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[1. WORKSHOP - 4:30 PM]
WE'RE GOING TO GO AHEAD AND START OUR WORKSHOP HERE.DR. ANZALONE, ANYTHING YOU WANT TO SAY TO GET GOING?
>> ABSOLUTELY. GOOD AFTERNOON, EVERYONE.
THANK YOU FOR BEING HERE AND GOOD TO SEE THE BOARD.
AS I TOLD YOU IN OUR BRIEFINGS, WE HAD A WONDERFUL WEEK WITH OUR PRINCIPALS AND OUR BUILDING LEADERS LAST WEEK, AND EVEN BACK A DAY BEFORE THAT.
JUST REALLY EXCITED TO SEE EVERYONE TOGETHER.
I FELT THE ENERGY WAS JUST EXUBERANT, THEY'RE READY TO COME BACK AND READY TO SEE KIDS.
SOMETIMES IT FEELS LIKE IT'S A REALLY SHORT TIME OF SUMMER, AND SOMETIMES IT'S LIKE, LET'S GO.
WITH THAT, OF COURSE, SO MUCH OF OUR WORK WAS ALIGNING OUR UPCOMING WORK AND OUR FUTURE WORK TO THE STRATEGIC PLAN.
IT WAS GREAT TO DIVE INTO THAT A LITTLE BIT WITH OUR PRINCIPALS AND OUR BUILDING LEADERS.
WE THOUGHT IT WOULD BE WONDERFUL TO SHARE SOME OF THOSE THOUGHTS AND A LITTLE BIT OF A REVIEW OF THE WORK WE DID WITH THEM, WITH YOU, AND THEN ALSO MOVE INTO REALLY, TRACY, A LITTLE BIT OF ALIGNMENT WITH THE ROLES AND THE RESPONSIBILITIES OF THE BOARD AS IT PERTAINS TO THE STRATEGIC PLAN.
EVEN THOUGH WE'LL REVISIT THAT AGAIN ON WEDNESDAY DURING OUR PLANNING SESSION, WE THOUGHT TODAY WOULD BE A GREAT PREVIEW OF THAT AS WELL.
WITH THAT SAID, I'LL PASS IT OFF TO LISA AND GALE, WHO WILL RUN US THROUGH THIS.
>> NOW, I HAVE TO GO BACK. WE CAN SEE THAT.
IT'S AGAIN, JUST A PRIVILEGE TO BE HERE TONIGHT WITH YOU.
I RECOGNIZE THAT WHILE I AM SPEAKING ABOUT THE STRATEGIC PLAN, THERE ARE SO MANY VOICES THAT HAVE COME INTO THIS WORK, AND SO IT'S A PRIVILEGE ALSO TO BE THE ONE SPEAKING FOR IT.
BUT IT'S ALSO THAT GOOD OPPORTUNITY TO THANK AGAIN OUR COMMUNITY.
THE STUDENTS, OUR STAFF MEMBERS, OUR PARENTS AND FAMILIES, AND COMMUNITY MEMBERS WHOSE VOICES HAVE CONTRIBUTED TO THE STRATEGIC PLAN, WHICH YOU NOW HAVE A REALLY PRETTY COPY OF.
THAT'S IN YOUR HANDS. PART OF THE WORK THAT DOREEN HAS BEEN DOING BEHIND THE SCENES IS WORKING WITH THE ESD ON PUBLICATION, AND ALSO SOME OF THE ANCILLARY MATERIALS THAT WILL GO WITH US SO THAT WE HAVE A CONSISTENT STRATEGIC PLAN PRESENCE IN ALL THAT WE DO.
ONE OF THE THINGS YOU'LL SEE TONIGHT ARE SOME OF THE SLIDES THAT THE ESD HAS CREATED FOR US SO THAT WE CAN USE THEM CONSISTENTLY IN OUR PRESENTATION.
ALL OF THE PICTURES ARE OF OUR STUDENTS, AND THE FRONT AND BACK COVER, AS WELL AS MANY OF THE PAGES INSIDE INCLUDE PICTURES AS WELL, ALWAYS OF OUR STUDENTS AND OUR STAFF.
WE BEGIN, AS WE ALWAYS DO, WHEN WE TALK ABOUT THE STRATEGIC PLAN WITH THE VERY HIGHEST LEVEL, WHICH IS WHAT IS OUR COMMITMENT TO OUR STUDENTS, AND THAT IS TO SEE, VALUE, AND SERVE EACH STUDENT, HELPING THEM TO LEARN AND GROW EACH DAY AND PREPARING THEM FOR A FUTURE OF ENDLESS POSSIBILITIES.
THAT ENDLESS POSSIBILITIES IS SO IMPORTANT BECAUSE, AS A QUOTE I HAVE USED IN THE PAST, TALKS ABOUT, STUDENTS DON'T OFTEN KNOW, NOR DO WE, WHO THEY WILL BECOME AND WHAT THEY MIGHT DO IN THE WORLD.
OUR JOB IS REALLY TO PREPARE THEM FOR ANY OF THE THINGS THAT MIGHT BE POSSIBLE FOR THEM INTO THE FUTURE.
ALONG WITH THAT, WE HAVE A NEW MISSION AND A NEW VISION THAT DESCRIBE WHAT IT IS THAT WE DO AND WHAT IT IS THAT WE'RE WORKING TOWARD.
THE VISION; OUR STUDENTS LOVE TO DISCOVER, LEARN, AND GROW IN THE CAMAS SCHOOL DISTRICT.
EACH STUDENT EXPLORES THEIR INTERESTS, TAKES ON CHALLENGES AND THRIVES AS A MEMBER OF OUR COMMUNITY.
THEY ENGAGE WITH CURIOSITY AND CONFIDENCE AND ARE READY FOR EACH STEP OF THEIR FUTURE.
THAT VISION CONNECTS TO OUR PROFILE OF A GRADUATE, WHICH REALLY DESCRIBES WHAT'S THE KNOWLEDGE? WHAT ARE THE SKILLS AND APTITUDES AND CAPACITIES THAT A STUDENT WILL NEED IN THIS WORLD IN WHICH WE LIVE IN ORDER TO THRIVE REGARDLESS OF THE PATHWAY THAT THEY CHOOSE? YOU SEE THE FIVE PARTS OF THE PROFILE OF A GRAD, TO BE AN EFFECTIVE COMMUNICATOR, AN ENGAGED COMMUNITY MEMBER, A WELLNESS NAVIGATOR, SELF-EMPOWERED LEARNER, AND A CRITICAL THINKER.
WITHIN THE PAGES OF THE STRATEGIC PLAN, NAMELY ON PAGES 8 AND 9, IT DESCRIBES EACH OF THOSE AREAS IN TERMS OF WHAT DOES IT MEAN TO HAVE THAT CAPACITY OR KNOWLEDGE BASE.
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THAT REALLY POINTS US TOWARDS WHAT IS ALL THIS WORK ADDING UP TO WHEN WE GET TO THE END OF THE DAY IN ORDER TO BE ABLE TO ACHIEVE THAT VISION.OUR GOAL AREAS BROADLY DESCRIBED OUR HIGH QUALITY INSTRUCTION, RESPONSIVE PATHWAYS, AND A CULTURE OF SAFETY AND BELONGING.
ALL OF THE WORK OF THE STRATEGIC PLAN FITS INTO ONE OR MORE OF THOSE GOAL AREAS, AND THOSE ARE ON PAGE 11 OF OUR STRATEGIC PLAN, AGAIN, WITH MORE DESCRIPTION AND DEPTH.
THEN THE OTHER PAGE THAT I'D LIKE TO POINT OUT BEFORE WE START INTO THE REST OF THE PRESENTATION IS THE VALUES AND GUIDING PRINCIPLES.
THESE ARE ON PAGE 6, AND AGAIN, THESE COME FROM BOTH THE PRELIMINARY DRAFT WORK THAT HAD BEEN DONE IN 2020 AND 2021, AND THEN ALSO IN THE LAST ITERATION WITHIN THE LAST FEW YEARS.
IT DESCRIBES NOT ONLY THE VALUES, BUT THE GUIDING PRINCIPLES ARE, WHAT DOES IT LOOK LIKE TO HAVE THOSE VALUES IN PLACE? WHAT ARE PEOPLE DOING, SEEING, HEARING, THINKING IN ORDER THAT WE CAN KNOW THAT THOSE VALUES ARE TRULY AT THE CENTER OF ALL OF THE DECISIONS WE MAKE AND THE WORK THAT WE DO? WE'VE TALKED BEFORE ABOUT HOW VALUES ARE REALLY ASPIRATIONAL.
IN OTHER WORDS, WE WILL BE MORE OR LESS ALIGNED AT ANY GIVEN TIME.
OUR GOAL IS ALWAYS TO BECOME MORE ALIGNED AS WE GO FORWARD.
THEN, SINCE JUNE, WHEN WE MET, SO YOU ADOPTED THE STRATEGIC PLAN ON JUNE 17TH OF 2024.
SINCE THAT TIME, WE'VE HAD A SPECIAL MEETING OF THE STANDARD-BASED LEARNING WORK GROUP TO FOCUS ON MIDDLE SCHOOL TOPICS, AND THAT WAS JULY 25, 2024.
WE'VE HAD THE FIRST PRINT RUN OF THE CSD STRATEGIC PLAN, WHICH YOU HOLD IN YOUR HANDS.
WE HAD LEADERSHIP LAB CAMP, AUGUST 6TH, 7TH, AND 8TH, AND WE'RE GOING TO TALK MORE ABOUT THAT.
THEN WE HAD THE FIRST WORK GROUP CO-LEAD MEETING ON AUGUST 9TH.
THE CO-LEADS ARE THE PEOPLE WHO ARE LEADING EACH OF THE WORK GROUPS.
WE'LL TALK MORE ABOUT THOSE AS WE GO AS WELL.
THE NEXT WE'LL GO TO WHAT'S NEXT, AND THEN I'M GOING TO GO INTO MORE DEPTH ON WHAT HAS HAPPENED AND IS HAPPENING AND WILL HAPPEN.
NEXT UP, WE'LL DO A FINAL COPY PRINT RUN IN MID AUGUST BECAUSE NO MATTER HOW MANY TIMES YOU LOOK AT IT, YOU STILL HAVE AN EDIT COPY THAT HAS SOME STICKIES ON IT BECAUSE THERE'S AN EXTRA SPACE HERE OR A PERIOD MISSING THERE.
WE WILL HAVE THE FINAL PRINT RUN IN THE MIDDLE OF AUGUST, AND THEN WE'LL BEGIN THE WEB DESIGN AND FURTHER COMMUNICATION WITH OUR COMMUNITY.
CERTAINLY ALONG THE WAY WE'VE ALREADY COMMUNICATED, BUT THERE WILL BE MORE AS WE GO FORWARD.
OUR NEXT STEP AS WELL AS THE WORK GROUP SCHEDULE THAT WILL INCLUDE BOARD WORKSHOPS.
WORK GROUPS WILL BE WORKING, AND THE GOAL IS THAT THEY'RE HERE IN BOARD WORKSHOPS AND ALSO IN BOARD MEETINGS TO BE ABLE TO SHARE THE WORK, TO BE ABLE TO SHOW WHAT'S HAPPENED THUS FAR, WHAT WILL HAPPEN NEXT? WHAT ARE WE SEEING IN BARRIERS, WHAT ARE WE SEEING IN OPPORTUNITIES, AND HOW IS IT IMPACTING OUR STUDENTS? THEN FINALLY, SCHOOL LEADERSHIP-LED STAFF LEARNING DURING THE WEEK OF AUGUST 27TH, 2024.
IN THE VOLUNTARY AND SERVICE DAYS, EACH STAFF WILL ALSO BE INTRODUCED TO THE STRATEGIC PLAN.
AFTER OUR LEADERS HAVE BEEN INTRODUCED TO IT LAST WEEK AT LEADERSHIP CAMP.
THE GOAL IS THE SENSEMAKING OF HOW DOES THIS CONNECT TO THE WORK OF THE SCHOOL AND THE STAFF WITHIN THE SCHOOL IN SUPPORTING THE ADULTS AND STUDENTS WITHIN THAT SCHOOL? IT'S ALL ABOUT THIS THROUGH LINE THAT HAS A PLANE A CENTER AND THE WORK HAPPENING IN EVERY BUILDING AND DIGITAL SPACE IN OUR COMMUNITY.
SO OUR FOCUS TODAY, AS DR. ANZALONE TALKED ABOUT, IS REALLY ABOUT ALIGNMENT.
CONNIE HAD SHARED A PRESENTATION THAT MANY OF YOU SAW AT WASHINGTON, AND IT WAS SUMNER-BONNEY LAKE.
ONE OF THE THINGS THAT PRESENTATION FOCUSED ON WAS THE NECESSITY OF HAVING ALIGNMENT AND REALLY THINKING ABOUT WHAT DOES ALIGNMENT MEAN? NOT JUST A WORD, BUT WHERE DOES IT COME TO LIFE? YOU SEE FOUR PLACES THAT WE'RE WORKING ON ALIGNMENT RIGHT NOW.
ONE IS WITH THE SCHOOL-BASED PROBLEM OF PRACTICE AND THEORY OF ACTION.
THOSE ARE THE PLANS THAT EACH SCHOOL SHARES WITH YOU AT THE CONTINUOUS GROWTH WORKSHOPS, WHICH WE HAVE IN THE FALL, THAT'S THE FALL IS THE INTRODUCTION TO WHAT IS THE WORK THIS YEAR, AND THEN THE SPRING IS THE CULMINATION OF THAT WORK AND WHAT HAS BEEN LEARNED AND WHAT HAS CHANGED AS A RESULT OF THAT.
HOW ARE THOSE PLANS NOW ALIGNED WITH OUR STRATEGIC PLAN GOALS AND OBJECTIVES?
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OUR STRATEGIC PLAN WORK GROUPS, WHICH AGAIN, WE'LL TALK ABOUT IN JUST A MOMENT.OUR CENTRAL OFFICE LEADERS ARE FOCUSING ON THE STRATEGIC PLAN THROUGH BOTH GROWTH GOALS AND LEADERSHIP.
THE CO-LEADS INCLUDE SOMEBODY FROM CABINET, ALSO SO THAT THERE IS A THROUGH LINE IN THE ORGANIZATION AS WELL, FROM WHAT WORK IS BEING DONE AND PLAN TO WHAT'S NEEDED NEXT.
THEN FINALLY, SCHOOL BOARD GOALS AND GOVERNANCE.
YOU'LL SEE THIS LITTLE ALIGNMENT ICON IN THE BLUE BAR ON SOME OF THE SLIDES GOING FORWARD AS WE LOOK SPECIFICALLY AT WHAT DOES IT MEAN THROUGH THAT PARTICULAR AREA.
WE'RE GOING TO START WITH THE LEADERSHIP, AND LEADERSHIP EXTENDS IN THIS CASE THROUGH THE SCHOOL-BASED PROBLEM OF PRACTICE AND CENTRAL OFFICE LEADERS TALKING ABOUT THE LEADERSHIP LAB CAMP THAT WE HAD LAST YEAR.
LEADERSHIP LAB IS WHAT WE FORMERLY CALLED AD COUNSEL.
LAST YEAR, WE MADE THE SHIFT IN LANGUAGE BECAUSE THE INTENTION WAS REALLY TO HAVE A LAB.
WHAT IS IT THAT WE ARE LEARNING TOGETHER, DOING, TRYING, LEARNING, DOING, TRYING, AS WE ARE WORKING TO IMPROVE AND IMPACT STUDENT LEARNING AND EXPERIENCES ALL THROUGH OUR DISTRICT? THIS YEAR, WE HAD THREE DAYS OF LEARNING LAST WEEK, TUESDAY, WEDNESDAY AND THURSDAY.
IN JUST A MOMENT, YOU'LL SEE ON THE SCREEN THE PURPOSE OF EACH DAY, ALONG WITH A QUOTE THAT WE USED TO GROUND EACH DAY OF LEARNING THAT WE DID.
THE FIRST ONE, THE FIRST DAY, THE PURPOSE WAS TO LEAN INTO OUR OWN CORE VALUES AND OUR SCHOOL DISTRICTS SHARED VALUES AS A SOURCE OF STRENGTH AND OUR LEADERSHIP AND PASSION FOR SERVING OUR STUDENTS.
YOU SEE ALSO THE QUOTE ON THE RIGHT.
THIS WAS THE PLACE THAT WE STARTED AS A WAY OF CONNECTING OUR OWN VALUES AND STARTING TO BECOME FAMILIAR IN A VERY EXPLICIT WAY WITH THE VALUES THAT ARE ARTICULATED IN THE STRATEGIC PLAN.
WE'LL TALK MORE ABOUT THAT ONE IN A MINUTE TOO.
DAY 2, THE PURPOSE OF TODAY IS TO ELEVATE OUR OPPORTUNITIES TO GROW ON OUR OWN AND TOGETHER AS LEADERS OF A LEARNING ORGANIZATION WHERE WE BELIEVE WE CAN MAKE A DIFFERENCE FOR EACH STUDENT AND WE UNITE IN DOING SO.
THE QUOTE THERE, "HOPE-FILLED LEADERS AND ORGANIZATIONS MAKE THE IMPOSSIBLE POSSIBLE," IS FROM THE SCHOOL LEADER PARADIGM, WHICH YOU ALSO HAVE A COPY OF, AND WE'RE GOING TO TALK A LITTLE BIT MORE ABOUT THAT AS WE GO.
BUT I HOPE YOU'RE ENCOURAGED AS WE WERE TO SEE THAT MUCH OF THE LEARNING WE'VE BEEN DOING ABOUT THE SCIENCE OF HOPE IS ALSO EMBEDDED WITHIN THIS LEADER PARADIGM.
HOPE, AGAIN, AS WE ARE LOOKING AT IT AS A SCIENTIFIC CONSTRUCT, IS THE BELIEF THAT TOMORROW WILL BE BETTER THAN TODAY AND THAT WE HAVE THE POWER TO MAKE IT SO.
HOPE, PATHWAY, AND THEN THE WILL OR AGENCY TO BE ABLE TO ENACT THOSE PATHWAYS TOWARDS THOSE GOALS.
ONE OF THE PARAGRAPHS IN THE STRATEGIC PLAN TALKS ABOUT THAT CONNECTION, ABOUT REALLY, THIS IS AN EMBODIMENT OF HOPE THE STRATEGIC PLAN IS BECAUSE IT HAS GOALS, AND IT HAS PATHWAYS, AND THEN WHAT'S REQUIRED OF US IS OUR COLLECTIVE, WILL AN AGENCY TO ENACT THIS.
THEN DAY 3, THE PURPOSE OF TODAY IS TO ENGAGE IN MAKING MEANING AND BUILDING COHERENCE FROM OUR SHARED PLAN TO SEE VALUE AND SERVE EACH STUDENT TO THE CONTRIBUTION OF EACH SCHOOL AND DEPARTMENT TO THAT PLAN.
THE QUOTE THAT'S THERE, WE'RE GOING TO COME BACK TO IN JUST A MINUTE.
IN A REAL SENSE, THESE ARE SOME OF THE THINGS THAT WE DID.
I SAW YOU TRACY, AND YOU JUST LOOKED.
I KNOW. THE FIRST PICTURE THAT YOU SEE IN THE UPPER LEFT IS NOW ON THE BULLETIN BOARD TO MY RIGHT, AND WE'LL STAY THERE THIS YEAR.
MUCH AS ALWAYS, WE HAVE A VISUAL THAT HELPS ANCHOR US AGAIN.
WHAT LEADERS DID, FIRST OF ALL, THE LITTLE DOTS IN THE MIDDLE THAT YOU SEE ON HERE ARE REALLY THE PICTURES OF OUR SCHOOL AND DISTRICT LEADERS.
THE FIRST THING WAS REALLY CONNECTING AGAIN TO WHAT ARE TWO CORE VALUES THAT ARE WHO I AM, THAT I BRING EVERY DAY AND TRY TO BE IN ALL OF THE SPACES IN WHICH I FIND MYSELF? THERE WAS FIRST THAT PERSONAL REFLECTION AND WHERE THOSE VALUES SHOW UP AND HOW THEY SHOW UP, BUT ALSO WHAT HAPPENS WHEN THOSE VALUES ARE CHALLENGED.
HOW DO WE SUPPORT OURSELVES AND OTHERS WHEN THOSE VALUES ARE CHALLENGED? RIGHT OUTSIDE THE PICTURES, YOU SEE ONE ARC THAT HAS WHAT LOOK LIKE SMALL PIECES OF PAPER ON THEM.
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EACH PERSON WROTE THEIR TWO CORE VALUES ON THEM AND THEY ARE NOW IN THAT CIRCLE AROUND THE PICTURES, AS A WAY OF VISUALLY REPRESENTING THAT THAT'S WHO WE ARE BRINGING TO THIS WORK.THAT'S WHAT WE COMMIT TO BRINGING OF OURSELVES INTO THIS WORK.
THEN THERE ARE FOUR SLICES OF THE SUN.
NOW, KATIE AND I HAD A DISAGREEMENT AT FIRST WHILE WE WERE MAKING THIS BECAUSE SHE LOVES SUNRISES, AND I'M LIKE, BUT A SUNRISE IS THE END OF THINGS.
WE NEED THE BEGINNING OF THINGS. THIS IS A SUNRISE.
EACH SLICE IS ONE OF THE SHARED VALUES THAT'S IN THE PLAN.
THEN WHAT PEOPLE DID IN TEAMS WAS TO THINK ABOUT WHAT DOES THAT SHARED VALUE REALLY MEAN? TO COME UP WITH WHAT IS THAT DEFINITION OF THAT SHARED VALUE, BUT THEN TO ALSO COME UP WITH SPECIFIC EXAMPLES OF WHERE THAT SHARED VALUE IS ALREADY IN EVIDENCE WITHIN OUR LEARNING COMMUNITY, AND THEN SHARING WITH EACH OTHER.
PART OF THE REASON FOR THAT WAS WE AREN'T STARTING FROM SCRATCH.
WHENEVER WE HAVE A STRATEGIC PLAN, WE ARE IN THE MIDDLE OF EVERYTHING.
HOW DO WE RECOGNIZE WHAT ASSETS ARE ALREADY IN PLACE SO THAT WE CAN CONTINUE TO BUILD ON THEM SO THAT THOSE VALUES BECOME MORE AND MORE EVIDENT IN EVERYTHING THAT WE DO? WHEN YOU HAVE A CHANCE, DO TAKE A LOOK TO SEE WHAT THAT IS. THAT WAS DAY 1.
DAY 2 FOCUSED ON, AGAIN, HOW AM I GROWING AS A LEADER IN ORDER TO BE ABLE TO SUPPORT THE GROWTH AND LEARNING OF OTHERS? THIS IS WHERE THE LEADER PARADIGM COMES INTO PLAY.
LAST YEAR, WE STARTED SOME WORK WITH AWSP, THE ASSOCIATION OF WASHINGTON SCHOOL PRINCIPALS. YES?
>> I GOT IT? WSP, WE DO LOVE OUR ACRONYMS. THEY WERE INVOLVED IN EFFORTS THAT WERE MULTI-STATE ON CREATING THE SCHOOL LEADER PARADIGM, BASICALLY A FRAMEWORK FOR UNDERSTANDING WHAT IS IT THAT LEADERSHIP REQUIRES OF US IN THIS DAY AND AGE IN TERMS OF LEADING SCHOOLS.
WE HAVE BROADLY REFERRED TO THIS AS THE LEADER PARADIGM RATHER THAN THE SCHOOL LEADER PARADIGM, BECAUSE AS YOU LOOK AT THIS, YOU'LL SEE THAT THERE IS SO MUCH THAT IS TRUE FOR ANY LEADERSHIP.
OUR DISTRICT TEAM IS USING THIS, SCHOOL LEADERS ARE USING THIS, AND SO ON, AND ADAPTING IT WHERE WE NEED TO.
ONE OF THE PREMISES OF THIS, AND AGAIN, YOU SEE AT THE BOTTOM CREATING HOPE FOR ALL, IS THAT WE ARE IN A COMPLEX TIME IN SCHOOLS AND PUBLIC EDUCATION, AND AGAIN, WE ARE BECOMING WHILE DOING.
IT'S THE ACKNOWLEDGMENT THAT WE DON'T SIMPLY LAND IN A POSITION AND WE HAVE EVERYTHING THAT WE NEED.
IN FACT, WE NEED TO CONTINUE TO GROW.
ON THE LEFT SIDE OF THE INFINITY LOOP ARE THE PERSONAL PARTS OF GROWTH.
ON THE RIGHT SIDE ARE THE DOMAINS THAT ANY LEADER IN A SCHOOL DISTRICT NEEDS TO ATTEND TO, WHICH WOULD BE CULTURE, SYSTEMS, AND LEARNING.
WE'RE GOING TO TALK MORE ABOUT THOSE IN JUST A MOMENT.
THEN SURROUNDING THAT, IS THE PLAN, DO, STUDY, ACT, THE CYCLE OF INQUIRY, WHICH ALSO CONNECTS TO THE SCHOOL BOARD STANDARDS AS WELL.
THERE'S CONNECTIONS ALL ACROSS THE LEADER PARADIGM INTO OUR SCHOOL BOARD STANDARDS AND INTO OUR STRATEGIC PLAN AS WE GO.
I KNOW THERE WAS ONE MORE THING I WANTED TO MENTION AND IT WILL COME TO ME AS WE GO.
THEN THE LAST DAY, WE SPENT TIME ON THE ORGANIZATIONAL PRACTICES, LEADERSHIP PRACTICES, AND STUDENT-FACING PRACTICES THAT ARE ALL DESCRIBED IN THE STRATEGIC PLAN, AND THEN WORKED ON THE PROBLEM OF PRACTICE AND THEORY OF ACTION AT EACH SCHOOL LEVEL.
THIS DIAGRAM YOU SEE HERE IS FROM THE UNIVERSITY OF WASHINGTON, AND SO WE HAVE A RESOURCE THAT'S ALSO HELPING US TO DEEPEN OUR APPLICATION OF THE PROBLEM OF PRACTICE AND THE THEORY OF ACTION AS WE GO, AND OF COURSE, I CAN'T READ THIS, BUT THE FIRST ONE STARTS FROM STUDENTS, THAT'S THE FIRST QUESTION.
IT'S NOT ABOUT WHAT DO YOU WANT TO DO, IT'S WHAT DO YOU SEE IN YOUR STUDENTS, IN THE STUDENTS YOU SERVE THAT WE NEED TO ATTEND TO.
THEN IT FOLLOWS A CYCLE TOO, THEN WHAT ARE WE GOING TO DO.
NOW, EVERY SCHOOL'S THEORY OF ACTION WILL INCLUDE THE DEVELOPMENT, THE CONTINUED GROWTH OF A MULTI-TIERED SYSTEM OF SUPPORTS.
THAT CONTINUES TO BE OUR MAIN FOCUS OF
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THE WORK THAT WE ARE DOING IS BUILDING THAT MULTI-TIERED SYSTEM OF SUPPORTS, WHICH IN ITS BASIC FORM IS A SYSTEM THAT ALLOWS US TO UNDERSTAND WHERE EACH STUDENT IS AND WHAT THEY NEED, THE LEVEL OF INTENSITY, THE LEVEL OF EXTRA SUPPORT IN ORDER TO BE ABLE TO REALIZE THEIR POTENTIAL AND LEARN TOWARDS GRADE-LEVEL STANDARDS.THOSE WERE THE THREE CHUNKS OF LEARNING THAT WE DID.
NOW, IN THE SCHOOL LEADER PARADIGM, THE DOCUMENT REFERS TO A LEARNING ORGANIZATION, WHICH YOU'LL SEE IN A LOT OF OUR DOCUMENTATION AND THE STRATEGIC PLAN.
IT'S IMPORTANT TO REALLY GROUND IN WHAT IS A LEARNING ORGANIZATION.
A LEARNING ORGANIZATION IS ONE THAT USES ONGOING CYCLES OF INQUIRY TO DRIVE A STUDENT-CENTERED CULTURE, VISION AND MISSION-FOCUS SYSTEMS, AND REFLECTIVE LEARNING PRACTICES THAT RESULTS IN PRODUCING EQUITABLE OPPORTUNITIES AND OUTCOMES FOR STUDENTS AND ADULTS.
I THINK WHEN YOU LOOK AT THAT, YOU CAN SEE THE CONNECTIONS TO MANY OF THE THINGS THAT ARE IN OUR STRATEGIC PLAN ALREADY INTO ONE ORGANIZATIONAL CONSTRUCT.
ARE WE A LEARNING ORGANIZATION AND HOW DO WE MOVE TOWARDS BECOMING MORE OF ONE? THESE ARE THE DOMAINS THAT I REFERRED TO BRIEFLY WHEN WE WERE LOOKING AT THE INFINITY LOOP.
THEY ARE THE CULTURE DOMAIN, THE SYSTEMS DOMAIN, AND THE LEARNING DOMAIN.
IN THE CONSTRUCT OF THIS LEADER PARADIGM, WE HAVE TO ATTEND TO EACH OF THESE DOMAINS IN ORDER TO CREATE THE OUTCOMES THAT WE SEEK FOR OUR STUDENTS.
YOU CAN SEE, AND I'M JUST GOING TO PAUSE ON THE SCREEN FOR A MOMENT SO THAT YOU CAN READ WHAT IS WITHIN EACH OF THOSE DOMAINS.
THAT WAS THE WORK THAT WE DID.
THIS IS A PICTURE FROM ONE OF OUR DAYS AND THE QUOTE THAT'S HERE WAS REALLY RESONANT WITH A NUMBER OF PEOPLE WHO ATTENDED AND IT IS, COHERENCE IS EVIDENT AS ALL STAFF CAN TALK THE WALK.
THEY CAN ARTICULATE CLEARLY THE GOALS FOR IMPROVEMENT, THE STRATEGY, AND THEIR ROLE IN CONTRIBUTING TO THE CHANGES.
THAT IS REALLY WHAT COHERENCE IS AND THAT'S WHAT WE'RE BUILDING TOWARDS, AND WE OFTEN HEAR, ARE WE WALKING THE TALK, BUT WE DON'T OFTEN HEAR ARE WE TALKING THE WALK.
THAT'S THE PART THAT WE'RE REALLY ENGAGED IN NOW WITH OUR LEADERS AND WE'LL BE AS WE OPEN SCHOOLS AS WELL ABOUT, HOW WELL DO WE KNOW WHAT IT IS THAT WE'RE TRYING TO DO, THAT WE CAN TALK ABOUT IT, AND THE MOST IMPORTANT PART I THINK IS UNDERSTANDING WHAT EACH OF OUR ROLES IS IN CONTRIBUTING TO THOSE CHANGES.
THAT'S BEEN A MAJOR PART OF AS WE'VE KICKED OFF THE STRATEGIC PLAN, HOW WE'RE THINKING ABOUT, WHAT IS IT THAT PEOPLE NEED TO KNOW AND UNDERSTAND ABOUT IT IN ORDER TO BE THAT CONTRIBUTING MEMBER.
THEN WE GET TO THE STRATEGIC PLAN WORK-GROUPS, AND SO YOU SEE THE ALIGNMENT ICON AGAIN AT THE BOTTOM.
THE GRAPHIC THAT YOU SEE THERE IS ON PAGE OF YOUR STRATEGIC PLAN.
DO YOU HEAR ME SAY THE PAGE? THANK YOU. THIRTEEN.
ACTUALLY, 14 IS ORGANIZATIONAL PRACTICES, BUT YOU'RE RIGHT.
IT STARTS ON 12, BECAUSE THE WAY THAT THE STRUCTURE BUILDS, WE STARTED FROM STUDENT-FACING PRACTICES, AND SAID, WHAT IS IT THAT STUDENTS NEED IN ORDER TO THRIVE, AND LEARN, AND GROW? THEN WE WENT TO LEADERSHIP PRACTICES.
WHAT ARE LEADERS DOING TO SUPPORT THOSE STUDENT-FACING PRACTICES? THEN LAST, WHAT ARE THE ORGANIZATIONAL PRACTICES THAT ARE KEY TO SUPPORTING THE LEADERSHIP PRACTICES THAT LEAD TO THE STUDENT-FACING PRACTICES, AND I'M DONE SAYING PRACTICES.
THESE ARE THE ORGANIZATIONAL PRACTICES HERE AND THERE ARE 13 OF THEM AND THEY REALLY CAPTURE THE WORK THAT WE'RE DOING SPECIFICALLY TOWARDS THOSE STUDENT-FACING OUTCOMES.
THE WORK-GROUPS THAT WE STARTED WITH,
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AND I'VE HIGHLIGHTED THEM ON THE SCREEN THERE, ARE THE ONES THAT MOST CENTRALLY CONNECT TO MULTI-TIERED SYSTEM OF SUPPORTS.WHILE MULTI-TIERED SYSTEM OF SUPPORTS IS ONE OF THOSE ITEMS, IT IS CONTRIBUTED TO BY THE OTHERS THAT YOU SEE HIGHLIGHTED THERE, WHICH INCLUDE SOCIAL AND EMOTIONAL LEARNING, AND PROFESSIONAL LEARNING PLAN, AND CURRICULUM AND THE STANDARDS-BASED LEARNING.
THOSE ARE ALSO ALL LEADING TOWARDS THAT PROFILE OF A GRADUATE.
THE TEXT YOU SEE ON THE RIGHT IS PART OF AN EMAIL THAT WAS SENT OUT TO ALL STAFF TO SEE WHO WANTED TO PARTICIPATE ON WORK-GROUPS WITH WHAT WILL YOU BE DOING ON WORK-GROUPS? YOU'LL NOTICE THAT IT SAYS MEET MONTHLY OR QUARTERLY.
IN THE MEETING OF THE LEADS LAST WEEK, ONE OF THE DECISIONS WAS THAT EACH WORK-GROUP WOULD MEET A MINIMUM OF SIX TIMES DURING THE YEAR, THAT WE CAN'T MEET LESS THAN THAT AND ADVANCE THE WORK OF THE STRATEGIC PLAN, TO COLLABORATE ON CREATING AN ACTION PLAN AND SPECIFIC OUTCOMES, IDENTIFY BARRIERS AND SEEK SOLUTIONS, AND THOSE ARE GOING TO BE BROUGHT TO MONTHLY CO-LEAD MEETINGS BECAUSE ONE OF THE THINGS THAT HAS TO HAPPEN IS THINKING ABOUT WHAT EACH GROUP IS DOING, HOW THEY CONNECT AND CREATE SYNERGY, WHERE THEY MIGHT CREATE TENSIONS AND SO ON, AND SO THAT WAY, THERE'S A FULL STRUCTURE FOR HOW WE'RE LISTENING TO, LEARNING TOGETHER, AND THEN ALSO SEEING HOW ALL OF THE CONTRIBUTIONS OF THE DIFFERENT WORK-GROUPS COME TOGETHER.
ALSO, IF YOU'RE ON A WORK-GROUP, YOU WILL BE A KEY COMMUNICATOR WITH THE COMMUNITY, BOTH LISTENING AND SHARING, AND THEN ALSO WHATEVER IS SPECIFIC TO THAT WORK-GROUP.
RIGHT NOW WITH THE WORK-GROUPS WE HAVE IN PLACE, WE HAVE TWO WORK-GROUPS THAT HAVE 14 MEMBERS, ONE THAT HAS 16, ONE THAT HAS 18, ONE THAT HAS 26, AND ONE THAT HAS 33, SO WE HAVE GOOD REPRESENTATION.
WE WERE ABLE TO TAKE EVERYBODY WHO WANTED TO BE ON A WORK-GROUP AND MAKE SURE THAT THEY ARE PARTICIPATING ON ONE, SO WE'VE GOT GREAT REPRESENTATION ACROSS LEVELS, ACROSS BUILDINGS, AND SOME JUST REALLY APPRECIATIVE CO-LEADS FOR THE PEOPLE WHO ARE GOING TO HELP TO CREATE AND SHAPE THESE PLANS GOING FORWARD.
OH, THIS ONE. NO. BACK. THIS GRAPHIC, ALSO, THERE'S ONE LITTLE PINK BOX THAT CAME UP IN THE FIRST COLUMN AND THAT'S THE ONE THAT SAYS, CREATE, REGULARLY EVALUATE, AND UPDATE SYSTEMS AND PROTOCOLS THAT PROVIDE FOR HIGH LEVELS OF SAFETY ON ALL CAMPUSES.
WHAT I WANT TO MAKE SURE YOU KNOW IS THAT WHILE THAT WASN'T ONE OF THE WORK-GROUP INVITATIONS, THAT WORK-GROUP IS IN PROCESS, IS MAKING SOME PLANS NOW FOR WHO ELSE NEEDS TO BE ADDED TO IT, BUT WE WOULD NOT NOT PAY ATTENTION, WHICH IS A WAY OF SAYING WE WOULD ABSOLUTELY PAY ATTENTION TO SAFETY ON ALL CAMPUSES AS WELL.
>> YEAH. THANKS, LISA. JUST TO CHIME IN ON THAT, I'LL HIT UPON THAT IN THE PLANNING SESSION A LITTLE BIT MORE AND THEN MORE TO COME ON THAT.
IT'S SOME REALLY EXCITING WORK THAT WE HAVE GOING ON THERE.
>> THERE'S OUR STRATEGIC PLAN WORK-GROUPS.
THIS IS A GRAPHIC YOU SAW IN THE JUNE PRESENTATION, BUT IT JUST ILLUSTRATES THE WAY THAT THE CONNECTION OF THE WORK-GROUPS THAT ARE CURRENTLY FORMING ARE CONNECTED TO EACH OTHER.
THEN ON THE RIGHT, CO-LEADS LED BY DR.
ANZALONE WILL MEET TOGETHER ONCE PER MONTH TO CALIBRATE, PROBLEM-SOLVE, AND INCREASE COHERENCE.
THEN WE GET TO THE LAST POINT OF ALIGNMENT WE'LL TALK ABOUT TODAY, WHICH IS THE SCHOOL BOARD GOALS AND GOVERNANCE.
ON THE LEFT-HAND SIDE, WHAT YOU'RE VERY FAMILIAR WITH IS THE WASHINGTON SCHOOL BOARD STANDARDS.
IT WAS GREAT TO SPEND SOME TIME TODAY LOOKING AT THOSE AGAIN BECAUSE THERE'S SO MUCH ALIGNMENT BETWEEN, AGAIN, THE SCHOOL LEADER PARADIGM, BUT ALSO THE STRATEGIC PLAN AND THE PLANS WE HAVE.
I'M SO OPTIMISTIC THAT WE'RE GOING TO BE ABLE TO BRING ALL THESE PIECES TOGETHER.
THREE POINTS OF ALIGNMENT THAT YOU'VE TALKED ABOUT OUR SCHOOL BOARD GOALS, AND THAT'S A TOPIC THAT'S ON THE BOARD PLANNING SESSION ON WEDNESDAY, WORK-GROUP CONNECTIONS, ALSO A TOPIC FOR BOARD PLANNING ON WEDNESDAY, AND THEN AGENDA ALIGNMENT, WHICH WE THOUGHT WE WOULD BE ABLE TO DO THIS EVENING WITH YOU.
GALE HAS BEEN WORKING REALLY HARD ON WHAT MIGHT THAT LOOK LIKE, AND I THINK THE ASK WAS, HOW CAN THE SCHOOL BOARD AGENDA REALLY CONNECT MORE SOLIDLY TO WHAT WE'RE SAYING IS IMPORTANT,
[00:30:01]
AND SO ONE OF THE PROPOSALS WE HAVE FOR YOU TODAY, WHICH GALE WILL TALK ABOUT MORE, AND JUST TO CONSIDER, AND THIS IS WHY I SPENT SO MUCH TIME ON THESE, IS THAT WE ALIGN THE AGENDA WITH THE THREE DOMAINS THAT ARE IN THE LEADER PARADIGM WHICH IS FUNDAMENTAL TO THE WORK THAT WE'RE DOING THIS YEAR WITH ALL LEADERS? ALSO, WHEN YOU LOOK AT THE DESCRIPTIONS OF THEM, MUCH OF WHAT WE DO ALL FITS RIGHT INTO ONE OR ANOTHER OF THOSE CATEGORIES.WITH THAT, I WILL TURN IT OVER TO GALE.
>> ONE OF THE BIG ASKS THAT YOU HAD EVEN LAST YEAR, IF NOT BEFORE, WAS, HOW CAN WE CONDENSE DOWN OUR CATEGORIES ON THE AGENDAS? WE WERE WAITING FOR THIS WORK TO BE DONE, AND AS YOU CAN SEE, LISA BRILLIANTLY LED US RIGHT TO IT.
BUT I'M GIVING YOU THREE OPTIONS.
AS YOU CAN SEE, THE FIRST SHEET THAT YOU HAVE IN FRONT OF YOU IS OUR CURRENT LIST OF CATEGORIES THAT WE USE.
IT'S OFTENTIMES REALLY DIFFICULT FOR ME TO FIGURE OUT WHERE TO PLUG IN ONE AGENDA ITEM UNDER ONE OF THESE VERSUS ANOTHER BECAUSE IT COULD GO UNDER MANY, SO WE HAVE A LOT, AND THE SECOND OPTION A IS A NEW BOARD AGENDA CATEGORIES THAT I'VE LISTED.
THERE ARE SOME THINGS I THINK THAT CANNOT GO AWAY, WHICH IS THE GRADUATION ALLIANCE, THE BOARD COMMUNICATIONS, PUBLIC COMMENTS, ITEMS ADDED TO THE AGENDA, CONSENT AGENDA, SO FORTH.
BUT IN THIS ONE, WE WOULD ALWAYS LIST AT THE TOP OUR DISTRICT VALUES AND GUIDING PRINCIPLES.
THEN WE WOULD GO THROUGH THE MEETING AND HAVE ALL OF THE AGENDA ITEMS FALL UNDER EITHER CULTURE, LEARNING, OR SYSTEMS, WHICH IS OUR THREE DOMAINS THAT YOU SEE UP THERE, THAT LISA HAS BEEN TALKING ABOUT.
YOU CAN SEE WHERE I'VE TAKEN THE AGENDA ITEMS THAT WE'VE HAD ARE THE CATEGORIES FROM PREVIOUSLY AND OUR VALUES AND GUIDING PRINCIPLES IN BLUE FONT AND ENVELOPED THEM INTO EACH OF THESE CATEGORIES.
WE ALSO HAVE OPTION B IF THAT'S TOO CONDENSED, THEN I'VE TAKEN OPTION B, AGAIN, CONTINUED ON THE CATEGORIES THAT I FEEL ARE NECESSARY TO KEEP AT EACH MEETING ALTHOUGH THEY DON'T HAVE TO BE ON THERE, IF WE DON'T HAVE ANYTHING LIKE THE GRADUATION ALLIANCE, OR THE CAPITAL FACILITIES REPORT, OR EXECUTIVE SESSION.
BUT HERE IN BOLD, YOU CAN SEE WHERE I'VE LISTED AS CATEGORIES ARE VALUES AND GUIDING PRINCIPLES.
AGAIN, I FEEL LIKE IT'S GOING TO BE MORE DIFFICULT TO PLUG IN AN AGENDA ITEM UNDER ONLY ONE OF THESE BECAUSE THERE'S SO MUCH CROSSOVER THAT COULD HAPPEN.
ON OUR LAST PAGE, AGAIN, IT GIVES YOU THE FULL DESCRIPTION OF THE DOMAINS THAT YOU CAN LOOK THROUGH.
>> I WANT TO GIVE YOU A FEW MINUTES TO LOOK THROUGH THOSE, AND THEN I'D REALLY LIKE TO HEAR YOUR FEEDBACK.
[00:35:36]
DO YOU NEED MORE TIME? COREY, HOW MANY?>> I JUST WANT TO OPEN UP TO DISCUSSION HERE WHAT ANYBODY THINKS, MATTHEW?
>> WELL, THANK YOU FOR THE WORK ON THIS. I LIKE A.
IF WE'RE JUST GOING TO GO OUT AND SAY WHAT I LIKE.
I LIKE A ONLY BECAUSE INTEGRATING INTO THE B IS MORE LIKE WHAT THE CURRENT MODEL IS, BE VERY EASY TO NOT SKIP SECTIONS BUT FORGET THE SUB-POINTS WITHIN THERE.
I LIKE HOW THIS IS GRANULAR EVEN UNDER CULTURE WHERE YOU CAN LOOK AT THE SECTIONS.
HOW OFTEN DOES THE MEETING AGENDA REFLECT ALL THESE POINTS AND WILL YOU OVERPOPULATE WITH SOME THAT JUST SEEM MORE URGENT? IT'S NICE TO HAVE IT ON THERE AS A REMINDER THAT CULTURE IS MORE THAN JUST A COUPLE OF THINGS THAT MAYBE COME UP FREQUENTLY.
I GUESS THE ONE QUESTION I HAVE IS ON A, ONE UP AT THE TOP BEFORE THE MEETING STARTS, BEFORE THE REGULAR BOARD MEETING IS CALLED ORDER.
IS THAT SOMETHING YOU'RE GOING TO HAVE UP ON THE SCREEN ROTATING? I WAS WONDERING WHAT THAT WAS ON HERE.
>> THAT WAS A SUGGESTION THAT WAS MADE TO KEEP OUR FOCUS THAT EVEN THOUGH WE ONLY HAVE THOSE THREE DOMAINS, WE'RE STILL ALSO FOCUSING ON THE VALUES AND PRINCIPLES.
>> NO, THAT WAS IT. AS I UNDERSTAND IT, IT'S A LIMITATION OF THE PROGRAM ITSELF THAT IT HAS TO BE ITEM 1 AS OPPOSED TO JUST A HEADER THAT ALWAYS HAS THOSE SHARED VALUES IN GUIDELINES RIGHT AT THE TOP OF EACH AGENDA.
SO WHILE THE THREE DOMAINS ARE THERE, THERE'S STILL A WAY TO BE ABLE TO USE THOSE AS A TOUCH POINT.
>> WELL, I LIKE THAT TOO. I KNOW IN MY ORGANIZATION WE HAVE OUR OPERATING PRINCIPLES IN EVERY MEETING ROOM NEAR EVERY DOORWAY, EVERY EXIT AND ON THE TABLES WHEN WE HAVE MEETINGS.
I LIKE IT THERE BUT I WONDER IF YOU GO A LITTLE FURTHER WITH IT MAYBE IN TERMS OF [OVERLAPPING] IN THE MEETINGS?
>> THAT'S SOMETHING I WILL DEFINITELY RESEARCH BEFORE OUR MEETING ON OUR PLANNING SESSION ON WEDNESDAY.
>> YEAH, MATTHEW, IF I CAN JUST ADD TO THAT.
AT THE BEGINNING OF EACH OF OUR LEADERSHIP LABS, AND I REALLY ENJOYED THAT AS PART OF THIS DISTRICT IS, WE REVIEW OUR VALUES AND WE ACTUALLY TALK AMONGST EACH OTHER TO DECIDE WHICH VALUE WE WERE TRULY GOING TO LEAN IN ON THAT PARTICULAR DAY OR MEETING.
ONE OF THE THOUGHTS WAS TO POTENTIALLY ADD THAT TO OUR LAND ACKNOWLEDGMENT AND MAYBE IT IS RED OR IT COULD JUST BE FOR THE AUDIENCE TO LOOK AT.
IT WOULD BE SOMETHING THAT WE CAN POTENTIALLY MAKE A PART OF OUR MEETING, DEPENDING ON HOW YOU FEEL.
I KNOW IT DOES LOOK A LITTLE ODD THERE, NUMBER.
>> I DON'T THINK IT IS. I THINK IT REINFORCES HAVING IT PRESENT, WHETHER IT'S VISUALLY BEFORE THE MEETING STARTS UP THERE, WHETHER IT'S ACKNOWLEDGED IN THE MEETING AS A REMINDER, WHETHER THERE'S A PHYSICAL OBJECT.
OURS IS ONE OF THOSE LITTLE SQUEEZY BALLS BUT IT'S A CUBE. BUT THEY'RE EVERYWHERE.
EVERYONE HAS THEM AND PEOPLE HAVE THEM AT THEIR HOMES AND WHEREVER THEY WORK, THEY ALWAYS REMEMBER OUR OPERATING PRINCIPLES.
THEN ONCE A YEAR, WE DO HAVE A DEEP DIVE TO REMIND OURSELVES OF THEM AND LIKE A EMOTIONAL INTELLIGENCE TYPE OF INQUIRY, WE HAVE STUDIES.
PEOPLE SAY, WHAT ARE THE THREE THAT YOU FIND THE EASIEST TO IMPLEMENT? WHAT ARE THE THREE THAT ARE THE MOST CHALLENGING AND YOU WORK ON THAT? I LIKE IT HERE, I JUST THINK THE MORE PRESENT IT COULD BE, THE LESS LIKELY YOU'RE NOT GOING TO DISCUSS IT AS OFTEN.
>> I WOULD AGREE WITH THAT AS WELL.
MOST OF THE BOARDS THAT I SIT ON, THEY DO HAVE THAT STUFF LIKE VISUAL ON EVERY PIECE OF PAPER BEFORE A MEETING.
IT'S AT THE TOP OR AT THE BOTTOM.
I THINK AS FAR AS HOW THIS LOOKS, IF I'M READING IT RIGHT, I'D BE SLIGHTLY CONFUSED ONLY BECAUSE WE START THE MEETING AND THEN COREY AUTOMATICALLY GOES, WE'RE ON ITEM 3.
WE DIDN'T DO 1 AND 2, WE WENT TO 3.
I GUESS IN MY MIND, IT'S CONFUSING AS FAR AS AN AGENDA BECAUSE WE DIDN'T START AT 1.
>> I LIKE WHAT YOU JUST SAID, MAYBE EVEN AT THE BOTTOM AS A FOOTER.
>> OR SOMETHING. I LIKE IT AT THE TOP BECAUSE I THINK IT'S IMPORTANT.
BUT I'M ALSO JUST TO ME, THE FIRST THING ON THE AGENDA IS HE CALLS, IF YOU START AT ITEM 3, WE NEVER START AT 1 OR 2, I JUST THINK VISUALLY IT SEEMS STRANGE TO ME.
THAT. OTHERWISE, I LIKE THIS ONE.
AT FIRST, I WAS GOING TO LIKE OPTION B BETTER BECAUSE I
[00:40:03]
FEEL LIKE WE HAD TALKED ABOUT ALIGNING OUR BOARD TO THESE BUT THERE IS SO MANY ITEMS THAT I GET THAT IT'S HARD TO DO THAT.AGAIN, IT'S JUST GOING TO BE HOW IT LOOKS AND I KNOW THERE'S LIMITATIONS TO THE PROGRAM BUT LEARNING WHAT SAID 5, AND THEN YOU WENT 6, 7, 8, 9 UNDER IT INSTEAD OF A, B, C, D UNDER IT.
SHOULDN'T LEARNING BE THE TOPIC AND THEN ALL THOSE ARE UNDERNEATH IT? I GUESS JUST AS FAR AS THE FLOW OF IT, I WASN'T SEEING THE FLOW OF IT.
BECAUSE ITEM 7, LEARNING, WELL, NOW WE'RE ONTO ITEM 6. YOU KNOW WHAT I MEAN? BUT AGAIN, I KNOW THE PROGRAM HAS LIMITATIONS SO I'M NOT SURE HOW WHAT CHANGES ARE GOING TO BE THERE.
BUT I DID LIKE THIS ONE. I THOUGHT IT DIDN'T HAVE ALL THOSE TOPICS THAT WE WOULDN'T HAVE ALL THE TIME SO INTO HERE A LOT EASIER.
>> TRACY, WHEN WE HAD OUR BRIEFINGS WE DID LOOK AT POTENTIALLY HAVING ALL THE VALUES LIKE B.
BUT AS WE EXPLORED AND THOUGHT ABOUT OUR THREE MAIN GOALS, THOSE VALUES FROM THE PARADIGM REALLY ALIGNED PERFECTLY TO OUR THREE.
I THINK IT'S JUST A LOT EASIER FOR PEOPLE TO KEEP IN MIND AND REMEMBER, THESE ARE REALLY OUR THREE MAIN TOPICS AND THEY'RE ALIGNED PERFECTLY THIS WAY.
THIS IS MORE OF THE CONDENSED VERSION OF WHAT WOULD BE B.
>> I ALSO AGREE THAT OPTION A WAS WHAT POPPED FOR ME AS WELL.
THE SECOND ONE SEEMED SIMILAR TO THE FIRST ONE.
THE FLOW, I ALWAYS HAD A HARD TIME ADJUSTING TO JUST HOW THINGS ARE.
YOU GO FROM ONE THING TO ANOTHER BUT HAVING THESE THINGS IN BOLD CULTURAL LEARNING AND SYSTEMS, I THINK IT COVERS WHAT WE'RE TRYING TO DO HERE.
I GUESS THE FLOW WILL JUST HAVE TO TAKE SHAPE AS WE GO.
BUT IT MAKES A LOT MORE SENSE TO ME.
>> CAN I BACK UP JUST A LITTLE BIT BECAUSE NOW I THINK I UNDERSTAND BETTER.
WHEN YOU SAY THE FLOW, AS YOU'RE LOOKING, TRACY, UNDER CULTURE, YOU'RE LOOKING AT THE FLOW OF A THROUGH K AND THOSE ARE JUST, I GOT THEM IN THERE.
I DID NOT PUT THEM IN ANY ORDER OF SIGNIFICANCE AT THIS POINT.
BUT THEN IF CULTURE IS A HEADING THEN EVERYTHING UNDER IT SHOULD BE A LETTER.
THEN IF LEARNING IS A HEADING THEN EVERYTHING UNDER THAT SHOULD BE A LETTER, CORRECT? WE SHOULDN'T HAVE LEARNING B7 OR WHATEVER NUMBER WAS, 5.
I DON'T KNOW, I WAS JUST LOOKING.
>> TO ME, IT'S NOT UNDER LEARNING.
IF YOU HAVE LEARNING AND THEN IF IT'S NOT INDEBTED OVER 1.
>> WHAT I FEEL LIKE, I DO LIKE A. I THINK ESPECIALLY AS I LOOK MORE, IT MAKES SENSE.
BUT IN TERMS OF FLOW, ONE OF THE THINGS THAT I WAS DRAWN RIGHT TO, I THINK THIS IS WHAT YOU'RE GETTING TO IS LIKE, FOR EXAMPLE, TWO OF OUR THREE MAJOR DOMAINS ARE BEFORE BOARD COMMUNICATION AND PUBLIC COMMENT, FOR EXAMPLE.
WHAT IF TAKING NUMBER 6, 7, 8, 9 ON THIS OPTION A AND SLIDING ALL OF THOSE UP ABOVE CULTURE? THEN WE END OUR MEETING WITH CULTURE LEARNING SYSTEMS. THAT'S LIKE WE TAKE CARE OF ALL THE PROFORMA STUFF AT THE BEGINNING OF THE MEETING BECAUSE BOARD COMMUNICATIONS IS UPDATING EVERYBODY ON WHAT'S GOING ON OR ANYTHING ELSE YOU WANT TO SHARE, PUBLIC COMMENT IS OBVIOUSLY PUBLIC COMMENT.
I'M ALSO JUST LOOKING AT THIS AND I'M THINKING, WHICH OF THESE ARE ACTION ITEMS VERSUS WHICH OF THESE ARE DISCUSSION ITEMS? I WOULD BE UNCOMFORTABLE HAVING ACTION ITEMS IN NUMBER 4 AND 5 AND THEN SAYING, OH, AND NOW IT'S PUBLIC COMMENT TIME. DOES THAT MAKE SENSE?
>> YOU'RE RIGHT. WE COULD MOVE THOSE TO THE TOP AND SOME THINGS THAT AREN'T GOING TO BE UNDER THOSE HEADINGS.
NOT EVERYTHING IS UNDER CULTURE LEARNING OR SYSTEMS, IS WHAT YOU'RE SAYING? THE STUFF WE ALWAYS APPROVE AND THE BOARD COMMUNICATIONS PUBLIC COMMENT IS JUST.
>> WELL, YEAH. BECAUSE IF YOU THINK ABOUT THE FLOW OF OUR MEETINGS TOO, THE CONSENT AGENDA, IF IT'S IN THE CONSENT AGENDA, IT'S BECAUSE IT'S NONCONTROVERSIAL, IT'S JUST WE HAVE TO APPROVE THAT AT EVERY MEETING.
WHY NOT GET THOSE THINGS OUT OF THE WAY AND THEN WE CAN REALLY GET INTO THE MEAT OF THE MEETING, I GUESS? DOES THAT MAKE SENSE?
>> ONE OPTION COULD BE PUBLIC COMMENT AFTER EACH OF THE THREE DOMAINS.
NO, WE DON'T WANT TO NECESSARILY PROLONG MEETINGS.
BUT MY OTHER CONCERN WOULD BE IF WE'RE PROVIDING THE OPPORTUNITY FOR PUBLIC COMMENT ON NON-ACTION ITEMS AS WELL.
JUST A THOUGHT, I KNOW SOME BOARDS DO HAVE MULTIPLE OPTIONS.
[00:45:01]
YOU HAVE YOUR OPENING PUBLIC COMMENT, YOU HAVE ACTION ITEMS, AND THEN YOU MIGHT EVEN HAVE ADDITIONAL PUBLIC COMMENT AT THE END OF SOME PUBLIC MEETINGS.JUST AN OPTION, I JUST WANT TO BE CAREFUL NOT TO LIMIT PUBLIC COMMENT.
>> ANOTHER IDEA I JUST HAD BECAUSE IF YOU LOOK AT CULTURE AND YOU GO DOWN THROUGH F, ALL OF THOSE WOULD NORMALLY BE BEFORE BOARD COMMUNICATIONS AS WE CURRENTLY HAVE THEM.
MEL TOWN PRIDE AWARDS, WHICH IS ALSO AMPLIFIED STUDENT VOICE, SPOTLIGHT ON STUDENTS AND STAFF, THOSE THINGS.
WE COULD DO A CULTURE UP ABOVE UNDER GRADUATION ALLIANCE, THEN DO COMMUNICATIONS, PUBLIC COMMENTS, DUH DUH, AND DO A SECOND CULTURE WITH ANYTHING THAT'S BUSINESS RELATED, IF THAT SOUNDS LIKE SOMETHING YOU WANT TO DO.
>> I GUESS I'LL HAVE TO SAY THAT LOOK LIKE IT MIGHT BE CONFUSING VISUALLY.
>> I PERSONALLY THINK THE EASIEST THING IS JUST TO SLIDE ON THESE SLIDE NUMBERS 6, 7, AND 8, SLIDE THEM UP BEFORE CULTURE.
BUT THERE'S TWO 9S IN HERE [LAUGHTER]
>> BUT THEN WE'LL FIGURE OUT IF NUMBER 1 [OVERLAPPING]
>> JUST THE CALL THE MEETING TO ORDER OR WHATEVER.
>> CALLING THE MEETING TO ORDER IS ALSO THE PLEDGE AND THE LAND ACKNOWLEDGMENT.
>> COREY, JUST TO BE CLEAR, THE PUBLIC COMMENT OPPORTUNITY WOULD COME BEFORE ANY OF THE ACTION ITEMS?
>> DO WE RUN INTO SITUATIONS WHERE THINGS COULD BE ADDRESSED DURING PRESENTATIONS OR DURING ACTION ITEMS?
>> WELL, THAT'S HOW IT IS NOW.
>> I THINK IT WORKS OUT OKAY BECAUSE SOMETIMES WE'LL HEAR THE PUBLIC COMMENT AND THEN WE'LL HAVE THEIR PRESENTATION AND THEN WE CAN ASK QUESTIONS BASED ON WHAT WE HEARD IN PUBLIC COMMENT DURING THE PRESENTATION TO ADDRESS THAT.
IF THERE'S SOMETHING WE HEARD A LOT OF IN PUBLIC COMMENT AND THEN THE PRESENTATION COMES LATER, THAT'S A GOOD TIME FOR US TO HAVE THAT DISCUSSION AMONGST US BASED ON WHAT WE HEARD IN THE PUBLIC COMMENT.
>> I ALSO WONDER IF THERE IS A WAY, AND I'M TRYING TO GO BACK TO OTHER AGENDAS IN BOARD DOCS.
I THINK THERE IS BECAUSE EACH OF OUR AGENDA ITEMS SAYS TIGHT BUT IF THERE'S A RAILWAY TO VERY CLEANLY SAY, THIS IS A DISCUSSION ITEM, THIS IS AN ACTION ITEM.
>> IN ORDER TO GET IT ON THE MINUTES.
>> BECAUSE SOMETIMES THAT CAN BE SOMETHING.
I'M JUST TRYING TO THINK OF ANY TIMES WHERE OUR AGENDA IS NOT CLEAR.
IT'S LIKE, OH, WE'RE JUST HEARING A REPORT ON THIS TONIGHT, WE'RE NOT TAKING ANY ACTION ON ANYTHING.
>> I WILL LOOK INTO BOARD DOCS MORE TO SEE IF WE CAN DO SOME TYPE OF SPECIAL HEADER WITH THE VALUES AND GUIDING PRINCIPLES.
I WILL REWORK THIS WITH YOUR INPUT AND WE'LL HAVE A SMALL SECTION ON THE PLANNING SESSION. I'LL BRING IT BACK.
>> I DO NOTICE THERE WAS SOME, I DON'T WANT TO SAY REDUNDANCY, BUT FOR EXAMPLE, I SEE CULTURAL UNDERSTANDING AND EQUITY IN BOTH CULTURE AND LEARNING.
>> BECAUSE IT COULD FIT IN EITHER WAY.
>> THEN DOWN IN THE SYSTEMS, QUALITY FACILITIES AND RESOURCES AND THEN INFORMED AND RESPONSIBLE USE OF RESOURCES.
>> I WAS USING THE ORIGINAL ONE [OVERLAPPING] FACILITIES.
>> SOME OF THESE REDUNDANT ONES MAY [OVERLAPPING]
>> YES. BUT I WANTED YOU TO ALSO SEE WHERE THE ORIGINAL ONES WERE COMING FROM AND WHICH ONES WERE THE GUIDING PRINCIPLES.
>> ANY OTHER COMMENTS FROM ANYONE? I KNOW WE DID ONE AROUND THE ROOM.
LET'S JUST OPEN IT UP TO EVERYTHING NOW.
>> I'D SAY GREAT JOB THOUGH, AND IT SOUNDS LIKE WE ALL LIKE OPTION A, SO THANK YOU.
>> ANY OTHER THOUGHTS ON AGENDA? DID YOU GET THE FEEDBACK YOU NEEDED THERE?
>> OKAY, GOOD [LAUGHTER] WHAT ELSE?
>> THAT IS ALL WE HAVE ON OUR AGENDA.
>> THEN WE'RE GOING TO DISCUSS IN TERMS OF BOARD MEMBER LEVEL OF INVOLVEMENT WITH THE STRATEGIC PLAN AND ALL THAT, WE'RE GOING TO TAKE CARE OF THAT LATER ON AT THE PLANNING SESSION.
>> I KNOW YOU'RE WORKING ON GOALS AS WELL AND I THINK BASED ON WHAT YOUR OUTCOMES AND GOALS ARE, WE'VE GOT A COUPLE OF DIFFERENT IDEAS FOR HOW IT IS THAT THE BOARD CAN BE CONNECTED TO THE WORK OF THE WORK GROUPS, AND ALSO THE REPORTS FROM THE WORK GROUPS AS WELL.
>> COREY, I'LL LEAD THE BOARD ON WEDNESDAY THROUGH THE REFLECTION THAT WE DID, THE SELF REFLECTION,
[00:50:03]
AND I THINK THAT WILL BE A GOOD WAY FOR US TO WORK ON OUR GOALS AND THEN I'M ASSUMING TO LISA'S POINT THAT YOUR INVOLVEMENT IN THE WORK GROUPS AND HOW THAT LOOKS WILL EVOLVE FROM THAT DISCUSSION.>> ANY OTHER COMMENTS, QUESTIONS? IS THAT OUR ONLY ITEM ON THE AGENDA?
>> WITH IT BEING SO CLOSE TO OUR PLANNING SESSION?
>> IT MADE SENSE JUST TO DO THIS PIECE RIGHT NOW.
>> GREAT. WELL, THEN IF THERE'S NOTHING ELSE, IT'S 5:23, AND OUR WORKSHOP IS ADJOURNED.
* This transcript was compiled from uncorrected Closed Captioning.