINESS. BUT HONESTLY, I THINK THAT IS A WAY TO GO.

BECAUSE, IF WE DECIDE, WHAT IS THE -- WE ARE AUTOMATICALLY PUTTING ON THE AGENDA? I DON'T AGREE WITH THAT. I NOTE NEW BUSINESS HAS NOT WORKED. MAYBE WE CLEAN THAT UP? I DON'T KNOW HOW YOU WRITE A PROTOCOL FOR THIS.

>> IF I COULD, I WOULD SAY, IF WE WERE TO AUDIT THE PAST YEAR AND WHAT HAS BEEN ON THE NEW BUSINESS AND WHAT HAS RESULTED FROM IT, I DON'T THINK IT IS ANYTHING THAT HIS -- IS

PRODUCTIVE. >> I AGREE. IF IT WAS BROUGHT TO YOU, IT WOULD'VE BEEN THE SAME, EXACT RESULT. BECAUSE YOU WOULD AUTOMATICALLY PUT IT ON THERE. BECAUSE IT WOULD JUST GO ON ABOUT AUTOMATICALLY. I FEEL LIKE THERE IS SOME DISCUSSION.

BEEN DOING NEW AGENDA, IF IT IS SOMETHING THE BOARD IS INTERESTED IN TAKING UP, WE SPEND MORE TIME TRYING TO VOTE ON WHETHER OR NOT TO TAKE SOMETHING UP AS OPPOSED TO

JUST PUTTING IT ON. >> BECAUSE WE WERE NOT DOING IT CORRECTLY. WE WERE NOT SUPPOSED TO HAVE ALL OF THOSE. HE GAVE US AN EXAMPLE. A COUPLE OF WORDS. YES. I DON'T THINK WE WERE DOING IT CORRECTLY AND THAT WAS THE PROBLEM.

>> MY FINAL THOUGHT IS, I THINK WE NEED TO BE ABLE TO TRY THINGS DIFFERENTLY. THAT IS WHERE WE ARE. I ALSO THINK YOU ARE EACH ELECTED BOARD MEMBERS. IF YOU HAVE SOMETHING YOU WANT

[02:55:04]

ABOUT. >> LET ME SUGGEST, YOU MIGHT WANT TO SHARE WITH COUNSEL. DISCUSSING AN ITEM NOT ON THE AGENDA COULD BE A VIOLATION. YOU REALLY DON'T WANT TO MAKE IT DISCRETIONARY. HE WOULD LIKE TO SEE A PRESENTATION.

>> TO BE CLEAR, WE DON'T DISCUSS THE ITEM, BUT WE WILL

ASK CLARIFYING QUESTIONS. >> I WOULD SUGGEST YOU DON'T DO THAT. WHAT I WAS JUST IS, YOU JUST HAVE A TOPIC IN THE PRESENT AND SUPERINTENDENT CAN SAY, WHAT IS YOUR INTEREST?

WHAT YOU WANT TO DO? >> TRYING THIS THE OTHER WAY

ALLEVIATES THAT PRESSURE. >> EXCEPT YOU'RE HAVING A DISCUSSION ON A TOPIC THAT IS NOT ON THE AGENDA.

>> I AM SUGGESTING WE DO THAT WITHOUT IT. DO IT TO WHERE YOU BRING THE ITEM ON THE AGENDA, WE TALK ABOUT IT, AND DIRECTION

NEEDED. >> THAT WOULD BE A STEP BEFORE YOU HAVE THE FULL REPORT. YOU CAN DO THAT. IT WILL ADD TIME.

BUT, YOU COULD DO THAT. >> IF THE REQUEST COME DURING THE REPORTS, WE STILL HAVE THE INFORMATION AND WE CAN SEE

CLARIFICATION AFTER THAT. >> YES.

>> IF YOU MOVE NEW BUSINESS AND THEY HAVE TO REMEMBER,

INDISCERNIBLE ] >> ARE WE SAYING IT HAS TO BE PUT IN THE REPORT? OR CAN I JUST CALL AND TALK TO GUYS?

>> YOU COULD DO EITHER. >> OKAY.

>> YOU CALL ME AND WE PUT IT ON THE AGENDA AND WE TALK ABOUT WHERE TO GO. WHEN I SAID I WANT TO TALK ABOUT IT, WE MAKE SURE TO PUT IN A RESPONSIBLE PLACE.

>> SO YOU'RE GIVING GUIDANCE. BOARD REPORTS ARE WHAT YOU HAVE DONE THIS LAST WEEK BEFORE THE NEXT BOARD MEETING, AND ANY

FUTURE AGENDA ITEMS. >> IT DOESN'T HAVE TO BE.

>> IF YOU FEEL MORE COMFORTABLE, AND MAKE SURE EVERYBODY KNOWS, I ASKED FOR THIS BUT I WOULD HOPE WE HAVE THE TRUST WE CAN JUST MAKE A PHONE CALL.

>> EITHER ONE. I HOPE EVERYONE DOESN'T TAKE THAT MUCH TIME.

>> THAT IS ONE.

ITEMS? ARE YOU TALKING ABOUT ON THE AGENDA? OR JUST WHAT WE TALK ABOUT A BOARD MEMBER TO BOARD PRESIDENT? THE FIRST BULLET. I THINK THERE A LOT OF IDEAS. I DON'T THINK THEY'RE ALL ON THERE. GIVE ME THAT, AND I WILL SHORTEN IT. WE DON'T WANT A PROTOCOL TO BE SO COMPLEX THAT NOBODY KNOWS HOW TO FOLLOW IT. IT HAS SO MANY WAYS OF SCREWING

UP. >> THE FOURTH BULLET, IF AN ITEM IS AN EMERGENCY, IT TAKES PRECEDENCE. WE WILL HAVE THAT LIST. YOU'RE GOING TO CLEAN IT UP TO WHERE IT WILL REFLECT

WHAT WE TALKED ABOUT? >> I APPRECIATE YOU TAKING

NOTES. >> CAN WE TAKE ANOTHER ONE? BECAUSE IT HAD MORE VOTES, LET'S TAKE UP 21. HANDLING COMPLAINTS FROM THE COMMUNITY. USING UNIFORM PROCEDURE. WHAT ARE YOUR THOUGHTS ABOUT THE ISSUE THERE?

>> IF I COULD JUMP IN, AND I HOPE I UNDERSTAND IT. WHAT I WOULD LIKE TO SEE IS, A PROTOCOL TO WHERE ANY TIME WE HAVE COMPLAINTS HEARD, THERE IS A WRITTEN FOLLOW-UP TO EVERY COMPLAINT AND SHARED WITH THE BOARD. WITH EACH COMPLAINT.

>> ARE YOU TALKING ABOUT SOMEONE USING THE UNIFORM PROCEDURE? THAT IS A REQUIREMENT.

>> PUBLIC COMMENT. >> IT IS CONFIDENTIAL.

>> NO. LIKE I SAID, I HOPE I'M NOT OFF-BASE.

>> WHEN SOMEONE HAS A QUESTION, I WOULD LIKE TO SEE A WRITTEN

RESPONSE TO THEM. >> BUT WERE ACTIONS TAKEN BY STAFF TO ADDRESS THE ISSUE BROUGHT UP DURING PUBLIC

COMMENT? >> IF THE PUBLIC COMMENT WAS A

[03:00:04]

MINUTES OF YOUR MEETING. >> MAYBE I'M OFF-BASE. WE'RE JUST TALKING ABOUT PUBLIC COMMENTS.

>> YOU HAVE TO MASSAGE THAT. THERE IS A UNIFORM PROCEDURE WHICH IS FOR ANY FEDERAL LAWS BEING BROKEN OR STATE LAWS, AND THEN COMPLAINTS AGAINST EMPLOYEES. AND THEN MORE GENERALIZED COMPLAINTS ABOUT CURRICULUM AND OTHER PRACTICES.

HANDLING COMPLAINTS FROM THE COMMUNITY. I WASN'T LOOKING AT THE POLICY. I'M JUST SAYING, DURING THE MEETINGS, IF SOMEBODY COMES, I WANT TO MAKE SURE THAT WHATEVER ISSUE -- BECAUSE SOMETIMES WE ARE OBLIVIOUS TO THE ISSUE. THAT WE ARE INFORMED OF WHAT IS ABOUT AND THE RESULT.

>> MAN BRING UP AN EXAMPLE? OUR MERCHANT PROGRAM IN WASHINGTON CAMPUS WAS CLOSED DOWN. WE HAD A LOT OF PARENTS WHO WERE CONCERNED. WE HAD TWO TWO CAME TO THE BOARD MEETINGS AND GAVE A COMPLAINT ABOUT THE PROCESS. IT IS NOT NECESSARILY INDISCERNIBLE ] IT WASN'T ABOUT A SPECIFIC PERSON, IT WAS MORE ABOUT A PROCESS THAT THE DISTRICT UNDERTOOK, AND THE COMPLAINT WITH IT AND HOW IT AFFECTED THEM. WE DON'T ALWAYS GET A FOLLOW-UP AS TO WHEN PEOPLE WERE SPOKEN TO AND WHAT HAPPENED. ARE THE FAMILIES HAPPY NOW? ARE THEY LOOKING FOR RESOLUTIONS? WHERE ARE WE IN THAT PROCESS?

>> EVEN IF IT IS A PERSONNEL COMPLAINT, YOU STILL HAVE THE RIGHT OF THE FEEDBACK FROM THE SUPERINTENDENT ABOUT IS WHAT IS GOING ON. BUT THAT WOULD BE CONFIDENTIAL. IF IT IS A PROGRAM, THEN YOU ARE RIGHT, IT COULD BE A FOLLOW-UP THEY COULD BE MADE PUBLIC. THE IMPORTANT THING IS, I THINK YOU ALL KNOW THIS, BUT I FEEL THE NEED TO REPEAT. YOU DON'T RESPOND TO A COMPLAINT AT THE MEETING. IT IS NOT AN AGENDA ITEM. YOU DON'T GET TO DO A BACK-AND-FORTH DIALOGUE. AND IF IT IS ABOUT THEIR OWN CHILD, MAYBE WHAT SCHOOL IT IS THAT SO YOU CAN

FOLLOW UP. >> WE HAVE A POLICY RIGHT NOW THAT IS VERY SPECIFIC. IT SAYS, WE CANNOT ASK CLARIFYING QUESTIONS. THAT IS EXACTLY WHAT IT SAYS. IT DOES SAY THAT WHEN WE DISCUSS IT, IT WAS BROUGHT UP ABOUT TWO YEARS AGO, YOU COULD ASK FOR MORE CLARIFICATION. BUT IT IS ONLY -- IT ONLY ALLOWS THE BOARD MEMBERS TO GET IT THROUGH THE SUPERINTENDENT. WE ACCEPT IT AND SAY THANK YOU AND CAN YOU PLEASE FOLLOW UP. THAT IS ALL THE POLICY ALLOWS US TO SAY.

>> IS THAT THE LARGE? >> THAT IS OUR POLICY. WE

IMPOSED IT ON OURSELVES. >> WHEN THAT HAPPENS, IT BECOMES EACH INDIVIDUAL BOARD MEMBER TO ASK, WHAT HAPPENED WITH THAT? I FEEL LIKE IF IT WAS JUST A PROTOCOL, THAT WHEN THERE IS CONCERN FOR THE COMMUNITY IN OPEN SESSION, THAT WE GET INFORMATION ON HOW WE HANDLED IT.

>> IF YOU HAVE A POLICY, SHOULD WE BE MAKING A PROTOCOL?

>> ONE THING I HAVE SEEN THAT WORKS WELL IS WHEN WE HAVE PUBLIC SPEAKERS, THE FOLLOWING MEETING, OUR SUPERINTENDENT ADDRESSES SOME OF THOSE. HE JUST GIVES UPDATES. IT HAS HELPED WITH TRANSPARENCY. THEY ARE LOVING THAT. I WOULD LIKE TO SEE THAT. THAT IS SIMPLE. WE DON'T HAVE VERY MANY PUBLIC SPEAKERS. KNOCK ON WOOD. SO JUST A COUPLE OF UPDATES. THAT IS KIND OF WHAT YOU ARE LOOKING FOR.

>> THAT WOULD BE GREAT. >> MY ONLY CONCERN IS, SOMETIMES YOU DON'T GET THE FULL FACTS. I DON'T WANT TO HAVE TO REFUTE SOMETHING. PEOPLE GET NERVOUS WHEN ALL OF A SUDDEN, SUPERINTENDENT -- YOU'RE NOT GETTING THE FULL STORY. THERE IS ANOTHER STORY BEHIND THIS DURING THE INVESTIGATION. WHAT I DON'T WANT TO DO IS, PUT THAT PERSON

ON CLASS. >> IT IS MORE GENERIC. THERE ARE SOME SPEAKERS THAT WE KNOW WE ARE NOT GOING TO ADDRESS BUT SOME, THEIR GENERAL CONCERNS OR QUESTIONS. UPDATES.

>> THERE ARE PEOPLE THAT COME WITH MISPERCEPTIONS. THEY'RE NOT EVEN FROM YOUR DISTRICT. AND THEY ARE SAYING THAT YOU'RE USING TECHNIQUES.

IS, WE HAD A BUNCH OF PARENTS CALM SAYING, WE WANT TO HAVE OUR KIDS GO TO THAT SCHOOL, BUT THEY CANNOT GET IN. THE

[03:05:02]

>> I LIKE THE IDEA OF THE UPDATES. SOME CAN PROBABLY BE BROUGHT UP BUT SOME COULD BE PRIVATE. WE JUST NEED THE INFORMATION THAT YOU RESPONDED TO THAT.

>> IT COULD BE IN THE FRIDAY MEMO.

>> EXCEPT, YOU COULD HAVE CONFIDENTIAL PARTS. THE WHOLE

MEMO CANNOT BE DISCOVERABLE. >> THE REACTION WAS, I DIDN'T WANT TO PUT SOMETHING PUBLIC IN RESPONSE.

>> IT DOESN'T NECESSARILY HAVE TO GO BACK OUT TO THE PUBLIC.

AGAIN, THAT WILL INVITE THEM BACK. TWO TALK MORE. BUT IF WE JUST GET THE UPDATE KNOW YOU REALLY ADDRESSED THE ISSUE,

THAT WOULD BE GREAT. >> YES. I WANT TO REMIND EVERYONE, THE PUBLIC CAN COME BACK WHENEVER THEY WANT. THAT IS NOT WHAT WE ARE SAYING. THAT IS NOT WHY WE DO THIS. BUT ALSO, I WAS GOING TO RECOMMEND THAT WHEN YOU GIVE YOUR RESPONSES IN PUBLIC, THAT IT REMAINS DATA. THIS IS THE INFORMATION. THAT IS IT. NO OPINIONS OR BIASES.

>> THAT CAN BE A POSITIVE WHEN YOU ADDRESS THOSE COMMENTS. IT CAN BE A POSITIVE THING. WE ADDRESS THIS CONCERN. THOSE ARE GREAT TO GIVE US MORE CONTEXT IN THE MEMO AND LET US KNOW WHAT'S GOING ON. A LOT OF CONCERNS, I LIKE IT.

>> DO YOU ALSO WANT THIS PROTOCOL TO DEAL WITH INDIVIDUAL COMMUNITY MEMBERS THAT DON'T COME TO MEETINGS? BUT CONTACT YOU INDIVIDUALLY AS A REPRESENTATIVE?

>> NO. >> MY KNEE JERK IS NO. TOO I JUST WANT TO SAY, IN THE HISTORY OF BEING ON THE BOARD, THE PROTOCOL HAS BEEN THE BOARD MEMBER RECEIVES A COMPLAINT FROM A TEACHER OR A PARENT, THAT WE DIRECT IT TO THE SUPERINTENDENT TO LOOK INTO AND THE BOARD WOULD ACTUALLY STATE, I HAVE REFERRED THIS TO THE SUPERINTENDENT, PLEASE LET ME KNOW THE OUTCOME OR WALLOP. JUST LEAVE IT LIKE THAT. THAT WAY, WE AS BOARD MEMBERS RECOGNIZE THE EMAIL. I USUALLY GET A RESPONSE BACK SAYING, THANK YOU SO MUCH FOR BEING THE FIRST PERSON TO RESPOND. AND THEN AFTER THAT, IT IS UP TO THE SUPERINTENDENT OR STAFF TO THEN FOLLOW THROUGH. IF THAT IS NOT BEEN ADDRESSED, AND A TIME WE GET EMAILS, I HAVE ADDRESSED IT TO TO THE SUPERINTENDENT, AND NO ONE HAS GOTTEN BACK TO ME, THEN I WOULD SAY, LET ME REACH OUT AGAIN.

>> THAT IS A GREAT POINT. I RESPOND TO EVERY EMAIL. THE PROTOCOL MIGHT BE GOOD. WE ALL WANT A FOLLOW-UP. BUT IF YOU ALREADY KNOW -- HONESTLY, A LOT OF THOSE COMPLAINTS, THE RESOLUTION SHOULD BE SHARED WITH THE ENTIRE BOARD.

>> A TYPICAL PROTOCOL WOULD DO EXACTLY WHAT YOU SAID. IT WOULD SAY, BOARD MEMBERS ARE MADE AWARE OF THE COMPLAINT AND THEY SHALL LISTEN CAREFULLY. YOU ONLY HEAR ONE SIDE OF THE STORY, AND PARAPHRASE TO SHOW YOU UNDERSTAND, AND NOTIFY THE SUPERINTENDENT SO THEY CAN FOLLOW UP.

>> WOULD BE APPROPRIATE TO COPY AND PASTE? A LOT OF PEOPLE DON'T WANT THEIR NAMES SENT TO THEIR BOSSES. I DO IT, BUT, YOU

KNOW WHAT I MEAN? >> AT THE SUPERINTENDENT CAN FOLLOW-UP THE BOARD MEMBER THAT GOT THE COMPLAINT OR ALL OF THE BOARD MEMBERS NECESSARY. DON'T ENTER INTO A JUDICIAL ROLE AND SAY, I WILL SOLVE THAT FOR YOU. WE HAVE PUBLIC COMMENTS AND INDIVIDUAL BOARD MEMBER COMPLAINTS THEY RECEIVED. DOES

THAT WORK? >> CAN YOU SUMMARIZE THAT?

>> WE HAVE A COUPLE OF BULLETS HERE. WHAT I HAVE IN MIND IS, THAT YOU LISTEN CAREFULLY. YOU ARE ONLY HEARING ONE SIDE OF

[03:10:05]

>> YES. >> WELL WAS LIKE THE LOWEST LEVEL OF RESOLUTION POSSIBLE. WHEN I WAS COUNTY SUPERINTENDENT, I HAD A CALL FROM A CORPORATION SAYING, HE DIDN'T LIKE WHERE HIS DAUGHTER WAS PLACED. THE SEAT SHE WAS IN. AND I SAID, WHY ARE YOU CALL ME? AND HE SAID, BECAUSE YOU ARE THE BOSS. I SAID, YOU NEED TO CALL THE TEACHER. HE SAID, I'M NOT CALLING THE TEACHER. I SAID, YOU TOOK YOUR TIME CALLING ME, CALL THE TEACHER. GET IT TO THE LOWEST LEVEL. AND THE FEEDBACK LOOP IS THE OTHER PART. GETTING BACK TO THE BOARD MEMBER TO LET THEM KNOW SOMETHING.

>> WHAT DOES THAT PROTOCOL LOOK LIKE?

>> JUST WHATEVER. >> OF THE FIRST PART, HOW WE HANDLE THE INTERACTION. THE PROTOCOL AND HOW WE OPERATE ONCE WE GET THAT INFORMATION TO STAFF, --

>> THE STAFF JOB? >> YES. IT IS A MEMO ITEM?

>> WHAT I SAID IS, TYPICALLY THE SUPERINTENDENT WOULD RESPOND TO THE PERSON THEY HEARD FROM. IT MIGHT BE IN A FRIDAY MEMO OR IT MIGHT BE SOMETHING CRITICAL. THEY NEED TO KNOW RIGHT AWAY. FOR ME AS A BOARD MEMBER, I DON'T WHEN HE -- I DON'T WANT TO HEAR WHAT'S IN THE NEWSPAPER.

>> BEN HAS BEEN GREAT. I JUST WANT TO MAKE SURE IT IS SOMETHING EVERYONE IS GETTING. WHEN I GET THE COMPLAINT, THAT SOUNDS CONCERNING, I WANT TO MAKE SURE THAT GETS INDISCERNIBLE ] RATHER THAN HAVING TO ASK, YOU HAVE A PROTOCOL THAT CONCERNS THINGS TAKE LONGER TO RESOLVE AND SOME THINGS CAN BE

CONCERNING. I DON'T KNOW. >> SO YOU WANT A PROTOCOL THAT SAYS, MEMO REPORTED TO ALL BOARD MEMBERS?

>> I THINK THAT WOULD BE GOOD. THEY ARE ALL OUR CONSTITUENTS.

EMAIL. >> YES. WE DON'T GET THAT

MANY. >> YOU NEED TO MAKE SURE IT IS CONFIDENTIAL.

IT WAS OFFICIALLY CALLED SOCIAL MEDIA ETIQUETTE FOR THOSE OF

YOU. WHAT IS THE ISSUE? >> FOR ME, THE ISSUE IS NOT CONTROLLING WHAT PEOPLE SAY ABOUT US. WE UNDERSTAND WE ARE ELECTED OFFICIALS. EVEN THOUGH I DISAGREE, OUR FAMILIES SHOULD NOT BE FAIR GAME. WE CANNOT CONTROL THEM. WHAT WE CONTROL IS, HOW WE AS BOARD MEMBERS RESPOND. IF PEOPLE ARE POSTING PICTURES OF MY DAUGHTER AND SAYING BAD THINGS, I WOULD NOT EXPECT MY COLLEAGUES TO SUPPORT THAT OR HAVE THINGS TO SAY ABOUT IT. I DON'T FEEL THAT IS RIGHT. HOW WE PUT EVERYTHING OUT PUBLICLY, IT AFFECTS OUR TEAM AND HOW WE WORK TOGETHER.

I SEE THINGS THAT BOTHER ME AND IT DOESN'T MAKE ME WANT TO BE A BETTER TEAM MEMBER. WE SHOULD HAVE SOME TYPE OF ETIQUETTE IN

HOW WE APPROACH THINGS. >> IT IS NOT NECESSARILY SOCIAL MEDIA BY THE DISTRICT. IT CAN BE PERSONAL AS WELL. YOUR GOAL IS TO HAVE MORE TEAM IN IT. WHAT WOULD THE PROTOCOL LOOK

LIKE? >> I'M NOT SURE WHAT IT WOULD LOOK LIKE. I WOULD JUST ECHO WHAT SHE SAID. EVEN THOUGH IT IS SOMETHING AS TRIVIAL AS SOCIAL MEDIA, IT IS NOT GOOD TEAM BUILDING AS SOMEONE POSTS SOMETHING NEGATIVE ABOUT ME OR MY FAMILY, AND SOMEONE LIKES IT OR SUPPORTS OR CONDONES IT. WE CANNOT DO THAT. IT GETS IN THE WAY OF US WORKING TOGETHER. WE

[03:15:03]

PRODUCTIVE. >> WHAT IS SOME LANGUAGE THAT CAN GET TO THOSE ISSUES? THE ONLY SOCIAL MEDIA PROTOCOLS I HAVE ARE ABOUT BOARD MEMBERS USING SOCIAL MEDIA TO TALK ABOUT BOATS. AND USING IT TO DISCUSS AGENDA ITEMS.

>> I THINK THAT IS DIFFERENT FROM WHAT I'M HEARING.

>> GROWTH OF TRUST, BOARD MEMBERS NEED TO AVOID INTERACTING WITH CITIZENS. THAT ARE PRESENTING INACCURATE, OR UNETHICAL -- I

DON'T KNOW. >> ABOUT INTERACTING. WE ALL HAVE OUR FRIENDS AND FAMILIES. MY THING IS, WHEN I WAS IN THE CAMPAIGN, I SAW ON LOT OF NEGATIVITY. I DIDN'T LIKE IT AND I DIDN'T COMMENT. I DIDN'T DO THAT. AND AGAIN, I DON'T THINK ALL OF MY BOARD MEMBERS UNDERSTAND WHAT I HAVE BEEN THROUGH WITH HARASSMENT FROM ONE PERSON. LIKING THOSE POSTS AND INTERACTING WITH THOSE, IF YOU WANT TO BE FRIENDS WITH SOMEONE AND THEIR POSITIVE RATE. BUT WHEN THEY ARE ABOUT MY DAUGHTER AND MY FAMILY AND MY MOTHER'S OBITUARY, AND THE THINGS ONLINE, YOU SHOULD NOT BE DOING THAT. YOU SHOULD NOT BE DOING THAT.

>> PERHAPS, JUST AVOIDING COMMENTING ON ANY BOARD MEMBER.

ANY OPINIONS. WHEN WE LIKE THEM OR HAVE AN ADDITIONAL COMMENT, JUST TO AVOID ANYTHING, BEING MISCONSTRUED OR MISUNDERSTOOD, DON'T LIKE IT. DON'T RESPOND.

>> I HAVE A QUESTION. I APOLOGIZE. I WAS GOING TO TRY AND GOOGLE IT, BUT DOESN'T THE BROWN ACT HAVE GUIDELINES AS TO HOW WE SHOULD BEHAVE? SOMEBODY GIVES US GUIDELINES.

>> THE BROWN ACT ONLY SPEAKS >> IF THERE ARE GUIDELINES ABOUT BUILDING A CONSENSUS OVER SOCIAL MEDIA.

>> I JUST TOOK THAT TRAINING. JUST ON SOCIAL MEDIA. IT IS A LOT ABOUT BUILDING CONSENSUS. IF YOU POST SOMETHING AND SOMEBODY ELSE COMMENTS AND THEN A THIRD PERSON LIKES THE COMMENT, YOU ARE NOT BUILDING A CONSENSUS. IT IS -- THAT IS WHERE THE BROWN ACT IS MORE SPECIFIC. WHAT WE ARE TALKING ABOUT IS ETHICS AND HOW WE CHOOSE TO BEHAVE. I WOULD EXPAND THE CONVERSATION TO EVEN POSTING VIDEOS THAT THEY PUT YOUR COLLEAGUES IN A NEGATIVE LIGHT OR MAKE ACCUSATIONS. WE ALL HAVE THE RIGHT TO SPEAK. BUT THAT COMES WITH A MORE

DIFFICULT COMMUNICATION. >> AND PERHAPS, I AM SORRY.

>> AMY YOU WERE SAYING SOMETHING ABOUT HOW IT ERODES

THE BOARD? WHAT DID YOU USE? >> IF WE WANT TO RESPECT EACH OTHER AND WORK TOGETHER, IT CANNOT HAPPEN. TO BUILD THE TRUST AND RESPECT WE TALK ABOUT, ALL OF THOSE THINGS DON'T MAKE ME WANT TO WORK WITH MY BOARD MEMBERS. I GET UPSET. IT IS HURTFUL. IF WE ARE TRYING TO DO THIS HANDBOOK TO BE BETTER, THOSE ARE THINGS WE SHOULD LOOK AT. NOT JUST HERE, BUT OUTSIDE AS WELL. IF SOMEONE WROTE SOMETHING ABOUT HER DAUGHTERS, I WOULD NEVER CONDONE THAT. I FEEL LIKE ALL OF US SHOULD JUST AGREE, SOME THINGS ARE OFF-LIMITS AND WE

DON'T PARTICIPATE. >> IF I USE THE TERM ERODES

GOVERNANCE, WOULD THAT FIT? >> MAY WE EXPAND THAT TO NOT JUST MEAN SOCIAL MEDIA? BUT JUST ME IN GENERAL? IT COULD BE POSTCARDS OR NEWSPAPER CLIPPINGS. IT COULD BE AN EMAIL

THAT WAS SENT. >> FORWARDING NEWS ARTICLES.

[03:20:01]

>> AGREED. >> OKAY. I'VE GOT DIRECTION.

>> IT IS ALSO IMPORTANT THAT WHEN THE DOCTOR POSTS A MESSAGE TO THE ENTIRE BOARD, MESSAGE OR TEXT. AND TWO RESPOND, THEY HAVE ALREADY VIOLATED THE BROWN ACT BECAUSE ALL OF A SUDDEN, THREE PEOPLE ARE INVOLVED IN A DISCUSSION OF WHETHER OR NOT ONE BOARD MEMBER SHOULD DO SOMETHING.

>> SO THE ACCUSATION, I TAKE IT SERIOUSLY. THE RESPONSES YOU ARE TALKING ABOUT, WHAT WAS THE RESPONSE?

>> SOMETIMES THERE IS A TEXT MESSAGE AND ISSUE I GOT -- I NEED YOU TO READ IT RIGHT AWAY. SOMETIMES I FORGET TO TELL YOU TO RESPOND INDIVIDUALLY. YOU DON'T RESPOND TO EVERYONE.

>> THE BROWN ACT DEALS WITH BUILDING CONSENSUS. I MESSED UP THE ONE TIME. I THINK I LIKED IT.

>> THIS WAS ACTUAL. >> THIS WAS ACTUAL RESPONSE ON

AN ACTION THAT SHOULD BE TAKEN. >> THREE BOARD MEMBERS?

>> TWO. BUT WHEN YOU INCLUDE EVERYONE, THAT BECOMES A MEETING. I WANT YOU TO BE AWARE. IT SHOULD BE IN THE PROTOCOL. NEW BOARD MEMBERS NEED TO BE AWARE OF IT. BUT WHEN ALL OF US ARE ON THERE, IF YOU RESPONDED AND SOMEONE SAYS THEY LIKED IT, ALL OF A SUDDEN, IT BECOMES A MEETING. I HAVE

ATTENDED THOSE. >> IS THE SAME THING. AN EASY SOLUTION IS TO -- YOU ARE NOT LOOKING FOR INDIVIDUAL RESPONSES. JUST MESSAGE EACH INDIVIDUALLY.

>> IF YOU RESPOND, EVERYONE GETS IT.

>> JUST EMAIL. >> THIS IS SOMETHING NEW BOARD

MEMBERS WOULD NOT KNOW ABOUT. >> A LOT OF IT WAS EDUCATION. I SAY THANK YOU. I DIDN'T THINK THAT WAS BREAKING ANYTHING.

>> IT IS NOT. >> AGAIN, THE EDUCATION AND THE TALKING PART AND NOT WAITING. NOT WINNING FOR THE MEETING TO SAY SOMETHING. THEN YOU'RE EDUCATING ME ABOUT WHAT I'M

DOING WRONG. I DID NOT KNOW. >> I CALLED THE SUPERINTENDENT TO EDUCATE YOU RIGHT AWAY. I DON'T KNOW IF HE RELAYED THE

MESSAGE. >> ALL RIGHT. I WANT TO BE CLEAR. SAYING THANK YOU TO A TEXT MESSAGE IS NOT BUILDING CONSENSUS. IT IS NOT BREAKING THE BROWN ACT. IT IS A REACH.

BACK TO THE WE CONDUCT OURSELVES AND MESSAGES ON SOCIAL MEDIA, THERE ARE SPECIFIC EXAMPLES THAT WE DON'T HAVE TO GET INTO. THOSE ARE THE THINGS THAT BREAK DOWN THE COMMUNICATION OF THE BOARD. I HONESTLY HOPE WE CANNOT DO THAT IN THE FUTURE AND MOVE PAST IT.

>> WE HAVE A FRAMEWORK FOR THAT. WE WILL SEE WHAT CAN BE COBBLED TOGETHER. NEXT ONE IS 32. MASTERS IN GOVERNANCE SECOND YEAR AND ALL TRAINING AND CONFERENCE. WHAT IS THE

ISSUE THERE? >> I'M GOING TO COMMENT.

>> GO FOR IT. >> I HOPE THIS SHOULD BE EASY WITHIN FIVE MINUTES. WE ALL AGREE IT'S VERY IMPORTANT.

THEY HAVE ALL DONE IT. I DIDN'T REALIZE THE IMPORTANCE UNTIL I DID IT. MAYBE I DIDN'T, THAT IS WHY A SUGGESTED TWO YEARS. I THINK IT IS GOOD TRAINING. THAT IS ALL I'M

ASKING. >> WHAT IS THE ISSUE? I CAN MAKE IT UP IF YOU DON'T HAVE ONE.

>> HONESTLY, I KNOW THEY HAVE TALKED BUT I DON'T KNOW THAT EVERYONE DOES IT. MY ISSUE IS, I DON'T KNOW IF EVERYONE DOES IT AND I WOULD LIKE TO SEE THEM DO IT. THAT IS MY ISSUE.

>> IS IT THAT YOU THINK BOARD MEMBERS BECOME A BETTER TEAMMATE WHEN THEY HAVE THIS TRAINING?

>> YES. ON THE EDUCATION PIECE OF LEARNING. THERE IS SO MUCH.

I THINK IT IS GOOD. >> YOU LEARN TO SPEAK A COMMON LANGUAGE. THE SECOND PART, THAT IS VIABLE. THAT SHOULD BE A PROTOCOL. BUT I ALSO THINK THAT WE EACH HAVE DONE A TRAINING OR ARE INTERESTED IN A TRAINING. AND YOU THINK, I WISH

[03:25:01]

>> I WOULD LIKE TO ADD ON. THOSE TRAININGS ARE GREAT. AS A RESOURCE FOR NEW BOARD MEMBERS. THEY DO BUILD YOUR VOCABULARY AND KNOWLEDGE ABOUT PROCEDURES AND WHAT IS GOING ON. THE INNER WORKINGS OF A SCHOOL DISTRICT. ALSO, I WOULD LIKE TO ADD, THE TRAINING THAT WE GOT WITH OUR GENERAL COUNSEL WHEN HE INITIALLY STARTED WITH US. I CANNOT RECALL THE NAME, BUT IT WAS ETHICS TRAINING. SOMETHING LIKE THAT.

>> I THINK IT WAS NAMED BROWN ACT TRAINING.

>> IT COVERED A LARGE VOLUME OF PROCEDURES.

>> THERE ACTUALLY IS A REQUIRED ETHICS TRAINING. IT IS NEW. I THINK IN THE LAST YEAR WERE ALL BOARD MEMBERS HAVE TO GO

THROUGH. >> YES. I BELIEVE THERE IS A DATE BY. I THINK IT'S FURTHER OUT THAN 2025. I DESIRE THAT WE WOULD PLACE THAT IS PART OF INCOMING --

>> ARE YOU ALL REQUIRED TO TAKE HARASSMENT TRAININGS?

>> I WAS. I DON'T KNOW IF THE NEW BOARD MEMBERS WERE. THERE

ARE SEVERAL THINGS. >> ON MY OTHER COMMISSIONS, I AM REQUIRED EVERY YEAR. AND ALSO THE MANDATORY REPORTING.

>> I DON'T KNOW WHAT WE REQUIRE.

>> WE ACTUALLY HAD LEGAL COUNSEL PRESENT TO US. AS A TRAINING. LAST OF FEBRUARY. IT WAS BROWN ACT TRAINING. IT HAD TO DO WITH CONFLICT OF INTEREST. WE CAN EVEN INCLUDE SEXUAL HARASSMENT IN THOSE AS WELL.

>> THOSE WOULD BE GOOD. I KNOW THAT SOME OF US WHO ARE EDUCATORS OR WORK IN PUBLIC OFFICES ALREADY HAVE TO GO THROUGH THAT TRAINING. SO MAYBE ADDING ON A PROTOCOL IF WE HAVE ALREADY DONE IT THROUGH OUR AGENCIES, THEN PRESENT PROOF.

>> YOU USUALLY GET A CERTIFICATE.

>> WE DO. >> AND THE QUESTION WOULD BE, HOW OFTEN? SOME ARE MANDATED BY LAW. THERE IS NOT A POLICY ON THIS. ABOUT A BOARD MEMBERS. A PROTOCOL WOULD BE GREAT.

ANYTHING ELSE? >> FOR EXAMPLE, I JUST COMPLETED TRAINING WITH THE NATIONAL SCHOOL BOARD ASSOCIATION ON SPECIAL EDUCATION. I WAS THINKING, OH MY GOSH, I SHOULD'VE TOLD HER BECAUSE SHE TEACHES SPECIAL EDUCATION. BUT IT IS GOOD FOR ALL OF US. I WOULD BE GLAD TO SHARE THE NOTES THAT WERE GIVEN. AS A RESULT, THE TIMING WAS INTERESTING. WE HAD A PARENT TALK ABOUT STARTING AN ADVISORY FOR PARENTS WHO HAVE STUDENTS WITH DISABILITIES IN THE DISTRICT. THAT WAS ONE OF THE IDEAS FROM THE GOVERNANCE TEAM. TO HAVE SOMETHING LIKE THIS STARTED. IT WENT HAND IN HAND WITH THE TIMING IN REGARDS TO THIS TRAINING. TO MAKE A LONG STORY SHORT, IT SHOULD INCLUDE OTHER TRAININGS. NOT ONLY THE MASTER GOVERNANCE TRAINING.

>> I CAN PUT THOSE DOWN. >> I KNOW IN THE PAST, WHEN I FIRST CAME ONTO THE BOARD, AND 2018, I WAS WITH VETERANS. THEY WERE OVER IT. AFTER SO MANY YEARS, PRACTICE, I WOULD TELL THE SUPERINTENDENT, I AM INTERESTED. ON THE SUPERINTENDENT -- IF I ASK FOR SOMETHING, IT WAS OFFERED TO ALL OF THE BOARD MEMBERS SO ALL OF THEM WOULD KNOW. AND THEN, I WANTED TO DO THE MASTERS IN GOVERNANCE. I DIDN'T TAKE IT UNTIL MY THIRD YEAR. THAT WAS

[03:30:04]

IT WORKED BEST LATER. >> I LIKE TO SUPPORT THAT. WE NOTICE THERE'S A GREATEST IMPACT AFTER THEY HAVE HAD A WHOLE CYCLE. THE SECOND TIER IS A BETTER TIME TO PICK IT UP AS THEN YOU UNDERSTAND THE NUANCE. NOW YOU KNOW WHY AND YOU KNOW HOW TO IMPROVE. WE ACTUALLY RECOMMEND YOU TAKE NEW BOARD MEMBER ORIENTATION AND NEW TRUSTEE INSTITUTE. WORK FOR A YEAR AND THEN START. BECAUSE THEN YOU HAVE BETTER QUESTIONS.

THE OTHER THING IS, YOU OFFER AND ENCOURAGE IT BUT YOU ALLOW PEOPLE TO SHOW EVIDENCE THEY HAVE COMPLETED IT OR HAVE CERTIFICATIONS. THAT IS RESPECTFUL AS WELL. WE ALL HAVE DIFFERENT THINGS. WE SHOULDN'T HAVE TO DO A THING BECAUSE EVERYBODY HAS DONE IT BUT WE HAVE ALREADY DONE IT.

>> ANY TRAINING WE DO SHOULD BE REPORTED AND SHARED WITH THE REST OF THE BOARD. THAT WOULD BE A GREAT THING TO DO. AND ALSO, THE RULES OF ORDER IS SOMETHING THAT IS BASICALLY, THE LANGUAGE AND HOW WE OPERATE, IF WE ALL GOT THE SAME INFORMATION, IT WOULD MAKE IT BETTER. MY IDEA, AND I DON'T KNOW THE PROTOCOL, BUT, EACH MEMBER WOULD PICK A TRAINING THAT THEY WOULD RECOMMEND TO THE ENTIRE BOARD TO TAKE.

>> WHAT I ALSO HEARD YOU SAY WAS, THEY REPORT BACK ON WHAT THEY LEARNED. BECAUSE THE BOARD IS PAYING FOR IT. THEY NEED SOME BENEFIT. WE STARTED DOING THAT AT OUR MEETINGS. WE SAY WHAT SESSIONS WE WENT TO AND WHY WE THINK THAT IS IMPORTANT.

COULD IT HAVE BENEFIT? >> OKAY. WE HAVE DIRECTION ON

32. >>, GO BACK TO 31 FOR ONE SECOND.? WOULD YOU AGREE TO ALSO NOT JUST US AS BOARD MEMBERS, BUT ADDING OUR DISTRICT STAFF? IF SOMEONE IS JUST RIPPING OUR EMPLOYEES, WE SHOULD LIKING THAT OR COMMENTING AS WELL. EVERYONE IN FAVOR OF THAT?

>> PROTOCOLS ARE FOR YOU. IF YOU THINK YOU WANT A POLICY ON

THAT, -- >> NOT JUST US, THE DISTRICT.

WE REPRESENT THE DISTRICT. >> LET'S DO THAT AND ADD THE SUPERINTENDENT. HOW ABOUT THAT?

>> TELL ME IF I'M WRONG. I THINK SHE IS SAYING THE ACTIONS OF THE BOARD OF LIKING -- THE BEHAVIOR ON SOCIAL MEDIA TOWARD DISTRICT STAFF. IS THAT RIGHT?

>> CORRECT. >> DOES ANYONE NEED -- I'M GOING TO TAKE PRIVILEGE AND TAKE A FIVE-MINUTE PERIOD WE CAN RECESS. AM I THE ONLY ONE?

>> LET'S TAKE FIVE MINUTES. AND IF WE GET TWO, WE WILL HAVE

A GOOD SET. >> ALSO. AWESOME.

APPROACHING THE BEWITCHING HOUR. WE HAVE TWO LEFT. IT SHOULD BE QUICK. THE FIRST ONE IS AGENDA QUESTIONS BEFORE THE MEETING. I ASSUME THE PROBLEM IS, THE STAFF DON'T HAVE TIME TO HAVE RESPONSES AND IF YOU HAVE A BIG QUESTION YOU SHOULD BE ABLE TO ASK. WHAT IS THE PROTOCOL? THIS IS ITEM NUMBER

10. >> ITEM NUMBER 10. OUR STAFF WORKS HARD. I'M TRYING TO MAKE THIS QUICK. THEY GIVE US A FRIDAY MEMO ON FRIDAY. NOT FRIDAY, THE BOARD BOOK. THIS IS WHAT WE SIGNED UP FOR. WE HAVE SATURDAY AND SUNDAY TO REVIEW

[03:35:05]

MORE INFORMATION. >> IS MONDAY REASONABLE? WE

HAVE BUSY WEEKENDS. >> I HAVE BUSY WEEKENDS. AND THEN SOME. BUT SOMETIMES I WILL SIT IN THE EVENING AND REVIEW.

IF I DON'T GET TO IT SATURDAY OR SUNDAY, I'M GETTING TO IT ON MONDAY. WE WILL HAVE THAT MEETING AND I HAVE TO RESPECT.

>> I WAS THEN TO THE IMPRESSION THAT WE ALREADY TALKED ABOUT IT. I AM CONFUSED. ARE YOU GETTING QUESTIONS ON WEDNESDAY

AND THURSDAY? >> IF YOU DON'T MIND, THANK YOU. FIRST, I WOULD LIKE TO POINT OUT, THIS MIGHT GO INTO THE BROWN ACT. WE NEED TO LOOK AT THE BROWN ACT AND WHAT IT SAYS ABOUT BOARD MEMBERS ASKING QUESTIONS.

>> THIS I KNOW. >> LET'S HAVE A RESPONSE AND I

WILL TELL YOU ABOUT THAT. >> IF YOU REMEMBER THIS PAST THURSDAY, SOME ITEMS WERE BROUGHT UP AND QUESTIONS WERE BROUGHT UP AT THE MEETING. 10 MINUTES BEFORE THE MEETING. IT DIDN'T GIVE US ENOUGH TIME TO COLLECT INFORMATION. THAT DID NOT FOLLOW PROTOCOL. THE WAY I UNDERSTOOD THE WAY IT IS SUPPOSED TO HAPPEN, WE TURN IT ON ON TUESDAY. STAFF HAS TIME TO VIEW IT. OR, THE BOARD NEEDS CLARIFICATION. STAFF MEMBERS, PLEASE COME OR CONTACT THE BOARD MEMBER AND HAVE A CONVERSATION AND GET THE ANSWERS RIGHT THERE. IT GIVES US TIME TO PREPARE I KNOW EXACTLY THE ISSUES. SOME STUFF CAN BE COMPLEX. IT REQUIRES INTERPRETATION.

>> WE ARE JUST TALKING ABOUT THE PRE-. THE AUDIT. I DIDN'T ASK QUESTIONS BUT WHEN HE WAS PRESENTING, I WAS GETTING CONFUSED. YOU'RE JUST TALKING ABOUT QUESTIONS ON ITEMS?

>> YES. MOSTLY CONSENT ITEMS. THE OTHER THINGS ARE REGULAR.

>> I 100% AGREE. EVEN TRYING TO GET IT BEFORE THE BOARD MEETING STARTS, IT WOULD BE EASIER IF THIS WAS FILLED OUT.

AND FOR STAFF, THE EARLIER THE BETTER. IT IS IMPORTANT TO KNOW THAT IF SOMETHING COMES UP, WE ALL HAVE THE RIGHT TO PULL SOMETHING FROM CONSENT. IF NECESSARY. BUT REALLY, IT IS THE INTENTIONALITY. IF WE KNOW WE HAVE AN ISSUE, IT SHOWS RESPECT TO STAFF TO GET IT AHEAD AS MUCH AS POSSIBLE. BUT ALSO, THE INFORMATION IS SHARED WITH THE REST OF THE BOARD SO WE CAN UNDERSTAND WHAT THE CONCERNS ARE. ONE THING I WOULD SAY IN THE PROCEDURES IS, I DON'T THINK WE NEED TO PULL AS MANY ITEMS AS WE THINK WHEN WE JUST HAVE CLARIFYING QUESTIONS.

YOU WANT TO MAKE THE EMOTION TO APPROVE THE AGENDA. YOU CAN

STILL HAVE DISCUSSIONS. NO? >> A CONSENT AGENDA BY DEFINITION, YOU CANNOT DISCUSS. IF YOU WANT TO, YOU HAVE TO PULL IT AND DISCUSS IT. YOU MOVE IT TO AN ACTION ITEM.

[03:40:02]

>> SCRATCH THAT LAST PART. >> LET ME TELL YOU ABOUT BRAN AT -- BROWN ACT. THE QUESTION SHOULD BE MADE PUBLIC. YOU CANNOT ASK A BACKGROUND QUESTION. BECAUSE THEN, YOU IMPLY THAT EVERYONE HAS THIS INFORMATION. WHAT WE DO IS, WE HAVE A DATE. THAT IS IMPORTANT. YOU ARE SUPPOSED TO GET YOUR QUESTIONS INS. WHAT YOU DON'T WANT TO HAPPEN IS PLAY GOTCHA WITH THE SUPERINTENDENT AND THEY DIDN'T HAVE TIME TO LOOK IT UP. THAT HAPPENED FIVE YEARS AGO. MONDAY COULD BE A DATE.

WHATEVER DATE YOU SET, YOU SHOULD STICK WITH IT. SOMETIMES PEOPLE HAVE VACATIONS. SETTING A DATE IS GOOD PRACTICE. THE SECOND THING IS, KNOWING THAT IF U.S. A QUESTION, IT HELPS YOU MAKE A DECISION. IT GETS ADDED TO THE REASON TATIAN ON THE TOPIC. I HAVE QUESTIONS ABOUT BUDGET. RATHER THAN ASKING THE QUESTION, SHE PUTS IN HER POWERPOINT. THERE IT IS.

I ASKED. THAT WAY, I KNOW IT IS NOT A VIOLATION BECAUSE IT IS NOT TO THE PUBLIC. THOSE ARE THE THINGS WE PUT IN A PROTOCOL. IS THERE A DAY OF THE WEEK THAT YOU WANT TO

RECOMMEND? >> I WANT TO SAY SOMETHING.

THIS DOESN'T INVOLVE OR MAYBE AFFECT ANYONE. I KNOW IT IS UNIQUE TO ME. AS WE LOOK AT EACH OTHER AROUND THE TABLE, THE ONLY ONE THAT HAS YOUNGER CHILDREN WHO THEY ARE DIRECTLY RESPONSIBLE FOR IS MYSELF. LET ME CLARIFY.

>> PRESIDENT, I KNOW THE WAY YOU ARE WITH YOUR DAUGHTERS AND YOUR VERY HANDS ON. THAT IS NOT TO SAY THIS DOES NOT AFFECT

YOU. >> WEARS THIS GOING?

>> WHAT I'M TRYING TO SAY IS, I AM DIRECTLY RESPONSIBLE FOR MY CHILDREN. THEY ARE STILL UNDER AGE. THEY ARE NOT -- I THOUGHT THEY WERE GOING TO BE MORE INDEPENDENT. THAT FALLS ON ME. NOW I HAVE TO MAKE SURE THEY GET THINGS DONE. PLUS ON TOP, I HAVE MY OWN JOB AND THIS POSITION. I HAVE OTHER THINGS GOING ON. I'M GOING TO SAY, I'M GOING TO OWN THAT. I HAVE NOT BEEN GOOD AT SUBMITTING QUESTIONS ON TIME. I AM WORKING AND TRYING TO GET THERE. BUT, I DON'T KNOW WHAT WE COULD DO.

>> WHAT DO YOU RECOMMEND? NOT HAVE A DATE?

>> NO. I DON'T WANT TO MAKE A PROTOCOL BASED ON ONE PERSON.

>> THE POINT IS THAT IS AGREED-UPON FOR THE WHOLE BOARD. THE HUMAN NATURE OF IT IS STILL THERE. I DON'T THINK THERE IS TOO MUCH ENFORCEMENT. IT'S AT ABOUT AGREEING. THEY ARE ASPIRATIONAL. THE MAIN THING IS, WHEN THINGS COME ACROSS AS A GOTCHA MOMENT OR YOU'RE THROWING THE STAFF OFF, THOSE THINGS ARE IMPORTANT. IT'S MORE THE INTENTIONALITY.

QUESTIONS AND I HAVE NOT HAD TIME TO PRESENT THEM WITH AN EMAIL, I WILL TEXT. I KNOW I TEXTED LAST TIME. YOU WERE AWARE. I DIDN'T HAVE TIME TO WRITE DOWN SPECIFIC QUESTIONS.

IT IS SOMETHING I AM WORKING ON MYSELF. I DON'T WANT TO AFFECT THE COURSE OF WHAT THE BOARD IS GOING TO DECIDE.

>> CAN I ADD ONE THING? WE ARE ASKING THE WHY. BECAUSE IT HELPS WITH THE INFORMATION. IT TAKES OUT THE GUESSWORK. MAYBE WHEN WE ARE ASKING TO HAVE AN ITEM PULLED SPECIFICALLY ON THE POLE, WHAT IS IT YOU ARE LOOKING AT? TO WHERE THEY KNOW HOW TO RESPOND. IS NOT AWARE GUESSING GAME. WE SAW THAT ON THURSDAY. I FEEL LIKE IT DOESN'T HELP ANYONE. IF YOU

PULL AN ITEM, WHY? >> IF YOU TRY TO TERMINATE BY

[03:45:04]

>> END OF DAY ON TUESDAY? >> I WOULD SAY TUESDAY.

>> WHAT IS THE DEADLINE? >> THAT GIVES ME ALL DAY WEDNESDAY AND ALL DAY THURSDAY BEFORE A MEETING TO GET

SOMETHING DONE. >> IS THAT ASPIRATIONAL

PROTOCOL? >> THAT SOUNDS FAIR.

>> AND TO FINISH THAT, IF THERE'S AN EMERGENCY, YOU CANNOT GET THROUGH IT, THE CONCEPT, THIS IS WHAT I'M

SEEING. >> WHAT IF WE SAID BY TUESDAY OR WITH SUFFICIENT TIME FOR THE SUPERINTENDENT TO RESPOND?

>> MAY I ADD ONE MORE? I DON'T MEAN TO BE KNIT PICKY OR DIFFICULT. THERE ARE AGENDAS WERE IT IS HEAVY READING WE HAVE TO DO. LIKE THE LAST ONE. THERE ARE INTERIM REPORTS AND AUDITS. I DON'T TAKE THEM LIGHTLY. I READ EVERY SINGLE PAGE. AND I JOT DOWN QUESTIONS. WHEN THAT HAPPENS, AND THESE LARGE ITEMS THAT HAVE PAGES UPON PAGES, HAVING TO SUBMIT QUESTIONS BY TUESDAY, I'M NOT SURE HOW REALISTIC THAT IS. I AM SPEAKING FOR MYSELF. I COULD TELL YOU, I'M NOT GOING TO

MAKE IT. >> I THINK ASPIRATIONAL IS THE KEY. THE ONLY THING I WOULD ADD, IF SOMEONE IS ASKING FOR MORE INFORMATION, AND THEY POTENTIALLY PULL THAT, THAT THAT INFORMATION IS SHARED. THOSE CONVERSATIONS ARE DIFFICULT TO NAVIGATE WHEN YOU KNOW SOMEONE HAS INFORMATION AND NOW YOU HAVE TO GET ME UP TO SPEED ON THAT. I WOULD MAKE

THAT REQUEST. >> THAT SHOULD NOT BE A BROWN ACT VIOLATION. IT DOESN'T REQUIRED ACTION BY THE BOARD.

YES. >> MASS SAY ONE MORE THING? WHEN I ASK QUESTIONS, IT IS NOT AN I GOTCHA. FOR MY EDUCATION, AND WHEN YOU LIVE IT DAY BY DAY, WE DON'T. IT PUTS IT IN BETTER PERSPECTIVE. AS WE ARE MAKING DECISIONS. I THINK I SAID IT BEFORE. I'M GOING TO REPEAT MYSELF. IF YOU TELL ME AS A BOARD MEMBER, CAN I GET THAT TO YOU BY FRIDAY? THAT IS FINE. I DON'T MIND THAT AT ALL. YOU HAVE LIVES AND WE HAVE LIVES. THAT FLEXIBILITY AND UNDERSTANDING, I GIVE THE STAFF

BUT ALSO, I APPRECIATE IT. >> IT IS THREE CLOCK. HE ONLY HAD ONE MORE. I WILL PUT TOGETHER A PROTOCOL AND YOU CAN THROW IT OUT IF YOU WANT. IT SAYS YOU WILL ALWAYS SPEAK WITH

THE BOYS. >> I HAVE A QUICK QUESTION.

>> CAN YOU BRING UP MY SLIDES? GO AHEAD.

>> JUST FOR CLARIFICATION, ANYTHING THAT IS TO CHANGE THE BOARD MEETINGS, SHOULD BE AGREED UPON BY THE ENTIRE

BOARD. >> TO CHANGE ANYTHING?

>> IS THERE ANY CHANGE TO THE MEETINGS? CAN IT BE BROUGHT -- DOES IT NEED TO HAVE APPROVAL?

>> NOT SOME THINGS. LOOK AT THE DESCRIPTION OF WHAT THE PRESIDENT DOES. THEY HAVE TO CHANGE PROTOCOLS OR CITY ASSIGNMENTS, THINGS LIKE THAT TYPICALLY THE DON'T REQUIRE FULL ACTION. BUT ANY ACTION BY THE BOARD NEEDS TO BE BROUGHT BEFORE THE BOARD. CHANGE A POLICY OR DIRECTION.

>> OR ANY EXPENSE. >> ALL EXPENSES COME BEFORE THE

BOARD. >> ARE YOU DONE WITH THE

SYSTEM? >> YES. I THOUGHT THAT IS SOMETHING YOU SHARED WITH THE BOARD.

>> WHAT WAS THE COST FOR THAT?

>> I DON'T KNOW. >> JUST A QUESTION.

>> WE DID PUT SOMETHING IN THE FRIDAY MEMO. ARE YOU SAYING, SHOULD WE ASK PERMISSION BEFORE THE DECISION WAS MADE? OR IS IT

MORE OR LESS NOTIFYING? >> I FELT IT WOULD HAVE BEEN BETTER TO GET THE BOARD OPINION ON HOW THIS WOULD WORK. IT THE ULTIMATE INTENTION AND THE COSTS.

>> OKAY. >> WERE GOING TO WRAP THIS UP.

I DON'T HAVE THE LAST LIGHT ON MY COMPUTER. IT SAYS, WHAT WILL

[03:50:04]

>> ABSOLUTELY. JUST NOT ON THE DAIS, RIGHT?

>> RIGHT. I WOULD DO IT AFTER THE MEETING. TRY TO KEEP RELATIONSHIPS BETTER. AND THEN, MONITOR THEM TO SEE IF THEY SHOULD BE CHANGED. THAT IS THE SAME WITH THE POLICIES. THEY SHOULD BE MONITORED. THE LAST THING IS, THE HANDBOOK AND WHAT WILL HAPPEN WITH IT. I WILL REVISE IT AS IT IS. AND THEN, I WILL SEND IT AND YOU CAN LOOK AT IT BEFORE YOU HAVE A MEETING WHERE YOU APPROVE IT. YOU'LL MAKE ANY CHANGES WITH THE PRESIDENT AND SUPERINTENDENT AND THEN YOU WILL ACT AS A BOARD AND ADOPT IT. REMEMBER THE HANDBOOK IS A LIVING DOCUMENT. ANYTIME YOU WANT TO CHANGE, YOU CAN DO THAT. WE HAVE ALREADY TALKED ABOUT EVALUATING AND REVISING BYLAWS AND POLICIES THAT WE BROUGHT UP TO DO WITH THE ISSUES THAT WERE ORIGINALLY ON YOUR REQUESTS. THE LAST THING I HAVE TODAY IS, AT THE BOTTOM OF YOUR STACK OF PAPERS, IS THE EVALUATION OF THE SESSIONS. I WANT TO SAY, THANK YOU FOR HAVING ME. I THINK WE'VE ACCOMPLISHED A LOT AND I HOPE IT WORKS TO CONTINUE TO BE MORE EFFECTIVE. WITH THAT, ONCE YOU FILL THEM OUT, DO NOT SIGN THEM. JUST DROP THEM ON THE TABLE.

>> I HAVE A QUESTION. YOU WILL CREATE THIS AND IT COMES BACK TO VOTE ON? I DON'T FEEL LIKE WE TOTALLY FINISHED. IF WE WANT TO ADD SOMETHING WE WOULD DO IT AT THAT TIME?

>> OR YOU CAN SET A TIME TO COME BACK. SET UP A STUDY SESSION. OR ANYTHING ELSE YOU WANT TO CHANGE BEFORE IT

BECOMES FOR FULL ADOPTION. >> I HANDED OUT THE COMMUNITY AND PURPOSE STATEMENT. IF THERE IS NO OBJECTION, THIS MEETING IS ADJOURNED AT 3:08

* This transcript was compiled from uncorrected Closed Captioning.