001first for this special meeting of the Pacific Grove Unified Board of Education. And just for the note to remind folks that it's going to be a little different than some of our regular meetings. So, um, just follow along with us. And with that, we start with our land acknowledgement. Good evening. As we begin this meeting, it's important to pay respect to and acknowledge that we are on the traditional land of the Aloney, Costanoan, and Eselin people. And additionally, pay respect to elders both past and present. So now I think we go to our roll call vote. >> Of course. >> President Dr. Hazen, >> I'm here. >> Clerk McNary >> here. Trusty Utar >> here. >> Trusty Shamas >> here. >> And Trusty Wax >> here. >> Excellent. And then our next item is the
002adoption of the agenda. So this is one of the items we will have public comments on. Anyone online or in the room? Okay. No comments it looks like. So I will go ahead and move to the board. And just a reminder, we have our consent item for out of county activities and then our governance, training and self-evaluation on the agenda. So is there any comments on those two? If not, could I get a motion to approve the agenda as presented? >> I'll move that we approve the agenda as presented. >> I'll go ahead and second. So, the motion was made by Trusty Shamas and seconded by myself. And now we're on to the pledge of allegiance. So, >> point of order. Yes. Let's take a vote. >> Thank you. That's not a bad thing to
003do. Um, all in favor of the adoption agenda, please say I. >> I. >> Any opposed? Okay, it passes 5-0. Thank you for the reminder. Um, now we're going to move to the the pledge of allegiance before the consent. That's I will propose. Why don't we all lead it together? Such a small group. So now on to the consent items. We have one item a out of county activities for public comment. Is there anyone in the public, not here in person, but maybe online, that would like to comment? None. So, we'll go to the board. Again, a routine item that we see pretty regularly. Seeing none, could I get a motion on the approval of consent? >> I'll move to approve consent as presented. >> Second. >> Okay. The motion was made by Clerk McNary
004and seconded by Trusty Wax. And all in favor, please say I. I. Any opposed? If not, it passes 5-0. So, we're now to the board governance training and self-evaguation session, which I will hand off to our superintendent, Dr. Adamson. >> Well, yes, absolutely. I'm excited to be able to introduce this and have the time set aside this evening for governance. Um at this time I am going to uh suggest that we all uh take our items and move over to the floor uh where we will continue our training and we have an opening activity which will begin shortly. All right, another book. >> This is a fun book though and there won't be required reading that goes along with it. Just your own reading at your own measure. >> Find my >> have it. I
005I just >> I think I brought an extra one if you need one. >> Got that one. >> Lori, do you have >> just in case? >> Yeah. >> No. >> All right. Well, before we begin, yes, you've all noticed that on your at your seat, you have a copy of a couple little things. So, the little bus, because you know that our theme this year, the energy bus, which comes from the book uh by John Gordon. Um, and actually our opening activity is going to sort of tie in just some of the components of the book itself. It's the book that we're reading as a management team and as a whole district office as well. Um, so I just think it's always good for each of you to have a copy, you know, of
006the book that we're doing. Uh like I said to uh Trusty Shamas earlier, there won't be required reading with it, but we will tie it in with some of our activities. That's what we found already with our district office staff is it's such I mean it really is an easy read. Like the chapters are like one or two pages and it's kind of written in the form of a table. Um and so it's one of those books that honestly you start reading and you're like you don't want to put it down because they're just so many nuggets. That's been you know at least my experience. So thank you Elliot. All right. And then of course with it there as well, you have a little tote bag that we wanted to be able to give to
007each of you. So there we go. I love it. Well, there's one more. >> All right. So just a quick review of the agenda for the evening. Um we're starting nice and early since we didn't have close session. So it's 5:30. I was thinking just, you know, a nice aim for an end time. I mean, if we need to go longer, we can, but I was thinking 8:30 if everyone's in agreement. If we get to that point, everyone's, you know, we want to go longer. And then I guess it also just depends on, you know, where we are in the agenda. But the hope is that I think given what we have on the agenda for tonight, we should be able to, you know, meet that time frame. We're going to start with just a
008quick little team builder, a 10-minute activity. Uh we're going to take a moment uh the our governance handbook. Uh we're just so excited at our last uh session we were able to, you know, get consent and have everyone sign that which means we now are uh we're really you know acting with our agreed upon handbook uh specifically and and norms that are included in that. So I thought uh before we move into our book study portion, we'll go ahead and just take a moment to review the norms and then at the end of the agenda, we have time set aside to kind of go back to revisit it to see based on our reading tonight if there are any additions that we want to make, you know, to that for the year ahead. Uh we'll
009be uh spending quite a bit of time on our um the core governance book study and obviously we all came prepared having read the introduction and chapters seven and eight. So we're going to just take a little bit of time to you know have some discussion. And I've got some prompters uh and some you know guided questions that will help in that discussion. Uh we'll then move into an activity related to the how not to be a terrible board member and uh you know you were all asked to come tonight with maybe one story in that book that you would like to share out on that maybe um identifies an area you feel you think we could uh maybe work on a little bit more as a board. Uh then we will go into uh
010just another review of the handbook to see if there's anything based on our reading tonight that we want to review. Uh towards the end we'll just take a moment to review some of the highlights for the CSVA conference. Um we'll talk a little bit about that and then we'll end with to identify some topics for our next session. So that is our agenda for the evening. Any questions or comments on that? Okay, we're going to move into our energy bus reflection. So, I am going to ask you all to go ahead and crack open the book and sort of untie your lovely little ribbon there. Um, and we're just going to focus very quickly on the introduction. Uh, and I'm going to we're going to just take a moment to read. It's two pages long.
011Um, because the activity that we're going to do is really related to that. And um, the book itself, you know, I gave a little bit of an introduction, an overview of it at our welcome back breakfast. Um and really that you know speaks to you know the thinking behind why you know I chose this book for us as as a leadership team and as a district office this year. Um it really talks about so much about how we approach the situations that we off that we face on a daily basis and I think there's a big piece of that you know John Gordon talks about you can you know this applies to really any situation you can apply it to your own personal life you can apply to your work life to your friends um
012to your you know your family situation it can there's a big parenting component you know that I think you can tie in um so it really is it's something that really applies to all situations and that's what makes it so great but John Gordon really talks about a lot, you know, he ties everything into any situation we're facing, no matter how challenging, you know, what we can control in that situation is how we choose to respond. Um, and if we choose, you know, sort of that positive approach and it doesn't mean to say that everything's going to be polyiana and we're out there being cheerleaders the whole time. It's really just about taking that time to not react, taking the time to stop and listen. And I love that component of it because that really
013applies so much to what we are doing and what we are, you know, spending tonight on as a governance team. So, um, I'm going to just give you all maybe, you know, two to three minutes to read the introduction and I'm going to ask you all to just identify one maybe one key standout sentence or phrase in that reading um, that really stands out to you. You can, you know, feel free to underline it in the book. Do what you want to. Um, after 3 minutes, I'll do a check-in and you'll just all share out, you know, what the standout was for you to begin with. That's my I don't know why that went off. That's I didn't say that. Okay, that's weird. Maybe it was on PM. It was from this morning. It's the
014wrong time. Yeah, I had it set to PM. Sorry about that. If you need a little bit more time, give me a thumbs up. Or if you were good. Okay. All right. Who would like to share out first what the phase was? Up to you. >> I'm happy to start just so the one I underlined and actually there was a term the energy vampire is one that we've used a good bit recently because that's something that we all face. I would say, you know, daytoday. We were just talking about that today at my staff retreat about that there's some people who they might have a simple job to do, but they just don't want to do it in a way that is helpful to you. They want to do it in a way that shows
015that they know it better than you or you know, and I think that's the the converse of that is that you can't control how somebody treats you, like you said, but you can bring out the best in others and in yourself into how you respond. >> Wow, that's awesome. It's a good one. And in fact, in the book, there are 10 rules, right, that I mean, you can see it from the cover that, you know, John Gordon provides. And one of those rules is no energy vampires allowed, right? So, it's kind of that you you targeted that right there. I'll go next. feel like this is kind of a social experiment of how we probably might have been as students, but it's just my personal theory. >> At least it is for me. Um um
016I wrote down um bringing out the best in others and yourself. >> Yep. >> Powerful. >> Yeah, it really is. There's a saying, you know, in in some leadership book I read over the years, you know, we can work from our balcony or there are times we're working from our balcony, other times working from our basement, right? And it just depends on, you know, what the circumstances are. But I think if we focus, you know, try to approach everything from that aspect, right? We really will have different outcomes much more positive. Thanks, Jen. So um the line that spoke to me is when he says but rather when I talk about positive energy I'm referring to the optimism, trust, enthusiasm, love, purpose, joy, passion and spirit to live, work and perform at a higher level.
017So it rang to me as um the definition of positive energy being optimism, trust, enthusiasm, love, purpose, joy, passion and spirit. Funny, Laura, that was the same one that I I underlined as well. Yeah, because I think it just captures everything, right? >> Yeah. >> Thank you for that. >> See, I will say that uh Energy by Vampire stuck out to me mostly because there's a show called What We Do in the Shadows. Uh, and there's an actual energy vampire, like it's about vampires. Oh. >> Uh, it's a comedy. And so each time I read that, I laugh to myself. But um >> I I think also kind of the the second half of of Laura's section uh to basically to state the goal of like what the intended effect of being this definition of
018positivity is to build and lead successful teams to overcome adversity in life and work to share contagious energy with employees, colleagues and customers and to bring out the best in others. Um, I mean I think I think um realizing I I I struggle with enthusiasm sometimes too. But uh I think always the realization that you can overcome adversity um if you get to work um and think of solutions is a is a good outlook. >> Well said and well rationalized. Thank you for that Mike. Um, well, first I was reading the first part and then I was reading the next part and then I didn't even finish the so-called introduction. So, um, okay. But >> I have to, I guess, put in my own take on energy. Um, but one of the things I teach
019was is to match the energy of others. And because I'm not sure what they're going to say here, but one of the things that you're talking about is people that that are draining your energy or draining their own energy. And how do you work with that? you know, and it's not enough to just be positive, >> you know, that that doesn't necessarily bring them up, you know, it might make them upset, you know, but um so one of the things that I teach is just that um wherever a person is, you know, your energy goes to. So you don't go higher than them and you don't go lower than them. You just you try to meet where they are as a way to connect with them. If you're trying to connect with them like let's
020say in your work situation you're hoping that this person will do things differently, right? And you say, you know, this is what I was hoping to see and then they start complaining about something. I'm imagining. So, so then you know he would be um then you would be matching their energy in terms of validating them and um especially with kids you know it's really really good to to match their energy because um like when I was reading in the beginning they he was talking about how um you know greeting people I don't know if you read the very beginning it just said greeting people. Try to greet people like you don't really care about them. And then do it again. and this time greet people like they're your long lost friend and you're so happy
021to see them, you know, like the the energy difference in that, you know, and um so that I think that's a really good point because um it it the difference in energy between two people are going is going to um influence how well you connect with them. >> So that's just my take. And so I'm I'm interested to see what his points are. Um but that's just where I'm coming from. It's like >> Yeah. >> But I like that first exercise I read in the which I guess we weren't supposed to read, but >> it was it was in the acknowledgements or or I don't know. I was just started reading uh and no not the acknowledgements the very the >> the forward. Yeah. Mhm. >> So yeah. Anyway, >> well, I love that you
022drew attention to that, Beth, because that's actually activity I did with our leadership team at the beginning. You know, Louis is smiling because he remembers and it was kind of weird in the beginning because it was, you know, no one really knew where it was going and I told them, you know, kind of act like, you know, person, no one's important to you, right? And then we did the second one and it truly was. He talked about changing the energy in the room through that activity and you felt it. It was, I mean, it was pulpable, right? So, I think um and you raised some really excellent points, you know, Beth, and I think what you'll find is John Gordon really addresses that piece. It's not enough to just be I mean, you're right. If
023you know, Mike's having a hard day and I come at him like, you know, like it's going to do the opposite, right? You are, I mean, there's going to be, you know, people will bring up a wall and especially with children. You're absolutely right. So, I think I love about the way that he, you know, really introduces all of the concepts. In fact, this first you as soon as the first chapter, it's called flat tire. And the fable is about, you know, the character George. He's just having a bad day. Yeah. He has a flat tire and he's got to take the bus. And the bus driver, whose name is Joy, right, kind of has this whole, you know, approach about her. And exactly when she greets him with that joy, it's like he in
024his mind is like really the last place I want. Why are you so joyful? You know, so it really kind of addresses those components. Um, and I think even as he establishes the 10 rules, you know, for how to live by even when it says no energy vampires. I mean, you know, it's not the the lesson there is not, oh, you know, no bad energy or no, you know, no vampires coming to, you know, steal my positive energy. It's really more about sort of I think just building the awareness and acknowledging sometimes right the energy in the room and then how can we through being strategic and knowing being aware and coming into it you know really work with what's there to help change that energy in the room right but being intentional and focused
025and and you know thoughtful about it as well right so you raise absolutely spot on with that bit um so yeah I you know I really encourage you all to you know take some time to you know maybe read it through and we'll we'll bring components of it. We're doing activities at all of our leadership, you know, meetings that really tie into, you know, the lessons that are there. Um, Dr. Hagquist and Chief Rogman have already done, they started out, our first meeting with some incredible things and it's just been really wellreceived and everyone's really enjoying it. Some of our principles have decided to even now get the book and do it with their staff. So, it's kind of got that effect, right? Uh, but I love that too because it's all about, you know,
026while I picked the same one that Trusty Omar picked, uh, my second choice then would be my hope is that you'll use this book to cultivate positive energy in your own life and career and then share it with your colleagues, right? Because I think that's what the ideational, inspirational speaker, I've had the opportunity to actually see him speak, um, is pretty amazing. you know, he's got that area of expertise and uses some of his own experience to share and and teach. So, knowing that kind of, you know, thinking about what your phrase is, thinking about, you know, the energy and and you everything we've talked about, um, what I'm going to ask each of you to do is to answer the question that is on this slide. You've each got a little index card. Um,
027and thinking about that whole concept of, you know, positive energy, bringing, you know, the importance of our ability to be able to work together, thinking about your role as a trustee on our governance team, the work that we have ahead of us. Um, I'm going to ask you to answer two questions. What kind of energy will you bring to our governance team this year? And what kind of energy do you hope we will create together? Give it some thought. Give it some time. When you're ready, go ahead and jot it down. I am going to ask if you're comfortable sharing it out and then we're going to go ahead and collect everyone's responses and we're putting it into our governance team energy bus commitment which will soon have a picture of our energy bus and
028then I'm going to keep them and we're going to go ahead and revisit these at the beginning of our future governance sessions. Right? So think about what you're thinking and doing as a commitment. I'm doing one too. It's not multiple choice. I was h What kind of energy? [Laughter] >> Confusion. Confusement energy. >> You're good. I think >> it felt like a straightforward >> and put your obviously put your name on you know it's a top that we love >> being negative >> I'm opting for the creative thinking approach to choose your own energy so all good answers There's Do you have one or I've got extras here? Someone's been hard at work. There's some energy. this going to be a surprise for later or so we're not going to read it now. We're just
029>> No, no, we're going to read it now. >> We're going to read it out. Yes. But then it'll be a surprise when we re when we revisit them. The yoga >> first thing that comes to your mind. >> That's exactly what you get. Yeah. The filters like the writing. Well, if someone who's finished would like to go ahead and read theirs. Thank you. So I will bring the purpose to the governance team. That's the energy that I will bring >> and as a board I hope that we will um the energy that we will give out is um performing at the higher level. >> Nice. Those are already two good ones. Thank you trusty mom. Beautiful. Yes. Let's do it. commitment envelope. Laura, >> you're so cute. >> Thank you. >> Oh, that looks
030really comfortable. >> Can you get up? Is that what happened? It's not my life. >> So, I can read mine next. Um I said in terms of the energy I will bring is energy of curiosity and consistency, thoughtful questions, multiple pers try to take multiple perspectives looking towards the future showing up prepared, engaged, committed and hopefully driving my own energy but also making room for others to shine. And then in terms of what we hope we create, what I hope we create together is um basically that that same thing the shared momentum so that we're moving forward in an energizing way, a supportive way and in many also a purposeful way. >> Thank you. Sound fabulous. the last names, didn't he? >> Mine is too. >> Oh, okay. Um, I will bring respectful and happy
031energy. What kind of energy do I hope we create? Kind, thoughtful, and creative energy. I love that added. What kind of energy will I bring this year? Um, intentional and authentic energy. Um, and what kind of energy do I hope we'll create together? Respectful, collaborative, creative energy. be nice. >> And lastly, uh I will bring the energy to think broadly and then specifically about ways to make a positive impact for our kids and community. Um just hopefully what we've all been trying to do. And then I hope we will create an environment that opens the aperture of possibilities about what our district can achieve. >> Thinking big. Thank you Mike added to the envelope of commitments and then I will add mine. I will commit to always assuming the best of intentions and I approach
032every member of this team with this equal time, patience and a genuine desire to work together to do what's best for our students. And then for um what kind of energy do I hope we'll bring together and create together just unity and joy right that's important adding my commitment to our envelope. There they are. Thank you all. I genuinely believe that everyone who got everything you've shared that is exactly what you approach your work with. It's your core belief and thank you for committing it to paper because that's what makes it real. So, thank you. Okay, we're going to go on to our next item on the agenda and this is really to just review our norms. So, I will um you all have a hard copy of the the actual handbook in front of
033you. So, if you wouldn't mind turning to page six. >> And just to be clear, this we're going to read over it now, but we'll have an opportunity at the end to discuss. >> Correct. Exactly. Yes. All we're doing right now is we're we're reading out our norms because this is what we've all agreed to. Um, and so I think it's really important that we, you know, just review them before the meeting as a another commitment to ourselves and each other as to, you know, how we will approach our working and learning together tonight. And there are six norms and there's six of us. So I thought how appropriate that we each go ahead and read one. And I will start with the first one which is accountability. We take collective responsibility for the performance
034and success of our governance team. Each trustee contributes to maintaining trust, transparency, and the integrity of board operations while staying focused on what's best for students. Mike, would you like to read number two for us? to competence and judiciousness. We commit to acting as informed, thoughtful, and ethical stewards of public education. We honor our roles, avoid micromanagement, and collaborate constructively through professional development, preparation, and respectful conduct. We model effective leadership and focus on the district's long-term vision. >> Laura, >> ethics and integrity. We uphold the highest standards of ethical conduct, fairness, and transparency. We adhere to the Brown Act and only discuss issues in adherence with the Brown Act. We do not engage in serial or multiple board member conversations outside of board meetings. We avoid conflicts of interest, honor confidentiality, and do not use
035our positions for personal gain. Trust is maintained through honesty, discretion, and a shared commitment to integrity in all interactions. Solidarity. We value our collective impact over individual interests. Personal disagreements are addressed privately and respectfully. We maintain a united front, engage in thoughtful deliberation, and avoid personal attacks, ensuring our decisions are grounded in student centered governance. >> Thank you, Elliot. >> Number five, how the board communicates. We prioritize open, honest, and respectful communication. Differences of opinion are welcomed and discussed civily. Once decisions are made, we speak with one voice to foster public trust and avoid undermining the work or reputation of the board or superintendent. >> Fifth, >> number six, support, respect, and consideration. We treat one another as equal partners in leadership, showing courtesy, empathy, and appreciation for each other's contributions. We avoid gossip or
036personal complaints, support the superintendent's role, and respect each other's time, motivations, and perspectives. >> Thank you. >> What's so important about those six is it's really what was identified as this governance team as the most, you know, the six most important norms. and the fact that we've all committed to that. I think it's important that we do we take the time at each of our governance sessions to revisit them and remind ourselves of our commitment to each other, but also to the work that we do. So, thank you. All right, as promised, we will revisit this towards the end to see if there's any additional edits or updates. So, for now, we can put that aside. And really, what we're going to do next is move into our full governance book study. uh and just
037that reminder we are focusing tonight on the introduction and then chapters seven and eight. So to help guide the discussion what I've done for each of those sections I've just identified number one just a brief slide that gives an overview and then for the introduction chapter 7 8 two slides each that give a very sort of generalized review of what you know each was about and then there will be a question that is intended to just facilitate our discussion to really kind of encourage all of you to bring you know forward to the discussion on what stood out to you in your readings uh but also how we can maybe apply some of what we've read to, you know, the work that we are doing as a governance team. I pulled this out of, you
038know, um, of my reading, but I think this really I love it, you know, for kind of identifying it as a starter for our work tonight. Effective governance isn't about control. It's about coherence, collaboration, and the courage to lead for every student. I feel like that could really almost just be sort of a plaque, right? And, you know, part of our our vision and mission as as a a governance team. Um, okay. And there it is just you know the introduction chapter seven and eight. Seven is focused on governance infrastructure and chapter eight on governance tools. And our goal really through our work tonight is to understand how these chap chapters can work together to strengthen our governance practice. I just put this slide together because I think it's kind of neat to just see
039it all in a snap a snapshot of how it works together. I think you know from my perspective the introduction it really works to set mindset. I talk you know the authors talk a lot about the moral compass right in that particular section uh clarifying purpose and a lot of talk about warning against political drift um you know and I think that's a challenge you know that really was sort of drawn out you know in in the introduction as well just I think the challenges that uh boards face today you know in the various you know political climates that we find ourselves um and you know it's never been more important than now you know for us to truly be able to try to avoid right you know those sort of culture wars right which
040is you know talked about and is also happens to be the title of the CSBA conference this year as well right so I think that's what makes it so challenging right that constant pull um chapter 7 really you know focuses on building the structure or really the infrastructure for action uh and ultimately you know what is highlighted in that chapter that that you know sustains you know optimal and effective governance and then chapter eight you know it's the day-to-day tools for consistency Um and really I think you know that that bottom you know sentence that together you know these three sections it's intended to offer a well-branded yet flexible model I think that's what the authors have tried to really do in the book um and really help us as a governance team to you
041know equip ourselves with the right tools right so that's really what you know we'll focus on when we do each one the three questions um that we'll be asking you know as we finish you know each the discussion on each section what are our current stren strengths in governance infrastructure which tools might enhance our board's effectiveness and how can we ensure governance stays mission aligned? And what I've done is I've kind of highlighted one of those questions to go with each of the three sections that we've read tonight because I think that'll help us just um stay focused on the work and the discussion. So just a summary of the introduction and again this is what I've pulled out to help our discussion and just help you know depending on how long ago that you
042read it. um you know I think the key themes that really stood out to me growing challenges we're looking you know we're faced with a lot of polarization um equity continues you know to be I think an area of um challenge and then safety and I honestly could say that I think you know us as a as a district we you know are really faced with those same three challenges on an ongoing basis um and really you know obviously it's kind of the same challenge that that boards across you know the state you know face as well um that reminder that we are stewards of system improvement. Uh there's really a strong focus on dist on distinguishing between governance and politics and then really the introduction the way that it's being structured. You know the
043authors talk about you know the three pillars of the governance mindset, governance culture and governance infrastructure. Um and really with that core intent that if we you know are really following and and focused on you know what the recommendations are within the book that we truly can consider ourselves to be practicing you know as an effective governance team. So the three takeaways from the introduction. Governance must focus on student outcomes over ideology. Effective governance equals clarity of purpose and unity of action. And we should avoid political partisanship. Right? Stay missiondriven. And that really leads to the first question. How can we ensure governance stays mission aligned? So I really just want to open it up I think for your, you know, input, your feedback, you know, to open with discussion. I think with that focus
044in mind um based on the introduction is really what we're you know thinking about first and I think obviously trying to relate it to the work that we do you know thinking about the last few months that we've you know been working together um comments and questions >> I I didn't say one because it's something that I personally struggle with a bit sorry if I'm going I apologize remember you have to hit me when I apologize too much right >> no apology um basically that for it's very difficult sometimes to take to you know stay away from the blowing of the wind so to speak like when issues do arise you know as a district while we can be nimble if we're constantly pivoting to meet every issue that arises we're not necessarily moving forward
045in unity of purpose and so I think that's something just I struggle with is when there is an issue I mean I can think of a few just from this year or from you know last here. How do we make sure that we are addressing that but not letting it curtail the overall direction of where we want or where we're trying to help drive the school district to go. >> I guess that would be my thing is just working towards focusing on that mission and making sure if we deal with the the issues as they arise, they're not knocking our energy bus off the road, so to speak. I'm going to take notes as we go as well just I think capture some of the key pieces of it. So yeah, that whole concept of
046being wind, you know, being driven by the wind, right? You know, according to whatever the the topic of, you know, importance is, you know, out there in the moment, right? How do we avoid just changing everything, right, that we're doing or changing our focus, right, to address that? Um, for me when I think of the words mission aligned governance, I think of a governance team that is um focused on um the needs of staff, the needs of students, listening to the voices of our constituents. Um, I think a way that we can get misguided is allowing our opinions to guide us, our individual opinions to guide us, which is the opposite of being a representative of your constituents, the people that actually voted you into office, goes against the oath that we took. Um, so
047I could see how that would get us out of alignment to our mission because I believe that our mission is first to represent the students and staff and community as a whole and leave our personal opinions at the door. >> Okay, that's really good. >> So far, what we're hearing is not to be right driven. let the wind drive us and make sure we're not letting personal, you know, >> beliefs and opinions sway the way that this um district is governed. Well, I think that's that's a good goal. I think it's harder to actually manufacture that with because we are individuals with our own opinions and maybe our opinions reflect our constituents. you know, it it may be but um but I think so the most important thing is that we do give our opinions
048in a way that that leads us to consensus. That's that's what I think is the most effective way to stay mission aligned is that you're coming to consensus and um and that means that you you know you work at you work at it um you know to get people on board with with an action that you that can be taken with with at least you know hopefully all five members. You know that's that would be the goal. But that doesn't always happen. But um but that should be in my opinion that should be the intention that that we are um building consensus on on whatever comes before us. And um if we get surprised and we will get surprised, you know, that's just nature of the beast. You know, we we don't know sometimes what's
049going to happen. uh you know some group comes to the board meeting and is upset about something you know and all of a sudden you know there's all that focus on on this problem or this what they consider a problem. Um, so you know, it's just good to kind of think about like how do you like, you know, that really falls on the board president a lot because they're running the meeting and um, you know, so if the protocols and the norms that we put together, if they're not giving enough um, help and direction to the president, then we need to maybe look at that a little bit more because that's where I think you want to you want to be able to know that uh whoever is sitting in the president's chair can can
050respectfully handle that kind of a situation and keep us on track. Um, however it may go, you know, it may go that uh we want to put it on another agenda item, whatever it is. But um I I just think that it's my experience has been that it it does take a lot of work to get to consensus, but it it's worth it because then people are they trust each other, you know, and if we trust each other, we're a good team no matter what. It's how I feel. Funny because I was just kind of think as you were saying that you know norm number four right it talks about solidarity but you know the key sentence in there we maintain a united front engage in thoughtful deliberation and avoid personal attacks right I think
051that whole sense of of coming to you know consensus right being united um it doesn't mean we're necessarily going to personally agree with everything but I think as long as we can find a way that everyone can say yes you know this is something that you know I can live with right and moving forward That's that's the beauty of that. And when you bring in trust with that, Beth, that's that's such a key part of the process, right? Yeah. >> Jennifer and Mike, anything to add to that? I still feel so green uh in this that I I don't really for for these type of governance meetings I feel like better listening because it's there I can't forecast these situations in my head so so much um so that's to say I thought all of
052you have said really good points but but I with everything. >> Yes, that's right. But I I I don't >> I don't have I don't have anything that's sticking out of my mind right now. >> Well, anything to add? >> Um for me it's typically systems thinking um and creating systems that will exist um regardless of maybe the people who sit in the roles at any given time. And also with regard to systems and staying mission aligned, if we can figure out how to adjust policy or how to create systems that will benefit one student, typically that's going to have a ripple effect and benefit more. So um and if a system isn't working for us as a board, it feels like a place where we have the ability to make change um for the
053better. So that's where my mind goes is to just systems thinking. Um, and I do think on some level when we can all operate from the same systems, it helps in a way for us to at least be on the same page about what we're discussing and you know where what the and my sports analogies um what the playbook is. Um, and even if we have differences of opinions, we can know we're still working from the same set of norms or we're working from the same policy and how is it working for us. So it feels like it's the ability to make things better and and stay focused on moving forward too. >> Elliot, I'm going to put you on the spot a little just as president. I mean, anything there that, you know, sort
054of stands out from everything? I I'll kind of do a, you know, a quick review. I mean, you had talked about, you know, trying not to let the wind, you know, move us, stay missiondriven. um you know obviously not um not letting personal opinions you know already talked about that guide us you know making sure that our decision- making is not swayed you know by that um if we are giving our opinions you're really trying to help bring us to consensus you know which helps build the trust piece of it >> can I just interject really quickly I just want to point out the massive difference between perspective and opinion those are two highly different things perspective is life experience or maybe um knowledge to share. Opinion is something extremely different. Opinion is I feel
055this way and I feel this way. And there doesn't have to be necessarily perspective behind it. Um perspective is something that you can work into a conversation with a constituent or a student or a staff member and you can come to consensus that way. People that make decisions that are opinion-based are making decisions on behalf of themselves for the district. And that's the point I'm trying to make is that decisions should not be made. Votes should not be cast based just on opinion of how somebody thinks things should be without gaining insight and perspective from the people that voted them into office and the students and staff as a whole. when available >> of making sure yeah we're taking into consideration >> perspective versus opinion. Opinion is highly highly personal and a lot of times
056is not movable. Perspective is information gathered from life experience that you can share. Is it appropriate to vote on just your perspective? Probably not because that's not what we're here for. Like I'm shouldn't be representing only my interests or only my beliefs. that's not why I sit in this chair. So, I just want to make sure that that's that's clear. And it's it's mentioned in number four, solidarity. We value our collective impact over individual interests. And I'd like to add maybe your personal opinion. But I think would everyone agree with that statement? I have a feeling that everyone sitting here I don't know. I don't want to assume. But anyone disagree with that statement? How about that coming to the table with that same >> Yeah. I mean, it's it's I I agree with I
057think 100% what you're trying to say. The word opinion is such a tough one because like it an opin you can have an informed opinion and you can have an uninformed opinion. Right. >> Right. And so I think that's that's at least where I'm interpreting more what you're saying is it's those uninformed opinions or those I would almost call them like selfish opinions. So those opinions that are representing your needs, not the others, but like the whole, >> right? The informed opinion I think is important. I mean I I feel like I have a very strong informed opinion. Sorry, wrong pipe. Um on uh you know language education for example and I don't think that's one right that it's it's my but I know that might not be shared by everyone. So yeah I agree
058with what you're saying but it's one of these that to me has more digging to be done. Give me some water early in the early afternoon. So we in the the other ones were just the you know the I'll follow your lead if that's okay but working towards the consensus and I mean I really appreciated again what was nice about was all these opinions and even again I I would say yours too Mike the the point about newness and here to learn that's a big part of being a board member and I think the biggest failings that board members have is even people that have been on the board for eight years every year with the new issues new board or every two years a new board there's a not still tolerance. So, I I
059don't think that's at all a bad thing. Um the point I mean I I'll thank everyone for signing the norms knowing we're going to revisit a bit later, but like that's exactly where your point Beth comes up is that it the more we have these norms solidified and we all have the same common goals in mind, it allows the president to better steer. So that I think is something what's nice about these is I think we've done almost almost all of these we're doing a very good they also could be the answer to the first question here in many ways. Um but it is you know that is an important part of it and again that's the same thing like if you we're talking about a playbook like this is our playbook and then we
060have the LCAP as our district's playbook then we have our SIPs as our sites playbook and then you know so this is something and I just think over you know again it was going to about which tools might enhance our board's effectiveness to jump but I mean just thinking about what we've done in our year but even in our three years for the three that were on the board uh previously we've added so much on that systems wise and again a lot of this has been thanks to you Dr. Adamson with you know future agenda what like you know there some of these are little things but they help concentrate our efforts so that we're not like you know I remember back when I first joined like we would have the end of the agenda
061would have like 15 future agenda items sometimes or would feel that way and it's like how do we get you know we still have to approve the the budget how do we do that and deal with these so we've gotten that more into the systems and the priorities that I think helps us move forward but you know going back to Laura's point on the opinions. I think that's where not we as a board but in other board members get into trouble because you can get stuck on something that is really important to you that is not necessarily the way is not necessarily the most important thing the district is facing. And so that's something that I I definitely will struggle with like if we're facing real big budget shortfalls and language education is right on
062that line like that those are the decisions where you have to really zoom out and say am I trying to hang on to this because I feel like it's really important or am I hanging on to this because it's what's right for the district. >> It it it's interesting. Do you mind >> No, please. >> This is like Bob Barker. >> Okay. Yeah. Thanks. The price is wrong. Yeah. Um I forgot where I was going when I turned into Bob Barker. Uh oh, I was going to say it's interesting because what you were just talking about, it's almost a fine line of It's not, but it could almost be seen as like conflict of interest, right? when you're so passionate about something or you have such a strong like um love of something or a
063need to see something succeed and I'm not saying it's a conflict of interest but it can almost emotionally feel like there's a conf emotional conflict of interest you know >> so I could see how it would be difficult but it's also >> part of the like I just did this exercise with a group and we talked about cloaks that we wear. Um, and you can take them off and you can put them on in all different phases of your life. And when we enter this boardroom, it this is a cloak that we put on. We almost have to like leave the rest of that s with three blanks out there because we're here for the good of the district. and and and and in being having an opinion and holding on to those opinions tightly
064when making decisions. Um, you know, we can really do a disservice to the entire district because we're just one person, but this is a ripple effect that continues and continues and continues and by the time it gets possibly rained back in, you know, it's affected so many students, staff members, community members. So, that's where I'm coming from with this is just um realizing that we walk in here with one certain cloak on and we can drop it at the door if we need to. But like decision-m is um you know should be done with the community in mind. that all of the students in mind, staff in mind, not in a isolated bubble. >> On the question that exactly ties into that and and maybe that's something we, you know, that features into our future
065work, but you said maybe we should all be asking ourselves the question. I think that could be a collective question that we commit to asking each time. Am I holding on to this because it's important to me or is it because it's what's best for the district? Right? And sometimes I do feel we have to stop and maybe think and really ask ourselves if we are feeling more emotionally connected to a particular topic than you know than than would be typical or you know what we would expect. Um you asking that question of ourselves and each other right. I think that helps us maybe step out of you know being so closely tied to it and gain more perspective. Oh, >> and if I'm jumping ahead, tell me. Sorry, Matthew, your first. >> Oh, just
066just you know the the trick is that how do you do that? and and um you know okay so when somebody is passionate about something um that's an energy and so you need to meet that energy in terms of not squashing it because the you know what you're trying to if others are trying are seeing that this person is passionate about this particular issue and it's probably the votes probably not going to go that way, you know, but but in the leadup to some kind of consensus, you want to be able to uh recognize the passion in that board member, you know, in other words, validate that, wow, okay, Elliot, this is language is is is a really um important piece for you and you were hoping that that could really stay and and it's
067hard to make a decision that, you know, keeps it out, you know, just in any way you can. And then that's on all of us really to help um another board member kind of uh feel accepted in in in knowing maybe that they're um maybe only one out of the five of us that feels that way. So, you know, you don't want one person to feel excluded or not heard, you know. So, it's just how we talk about it with each other is um you know, important and and that would and that's a little tricky in a board meeting because you're the president, okay? So, you're you're calling on people to talk. Um, and but that could be any one of us. You could call on any one of us to hear another board member
068out, you know, if if we feel like, hey, I think I can validate where that person's coming from. So, it but it is something that we have to really kind of think about um in order to make it happen. Um because otherwise it's just a little awkward maybe and we're just looking to the board president like well handle it you know >> move on. I like I like the way you said that and and it is a good reminder for each one of us again to be able to try to do that even if we disagree with where a person's coming from recognizing that like again making them feel seen because it is we are aboard and some of these decisions are not exactly the way any individual wants it but together we come >>
069and and sometime and you know sometimes one of us is better at validating another one than than another person is. So, you know, cuz you know, like if if you're bringing up something and and Jen, she gets it. She gets what you're talking about, then she's the better person to to validate you than me if I, you know, this is the first time I'm hearing it. I'm not sure where he's coming from, but Jen knows. And so Jen could be the person that, you know, makes it more clear to everyone. And then that helps all of us understand, oh, okay, that's what he's thinking. You know, it just helps in in have having everybody feel like, okay, we're a team, you know, highlighted there as well. It takes the onus is on all of us,
070right, to really kind of work together. And I love what you identified as you're right. I mean, the onus falls on the president in many ways. That's what makes it awkward. It's so public. It's, you know, when something comes up, it's a surprise, right? That, you know, you're all kind of thinking about, okay, how are we going to handle this? How do we how do we respond? You're worried about what you're going to say. And there's the president, right? Responsible by having to either call a vote or move us along. And but, you know, I think it comes back to a little then, you know, the more we're working together, the trust we're building, you know, I think a piece to that for the president knowing that, you know, everyone's there when there is a
071moment to maybe call on another member who may be able to, you know, help in that situation, right? Yeah. That's that's powerful and I think that that is a part of how we work together, right? I mean that's that's you know getting to know each other more and being able to identify one another when someone is sort of you know triggered about you know a particular topic because we're all human. I think that's the component of this right we are all going to come at it you know from a different angle depending on you know what the day is. you're all coming in here on any given night having faced whatever you faced in your day, right? And so I think for us to say, well, you should just leave that at the door. Of
072course, that's the hope, right? That, you know, we're also there's the human part of that, right? That it's not always, you know, as much as you're going to try, it is going to impact somehow into that evening, right? And that's where, you know, team comes into play at that point. We're all there to help lift each other up when it's when it's necessary. Anything else to add introduction? Wow. >> Can I say one more thing just quickly about the first bullet unless you had we're good. I didn't see it in the slides. We're going to back. I mean, I do want to I know I've said parts of this, but I really do I really can't say enough how much I do appreciate each and every one of you. And I'm not just doing this
073to validate or to blow smoke up your whatever, but um it's just the fact that I mean, one of the things that makes this board so well functioning is that we do have different skills and different tactics or strategies even, I'd say. Like I mean Jen's lawyerly analytical mind, you know, Beth's experience, but like like your teamsmanship like the way you I mean you said stuff sometimes like I' I've tried so hard to come up with the way to say something and then you'll say it in one sentence I'm like yep that's what I was trying to say with my long words you know and I mean Mike I think again your curiosity but your willingness too like you're not here just to mail it in if that makes sense. you're here like you're you're
074bought into it and you're digging into it and you're recognizing newness um I think is awesome but I've been really you know again happy with that and again I mean I'll say Laura both your um not just your research but also I mean your empathy is something that again I you know that I would I don't I don't want to say I would strive for but it's something that I see and I think again it brings that value to the board. It's like imagine if we were all like Laura and super empathetically, right? We be the tissues cost would be the biggest item in the budget. Um >> um and the same thing but like if we all were one of these people like this would be a more dysfunctional board. I hate to say
075that. And same with whatever I bring. I don't mean that in a non-reflect self-reflective way. That is a good question. I >> Let's Let's have Okay. >> Yeah. Um, right. I know. Exactly. >> I will say I love the I one thing I've loved the subtleties of leadership. I'll I'll put this as one focus. Like it's running a meeting is a really fun thing at times when it goes well. It hurts a lot and I struggle with it when it goes badly. So I would say that that desire to do better is something that I hope I bring whether it's to the district as a whole but to us as a board too. like if it's getting a new way to you know have a little button when you want to speak or sign language
076when it's you know it's time for a bathroom break whatever it is like that how to run a better meeting and how to be more effective efficient is something I would say I bring yes >> go ahead >> um so I think that you are actually very empathetic but you're also highly intellectual and you come at ideas from so many different angles it's actually really fascinating because you you've about intellect and empathy. You come from it and that's pretty rare in a lot of people that you this analytical way, but also with feeling and love. It's pretty cool. And you do run a great meeting. >> Thank you. >> I remember that you didn't want to sit in that chair because you thought, "No way." And you're doing a phenomenal job. I mean, you'll see
077all the, you know, you're you're going to be the most self-critical of all of it, but you're doing a phenomenal job. >> Yeah. I didn't mean this to be a talk about me. Now Mike, it's your turn. Tell me how amazing I am. And I know I'm not good at that. That's something I could do better. I know. I know. I know. I'm just not good at it. Thank you. Thank you. I'll leave it at that one. >> I love that you identify that everyone about on the team area. Good for you for sort of, you know, taking the time to acknowledge. And I think my I'll add that to you just your your ability to be so reflective and I've seen that and I've seen you grow in that role this year in particular
078you know because I think when you're up there you are you're you know you're you're face you're critical of yourself but you you get that feedback from everyone else as well right and as humans we tend to want to just focus on the negative all the time. You can have six positives and it'll be one one area of growth and you know that that that's what you'll hone in on. done a really effective and skillful job at not allowing that. Right. >> I do have to add one thing too because Linda, I mean, you're equal part of this governance team as well. And I will say it is one of these things that if we felt that we were bringing things up and they fell on deaf ears or they got parked in the back
079playground or whatever till 5 years. But your I mean your responsiveness and dedication um and I mean I would even say creativity too on how you've tackled problems in this district has been I mean amazing. And I will say I even now I'm getting a little bit of little like goosebumps a bit but that when you we had the presentation at the back to school breakfast and I talked about the growth we've made right I mean that's not us we're here helping but that I think is ownership falls on you so that is another important >> take it myself >> I know that I appreciate you >> I think that's that way now when I'm mean to each one of you later when we're talking about how terrible you all are. You know that I'm
080coming from a good place. >> I love that. Okay. All right. Well, we covered a lot in that. I think we covered everything. All right. Well, if we're ready to move on then to I've captured I think everything that's in here and I kind of have some, you know, key like kind of exciting things I think I'm going to do with this too for our our future. So it'll definitely feature in you know that we can um summarize an entire M. Okay. So I think if we move on to the next which you know will be one of those discussion areas you know chapter seven talks about the infrastructure right you know governance infrastructure um and really that's one of the pillars you know that really is um you know identified at the beginning of
081the book uh and it's the the first of two chapters in pillar three uh it really highlights the necessity of structural engine room right or some of the terminology that's used for governance which is like clear roles protocols and supportive systems >> what's kind of neat here is you all really identified that you know in our discussion earlier, right? And I've capted that that in the notes beautifully. Um, so key components include strategic direction, policy approval, stewardship, oversight and accountability, and then community leadership. And really, I think, you know, that that's such a nice summary, I think, of just the roles that each of you as board members, you know, really carry, right? That that truly defines, you know, what the work we do together as a as a group. Um, you know, summarizing, I
082think, chapter 7 emphasizes strong governance. Infrastructure is not mere bureaucracy. It's the essential framework that enables boards to function strategically and coherently. Um we've all talked a lot about you know systems right you know just having norms I think you know play into that and really chapter 7 is also where you know the norms are identified and talk a lot about the importance you know of a governance team identifying what those norms are something that you can all agree to. Um you know so I think the three key takeaways there for chapter 7 for me was aligning board actions with vision and values clarifying roles and responsibilities and ensuring transparency and equity in decision-m and you know I think at its most simple and basic format that's the handbook right you know really identifying that
083where you've got something in writing that everyone agrees to that you know you're going to you something that you can reference and point to right when you know you're making decisions and you're coming together to do the work. I think the question here for chapter seven would be what are our current strengths in governance infrastructure? That's what we're looking at now. anyone who wants to weigh in on on this one. >> Oh, I'll just say I do think we we touched on this a bit. I jumped out of turn. I apologize, but that's two hits for Laura. >> Um, but I, you know, I do think it's also just the focus that you know we are I mean we are we are adhering to our norms you know by and large I think we all
084make mistakes but we're doing the things we promised to do and we're you know not meeting with staff outside of board meetings telling them what to do we're not you know and I I think so I I would say you know that's maybe not the infrastructure but it is it's the buyin of the board the norms and our collective roles and the district something that again I find we're very strong and um I mean I highlighted there are three important components to the development of the government its infrastructure that are essential to fostering and sustaining a positive governance culture board aded governance principles norms and protocols um and I think a strength with this new revised handbook um and it basically a challenge in all government or organizations, bureaucracies, whatever is like waiting through all
085the information. So, I think pairing this down to to to things that can be um easily gleaned and referred back to is a strength because it makes it much easier to employ or put into action than um you know there's a clarity to the handbook and to the new handbook. thanks to the governance team um or the subcommittee. Um so I think I think having that welldesigned transparency I guess is is an infra is the strength of our infrastructure. Well, I think that um the strength of our infrastructure is is scheduling these kinds of meetings, you know, that's you can't do it unless you get together and talk about it, you know, because it you just can't do it uh at a board meeting, a regular board meeting, and try to figure it out, you
086know. So, so having the will to schedule these meetings and attend is one of our strengths. >> And the commitment that everyone makes to attending them. Yeah. Doing it. I love that. Yeah. Because it's time. Yeah. >> This is also hilarious because I highlighted a different section which is almost the complete opposite of what I just said was a strength. Um but it was it was about uh where no protocols exist. The governance culture is like the wild west never knowing where anyone is at at any given time where conflict defines the board and people are poorly treated. Um, I wrote I disagree because I think I think again hilariously compared to my first statement um that is putting like too much faith in just the document. Um, I think there is like some sort
087of like chemistry that that you have to foster and it's not just writing out a document. It is all the personalities and and kind of going through the muck and working together. Um I don't think just having a document or not having I think if you have um good chemistry you might be able to run a meeting without a handbook but I think um for the purpose of you know having our mission and getting people aligned our handbook is helpful I just don't think that having the document is what is the bomb home to everything, you know. >> Yeah. >> It's just one of the pieces, right? >> Right. Right. I don't think like we'll bring guns in here and like start shooting if explicitly we don't say that in the handbook. I think um
088>> it's too much faith in paper at times. >> Yeah, I mean it's a good point. It's the living aspect I feel like of the handbook where we're we're modifying it. We're doing it, but it's the buyin. I mean, more than the document, too. I agree with what you said though. Not the guns part. I don't agree with that. >> I would also add that on the topic of the governance handbook, it's an opportunity for us as a board to demonstrate oversight and accountability for ourselves because it's basically our book of saying this is how we're going to treat our each other and this is how we're going to hold ourselves accountable as leaders, as role models, as you know, people who are making rules for others um and policy for others. So, I do
089like that there's it is in writing so that we're all working kind of playbook analogy. I'll find another one before next governments. Um, but we're all working from the same set of rules. So, when things do come up like Trusty Shamas said, we have something to refer to instead of the wild wet, which turns into opinion, conjecture, and just, you know, is a bit more loose. Um because as a board we when the three of us came in we were we we were operating from an outdated handbook. So it was I'm guessing hard to run a meeting when the rules weren't even set by you or you know the it was it was just outdated. So having just something it wasn't a living document and it was also you know you saw how long it
090was and wordy it was and like how could you look this up and say oh yeah that makes sense to me. I'm on number one, accountability. It was just it wasn't like digestible or usable. So, for this to be usable and accessible and available to the community and available to us if we're ever having an issue, like check a norm and see what I need to talk to Beth about because this is where it is. Um, I really do think it's great to have as a guide and just something we're all working from. But that said, it takes our buy in, right? Like we're here and we're doing the work and doing this new handbook so and signing off on it. So, in theory, we're buying in. Um, but it's a practice. It's kind of
091more I feel like what you're saying is like we have to live it, not just sign off and be like on the shelf, done. Yeah, it applies to us. Yeah, I agree with you. Anything else to add to chapter seven then infrastructure? Okay, let's go ahead and move on to chapter eight which will be the third question. Yes, Mike. All right, so chapter eight really talks about governance tools, right? um you know it's really this is about you know the the chapter seven was the infrastructure this is the mechanisms right that help put that infrastructure into action um with a focus on tools that you know just foster consistency learning and adaptability the four tools that chapter 7 you know really highlights are you know discussion meetings governance handbooks board self-ealuations and then continuing board
092education because that's ultimately if we're you know doing what really should be is considered effective governance you know all four of those components should be embedded into what we do and what we commit you to doing in the future. Um, I love that final, you know, bullet. It helps. It's designed to sharpen how boards operate, right? And keep us, you know, just really, I think, reflecting on, you know, what our practices are and keeping us accountable. Norm number one, right, to ourselves, but to each other and more importantly to the students that we serve. Um, making them more disciplined, reflective, and prepared. Love those three those three words and I think just the tools in action you the highlights here should promote continuous improvement foster collaboration and trust and in support focused strategic governance is
093ultimately our goal when we're talking about the tools I don't know thinking of that and you know your readings and reflections on chapter eight which tools do you think would enhance our board's effectiveness are there you know some that you think you know We obviously already, you know, do well, but some that maybe we've missed a little and we maybe need to focus on more our continued work. I I'll bleed through again just because this is getting a little bit into one of the things I was going to mention from our second book, but the the skill gaps part and I think >> um I mean that's what we're doing here today, right? We're doing this. It's not a formal self-evaluation, but I think by discussing about this book, not to be a terrible board
094member, we're trying to identify those skill gaps we have as individuals, but also as a board as a whole, which again I think is important because even if you're getting a 98, there's those two points. I mean, you can see how hard it is to be my children probably. Um, but there's those two points you could do better, right? Like it's always trying to figure out how do you do better? And so the one you know that the featured tools that you highlighted I think of the strategic dialogue for the in the we have two different portions of our agenda. Well three really right there's the consent there's the information and then there's the action and so I just think it's I would like us to see us do a better job of attacking those.
095So, if it's on consent, you know, we shouldn't be probably dealing with it, pulling it unless it's already been dealt with in a one-on-one meeting, making sure that's been dealt. And again, we do this very well by and large, but the same with information discussion is if there's we know something's going to be coming back as an action. How do we take the information discussion to help shape it to come back in the way we want it? Because I think the problem where we can get into trouble is if we don't do a good job of that, then it will come back in a way that we don't want to see it. And that could be a fault of us communicating to Linda and the district. It could be a fault of um you know
096the district being busy with all their other things we're doing. I mean there's lots of reasons why that might happen. But I think that's something that strategic dialogue for the information discussion items to say we want this to come back in in this specific way so that we can make a good decision on it. >> I like the specificity of what you're calling out a little bit there. you know, because I think that's when we're talking tools, right? You know, that's identifying and you're talking specifically now about our meetings and how we can maybe, you know, just um streamline and, you know, become even more effective decisions. Yeah, >> I do think um it's a I don't really know how to implement it, but I do think like the the reporting on our actions taken
097can also be um uh more transparent for better design or something like um like if if there was a database of of all the things that we voted on and not just a PDF so people could search contracts and it would bring up all the contracts that we've approved or um if we could basically like tag the actions that we approve on. I think it would help with with um finding what we've done and kind of I said this um I think there are packets that we referred people to when they're looking up information or the LCAP, you know, these are hundreds of pages and everything and I think there's a way to design um information on what we've taken or where we're going that could be a little bit better. Um and I don't
098exactly know how to do it, but I I just think it's it could be done across a lot of organizations where you could surface the information better, I guess. And I just want to follow on that because that's something I agree wholeheartedly with, you know, especially for new board members because I think that is that I I will never forget that day when you do your first close session meeting and you just like you have things laid out to with you, but you're like this this might be a 10-year history, right? Like and you're coming in with no background knowledge. No. And again, obviously close session there would be a public database per se, but >> I mean I and I don't know if that is something that other you know it's something to look
099for like CSBA for example. I don't know if other districts have something like tools like that, but I do agree that some form of improved knowledge transfer whether it's like within a current board or whether it's you know board to the next board and comes back to John's points on systems thinking like I love that idea. I don't know how without hiring another Lucero though we do that >> to be I mean it's not just for the board. I think it's for like community. >> Um >> yeah, >> great question. I mean you know you you say CSBA right I mean you know all boards are probably facing the same challenge with that right and so I think our looking at identifying that as a you know an area we'd like to you know grow
100and improve you know what resources are out there that may you know be able to help us in doing that specific um action right yeah Mike so are you thinking in terms of the public that it's a easier way for the public to understand what just happened at a board meeting or or researching a certain um subject matter let's say something about Robert Down that somebody wants to be able to follow how the decisions got made or what >> yes and yes I think it's both like >> uh Like we post the packets now. >> Uhhuh. >> But basically in my first draft version of this, it would be each thing that we voted on would be its own separate PDF. So if you search um again uh contracts, it would contracts from 2024 to
1012025. it would bring up all the contracts that we voted on and approved. Um, it would just break out the packet in a way and instead of just waiting through the hundreds of pages if you're trying to find where we voted on something when um so you know there'd be contracts, negotiations, a whole assortment of tags to kind of break down the metadata. Yeah, because right now you'd have to have a specific date >> in order to know even what agenda to look at. So it makes a lot of sense. Yeah. >> You know, because you could be waiting through like if you didn't know what month, what like quite when that happened. I mean, >> and it would for like this PDF breakdown, it wouldn't be that hard because we do have an agenda.
102>> Director Algazi is raising his hand. I think he's got some input on that. >> I think it's a good idea to put it in some kind of AI enabled database. Wonderful. >> But the thing I'm seeing is, as you mentioned, Elliot, um, a new board member doesn't even know what to look for. And it would be too much information for them to ingest. And probably goes for the public as well. It's too much too fast. That mean you have to still pour through 50 pages of stuff. And I don't know how many people have the patience. You guys do it. >> Yeah. >> Twice a month, right? >> But it takes a while to get there. Yeah. >> Yeah. >> I'm going to take a side note over it to >> All right. But
103I've captured that trusty wax. Yes, indeed. always ways for us to improve on the information. I think what I'm taking out of that though is well, we definitely I know at least for me personally, I can do better at how we onboard new trustees. I I we are nowhere near what I think that should look like and what that should be and how we bring, you know, incoming trustees up to speed on, you know, kind of all of the things that have occurred in the last two to three years. I mean, there's a list of things I've got right now that I know, you know, that I I would want time with the two of you to, you know, to to go over, you know, more of um you know, and yet I think even
104the three of you would kind of say even going into your third year, there's some of those areas that you, you know, could do with more information on as well. So, um, you know, definitely I think we we need to and can do better, you know, there for sure on boarding. I have to admit I did a no no. I used the internet during our meeting. >> What? >> But I said, "Can you bring up all the contracts we voted on in 2024 as a school board for PGUSD and pasted the website and chatb gave me everything." And it's I mean it may not be 100% accurate, but like states state preschool contract and board resolution, ABM building solutions on January 11th, renewal contract for financial advisory services. So we might have some of those
105tools available to us if we as a board want to use it. It's a little scary, but this is what my little side conversation was. So, I'm happy to pass. >> Yeah. Some of the stuff around. >> The most important part of that entire thing is you did not apologize for being on the internet. >> I just thought I made a mistake. Yeah, >> that's fine. You did not. >> I can reach further. It wouldn't apologize. >> Yeah. Summary table which I will make sure I'll pass I'll pass this along to Linda to maybe have it available to us all to look at so that it's not return. It's it's no it's like hundreds. Every board meeting it tells us what we voted on like and so I could say like how many times do
106we vote on contracts or you know what >> oh wow >> what what's the total amount of money we agree we you know the problem is it can be wrong like and it will be wrong so you have to sometimes double check these things but for a summary of really uh t not tur dense information this is a good use of it. So >> question is how long will it take you to get? >> Well, the nice thing too is it all it links to the spot too. So I could click on it and it could bring me right to the packet where it was voted on. >> Right to the link. So there's a tool. I hate I hate saying that and I love saying it at the same time. >> Is a tool.
107AI. That's it. Right. There we go. >> Bam. capturing that too. Right. Anything else to add to that discussion? I think um I just go back to Yeah, I think a little bit of everything came out in there, you know, just the discussion, you know, meetings, specific components of how we, you know, carry out our meetings. And I I'm going to call myself out tonight for sure in my um you know president reports and really just kind of identify maybe a shorter amount of time and a time limit you know on that that we can president superintendent reports um you know to really kind of help us >> if you want one day we can do you can be president for a day I'll be superintendent for a day one day this before December >>
108be really fine >> I'm up for the challenge >> I love it Um uh um the board self-evaluations. I know we don't do a formal self-evaluation. I think that's going to you know be a little part of what we can talk about tonight. But um you know I know that you highlighted earlier just the fact that our ability to really talk about and reflect on and use this time in a sense we're doing you know an informal evaluation of ourselves. So >> and then continuing board education and I think that's you know there there's a component of that. Obviously this is you know board education um our you know attending conferences like CSBA which we'll talk about a little bit you know later but I think there too you know our facilitation as a team
109but one of the items I'm going to ask us when we talk about identify you know future topics and future agenda items will you know we've had facilitators facilitators come in you know kind of what we would like for that to look for as well in you know ongoing meetings too. So, >> can I just say one thing on that? I mean, I do like the idea of us at the time when we're doing employee evaluations as a district. It would be good for us, I think, to do a formal word evaluation, whatever that might look like. >> Would we all agree on that? >> It is in our policy. >> It is. I know. And it's not >> we should do it. >> I agree. >> I mean, the sticking point was what tool
110do we use? But that shouldn't be that shouldn't forego us doing it because any tool is going to be just you know so so anyway. >> This is the wind versus the mission right like we could we could spend three board governance meetings coming up with which tool to use or we could just say >> we need to figure that's exactly the point there. >> Oh thank you. ethics. >> I don't think >> I'm officially high maintenance, but there was something in in the governance book that said something about a quote that was um a fool with a tool is still fool. Like you can have the tool all you want, but if you don't use it, then I'm not calling us fools by any mean. I'm just saying like there's no point in having
111the tool if we're not actually >> utilizing it. Yeah. >> Well said. Y >> I call it as an unused tool. >> It's great. >> Well, yeah. Go ahead, Mike. >> Well, I I I think it was maybe in the last slide, the discussion meetings, but I do think like at least since my brief time here, um there hasn't really been like a a chance for discussion about like um unknowns that we're thinking about or uh known unknowns. Is that what they call them? or like basically if there I don't know if the district had um done like a workshop or discussion if there had been a pandemic before co but like sort of just thinking about um certain emergencies or certain changes if the budget went to zero for some reason like what would
112happen um if parents just want to opt out of all technology, you know, just like thinking about what might happen down the line or something. I I think there there's um a chance to like think about hypotheticals. H >> yeah, it's going down a whole pathway with that one, but >> you're just thinking being prepared. >> Special meeting, >> right? Well, >> yeah. But I do think that um how we structure our agendas could be better because um there is sometimes a rush to get things approved, get through the agenda and you don't have time to have a discussion, you know. So I think that's something that we could improve on in terms of looking at what what items do we you know are we bringing up for what really kills me is I don't
113like a discussion slaction item. That shouldn't basically never happen because that just means you're going to you're going to discuss something and then you're going to vote on it. Like that that's that does that's very rushed. I mean that can be an emergency item of course you know but most of the time we should be discussing items in the next meeting it comes back again for action you know so it doesn't always happen that way but it doesn't give us the time to like you said to to discuss something that especially new board members if they haven't gotten the the background on certain things you're voting without knowing everything or or important maybe pieces that no one really wants to go into right now, you know, because we don't we got to, you know, stay
114on task. So those are things I think you can look at when you're one of the reasons I'm not a fan of special meetings, you know, every month because because what that does is those business meetings, the regular board meeting, you know, it puts back it puts so much stuff on that meeting. So we get compressed like that. And that's that's what I so that's my objection to always having you know a second special meeting instead of a second regular meeting but I'll say like our last agenda our last meeting we didn't have a lot on there right and I think yet still there was a lot and there was a lot of good discussion right that occurred as a result I mean really we some of you were coming into that meeting say oh
115we're going to end at 8:45 you know that was you Right. So I think but to your point, you know, trust, I agree. I think we need to really be looking and be intentional about what lands up on it. I I hear what you're saying about like if there's an action item that it's the first time it's being brought forward and there's, you know, sort of a presentation, then discussion and then now we've got a vote on it, right? Allowing for maybe more time, maybe bringing it initially as an info and then maybe the next meeting we act on it then, right? You know, trying to switch that out a bit more. Just just on that though, I mean I think that's also comes on us as a board because I do think we get
116sometimes the info discussion and we don't give clear direction and again probably falls on the board president a bit to round us up to do that because I think that's the part that's necessary for it to come back as an action item you basically like if it comes like to the board if it comes back as an action item next meeting as we discussed here you know and again we the problem is we can also change our minds right we can have new information come in whatever we might need to have more discussion but I think the more we can work toward towards that on the action information discussion. What do we want the action item to look like and give that clearly to the district staff will be helpful in in meeting those goals?
117Cuz I I think it should be a goal. I don't think it'll be a we won't bet 100%. I think um it also gives public and staff two opportunities to comment or to come with ideas or to come for discussion because that to me is very important as well. So if it's there for discussion and then brought back for direction, um it opens the opportunity, you know, and there's also word of mouth that happens and people have their own conversations outside of um the board meeting or after the board meeting and maybe more people show up to discuss which is absolutely ideal. So I am a big fan of that. I think it it just and then at that second meeting well maybe it goes faster maybe it doesn't depending on what public comment looks
118like or you know >> I will say I mean that was one of the things three years ago we did a lot of we had a lot of information discussion that we brought back as information discussion again >> I mean early >> which is I think good and bad but I mean that I think part of the goal was to help with that because sometimes I think also we weren't getting back we weren't either being clear enough with the district or we aren't getting back from the district what we felt like we needed to do in action. Um not saying we should do that because that'll make our agendas bigger, but I think there are tools we have to kind of meet those goals. Um if that makes sense and you know one one item
119too on that might be but again yeah it changes so much. I'm just trying to think if like when we go over the board calendar could we highlight hey these are the things coming at the next meeting. So that would help the public be aware too like oh wow they're talking about this but then >> things rise up too in between those and we might have a calendar but then there's a new item that comes on in the in >> right but if we use that as sort of like a that becomes maybe an anchor point so that we know that when there's a big there's an item coming up that people are going to be interested in or there is more interest in it even than what we anticipated making a concerted effort to
120not have but shifted off the agenda or moved so that people can count on the fact that it's cuz you know everybody's got a life and they've got kids and they've got everything. And it's hard if people are making an effort to come down here or to get on via Zoom. They're making a big effort, you know, and I think it's important that we nurture that because, you know, that's part of what we're here for, too. So, I love the idea of doing that. That's really cool. Thanks, Elliot. Yeah. And that gives I think the board a chance too when we're doing that to kind of say like oh you know okay that's coming up is that the first like even asked that question you know is that the first time it's going to be
121there you know will it be info that kind of thing it keeps us aware. Yep. I think the other piece kind of ties in a little what you're saying plasty is um you know just even if there is a topic of high interest that we're going to have you know more people in attendance. I know we've always tried to veer away from you know we always start with information or no action then we move to information but you know we have made those decisions sometimes where we would move an information a presentation item you know to the beginning right that way if we've got presenters or we've got you know staff and then more people you know in the room you know they're not having to stay there for the entire they can if they
122want to but you know I think it is it's to you know speaks to what you were saying be more just aware of you know who's in the I I think also um this happens sometimes, but I don't know if it's standardized, but if there's a a discussion only item, knowing knowing when it is going to come up for an action or like what exactly not not exactly, but like a rough estimate of what will maybe be asked or voted on. um like formalizing or standardizing the the preview aspect of what the point of this discussion is. >> Yeah. And and that's so there and that comes in the board recommendation of the cover sheet like sorry the district recommendation of the cover sheet to say this is what the district is looking for when
123we're presenting you this information. It will I mean I think that's where we can say it'll come up again hopefully next month. But you know the problem that can happen is we can be like okay we like the curriculum you presented but there's these other three books I know a lot better. please dig into those before you bring it back. Then the district might be like, okay, well, now it's going to be three months before we can bring it. But >> yeah, but but that's that cover sheet's a good place for that. And then again, I think it comes to us as the board to say what specifically we want it like is what what we direct the district to do. That will let them know and that will allow them to tell us when
124they can bring it back too, if that makes sense. Because we're just saying we like the way you presented it. We want it to come back exactly as presented or you got to start over and redo this whole thing. will have different timelines >> and there will be time. I think the onus is on us as a staff as well to indicate you know at that time too like you know what timeline we're operating on as well like you mentioned curriculum adoption right I mean there's a set time that we have to adopt that by in order to be able to kind of then order the books and you know start the training to get ready for the new school year. So I think you know important for us to make sure that we're mentioning
125that as well that you know look if we've got you know it has to be done by May right backwards napping right >> so that's a good idea is maybe when it comes up not saying we hope to bring it back next month but this needs to come up by this date >> be very clear y >> that way we know as a board what our charge should Think there it is with that ending quote we began with it. Effective governance is about control. It's about coherence, collaboration, the courage to lead for every student. I honestly feel like everything you've said in these discussions and everything I've captured in the notes, I mean that could be its own little booklet, right? You've just highlighted just a lot of the effective practices, right, that we do.
126Anything more to say about your core governance before we move on to our activity and wants to add. Did we invite the student board rep to this? Because I'm just we didn't because I'm just wondering if that's something again we the part we just focused on now could have been a very useful again like understanding what governance is for even ASB lessons if that makes sense. Um but I you know maybe not >> we should talk about that for future ones. I think there would definitely be if we sort of identify maybe a certain, you know, focus of a future one that we could really absolutely have them, you know, join for that. And then I think we would just, you know, sort of design and build the agenda around, you know, more, you know,
127student input. >> Um, but, you know, I'm seeing lots of nodding heads. I think everyone is in agreement with a a place for that. It might not be the whole meeting, but like maybe like this this sort of in this sort of beginning session where we do a quick reading and >> right and just like hey these are some topics and >> I think that's something that could be helpful. I love that idea and I think it's also an opportunity for us to interact with the student trustees and kind of just talk about governance and how the process works and watch it in action because that's really the goal is like learning about how the system I mean systems gen works so that they can find their role and make an impact and be a
128part of it. So yeah, if we can have them join us even for a portion like an hour or something that could be really valuable especially we have four of them >> that is what would be I mean you're right I mean the discussions we can have and they're such incredible students >> have people there are four student trustees >> but but imagine like the point to bring up what Beth said about like you know meeting the energy and then also bringing people up when you disagree with them like that would be a really good lesson for ASP. Yeah, >> work on that for a future. That's That's cool. Wow. Okay. >> Well, I'll go ahead if you can ask me. >> Oh, I was just going to say I think >> SBA may have
129>> some, you know, they do include the student reps and I don't know what their topics are, but we could find out and see if, you know, we don't have to reinvent something. they might have a good outline that we can just use or something. >> Great idea. Great thinking. Yeah. >> Uh speaking of that, are we inviting if the rep to CSBA? >> No, we haven't. I mean, again, you know, up for discussion. I think the hard part is the extended amount of time and you know you away from right you know they're learning I mean it's it's not something I'm saying no I mean if that's something you want to consider we could you know extend the invitation um I think with four of them you know it would just be hard and
130just expense wise you know right now as well you because we'd probably cover for them you know too right um but I know there is a space I know districts have done that especially you know if they're participating and there is sort a student I think there's a full day session for the student board reps as well right for them to attend so um so to answer the question we haven't up until now but it's open >> and I think we're going to talk a little bit about CSBA later so I think we should bring this back up because again maybe a close meeting it makes sense but a San Diego meeting might not kind of >> great questions and great ideas yep for the future I love it if we're good with maybe taking
131a little break should we do a 10-minut Yep. No, no, not 7 minutes. >> 7 minutes. 7:30. >> Thank you, President. Very good. one story identified in the book that you uh feel we could do better on and improve on as a governance team. Um I think what I do want to just caution us with with this one, you know, it's not intended to be like, oh, this is how you we're going to call out, you know, I mean, it truly is. I think we want to really just identify this holistically and really with the spirit of how we've approached this discussion tonight. Um you know I love the fact that I think everyone you know has really been very reflective and you know accountable right um for our own actions and more importantly our
132actions as as a board. I think you know identifying earlier on in our notes how the onus is on it takes all of us right we all play a role um and so I think if we can approach this from the the sense of you know if one of us is struggling or failing all of us are struggling and failing so you know as opposed to really identifying a specific situation or you know I think in kind of using this as a means of and pulling out from it as well I think in you know how can we approach that kind of a situation uh to you bring about a better outcome in the future. What I love about these stories is, you know, obviously it always gives some options, right, about and it always,
133you know, there's kind of some humor in how it's written at the end. It'll be like, oh, you know, yes, you did this and, you know, that was a I felt so good about, you know, my actions until, right, you know, whatever came about as it. Um, but, you know, it always asks to say which is the best option and the best choice. And I think it'll be really neat in as, you know, you're sharing your story, you know, to kind of zone in on, you know, why one of them is a terrible choice. And you know, wine is, you know, a very reasonable, you know, option that could really bring about positive outcomes. Um, so how I thought we could do this because, you know, I think, um, we always do better when it's
134maybe in a in a smaller group when you're talking through. So I thought we could break up into pairs. Um and you know you give ourselves maybe you know uh 8 to 10 minutes to share out each of your stories with one another and then we'll come back as a group and depending how much time we have but either identify you know one of your two stories that you could share out with the entire group and if we have time we can do all of them but that way we can at least get through some but the the whole concept of doing it with a partner first it allows you to sort of talk through some of the components and then get some feedback you know on what are some of the key highlights that
135you know if you do get to share yours out. You'd want to share with the larger group. Any questions on the activity? Okay, you've got yours all good. Okay. All right. Well, let's see. So, as far as partners and pairing up to How about How about Beth and Jennifer and then um Laura and Mike and then Elliot, you and me. Does that sound good? Yeah. Okay. All right. So, 8 to 10 minutes. I'll set the timer. >> Dr. Hazen, you want to >> Sure. I think it would always be fun. You guys should like have to guess which one I was going to choose. I don't want to take a guess which which one. Okay. So, I chose terrible habit number 13, which is come unprepared to board meetings. And the reason I bring this
136up is again, I think it was hard for me to find one cuz I do think we do an amazing job with this, but they were like three kind of specific things. one actually Linda you brought up and then one about a specific time which we've dealt with a little bit but the you know you brought up the idea of the shorter superintendent comments and I think that's really uh on point and is a good lesson maybe for all of us is that you know attention spans Wayne and when we're talking and you know there's like things like you people remember like three things max so it's one of the things is when we speak is just like think about what you were really trying to get across and try to be deliberate with that
137and that's where I again some of the I mean I'm also the person that writes all a lot of what I want to say so I'm probably over again being like the mean parent here but um the other one is the um the questions so again that's not just to you Linda but a good thing for all of us is just can we okay and then the you know the other one was regarding questions is just making sure we use a tools that again we did not have Laura Jen and I when we came on the board, but the things like the trusty questions and the one-on-one meetings to say like I have these five and we do this, but I think we can again do better just so that when we're at the board
138meeting, are we it's it comes back to actually what you raised, Laura, is like are we asking a question because we personally want the answer to it or are we asking the question because it's a question that is important for the community in the district to know if that makes sense? because that's something that I think a lot of I can't tell you the number times like oh I I have a really good question there but I'll often bury it because it's like I want to know that answer but is it really something that needs to be heard by the the public and the community and then the last one on that same lines and so that this um you know this comes back I in terms of my story comes back to the when
139we had the information discussion followed by the action item regarding the SRO contract and again not readjudicating that no ISS issues with that. But we had the information discussion. I would have liked us to do a better job to actively shape what comes back to us at the next meeting because I think that's where we could have said this is what we want a contract to look like or maybe we don't want a contract to come back at all and we could have saved that second action discussion meeting. But I think that action discussion meeting when we talked about that we really were like I don't want to say grasping it straws. We were trying to make it better but that wasn't the right time to make it better. We should have probably tried to
140make it better more the previous meeting if we wanted to try to make it better. So those were my story times. Yeah. >> Thank you for beating us so well with that one. that >> uh we were focused on number 12 uh building consensus to be um be a um a com you know >> compromising thank you couldn't read my writing there Jen you can talk about that that was Jen's >> yeah terrible 12 habit number 12 is be decisive and don't compromise. So, this scenario where you came in prepared to a meeting and you want plan number two and you're stuck to plan number two and you're not willing to listen to anybody else cuz plan number two is it for you um and you end up in a standoff with your board. So,
141what do you do as a leader? And um spoke to your options of explain all the reasons that someone else's idea is bad. uh using use a dry board to explain why your yours is best um or ask board members what they need to see see if you could incorporate some aspects of their plan or run a pilot. But I think the the lesson was to compromise a little and that kind of how Trusty Shamas speaks about consensus. The goal is to have something we can all work with, not necessarily what you thought was the best idea coming into the meeting or even during the meeting is finding something that that's best for the students in the district that we can all work with together. So that was lesson 12. Um then the other one
142was um 11 abstensions. And um I on page 56 they um they describe what an abstension is which we have understood as conflict of interest. But then they go ahead and also say when you feel you do not have enough information to make an informed decision, it's appropriate to abstain. Now, I that is something I've never heard before. I would um say that's not true. Um maybe we need to ask legal about it, but I think we should be all agreed on when is appropriate to abstain because uh everything I've read in the Brown Act and everything says it's just about a conflict of interest, period. So, if it's not a conflict of interest, then you just vote no. You know, You don't take this, you know, I'm out of it type of >> you
143could ask you could talk to the board and ask if there's not enough information to have it brought back. Yes. >> You know, >> yes, you could do that and say, I feel like I don't have enough information. Yes. >> But yeah, I didn't get that either. >> Yeah. I never I was under the impression only if it was about a conflict of interest. >> Yeah. So, that's something that I think we should be clear about. um you know just so that we know >> the only the only time I could see that is if if there was a board president that was like pushing you to vote that was saying like look I don't care if you don't feel prepared I want a yes or no from you I could see a board member
144in that situation be like I abstain because I don't but I don't >> I could see that >> right but that that's a that's a to me a very narrow window not just like >> well I just like to know if that's legal. Yeah, >> because the but from what I was reading from the our Brown Act information that the ABS abstaining is only about a conflict of interest and that that your job is to either vote yes or no on anything else. So, you know, I I would just like to know what legal says. >> Well, now I'm thinking you could just vote yo or neess. No, but it comes back. Sorry, this is getting to the minute a bit, but yeah, I mean, I don't even know if the it's a legal thing.
145So, I think you can you could legally abstain from every vote if you wanted to. You shouldn't. It's not the best practice. I'm trying to think back to when Lou talked about practice. Yeah. >> But I do think this is a good like followup is maybe we should have like a, you know, when we have one of our next governances have a detailed dig into like >> they said it's okay, Lou, when can we actually abstain? just so we know what you know. >> Yeah, >> I think his advice would be exactly in line with what you said about >> only when there's a conflict. And it can't be a >> it can't be the other part that's interesting cuz we actually did this at the MCE training too. >> It can't just be like
146well my daughter's on the soccer team so I don't want to make a decision about the soccer team. It really should be like a financial conflict of interest or like my brother is the person who is yeah the company who wants to replace all the HVAC. So then you would abstain from that. But if even if if your daughter's on the soccer team, that might make you a more informed board member to be able to make a decision in support of what was best for the soccer team, not you know your daughter. So it was a Yeah, that's a really interesting one. >> Yeah. And then the last one on ours was well number 27 accepting gifts. I thought it was ridiculous. They okay because the example they give is a getting board members getting
147a pass to sporting events. We've always done that and I see nothing wrong with it. I don't see that as a gift. I think it is a perk but it's not a gift and I don't know why they use that as an example. So I just wanted to voice that that I would love to get a pass. I was gonna say >> to get them. >> We used to get them. >> Is that like to sporting events? Yeah, that's an interesting one. >> We used to I'm just just saying >> as long as it's consistent practiced across the board. I'm comfortable. >> Well, let me tell you there's a lot of passes that go out there, okay? They're not board members, so just, you know, just happens. No. >> Um, sure. >> Did you want
148to take one and I take another? >> Sure. >> Which do you want? We had the same. It's really cute. >> A I'll do that. >> How much? Okay. Um, so I picked Did you want to go first? >> No. >> Okay. So, I picked terrible habit 16, which is minimize public input. the example that was given seemed a little specific, you know, the story because it would point to either Jen or Elliot. So, let's not use the story. Um, but minimizing public input just um the idea that and I guess I just keep coming back to this is um and I think we're very good about allowing people to speak even if if they need to get something out and the timer goes off. I mean, if their 3 minutes is up, we allow
149them to wrap it up or we will extend the time. If we say that there's a lot of people that have come here to make the effort, I think that we do that really well. Um, I think for me what this kind of spoke to was that in this district we're focused now on um culture of we and uh the social emotional well-being of our students, the safety of our students, health of our students, um creating this community that we've worked hard to do and um the school community and what I was saying to Mike is that there has been a lot of support for that. And so that's like a it's a buyin truly from our community and from staff and administration. And when there's a buyin like that, um it's sort of you
150can automatically assume public support for certain things. Um, and if those things are not being taken in into consideration when we're making decisions up at the dis that do not point to student safety, they do not point to student health, they do not point to the culture of we, social emotional support, those types of things, um, then we are not doing a service to what the public is telling us that they want, what our students are telling us that what they want, what staff is telling us that they want. So just um taking in the input that we're getting um and utilizing that in order to make decisions that point toward our goal of this culture of wei and the support of the whole student >> end of sentence >> one one question on that
151one because it's one that I've struggled with is when you have a situation where a a group what they would want to see you have someone from the public making a comment on the wrong agenda item let's say like or they come to the general agenda and they say hey I'm really mad about this item and that item's coming like you know four items down the road do you guys want me to do as a board president hey let's hold your comment till later or let them go and then let them know later that we don't want to hear it again or >> well I think well I think we have to stick personally I think we have to stick with protocol because if you let one then you let the rest and then it's
152a slow drip of it becomes there's a line and everybody wants to I mean maybe but if you do it for one then you have to do it for another so you're not showing favoritism I would imagine you know keeping consistent >> that's what I've tried to do but there have been times like the first board meeting I >> chocked it up to everybody it's we're all you first of the year like okay we're all relearning so yeah I'll try to be better about >> and some people just don't know either you know maybe it's the first time that they're coming in it takes a lot of guts to get up there and speak and so I'm sure that before you're getting up there, you're just consumed with the nerves and the idea of putting
153yourself out there. So, I mean, some I I think a lot of times it's just an accident. >> But, um, you know, >> in my opinion, that's just me. >> Yeah, that's cool. Well, well, just on that topic, you know, we have rearranged agenda items based on uh public, you know, pressure or a lot of public interest in a certain item. And I think that's a good idea to do because I mean you should definitely get the uh okay from the rest of the board. But I I like that because um like you said people are charged right then. Uh if you can move that up to the beginning it helps you know. Um but other than that >> well said. >> Yeah. The second one that we both shared like uh the second one
154that we both uh highlighted by coincidence was doing too much homework kind of for different reasons. Laura, it kind of spoke to her because I'm wrong, but it it sort of warns against kind of like building this narrative, going down a hole and building a narrative about a certain topic that's really not gerine to what you're voting on necessarily. Mhm. >> Um and then my interest in it was just kind of like stuff that uh Dr. Adamson and Dr. Hazen have both told me and helped me that like if there is research to be done to share it out beforehand so everyone kind of can have a consensus about the information that's basically been seen. Um so um yeah, that chapter stuck out to me. Also, what stuck out for me, this is unrelated, is
155just how many synonyms for like this made me feel agrieved or like this made me feel nervous or queasy. Like it was a real tour to force. >> Yeah. Yeah. For like that was like the format for each one. So, >> well, it was a good use of chat GPT, you know. >> Love that. Just to piggyback on what Mike was saying, u I do think it it's helpful like, okay, Mike does some research on something, okay, and and it's related to an item that's we're going to talk about. Um, but there's not enough time at the meeting to really delve into it, let's say. Um, and hopefully that's a information item, maybe even if it's an information item. So, if you have some interesting research I or any one of us, um I I'm
156perfectly happy to have it, you know, be given to me at the board meeting or before, however, and you know, and that way, you know, you're you're wanting to kind of inform us. Here's some interesting facts about this particular issue. um and it helps us you know so and you have you have researched some things and so and they were interesting but when it came up it there just wasn't enough time to really um talk about it or to get a better sense of it so so I don't want you to feel discouraged but you know but I mean or any one of us like to you know like I you know I have some policy here sample policy on the the bikes and But yeah, you want to share it and is you know
157hopefully you can give it enough time that we can uh have a good discussion about it later. >> Yeah. And that that's what they echoed too. So >> and through Dr. Not true. Yeah. Okay. Then I shared it with everybody. Yeah. >> We did that with I remember when cell phones were coming up. That was one of the things that I remember we shot we shot articles and stuff um to Linda to share. And that's that's and again it could be something that's coming up. It could just be a useful like, hey, I read this. You know, this would be good for all of us just to remember because it it helps create a narrative. I mean, it keeps our conversations alive outside of board meetings, too. Even if they're not actually we're not actually
158conversing. Um, and also to that point, if even if it's something that like another district is doing that has had and they've had success with something, it's kind of nice to be able to see it in action another district. And if that's information you come across, that's super helpful, too. Just, >> you know, in general, it's just a thought. >> Nice. I think the one that I shared was um a terrible habit number five and it's never question the administration and not for the reasons you're thinking right now because that goes against everything we've just talked about. But I love the way this one was introduced because you know the first option um you know well the trustee kind of initially felt they didn't want to ask any questions and so they didn't because they
159didn't want to take up more time right and so thought that that was the right thing to do but you know I love how it points out that's the worst thing to do right it's a terrible idea because you want if you've got questions they need to be answered but I think it piggies back piggybacks on a couple of ones you know some of you have brought up already that whole idea of asking the questions in advance um you know that way we can you know the the staff has time to you know get information and share it with all of you um you know but not answering not asking questions is definitely not you know the way to go um I think sometimes there'll be questions that come up in the moment and and
160you'll all really good about saying that you know at the dis as well I'm sorry you know that just came up now as we're having the discussion and you know that that's going to happen right so it's not to the degree of oh you know we're not going to and sometimes you'll get the information and you know that point is addressed here as well and have the the question answered but you then maybe want to ask it at the dice. I love how sometimes you'll say though and I know I had asked this question before and you'd already given the information but it was so helpful you know I'd love you know to ask it and you know share it you know with everyone in the room who's listening in at this time so that
161can be you know beneficial as well but I think it's all then bringing it in and honing it in in the bigger picture of you know we're also then trying to kind of look at you know how long you know we're spending on those items and maybe just asking ourselves that question prior to you know is this something I want to learn more about personally or is it really going to help with the overall um decision that the board has to make at the end. But that's why I raised that one just because and there's a good balance with it. We definitely want the question and it ties in with our no surprises rule as well. >> I was just going to say that >> oh look at that. Thank you >> because it is
162it it directly ties into no surprises. >> I mean true. >> Absolutely. So that nobody's getting blindsided up there. I mean, there's nothing worse than giving the appearance that people don't know what's happening or, you know, it's a slap to the face in the middle of a meeting is not pretty. So, >> yeah, >> that ties back into I think when one of us falls, we all fall, right? You know, so keeping, you know, us all there to help support each other. I um I guess this sort of related, everything's related, but um I think there have been some presentations that we've only seen the slides of at the meeting >> before the packet. >> And so like that kind of sets us up for not being able to have questions ready. So, like if
163and I know that people are doing a cajillion things, but if if it's simply not seeing the information because it was a time crunch, then I would I would maybe like move that to another agenda or something because I I think having a presentation and and us not being able to review the packet or the public review the packet is uh detrimental. Agree. Yeah, I'll make note of that for sure, Trusty Wax. I agree with that. And I think that's always our goal to try to have it in advance. And there have been times, yeah, in the past where it hasn't, but that's a good rule of thumb, right? If it's not in advance, we're not ready, then we can always bring it back. Yep. >> It highlights the governance team again, right? It is
164that. [Music] >> Wow. Those were some really good examples that we've identified, right? Okay. All right. Well, I think our next item on the agenda is to take a moment to just review and uh go back to our governance handbook. I don't know why it's not working, Louis. Thank you. Um, I know we've said it several times already tonight just how just neat it is to have, you know, this reference, right, for us to something that we've all agreed to, but it's a living document as well. And I think the important thing is, you know, I think Elliot, you said it so beautifully on the lines of, you know, you even as president to have something that, you know, you can reference, right? It helps you in the role that you play at the DAS
165every time we come together. Uh, but it helps all of us, right? you know, gives us something that we've identified that's important to us. Um, but I think, you know, in that same thing, you know, everything is up, you know, we're constantly revising and reflecting. And so, as we do this work, I think it's important that this is a standing agenda item every time we do governance that we can come back to, um, identify if there areas in there that we maybe want to revisit. Um, and I think that can be as a result of discussions we've had at our governance sessions, reading, you know, that we're doing. um you know it can be a variety of reasons that we're thinking about bringing something back. So any input at this point on anything that's standing
166out to you that we may want to consider for me on number four with solidarity the first sentence we value our collective impact over individual interests I would like to add or personal opinions. or personal opinions or beliefs because our individual beliefs should not we should not be pushing that onto anybody else. you can keep that in your family. But when it comes to the district, I don't think pushing our personal opinions or beliefs onto students, staff or administration is appropriate really ever. >> Okay. So, I think what so it'll read we and I, you know, we'll ask for input from the rest of the board. We value our collective impact over individual interests or personal opinions or beliefs. That right, trust. Yeah. Okay. How do we feel about adding that >> as a >>
167I still feel better with beliefs than opinions just because of the informed versus uninformed. I mean, I know what you're trying to get at or at least I should say I think I know what you're trying to get at in terms of the the meaning there, but I I do think there are times where a personal, you know, informed opinion. I mean, it should still I still agree we value collective impact over that. So, I would agree with the statement. I just I'm just wonder would you be okay with just having or personal beliefs instead of personal opinions and beliefs? It's okay to say no. I'm just that's I just that just feels a little cleaner to me. >> I would agree that opinions can be the word opinion could be kind of murky, right?
168Um, I just want to get down to the point that it this is not about us or how we it is about how we feel, I suppose. But, um, we shouldn't be I guess it is. We shouldn't be pushing our beliefs about a certain thing onto a district that it's it's not our space. We shouldn't even be holding that space, you know? So, I'd be comfortable that with that. Yeah. beliefs. We value our collective impact over individual interests or personal beliefs. How do we all feel about that? >> Well, I I I feel like the sentence says it all really. Um, individual interests. I mean it to me it says um I don't know about beliefs. It just >> well you I could we could be discussing like I might have specific religious beliefs and
169I'm voting up there based on my religious belief or if there's going to be sex education maybe I'm completely against sex education because kids shouldn't be having sex in the first place. That's a personal belief that I would hold and I should not be voting on my personal belief. I should be voting on >> what points to the culture of we that were establishes establishing student safety, social emotional health, all of those things that we've agreed upon as a district. Um, and personal beliefs could get in the way of that. So individual interest could be financial. It could be, you know, >> I think beliefs is specific to >> stronger than the interest. >> It's the stuff that could get like >> Messy. Yeah, that's the word. >> And what you said interest makes me
170think back to conflict of interest. I think to money not it's not the only thing, but like >> oh money or I'm related to Joemo. That's why I do I mean I I don't think it's 100% needed but I think given the this the strength of the statement that I like the addition of the personal beliefs part as well I guess like um to take the flip side of it there are like personal beliefs like I believe that One of your personal beliefs is that like seal is important and emotional emotional health and that sort of thing and you hold that dear like to yourself. So you're saying I mean I think you've spoken about this before like that it is important to you. So you would be saying you wouldn't vote because you feel
171it's important on that or I mean >> Yes. So it so if it wasn't pointing towards something that was a district goal, then I would have an obligation to put that belief aside, right? But social emotional well-being is a goal of our district. It's it's part of the culture of we that we're establishing. So it just happens to be that I'm in line with that, >> which I imagine that we're kind of all are. Otherwise, we wouldn't be engaged in the way that we are with student lives. But if my belief is, you know, something way out there, I mean, this is sort of a it's a way to make sure that we're that we have the students best interests at heart. And you it's not and I'm not saying anybody here has gone rogue,
172but in a way to not go rogue against what we're looking for as a district. Right? We're looking out for the best interests of the students first and putting our personal beliefs aside if we have to. >> You know, if our if our goal as a district was to not support social emotional wellness, well, I probably would walk away from the board because I wouldn't feel comfortable supporting that because my obligation would be to not do that. But, and this is obviously a hypothetical, but don't wouldn't you think that it's your position to effectuate change and to try and bring that? >> Yeah, but not it's not about you, right? Like, it's not my position to affect change on behalf of myself and my beliefs. >> Oh, I know. But you you think it's important
173because it it would be a benefit for the community and the children, right? I'm saying it's what we're we have established this culture of we and you give my support of social emotional wellness. Yeah, that's my belief. It just so happens to be in line with what we're doing as a district. So, if you could pick something else about me that wasn't in line with that, it might make a little bit more sense. And >> if I could just put I mean part of my thought here too is it's that first part is what comes important is the value of the collective impact over that. So that's almost the compromising part, right? That we're not I'm not going to come here and be like, if we don't leave here, if we leave here and Spanish
174is off the table, I'm done or I'm, you know, that that would be me putting my personal belief rather than say, okay, well, maybe we cut one grade from Spanish or we do, you know, like it's that's the way I at least. >> You don't think that if your belief is that, you know, we live in America, nobody should have to speak Spanish. That's my belief. So every time Spanish comes up, I vote no >> because I don't believe I mean it's that's what I'm talking about. It sort of prevents the >> the fray of it, but it also prevents taking our our beliefs out of the equation. It's not about us. We're sitting up here and this is what I've been saying currently the whole time I've been sitting here is like it is
175about your constituents. It's about the students. It's about staff. It's about administration. when it's policy based, but our beliefs should not come above the needs of the district. >> Yeah. I mean, I guess I the first part of that sentence is kind of doing that like >> I want it spelled out. I personally want it spelled out. So, I mean, we can go round and round, but could I ask a question? If by um ch if by adding that does it change the first part of that because I think you know we all agree we value our collective impact over individual interests by adding all personal beliefs does it change the first part of that sentence or does it you know maybe add more value and add to it I think if we could maybe
176work on that and and just another reminder this is one of the good but tough things about the norms they have to be something that we're all willing to sign up sign on right so it's like if you feel Mike that adding that makes it not signable by you right moving forward. That's something we have to again come to a compromise and figure out but I think um yeah I I agree with the point because that's the way I see it is it's to me it's specifying another aspect of the individual interests without saying >> so it would read like this we value our collective impact over individual interests or personal beliefs. So we're just adding that old. [Music] >> So the police still come in, but it's just they're not the only thing. They're
177not the main thing driving our role on the board. >> Fine by me. >> Alazi, you had your hand raised. You want to add something? I think the dilemma here is is the question is how do you develop it from yourself or from exterior people or from staff >> when I'm I think what I'm referring to is it could be a personal belief you know what comes to mind first for me would be religion would be beliefs around um sexual identity, things that could exclude certain people. Um just a way to keep us whole where, you know, there come there could come a point where somebody and these will change eventually, but someone comes onto the board and and they decide maybe they're on the board for a reason that's not >> sure, >> you
178know, >> and then we'd make new norms and we make new norms, but then they'd have to strike this out, >> right, >> intentionally. But yeah, that's what I'm talking about. It's more like um things that you bring in with you that >> maybe are established belief, >> but you learn that from your childhood >> maybe. Yeah. Yeah. >> And not to complicate things, but you might have been voted in because of those beliefs, >> you know, >> by your constituency. Yes. >> You could have had a certain group that wanted you to get on the board to do this and and so that's where you're coming from because this group of people >> voted for you specifically to do that, you know. So, I mean, those things come up, you know, so I get
179where you're coming from and and I think again I I feel like it says it anyway even but but I'm okay with adding the personal beliefs, but um I just I don't know that you can really impose that anyway because people are people and this will come up, you know, that c you'll have certain feelings about certain things and you know, hey, you have a right to make a pitch for it. um you know like if you see something that you're not comfortable with and sex education you have a right to make a pitch about it you know and say hey um okay I'm not this is this particular lesson is is really not okay with me you know um that's a discussion the board can have and you know if you if you really
180don't want to go with it you can vote no but you might be outvoted four to one but you do have a to >> to um give your opinion and that's what I wouldn't want to exclude someone from, you know, saying >> this is how I feel about something. >> Um but the goal, overall goal, I understand and I don't have a problem with your putting that in there. >> And again, it comes back to that collective impact part to me because again, yeah, I mean, you're exactly right. But even if I was elected specifically to do X, Yeah. Yeah, >> if the rest of the board wants to do Y, I have to decide, am I here to make sure X gets done and nothing else, or do I say, well, okay, I'm part
181of a team and I'm going to make my point known, but we're still going to try to make impact rather than me putting up a roadblock every single time an issue comes up that I disagree with. Yeah, not saying we do, but I that's why this this is a really good discussion that luckily we don't have not had to worry about yet. But again, the other thing I was just gonna say is that's why these are also norms, not like rules and regulations, right? Because we're not saying you leave your I mean you you brought up the analogy of leaving your personal beliefs at the door but like in reality like >> we pretty amazing people >> but at the end of this it says that ensuring our decisions are grounded in student centered governance
182which goes back to possibly having to let go of some personal beliefs >> so that it can be student centered governance >> you know. >> Okay. So I think we I think we all have consensus on that one. Right. Make that adjustment. Anything else? >> Any other suggested edits on the >> Well, like I said, the idea with this will be a standing agenda item at our future governance sessions and we will keep revisiting. >> Thank you all. That was great discussion. >> Well, I one thing. Oh [Laughter] >> I still want to >> what? >> It's the bylaws. Is it the 9,000? >> Yeah. What told me? >> I do want to have them attached or separately given to us. Um >> yeah, I I mean people aren't going to read all the policies.
183It's impossible, you know. Um even on the policy committee it's it >> okay so there's so many and they're constantly changing and you know >> you can print them out. Yes. Yes. >> But but these these go directly this is where we pull our norms from anyway and and and or we made these >> you know um from our norms in the past. So I just feel like I would like to have them. I mean, I don't know anybody else, but I'd like to have them where this is where I read them and I keep them >> every time I come to a board meeting. I got them. >> See, I'm digital, so I like the fact that they're clickable, but again, I think this is the point. >> Fine. That's >> No, that's I
184mean, they are there digitally where I think, but I I agree with I agree with your point is maybe it's the kind of thing where we have them as >> it's a handheld. Yeah, I was about to say as as the the equivalent of what you would have in the the drawer next to you in a hotel room like the Bible that you walk in without bringing the personal beliefs >> but you know I mean like but these are these are >> they are right the but >> yeah they are the playbook that we come in with. >> So maybe I wouldn't say that it's necessarily Oh yeah they're there >> most hotels oh yeah but the thought being is that this is something we walk in and they're available. So there's not that they
185get printed out and like every time we go over this they're there but they're they're somewhere here with us so that every time we are doing this we have them to look at >> the binder like kind of the back section of the binder. >> Oh great that's a great spot for Yeah. >> Well the 9000s would be I mean yeah if we would have put that in the I mean we could you saying >> in those binders? >> I don't know how how thick was the packet when we ser printed it out for you. 9,000. >> The 9,000s. Yeah. Okay. Just add it to the binder. Yeah. Is that the best? I I actually like that. That way we've always got it with us, right? >> I like this barrel. >> Yeah. Yeah. That's
186>> Yeah. Okay. We will add. Yeah. >> Not a bad idea because they do come up occasionally when we're dealing stuff like, "Oh, what's so yeah, that's the thing dealing with." Yeah. I mean, you know, the role of the clerk. I mean, >> yep. It's right there in handy. >> Full stuff. But yep, it's important. >> Yeah. And it's nice to have the reference document. >> Yeah. >> Okay. So, the one edit and making that and then we will have copies for our next board meeting in the binder, right? So, that way it's always there to reference. I like it. Okay. All right. Our last item. Look at that. And we're very close to 8:30 here. So, this is really just an overview and discussion for the CSBA conference. So it's um we're very happy
187to report that we have four of our trustees who will definitely confirmed um and trustee Maram just thank you for your responsibility and just how you approach the decision. I think you're not saying for this time it's no and what I said to you know Laura is that if it's as it's closer to the time if things change and you feel confident about it we can always add it's just harder to ask for a refund you know if it ends up not being so you know you know that that's open and we love if you're able to when >> so I'd like to just kind of tell everybody why is um because I've been out with my back um I don't know what my um vacation bank looks like when I get back. So, I
188don't know if going to CSBA would mean I would completely exhaust my vacation bank, which would mean if my kids got sick, then I'm stuck. So, I just have to see what that looks like. And then hopefully if there's time in there, then I can make it. But if there's not, then I'm kind of stuck. So, life of the working lady. And the only thing I was going to add to it is you know that I'm this is one and maybe a personal belief here but is that you know we've all commented on how we recognize a difficult budget situation. So this is something so I just want to want us to put austerity at the forefront of this meeting. Not that we should all sleep in tents outside of the conference center, but like
189just remember that we, you know, we're going to it because it is such an important resource for us, but we don't want we're not going to be charging the district tens of thousands of dollars to go. So, I I mean, we want to maybe maybe it's a transparency thing. So, we say this is the maxes the board we're willing to put towards it just so that we're trying to meet some of our goals. Seems important to me. Not always, but maybe for this year in particular. little things like car pooling if possible, you know, there and or if you cannot or want to go by yourself, you know, maybe it is a matter of, you know, normally we would reimburse for that, but maybe you're willing to, everyone's willing to kind of cover the transportation
190there and back, you know, yourselves. Um, I think meals we can be very frugal, you know, on that as well. Still, you know, you know, making sure everyone's, you know, fed in that, but, you know, breakfast and and lunches, I think, are are pretty easy. at dinners. We just try to >> I think it's just a good a collective notice to be aware because it's it is something we want you know >> no sorry that's 6 in the morning. >> Yes. So, if you remember, we suggested a presentation idea, you know, at one of our board meetings and we put it forth and Lou took it and ran with it and invited another superintendent from is it >> Oh my gosh, I forget now. I'll I'll look it up quickly in my email. >> So,
191we are we have a call tomorrow to go over it and it might be fun to do a little preview for the board at some point. >> Well, we didn't talk about legal this Lou. I feel like we're so cozy with them. I don't get it. But >> well, but in this case, it's he's valuing. >> I didn't like I didn't like that he paid for the um refreshments for the um for your um top team, your little retreat. >> Yes. >> Yeah. I didn't like that. I I don't like attorneys paying for us. I just feel like that puts us in a weird position that we don't need to be in. Like we pay him enough anyway. I mean, there's no, you know, he doesn't have to give us a little, you know, payback
192for >> I just don't like it. >> Can I say I'm a big fan of it if we have all attorneys paying us and then maybe that reduces our district costs. But just to say that I I see your point where there is a but again it's to me it comes down to that issue of like transparency and propriety. Like if we're saying, you know, this is what's happening, but we're, you know, we're also accepting a dinner from another lawyer at a C at a past CS conference. >> It's just Lou, you know, like, okay, I I I mean, I guess we're his favorite district or something like we >> grew up there. >> Yeah. I mean, what we pay him the most or what, but I don't know. But I mean, he's been here
193for a long time. >> Um, >> we don't pay him the most. >> We ask our neighboring district about their lights anyway. Well, anyway, I just I think we should be aware of that. Like there's no reason to be um you know that cozy with our attorneys. >> You make a good point because perception and how that could be inter. You never want that out there, right? That it's kind of >> Yeah. I mean, >> it's been out there for a while. I mean, >> but yeah, >> Jesse Bray and I >> we didn't like it. But anyway, >> no, good point. Yeah, I think just awareness and all of that, but you know to the point I think for the presentation piece of it, it really is it'll be from the perspective of you
194know it's culture war avoiding culture wars is the whole you know premise of the whole CSBA conference and so our topic is really related around that and it's going to give our district and you know the other district as well a chance to sort of kind of identify you know maybe >> what is the role of Lozano in the presentation he will he will >> yeah he's attorney speak to a little of the I mean his piece is really kind of more the Brown Act component of it to oh no this is oh no >> an advertisement for him I mean I hate to say that but he's talking about how great how knowledgeable he is so that other boards can see that value that's why I think a lot of >> it's very typical
195when you see presentations districts do it they'll do it with their legal representation but it's intended for as a learning component for you know boards who are there you know learning from the experience experiencing. >> Okay, thank you so much, >> Trusty Aunt Margaret. Now, we're basically done anyway. So, thank you. Good night. Thank you so much for being here tonight. >> Appreciate that. >> Um, but that that's the perception, but I thank you for for raising it and yeah, um, but I think my point being that it it's it's it's purely towards educ the educational and the Brown Act component, right? These are examples of and kind of giving guidance on, you know, how boards and districts should follow through in in similar circumstances. Yeah. >> And and I'll give us some chance to
196focus on some of our successes regarding that. Like just to focus on things that we've dealt with that have been difficult and we had even got emails telling us about how appreciative we were from the community with how we dealt with it. Well, we're you're all going to, you know, hopefully you'll all be in attendance as well, right? And, you know, we'll also want some input as well from all of you too once we've got, you know, once we've reviewed the presentation and kind of what we're going to be focusing on. Yeah. >> Represents the district. >> Yeah. >> And the only >> weigh me a bit for this one because I was definitely pushing it. I just It was something that I remember it actually someone I forget who it It might have actually
197been Carolyn who was like, "Before you're done in your four years, you're going to be up here at one of these CSBAs leading one of these." And I think I took it as a bit of a challenge to be like, "Okay, maybe I will." And so, yeah, here we are. >> From this one. Yeah. I don't know if we want can we talk about it a little bit today? I mean I think the one we are looking at identifying and that'll be what we'll discuss you know tomorrow when we you know connect but is um our you know really how the culture of we you know focus came about and the cultural proficiency you know focus I mean it really came out without talking specifics right but you know when I first started here as
198superintendent I mean there was the district was going through a really difficult time you know based on an incident that had occurred and there was a lot that had to be done right as a district as a board Um, and I don't know, to me, the data that that shows is that student video where we, you know, that we were able to put together at the end of last year to open up at our welcome back breakfast where we're hearing from our students, you know, the impact of what they're already seeing. And it's not saying that we're done with that work, right? But you know all of the the training, the focus, the culture of our three core values, you know, I think all of that that we identified as a district as a result
199of input where we engaged our community, our students, our staff, um that we were able to come together with something that's actually having an impact now, right? And so I think that was going to be the idea and I think in that is going to be how you as as a governance team, right? you know, we've had to work together um to really bring that about um the focused intention. Um I don't know what else. Well, there was the the one of the minor and I think it's part of that, but like the Planned Parenthood issue too was one like we dealt with where it was one where it was like we recognized there was a legal aspect to that and we went very against our I would say our collective beliefs and not renewing
200that contract because we had to legally and we came up with a solution that we felt was at least as good if not better and it was a good one where it wasn't it wasn't relegating Row versus Wade in our boardroom but it was figuring out how we were, you know, to keep our district moving in the right direction while also so to avoiding the because that could have been a huge blow up, right? Like the newspapers could have come here and been like, hey, you know, PGUSD doesn't believe in sex education, right? And it was a I thought that was the one we handled well under the skies of culture ways. That was the one I was going to probably I think we all have like we all have our little stories we tell,
201right? So that's probably what I was going to focus >> without giving specifics and names and all of that. I mean we'll have to you know we'll be careful in not mentioning that but I think it's all intended to kind of show in how when they're difficult challenging situations steps that were taken in order to come to a positive outcome for that particular situation was kind of the intention. >> Yeah. >> I mean it's >> I just it just seemed so new to me that you know >> what your benchmarks were going to look like. M for you. >> Yeah. Well, a lot of it's avoiding the pitfalls more than necessarily reaching the end. It was how do you because that's the way the culture war part is. How do you avoid those pitfalls that
202open the door for it becoming a political issue rather than a district issue is kind of one of the ways I at least envision it. What about do we want to mention quickly just the discussion? Is it too late to consider? I was thinking like Sacramento is very close. If we wanted a student or all student reps to potentially be in given the opportunity to be invited, like maybe they stay together if they're all Actually, that's probably not good in this day and age. I don't know. But I get I'm trying to think of ways we could do it austerely. Again, would it be something we as a board want to consider if there's like fundraising opportunities to do it um to invite our We could ask PD Pride. We could ask high school Yep.
203Right. Right. So, is this something we would want to try to as a board we want to try to make that something that we make available to the students? Again, recognizing there might be costs and priorities there, but okay. I see one I think it would be a good experience for them if they were interested. Cool. Maybe we look into some options. >> I'm gonna approach principal with it, you know, to kind of see sort of how >> his thoughts are relative to the school schedule. >> Are they all seniors? >> No, >> I think three are seniors and one is a junior, right? >> Yes. Correct. That's right. >> Yes, Paige Houston. That's right. Yep. Yeah. Okay. So, I will I will follow up on that. Yeah. With everyone's approval. Maybe we I can
204leave a homework ass I mean we can leave a homework assignment on the last one. I was thinking, oh that was I was going to mention the additional two. got the you know forgot the name but there was another conference um that Ronnie Mirram Montes from Monterey reached out about uh sorry I have have it in my notes but basically wanted to see it's another one of these costs obviously but it's called the um Unity 2025 conference September 11th to 14th so very soon in San Diego but it's focusing on umi uniting in support of Hispanic Latino students and other historic historically marginalized communities. So, just wanted to see if there was again a way to recognizing the austerity part like >> Great question. >> If there's online Yeah, please. Yeah, we can we'll find
205out. We can look. Yeah. Yeah, >> there's I uh went to what I guess amounted to kind of a pitch session about a CSBA conference for um employee housing. And so they're doing a one-day conference in San Jose that's $500 for each person for it's in October, I think. Um I'm like personally interested in this but I don't know if um basically the the day conference would kind of work through some of the successes that they've had working with um public private partnerships kind of doing the preliminary work um working with your sites working like kind of just the stuff to do before you kind of bring it up. Um, so I think housing costs are a big thing here, but um, and I would be interested in going. That's both to offer if anyone
206else wants to go. Um, and I won't expect to be repaid or anything, but uh, I think I'm going to go pretty sure. >> Learn more about it. Yeah. Which would be very long. >> I think it's great. If you ask me repaid, I give you my full support. But I mean the other thought of it is you know I don't know if it' be worth maybe emailing some of these like I can email the unity as well >> and then share it out with everyone >> maybe have it be an agenda item coming up just so we can look over this you know >> I do think it's important like I think we're if we're identifying you know I don't think yours qualifies if you're willing to you know pay for it yourself but
207I think for any others prioritizing you know and I think it is going to be about we've you know agreed CSBA and they really do cover a lot of you know all of the various topics you know at at that um conference and it's a big one right so I think if there are others that come up I think when we look at them we'll look at it through that lens of you know is this something in addition to and I just think we want to be mindful of you know our direction to our staff you know this year has really been you know if it's only only required trainings and I think that's where you know our ability for CSBA is the only um option for trustees AC and and boards and school districts
208across the state um throughout the year where there is something that's specifically intended for governance training. Um, and so that's, you know, really where I'm looking at and that's the message we're giving, you know, to start that we'll give to PGTA and CSEA as well because that was really part of the agreement we came into, you know, last year. Um, but really I'm seeing it, you know, through that lens, right, that this is really a requirement. All I know is when I talked to some other superintendent and mentors and and said, "Oh, we were thinking about not going this year." they were horrified, you know, like it just really is it's it is the one expectation that everyone goes superintendent go with their boards and um you know there's there's there's good outcomes, you know,
209from it. So we've identified funding for it with on a reduced budget. Um and that's not to say we can't do anything else, but I think we just really want to be very careful in looking at, you know, what those options are. So along the lines of if there's something that can be on Zoom or it doesn't incur the additional travel expenses for other options, we'll definitely look at it through that. >> Well, you know, I remember we I don't know what ever happened, but we used to have a a board budget, you know, that was part of the budget report and we had money in there and that's what we used for going to conferences. Um, it shouldn't be a big deal really cuz you should have some money set aside for that. That's
210just that's just like a normal procedure. That's not shouldn't never be I mean it's a once a year thing. Um sometimes you know we didn't all go but >> and that is where it come you're abs there is a ball budget you're absolutely correct but we had reduced it for this coming year because of budget deductions right so you know we've just moved around you know money a little to kind of allow for it and >> and I you know I get it but I mean it's not but sometimes you're cutting off your nose despite your face >> that's the discussion you're absolutely right and I think with two you know new trustees you new to this board. I mean, you have so much experience, but it is there's that component of how, you know,
211we work together if governance is a priority for us, right? >> That's a three-day opportunity for us to come together as a board and really focus on governance. And one thing I know about this board is, and I've seen it, you are all avid learners when we're there. I mean, you know, it's not about, oh, you know, we're going to be there till, you know, lunchtime and then take off for the rest afternoon. I mean you you know I think I had to pull you out of some of those late end of the day sessions the last time for the last night we were there you know so I think you know going at it with that mindset is just wonderful as well you such learners go one I'm I'm sorry just >> one other
212thing that all of us as board members should be aware of is there's a new ethics training requirement that goes into place I believe January of 2026 and I think there is a part of CSBA in which they're offering that training. So for any of us, I know Lozano had put them on too, but for any of us who haven't met that requirement yet, it' be a >> No, I think you're referring to Keenan Keenan. Um there's a this is definitely a question for our lawyer Lou, but there's a new ethics training requirement for board members. Um, so some hours to complete and I believe January 2026 is the by which we all have to have >> absolutely >> turned in our information to admin and been on that >> but we can do it
213at the CSBA is what you're saying. >> What I'm thinking is CSBA I'm guessing would have an opportunity or a couple sessions and that would be a great place if we still are in need to get that done. >> So that requirement gives us a good reason also why this is >> exactly it is required. Yeah. I think the only other piece that was on that agenda is the president's training and so I know this kind of you know it's complicated in the sense that we you know it's the beginning of December and you we haven't voted in our president right so um I know that you know last year there was that discussion along the lines of we have a president we have a clerk the whole idea is that the clerk is you
214know spending that year um in learning you know the duties of the president with the idea that the clerk would then be voted into and you moved up into the position of president for the the following year. Um that is obviously Trusty McNary. Um and so you know thoughts on you know our being able to identify that as a day it's a full day training and it's the the day before this I think it's December 3rd. um you know what are our thoughts about you know registering for that training and that really we we would have to identify one trustee to attend that it would be the clerk uh with that intention and hope that you know that's where the vote falls. Anyone have any objection to that? And if so, why? >> Loaded question
215to the training. >> Yeah. I mean, because that >> feels like the There you go. I like that. >> The other part I was going to say to that is I mean, I do think in future years we should think about sending all prospective people that might want to run for president. >> So, that's right. >> To the training because I think it could maybe scare them. >> Okay. Right. Got it. At least a backup. But I think I think for this reason I fully support Yeah. to this year, you know, unless somebody >> I don't know how you feel. So I really hope not scared off. >> Oh. Oh, it's very Okay. Wonderful. Right. Well, that's great. And my, you know, I know you didn't get that opportunity to attend last year, Elliot. So,
216you know, that makes it hard. But I know I loved attending the new trustee orientation with both Beth and Mike. I mean that was so valuable you know for me to you know for us to do that together. That was that was neat. That was really really good time spent. Yeah. >> Wow. Okay. Well the last one is just future topics. Do we want to identify all I did was you know um the book study you know chapters and um do you know identify chapters for our next reading. um you know I really was thinking about we've done you know the introduction we we kind of focused on 17 and 18 mo mainly because that really revolved around norms and structure may seven and eight thank you um if we were to now sort of
217return back to the beginning of the book and maybe you know come to chapters one and two how does that feel for our next reading >> the only thing I was going to say is you know we do want to maybe do the parking lot for board evaluation >> yes >> as a potential Um, >> put that in. Absolutely. >> But I'm I'm happy to use this as our >> extra. >> Nice. Okay. >> Um, I also would like to uh discuss close session uh protocols so to speak because I feel >> well I don't know what to call it close in close session. Well, basically um we don't have enough time >> to do what I feel is um appropriate discussion in close sessions. We're rushed. Um and I I so I think it's
218worth our time to talk about like how to make that a more effective way of um handling close session. I >> I'm going to be honest. I think we did a lot of that in talking today with the action discussion versus information because I think we do a lot offormational updates which I think is sometimes good but I those can draw on and have lots of questions that then don't leave the time for the action discussion we need to make. So I think there's stuff we might be able to do and I think honestly I think it falls on Linda and I primarily as at least to try to do better. So I like that comment and I think that's something you and I could try to do better for setting a close session agenda
219and actually agenda committee too. That would be year two as well, too. >> Yeah. >> So, that's that's I mean I agree with that. I think that's I think we actually dealt with a lot of the stuff here for the general meeting that applies almost exactly to the close session to be honest. At least maybe give us a chance of that and then if we don't do a good job, it's still not better where then we bring it up as a specific item. That does that sound good or do you still want to deal more? >> You know, it it can be. I mean, it just uh I I think especially hearing from Mike um because he's the newest person in terms of being in a close session, >> you know, that u there were
220times I felt like he wasn't getting enough time to have a an understanding or me too an understanding of what the you know, we have carryover issues and we haven't been up to updating ated on a carryover issue. So, so you know, especially if you're asked to give a opinion on it, it's hard to >> but but I would argue that's that shouldn't be our normal close session. That should be either one-on-one meetings or like I mean there should be some prep like prep information that happens outside of that. The same reason why we have here like there's a lot of items that have the carryover. I know you can go and watch old YouTube videos to figure out the history, but we just don't have time to bring everyone up to speed the way
221they should given the amount of stuff that >> Yes. And I think Linda did do a good job of bringing, you know, trying to give us some updates on some of the post session items, but even still, I just feel that um it's rushed. I you know there's too much trying to do too much and and it it just feels rushed and I don't like that because I think you're you're usually making some you know fairly important decisions in close session and um you shouldn't feel rushed to be able to get a good sense of what the uh what the reasons are for the districts and what their legal is telling us and all of that. So whether we look at our time frame, I mean I I don't know. I just um I'm not
222sure what it is exactly, but and I don't know if Mike agrees, but for me, I just I feel I've always felt like it's it's a little too rushed and um um I'm walking out of there going, "Huh, okay. I'm not sure." But >> Right. But but I think I guess I would posit and this could be wrong but I would posit that's because we spend a lot of time discussing things that we're not actually making recommendations or not. We're getting updates which are important to get to but maybe we should be focusing on getting those updates for the decisions we need to make. I mean again that's >> no I'm saying even if it's like it's the same sort of question is like if there's a decision that's has to be made at that
223meeting we make sure to spend the most time on that item. So like if there's like an item we need to get an update and we need to make a decision versus just hey here's the update if we have the time we get it. If we don't then we look for some of the conf you know the emails or other ways to get those updates because I think it's the problem is that we tend to get a lot of really good updates which are important to understand what's happening in the district but then we don't have the time to dedicate to the actual action. So that's why I say I think there's that parallel with what I was saying with action. I think what we could also do better at is, you know, I don't
224know, we're always so cautious about what we share, you know, via email, but, you know, there was the new policy that came through in the new batch of CSVA that really kind of identifies what's confidential that, you know, really if you do share something in advance, uh, that you want more information that way, we're not having to, it's not the first time you're seeing it in close session. we could do better at maybe providing that in advance knowing that when you receive that it's confidential that you cannot I mean the policy really states out very clearly what the ramifications are of a trustee who willingly and knowingly shares confidential information um so you know I think just everyone knowing that you know if we could do that in advance and that way you can also
225come a bit more prepared with the questions that you you have right that might help with our timing what do you think >> yeah okay all All right, all good points. I'm putting it on for our future topics, you know, just that way we can do and you know, hopefully by then anyway when we bring it back, we would have had maybe one or two by then that we can look and see, oh, how are we doing with it? And I like that. Yeah. Okay. Anything else specifically that we want to call attention to now? Okay. What else? >> We'll have homework to email Linda if there are more topics we want. >> Perfect. Yes. >> I guess one other like In terms of meetings thing, I think whenever there are like two I think
226only one group can present, it's like I know it's like a a focus to like highlight things that students have been doing, >> but when there are like multiple >> takes a lot of time. >> Yeah. >> I promise you I'm committing to one only. Yes. And moving forward. >> I'm saying it on recording. You can hold me to it and replay it if next time I do two. And I know Elliot and Jennifer are going to slap my hand if they're doing the agenda review and you're going to tell me no and I will listen. Okay. Yes, I agree. I think just that beginning part of the day there times when yeah it's 8:00 and we've just barely getting into the first action item. So as much as we love it and it's beneficial
227as one item and then just reducing our reports at the beginning indeed. Yep. That's my commitment to all of you. Okay, what a great session everyone. Thank you you all. What a Yeah, we have beautiful gather us up. Thank you. Thank you Louis and even participating in the discussions as well. Got three. So, it's 9:01 and I'm gathering us out of this special meeting. Thank you guys so much for attending.