ASDB Board Work Session (09/24/2020)

001we are all live excellent um now is the the time set for uh the asdb work study session uh thank you so much for joining us um i'd like to open with a quick roll call of the board members um linda bove and i do not see linda um lynn davison and i do not see lynn um oh there she is oh there she is okay so lynn is here um mark sims and i do not see mark uh mike gordon here from there is there president mike manley i see mike uh shelley nice i see hello hi um and uh and david i'm here so um thank you so much and tsuka oh it's okay sorry that's okay so thank you all for joining us um before we get to our first um item

002uh on the agenda just in terms of david dean two and dean is here correct i think i did i say gene thought i did but hi dean um you before we get started um i think for this one to kind of you know simulate the room better than we did last time we can all keep our videos on and uh kind of almost as if we were in the same room together uh you know you can speak please just allow some pauses so the interpreters can do their job uh and just to be some respectful of some of those pauses but other than that i think that is how we'll proceed for today um you can see uh we have quite an agenda nancy can start with item one nancy could you read the

003item out loud please david uh sure the presentation of a sample strategic plan and uh if you've seen it in board docs we've uh supplied uh kind of a sampling of strategic plans from other school districts in arizona and some other schools for the deaf and for the blind in other states thank you this is nancy alexander and the first document i would like to review is the sample strategic plans it was suggested as information from our last work session that might be useful is to see what some other similar schools were doing as well from the west as well as school districts so i went through texas new mexico colorado utah california washington oregon idaho montana wyoming and went on all of their websites and documented and then downloaded and this is in board

004docs for you if they had a strategic plan what the dates were for the strategic plan because some had them posted but they were not current and or if there was not a plan posted at all i also looked at chandler scottsdale higley mesa peoria and cartwright and if you remember from our last meeting president nigro had attended a workshop with the arizona school business officials in the fall of 2019 and participated in a presentation from chandler unified channel excuse me some reason my siri decides to als all of a sudden start talking to me i apologize for that um we uh we right now have um the channeler plan that we're going to review you should have that in your board docs and i apologize for that okay i removed her from my doc

005um so the chandler plan is the one that we're going to briefly review david would you like to walk through this or would you like me to do it uh i i can i go walk through it i think there are you know hopefully the board has been able to um look at all of the uh look at all the sample plans um that we've that we've gathered and i think what i'd like to do is talk a little bit about the chandler unified plan but then also some of the the good pieces of the other plans as well and i i want to get started discussion as to what pieces of this um the other board members like do they dislike um you know what do they think are things that we should you

006know perhaps model our strategic plan uh you know from uh you know whether it's any of these subsets really i think in all of them there are good pieces uh to be found in all the my i think i really like the texas schools both for the blind and the deaf i think they're really good um the chandler has a the reason why i wanted to go through that with a little more granularity is that they really describe you know they kind of describe in a visual sense the the big pillars so to speak of what's important to the district um and then they that kind of cascades down into some guiding principles and priorities and then and then it flows down to some additional metrics you know which they're going to be looking at

007at a regular basis to make sure that they're advancing towards those goals and you know again that um i think that's consistent with some of the aspect training and i think sukay went to a similar training uh earlier in the in the year months ago when we could still travel and that was their uh that was one of the main takeaways was that we have to be able to not only identify where our you know kind of our core our big pillars are and build substantial um and specific uh uh models or or statements of where we want to be and then some measurable goals and then and then we're always going to be looking at them right so in our agenda we're gonna you know hopefully once this is all done we'll be able

008to map all of our agendas back to the strategic plan so that we know that the organization is aligning with uh where you know what the strategic plan is so if if you look at um and again uh please jump in at at any time any other board members that they have comments but if we look at the chandler unified plan they begin with the the mission the vision uh you know of the um of the entire organization and then they they kind of split down into these four big pillars of outstanding students world-class employees organizational culture and effective resource management and if you kind of follow that down to graphically that sets the the priorities of you know these kind of positive modeling statements of where they you know where they want to be

009so if you look at outstanding students it's you know integrated 21st century competencies throughout learning ensure continuous progress provide relevant and challenging curriculum uh you know foster leadership potential in all students um but that's you know students are kind of one of that group the other group is employees and how do we how do they develop staff how do they um improve staff do they improve retention how do they do that um so that's that's in the world-class employees pillar we also see in the you know there's the organizational culture pillar of how do they operate more effectively um so you know if you read a couple of samples uh in our district we make decisions based on the best interests of students we create a supportive environment for risk taking innovation and change we

010maintain and build alliances and partnerships and you know again it's recognizing that it's a district but they operate in the context the broader context of uh education service delivery so they work with other institutions um and how do they how do they do that effectively and in a way that's professional and then there's the effective resource management pillar uh which is you know more related to the the efficient fiscal responsibility uh that they have how are they spending money in a way that is uh that is efficient and effective as well if you scroll down in that in that strategic plan and we see uh if you scroll down a little bit further i think there are societal outputs in that in that chart a little bit later we see some of the priorities that

011they've made for those pillars and we see specific metrics that they're going to be looking at on a regular basis under each of those each of those matters so i think we look on page uh let's see i think around page 8 or so we see some of that here's how we measure equity and student perception here's how we measure grade level proficiency here's how we measure a standard of students in a third grade reading level and they're specific quantifiable metrics that the board can use to determine where they need to be if they if they need um to take if they're falling behind at some in some level uh they could they could pay more attention to that they can do something different they can change some of their uh programs or different programs

012and and that's the you know kind of the way that they're looking at this plan that it's a living document um and and they're they're going to be sure that they're advancing uh at the rate that is that is appropriate for them uh and you can see if you scroll down even further there's other metrics that relate to employee performance david i didn't mean to interrupt president agro but i do have a question page eight that you that you just mentioned i'm looking at the scores and i'm looking at one two what out of what do you know what their their top score potential is um oh in terms of those levels i mean they have a rubric score and they're scoring on a level from zero to uh i mean i apparently get to

013greater than three i didn't pull the rubric down uh for for you as well um i think the you know from my perspective yeah four i think i see four so that would like there's a rubric of four right um the i guess what i'm saying is that the uh when you're there when the score is greater than three it's just in the fourth category if we look at that on that page or for equity and grade level proficiency so so the idea there you know again is that we're looking at quantifiable metrics that will help us gauge where the agency is and and and track its progress so that structure i think is really helpful there now you've seen in the in the other um ones that we've we've developed they're not all exactly

014like that especially the ones from out of state um they're not all exactly like that but they're they're similar in that they can identify what the the agency or what these different agencies believe are their important um kind of important pillars and and what they're doing to further their relationships and improve their relationships within each of those so um and again if any of the board um as we talked about uh earlier in the meeting uh if you have any questions about any of these or or have any comments you know certainly let me know if you think that you you've seen some of anything in in in the uh curriculum that you like i'm sorry the strategic plans that you like from some of the other schools yeah i think now is the time

015time to talk about it and to get your opinion and i see the suitcase i like the the detail of this this speaks to my soul from a metrics perspective but i think one of the things i would like to make sure that we are encompassing as part of that strategic plan and breaking things down into metrics that we're not only just looking at testing scores but we're also looking at those post school outcome data and and trying to speak to some of those metrics as well the other thing i i'm just sort of trying to be cautious of is that we are in a very um early phase of implementing new curriculums and and i i think we need to be cognizant as the board that just by implementing a curriculum we are not

016going to see overnight changes in az merit scores and things like that that we need to not only be planning a strategic plan for five years but we need to be looking longitudinally at how students are improving and i've said this before it's not that we are giving up on the students we currently have but we as the board have to recognize that we're not going to see some of the improvements um in academics and and testing scores with the folks that are getting closer to graduation we really need to look at and start measuring those outcomes with the students that are coming in now that this is going to be you know this is a long term um you know we're in it for the long game is i guess is what i'm trying

017to say and and we're not going to see instant improvement and instant results and i think in any kind of planning we need to be cognizant of this because we don't want to set something up and say a year later go well we didn't meet the score for this class therefore this is not a successful strategic plan and mortar but if success going to do this we need to look across the agency and keep focus on our co-ops and and what kind of results we're getting from the services we're providing there as well not just you know the curriculum is only being used in our brick and mortar um we need i know that sounds like really broad and that's where some of these plans this those schools for the deaf don't have that component

018that extra component that we have and i don't know if i have an answer but how we're going to scope all of that into one strategic plan when you're talking about all the multitude of things that we're doing this is 2k again um i i hear you lynn and here's one of my concerns is that um unless the district allows us like gives us permission to use our standards we have to follow their standards with the co-op students right and i i think we're also maybe i don't want to say it's an oversight but i think we we sometimes mix the two a little bit um you know the brick and mortar schools kids are there because of their iep placement okay the uh and in my and this is my mind this is how

019i view the difference between them schools are contracting with asdb in the co-ops and so i think we need to make sure that yes we are evaluating that and they are part of it but if we want to provide better services then we need to develop better contracts with those schools that in my mind is that's where we consult shelley had something um i'm also kind of giving some consideration to how we can follow the students because some of them are coming into us for preschool and we can follow them all the way through but some come into us in high school and there it's going to be a different situation so i think we need to be thoughtful about the that particular variable that that will impact their outcomes um and will impact our

020data right and i think you know to that point the uh you know in terms of the the co-ops uh to your point that's probably going to be or i would envision that to be and one of the pillars right so so um they don't necessarily have that uh facet at chandler um you know nor do they have it in some of these other schools that we looked at that we've looked at um but i think that we would have that in ours now the metrics are going to be different because as you mentioned they're they're students in their in their home schools and they have different you know academic uh standards because those vary by district um but the services that we deliver you know we can measure the quality of those services in

021different metrics and i agree that you know we're a contractor in those cases and we're really competitor with other providers so we need to be able to have some kind of quality insurance you know program or or arm so that we can more effectively deliver those those services and be more of a perverted provider and you know in those cases so i i agree i mean i know that we've already started that um you know with the integration of the co-ops i mean we've started down that path but by placing it in the strategic plan um we'd be it's going to be something that we're always going to be looking at because we'll be able to track that again it'll be different metrics because they won't be uh we won't have as much um control

022necessarily over the entire educational experience because we just don't have that in those contexts um in terms of the the different students so um sue k in terms of your comment of the well there's two two aspects in terms of the the data of outcomes if we look at the uh you know employment and enrollment in post-secondary education so if you look at the um the texas school for the blind on page 15 you know they they have their that's one of their metrics and they have a definition the purpose importance uh the method of collection the method of calculation so in their calculation they're actually calling students right telephone calls are made by the superintendent's office or designee each summer to the last known location of the graduate including their homes their parents homes

023and adult living centers and data are reported in the hour annual report following the fourth quarter and then there's a methodology limitation or a method of calculation and data limitations so you know how i mean part of it as such mentioned is we don't have that baseline data right now and we we probably you know should determine some kind of metric that's similar to this so we can start getting that baseline because we don't you know sitting today we don't know what that is um and that's you know my understanding is that that's not something that we a a measurement like that and taking data like that is not something we typically do for um you know for doe um so you know this would be something you know a new initiative if we were

024to implement something like that this is 2k again and and i'm not sure i mike might be able to speak to this too i know there are post-school outcome data that we do provide but i do know that i do know that there might be some missing data or overlapping data on who is responsible whether it's asdb campuses or the co-ops or if the home schools are providing that so i don't know that our data reporting is as clean as it should be can i jump in and bring some just uh so there's a big black hole when it comes to psos for t for bin hi kids in arizona part of that data reporting the responsibilities going back to the leas so if if we assume that leas do as good a job and

025arizona kicks butt at psos nationwide we we get good i'm not saying we do a great job but we have data that's that is pretty rock solid when you look nationwide um there's a whole net data for uh hi and vi kids um part of that was we had we didn't get that now that we're going to be able to pull that data from leas we should be able to have a baseline a better sense of where those kids end up after high school we don't have that right now um we there's we don't we didn't report that data so we don't know where all that falls out so i'm i'm making an assumption that in the next year or two if leas do as good a job with getting that data in as they

026have with every other disability category we will be in a better place in a year or two years when we can actually know where those kids are heading a year after they have exited services so we don't have the data to make um those kind of decisions right now we might but like as a state we we have not had that so in the next couple years we're very much looking forward to having that data so we can make better decisions yeah i can back that up mike i know in our district they call and call and call and if they can't get them or the neighbor or the grandparent we all get emails does anybody know how to get a hold of these kids it's an all-out effort and i think once we clear

027the lines of ownership with our our kids at both of the brick and mortar and on our campuses camps are easier but um we'll be able to track that a little better absolutely that is critical to that for long term because i know we hammer out it and the state does a great job we're over 80 i think nationally it's it's not there and but our the data for that those groups of subcategories in the state is not it's not where we can point to solution-based long-term planning at this point because we have a gap in that data and it should be better with the new data submission protocols that both are required to do this year and that's something that i'm personally very much looking forward to because i don't know where i don't

028have actual numbers about where these kids are at a year after exiting from services so i'm excited about that so this is mark sims here can you guys hear me yeah yes yeah so i i don't live every day in the weeds with this data but basically what you're telling me is you don't have the data i don't know right we didn't uh essentially don't right so can we all assume that we're going to do a strategic plan without data because honestly this strategy and measurement are different things and i appreciate that we do or don't have the ability to measure outcomes but it's actually not strategy in and of itself is the evolution of this i mean i appreciate the need and i'm glad better date is coming but in terms of a strategy

029our strategic plan would seemingly be something that would be better i mean unless we just say well we'll wait till we have data we're going to have to do a not totally data full strategic plan am i missing something i'm just not totally understanding or something i think what you're missing mark is that the strategic plan has several parts of it right so we're going through the different uh parts of what that is and now up top there's kind of our big pillars kind of our subpillars describes what's important to the agency and how we're going to implement that if you scroll down way down you'll see the different data that we are going to use to measure our progress towards those strategic goals so we're kind of at the bottom of the page right

030now if we look at that um are we gonna you know we're gonna begin to collect baseline data at some point but what i'm saying is the strategic document that we have is gonna talk about what data is going to be important to us to make sure that we're achieving is about an execution issue not a strategy issue in other words you formulate the strategy and then you give the professional staff the call to execute the strategy so we're really now talking about the execution of the strategy rather than formulating the strategy am i missing something uh yes uh you're missing that we're talking about the kind of the the implementation of the of the strategic plan that's correct and that's what the professional staff does at the agency correct we're talking about the bottom

031of the page now you know in our agenda today we're going to be talking about the top of the page we're going to be talking about our big pillars we're going to be talking about uh where we want to be as an agency and then where that leads from there right because again we're going from the top to the bottom on a strategic plan we're going to talk about how we're going to measure where we're going to that's go that's part of it right so we can't we can't a complete strategic plan without some of these without some of these metrics you mean you can't execute it and then you can't say what those measurements are but when we're talking about whether or not we have the data or not that's that's a different issue

032am i missing something i'm i'm just i i think i think you are i think that we we can't have a strategic plan if we don't know what we're going to measure and you know we don't we're not going to be able to say hey the x is important but how do you measure anything okay are you going to be measuring anything anything yeah you yourself no that's what the professional staff does so my point to you is at some point we pass over the execution phase from the strategic phase and i appreciate people's expertise about the data and data sharing and that you have it now there's a good relationship with ade and the agency and all that that's awesome but that's actually not the specifics of a strategy that's the ability to execute

033the strategy it's a different conversation i don't know that we're ever not going to be focused on what the strategic plan is right i mean this is going to be a living document that we're we're trying to live every you know every meeting every every few months we're trying to make sure that we're making progress towards our strategic goals which we'll set you know at kind of at the top of the document right um so the the ability to track progress is is part of this plan nobody said it isn't but the discussion of whether or not we can actually currently obtain the data or not is different than what you're talking about there's no question that we will need to obtain baseline data in some of these areas after we've gotten to that point

034where you know right now as we again my goal in this is to acquaint you with what a strategic plan looks like and being able to measure certain outcomes and obtain data part of that nobody disputes that i i i think you just did though right i mean didn't you just tell me that we shouldn't be thinking about data because we don't have no i didn't say that you're misstating me what i said was we're talking about whether or not we actually can do it right now and what are the interagency issues that are causing those problems that's not within that is a implementation issue not a strategic issue i would think that the you know what type of i mean we're not even sure we're going to measure yet but we know that that

035we're going to our strategic plan is going to be uh is going to contain certain metrics that we want to measure but then we don't have that yet and you're right we don't have that now we do need to get baseline data but i wanted to show you what a strategic plan looks like and we give you giving you several examples um and that's our next point of the agenda is you know what's the board responsibility in this process and i was hoping a little bit later if you look at the agendas we're going to talk about you know what are these big pillars what are the what is the mission or what should it be if it needs to be revisited and what are our priorities um other uh you know in terms of

036looking at the at the sample strategic plan um are there any other questions or comments about you know what they look like or you know what what our model is or should be or any any parts of these that that you like or dislike dean i mean you just you just speak up this is a free pre-opened form well i want to make sure i raise my hand so the interpreters can keep up and understand uh what i'm talking about and who's talking this is dean you know i i'm gonna ride this wave because i i feel like i'm echoing a little bit with mark said and i got really excited when i heard what sue was saying about the co-ops and and what that whole dynamic is what i'm concerned about is we start

037to fall into the weeds on data and metrics and that's to me that's not a strategic plan guys if it's the co-ops what are the strengths weaknesses opportunities threats all of that are you know when we get into that discussion that's strategic and i just i'm gonna keep you know trying to keep my eye on the ball because i'm looking at it as we're the board we're 30 000 feet we've got objectives we've got to do and talking about all the things involved in that strategic plan now i'm going to agree with mark once we start getting into the weeds about the data and the metrics i think we're losing fact we're losing our focus so i'm gonna ride the wave but i'm gonna keep saying this that keep 30 000 feet that's what i

038think the board's supposed to be doing as a collective just something to think about guys i will note that every one of these strategic plans talks about data and how they're going to live their strategic plan and how they're going to measure that do they also have other things yeah they do um but we're looking at it from top to bottom now and you're right dean the the what we're going to think about the co-ops is going to be different than what we've seen you know what we different than what we think about in our brick and mortar and are going to be different than what we've seen in some of these other sample ones that we've looked at because they don't necessarily have those relationships now what what exactly we're going to measure i

039don't know and you're right we're going to rely on the professional staff to tell us that um we're going to be creating kind of the top parts of these documents about what the priorities are what the vision is um you know who the you know who the stakeholder holders are and where we want to be with respect to those stakeholders um but when we look at top to bottom we're we're not going to make half a strategic plan right we're going to make a full one just like we see um and i'm not here to say that we need uh you know 3a and uh on the texas plan is you know should be this or that i think we're going to rely on the professional staff but if you'll notice they all they all

040have these parts and if we don't have these parts in our final strategic plan but we haven't done our job and i agree and i think what i'm trying to see off what mark was saying is at what point do we determine whose role that is obviously it's staffs if we've got you know the goals and objectives of strategic plan and in order to make decisions down the road on that we need data but for now i just i worry about us falling into the weeds real quick on the data elements and the bits and pieces and parts of the strategic plan in respect to all of our time so we can get there i'm just making sure i'm following the ball i want to make sure that i'm not missing something so i got

041really excited when suitcase started but talking about this the co-ops again and i'm like all right let's let's dig into that as that's piece of our strategic plan what does that mean because i can come up with all kinds of strengths and weaknesses on the co-ops and other pieces of those pillars so i was thinking maybe something else that that's the direction we were going maybe we're getting there i'm going to follow along and just kind of be in the balance or the thought process i guess that's item three in the agenda the suggested next step with the big rocks so the big rocks is what we're going to talk about the co-ops we're going to talk about brick and mortar schools we're going to talk about business management effective business management these are all

042things that i i think we would want to talk about as our as our main pillars but you know this agenda item is really let's take a look at the samples let's look what they look like you know what we're done it's going to look something like this um yeah i guess good unless anyone else has anything else to say with respect to agenda item number one uh we're going to go to the board's responsibility in the planning process i think nancy you were going to talk a little bit about uh what what the board's responsibility is although maybe maybe i've just done that in the context of talking to dean but if you can just go along a little bit about you know what what the board's responsibility is in terms of playing this

043from a high level and we'll work with math during the course of this process that'd be great first of all i think it is important to have the end in mind and david that was the purpose of the first agenda item is to give you a a visual or a picture of a product of what you might have it at the end and the components necessary the board and this is nancy alexander's experience working with boards in strategic planning you can change this but typically we see the board providing the clear vision of where you want to be in five years and we know that if you try to do too much you won't do it as well as if you try to do some ice some big rocks so if you think of a

044jar you can fit in three or four big rocks and then all the sand or salt or colors or whatever you put in water all of that is then how you meet those big rocks and that's exactly what dean was saying the staff's responsibility they will so if you think of process if we could get your big rocks and we could get to the point of developing metrics with the staff and come back to the board and say here's how we'll know we're able to have um the what markets said premier services or in this case of the chandler's plans outstanding students world-class employees organizational culture and effective resource management with those five big rocks if you can help us with that then if all of a sudden you come and say as a board

045we want you now to look at um i'll i'll use virtual because we're doing it already but if we weren't doing it already then we could say how does that fit in with our big rocks so that we don't keep getting over into the shoulder or off the road map for continuous improvement the staff's responsibility is to give you good information and that's with data and so once you have your big rocks then we go back and tell you how we think we can best measurement measure it and you might say then i want also data that has to do with post-secondary outcomes and if we haven't included that then we'll refine that process so you'll be the filter along the way but we have lots of data sources and we have lots of gaps

046so if in fact you have limitations the first year we'll be developing baseline data in some places but over the course of five years you should have that baseline data and you should have improvements that show that you've met the goals that you have for these pillars as david refers to them um we need help with the pillars so that we are all rowing the boat the same direction and that i see is the board's responsibility in this first part of the planning process once we have the pillars we can operationalize those with staff and come back to you and once we have that refined to the point that the plan is approved by the board then it that's what you get reported on every board meeting here's how we're doing on these four pillars

047as evidenced by with the documentation necessary so the documentation that you're talking about with post-secondary outcomes for all of our students is a powerful measure of what's happening to them when there are adults year one put a system in place how to collect it year two and get the baseline data year two show uh two to five percent growth year three you might adjust that because that really underestimated and so that's the living document that you continuously improve but you don't shift the big rocks it doesn't mean you don't have a lot of flexibility but you you don't then start having to one on the left side of the boat start rolling backwards or going a different direction and that's where the strategic plan really helps you and so i can go on and on

048i dream about strategic planning so if you guys want more details i can go into that but as an overview help first with those big rocks or pillars uh this is more of just throwing out a seed it's sort of a question in my mind um and nancy you might be able to clarify this a little bit for me where i'm struggling right now is the two halves of this agency the brick and mortar and the um co-ops i think there are some generalities of those big rocks that can be consistent across both but i also think you know the brick and mortar we do have much more control than we do on the co-op side of things and i think i'm trying to visualize some clarity of how we're going to measure those you

049know without having two separate strategic plans it measures not the word how are we going to develop something so that it's not too completely separate strategic plans sorry we are serving students so we want to have outstanding students as a big rock or high student achievement and then from that you will have subsections because you're not only with the itinerant services but you're going to have that with the elp and you're going to have it with primary intermediate and high school so that's really the weeds and that is will be in this very detailed strategic plan and that takes a while to develop but you have the talent to do that so when we look at elp 0 to 5 and we say to that staff how do you know that you're what what first

050of all what do you do and then how well do you do it and how do you know and right now when we ask how well you do it they can answer that by saying well we think we do a really good job and what they should be able to say to you is that here when we have the kids at one year old they know ten words that they can sign as an example and by the time they're three they know a hundred and fifty this is how many words in vocabulary a speaking child has and where you compare with that that it's going to take a while you know the the data piece is definitely in the weeds and it's not as refined as it can be but if you give us that

051strategic direction if you give those um pillars then everybody focuses in on those and i think we are in some respects because of initiatives that you've asked about and and but it's just not um in a plan so back to dean um itinerant services have been that was on the agenda not on the agenda but on the forefront of discussions and as a result of that we knew in order to get quality assurances we needed to have consistency with leadership and by having five co-ops that had five different leaders doing five different things we were going to get five different results so um we're still continuously improving any organization usually is but now it's with you saying these are the three four five most important things that you should be putting your time and energy

052into you have your budget committee that shayna has been working on but now let's get some measurements in and really talk about that resource allocation if that's a big rock and really do um so that's the strategic part what mark is talking about is then the devil and the details and that's where we rely on the expertise of the staff but i think achievement wise you can have then branches on underneath the overall student achievement to differentiate that question quick question have we had a strategic plan in the past and i forgot about it or not that i'm aware of no okay i was just wondering if we could compare yeah if there's anything to compare to um where how we did on a previous but if we didn't have one then that's what i

053wanted to know thank you we we had a strategic plan but it did include the board in the development of the plan this is before my time i found a strategic plan that had been developed a while back and when i asked leadership and staff about that plan no one seemed to know anything about it so when you look at the scottsdale one as an example i mean the their goals transcend these organizational data issues right in other words there are big big goals and then and that's why even the division between cooperative and brick and mortar doesn't necessarily make sense because or it's not a restriction because you come up with a goal and then it gets implemented however it works for that particular component of the agency that's my take on the strategic

054plan unless one particular thing is a particular rock is totally improve itinerant services as its own thing if you put that obviously that is specific but you look at scottsdale they're across the agency right they want higher standards and accountability i mean i know these are really broad on their part but you know those are what i envision the types of things that you would do because then you would measure every board action and everything brought to the board is whether or not i mean this is just like having you know a mission statement followed by an organizational values and then you decide does everything you do is it consistent with the values or the strategic plan that you're trying to initiate and so that's what i would think we'd be doing not whether or

055not you can actually achieve it at year three because you have the data between four agencies and you know whether or not the internet works thank you mark and two things the the strategic priorities for scottsdale were communication and community partnerships optimal class sizes and personalized learning teacher quality and professional development technology improvements and integration high standards and accountability and school safety safety and school student support so those are the big rocks and then once you have agreed on those big rocks then we operationalize them and present them to you to make sure everybody is on the same page and there's no surprise i didn't know that's what you meant about school safety i didn't know that's what you meant about optimal classes those types of things are there's that clarity the strategic plan that

056was in place was developed in 2001 by the executive leadership team that annette and i were able to uncover and ironically the things that were in the plan are really what the schools have been doing in the past three years from the help of ade with school improvement there it said to get a curriculum in place it said to recruit and attract highly effective people and teachers um so many of the things that just we were working on anyway but it was one that was done according um to looking at it that somebody sat down and said these are a nice to-do list and nobody ever obviously nobody ever knew anything about it since annette's been here and we've had accreditation you have to and school improvement you have to have school goals every executive

057leader has a school goal and smart goals that they work with the net on i mean you have systems in place it's just not a comprehensive everybody rolling the boat together plan and so that's what we hope to accomplish and then you know the devil in the details really is going to be the challenge of the the staff to be getting begin getting better data and this forces that by saying as a board these are our priorities and we want to measure and um that way then you continuously improve because you're it's data driven thank you welcome linda we see linda has joined so welcome hello uh we are um just finishing point two i think you know given that discussion we can go on to uh point three the suggested next steps with the

058big rocks i think mark's kind of kicked off some of that um but really you know i want to hear i'm interested to hear what the board members think that the kind of the big rocks um should be and maybe before that there's there's big rocks but before that there's the you know there's the mission and the vision and that's going to transcend kind of the rock so to speak of the pillars um but if if we can hear some discussion of what what we think they should be you know mark has expressed um you know or has taken pointed out the the scottsdale priority goals uh that aren't necessarily divided by uh by school or by you know grade level um but their qualitative goals or qualitative areas um that you know within which

059the school is going to work to improve um is there and if we look at something like chandler uh they're breaking their pillars into you know employees and students and resource management uh it's a you know kind of similar for some of these others is there i'm interested to see what the board thinks that are kind of our big pillar should be i think mike is on were you going to say something mike you're a mute no well i mean there's there's basic tenants that should be in every strategic plan for an educational institution right increased academic performance increased graduation rate lower lower dropout rate dealing with students with disabilities we could talk about there's a whole scope of things that could generalize um has pillars that are almost obvious like academic achievement and post-secondary

060employment well wouldn't that be just a pillar of excellence and then it's kind of all encompassing and then you strive for it through the ways that you measure i i think the idea is to be more um a bit more focused than that or at least that's that's you know my take on it is you know when we look at scott snails they're you know the communication community partnerships optimal class size and personalized learning those are those are all good goals i mean there's certainly nothing you know nothing wrong with them but the way that that i envision you know looking at uh you know the strategic relationships of the agencies it's um you know what are we doing for our students um what are we doing for the for employees and staff development what

061are we doing to improve the organizational culture um and and maybe the students you know maybe we do subdivide that down to the the different ways that we serve the students right i mean we have elp which is a real you know a big component of the agency i mean especially with language development that's our language acquisition that's really important um that may be a pillar it could be a pillar that is the itinerant education component the co-op component it could be that a pillar is the the brick and mortar school one i you know i i don't have one i'm not set on one idea or another that's what i want some of the board input on you know what are the what are the major areas that we're working towards those are execution

062issues from my perspective you're you're dividing it down to different components of the agency and how you want different components of the agency to perform as compared to what are the overall strategies that you want to employ or obtain use or it's a it's a little different when you start sub categorizing it i mean if you want to say you know we want services to be available to all throughout the state that's different than you know we want the itinerant services approved i mean why would you say that as compared to we want all in services approved unless equity or something like that becomes your overarching value um i i i i don't know i i defer to nancy in terms of how you uh break those types of things down but when i look

063at a lot of the even chandler i'm looking at it right now they don't get that specific like well you know we need to make uh you know middle schools better well right and i think i think we're not saying that the goal is make things better as you know as mike that said there's certain goals that we can all agree on that every you know educational institutions gonna you know it's gonna agree on um but the uh the idea is where are we gonna what what are the core values what's the vision and then what are the major components of the agency um or or facets of the agency uh with which we can you know implement these strategies so the again we're kind of talking about the top level um uh type of

064ideas we're not necessarily saying we have to have a post-secondary outcome as you know that's not a pillar right i mean that's not going to be that i want a net to figure out what parts of the agency do whatever to do to get our strategy i don't i don't want to figure that out that's what annette and her staff is supposed to do this mike it regards the blindness there's a certain skill development that really should occur before you can just embrace the idea of academic excellence there needs to be you know braille literacy there needs to be advanced technology skills you need to have advanced and comparable travel skills to be able to not just run a route about to getting yourself from the from the classroom to the bathroom but really be

065able to navigate and and travel independently those are all things that have to happen before you can start talking about are you going to achieve a 6th grade or an 8th grade or a 12th grade academic level and you're going to be successful in college preparation et cetera that is transferable from the co-ops and public schools to the brick and mortar to to uh to actually anybody that's in school that's blind uh i'm not sure if if you know those you know and it's not just an academic uh pursuit that would happen through school that that has to be foundational before anyone can actually begin to talk about their their academic the succe of those techniques you know that's that's something that can be worked out in a variety of ways but uh if we're

066talking about strategic foundations i'm not sure how much that is i don't know how the focus of that is uh is pervasive but it certainly is necessary um i'm going to kind of piggyback on what what mike is saying and i'm wondering if um what i'm hearing is academic excellence or it could be one pillar but i'm wondering if um social emotional um peer equivalence you know to some level is maybe another um pillar specific to students that have sensory disabilities that we're not just looking at improving academic scores but we're also looking at improving their independence and their ability to be on the same playing field the a level playing field with their peers outside of academics or in in conjunction with academics and that may be a separate pillar that we need to

067look at sue k i might be able to help you with that that's this is nancy if you look at some of the plans and and then this is the hard part of strategic planning but we can if we start out with um the wording of outstanding students then we start defining and you can see in chandler's example their two focus areas were academic excellence and emerging leaders we could have focus areas of academic excellence we could have social and emotional accident excellence we could have and that's really for the staff to help you define because you have the benefit of having pieces for the representative group of your being as a board member whereas some other board members won't have that so we can help you with that and then you help us did

068you think about this this and this so what i'm hearing is one pillar is we want to we're all about kids and we're all about our students and we want our students to do really well and chandler calls that outstanding students and then we start defining it and we come back to you with what here's some what what would look like in guiding principles if we want to use those the you know we're going to start now peeling the onion and giving you examples and then we're going to give you more examples of how you measure it so what we hear from the discussion here is we have to make sure we recognize academics with put but we won't post it we want our kids to be successful when they leave and have choices of

069whatever they do when they leave our schools we and that ties into mike's graduation rate and po secondary outcomes but with michael gordon we want to make sure that we have the developmental stages that are appropriate we want to make sure we have the curriculum all of those double in the details of what you do to get to having outstanding students the plan will have a picture for you of how you'll know that you have outstanding students but we need that pillar and once we have that then we'll start working on with the expert internal expertise of our best thinking and then collectively with your best thinking to get us jump started with those details i personally outstanding students doesn't do much for me but i can see probably how they got to that point

070because it's more than just academics okay mike just everyone just i'm sorry again yeah so this is mike so i was looking at some of the plans um like washington has a basically a two-pager um kind of cuts cuts right to the point where they have a core value statement that's global for their state and then they have a big 15-year goal like a big hairy audacious goal so they and i'm gonna just so i i couldn't figure out how to cut and paste to the chat but they have a core purpose where the wrestler plan is basic it says to empower blind and visually impaired individuals to reach their full potential right so that goes sel beyond academics and then they have one big goal every blind and visually impaired student in washington has

071the supports and services they need to succeed so their big goals are their whole state uh empowering blind and visually impaired students to reach their full potential so that encompasses kind of the whole shebang it doesn't get into the details of you know increasing ips and itinerant services in northern uh arizona it doesn't get quite that specific but do we have a core purpose that we can force the pillars into if that's what we're trying to figure out mike i think i think that's our homework i think it's to you know try to to try to think of things um perhaps discuss at the next video where we discuss it now uh i mean i think that's this appropriate the agenda item um so i think uh yeah and again i understand that maybe we're

072not as eloquent uh on the fly as we might be with some thought but you know a core purpose or a mission and a vision statement to update what we have uh now is probably something that we that we need to do um and uh you know i'd love to hear everyone's opinion on what that should be this is nancy again if you look at your mission your vision your mission statement it's education for all students throughout arizona who are hard of hearing deaf or have vision loss leadership and service collaboration with families school districts communities and others and partnerships with other agencies that will enable children who are hard of hearing deaf or have vision loss to succeed now and in the future that's what we're committed to excellence and innovation in so to

073your question mike that could be your four pillars if you want to start by the vision and mission were all in your board docs from the last meeting we also have then core values what we call them our guiding principles but it's act accountability and we've operationalized that collaboration we've operationalized that in transparency and we've operationalized that and we're in the process and we just met on wednesday to refine what we believe about um students and staff and our partners and so we'll have belief statements completed they're all around this notion of the first part of the mission statement education for all children we haven't got to the point of leadership and service and in mark you and some of you that were on the board will remember we struggled with that leadership and service

074because we weren't sure what it really meant when we revised this in 2015 but those are what your mission statement says and so um we can make those available um through leticia again for board members if they would like uh certainly and and you know they're i think through this process they're certainly open to supplementation this is nancy again if you can help us with the big rocks to start out with we can put together a template for you that takes channelers and some of the others components and have that framework i think that's what we were trying to accomplish david when we had this first item on the agenda and then we just continued to work through the process and you may at some point say in all of these discussions our mission doesn't

075match what we're trying to do here in the next five to ten years with advanced ed accreditation they ask you to review your vision of mission annually to just make sure we still are this is who we are and what we do and that's your vision and mission [Music] so in terms of the the pillars that there's more um they're the more like to discuss that any further in terms of how to organize you know what these pillars are going to be i mean i think we've had some you know heard some opinions about what they should be um other other other others that uh want to express with what they think that you know what these pillars should be to support the lower part of the strategic plan um if there is oh shelly

076hi yes this is shelley so i know we mentioned um various pillars but and we will expound on them but we do need to decide on maybe a name that would go along with those things um that we had mentioned before or do we need to discuss those things we've mentioned to be able to come up with the actual title of those pillars um in terms of the a name for the for the overall plan you mean i'm just wondering do you want us to kind of give some ideas of some exact pillars that we're thinking of academics related and things like that or general pillars i can't think of what we might title them but of course we definitely know the data that we need to be able to get to a certain point

077to be able to make those plans and make that strategic plan but i'm not sure if you're wanting like the actual naming of the pillars or the various ideas related to that i i would i would like you know your ideas on that um i know we've heard different ways to organize it and i think we at some point um you know should uh and again not not this meeting but at some point we'll need to uh identify them and we could do it a number of of different ways right we can have a you know an organizational excellence or service delivery um excellent type pillar that that could be it or we could have pillars based on you know the different modes of service delivery um it's really really what makes sense to us

078and what um would uh you know would fit you know our vision better that that's really what i'm trying to get to get some input on is how should we organize our you know our plan these kind of these big pillars so that we can then go back and look at some guiding principles or look at some you know visions under those pillars and then all of the data stuff we'll we'll look at you know the professional staff to help fill in those details linda speaking i wanted to ask annette got a question for now just want to make sure you can see me um i know i jumped in in the middle of things um but a thought occurred to me and then i know you've been working on um these different uh you

079know issues in the past and so i'm wondering if you've got that sort of outline i feel like maybe that's where we could start and then yeah if you recall um i had set up five strategic priorities yes exactly yes yeah um so what about those as a starting point yeah so i will and we can know what they are um the first one was communication and relationship building and the reason i set that up as priority one was because we really needed to re-gain trust there was a lot of distrust both in the agency and external to the agency so that was the first one communication and relationship building second was that the early learning and development really focusing on the yield to five and then third was academic achievement and family engagement which

080was 4k to 12 and then fourth was focusing on staff and leadership development in the agency we needed to develop more expertise more knowledge more skills and we needed to provide leadership training so that was the fourth one and then the fifth one was um resource resource allocation really looking at not just funding that's a critical piece but also facility personnel all of the resources we have that we can use to provide the best education and support possible so those were the five strategic priorities you can pick any of those you want you can completely change it you can follow the four pillar model from the chandler unified school district it's really up to you oh okay all right that sounds good and i'd this is okay i do think um there are pieces of

081that that we could use but i also think there are pieces of that that could be combined under one pillar and then maybe have some of those actually become some of the priorities or maybe even objectives or goals that we are trying to meet under those priorities um because i'm hearing bigger things like um [Music] stakeholder engagement i'm hearing academic and um student development i'm hearing professional development and retention those are some of the bigger things that i'm hearing out of what we're talking about and i don't know if we can use those as starting points in sort of fleshing out some of those pillars i it's okay this is david i think we think we can um you know in terms of the improving the the the organization and the staff that could be

082a pillar i mean just as we could say um you know service delivery or or skill development in the in the blind side we call it expanded common core right so that's that's what what mike was talking about before um i'm not sure if that's necessarily its own pillar or if that's uh something that um goes into you know providing the pillar of what we're doing for our students um and and maybe that's a subset of that and that's you know that that's really you know where i'm looking for input on but i think you're you know you're exactly right i mean those organizational goals are kind of you know one goal what do we do to improve the organization the effectiveness of the of the people who work for it um in addition to

083what are we doing for our students and and the students either you know again both the brick and mortar and in co-op and in early learning um and you know if those are our pillars then we can divide down into you know what specifically is it well we have again unlike you know ordinary you know school districts we you know we have a special student population they have they have certain needs and here's how we're going to you know here's how we're going to meet those days so it's okay again so i you know in my head i'm thinking effective resource management i'm thinking you know student development and excellence i'm thinking organizational culture and professional um development and retention i'm kind of drawing a blank at that point that's that's a great story linda's

084saying yes i totally agree with that that's a great start that's some good choices there for us to think about um i definitely like what i've seen and heard so far in this meeting tonight and i think um those five strategic plans really help guide us and you're right we do deal with students with special needs it's not like other schools and other districts so i definitely think using those five strategic plans and adjusting them and then moving forward from there rather than you know trying to reinvent the wheel i think that we've already had some good development in place that annette has already set in place and her she has already met with staff she's already been through a process and she's already presented them to us so i think that we could definitely

085use them to become maybe one or two of our pillars and i think that would be a great start and then of course there would be sub categories under those that we could use some of those strategic plans of course it's not going to happen overnight rome wasn't built in a day right it wasn't built overnight so we have to be realistic about it here and of course as the board coming together it's going to take time it's going to be a process but yeah i don't we don't want to be overloaded all at once with all of the decisions um that might be a bit tough but yeah um yeah i mean we wish for great things we wish for uh change to occur but we have to get something in place and we

086have to be realistic about it oh sorry i'll stop talking but um yeah everyone's you know everyone is just go ahead and jump in with your different ideas i mean this is how we're doing it i know it's a little bit awkward here on zoom but i'm just kind of throwing out my ideas right now yeah i mean we're all board members we all have you know different visions and ideas so we need to bring all of our thoughts together you know with one goal in mind we definitely need to do that and be able to make those adjustments and discuss you know what we like and we don't like about it and you know of course it's very important annette's input is extremely important she's out there we need information from the itinerant services

087we need information from all the different facets of the organization we need all the information to be able to come together and make these types of decisions and it's definitely hard for us especially individually yeah so it's it's tough um we need to develop a collective thought process of a collective board approach um to be able to you know serve our deaf and blind and visually impaired community this is shelley oh this is just my thoughts linda said so this is shelley um i'd like to make a comment did we decide actually how many pillars we were going to move forward with or does it not matter at this point i'm just are we doing four or five that would be one question and then i was thinking about um one definitely related to students

088uh i see some of the other ones like chandler unified they're just talking about outstanding students something along those lines um i'm not sure exactly maybe we might want to use a different word for that but and then of course we would have subcategories and include communication and effective communication and development and milestones and those types of things within that pillar and then someone else had mentioned i think chandler unified said it as well the organizational culture i think that one's important for the entire organization and that would apply to the to the entire organization as well um another one that i'm thinking about is something related to resources and making sure you know those honestly those three are what i'm thinking of at this point of course later down the line we likely could

089add more if need be and linda's saying three i think that's really a good start at this point i mean you know we could add down the line but i think that's a really great start yeah i mean and linda's still saying that um if anyone you know wants to go ahead and talk why is everyone so quiet right now anyone else have any comments or any anyone else have anything to say i'm just curious anyone else's thoughts here tonight this is sukay um i i and this might be under resource management it might be i i i also think we need to have some attention paid to and some um priorities as far as partnership development and stakeholder engagement whether that's parents whether that's other agencies but i do think that that that community

090piece needs to be part of this as well yeah i i certainly agree i mean how the agency relates to you know not just the the students but the parents and the other school districts i mean that's that's really important that we have good relationships with uh you know that again the school districts in the in the co-ops but then also the school districts that place students in in the brick and mortar school so you know we need to be sure that we're you know we're serving that that's the holder group as well and and just to tag on to that david i would also include those people that we are contracting with to provide some of those fill in some of those gaps that we are not currently able to provide to students we

091need to make sure that we are maintaining good relationships there as well and continuing to expand and develop as we need to fill other gaps i i certainly agree and and to shelly's point i don't think we're set on the number of pillars really i mean it's you know i think if it's four or five that's fine i mean you know two is probably too little and ten is probably too much but um at least from my view anyway there's there's not a i don't think there's a right number david this is nancy so what's bubbling up just to kind of help you um frame this is that we we have this one pillar and that is called communication and relationships but that's your partnership so we can define that but for now it's really

092how you communicate and that came up real clearly when i asked you at your last session what was one as burning issues is the word that i use so this communication building relationships talks about how we work with parents how we communicate how we do that piece of the bill and it it honors also that social and emotional peace that we need to have with our partnerships then we have another piece that's really bubbling up and that's about supporting students that it's more than just achievement but it's it's giving those supports and how do we know we do that well that's our job to come back and say here's how we can tell you we support our students and measure that we're doing a better and better job of it it can be through satisfaction

093surveys student achievement data a whole host of things then you have this other bubble up as organizational culture and that's where you can put in that outstanding world-class employees in your organizational culture you have to value your employees you have to recruit them you've got to train them you've got to keep them so that they can then help you build that communication and the student development and in the fourth one and and it's almost in every strategic plan is that resource management because if you are really looking at a strong accountability system that a strategic plan demands you're going to have to look at your resources and are you allocating it to in that particular area if you want to really build your student development is that where your resources are being allocated so they

094they're all a jigsaw that fits into a puzzle but they stand alone when it comes to reporting back and that's a little bit different than the washington plan the big hairy audacious goal you can have if you want and that can be dreaming where we want to be in um um five ten five ten years mark said it the best i even wrote it down when he talks about the the banner that's um i had a school that talks about how many um um help me mark uh nope nobel laureates okay thank you i just kind of lost the word and things and you know so you can have we can get that too you know to help people get jazzed up and excited about strategic plans and those types of things to say down

095the road and then this is how we're going to get there and we're going to do it through really having those relationships in the communication is one pillar we're going to do it by really supporting our students and whatever they need we're going to do it with resource management we're going to do it with a really strong organizational culture that values the employees and the work that we do and so that's what i'm hearing so far i think it's really good summary of the discussion nancy um linda yes david um so i'm listening to nancy that um just brought to mind the technologies um that you know we're looking at in the future we're already depending heavily on technology particularly during covid and so i think that um making sure that we indicate our our

096need and desire to keep up with technology and potentially expanding in that area for both teachers and students you know they've had to learn on the fly in a lot of cases how to use the internet well and how to use that resource well and then also using research to inform our decisions as technology changes and as as our environment changes we need to keep an eye on that and make sure that we're making appropriately informed decisions as we expand in areas like technology so maybe under organizational culture maybe i don't know sure i think go ahead but um i think you're absolutely right i mean as technology evolves when we use it in so many ways i just think of you know the ways that you know blind visually impaired people used uh you

097know apple iphones and things like that as screen readers and things that weren't even available um well they were available 10 years ago but they might have cost thousands of dollars instead of you know just an iphone um which which is still expensive but you know not thousands of thousands of dollars um so you know to to me uh i think that's a great point i mean i think that is part of our service delivery is how to use those tools um both the assistive technology piece of it uh but also the virtual learning piece of it where where that makes sense and i think we're you know a lot more comfortable doing that now post covert than we were um you know a year ago and that's and that's a good thing i mean

098i think we can use this even on an ongoing basis so you know to me that's part of the effect of service delivery um and in some cases it also conserves resources so it almost does double dude david i put triple duty i think it does the student development it does with the organizational culture and supporting those teachers and the training that's needed for that and it does in resource management so those are then what we and and that's a really good point when we come back with a draft we may have forgotten technologies and only put it in for student achievement and assistive technologies and you as a collective group help us filter through and say did you think about this what about this it may not be we're year one but this is

099a long a strategic plan this is our roadmap of where we want to be in the next um five years and the number of priorities we do know if you get over five it's hard to manage them in in i mean i don't know why i know that so i don't really know that that's a fact but when you just think logically having too many um plates spinning some are going to fall through so if we could do really well our communication and our relationships and we all knew what that was and we all knew what it looked like and when somebody goes to lynn and says you know they're just not communicating with me you can with confidence say have you seen their newsletter have you seen their um survey when they ask for

100your input have you seen you know you will know exactly what we're doing in order to build those relationships and improve communications when we have student development and we certainly will have achievement data but we'll have other things that measure your student population and how they've developed opportunities anecdotal as well as um quantitative data and then the the culture that one's almost it seems more nebulous but almost easier to measure because it's teacher turnover it's staff satisfaction it's um you know you do a good job with the organizational culture and your kids are going to develop better you know all of those things are interrelated and you have to have the money so how are we going to just allocate our resources as effectively and as efficiently as possible uh all right are there is

101there any more discussion on the the pillars uh themselves no okay um nancy then if perhaps we can move to the next uh the next agenda item the filling in the areas for the next meeting so we've talked about a lot here and if we could agree that we're going to start you eventually will formally approve the plan but if we agree right now we're going to start and we look at these four pillars your homework assignment would be for the next um the next piece is to do a lot of what you've already done what i i want to measure this i want you to think about this i want when we and so we're now really operationalizing these four pillars of what you would like to see you won't do the work but

102we might not have the data but it's really then starting for you to think in these four areas how would i know with confidence that we're making progress and what would it what would students be doing what would parents be doing what would staff be doing it's those types of things so if we can get you a framework um tomorrow that has your vision and mission and our guiding principles and has the asdb with these four pillars you can look at the names and you can then start saying okay that they call them guiding principles that they want to integrate 21st century competencies through learning you may not get down to that detail but you might say something to the effect of i want all of our kids to be prepared to go into the

103workforce and if that's what at one of the indicators of student development means to you then you've brought those ideas and you've had time to think about them you might not know enough about communication and relationships so they might be questions how do you currently talk with districts how do you currently talk with parents how do um you know what it is and it's just more i i don't know enough but i wonder about this is what i would like to know and that's what we can then build into the plan so that's what i had in mind david as our next steps if you um and then we that gives us from october 1st until november 5th to start really getting into the meat of things it won't be a finalized plan but it'll

104be enough so that we all are shaking in our heads that yep this is the clear direction we want as an agency coming from the board level and then that gives us until j at the january meeting we would have you adopted and that would be a plan for 2021 through 2026. that's my that's ambitious um that's you know if there wasn't a pandemic right now i would be very confident that we could do it but i do know that the system is stressed right now but that's that's my my timeline that i'm working with i'm annette on so we're going to give it our best shot if that works out well for all of you um sure so certainly it does for me and you know i think if we if the board can

105bring to the next meeting although uh you know if they could have prepared to share some of those you know some of those times that nancy mentioned some of those you know potential questions or guiding principles um you know i think that we can we can reconvene and um you know discuss kind of a little bit of the more nuanced or discuss it with more granularity than we have today and david there is nothing wrong with taking the ideas that are included in any of these plans you know that's what they did to get make their plans you know and so if you really like how they've done this and you really like the statements you don't have to reword them or do anything just um be you know if you can just take some

106time to help us then we'll i'll get it a more personalized plan because we do know that chandler is different than asdb we know scottsdale is different but what i'm hearing is at the end we are going to have very clear matrixes that measure and report on a regular basis the products progress we're making on this plan right and that's i think that's you know good a good point there nancy i mean you know to me a lot of again i really like what texas has done both the texas school for the deaf and texas school for the blind i think are excellent plans um i think i think chandler's a really good plan and and similar to what you know kind of the the asb training is on on this subject but you know

107our job is really to to adapt this to the agency and kind of the special place the agency has in education educational service delivery in arizona um so not just not just the brick and mortar schools but working with so many school districts as we do on the ontario basis working with uh early learning you know this year to three and zero now i mean we think of it now zero to five but you know making sure that we um uh you know develop uh skills at that level um and at that age which is something that that other school districts don't so you know to me it's really adapting these um you know these principles to how how the agency delivers services throughout the state lastly i want to include that it won't end

108with just you and this executive team or the next tier of leadership in the first year or one of the strategies is going to be to have focus groups and to sit down with focus we won't have this done for the plan but in year one you sit down with focus groups with parents and say here's how we're really going to work on communication and building relationships you sit down with focus groups and then you get that data and so the matrixes will get improved because you don't have real robust data right now as you get more data you will have more information as you work through this plan so it isn't done you don't put it on the shelf you have to have somebody that keeps it alive and well and the way you

109do that as a board you expect a net to report on it at every board meeting and talk about progress that's been made i think your board reports will be more meaningful because they'll be around these four pillars it's important to hear what operations doing but it's more important to hear what operations is doing to support these pillars it's important to hear what hr is doing but as they are supporting that organizational culture so i believe you will see a better link with a lot of these reports as we go through the process and you'll have good documentation of your efforts right now i i agree nancy and um you know the i think before the january meeting is you know we've discussed in the public is you know once we have a draft you

110know we'll get comments too right to discuss later so we'll make sure that we you know we think about those too sure you can do that with this is a preliminary plan much like you do with policies there's many ways that you can do that but i think as you refine processes you have to talk to the people that teachers that are implementing this you have to talk with districts you you know and and they have to buy into being a part of what we're planning on doing so that they can help support that it ties in with what mike was saying the relationship has changed with districts now so how are we going to help you meet those post-secondary outcomes we know those parents you know we we may not do it reported but

111we can certainly be a partner in getting the data great um so it looks like that was uh our fifth point of the developing the matrix of the path forward i think we kind of segued into that um are there any more more discussions on on that point um it looks like we have our homework cut out for us and it looks like we have the idea of our path forward from here and so i will see all of you next thursday at four o'clock i want to thank aaron this gallery method was much easier for me it wasn't as optimal as being in person but i could see all of you i could see when you had your hands raised and or wanted to participate nobody fell asleep i appreciate that it's your um

112participatory and we'll hopefully get you by monday a template that you can start filling in the blanks and um annette and i will work on that tomorrow great um thank you so much for all your time uh this is this is you know this is a really important process you know we do this once every you know five years or so so i want to make you know i want to make sure everyone's involved and and thank you again for all your comments and all your input thank you guys great okay nice seeing everybody have a good day see you next week bye thank you vicky before you hang up did you