001I'm calling the uh special board meeting to order. Today is Monday, May 4th. >> May 4th and uh we do have a special board meeting planned for today. I am calling the meeting to order and I am going to ask our our superintendent to uh guide us in the pledge of allegiance. Please >> stand everybody. >> Put your right hand over your heart. >> Ready? Begin. I pledge algiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Thank you. Thank you so much. Okay, we um item we're moving on to item 1.3, the adoption of today's meeting. Uh we have no amendments. Correct. >> Correct. >> That's correct. >> Okay. And uh there's no action necessary.
002I'm going to uh ask Joanne if she can u take roll call please. Mr. Flores, Miss Dorinoa. >> Mr. Fuentes >> present. >> Mrs. Flores >> present. Okay. Okay. So now we are moving on to 2.0 public comment. Joanne, do we have any cards today? No, we do not. >> Okay, very good. So, we'll be moving moving on. Uh we are meeting today for our annual board evaluation and we're very happy to have um Gary Rutherford here with us that is going to guide us in this workshop today. Welcome uh Mr. Rutherford. >> It over to you. Am I getting picked up? Maybe I >> Is that better? Okay. Um and once we talk a little bit to some personal reflection, we'll talk about how that um applies in our work as a governance team.
003And then from there, we'll do some application and I'll walk through the handbook. And each year you'll notice on your current handbook which should be in front of you. Looks like you guys have done some minor revisions every year. So along the way we'll see what's missing, what may not reflect your work that can be or can be stated better and we can u make some revisions and Joanne will help us keep track of any of those. So I titled today strong agreements equals a stronger team. Whenever I meet with Frank and Joanne to begin focusing this session, I always said, "So, what's happened in the last year?" Um, and you guys have had some big events happen in this last year. Some some top of the newspaper fold type events, some challenges. You have
004challenges ahead. You have great opportunities ahead. And I think the reason you guys navigate those waters so well is the fact that you have taken the time to really look deeply at your practice and your work as a governance team to make sure that you're hitting on all cylinders so when it comes time to apply these agreements uh you're on solid ground. So I commend you guys for take setting aside the time every year to do this and we'll try to make it a very meaningful time for you. So strong agreements equals an even stronger team. And the goal is that you set agreements and you operate with fidelity to those agreements. And when you don't, you talk about it and find out why why didn't we operate with fidelity to our agreements and can
005we or do we need to take another look at our agreements. The other piece is that it's equally applied that you're operating cohesively as a board. So do you remember this from last year? You each took disc, the disk instrument, and got a sense of where your leadership style fell and your approach to life fell. If you remember, there are four quadrants: dominance, influence, steadiness, and conscientiousness. And I'll you don't have to tell me, but I'll test your memory. See if you remember which quadrant you fall fell into as your primary. I'm going to tell you in a minute, so you don't have to remember. But if you're a D or an I, you fell into this top half. you tend to be more fast-paced and outspoken as a DRI. If you're a CRS, you
006tend to be more cautious and reflective. I spoiler alert, I'm an I, which puts me up here in that fast pace. So, I have to kind of catch my pace once in a while. Right now, my sister, um, pathetically enough, my sister is my roommate for a while. She's a D. I'm an I. We talk at the same time. So I'll notice when we have a conversation, it's like I'm somehow picking up what she's saying, she's picking, but we're talking over each other all the time. That's kind of how we're wound. So I need to learn how to dial that back. If you're a C and an S, again, you're more cautious or reflective. Then we go to this half. If you're an IRS, so what I have in common with someone who is steady
007is we are both accepting and warm. If you're a D, which is the dominant, C, which is conscientious, you're more questioning and skeptical. So, let's see if kind of maybe take a minute and just based on your hunch, and I'll give you a little more information. Well, actually, I gave you a lot more information. I didn't mean to I didn't mean to disclose that second half this fast, but there we are. So, I'll give you a minute to take a look at the words that described your quadrant and see if that I forget. Did you take it too, Joanne last year? >> Oh, cabinet took it too. Oh, I wish I had you guys. I would have plugged you in there, too. Do you have any memory of where you fell after a year? You
008can lie and say you do. We won't know the difference. >> Yeah, >> I'm sure you can. Take a minute, read those words and tell me does it does it resonate with you? Do you feel like you got it wrong or they got it wrong? Or does it feel like in general if you have a default to your personality, do you feel like those words kind of describe where you are? Kind of see does it make sense to you? So let's put that into practice a bit. So hold on to that. Remember your you have one thing to remember today. That's your letter. You don't have to even remember for very long. So I want you to reflect on one moment and it can be in your life as a schoolboard member, as a cabinet
009member, or as a civilian when your disc style really showed up. And then where was a situation you were in where it was counter to your style, but you had to adapt some new skills that may not be your default approach. And before I release you into your reflection time, I'll share my example which will kind of give you an idea of how how it might work. I just finished a search in Manhattan Beach. Very affluent, very entitled community. a lot of CEOs, a lot of entertainment people. Their ed foundation for a district of under 5,000 raised $7 million this year. And that's not corporate. They don't have big corporations. They that's mostly people writing checks. They expect uh a return on that investment. Let's just say in many cases they are going through as
010a district as is often the case the more affluent you are they're not a basic a district. They're a regular ADA funded district. You know that they are going through miserable budget challenges right now because that $7 million which was meant for enrichment is helping to support the base program. They also have a partial tax that keeps class size lower. And even with all of that, they're laying off 60 people this year because like a lot of districts, when all that CO money bailed us out and it's gone, the positions didn't go with as fast enough with that loss of funds. I think they were just closing their eyes really tight and hoping for the best. Well, that community, that sound you can hear from Colton is in Manhattan Beach because these beloved young teachers
011who are exceptional are received notice this year. Now, they're hoping to resend as many can, but they're in that scramble right now, as many districts across our state are. So, in that situation, the superintendent's retiring. Community is mad. Trust has been broken. We can't believe this is happening to us. we write all these checks, how come you have to they just don't understand the budget and they they'll say things like with what I pay in real estate taxes, they don't understand that that our allocation isn't based on what they pay in real estate taxes. It's distributed. It's different. So into that setting, we go in to start having community meeting groups and this called on every bit of my eye. That was the opportunity I had where my disc really showed up because listening, conversation,
012inspiring people that there's a higher goal, communicating, um, being optimistic about the future are the skills that got me through those sessions where people left feeling like they were heard and understood it was the best of what I could do of the best of my strengths. Then I worked with the board president who I loved. Sorry, Joanne. She is a C like Joanne. Conscientious, detail oriented. Maybe a little skeptical. Show me a bit. Does any of that fit Joanne? I don't know you that well, but yeah, people around are nodding their heads, so I think maybe that fits a bit. She never found a question she couldn't ask or a detail she couldn't analyze. I'm just the opposite of personality type. So, I had to learn when I talked to the board president, if we
013were going to work well together and she were going to have confidence in my work as a search adviser, I had to care about what she cared about. So, all of a sudden, every single word in a leadership profile, I had to analyze. My mom had it. I won't say it crudely, but she had an expression that that person can separate fly poop from pepper, you know, like no, she said it a little more pithily than that, but you get the idea. There's just not a detail she couldn't furrow into. And I learned every time we talked, I'd start with that. I'd anticipate all the the little incremental things she wore. And as time went, that kind of fell to the side once she had confidence that I cared about the detail. Once I really
014I didn't send out anything that I didn't read 65 times. Poor Joanne. My PowerPoint I revised three times because I even got the initials of the district wrong in a couple of drafts. So, so I learned I was very specific. So, I had to adapt outside my style in order to be successful. So, I want you to take a minute, think about your style, and can you think a time this year where that style really served you well? And can you think of a time maybe where you had to adapt to a different style with some of the issues? And it could be at home, it could be with family, it could be as a board member. And I'll just give you a little bit of reflection time. And I'll ask a couple brave souls
015to shout. And it could be staff or board at this point in time. Kim's out. Yeah. Good. I'm glad you And I forget we're live streaming. So, President Tina, if you heard that, with all respect for your work, we're in Manhattan. I somehow doubt she's tuning in, but >> And just a reminder that we are live and uh when you speak, please uh speak into your mic. You can you can assign it to your executive assistant. However, you can delegate. >> I was ready to do that. So, be ready. Dr. Ortiz, I'm playing. I think we're still having problems with the Is it closer? >> I guess I'll be the mic monitor this. >> Okay. >> No, no, no. Uh um >> Dan's going to go first. carefully and deeply. There we go. I came
016alive there. Analyzing the grant may close. >> And so your natural strength in being able to to make sure you stay on mission can be an obstacle if you don't yield at the right time and all of a sudden the opportunity is gone and later you go, "Gosh, that probably would have been a good thing." So you kind of have to balance. That's why it's great to have everybody kind of representing a different corner. You guys had a nice balance in your team and your board of different voices which allows that kind of good balanced output. When you have a board that's all D's or all I then it doesn't if you're all D's, it doesn't come down to what the best thing to do is. It comes down to who's going to win. Who's
017going to be the loudest voice in the room that's gonna that's going to persuade the other. If you're an I, I just want to persuade everybody to my point of view. if I'm not careful about it. Any other examples from staff or board members? I I'll jump in. Uh I'm going to use a nonwork example that just happened Saturday. So, I'm a day and so I was uh returning some sofas and my father-in-law, he's more an S person based on this. >> Okay. Well, I'm going be kind. And I am so strong will and resultsoriented that I have to I have a plan and I say, you know, at 8:00 I'm going to have the truck that go to rent. By 8:40 it's loaded. I'm going to be at Costco by 9:00. I mean, I'm
018going to do everything to stay on track, get everything. I mean, and and so my father-in-law has some great ideas. very calm, very agreeable, supportive, but some of the ideas just are not going to work. And I'm just kind of just agreeing with him. And I didn't adapt. I I just we're going to do it my way in the story. >> I did not adapt in that situation. Uh and yeah, I had everything done. I was back at home, I think by 9:40 or so. I mean, and just very directive and just yeah, I got the results and and uh it happened and I I felt bad for him, but we got mission accomplished and that's all I cared about at the time. And uh I you know as I look at the the times
019here when I've had to adapt my style outside uh because I have a cabinet that's I think it's well balanced here and and it's pretty much every Tuesday exe cabinet meetings. Uh and I they they can agree or disagree today. think have gotten better to to not just you know to to be more uh meet the the needs of the cabinet the eyes and CNS's and I think a lot of that is u I'll give you an example uh with position control and uh we're we're definitely resultsoriented but I I would say that uh I try to just really uh understand and uh each one of their the needs and especially the try to be agreeable and supportive for different uh programs. I might be uh thinking and making a decision. Let's make a decision
020now. So yeah, so I've been able to adapt to some degree on that and position control. So we develop a process 100%. >> Maybe 80%. No, I'm I Yeah, maybe maybe less than that, like a louner when I carry this testing one. Okay. Is um is it gonna echo against this? Okay. How you doing sir? Welcome. Good to see you again. So imagine them in those four quadrants, which is probably pretty representative of most groups. And think about what they need to hear about your great idea or your initiative or your convocation. Welcome them back or your staff meeting with principles. They all come with different needs. Some of them just want the big ideas. They want to be inspired. Some of them want those details and a well thoughtout strategic plan. And incorporate a
021little bit of each of those. And then you use those qualities and the qualities of your team to build stronger teams. Learn who who to rely on. I think I shared Greg, you know, Jim Novak. He he is a as se as they get and I'm as eye as they get. And most meetings were an adversarial debate between my CBO and me. A friendly, healthy, fun adversarial debate. It was intentional. And I know it was intentional because the minute I would change my mind and agree with him, he would switch to my point of view and start arguing from the other side. It was just by the time we finished chewing on every possible thing, we learned to to use that skill and that attribute in a way that would make sure there were no
022surprises when we moved forward. And he's still kind of that guy. We're both retired. He's when there's a bond issue in the community, he'll call me to debate one side or the other. We still do that. So now let's take that and put our needs for um uh how we need to to approach the world and how we view the world. Let's look at your governance agreements. And you guys are so familiar with this with this governance handbook by now. You've been through it many times and I'm hoping to bring you through some fresh angles on it today. So we're not just meeting about compliance. It's about alignment. The compliance is the easy part, but is our behavior aligned and operating in fidelity with those agreements. Your handbook represents your aspiration. You never really achieve
023it. You're always aspiring to it. And what you the most important thing you could do is when you get away from your agreements or you run into a problem, you go back to them and say, "What could we have done differently here? Did we not operate in fidelity with our agreements? Why did our board feel dysfunctional in this conversation? What is it we need to know and learn to do better? So, how closely your behavior is matching your aspiration as a person, as an individual, and then how is your board doing is kind of the activities we're going to do today. And with each of those, we'll stop and say, is there anything we need to change in this section? As we kind of walk through your handbook. So, why does it matter? What does
024effective governance make possible that otherwise wouldn't happen? And the answer is right in your handbook. Your handbook says that it's all about improving student learning and achievement. Your bottom line superordinate unity of purpose comes around student outcomes. That sounds so simple and easy and boards operate so separate from that most times. And I'll give you an example of a search I'm just had done a proposal on that we didn't get that I won't name the district. We went in to do a proposal for their superintendent search and kind of a beauty contest. They bring in four different search firms and we answer the same questions and you know everything but a talent competition. And they had 10 questions for us. And at the end when we left I said to my partner, "What did you
025notice about those questions?" I don't know. They were hard. I said, "Yeah, but what else?" Not one of them had anything to do with students or kids or learning. All adult issues. Um, how do you find us a superintendent who will communicate the fiscal situation fairly to the community? That's a good question because they're going like every district, they're going through some delivering some hard news to their community around money. But the next question was, and that how do you have the teachers understand and be more supportive and work with us all about every angle that an adult interaction came in? 10 questions totally focused on adults. I said, "And I bet that's not their mission statement. I bet their mission statement is that every adult in the community will love its board and support
026board action. That is what I would infer their mission was from that interview." And I thought, what a lost opportunity. We did not get the search. Wasn't too disappointed because I could tell they they needed some work around getting back to their core mission and looking for somebody that will actually advance the lives of kids, which I think is clearly what yours stays. But does your behavior align with that? When those tough decisions come up, can you cycle back and say, "What's our superordinate goal here?" And will that help us break through this challenge we're facing? That's from your handbook, page three. I'll let you take a minute and read that. And without effective governance and effective agreements that that won't happen. So this is a chance for us to start putting some of this
027into action. A little bit of independent work, a little bit of group work. If you're a board member, I'd like you actually this one's a observation opportunity for staff. If you're a board member, look at pages three and four at your trustee standards. Superintendent there's superintendent standards on page four. And I'm going to ask you to kind of go through and make some side notes in your handbook. Which standards have officially have especially been tested this year? So go through and read those aspirational standards that control your life that would define your performance either as a superintendent or board member. Are is there something there that's especially been tested? And as you're looking forward to the challenges you see on the horizon, are there some standards that you think if you were going to really
028focus on one or two to strengthen your service and to align it with the challenges ahead, which one would those be? And I'll give you like five minutes to take a look at those individually. Any questions about that? Okay. And in a minute or two, I'll ask again for a brave soul to uh to share I'll start with trustees this time since I start with Dr. Actually Dan started is there do you have a standard as you look over those aspirational standards for a trustee and again what those are and these are right from CSP as adopt is individual trustees bring unique skills values and beliefs to the board in order to govern effectively individual trustees must work with each other and the superintendent to ensure that a high quality education is provided to each
029student and then it lists bullets kind of the I wills or the aspirational promises Which one or more of these did you feel was especially tested this year? You were raising your hand sort of. No, you're fixing your hair. >> Close enough. >> Um I think um this year and previous years I think uh the um first one keep learning and achievement for all students as a primary focus because we're pulled in so many different directions. So, it's up to us to keep going back and prioritizing student achievement for all students. Uh, I I was very pleased this past week where we had our uh African-American um what is it called? The >> AoA. and we had a packed house and to me that was a huge success because we I had never seen that
030before in our district and um thanks to the staff um under Dr. Peterson that um to me it's a huge accomplishment and it's uh something that we we need to do more of and continue doing >> those are things that come about when you really have know there are things that feel farther away from the students but even in those things if you stop and say okay how does this facility issue you know if resources are going to go here where won't they go. Are those resources restricted resources for making a decision? Does it impact adults? Are we making more comfortable space for adults or are we improving learning environments for kids? So, keeping your eye on that shared goal you all have can be a breakthrough in tough conversations. Anybody else have one that
031they thought was especially tested this year? Anybody struggle with confidentiality? Like forgetting what's confidential, what isn't? I can remember boards, my own boards occasionally by total accident. I I'll hear them talking about something and they're forgetting that's a close session issue, right? You just not it's not intentional. They're not meaning to violate anything, but being able to be mindful, especially when situations are lawsuits are being settled and things are happening and the media has questioning minds. Just that notion of keeping first and foremost in your mind, what is confidential? What can I violate? What can I share? Sir, >> I think that over the last few years, primarily the last few years, we as a board have been overly frustrated with a lot of the legal issues that we've had to deal with. It's taken
032a lot of our time, our effort, uh our staff's effort to address these issues. And you know, because we have to, because we're required to to do that, it it it always appears to most of us, if not all of us, that it takes away from our focus of student learning and concentrating on the reason why most of us were actually elected for these positions to overlook that. And I I think that and I hear it from board members when we have to make these difficult decisions that you know it's you know it's a shame that we spend so much time having to deal with these and for the most part you know it's individuals who do the things they shouldn't be doing that create the most problems and where we're addressing the one rather
033RA than addressing the whole which is all our students and and providing them the education and discussing that as a primary issue and you know it's been like that for the last couple two three years and uh you know but what helps is like what Bertha said and what we've been doing with every other aspect of the departments in our district everything we do is to improve educational environment. We looking to improve uh academic achievement. We're looking to improve all the different areas and trying to provide you know the right people as hirees for the right positions. So it's a it's a challenge and and it's something that we deal with you know regularly. >> It's a great example. mantra even during that. Yeah, this is a difficult conversation, but this is a part of
034what we do to make sure that our environment is safe for students. We need to be fiscally responsible with the budget. So, we need to understand what we're settling and if it's fair and appropriate because those resources are coming from someplace and we need to make sure it all works in in our system. So, I think that you can tie back and rely on those values when it seems far away. In fact, it's the only way I know to get through them because otherwise it does seem like you're in the world of adults and not kids so much sometimes. Yes, please do. >> Okay. Uh the second bullet, the value, support and advocate for public education. I think a lot of times I mean we know what we have in our district. We know that
035we have excellent programs. We know that we have lots lots and lots of uh of things that we can brag about. I think we need to brag more. I need to show off more. Uh an example is community cabinet. Um we where we invite the community to come and see what we're doing, what our kids are doing, what they're what they're accomplishing. And um it's never fail failed in these community cabinets. People, community members walk out in awe of what we're doing and that what a better that I don't can't think of a better way to show off what public education is all about. And I think it's our job to to continue doing that. just celebrating. Look what our students are accomplishing. Look what's happening in these kids' lives that our work is influencing.
036And how do we do more of that and get more kids in this room? Communities, I think, live leave with a different impression of a school board. They think you're just some bureaucracy meeting on things like budget and not always down getting right into the lives of kids. So great example. Do you see? Yeah. Damn. Absolutely. Uh I would agree with uh uh Bertha definitely uh with what's interesting I found you know they promoted the success of all students. Uh however, I'll say this that as I reflect upon uh the year to simplify that and to keep everybody focus uh when you ask around 1010 95 95 kind of understands that and and that's been uh our our simple approach but certainly has been tested because if I do the the math 80 85% of
037my time is uh focusing on the HR finance uh issues uh which are very very very important uh as you as you mentioned uh and I think it's it's a it should be flipped and we're getting there and I've put a lot of uh because they can handle it the on the cabinet a lot of pressure to focus on those do all the other those things more and so I can focus on certain treatment. The other one that that uh that is tested uh is uh I mean the Dan's point about the perspective and differences and uh absolutely is tested uh across the board uh and and there's uh so many differences and styles and not just among board and staff. happens, but students and parents, uh, the device range of views, it's it's quite
038a bit out there to navigate through that. Uh, and so I would say it's tested weekly, maybe even daily at times. Uh, and and so that, uh, and I think, uh, Frank said this very well, too. And then you have you spend, you know, 80% on maybe one or two people. take a lot of your time u versus perhaps the uh the silent majority at times and uh and yeah we we do listen we're tested like I'll spend you know as much time if two hours for with individuals that perhaps are that totally diverse views uh recently had several meetings with those individuals and I sat there and listen and uh because I want to hear them out and and we might we we will disagree. So, but but we we are I think the
039board has directed staff to sit there and listen and to meet and we do that and uh I think the the board knows that whether it's my assistant super even myself we meet with them and and I think um it's good good for us uh and I I will say this that uh sometimes it is tested distinction between I just put test number to was the board and staff roles. I think uh uh that uh you know it says the respect of the the role of the board as the represent of the community. Uh either way you know uh I tell my my uh and my cabinet does a good job. the board uh a board of trustees uh they live within the community and uh you know we we don't really understand what they
040how they're tested on the community out at Stater Brothers or a gas station or at Woodies or whatever. At the same time, our board uh you know, we get tested at times them understanding our rules um with what we have to deal with and and because uh it it's quite a bit too there. Uh but I but I I do think that that's just uh uh what what the uh the system is set up that way. and and you know, we're we're here to serve the board is here to serve the community. So, uh all we're trying to do is um is support each other. I I say that, you know, uh that you know, tell our cabin to stay in your lanes, you know, uh and and and that's kind of the way I
041look at it. So, yeah. So, those are two uh tested so far. I think >> something else better than most or than many and that's the bullet that says uh recognize that the board and superintendent governance relationship is supported by the management team within the district as evidenced by this room right now very often when I do a governance team workshop cabinet doesn't attend and I always think it's a lost opportunity because hearing and listening to what your values priorities hopes dreams and fears are really can inform their work. Just as importantly, if they hear you say something that's not correct, it gives them a chance to say, "Oh, I need to do a better job communicating to the board because they were just talking about this, but they got it wrong." And so, you
042don't stop right there in the meeting, or at least I hope you don't. Well, you don't because you're sitting here still. So, that tells me you learn that rule. But that's something in cabinet to say, gosh, I couldn't help but notice. You know, Dan was well intended, but what he said is inaccurate. So, how do we get some correct information and get the board? Maybe I'll do a board report next time. So, the fact you guys are here really speaks to the expanded governance team being shared. I didn't just do that. Did you do that back then? Somebody rushing me along here. Pushing my slides forward. So, I commend you guys for being here today. I think it's really important. I think you'll learn a lot by the end of the day. And with that,
043I will move on. That's a bright slide. Um, governing with integrity. So, in this one, I want you to take a look at pages of which your adopted standards of conduct, which are really unique to you guys. This is not a C CSBA template that I recognize. I think this is work you've done. What are your standards of conduct? And then I want you to do two things as you read through them. Think about, well, actually three things. Where are we the strongest? And you can think about yourself first. Where am I the strongest? Where is as a board are we the strongest corporately? Are there any of these standards that you're drifting on? Because you want to catch those first. If you catch those where you're just starting to drift, you can recalibrate and
044get back on track and say, you know, we're spending a little too much time on this or not enough on that. And then is there inconsistent? This is where the hard conversation is because it means calling out sometimes saying is there inconsistency among the board? Do you have an agreement? I'll make this one up. The board president is the spokesperson for the district and do you have board members that are speaking on behalf of the district outside of that? This is the room in the place to talk about that and to recalibrate and say, do we need to change our agreement or do we do we need to pull into compliance on it? So, I'll give you some time again to take a look at pages 11 and 12 of your standards of conduct. Look
045in the mirror first. Is there any is there any one of these that I think I need to work on a little bit better? And then second, as a board, are there any things we need to pay attention to here? Let's start with the strongest. Is there one of these values that or attributes that you feel your board pretty much can be counted on 100% to honor as a group? Yes, please. Now, as I take a look at we will section and read through all of them, I think it's really highly representative of many of the actions that the majority of the board does take throughout the given school year. We have some that are more active than others for a variety of different reasons, which is understandable. But I think that our ability to
046work together as a team has been very strong. Our understanding that each one of us has individual expertise in different areas has benefited this board in discussions that we've had in a variety of different issues that have come up and uh I I truly believe that everyone here is a responsible person and strong person with integrity and uh we all do conduct ourselves in the best interest of Cole Joint Unified school district, its students, its staff, and its community. Um, so I I would say the first one for sure, no problem at all. >> Yes. >> Not always, you know, but we learn to uh respect the decisions that we all make. and that uh we also learn to move on from that decision and I think that's a very important thing to have as
047a board. Uh there's no I have never seen any hard feelings. I've seen maybe some decides discussion of and and so forth but doesn't go any further than that. not with this board because I've been, you know, fortunate enough to have sit in maybe five other boards besides this board. So, but uh with this board uh you know, like I said, you know, I I feel really strong. You know, when I do serve as president, I pretty much know who to look for for answers, uh in certain situations because I know each other's and I've always done this for all these years, uh who had the expertise in certain areas and sometimes and sometimes I will even call their name before they even say anything because I know that they have something to say. and
048so forth. So that's, you know, we're not, let's put it this way, we're not close in the fact that we're going to go and have dinner together and meet with families and do those things, but we have the same goals, you know, and it has to be with the betterment of the education of our district, and we stick to that. And uh you know I'm very proud to be part of this team and part of this district and and you know I don't hold back from saying that at all. Um the devoting time though I would like to devote more time and when I first started I was everywhere you know and things have particularly my career and my job has changed over the years. that required more of my time away. You know, there's
049certain individuals here that do devote a lot of time and do represent the district very well. And you know, they do speak on behalf of the district when asked to speak. And I don't have a problem with that because I know that everyone anyone here on the board will will say the right things will will mention the right things. So though we do look at the president as and you had mentioned this as the lead person the person that we look toward to be the you know the person that will speak on our behalf if the president is not available you know I personally and I can't speak for everybody else but I don't mind if Dan get asked to speak that he speaks on behalf of the board Israel or any of the other
050board members because I know that they will do a good job in representing the district, the children and our and the board as well. So, and they had a very discussion with the board on when a school board member goes on a podcast, what they can speak to freely and what they needed to be specific and set apart is well now you're not talking to trustee flores you're talking to citizen florist and my opinion may not be reflected by the board and to make sure in those situations you were very specific so if it's the board has taken an official position on something you can confidently speak and say the board has taken a position on this bond issue, whatever it is. But if they start getting into things more about your opinion, there's a
051place in there where you make sure you're distinct. This is not an issue we have discussed as a board, nor have we taken action, so I can't speak on behalf of the board, but here's where I stand on this issue. Uh, and to make sure that you're specific about that. That happens a little more. Aren't you guys entering an election season? You have some candidates on the ballot. that'll become more of an issue, right? As time goes, you're going to be in positions where maybe you're speaking from your own position about whatever your um hopes, dreams, and desires are. And also, if you're a current trustee, you're speaking from that position all as well. And um keeping that distinction separate. I think that one might be tested a little in election season. It usually is.
052Uh if I could just make a mention to that too. A lot of the public, the general public sees us as a board, but they also see us individuals. So they assume that we can make decisions on behalf of the district as individuals. And what I try to do, and I know that other board members do, is we try to remind them that we are a board. And the board only makes decisions when they're together as a whole. And a lot of, and I've come across this, a lot of individuals don't understand that concept. Oh, I could go to assembly so and so and he could write me a letter, you know, but he's not part of a board. I could go to mayor so and so. Yeah, he's the mayor. He could write something,
053but we're a board. And so the concept of being elected member, well, I voted for you. But the concept of elected member as a board sometimes is a hard concept for some people to grasp and understand. And that's where what you just mentioned could come into play. So we have to really really uh you know remind people at times you know when it came down to the letter that I asked >> you know they were you know they wanted individual but no we're a board you know and you know so that's a important factor >> you thought maybe there was some drifting like it might be time to recalibrate and make sure we stay on point with one as a board or you as an individual if you feel like there's one that you need
054to uh to look at more closely. I call the Brown Act the thousand points of no. Navigating the Brown Act is very tricky for many many boards because all the well-intentioned conversation in the world and all of a sudden you look around think wait a minute I'm standing with three other board you know um it's a very simple thing or an email communication that we don't that that goes out to everybody and people reply to all instead of going through as a BC can be areas that that can be very tricky that I don't know about you guys but I have to have my mind on that even now as a search consultant making sure that I don't engage the board unintentionally in a conversation around the search and um don't put them in harm's
055way by my behavior and invitation. I'm not addressing anybody in particular, but uh providing direction to staff. I think that sometimes uh individuals may forget that we need consensus to do that. We need to be able to do that at a board meeting and we need to have agreement over the majority of the board in order to give direction and give extra work to staff. And uh you know that could be an area sometimes I see get drifted from some individuals that I hear what they they are doing and uh they need to be reminded that you know once again like I mentioned earlier we do operate as a board. We make decisions as a board and uh that's where you know that's where what what we do put it that way >> to hear
056you say exactly that because our challenge and my challenge when I sat in your seat not that seat was when a trustee did call me to direct my work or to suggest something of how do I skillfully number one the minute you're done you call your superintendent and say just heard from Israel and he's interested in this piece. How do you feel about what how should we handle this? Sometimes it's very simple. You know, I just want to let you know a tree limb is down. I mean, that's one level of information. Another one is, you know, I'm really seeing that I'm not sure I support this implementation of this program. What other options are out there or I'd like us I'd like you to go take a look at this program that I saw
057at the CSBA conference and it's coming from you as an individual directly across the table. There's an opportunity there. Just that's an easy drift because it's almost always well-intended. It isn't like you're trying to bypass or maybe you are for elegance reasons. Just let's can we get this done quickly, but to always circle back and hold each other accountable for that procedural thing otherwise you know you will lose your focus and your momentum because there are seven of you. Um >> there's a a procedure that I I don't mind following. I can't speak for the rest of the board, but uh Dr. Miranda made a simple request. You know, he's, you know, he's okay with us talking to any of the other assistant soups, you know, when we might have a question or so forth.
058But his request was basically, you know, I talked with say you Brandon for example, you know, let him know and just as a courtesy and I see that as a courtesy and respect, let him know that, hey, I talked to Brandon about this issue. Just want to let you know, but Brandon is the person that would give me the information I need and so forth. But nine times out of ten I do go to Frank and you know I will talk with him and he'll probably refer me to Brandon or ask Brandon or ask Greg or ask Tina or ask Dr. Ortiz over here Anthony and uh you know and I would get my information. So but sometimes I'll just run into him and then I say hey you know what I do have a
059question but I want to make you know and I'll ask the question then later on I'll I'll let Dr. command and know hey I brought this up because then he comes back and says you know he could assure followup and and this way the followup would you know I I've talked to two people at least so communication is a big key you know when you were working in with a board and a district staff it has to happen >> reminder that when November comes as much as I hope everyone's still around this table we don't ever know for sure what's going to happen in an election. Your adherence to these guidelines then makes it very easy to induct new people because they won't understand that right and then that and there will be some drifting
060of new people who by just ignorance of the process are going to do what they think is the right thing by going directly to a staff member or by directing staff. Uh they heard something at a school that a principal wants and they call and say, "Can you make this happen, Greg? can you get a little bit more money over to this school because they've got this thing that needs some more money and for all the right reasons maybe. But your adherence and you're bringing people in and your induction of uh new board members really matters and it's great you guys guys have all these things codified. anything else in this section you saw birth I think >> that we're drifting I I think it's a strength actually on bullet number three where it says
061devote time and thought uh thought and study for to our duties and responsibilities uh there's uh for example when we're having a board meeting um we receive the agenda a few days before and a lot of times I think when we're approving doing the agenda items 1 through 60. Um it may seem to somebody to the public that we're just kind of okay. Yeah. Um we approve everything. No, no, no worries. But that's not the case. Um because we get the agenda items before um the board meeting. Um I think a lot of us I mean and again we go with our strengths is um you know like if it has something to do with facilities or you know or anything like that. Um I really appreciate the what the process. I appreciate us being
062able to look at each item and if we do have questions we send them to Joanne. and Joanne gets says we'll we'll look into it and then sends them to the appropriate uh assistant soup and to Frank and then before the meeting we get responses. So So yeah >> to all of us yeah we go >> yeah and and like I said it could be uh some that you know I might just be glancing over but then another board member might see something that I don't see. So when Joanne sends it out and said these are items that were brought up, I think, oh, okay, that's I'm glad somebody asked that question, you know, and uh uh we try I think all of us I can speak to all of us. We try to not
063do it the day of the board meeting. Sometimes that, you know, because you you're running around getting everything ready. Yeah, we do drift in that area sometimes, but I I know they, you know, staff probably appreciates >> questions that surface in real time and in a board meeting and those deserve to be answered too. It's how you ask the question, right? How you frame it. You know, I know Dr. have this answer ready for me right now, but I'd like an answer on this budget issue. This is a question that came up and he may be able to address it immediately, but you don't set him up for like I'm not that's a bigger question that I'm ready to answer right now. So, there's a respectful way to do it that also makes it real.
064You're real people in a real process and the community understands that and you're going to see things. Someone's going to ask a question as you pointed out you didn't think about, but it might trigger a question in your mind. So I think there are there are real opportunities. You want to frontload as much as you can, but you also want to think about how you approach it when you it does come up and is it worth bringing up. You know, I've have not ever seen you guys operate like this, but I have seen boards that pride themselves on posing a question that that might even stump the crowd as to show who the smartest person in the room is. Right? That's the ugly side of of as of posing a question is playing gotcha, which
065is obviously something that you guys aren't drifting that far, but it can happen. It can happen when new trustees come in, especially people sometimes are elected on a a platform of things aren't working and so they're going to come in and challenge the things that maybe you're doing and understanding routinely. And there has to be a process to kind of induct and bring them along too. inconsistency thought of something that I wanted to bring up is um among members um there's a fine line I guess of when we can go directly to a staff member be it a counselor or um or an assistant principal but I think it's not very healthy for a or for an organization to have all of us kind of going uh every separate ways because Frank's not going to
066know what the you know he needs to be uh the communication with Frank has to be a priority and uh we just need to be careful not to not to drift away and and start g getting information from staff you know be it a a custodian or I mean we have we talk to him we enjoy talking to him but I think there's a fine line there where you Yeah, >> easy one to cross. Um, and you live in the communities and that person may live right next door to you. And so there's that people who have access can just out of convenience. They're not board meeting, but they don't mind walking across your yard and catching you in the front yard and posing their question. How do you handle it? Um, the one way
067is do a does is a board member reaching out to get information from people intentionally. The other would be are they allowing people to approach them? Often sometimes that falls in the area like in negotiations and employee associations. You know, who on the board might be more receptive to what I have to say and and as opposed to coming to the board and addressing the entire board. When you see that happening, if you should see it happening, what would you do as a board? What are your agreements on that? And how would you address if it came back to you or Frank was aware that a um that a board member was going directly to staff for information? How would you handle that? >> First of all, I think that's something that a board member
068should never do personally. Yeah, we're not in the position to do any kind of investigation. That's the district staff if it's needed. Uh and we shouldn't be going out and looking. Now, we do go out and you're right, we could be on campus, we could be at church, we could be stater brothers, we could get approached. That's part of what we do. Uh, I feel that it never hurts to listen and I listen and all I do is I let them know I will take your issues in consideration or I will talk with the appropriate person. One of the things that I'd like to always ask them is who have you spoken to? Have you spoken to your supervisor? Have you spoken to your principal? Have you spoken to your union representative? If they haven't
069done any of that and it warrants that, I refer them back to them. But if they said they've spoken to all these individuals, my next move is to talk to our superintendent and just let him know this is what occurred. This is who talked to me. This was their issue. And you know, and then I he would take care of it. at that point he would assign the proper person to address that issue or to talk to that person depending on what the issue was. Um but I don't think any board member should be out there uh mingling, talking, making decisions with staff members, making promises to staff members. We don't make promises because there's no uh we we you know we can't keep those promises. There's no guarantee that things are going to work
070the way they want. So we have to really be smart in not doing that. And I I say the majority of us understand that. So when it does >> be that you would address that person individually and say you know what I um Dan uh gosh I heard you when you were visiting the school the counselor took you aside and was and I noticed you brought that issue up at the board meeting seems like that's was inappropriate let's talk about that you know we have this agreement and then see how that goes and if he says yeah you know you're right absolutely happened. Sorry, I I'll keep an eye on that. The next level would be to let your superintendent know if it continued or you were concerned it was continuing and it could has
071gone all the way as high as center from a board. Very unusual. Uh most often people would will will conform, but know that there is a process for that if you're violating an agreement. I looked on in your protocols on page 18, you have a whole section that addresses handling concerns from the public and staff. And Frank, it almost verbatim outlines what you're talking about in terms of the appropriate role that you should listen well, clarify, and direct them. Not try to resolve, not carry the message for them, but direct them to the right person. Otherwise, you become the clearing house sometimes for constituent groups to say we don't have to address Frank or what we'll just go through. We'll go through, you know, one of you to get our issues to come forward. And
072so, you've addressed it very nicely in your protocols and that would be a place to look back at other thoughts before we move on this slide. >> I was just going to add, you know, the fun one is when they approach our spouses because they didn't sign up for this and and it it happens as well, innocently or not. There's been times where my wife is uh they've approached her because she's on campus for a number of reasons. We have kids obviously in the school. So um you know she didn't sign up for this but we have to have that conversation about making sure that you know can't promise anything happy to direct them you know I'll take care of it but it is something that does happen particularly when we have family or family
073not just our spouses in the community. So >> they need the orientation as well. You might need to have a spouse handbook as your next. Give them that a little 3x5 card they read from when that happens because absolutely it will. When I was superintendent in Huntington Beach, I lived there and I I was on a culde-sac and my neighbor across the street taught in Long Beach and thought they had the best curriculum in every area and not and ours wasn't. And I literally would have to look out my window, run to get the newspaper back in the day when the newspaper was in your driveway, look around, and then run back into my house and make sure because she would stop me about their spelling program in Long Beach, which apparently would have solved
074everything. So, I do remember what that's like a bit. You guys get that every day. Um, okay. Values in action. This is kind of where the rubber meets the road. So if you go to page three and four. >> Oh Frank, sure. Just I'll be really quick because I don't want to prolong, but you know, you had the word integrity and I have to say that with uh true earnest that you know because integrity for some people means a lot. The loyalty of our school board uh to the district and to the community is uh my experience this board is is unbelievable uh true and you don't see that everywhere I talk to my colleagues. So I I I say that uh I commend this board for that that you know the that uh I
075think that's u something that is extremely strong. It's not explicit there, but it's within there if you read through it that situation in bonds. If your mental model is I'm an ambassador for the board, I'm an ambassador for the district, you'll handle that question better than if you're there as an ambassador for yourself. Right? If you're you're thinking, okay, if I answer this question, my I will rise in this person's eyes, if I am responsive and help them, you're probably on the wrong track. But if Thank you for that clarification, that issue should go before the board. Have you thought about writing an email, calling Ed Services, you know, whatever their idea falls into because that's very interesting and and I know our superintendent would want to get back to you. You're an ambassador for
076the board, which by the way lifts you up, too. you look better as an individual because the truth is you're probably making a promise you can't deliver in bonds if you're not careful and that's not going to that's not going to advance you at all. So if you look at page three and four these are I just have four of these that I called out. The first one's on role clarity tension and we've kind of talked about that a little bit. Where do we sometimes drift into operations instead of governance? So if you look at page three and four, read that section and maybe think of situations where it's easy to drift even unintentionally in the area of roll tension. Now I'm trying to find where it says roll tension. Must be on page four.
077Look at the very bottom. Understand the distinctions between between board and staff roles and refrain from performing management functions that are the responsibility of superintendent and staff. So in that area there could where is it that a trustee could create some tension around that even if it's laughing over there so I'm thinking he's got an example in his mind. You know what? That's a veteran trustee talking because uh the young ones come in and try to fix it and realize, "Okay, that didn't go so well. I don't think I want to do that. I'll I'll add that and it touches a little bit on what we were just talking about. you know, I the way in which we communicate questions or concerns because there's no there's no doubt that at times we'll see things that
078will be quoteunquote operational, right? Um we go into a classroom and it's clearly there's damage, there's it's a leaky ceiling. Those things aren't necessarily our role to fix, but certainly we'll want to know, hey, does the facilities know as has a has a um the but how we convey those questions is really important. I I just and this is my personal belief and board members may disagree with me. I don't find board meetings an effective way to convey those specific concerns um for multiple reasons. Number one, we only have two meetings a month. So if you're holding on to that concern, that leaky roof or that, you know, broken door lock, you know, for a week or two for the board meeting, we've lost time to get things fixed. But secondly, no matter how we
079phrase it, no matter how much we try to soften it, having been a staff person at one point my career on being on the other side of that, you you almost never receive that other than a board member trying to play gotcha or trying to embarrass somebody or say, "Hey, somebody's not doing their job." That may not be the intent, but I can tell you that's what's going to be heard. And so I would just I send plenty of emails when I see something or have a question or a concern. A phone call is fine, an email's fine. I think that's better handled behind the scenes than waiting to a board meeting and giving the laundry list of, "Hey, these are all the things that I saw today that I didn't like." Not the best
080venue. It just really isn't. >> Panicked and said, "Trustee so and so just visited my classroom." And every classroom she walked into, she went up and said hello to the teacher as as one does and greeted her and then said, "Is there anything you need? Is there anything at all you need?" And of course, which teacher wouldn't have something he or she needed? That's that's pretty much a given. And by the way, she didn't write it down or anything. And so it was kind of she was a brand new trustee. I think she thought maybe that was her role. I think she her best intention was to show we care. But as she left, that teacher was kind of waiting at the mailbox for that whatever to arrive and and so uh the principal called
081me panicked and said, "You might want to talk to trustee so- and so." And I said, "I will definitely have that conversation for her sake um to help her out." So it well intended, but you're absolutely right. So you have to kind of be careful because pe teachers will say have you seen this plug hasn't worked for a year and a half you know and um well have you put in a work order I the first person you're telling about you know how do we how do we get that solved Gary just to comment uh I think you also the relationship and the superintendent especially with the board you have to know their strengths and each one of them brings an expertise something that as superintendent I've learned over the years that you do asked
082uh you know operational questions because they've done it been there done it uh and I won't call anybody because all of you bring something that it helps me when I go back to the operations or I would say oh or you share some of your ways not to do it or has worked out and I say oh perfect and you know I'll give an example like everybody knows Mr. I mean, besides uh special ed, he understands adult school like nobody's business. So, of course, I'm going to talk to uh Frank and about adult school and and how what's because he's seen it all besides that. uh you know Bertha is a former principal just like the Joan Tonoha and and so of course I'm going to sit there and say you know what do you
083think about this or those kinds of things I uh and and every one of you know Dan he worked for the counties and he's a CEO I mean so uh he understands uh things that I don't understand and so uh I think that's Okay. Absolutely. So that I just wanted to put some context on it because I you know they know that I'm constantly asking them for uh in our conversations like what do you think about this? What do you think about that? you know and um so I just uh it's uh it's a it's a it's a good uh I would say synergy or it has to be uh be and even Benise senable who might who's a par is a parent in our district who you know uh I mean Dan too but
084um I'll talk to each one about what a certain area you know >> in addition to the expertise each of you ing that you c as a superintendent you want to know who's who rides what hobby horse so you can take advantage of that. You also represent trustee areas that may have particular needs that may be different from others and you do have a an an obligation to advocate not to advocate but to make sure those needs are known and to be a spokesperson for your for your trustee area as well. So if we look at page 14, meeting effectiveness, and I'll just take the meeting norms, which meeting norms are consistently honored and which ones uh can break down under pressure and that's those looks like maybe 10 bullets under number five on page
08514. Let's start with what do you think of which one of these would you point out as a hallmark that is consistently followed Everyone participates is one that we do. Uh even the one that doesn't speak much still participates in some way. >> That right Joanne. >> We always have something to say about whatever topic we're speaking about if we're in accordance with it or if we're not in accordance with it or if we have questions. we don't understand what the you know something about that topic we always ask the question so I think everyone participates in that way uh just to make sure that we're clear on whatever the topic is >> participation >> active listening is also participation >> because the biggest mouth in the room isn't always the best participant or participating
086right it very often in a group I'll tell you the one I struggle with seeking first to understand then be understood. If you're an I, you're you're persuasive. And while you're talking, I'm listening and deciding how I'm going to persuade you to my point of view and I stop listening to you. So sometimes you have to make a deliber I have to make a deliberate uh effort to count and to listen and to hold my thought. And every once in a while I realize I was wrong when I listen and I don't have the need to persuade anymore. Does that sound familiar? >> Okay, brother. brother eyes there. >> I think the last one too where we protect uh confidentiality. I think it's very very much we do that as a board. Keep it to
087ourselves, keep it behind the doors and it stays there. I think we all do that. >> Trust in an organization. It really is. So credit to you guys. Unity versus individual voice. If you look on page eight and it's the very last paragraph. We speak with one voice. Once decisions are made, we collectively support them and we move to implementation. When we are unified, we are not a distraction to the work of the district or community, but a catalyst for the focused effort of employees. So what and when you do speak with one voice, what does that look like? I think it's based on uh each and every one of us being well informed on the topic and the issue. Um, everyone asked really pertinent questions uh before or during the meeting because we, you
088know, superintendent does make himself available before the meeting and does share uh any information that he feels is important for us to know before the meeting takes place. So, it gives us opportunities to speak to him and talk to him and get that information. But I think that when we all speak as one, it it it you could almost say it's impressive because I think that uh um the district, what I mean by that is the staff, the the residents, the community who are there and those who are listening to us uh feel that you know we are working together for the same common good for everyone. one and and it comes across like that. It doesn't sound divisive. Doesn't sound like, yeah, maybe only three of us feel this way and four don't or
089vice versa. Uh and typically we do all tend to agree uh on most cases and uh like I mentioned earlier, even though someone may not agree on something and vote the opposite, we uh accept it and we move on. Those are the magic words. So even if you're on the minority end of a decision, you voted no to the yes and it's moving forward. Your authority and power is in that group action whether or not you supported it. And so you go out and you actively support the implementation. You let go of the fact that you just make sure it's done right. That whatever is decision going forward is done right. You can certainly keep your concerns going forward, but you support the board action and decision because it's absolutely true that you become a
090distraction otherwise to the work. So sometimes that means being silent. If it's like an ethical issue for you that they really went in a direction you can't support, then you're silent on it. Thinking of a situation where I had a trustee who was just an anti-ax person in general. That was his value. So something like a bond was not something he could support. violated and we tried every angle in and information at the end of the day he was a no but you know he didn't join the opposition forces he wasn't a voice at the le current against it he was quiet and didn't actively support it but he didn't actively undermine it and the board appreciated and understood that was a position of integrity um and he was not a distraction on the board
091so there are there are times that's going to happen we make some very tough decisions right now in our world and community can be very ideologically divided on what's best for students and what you know standards and protocols for staff that at the end of the day we we need to have that unified unified voice or we're going to be part of the problem in the community. Then the last one, communication and trust page 13 and it's actually in a couple places but let's look at page 13. Help me find it. The no surprises. I think it's at the very bottom. No, it does not come at the very bottom. Faster readers than me find it. No, it's a one where they maybe let's see if number page maybe it calls it out better in
092page 20. Where's my speed readers? Well, even if we don't find the exact language, I bet you're right. You strike me as my speed reader. She's saying page 12, number one. There it is. When do we fall short of no surprises in a unified? >> Read it. Can do you mind reading out loud this section? Thank you. It was right there all the time, but it wasn't on the page. I Well, there it is. So, when do we fall short? Are there Do we fall short on that? No surprises. You guys are pretty consistent about pulling an item. What if it came up to you in real time? We talked about that a minute ago. You see something you didn't see before. Something hits you in the board meeting. You have an option. You can
093say, "I'm going to trust my colleagues on this one and let it go because I didn't get out early." if it's not a high stakes area, but if it's high stakes and maybe you have information the board needs to make an informed decision. Dan, >> I'm I have to plead guilty of that because there have been a few times I think I've called you day of Frank Rang say you know this item I just reread it and I've read the contract and I've got a concern about the language or I've got a concern about and I and I but I also know I don't want to put you in a situation or staff where things are moving already had these discussions. we're getting geared up for it. Um what I have and what we've discussed
094through that is well we I'll ask the question does this need to be decided today or if I yeah could it be tabled and I want to be you know these are the questions we can share it with the full board and I do appreciate that and I think sometimes that's that's the case um if ultimately it has to move forward I think we have the understanding just as as we've shared I may be a no vote on this but I'm not going to go and die on that hill and hit everybody over the head with it. I understand it needs to move forward. I'm gonna voice, you know, my my opinion. Vote no and we'll move on and it's okay. But I've I've been I've done that a few times. I think apologize. Good
095boardsmanship that actually improves the look of the board because it's showing you're not a rubber stamp. Uh we all came to agreement somehow secretly and violated the Brown Act ahead of time. No, we're deliberating. We're real people thinking about these things in real time. And I from my value system, this is one I can't support because this question isn't answered. I also love even the last minute call, Frank looks at it and says, "You know what? You make a really good point. You don't have to do anything, Dan. I'm going to pull this on item tonight. I'm going to suggest the board president we pull item 12.8 for future or additional consideration, which is a good look and just puts the board in better position to make an informed decision. So it's just scary uh
096you know it goes two ways too from uh staff uh for the board to saying no surprises for them either and as much time as we spend on looking at the agenda items and which is quite a bit. We start the process like tomorrow for the next board meeting and we pretty much look at every single day and we still you know because there's quite a bit we might miss some things. So when we do get an item brought up to us, it's like, oh, okay. Yeah. You know, what do we miss here? And so, uh, we Yeah. So, it's a two-way street. Know we all know the answer to this question, but for the public, I'm going to ask this question, superintendent, so that they know we're asking the right question, and then staff
097will answer it. And of course, they're prepped and they sound incredibly with it. And everybody looks good. It's a win-winwin. Uh community has more confidence. Board member shows they're doing their due diligence. Staff shows they're prepared. And it it is it a bit of theatrics or performing. Yeah. But it but it it goes to an end to support your bigger goal and that is to do the right thing for kids and to show the community they can have confidence that you're asking the deep questions. Absolutely. And I'll even call each uh one of my assistant SS and say and and they know hey uh just get ready for this or this is coming or something like that. And so it it Yeah. So you have to act like it's a unique question. You have to
098>> Well, that's an excellent question. I hadn't thought about that, but now that I do, let me So, let's look ahead a little bit. Oops. Back there. So, you guys have a number of critical risky issues on your plates going forward. Every district does. So what are you looking at right now that's coming towards your way and what governance agreement are going to help you navigate those treacherous waters. We can actually use as an example or this can just be a reflection piece. But you guys have assembled a toolkit in this handbook that if applied or I should say when applied and the fact that you guys revisited every year will position you for that surprise around the corner in um what's coming and I earlier gave the examples of elections are coming up. There
099may be some candidates that come up and the candidates may come in with highly critical views. No, a way to get elected is to say something's broke broken. It needs to be fixed and they're the person that can fix whatever it is. And that can make for some challenging times for a board. And so your agreements um there are agreements you have around how do we deal with with um inducting new members? How do we deal with um fidelity to our agreements around our behavior and norms even with dealing with someone who's got under our skin or who's making a personal attack? I hope you guys don't confront that, but it happens. People do step up. Who's on who's on the ballot this this coming November? Four of you are. Joanne, are you are you
100on this this one? on the ballot. Yeah. Yeah. Oh, okay. That's okay. Um I was just trying to figure out who's I was saying because this is a time your norms and agreement around decorum and behavior have to be you might want to take the handbook and read it at night and remind yourself of of how to present yourself and represent your board. I know you have a highly publicized settlement of a very ugly long-term problem that uh that happened years ago but is raising its head now. media will pro will roll those things out as though it's current. And um how you remember your protocols, spokesperson, talking points become essential in that kind of an environment to build community. Voicing the importance of safety and your commitments to student safety and to student overall
101well-being becomes critical uh as you get in the weeds. I know Frank at share with me you're dealing with some uh asset management issues around a school that was a deal that kind of is not going forward as it looked like it might go forward but is presenting itself in new in new ways for consideration. Those can become issues where your adherence to your governance standards will help you navigate those waters. other issues you're facing that that uh are especially high in your mind right now. >> Yeah, the we're facing the issue that probably every district in California is facing and that's declining enrollment. That's a reality. I let folks know this is not a Colton Joint Unified School District problem. It's not a Sano County problem. This is uh across the state and really
102across the country as you see declining birth rates and fertility rates and uh we were just just thinking the other day when I started this is my 14th year but when I started our most impacted elementary school Sycamore Hills had over a thousand students kids it was the size of a middle school today we're at 500 so so it's half the size in about you know in about a decade >> no boundary no reboundary done that's just the natural wow and and we're seeing that across uh the district of course as everybody is and I I think we're in a good position um to make some decisions that will be net positives for everyone but the most dangerous thing is to do nothing and that's where districts really get into trouble and we're seeing that
103where they're having to make difficult decisions because they just either waited too long or just hesitated to make decisions. So, but that's something that we know we really we will address as a board proactively. >> Closing or consolidating schools uh is a very risky process but very necessary. You know, you can only kick that can down the road so long. Um and you'll know when the right time is, but building the political will, having the right communications, um even then it's really hard. You know, we create schools that families love. So why would they be happy if their school is going to be closed or consolid? It's a threat. It doesn't feel like an opportunity. It feels like a threat. So your empathy, remembering that and not getting so into the numbers um that you
104forget the impact on a family. The great news is having had to close some schools in my career um about a week in to the new school, if you tried to tell them they needed to go back to the old school, nobody would go. They we do a good job of supporting that transition and they fall in love with their new school and they find out it's great. But boy, those are some challenging process for sure. Bertha >> staying ahead of not just the next month or even the next year just looking just as a board and as you know as the superintendent looking ahead it's like pro look at projections look at at different options of what we can do so that we're not faced with a with a decision made just you know
105without much thought or much time to you know just I think planning ahead is is very important. >> So important. And communicating that planning ahead because you may take all that incremental time, but if you haven't brought your community along, it feels jarring to them and you'll say, "Well, we've been talking about this for three years." Well, they they don't know that. They hear it when the newspaper article comes out. So, how do you proactively start preparing a community for something as significant as that? It's a big deal. I have to tell you guys, it's it's always a pleasure to work with this board, I want to give Frank a chance to kind of close things out today. And but before I hand it over to him, one of the things you've done really well
106is kept a superintendent. You know, I'm a guy, by the way, if you decide to get rid of him, I know somebody who does searches. >> I did not. Can I give you my cards here? No. The uh in all seriousness, ton of literature out there that talks about longevity of the superintendent and cabinet and success of the district and that goes all the way into student achievement. And the fact that you guys continue to do this kind of work, you continue to recalibrate, you confront when you drift. Um it speaks very well to your health as a district. I hope and pray that if that you guys are all back here after the elections, but if you're not, I hope and pray there's somebody as good as you or better that comes on the
107board that can keep this momentum going for this community. But um it's always a pleasure to work with you guys. And and with that, Frank, thank you Gary. And I did uh want to raise one more issue just only because uh I think districts are uh in it's everywhere. It's artificial intelligence. Uh yeah. So uh and you know that that's a that's a big one and it's a critical issue today and uh it touches everything in education everywhere uh and teachers and staff and and so we we're really focusing we're on that and uh we uh just want to say that we are working towards uh ensuring that we communicate that out and uh address uh a lot of the issues that we don't even know about. So I think I really do tr truly
108believe that the handbook uh in our protocols in here are going to help us navigate through that. So that was another one I just threw up. Okay. Did you want to >> I can share something I heard in an interview a candidate interview recently. I wished I had the presence of mind to apply this when I was you guys. So let me share it with you. They asked a question around morale, like what do you do as a superintendent? How do you help build morale, keep spirits up? This was in Manhattan Beach where they're going through layoffs and a community are not used to that is or employees not used to that or are struggling. And she said, "Well, it's it's question number two." And I thought I said, "What's question number two?" And so
109I will demonstrate for you. It's this. It's so simple. How are you doing, Joanne? I haven't seen you in a while. How are things? Don't Didn't your daughter just finish up a degree? That's question number two. So, question number one is just acknowledgement. How you doing? I remember you. Question number two is something you've learned or you know. And so literally when I I wish when I visited classrooms I had jotted down something I learned so the next time I went even if it was a year later I'd have this note and I'd say you know last time I saw you you were just moving into a new house. How'd that go? You liking that house? People feel so seen. And when I heard that I thought God that is so simple it's question number
110two. So that's my tip for you. think about question number two and uh people will feel seen and better appreciated in your organization. So, thank you very much. >> Great. Gary uh daughter just finished her master's degree, >> hot prospect for hiring special ed teacher. >> Uh so, uh well, thank you Gary again. Uh this is I think four, right? Fourth year, four years. And uh we appreciate you. I want the board to know that I appreciate uh all of you uh to take uh this uh opportunity to uh do this every year. I know that uh my first couple years we didn't we didn't have this uh done and you know we had co but I I love the process that uh we're engaging every year to to look at the not only just
111the handbook but also to come and do some team building. I think that's so important and especially right now you saw the words UNITY unity uh and teamwork uh and all and that's important. I I just hope you feel that you know the staff here we're here together as a team and we here to serve uh to support uh the mission the goals of the the district and uh it's uh where we're at today and we have a lot of challenges and they're never going to stop. Uh, and it just us together, you know, we can overcome because I think it's pretty obvious that uh all of you uh including myself and the staff here loves this district. Uh we we just do. It's just it is Joanne is a graduate of our district. Uh
112you know, Tina served our served our district 30some years and she gets very emotionable talking about Colton High and I'm going to make her cry right now. I better stop. So it is and so that that's that's I want you to know you have you're you have individuals that really care about doing the best job possible even though we don't get it right all the time you know we we we really reflect on it uh I think it just ask ourselves uh and the board uh you know uh to continue to stay on and lead you know and we would with confidence we say that all of you and continue to ask all of you to continue to ask us, you know, the tough questions too, you know, um just makes us better because it's
113not going to get easier out there. I always tell our team here that it's not like it's getting easier. Uh and these jobs just continue to get harder and harder and being a board member is harder and harder. So uh it's just what we we choose for uh the calling and the that we've been called to and I believe the callings comes from a higher source and God and uh so uh we're here to uh support again the vision. I'm excited about vision 2030 and we're headed uh so uh I do appreciate all of you and we're I'm one minute over so I wanted to be done by five so I'll stop there. So, thank you everybody. Thank you board president back. >> Thank you so much. Thank you Gary again for for uh guiding
114us through this process and uh I know we're a stronger board for that. And with that we will adjourn at 501.