April 9, 2026 GCCISD Special Board Meeting

001All right. Good evening, everyone. The time is now 6:02 p.m. I'm going to stall a little bit while they adjust the phone. >> Okay, are we good now? Testing. >> Testing. 1 2 3 4 3 2 1. Okay, that's a lot better. All right, welcome everyone. The time is 6:02 p.m. I will now call this special meeting uh for training to order. Uh Mrs. Guy, was this meeting properly posted? >> Yes, it was. >> And do we have a quorum? >> We do. >> I don't know if that applies tonight or not, but I'm asking. Anyway, I want to welcome everyone for being here tonight. The format tonight is we will have a team of eight training followed by a close session at the end. Um and that I'm ready to jump right into it.

002Um, today we have Oh, I'm sorry. I have one item. Mrs. Garcia, has anyone signed up to speak for public comment? Okay, let the record show no one has signed up to speak under public comment. Now, we'll move on to item number two, which is governance team, board, and superintendent training and development. With us tonight is Dr. Julian H. Trevino. And I apologize, Mr. Trevinho, for messing up your name, but I'll do my best. Julian is a schoolboard governance consultant. He's been on the graduate and post-graduate faculties at the USA Trinity University and Texas A&M University at College Station. Prior to his university positions, he served in public schools as a teacher and central office administrator. Julian attended the executive education program at the Harvard Graduate School of Education. He holds a doctorate in educational

003administration form Texas from Texas A&M University at College Station. Trevino has consulted and trained school boards across the United States. He has worked with some of the largest urban school systems and with small rural school boards, including diverse multicultural student populations. He served on the board of trustees for the San Antonio Independent School District for 12 years. Six of those years he was school board president. Under his leadership, the board was recognized nationally and statewide for exemplary board governance. Julian has and is serving on many local, state, and national boards, commissions, and organizations. So hopefully with that, you can understand and see why Dr. Rodriguez and I quickly collaborated and thought this is the best person for us at this time. So with that, Mr. Drovino, I want to welcome you and I'll turn the

004floor over to you. >> Thank you very much for having me. Before we begin, I would be lost without Jacob and Kevin doing a technology. I'm I'm a technology idiot. That was the very first question I asked. you have someone that knows how to do that and not the deal. So with that, I want to thank Jim for that introduction. You read it just like I wrote it. So with that, here's how we want to get started. So we we have a lot to do and hopefully we can get through it. We're supposed to finish by 9:00. Is that correct? >> We have goals. Okay. >> So we have a lot to cover. So, um, in the Marine Corps, there's a a rank called gun sergeant. Anyone know the profile and character of the gun

005sergeant? >> No. >> All right. think were on steroid in a really bad that's a good so he goes to interview for a position calls going to get into the part of what you consider to be your greatest weakness and they're going to be sorry what you consider to be your greatest weakness and they're going to say honesty and the interviewer says I don't think that's what you think that was. So honestly sweetness. So you're kind of funny, right? But he could have said it a different way. It's somewhat smart. So, but he was being honest. So, it's not so much what you say, it's how you say it. But he couldn't help himself. He was asked a question and he answered. So, that's his profile. But once you said it, I can't tell you

006that. He could have said, "Well, sir, I've been told that I'm come across and I say things about it comes right up. I don't care what you think." So, on the flip side of that, I'm going to be very honest with you. This is what I tell you. Now, you're going to see some things in print and where to least come from. Well, I've been doing this for a while and fortunately everything that you need, put it into public record, right? So I take things that I hear and things in print that sound really good and I tell the school district with your permission I'm going to use these that gave you credit. Right? So a lot of these things you're going to see are gathered and they collected from school systems that I've worked

007with that are very good. So you're not very honest with your commitments. They're excellent. They are excellent. So I told the cop, you know, well, if you stick to that, um, you don't need me. You just stick to those things and you're doing well. I see that you were Texas not too long ago, but you have some excellent commitments. You know, you say there that you will, that isn't going to happen. You will do this. If you use the word can, that's a belief. For example, if I tell you you I believe I can run a marathon. Well, that's my belief. What's likely there's a commitment, right? I commit to start training and running 5 miles a week and then I'm going to run the next. That's your commitment. You have some commitments and then

008it's going to cal it's going to be a two-way street. So, I want to start with a little exercise. So, I'm sorry. I'm going to have to ask you to turn around and on your notepad that you have there. Let me think. I'm not I'm not going to stand here and do all the talk cuz I run out. So being a member of the GCC. >> Oh, you want me to say that out loud? >> No, no, no. Then I want to ask I want to get a give you a lot of time cuz he should already know. >> Or what is it done for you? What does it do? Aside from is the backpack. As soon as you finish the >> I'm We're so used to hear it. >> We're so used to that

009>> that noise. >> I'm a backseat driver with a heavy foot on the brakes. >> That surprises me. >> We're getting into dangerous territory. >> Really? >> Yeah. >> Well, the rich It has given me just a new perspective on the way districts work. It's given me a new perspective on the way districts work from education. >> It just gives me a new perspective on the way districts work. sort of the other side of education to be an employee. It's just a different >> just you don't you don't realize the things that happen kind of behind the scenes. >> It's given me insight in most days hope >> insight in most days. Yeah, >> sounds good. GC love for this community and passion to serve this community to the best service. Um being on the

010board has given me a sense of what the whole part of education is totally about. meaning that uh when you're outside, you don't see what's going on inside, what totally is education, but when you're on the inside, you see exactly what goes into uh education as a whole. >> Yeah. >> Anyone else? >> I I'll go next. Uh I kind of answer it with my humor and honesty and it's given me challenges and opportunities and what I do with those. Uh obviously the challenges make me think outside the box and overcome obstacles. The opportunities that I would say uh it's afforded me is the opportunity to lead with uh honesty and integrity and be model what I'd like to see in our school district. >> Anyone else? Yeah, mine's given me another opportunity to uh

011provide opportunities for students and uh teachers to learn and succeed. >> Okay, I'll go next. Uh excitement, hope. uh you'd have to be able to walk the campuses, meet the students, meet the staff to truly understand why those two words are the ones that popped out. Obviously, I'm the I'm the newest member of the team. But there's so many great things that are occurring uh within the district boundaries that are not occurring in other places and um excitement and hope. >> Okay. Anyone else? >> Two hopes. >> Long nights. >> Yeah, long nights. It's It's You know, people think it's easy, but it's long nights. Well, thank you all for playing. That is the show. No, >> if only. Right. If only. >> If only he do a good job when he send us It's

012like I used to tell a superintendent when I was president, you do all the work. I'll take all the credit for you. >> And they did. >> Yeah. >> All right. So, um I don't have the >> the flipper for the for the slide. >> That's okay. They have this here, but the print on here is a little a little uh >> even with these on. >> So, we have some we have a couple of goals for tonight. Now, just if you're not buy them for the night. If you're not going to buy them for the night, rent them for the night. How's that? Just rent them for the night. And you got to take them out. But here's the deal. So, I'm I'm asking you to >> I can't even see it from here.

013>> To Yeah. To understand the principles of collaboration to commit to the principles of collaboration. >> Yeah. cuz we're we're going to we're going to look at those >> to to understand the principles of collaboration and to commit to the principle that's for tonight. Now, here here's the thing. Here's the thing. We're going to talk a lot about some things. And would you help me here, Mercedes? >> Sure. And Jesse, just pass this out. You see a little sentence at the a little short paragraph at the top. All of this stuff that we're talking about is not going to make a lot of sense >> unless >> you're at a stoplight. You're at a stop sign. You're got some time. You're at the board meeting. You're here and you remember what we talked about and

014you say, "Oh, this applies here. This applies there. I can apply this here. I can apply that there." Now, we're learning it. If you hear something and you teach it, you remember it. So at the very top, I don't want to have to read the whole thing. You can read that. But the important thing is the f or the first is the first sentence. You hear it, question it, and learn it. You have a question, that's fine. We'll deal with it. And then and only how you practice what we talked about. By practice, I mean just what I said a while ago. Remember it by practicing it and put it into application. All right. So really quick, what's the difference between cooperation and collaboration? There's no wrong answer. There's no right answer. I mean those

015there's no wrong answer. There's different interpretations. You know the PE, you know the problem with smart people? >> They'll overthink something and they're smart. So I can see you right there. Okay, I got to come up with something really sharp. >> No, you don't. >> We have to use these. >> Don't overthink it. What's the difference? Cooperation. >> Let's keep it simple. >> We don't have to use those for everyone in the room. We're doing a recording here. It's hard to So, we're just going to talk amongst you. >> What's the difference? Let's Let's just talk cooperation. Just give me a simple definition of cooperation. >> Working together. Okay. >> You tell me what to do and I say okay. >> Just in the interest of time. >> Marriage. >> You had to bring that

016up. >> Are you recording this? >> Yes. >> I'm not saying anything. >> Here's the deal. Let me give you an example. >> Cooperation. Think of a committee meeting. Okay? It's separate. We're going to go into committees. You've got this committee. You've got that committee. You got that one. You come back. You got that one. You all work on this. Okay? And then come back and report. It's you're separate. You're going to cooperate on something. That's cooperation. Collaboration. We're all going to work on this together, >> right? We got to talk about removing our gap, the achievement gap. We're all going to do this together. Better yet, you're going to be back again. You're going to be a Texas honor board. Oh, now you're going to be you're going to have to collaborate on that

017together. You did it once, you're going to do it again. That's your homework that I'm going to leave you with. You're going to collaborate on being the honor board. Why are you going to do that? because they're going to make me look good. I'm selfish. That's another notch. The last district I worked with, I told them that. And guess what they did? They were the HB honor board. >> You did it once. They hadn't done it. You can do it again. >> You got your homework assigned. Okay. And you know, collaboration, you all work together on it. So, what you're going to do now to help her remember and practice that on that paper that I just gave you, use your skills, write a number, a picture, something, a description other than a definition to

018help you remember the difference between collaboration and cooperation. >> I don't draw. Don't write it a pneummonic something that helps you remember. This is easy. Okay. Anyone else use stick figures? >> I use circle. >> You use squares. >> Did y'all get the cartoon around here called Jot? It was on Sunday morning. Jot was a dot. >> Jot was a dot. >> That sounds familiar. >> Boy, >> but he was basically just a dot. >> I I used I used some dots. So what what are you what is Oh, you still just put your pencils down. We're not going to need your keen vision anymore, Jesse. >> That was really impressive. >> Yeah, I can see that. >> See that? >> Now you got back. >> All right. So, what did what did you what

019did you just kind of hold up what you just so I can see it? >> This is >> okay. Thank you. >> Can you explain it for me? >> Yeah. This is Well, there's all separate separate groups >> and that's together. >> Okay, that's good. All right. Planner. Okay, that helps you remember things in your mind. Okay. >> All right. All right. So, so I'm making a big deal out of this because collaboration is a team for effective board governance. Without it, it's pretty tough for reaching consensus. What's consensus? agree >> agreement within the group is when everyone agree >> general agreement >> well we don't all agree but I'm going to go along with it because it's the majority so we can have a vote of what do you need four 43 >> 43

020but when the public sees a 70 they say well that's that's a We used to have 70 votes. You know what we get? >> They'd say, "You need a rubber stamp." I said, "Isn't that wonderful?" >> We hear that. >> What do you mean wonderful? Well, we tell the superintendent, "Here are your gloves. Go out and do it." >> Superintendent come back and said, "Here it is." We'd look at him. Why would we not approve what we told him to do? So, we do it. The way we did that, we would have two weeks before the board meeting, we would have an agenda review. Everything the superintendent was going to present. We review it two weeks before. There were no votes. We said, "Mr. Superintendent, take us through the agenda you plan to present. We

021go through it. There was discussion on it. If the superintendent felt there wasn't that pull it, we'd have a consent agenda. it was done. Our meetings lasted maybe under two hours, two and a half hours. That was about it. And so we would have 70 votes. And so the some of the community members would say, "You're a rubber stamp." Sure. Because we So the key is your board operating procedures. I looked at those Now, when he sent them to me what, three weeks ago, I looked it over. They look good. Not a problem. But the collaboration and court operating procedures go hand in hand. And just in case you don't have that, I'm going to give them to you a little later. You know, just it doesn't hurt to look them over once in a

022while. >> So, >> yeah, especially since we're on the board. >> I'm sorry. I said, "Yeah, especially since we're on the board." >> I can't understand it. >> I said, "Yes, especially because we are on the board." >> Yeah. But I mean, see, it's it's it's like um >> my wife says I'm a hoarder because of all these clothes that I have. And she says, "Do you remember that shirt that you have at?" And I say, "Yeah." And she said, "What shirt am I talking about?" It's the same thing with the board operating procedure with any other policies is another one. See you have a policy uh committee to review it. I'll tell you a little story divert here. Football and I'll skip the details I gave you to me. Football coaches fired for due

023cause. Pretty serious stuff. principal takes it to the superintendent. Superintendent says, "Oh my god." They call the attorney. "Oh my god, you're done, coach. Couple of months come by, they show up at the superintendent's office. You can't fire the coach." What do you mean can't fire the coach? Look at that. Oh man, what this guy did, brother. Can't do that. What do you mean can't do? Look at your policy has nothing to do with it. Yes, it does. Long story short, policy says only the athletic director can fire this coach. What? Only the athletic director can fire the coach? What do you mean only the athletic director? He says on your policy coach was reinstated back paid to the school where he was. How do you think the principal felt? How do you think the

024superintendent felt? You never read the polic. So you have board operating procedure. You got to read it. You have your what? Commitments. Got to read that. They're excellent. I'm gonna steal one or two. I told you. >> But give us credit, right? >> Well, >> yeah. Yes. >> Yes. They're excellent. Here's the other good part about it. Here's the other really good part about your commitments. I have seen school districts that have 14, 15 commitments. There's no way you can remember 15 commitments. Not unless you have a photographic memory. How many people you know have forgotten? I don't know anyone. >> Probably Jesse. >> I always advise when I work with a school district school board that's working on core beliefs and commitments. We're going to do only five. What do you mean we're going

025to do five? How many fingers you got? And five. You can remember five. How many you got? You know how many commitments you got? >> How many you got? >> Five. >> How many you got? Five. >> Five. >> They're excellent. >> Yeah, we have five. They're excellent. The commitments you got are fine. And they are excellent. Get a little business card, carry them or put them right there at the board table. I'm not telling you that they're excellent. You don't believe me? Go to your neighboring district and say, "Let's see your board commitments and compare and contrast. You'll see what I'm talking about." And then show show them yours. being honest with you guys. >> Thank you. >> What are the two most problematic governance issues for the board? >> Two most problematic governance

026issues. >> There they are. Now the question is why and what are the spin-off effects from that? Want to guess >> success or failure? I mean, >> so remember the gunning. >> Mhm. >> When you say something, especially in the political arena, and I've heard I've had board members tell me, "I'm not a politician." Do you go out and campaign? >> Do you ask for votes? >> Yeah, ma'am. >> You are a politician. >> Yep. >> Oh, but I'm not like those guys in Washington. I didn't say that. I said you're a politician. >> Not a partisan politician. But you are. >> So, the thing is this. When you say something that Gunny could not take it back. It's too late. It's too late. And if you get used to that, it becomes a habit.

027So, you know, I I I told my kids, think before you say something and think about the effect it's going to have. Just think about it and think about and think about the effect that your words are going to have. that gun he didn't think but that's how he was used to doing it goes out into civilian life that's not a true story by the way or it might be but if you know a gun sergeant they guys are going so how board members work with each other is a problem for the board for the community for your friends you know you think it's just at the board table. It's not. It goes out and it affects staff. It affects the superintendent. You know, superintendent have a lot to do. I mean, name me another

028position where you have seven bosses. >> No way. >> It's tough to have seven bosses. And not making excuse for superintendent. They know they're like Tony Soprano. They know the life they've gotten into and the risk is so shame. So change his name to Tony Soprano. So they know they know it's not about the money so much. Now I'm not telling him not to pay him. But what I'm saying is it's about the working conditions. It's about the work that they know what they've gotten into. They know that. But it's the working conditions that they you don't need another problem. And it is also how board members work in groups. Yeah. And collectively because it's another headache, right? Not only for the for you but for staff. All right. You have questions, you want to

029push back on it, that's fine. When I got on the board, you can look it up, you can Google it. The board that I got on was labeled the most political board in the country. M >> that was fun. That was fun. I learned a lot, right? But I was a board member. Not much you could do or was sensitive to the superintendent. So you got to patience is not my strongest virtue, but you got to understand. So I learned a lot from that. You any want to anyone want to kick in on that? Want to say anything about that? I can give you some war stories, but now is not the time. I mean, it could be if you want I mean doing this for 27 years and there's a lot. Those are two

030of the most problematic issues for a board and and the spin-offs, the problems that come with that, especially in the political arena. It's tough to heal those wounds. And not not that you can't do it. You can't. You can. Why is it so difficult to be a board member? Well, other than the late nights, like Marca said, and there are late nights. They don't have to be, by the way. But why is it so difficult? Well, you you know this. You represent many owners. >> Who are the owners? >> Constituents. your constituents. >> If you didn't have many owners, you don't need a board, >> right? >> So, your constituents, right? Every constituent that comes to you is a they all have a different interest. So, you represent many, many different owners. and I come

031to you with a special interest, somebody else comes to you with a special interest. It's difficult. And the smaller the community, the tougher it is. There's a song, right? Nowhere to run, nowhere to hide. Something like that. In a big city, in a big city, it's a little easier, but still. Have you ever had to close schools? Yeah. That is a lot of fun. We had to close schools when I was board president. Oh my god, that was horrible. This is a true story. I'll tell you this one more story because it has to do with people. I went with my wife to the mall. I have daughters. I like to shop. I'll admit it. So, I was at the mall and this guy comes up to me and he says, "You look familiar. I've

032seen you on TV." I said, "No." And I had been on TV cuz you know they want to What about the schools? How many are you going to close? blah blah blah every day, right? Well, you know this and what about the teachers? How many are you going to fire every day? So this guy keeps on I know you you look familiar. I've seen I get that a lot. You know, he said, "Yeah, yeah, yeah, yeah, yeah. I've seen you on TV. Uh you you look so familiar." I said, "I get that." I said, "I look like that guy that's on the school board." HE SAID, "YEAH, THAT'S IT. THAT'S IT. THAT'S IT. You look just like it. I bet that pisses you off a lot. No, that's not That's not So, you know, so

033I didn't go to a mall for a while. You represent many owners. It's tough. The other one is the government's management line is hazy. What does that mean? just what it says that it's hard to know when to when you come out of your lane. >> It's it's and and sometimes, you know, they'll come to you, a a parent or a community or a business owner, they come to you and say, "Well, why didn't you think I voted for you? You got to do this for me." You know, my daughter and my son are You got to do this for me. It's it's difficult. Why are school boards unique in comparison to private sector or nonprofit? What's what's the difference? >> We are one of the most governed governance groups in the world. >> Well,

034they govern too. >> They govern, but what there's a difference. Think about it. You >> No, let me let me try to say it another. We're the most regulated. We we our hands are tight more than >> Thank God for those brilliant minds. >> So smartend how to be a superintendent >> board member how to be a board member. >> Oh yeah, thank God for that. >> And we have to have these three-hour trainings. Yeah. >> What he meant to say is we have to have these three-hour trainings. >> We get you. We get you. >> So, here's the thing. >> See, it's how you say it. >> Here's the thing. >> A lot of boards, they have departments that have a legal department, right? And they have others that make the law. They have

035a department that has the money. Right. All they do is well school board you legislate your judicial and you do the fidiciary. You do all three things. >> Oh wow. >> And don't get paid. Plus you said it. You're political. >> Yeah. >> You have a lot of eyes on you. Do you take your charter schools? Have you ever been to a charter school meeting? >> They don't even tell you when they are. >> No, they don't tell you where they are. They don't publish an agenda. Do you tell you publish an agenda before? Yeah, you do. >> What are those chairs for? Naomi can tell you what they're for. What are those chairs for, Naomi? >> For the public. >> You are unique. >> Yeah, we are. It's difficult to be a board member.

036And then when when you add to your own, you know, you shoot we shoot ourselves in the foot by creating more problems for ourselves. It's not necessary. Just go back to your commitments. Those are excellent. I'm I'm telling you, ask around for your when you go to conventions, ask them to show you your commitments, write off to other boards and say, "Hey, we want to see other commitments from other boards." You'll be shocked. You know, you get that at HB. You ever see the fish at HB how they just stare at you like and you ask the boards, "What are what are your commitments?" They'll stare at you. What? What are those? >> They don't have those. So you are unique in that. I'm not making excuses how tough it is to be a board

037member. I'm just telling you that it's tough. You have to oh not only write the rules, you have to enforce them. >> you have hearings and they come to you, right? It's difficult. >> It is so difficult. Where's my any questions? Here we go. What does that mean? Speak with one voice. Even if we don't agree with maybe what was passed, we still support the district. Well, a a board is a bo is a body corporate >> corporate. You're one. >> So, I don't know how your media is here, but the the we'll talk about this a little while a little bit more. >> Uh, by the way, we don't take breaks. If you need a break, you go. Okay. >> Okay. >> Thank you. >> There's the answer to your question. So >> great.

038>> I don't know how your media is here, but we used to have a board member that used to tell me you're the board president. Go on the media, tell him to write something nice about it. I used to tell Joe, the media is a business. What do you mean? Well, they they need to sell papers to stay in business. Well, go tell them to write about us. They they Oh, they only write when something bad happens. Yeah, cuz that's what sells. >> So, I can't tell them to do that. I can, but they're not going to do it. The media is a business. We have to remember that. So, like I said, when we were closing schools, they would come to me and say, "How many teachers you going to fire? It's personnel. They

039go to D. >> Well, we just talked to Joe talking about the teachers firing and uh you didn't get the numbers straight. So, how many are you going to fire? >> I'm not going to fire any. They don't work. They don't work for me. >> Oh, so you're not going to fire any teachers. So Tiffany and they were unsure about the number of teachers. Now from your point of view, how many teachers do you think you're going to find? >> That's a personnel issue. >> I'm sorry. >> That's a personnel issue. >> I know. We know that. We know that. But give us a a low figure and a high figure. What I'm point I'm trying to make here, they're going to >> they're going to play one against the other. Get a number. So

040they can say flash Bayon is going to fire more or less x number of teachers. You think that's going to sell in the newspaper? You bet. As opposed to they won't disclose. They're not going to print that, >> right? >> That's no fun. So you have to be very careful with it. So the best thing to do is usually the board president, I'm sorry, is the one that they'll go to. So the board president speaks with one voice, not as the board president, as the board. Now Jim may say, "Well, I'm going to delegate that to someone." That person, if that's the case, that person speaks for not themselves, >> the board, but they all have to say, "Well, look, Jim wants me to say this, and this is what we're going to say. What

041do you think?" That's what we mean by one voice. The other is if you have a unanimous vote on something, it's no big deal. The community sees that fine. What are you going to do? We don't like the way we don't like the way Howard voted. Well, it wasn't just Howard. It was all of us. You know, why you picking on him? It was all of us that voted like that. That was a 43. Whoa. Right. So when we do superintendent sensors, we tell the board if you're not going to have unanimous, forget it. >> Yeah. >> It's not good for the community. It's not good for you. It's not good for the incoming superintendent. So until you're fine with the candidate, don't even think about it. That's what I mean by one voice. Once

042the vote is taken, it's done, right? No surprises. What does that mean? >> I can think of one. >> Go for it. >> A two to zero to six abstension vote. >> That was two four zero against six abstain or five abstain. >> That was a that was a surprise. >> That was a big surprise. I don't remember that. >> I think that surprised every one of us. That's a big surprise as well. >> You didn't surprise me. >> I don't know how that happened, but it happens. I've never heard of that. >> Wow. >> Got to go back to the drawing board on that deal. The other surprise is this. If a board member at the meeting says something like, "Mr. Superintendent, I'd like to know why at X school the boys are going

043into the girls restroom and nobody was ever doing anything about it. They've been doing that for the past two weeks. Why is anything not happening at this school? I demand to know about that. Why nothing's happening right now? Oh, and I said it's been happening for a while. How long have you known about this board member? For two weeks. And you haven't brought this to me before. That actually happened with the superintendent in Houston. It was Rod Page and a board member at a meeting said, "Do you allow school district vehicles to participate in the Marty GR parade? And Dr. Pig said, "Of course not." Why do you ask? Because I was at Mardigra and I saw a Houston ISD there. I took a vet and I went up to the driver and said, "Are

044you an employee?" Yes. And they said, "See, Dr. P said, that was two months ago. Why didn't you tell him? I would have hadn't asked for it. >> Well, that board member was running for reelection, of course. >> That's a surprise that the board came. >> You never know who's watch. >> So, that's what I mean by surprises. >> Yeah. >> The other one is to listen. That goes without saying. Listen carefully. The U It's not always the first sentence. Listen to the second. Listen to the third sentence. You're so engrossed in the agenda that we're not listening. And then when you don't listen carefully, we interpret misinterpret. We're all human. We are all human. We maintain our dignity especially and you record your meetings. I've seen it. >> Maintain your dignity. Board meetings matter.

045It's not only adults looking at it. You in this era of social media. So maintain your litacy. Never disrespect yourself. Even when you think no one is watching just it's it's never no one is watching. Everyone is always watching. You maintain self-control. It's like I said, we're all human. But it's like I said, you know, we know the risk associated with this life we've chosen and we stay out of the management line. You know that line. It's hazy, but we know it. But it's tough to do. It's very difficult to do. Now, it doesn't hurt to be reminded of some of this stuff. Here's something that I'm going to ask you to do. You're either It's not It's You're either doing it more or less or sometimes or not. It's either yes or no or

046more or less. So, if you would please. This is not all inclusive by the way. And if I got something that I stole, I mean that I didn't write that I didn't write down. You put it on there. And yes, Jim, I'll give you credit. >> The board gets credit, not Jim. >> Yes. One voice. >> One voice. >> All right. Oh. So, here's the exercise. If you're doing this, put a circle around it. If you're not, if you don't think you are, leave it blank. First one, appointed a highly qualified superintendent. You got that one down. Let me let me mention something to you. Sometimes I get called by a fellow by the name of Mike Moses to go help. >> We know that guy. >> Yeah. >> Tried to hire him. >> My

047wife says, "Uh, who is that?" I said, "Mop." And she said, "Who?" I said, "Mop." "Who is Mop?" I said, "Moses." "His name is Mike." He said, "Nope. Mop. He's from East Texas. You know who I'm talking about. >> If you hear his name, he says, "M." >> He's from East Texas. Moses. So, I help him. And he always says this. If you have a threear superintendent, do what you can to keep them. You have a fourstar, sell your kids to get the money to pay the super. If you have a fivestar, sell everything, including yourself. Why is that? Because a fivestar, we're coming after them. Yeah, we're coming after them. Why is that? There's not many fivestar superintendents. >> Here's the deal. You got one of them right here. >> We hope so. >>

048No, trust me. I >> I go around And the thing is this, like I said earlier, yes, it's the money, you know, they got to go to HB just like you and me. It's the working condition. They know that it's a challenge. There's no question about it. They're prepared to deal with this challenges or they wouldn't be here. But it's the working conditions. I don't know if you'll agree with this. What they ask us is what kind of support are they going to give me? They be in the board. You don't have to nod or say anything. But it they say what kind of support is that board going to give me? Cuz if they cuz they know it's going to be tough, especially now. >> They know that. We have a niece and I'm

049not going to tell you what school district teacher of the year several times, master degree, all kinds of things. She quit in the middle of the year. She quit in the middle of the year to go help her husband in construction. Outstanding teacher. You know why? Because of the principal. Because the superintendent >> would last >> two star the board dysfunctional. Does a dysfunctional board hurt? You better believe it. They lost it. So I told my wife I'm going to call Michelle. So I called her and she I talked to her. I said, "Is there anything I can do to help?" and it and we had a long talk. She said, "You know what? I thought you were going to convince me to go back." I said, "No, the last thing I was going to

050do, I I know this program that works with kids and think I was going to ask her to go talk to this lady." She said, "I'm never going back." >> Wow. >> That that's the effect that it has. All right. So, here we go. Appointed highly qualified superintendent circle yes or no. Leave the development of the board's core beliefs and commitments. If you did that, circle it. If you didn't, leave it blank. Ensure that the board's goals. Ensure that the board goals focus on student achievement. Certainly, if you have done that, lead the development of the district's vision, mission, and board goals. Lead the lead the development. Now, there you have to include the superintendent, right? And staff. lead the development of the theory district theory of action. You know what that is? >> It's

051our strategic plan. >> Uh it's a little different from that but that need that just scratch it. That's that's some something completely different. All right. Uh ensure that the superintendent is successful. I used to ask our superintendent what can we do to help you? Simple, right? What can we do to help? The other thing I would do is tell him, "Look, when I said you do all the work, I I'll take all the credit." I was serious. I tell him, you know, Robert Dud, >> yeah, >> ask him if I told him that. I did. And I would tell Robert, see, you do all the work. I'll take a little credit. What I meant by that is you take care of the district. I'll take care of the politics. We got along great. The other

052is understand policy, policy development, govern by policy, develop new policy with a council of the superintendent. Why is that? Well, every policy is going to have maybe money attached to it, personnel, all kinds of issues that the superintendent is responsible for. I I used to see the superintendent as a as a senior counselor, senior advisor. A approve and adopt a fiscally responsible budget. You have to do that. So, you circle that. provide effective periodic systematic district educational management and operational oversight, not manager district. You do that. Number nine, >> circle it if you do. Number 10, >> model personal, legal, and ethical behavior. You don't do that legal and ethical behavior, you're in trouble. Evaluate the superintendent mutually agreed goals. >> I don't know about those off the shelf, but that's your business. 12. Conduct

053a board self evaluation followed by a goal setting retreat. If you don't do that, leave it blank. >> That's what this >> 13. Ensure effective communication with the board and superintendent. No surprises at the board table. Train as a team. Well, congratulations. We're all here. >> We got 14. >> Yeah, I'm sorry. We got 14 down. We're here right now. >> That's what I said. Congratulations. Assure 15. Assure high perform board via effective board governance. >> Speak with one voice, etc. Listen, always ask for recommendation of superintendent and priority board action. That doesn't mean that you have to take the advice of the super, but that's what you're paying them for. Why is that? Well, the superintendent knows the district a mile deep and a mile wide. You know what a mile wide, not a

054mile deep, cuz you're not supposed to. 17 board meetings matter. Now you have it out on even I can see it. My grandson saw it. I was I was sitting there. What are you doing? I said I'm watching Bayon. Can I see it? No. It's classified. Elder. Anything that's left over. All right. Superintendent responsibilities. Oh, Joe. We're not going to leave you out. Now here communicate in a timely manner at&m I used to work in the doctoral program and and working with in super with people that wouldn't be superintendent and I first question I asked was why so no so then they said well what do we need to know I said three things when working with a board first one is communicate the second One, communicate. The third one, communicate. Got to communicate with

055your board >> until they tell you enough already. Communicate, communicate, communicate. Okay. Number two, ensure that board members receive the same information, right? >> That was one of Robert's strength. You know, he just if a board member came and said, I want this information said, Robert, what are you sending me? It's because James asked for it but eventually okay be prepared superintendent responsibilities be prepared to communicate recommend support the board's development division you you need information and especially prepare that they're there with you number four create a good organizational culture to me culture is an important word and good culture especially is good. A good culture will carry you through a mistake. Will support you. A good culture will support you. Five, successfully lead efficient, safe and welcoming environment for all for all of the

056school system. Any question about that? How do you do that? The easy way. What's the easy way? Well, you don't have to deal with all that stuff. You want to know? There's no extra charge. Support the superintendent. Ensure they're successful. If you do that, you got number five. Six. Same thing as number five. Seven. You have a good CFO. Superintendent will see to that. Eight. Oh man, you have no choice on that one because superintendent has to do that. Nine. You bet. Superintendent does that. 10. Superintendent, remember, we're talking about superintendent responsibilities. 11. Superintendent needs to communicate policy issues, success, and revisions. Support the board in whatever they need. I think you got somebody there that can do that. Apprise the board in a timely manner. One of the things that we used to say

057is don't keep bad news from us cuz it doesn't get any better. True. >> So true. >> Conduct this superintendent responsibility. Conduct the evaluation of the district staff. Serve as a resource during the board evaluation. Timely communication with the community. I saw some of your things that you go through to the community. Pretty impressive. Concise board meeting agendas. I saw some of those proactive with communication at all times. This is when we were talking about superintendent and an advocate for the district with elected officials. Initially, he had to go to a meeting. I wanted to meet with him. He didn't want to meet with him because he had to go meet with some officials. I think he was just dodging me. All right, turn the page. Now, here's where we get to some relationship. I

058sort of put under potential issues. You may or may not have these issues. And I say potential issues because some districts don't have these issues, right? >> Some districts have them to the max. I told you about my niece and the dis the reason she quit it all stems from the top dysfunctional board hired the wrong superintendent superintendent hired the wrong principal and it just goes on down the line. So Michelle quit. >> Yep. >> So what relationship there relationship with parents, right? Your special needs parents and your athletic booster parents. Oh, you always want them on your side. Bad parents, you always want them on your side. They are can be great allies or adversaries >> or not. >> You don't want the or stakeholders, elected officials. We We used to hold a breakfast

059for elected officials. Maybe we'd get maybe 5% of them come. But we held it. It was on them to come. Your employees relationship with Oh, this is a got to be careful with this. You got to be careful with this. >> Oh, with employees. Why? Why is that can be an issue? >> They see you talking to one employee too much. >> Yeah. >> Some employees are innocently somebody sees you talking to that employee, >> you know, the rumor line starts. So, even if it's innocent, >> got to be careful of that. Now, we don't we don't have u unions in Texas, so to speak. A lot of the work I did was on the east coast. When we did stuff like that, those chairs would be filled, you know, with who? The head of

060the unions. >> It's a different world up there. The grass is greener and the grass is greener here cuz you don't have to deal with the unions. >> Everyone has a union. >> Principles have a union. >> System principles have a union. >> Wow. All right, the media. We talked about the media. Their job is to sell newspapers that they can play Jim against. How are they going to do it? >> Yeah. >> Students can be an issue. We started a student advisor committee on the board and it was a great idea. The only problem with it is when they give tell you something and you don't do it. You think the parents, these kids are sharp relationship with superintendent faith groups. Sometimes some districts and I put it on there because some districts they

061tell me, you know, we had a big issue with them because we never included them. We thought we had to have separation. It doesn't mean you have to pray, but this should be included because a lot of your constituents go to churches. All right. Potential board superintendent issues. We've talked about this a little bit on all of those. So, I won't go over that. Minimizing problems. As adults, we understand this. Demonstrate respect. Now, here's the tough part. We're human. We have issues that we carry with us. We bring them with us. And it's hard once you walk into the door to divest yourself some of those issues. I know it's hard listening to other points of view. That's very difficult. You divest yourself, but it's a question of focus on what are we here for?

062your mission statement. It's a great mission statement that should be there there or up there or or could be up there. A lot of districts have them up there. >> It's right there. >> The other is diverse views are okay as long as they're meeting to your goals and mission. Right? That's fine. No surprise at the board table with two-way street and know your role as a board member. What are we supposed to do? Right. All right. Now, we talked about these right here. Board superintendent. We jumped ahead of ourselves. Um, not governing by policy. And also, I didn't put it on there and I'm I don't think you do. I didn't see it on any ones of the uh videos that I saw that you divert from the agenda. That's dangerous, right? Mhm. >>

063I'll tell you one quick war story and this happened in the souththeast state during a board meeting. Weird configuration of the board in a circle. They're going through the agenda and the board member says, "Mr. President, I'd like to bring up call for a vote. It's not on the agenda. Board President says, "What agenda item are you referring to?" He said, "It's not on the agenda." At that point, board president should have said, "We cannot entertain your motion." So, board president, what is your motion? I move that we fire the superintendent. I played back the tape hell. >> And I thought it was a joke. It wasn't. Guess what? It was a pre-arranged deal. They fired the superintendent. >> Wow. >> Well, superintendent got a lawyer with the stand. Guess what happened? They put it

064on the agenda for the next meeting. That didn't stand because they didn't do the due process for the whole thing. The point is that people don't believe that. And if you want, I can cite where it happened and you can look at it. All kinds of weird things happen. All kinds of weird things happen. potential problems. No board self- evvaluation and goal setting. If you don't believe that that happens, it does. It does. No board self-evaluation and goal set. Any question? >> No, just listening. >> Well, do more than listen. I mean, you just, you know, some people say, "Come on, that's really happening since it >> Well, I believe it. I mean, >> but the thing is out of respect >> and integrity, you know, I'm going to honor when some of these things

065happen, but you can Google it. >> We believe you operating procedures. So during board operating procedures again, however you want to go. Left or right? Left or right? Remember the story I told you about my shirt? >> I don't know what shirt it was. She got rid of it. She said, "I got rid of your shirt." I didn't say it was true. I said, "Oh, okay." My point on that story is don't leave this in your closet. Every once in a while, look at this. This is good stuff that you have here. This is really good stuff. Now, I have here notes just uh headings of board operating procedures. Now, what I'd like for you to do right now is you have on your board of operating procedures, you find that I'm very familiar with

066just at at the very top very quickly. See the one that I just gave you that has the the bullet points. These are not mine. I'm not that smart. This is what I took from what I consider to be what I consider that should be in board operating procedures. Again, it's not all inclusive. It's not all-incclusive, but these should definitely be in your document. So, what I'd like for you to do right now is to go and look at your headings that are in that black rectangle frame and see check off the handout that I gave you and make sure that there are at least covers in there. You got a big document there because you specified, you delineated what it means. just heat. We got work to do. They're taking coats off and I'm

067about to put one on. >> I know. >> I'll gladly give y'all one of I was just waiting for them to >> You know, I said we weren't going to take a break. My voice is going. So, >> let's take breaks. I said we are going to take you we are going to be visiting but my voice is going so I want to take let's take 10 minutes >> let's call it a field trip then it's not a break we'll take a field trip >> it's a field trip to wherever you >> want to go yeah 10 minutes fresh started >> you need you need something to drink sir >> I got >> something stronger like a coke or like something with the little >> I already had. >> Oh, >> don't get me started

068on that. >> I might need some >> Just remember it's still recording. >> I might need some of those, too. >> I have cousins in the >> And the girls, listen, listen to this. He says the girls will out drink the >> Oh, I know. followed by >> Oh my god, that's a good >> I know I have a friend like that. >> We're going to attend the recess 7:24 p.m. >> All right, the time is 7:38 p.m. We'll reconvene back in session. >> We can continue talking about it. Jesse and I were the only ones not on this handout that I gave you on these points. I I uh I took these on that opening statement when you introduced me, Jenny. >> Did you mention about working with the broad prize winners? >> I

069did not. We talked about that on the phone, but we didn't really >> have that in the back. >> Let me just tell you what a broad prize winner is. Um, it it connects with this. A broad prize winner. First of all, bro, B R O A D is after Eli and Edy Broad. They're in Los Angeles. >> Okay. Um Eli Broad um gave a lot of money to school districts. >> I'm sorry. >> Yeah. to school districts, specifically the school boards that were exemplary and because of their exemplary governance resulted in exemplary school systems. >> Yeah, I heard that. And I had the opportunity to work with two of those school systems. One of them was Houston and Gwynette County in Georgia. Anyone ever fly into the Atlanta airport? >> Yes. >> Okay. That's

070Gwinette County. >> Yeah. >> Uh school system. In order to get that prize, which is significant million dollars or something like that, in order to get that prize, you have to be an exemplary schoolboard. What is an exemplary schoolboard? What does that look like? Pretty much like that, but it goes deeper. Show me the result of your actions as a governing body, not just that you get along. Show me your policies. Show me the consistency of your governance. Most importantly, show me about your academic performance of your district. So we had a the company that the firm that I work with, we had a case study. Rene County, this is part of that. Not a lot there, right? And you see where it says standards of professional practice? That comes from some school systems not

071calling it board operating procedures. And you can call it whatever you want. It's not the title. It's the content. It's not the content. It's the adherence to the document. >> Remember the shirt in the closet? I don't know. I don't know about that shirt. So, if you have a beautiful document like you have and you don't adhere to the contest, what good is it? Right. What good was that shirt? I don't even know what shirt she was talking about cuz she said he never wore it. So, I'm going to give it to Matthew. Okay. So the old prize winners, what does that board look like? Well, it wasn't always a unanimous vote. It wasn't always a kumbaya. Yeah, they they had disagreements, but they were respectful disagreements. A five member board and they were all

072professionals. By professionals, I mean doctors. Can you imagine three lawyers and you one doctor and I forgot what the other Oh, a contractor that had his own company, but three lawyers. I have a a grandson that's a lawyer and they they they had come to Jesus meetings, but they were respectful meetings. But here's the thing. When we went to high school or any school, we we didn't know a lot of people, but eventually we became friends and some of us still have those friends, right? And on the board, sometimes I say boards are created to fail because we don't get to select our board members. They're selected by other people. That doesn't mean we cannot be friends. That doesn't mean we cannot get along. There's an old African proverb that says, "When the elephants fight,

073only the grass suffers." And in this case, it's the kids. Think of my niece Michelle who got hurt in the end. The kids because the elephants were fighting. The kids got hurt. And I told my wife, I'm going to talk to Michelle. She said, "Don't do it." And I haven't. Should I? I could get her a job somewhere, but she's maybe in a year or so. She was I'm not going to tell you what she was like. The kids suffered all because of that dysfunctional board. Bad. It was bad. Getting back to this, that board in Gwrenette County, look them up. Grenet County Part of that is here. Yes, three lawyers you can imagine. But they respected each other. Now, they didn't know that they were going for the broader prize. Broad selected them because

074of their actions. Why can they do it? Why can't you? No law says you can't do it. No law says you can't be the H& honor board of the year. I want to I want the panel of judges for that. And we're going to meet May the 4th in Houston. I got to drive through there again. Don't take it personally. >> And we go around the state and we interview boards. We have a winner, but I'm going to tell you what it is. But I've worked where I work with I told them I said, "Apply for it." And they go, "Oh, yeah. Like we're going to get it." Well, no, you're not going to get it right now, but if you work at it, you can do it. I can work. No, I mean, who's

075going to win here? Kids, right? It feels good to be a winner. What's that in the movie? Good to be a king. So, getting back to this. How many did you How many did you not check off? Just >> uh three. >> What are they? >> Uh participation in board meetings, election, and transition of office. >> What say participation in board meetings? >> Is that in? >> You don't have that in board meetings. Which number is that? >> Where is that? >> Second. >> Participation and discussion. >> Okay. What other one? >> Uh I also have um election and transition of officers. >> I think we had that one. Maybe I got those wrong. >> Election and transition officers. You don't have that in your >> I was actually Does anyone Does anyone have uh

076election transition officer that's not in your board operating procedures? >> It's not. Okay. >> It's not on 13 >> on page 13. Do >> you have it? >> Uh annual and and monthly immediate following the board reorganization. in the board president room. I just say >> It's not >> that's all he give us. >> It's not a it's not a comprehensive >> Yeah. >> on that. >> Well, >> it it talks about what we do after we elect somebody, but it doesn't >> it's something that I I would recommend you look at >> because it may be an issue. >> What else, Jesse? >> Uh personnel. I was just eager to go to the restroom honestly. >> No, you're right. That I I didn't have that one either. >> Yeah, I was eager to go

077to the restroom. >> I don't see that on >> going through it. >> Going to the restroom. >> Do you have that in your No. What about you? >> No. >> Eager's on there. >> Personnel appointments. >> Team building. >> Personal appointments. We have two on that. And what is the other one? >> Team building. >> You don't You didn't see that on there? >> Uhuh. >> Anything else? >> Executive session. >> No, that's not in there. >> Okay. What else? >> Oh, yeah. >> I kind of the There's two that start with participation and they're kind of both vaguely in the same place. >> Okay. Which one? I'm sorry. >> The participation in public meetings. >> That's not in there. Well, vaguely and participation in discussion, debate, and voting is also pretty vague. >>

078Okay. So, what would help in participation in public? You need to tighten that up. >> Yeah. >> Okay. >> And what you may maybe don't know is we're we're in the process of rewriting our board operating procedures. >> Oh, good. That's what we're doing right now. >> So, this this is >> this document is extremely helpful. >> Keep going. This is very helpful >> because what we're doing here, I wish I could say I created this. I had a tight duck. That's that was my >> I I selected these from award-winning boards. >> And so, hey, it's public record. If you can take these and just make sure that it's in yours and tighten up the language and how my friend of mine says how can that >> All right. >> Cuz it had it

079on it. So >> I had personnel appointments. >> Yep. >> Team building. >> See personnel appointment was one of the things we had up here that can is one of the issues >> and I'll give you a war story on that. I was on the board and I wasn't a board officer yet or a board member came to Joe and Joel wanted to appoint uh an assoc an assistant superintendent and I came to Joe not me but and said Joe I'm the deciding vote on the board and I'll give you the vote if you assign Julian as principal at the school. >> And Julian wasn't worth a flip as a principal. >> Yeah, >> that could be a problem. >> Yeah. What do you think, Joe? Is that a good job when that board member

080comes in and says that? Jesus. Personal appointments can be a >> So that really needs >> and if that were the only incident, that'd be nice, but it wasn't. >> And how to deal with personnel. We even had a board member that was visiting a nurse on a regular basis and lucky. >> Okay, so that's >> Hey, hey, he was hurt. >> You can talk to your mother about >> Ruben and I had a great time. >> It's her job. Never a bell mower. >> What else? >> Uh team building and then um the executive session. >> I'm sorry. >> Executive session. >> Okay, that's three on executive session. >> Okay, Helen. >> I Well, I couldn't find the first one. uh communication with the media and then uh >> you don't have that in

081your >> that's on number five >> on page five. >> Yeah. >> Okay. That's why I asked >> get some get some help right here. >> And then I had uh the other two was team building and personnel appointments. >> Let me see all five. >> Okay. Howard, >> I look there. >> Oh, I'm sorry. Helen, are you through? >> I'm looking again, but I didn't see it specifically. >> Oh, I see it now. >> Make sure that specific comments in the meeting. Okay. >> Um, >> thank you. >> Personnel was one of mine, but I didn't see uh employee grievance and appeals. >> There's grievance in your document. >> Was it page 10? >> Concern and complaint. >> I marked out the pages on my I found it. >> You went to Sterling, too?

082>> No, I went to Le. >> What? >> It's not on there. >> Anything else on >> um I want to say what was the other one? This one. >> Lecture transition office. Yeah, the election and transition of officers. I didn't see that. Uh that was the three well two three that I didn't see. >> It's in there, but they >> Yeah, it's in >> it's on page 13. >> Yeah. I think everything came on the bottom last page. Yeah. desired. >> I don't want to show it in my home. >> I'm trying to see where >> cuz it said activity count calendar. >> See you number one >> and reorganization that kind of thing. But it's vague. It's not like just >> that's why >> spelled out. That's why. And the calendar was there

083and >> calendar was uh >> it was >> 13 page 13. >> So on the annual board calendar I would say that it's there but it's not there in the function that it probably should be. Our board operating procedures talk about how to prepare it but it does not have an annual board calendar that we as a board can look at and say in this month this month and this month these certain things are going to happen. >> Okay. So that's an interesting topic that you brought up and I think we talked to the superintendent extensively on that. Um and a lot of things come up at the last minute, right? Um there are some things that the superintendent can tell you. Yeah, in September we know this is going to happen October, November, but

084and we can tell you that he can note that on on that respective month, but there are other things that will come up, right? So um but it is important it does help with that. you know, board meetings of course on a regular basis. Uh emergency board meetings of course is necessary. So things like that but that is that does help you with the planning um and how you sp everything by the way is contextual. If I tell you what we did or what this district does, what it could help, but it everything is contextual. Whatever works for you. Uh we tried going from since you're in you you come from different districts in your community, right? >> Um that can be good, that can be bad. It depends on the community. If it's working,

085fine. Uh the issue that we had sometimes that um we had on occasion and one time we had some board members that said, "I'm just concerned about my district." Well, no, not really. You know, you're a member of the board. Not you're not just that district. You're a member of the board. You're responsible for it says we had on our vision and mission. all kids and italics underscored and bold. It's all kids. So, we had initially two board members that were just that. No, no, no. And so, it was little hairy. Guess what? They didn't get reelected. But that's another story. But whatever works that when it comes to the district, what I was getting at, we used to have meetings in each district. Well, we found out that her was Ruben, I think it

086was Ruben that said, "Hey, Julian, it's costing overtime for our custodians." And um you know, just it's really hard for them. And we thought that the community would come out. They didn't. and some from this district from district 7 wouldn't come to the meeting cuz they'd have to drive all the way over to district one and so six would have to drive all the way over district 4 so we cut it out but we tried and we had less attendance at but besides it cost more and you know and then the parking and then we had to have more security but we tried didn't work and and uh you try to appease those two board members and see people didn't show. In fact, they have the worst attendance for those two. >> Of course. >>

087So anyway, Jim. >> Yes, sir. >> You're on. >> Oh, uh I agreed with uh everything that's been presented. Um >> that's an easy out. >> It is, but I'm going to go over them anyway, and I'm going to talk about the big ones that I think are most important. >> Okay? and that is participation in discussion, debate and voting and executive session attendance and conf confidentiality. Uh I kind of group those together in a way. Um and then we don't have election and transition of officers. We we that that's not in there. It it talks about a little bit about the reorg, but it really doesn't go deep into that. Jim, you you want the easy answer to debate voting, de discussing debate and voting? >> I don't know if the easy answer is

088the best answer, but I'll hear it. >> So, every just about I would say 98% of the school boards that I work with that comes up. Well, except the ones that we're doing follow up. That comes up discussion. not this debate, not so much of voting, but discussion and debate. >> Prior to that, just like I did with yours, I look at their core beliefs and commitments before I go. If their core beliefs and commitments are weak, I say you need we need to have a workshop on your core beliefs and commitments because everything is based on that because your collaboration is based on that. Fortunately, you have good commitments and you're working on your board operating procedures. So the easy answer for those boards, I would tell them look at your commitments and follow

089those commitments. And I get a little bit sarcastic and say unless somebody has a reading problem and you can't read that or you have a comprehension problem, then I don't understand the problem. But if you if you have a good board operating procedures and good commitments for your board, what's the issue? Either you you're not doing it because you don't want to or you don't understand what your role is. One of the two because as adults right now have kids, right? But if your commitments are there and when I go with the boards and if your commitments are we say we need to work on your board commitments and your board operating position then we can go from there then we go now if you get in if you get in a problem then it's

090a question of policing right it's like a red light you have a red light but if you don't enforce it so there it is so I commend you for rewriting that but you've got to you've got to stick to that we had those two board members that were just committed to those two their respective districts and we had to tell them it's not just that you can't expect all of us to just vote when you're an item comes up for that district we going to have to vote for whatever and I hated to say this you Five trumps two. In other words, five votes will trump you two. I hate to do that and tell you that, but that's the way it works. Six trumps one, four trumps three on the votes. Hate to do

091that. I want 70. So, let's look at that. So, but yes, discussion and debate. The other thing is board meetings matter. What kind of attendance do you get at a board meetings? >> Overall, we're pretty good at attendance. >> What does that mean? >> Um, >> how many people? >> Nine. >> The majority of times we're seven. Uh, >> no, no, no. I'm talking about it public. >> Public. >> Oh, public. How many people are public? Oh, in the beginning, a lot. Because we have uh students, right? >> Right. Um, >> you have an elementary choir, you got to have stamps on them, >> right? But but once student spotlight ends and half of it the people leave and then when >> recognition >> Yeah. recognition's over, the other half leave, we go into close

092session, we come back out. It's nobody but the one person that had a grievance or something. >> Yeah. >> We have a handful of people that say through until we go into close session. >> Yeah. Depending on the issues. But the thing is, but you're also you're also televised. >> You are, right? I think it would be. >> So, but but you don't know how many people watch it. >> So, we we didn't televis. So, we we would have we have a I tell you when we stopped getting people when we was started check Ruben and and and when we started getting the seven old words cuz the media finally stopped coming. >> No fun. >> That's true. Well, all you got to do is go on social media here and you'll see the people

093that were watching. >> They watch. They listen. >> That's why meetings matter. >> And it's not just here. It's your friends, your relatives that they talk about it. You know, look at look at these people up there, man. They compare us and I'm not on the board anymore, but they're comparing board members to politicians. You're all in the same. >> You're all in the same bucket. >> Pretty much. >> We just don't get the same pay, >> you know. >> but you get the blame, right? Things so wrong. always >> in the comm in anything. Where are you going to blame schools? It's your fault. >> Superintendent's fault. >> That's where you got to make a decision or there >> goes back and forth. A lot of times we're blame. >> There's more than >>

094Yeah. >> Okay. Let's go back. Do you have anything here that you need to I ran out of time, but I had pretty much the same one. >> Okay. So, here's the thing. I commend you first of all for you have a lot of circles on here. You have a lot of circles. Participation in public meetings, annual board calendar. That's an easy fix. >> Participation and discussion debate. Well, you're not alone on that. Why is that? Human relations is tough. Interactions is tough. But it can be fixed. Just respect and understanding. Listen. State of state your mission. Stay your core values. Executive session. Attendance. Confidentiality. New board member orientation. Well, I don't election and transition of officers. How how do you how do you elect how does how do you become board president? You rotate

095>> annually by law. >> We reorganize >> generally. We reorganize annually and it's >> make nominations >> don't necessarily rotate, >> right? >> We don't always rotate >> nominations for >> nominations. >> So, you do vote on it? >> Yes. Yes. >> Yep. >> I didn't I didn't like that. Not Not you, but I didn't like I was board president six years. I didn't want to be board president. >> Well, in my opinion, in my opinion, I think everybody should serve. >> A bad job. That's the way I feel is but >> because everybody's elected, you know, and it everybody should have that opportunity to grow. >> That's fine. I was six years. I didn't want to do it. Joe 6 years. >> That's one of our problems. I'm going tell you that right now.

096Our personal problem. >> I don't want to do that six years. >> No. >> Well, I mean I mean it's it's kind of it's a job that you know who wants that job. But I mean everybody should serve. >> Why is it when I came in we had to close schools? I don't want to be on TV. >> It's been a It's been a busy year for all of us. >> I know you. >> I'm not going to the mall with you. >> Team building. Why did you circle that? You do that, don't you? >> It's not in policy or it's not in procedure. We just do it. >> So, here's the thing. >> Well, this is considered team building. Oh, >> so here's the thing. >> Every it says >> board that I've worked

097with that's been recognized in one form or another >> Mhm. >> has an annual board self- >> evaluation >> and followed by annual goal setting. >> Y >> not for the district but for the board. based on our self- evvaluation. This is what we need to do for the year, >> right? >> This is what we need to do. Every board that I've worked with that has been recognized, whether it's a gold prize winner or recognized nationally or we were recognized nationally, we did that and it's tough to do. Every one of them did that. >> But this was not >> remember. But you got to be honest with yourself just like that. Gunny honestly. >> So personal appointments is that that's got to be that that's you have to ratify, right? It comes to

098you. so and so is appointed. >> That's fine. You know that's you got to prove. >> But so what do you do if um through the grave you hear that somebody's going to be appointed principal in your district and you've heard some things about that person? What do you do? Okay. Superend. >> Go the superintendent. Let me tell you, >> let me tell you what I know. >> That's it. >> We just tell them what we know >> and that's all. >> I'll let you have that one. You let me have that assistant superintendent. No, >> that's a different story. >> Yeah. So that personnel appointments >> most everything any issue that we got we go through him >> and in a nutshell. >> You mean from your constituents? >> Everything pretty much. >> Yeah.

099>> Unless they bring something directly about the superintendent, >> we we direct them to the proper channel. They're pretty. If if there's one thing we all agree on, I think it's that. >> Okay. So, let let me let me throw a wrench in this. >> Okay. >> He's got seven bosses. >> Why? >> Yeah. >> But he's not your boss. >> That's not a wrench. >> That's We know that, >> right? You know that. >> No wrench. >> So, >> he's our educational expert. When you as a board misbehave, >> who disciplines you? >> Superintendent, >> the superintendent, >> he tries. >> I try. >> The superintendent can advise you. I remember when we would get out of hand, our superintendent would say to me, "Hey, but he he's not your boss." So, who disciplines

100you? or in general who disciplines a board. >> Well, if I have like for me, if I have an issue and it may be something we may need to discuss as a board, I would go to our board president and then say, is this something we need to look at for the agenda, something we need to do in close session, but how we need to handle if something that's come up on a on a basis like that, then that has been typically how I've handled it. >> I would say >> if it's another member, >> right? I would say the responsibility is on the board president. However, our current operating procedures don't have anything ratified that support >> those issues. All those fails, I call TASB. >> It's very difficult for a superintendent, >> any

101superintendent >> to go and say you can't do that. >> Mhm. >> Well, >> I've called Tasman got a legal opinion. I do that. Well, but remember who hires your attorney? You do. >> You can't tell me what to do. I hire you. >> And that's the way it works. >> That's the way it works. But but then again, the question remains who disciplines you a board. >> We need to >> we have self discipline as well. >> Well, but that's it. That's what I'm saying, you know. >> So, let me let me let me tell you this. >> An exemplary board that I've seen, they discipline themselves. Yeah. >> Easier said than done. >> Yeah. >> What does that look like, Julian? >> What it looks like? >> Yep. Good. >> Kind of kind

102of walk us down that path a little bit. >> I'll walk you down that path. >> The gunny search. >> Mhm. Just got to be honest. You don't pull any punches and facts. >> When you do this, this is what happens. the >> a real life situation. >> True. >> That's a hard one because even the gunny soldier, >> you know, if he's being honest and just saying, you know, speaking his peace, he's not doing nothing wrong. There's no discipline that can be taken against. >> No, no, no. I'm just giving an example about the honesty. >> Right. Right. That's what I'm saying. So when when you're disciplining a board member, you don't beat around the bush cuz we're dealing with adults and you don't solve it. You just give the fact, you know, this

103is what's happening and this is you can't do this because when you do this, this is what happens. You can't do that. >> But if it's not in policy, >> there's two kinds of policies, >> right? District policy and board operating policy. Two different things. Mhm. >> Board operating policy deals only with the board. >> So you have board operating policy, board operating procedures, right? >> That pertains only to you. So it fits in the policy and I'm misbehaving as a board member. >> Give me an example of misbehaving because your definition might be different. >> Okay. So let let's say that I am I'm trying to think of one where I as board president had to take. Okay. So, the board member is going to see the nurse on multiple occasions. >> Oh, well,

104that's to me that's that's a whole different ball game right there. >> No, it's not. >> Well, you're not. But >> can the superintendent go to that boardroom and say, "Don't do that." >> Yes. >> Well, the superintendent can advise, >> right? >> Can advise, but has no directing to prevent it. He >> so I go I what I did I said I heard >> right >> that so and so is going into X school and doing this super says h I have not heard that let me check before he's do anything Julie well principal is going to tell on the board member Well, yeah. >> They're going to be >> I mean, I at first >> it's kind of delicate, right? >> So, >> these folks >> eventually they came out. Yes, it's true.

105How many times? And what were they doing? Well, wanted to go see the nurse. Why? I don't know. trying to well trying to tell you gota had to gather the facts >> because you could easily say well it's a friend of the families and for that you had to lock the door >> well so what I'm saying is you had to get all the facts right >> but it was my place as board president say you can't do that so I was my it's upon me to What if the superintendent says, "You can't do that. You can't go in there and do this and this and this." Even though it was at a school cuz the board president was I mean the board member said, "How'd you find out? >> Who told you that?" >>

106Mhm. >> The first question they got. You're right. >> That's that's an example there. >> Yeah. >> You're right. I mean, that's kind of who >> I know it is. You're right. >> I'll give you I'll give you another example. >> Yeah. >> And this is even worse, right? I don't see how one can be that much worse than that one. >> There it is. >> Don't challenge it. >> No, I'm listening. I'm listening. I'm listening. >> So, the superintendent calls me. He says, "We're going to spend $600,000 on a math tutoring program at this school because the math scores at this middle school are in the dumps." Right. And it was um predominantly African-American school. I said, "Why are you telling me it's rude?" He said, "Cuz you're going to see a big bump

107in that is going to come up." So I think needs to be done. Needs to be done. So you call all the board members and this school was in this board member's district. So, superintendent calls me. He says, >> "Can you come in?" I said, "Sure." He says, "The board members district told me not to do that." She can't tell you that. I said, "What do you do? What are you going to do?" She said, "I'm going to do it anyway." I said, "Do it." She said, "It's fine." He called me in to tell me this. I said, "No." He said, "He told me that if I do that that I'm throwing good money after bad money or something that you can't make chicken salad out of chicken." Said he said that. He said, "Remember

108this is a primarily American. Forget it. I said, "Oh, come on." He didn't. So said, "What'd you say?" said he said, "Mr. So and so, it's terrible, but I'm going to do it. You're crazy." So I called that board and I said, "I understand you said this to the superintendent." So you got to be careful in saying things like that. Say that in public, you'll have the NAACP on your back. So, I don't care. I'll say that at the board meeting. What? >> What? >> So, you say that and I'm going to call a Reese's and then you're on your own. Don't you say that. So, that's another example. >> But I wouldn't have a problem with the with the superintendent and saying, "Hey, Mercer says, don't say that like that. That's not That's not

109>> So the thing is here's the thing. >> The media gets the media gets a hold of that. >> It's a board member, >> right? The the people read that it's SISD board. So yeah, there's instances there's instances of of board members in close session speaking so loud that the the the our police officers call me out and say we can hear everything. >> That's happened before. Mhm. >> So there's a lot of instances that I could tell you that we could go on and on and on and on. >> The point is that it has to be in your board operating procedures as to how you're going to handle that because this Yeah. The superintendent called me and told me this is what happened. But the superintendent said, you know, I I wouldn't advise

110you to say that, but I'm the one that had to tell you don't do that. That same just shows you the mentality. There's a a basketball coach, a football coach, 6'7, 200 something, high school coach, >> right? >> Sitting down about several rows down at a basketball game. And this board member was hollering at a basketball player from his district just really beer writing the basketball team. It happened to be that coach's son. So he used a four-letter word on that kid and that coach turned around and said, "That's my son." And the boardman says, "I don't give a ch." So the coach said, "I'll appreciate and you will stop." The coach of more restraint went down to the police, our police officer, and said, "What the guy was doing?" You know what the board

111member did? He went down to the coach and challenged him to a fight. The board member is 5'4. >> 67. >> Hey, it happens. People, like you said, people are human. Uh we had one our superintendent was fixing to fight somebody here about a year ago. >> But the superintendent is not a board member. >> Well, still he's still a you know he's in charge of the school district. >> So I get a call at home about the board. So off I go. >> There's there's more. You know, that was not in the board operation. Don't pick a fight with somebody that's 67, 280 lbs. But >> that would be stupid. >> I should have told a police officer. Let him fight. >> Ricky, don't don't pick a fight with nobody 67. >> That's right.

112>> Let them fight. Who would be that stupid? I don't mean nothing. I don't care if I'm a board member or not. I'm not going to. So I told him I said, "Were you drunk?" This is a true story >> and I said, "Were you drunk?" No. He should have told me to shut up. This was all in public. >> Right. >> Fortunately, the media didn't get a hold of me. >> Check with Reuben, too. I'm not having a joke. >> You think I'm making these things up? I'm not. >> No. The point of the whole thing is the board has to self police. True. >> I mean, they're funny situations, but the the whole point that I'm laboring is you have to self police. >> Yeah. >> Right. But it shouldn't have to get

113to that. >> We kind of do. I think we do. >> You don't have to get to that point. >> What do you think? What do you think? What do you think the people at that game thought of a board member? >> Incompetence. >> You're on the board with this guy. >> Shall we see our official fighting every day on TV? >> You know what my mother used to tell me? People going to judge you by the people you hang around with. >> That's so true. >> Look at our president of the United States. Look what he just said on Easter day. >> There you go. >> I bet your I bet your parents told you that. Oh yeah. >> All the time. >> Oh yeah. >> How are we still acting up? >> People

114are going to judge it by who you hang around with. >> Yeah. >> Tell me who you're hanging around with and I'll tell you who you are. >> Yeah. >> I hang around with Helen. So there you go. Helen, >> either you're a good influence or bad. >> And so the point is that board member like I told him there, you know, people are going to say, "I want the board with you. I don't want to be on the board with you. Quit my actual words. >> Yeah. It's simple. >> Well, kick me off. I can kick you off. >> Yeah. >> I don't know the way to do it, but I can't. He does. >> He can't. Everybody's elected. So, you know, >> again, I'm be laboring a point. Only you can do that.

115>> But let's not get to that point. You've got your you've got your >> commitments there. Why do we have to get to that point? >> Besides, if you're going to be honor board and make it look good, >> you know, >> you can't get there by having >> When we were on that board, we had a lot of arguments. >> Argument is fine if you respect each other. >> It's how you deal with it or not. >> It's it's how it's how you say it >> disagreement. Gunning. He'd have gotten that good job if he'd say, "Well, sir, I've been told that honesty is my weakness." And instead of saying, "I don't care what you think." Well, he didn't say, "I don't care what you think. I don't give up what you think." >>

116Then he should have said, "Don't start then. There won't be no that would help." But but you don't have to get to that point. You really don't. I don't agree with what you say. But because but you have to take it personal. Help me understand. >> But don't you think the coach should have handled like that grievance that you would handle or how you would handle a upset parent? >> See You got to do that. >> Yeah. >> Doesn't work at home. >> Even if it's a boardman. >> You ain't wearing that red shirt. >> What shirt? >> Exactly. Exactly. Good answer. >> I'm glad you got rid of that shirt. I really am. >> Yeah. >> Let's not mention shirt. You meet my wife. Don't bring that. >> You might meet her. She's here

117with me, by the way. >> Oh, what? So, don't don't don't >> say nothing. >> Not that I'm scared or anything. >> I'm just saying >> you probably would bring it up. >> If you pissed me off, I would. >> I sure would. >> And I thank you. >> Yeah. >> I can see your point of view, but Amen. So, here we go. You have done one, two, three, four, five, six, seven. That's good. >> This is good. Now, so what are you gonna do? >> We're gonna have to do the >> We're gonna take some of those bullets just by listening to Jim. >> He's going to take some of those bullets and add them into our >> So, how are you going to do it? What are you going to do about it?

118And >> we have a committee that's working diligently on it and we need to >> Are you going to cooperate or collaborate? Cooperate. You're going to form a committee to get this done, right? >> And then bring it to the whole bunch. We we already have >> we have a committee and our last team of eight was focused on board operating procedures. U but we've been a very busy board. But my question to you Julian >> going by what we talked about just now uh we have some that we're already working on that are very important to the board right this moment. But if you were to look at this list of the things that are not included in our board operating procedures, which one would you or which one or two would you recommend

119that our committee focus on first? >> Discussion >> our committee. Do you'all have that say >> he said which one >> which ones would we prioritize? And uh he said participation, discussion, debate. Here's a thing because if you don't if you don't get that settled, >> what good are the other ones? >> The fifth bullet. >> If you can't if you can't if you can't agree to agree, you're you're done. >> What good are the other ones? >> I would agree, but I'd also say for me the way I regulate myself and when I get passionate about something is I have to be I have to model the behavior that we want to see our teachers and our students have. How can we hold them accountable to something we're not doing ourselves? >> That's what

120I'm talking about. >> Right. >> So that that's what I'm talking about. Because when you discuss and debate, you're doing it where >> In public, >> right? >> Sometimes in private. You said you they could hear from the executive >> in discussion and debate. You're doing it in public. That's the only time you do it, >> right? >> Is in a public meeting. So that's when the teachers see you and the community sees you, >> right? >> So if you don't get that set, what good are the other ones? If you cannot, if the people don't see you, that's why I put on there standards of professional practice. >> If they don't see you as professionals and getting along with each other, well, how how can you put the other other items together? >> Which

121one would you pick? >> I would I would agree with that. Yeah, >> that that was my number one, but I just wanted to hear it from you to see if I was on the right track. >> Yeah, because other ones say, well, I think other places, you know, that are not within, well, concerns and complaints. Well, >> everything else kind of falls into do that if >> right, >> if you can't get along, well, how can you start working? If you cannot collaborate, how can you put the other stuff together? So, you that's the one you got to get with for in my opinion. I'm going to call number nine. >> Just so you know, um, our committee is Ricky, Tiffany, and Helen. Tiffany, I believe you're chairing that committee. Every everyone kind of

122>> Yeah, >> try that. >> Three. So, they don't have to. So, it's not a quorum. So, we have three people, >> but anybody's welcome. >> We switch out. If they say we'll switch out like if someone wants to come and then I will may not come or Mr. Clint may not go that night, then that way we won't have a quorum. So we can handle it that way if someone asks to >> Right. That's good. You asked me and that's >> at least that's what I started with talking. >> So I will ask the committee if y'all can focus on that one. Uh next >> and and by the way these are not >> discussed too. >> These are not in priority order by the way. >> It's been discussed. >> Right. >> They're

123not they're not in priority order. >> Right. Right. >> That's a big one. It's a big big one and and and I personally think that one would would help us get over the hump of how we deal with disagreement. >> Remember what we started off with the two items and the >> those tie into that, >> right? And why did I put that at the very beginning? Because if those were not issues, I could be at home. >> You wouldn't have a job. >> I wouldn't have a job. I'll be smoking a cigar on the beach. >> That's not where my grand is. Okay. >> Cigars, too. >> I don't smoke. >> I get the blinkers are not an excuse cuz I want to know what that means. >> Blinkers. Where's that one? >> I

124read ahead. >> Oh, did you? >> I I can't wait for this. I want linkers or not. I want to know what that is. >> That's your page three. >> Diana can't put that in there. She she I don't do anything. Diana Kim does all this. And I said, "Dan, what is that?" She said, "That's governance or management." I said, "What?" She said, "He told me to be creative." I said, "I'd be ready." She said, "I want to go." >> I said, "Well, wait a minute." I said, "You figure it out." >> Okay. So, you're going to leave me hanging. >> Well, no, that's not the way it goes. We'll get back to you on that. >> Well, that's a good I can accept that. >> There you go. There you go. Oh man, you

125had to bring that up, right? >> Sorry. Not sorry. Are you good? >> No. No. That was a good thing you brought it up. >> Who said it was a good thing? >> I did. >> Okay. It says you brought it up. Blinkers are not an excuse. So I go to Joe and I said and I say, "Dr. I've been hearing a lot of complaints, a lot of complaints about three principles in my district. A lot of complaints, especially one principal. And I think it would be good for the students there and for you to move that principle as soon as possible. People are calling me every day and I really think you ought to move that principle as soon as possible. Is that governance or management decision? >> Management. >> Oh, wait a minute.

126Think about it. I need you. >> I've got a lot of calls. >> Governance, you see a lot of calls. >> Yeah, I have to go back. It's management. You got to manage the situation. >> Well, it could be both of them because you have to look at it from the standpoint of what you're planning on doing and then management takes over. >> Camp easy. Take it easy. right in the fence. >> No, I'm just saying that governance and what you're trying to do with it, but then in the end, management is going to take over and make the decision. Now, that's just me. >> I still think >> governance is big picture. You know, policies, management is more individual, case by case like this is >> by what about my constituents that keep on

127calling me? What am I going to tell them? >> To call the superintendent. >> Uh, call Dr. Rodriguez. He got all the answers. >> You could advise the superintendent to look into the matter. That would be governance. >> Well, there's a chain of command and what to do and there are district policies that apply to that. If someone's come to us and complaining about a principal or assistant principal >> every day, >> I would refer them to the policy and what that is. Same thing. Don't block that number. >> Got my blinkers on. >> Blinders >> or or address it. >> I thought the blinker was the signal in the car >> and you turn over anyway. >> Yeah. >> Cut them off anyway. >> Thank you for Thank you for calling, but >> Oh,

128>> this concern is being addressed. >> Staying in your lane. Blinkers are Okay. >> Right. >> Yeah. I guess that's that's a good thought about it, but I don't I'm not sure >> that new that new uh system pushes you back over in >> the situation does not give you a reason to veer off and get out of your lane. >> So, I go back and tell the people don't call me. >> No, >> what I do is refer to policy and procedure. And >> should I go to the school and see if it's true? >> Let me be your consultant. I'm going to tell you what to do. >> Okay. You go. >> This situation is under investigation, so I'm not allowed to speak on it, but trust me, it's being taken care of.

129>> I'm the parent. >> You're the parent. >> I'm the one calling you. Why? I'm confused. >> Yeah. >> It's been in most of our districts, we could say you didn't even >> We just made matters worse because it's some of your investigation. Why is no action being taken? >> Well, because you can't take no action unless you know it's a fact. That was what I would tell you. Oh, is >> I mean just cuz I got closer don't mean that he was doing something. >> Well, I would say it's management but governance takes a hit on it. >> Moving a principle is management, >> right? >> So, it's his decision. >> Yeah, >> that's his job. >> If I don't like it, I tell him do better next time. >> Okay. >> Try again

130next week. >> It's too late. My niece already quit. >> Yeah. >> Yep. >> Well, we have, you know, you're going to have those people that quit. >> So, this management or governments, >> Jim, I like to put on the agenda that for the new school that we name it after someone that is not living instead of living. Is that governance or management? That's >> if we have two board members that if we have two board members that say we want it on the agenda, that is governance and we put it on the agenda because that is in our >> has to do with the school. >> It's in our policy. >> Y >> we have board policy on how to name a school, right? And that what you just said follows our policy >>

131and the agenda policy, right? >> So it overlaps. >> Yeah. That's no good. >> Good. >> Well, it may not be, but that's our policy. >> That's our if Richard and I decide, hey, put this on the agenda. There you go. >> But the process of naming schools is management. There there should be a process in place as far as forming a committee, getting names, and doing all that. The actual approval is governance, right? >> The final approval is governance. But the actual process >> to get to a final date, that's going to be management, >> right? >> Okay. >> As long as you follow the policy. >> Correct. >> Dr. I think we're spending Yeah. Yeah. >> Dr. I think we're spending too much money >> to build our new schools. What is this

132cost per square foot? >> And how does this compare with our neighbor? >> Yeah. >> Is that governance or management? >> Governance, you know, telling them to look into something. It's not telling them to do something. >> Who's asking? >> Yeah. A trustee. >> That's Well, that's that's our fiduciary responsibility, >> right? answer the house. >> And you should already know the questions for that because you voted to approve the expenditure >> or didn't have to. Whether you voted for or didn't, you know, the information, >> you know, his name, right? >> I'm agreeing with you. >> The information was already in your face before you voted on it. >> Right. I'm agreeing with you. As a board as a board trustee, I show up to a school >> and I tell the principal, >>

133I'd like for you to call a board uh faculty meeting. I want to talk about the bondage. >> Now, that one is covered in our board operating procedures that we are good to visit campuses. However, we are not there in a supervisory position. >> So, we're not supposed to do anything on that. I >> should know that. That's that's uh prohibited by our board operating. >> So the principal would say I'm sorry we can't call board uh faculty. >> Of course >> if he's following our policy >> board policy says well I would call superintendent if I was the principal and say >> do the principles know that >> that actually happened. >> They have enough stinking meetings they ought to >> that actually happened. >> Oh I believe it. >> I believe it. And

134the principal was >> what do I do? >> Of course, >> I can understand that happen. I can see that happen. >> Another thing that happened with me, I was invited >> to when they were observing Columbus Day. >> Mhm. >> Years ago when I was on the board um and this teacher had a a beautiful display of Columbus. I mean, it was beautiful. >> And I made a big deal. I mean really cuz it was like second grade or that one, >> right? >> But they went overboard, man. I mean, it was just fantastic. They did little ships. The kids had strings and they were moving, you know, and they even have food of what they what they ate. I brought Fritos cuz that was corn. >> I like that. I had to eat.

135>> That's state competition stuff right there. >> But it was it was really unique. So, so I made such a big deal about that. So then in the spring they called me back for I don't know what holiday. So I turned again with the principal the classroom and that Columbus exhibit was still there. So I told the principal why is that Columbus? She said he made such a big damn deal over that thing. >> He didn't want to take it down. Yeah. Oh. Well, I told her, she said, "Man, why it's not?" She said, "Well, you know, it's such a big deal." Okay. So, let's see one that that's crazy. During a regular board meeting, sorry, >> one of the board members raises the hand and says, "Dr. Rodriguez, I'm very concerned about the bus

136safety in the district. I'm hearing stories about reckless driving and buses not being adequately maintained. That's what I hear. I want to know what your perception is and what your plans are for dealing with this. >> It's funny that he brought this up with all the the wrecks we've been having in the district. I mean, we had a couple. I mean, here we go. Is >> that on the agenda? Is that a discussion item on the agenda? >> No, >> it can be on future discussions. Can we have this? Well, that might be the answer, >> right? Right. And we can take this up on at the next meeting or future. I would gather information and provide whatever information I could to the trustees leading up to it being an agenda item for the next

137board meeting. >> Yeah. >> This is one of the surprises. Yeah. >> So I told that board member, well, why didn't you bring that up privately? You know, it's it's it's both, right? It's governance and management, but it's a surprise at the board table. >> Sure. That that goes along with are you entitled to get information from the school district >> in most cases? Yes. >> Yes. Do you have it in your board operating procedures? >> Yes. >> The process for that? >> Yes. >> Let me tell you something. At one time I was an associate superintendent and dispelled a myth. People in the central office are not there like this. God, I hope a board member calls and asks for information. I you know I haven't called I haven't had a call in the

138last 10 minutes. >> No way. Board members of the media want some information on this. God, I hope they call because the last one took me 18 hours aside from the job I have to do. >> Oh my goodness. >> God, I hope somebody calls. Oh my god, that would have made my day. >> Yeah. >> Oh, and I would have to come in on Saturday and Sunday cuz they wanted it by Monday if today is Friday. >> They really don't. They don't get I may be wrong, Joe, but your staff may be different. >> Is he wrong? >> But we didn't sit around and Hey, David, how many calls did you get from a board member today? 19. I got your B. I got 22. So, >> I don't think they want to hear.

139No, but we have some people in as citizens that do a lot of >> citizens too. >> So the state finally put some some um gatekeepers like that and guidelines for that. But you know, I'm making fun of that, but man, that can be a bear for that. >> Well, that's why we're laughing. We know >> the superintendent put I mean when I worked for Victor Roas man that had guy put his stuff on him man but it it's a lot when a board member ask you don't want to turn in something to a board member and you know that's not right you check and double check and double check and I used to turn it into another associate and another associate more eyes on right? You know, so you know, he did sit around

140with God, I hope Jim calls for some reports. He hasn't called in what >> two hours. So, yeah, that that should you have that in there? Board operating. >> Yeah, it it's there. >> Thursday on page two. That can be that can be up, >> but that's one of our oldest ones that we really should just update. Um because anyone that opens the page, the first one was revised on 2004 and that just reflects on the board as a whole. >> Okay. So, what about this? I call the superintendent and I say, "I'd like for you to start working on a proposal or or outline for teacher incent Santa Fe and have it ready for the next board meeting >> manager >> pretty much. Yeah, >> management management. >> We've actually did that. >> Oh,

141really? >> Yeah. >> You guys are no fun. You see, you guys are are there. >> We're almost all the way there. >> No excuse not to be an honorable. >> Exactly. >> I would agree with that. We have to challenge ourselves to be that honor board. >> Here it is. >> What's the name of that Peter? to be on the board. That's too much work. Be out trying to get ready for that. >> What's the name of that? >> Oh my goodness. He wanted He has on there behag. You know what a bee hag is? >> Oh, hold on. >> A beehag. >> I've heard this before. >> You carry audacious gold. >> Be hag. >> That's what you need to do. I got to write that one down. EA >> Tom Peters call

142>> good degree. >> The book Good. It's all book. >> Oh, that's to get on the bus. >> I don't. >> Yeah. Get Get the right player, the right person in the right seat. >> Big Herod's goal. Yeah. >> And your big heritage is going >> is to be awardw winning. >> You got a lot of stuff here. Look at you. >> Jesse and I didn't change it that much. >> You don't do it cuz you don't want to. >> The board was only went from being the most politicized to being nationally recognized. I mean, >> how about that? Ah, that's pretty hard. >> How hard is that? >> It's not. >> Oh, it's pretty hard to >> get up there. >> I told you. >> There's a lot of competition. There's a lot of

143school district. >> That's good. >> When we went to that, I remember that. I was like, >> competition is good. >> But y'all did it. >> And then a little school district beat us out. What? I was like, remember that? All right. I'm a big district man. >> Yeah, >> I was shocked when Galina Park got it last year. >> Okay. >> You know, I got to be out of here. 11. >> Yeah. >> I'm off. 11's good. >> 11's good, bro. >> Okay, here we go. >> You see how they looked at me? We need to put that in the board operating procedure. Don't be looking like that. when I was a principal. >> Please tell them off. >> I was a middle school principal for two years. The second year, I went and

144told a superintendent, I don't care what you don't care what you do with me. >> I'm not going back to middle school principal. I don't care what you do with me. >> Send me to war. I don't care what. I'm not going back to being war. >> I was working. >> I had a I had a kid that came. >> Okay. Gunning. >> This this Yeah. This kid this this this girl is looking at me bad. I said what? >> Looking at me bad. Whatever that means. >> All right. Looking at me bad. Be happy she's looking at you. >> Okay. So, we've got to get you in the face. >> Less than five minutes. Here are the top 10 things that a board can do. We start with the top and the number one

145is at the bottom. Thank you sir. >> H >> yeah. >> Don't do it like that. pay your wage for the >> man and you brought up one right here, >> Gunny Trevino that I don't know if we did this. >> I don't have a personality for Gunny. >> Sure you do. >> You never know that until you're out in in the live fire. You turn into You heard of Benas? He he wasn't like him, but he became >> All right, let's keep it going. right here. >> Yes. >> Start with number 10. >> Pay your superintendent a fair wage. >> You've got to define fair. >> The next one. >> Provide the resources for an adequate quantity and quality of senior staff. >> Provide clear direction to your superintendent. Speak with one voice and

146maintain a stable board. >> Oh man. >> Link your superintendent's performance evaluation to district performance. Provide honest, constructive feedback privately and with great sensitivity. >> Never say anything negative about your superintendent in public or even to trusted friends. >> Govern by policy and make certain your superintendent always directly is always directly involved in the policy development process. >> Uh no surprises at the board table. >> Um stay out of management explanation. >> Yes. Drum roll. >> Do everything in your power to make your superintendent successful. >> Now, these are the top 10 that a superintendent can do. >> Oh, switch the road. >> There we go. They're coming to you. >> Are we going to discuss these or >> No. >> Okay. >> I I would have to come back. >> That's the cliffhanger. Can

147we give you one more story though on one of these? >> Sure. But let's give a super >> No. Okay. Let's do this. >> Yeah. >> I'm just super once in a once in a while. Yeah. Y'all ask me later. I'll tell you what he just said. >> I'm glad you found that funny. The IQ 180. >> It was funny mistakes. No, it was pretty funny. >> I mar 180. >> You know how many is in the opportunity? >> Okay. >> Top 10 things a superintendent can do. Start with number 10. >> Give board members lots of opportunity to receive favorable press. >> Never argue with or show disrespect toward a board member in public. Share all written communications to or from individual board members with all board members >> on important issues. Make certain

148you have the votes before you make a recommendation. >> That's a tough one. >> Yeah, it is. >> Ensure the board develops a charter for each standing committee of the board. >> Okay, that's also very very important. I'm going to be upfront with you. I am not a fan of committees. However, if they work for you, fine. I believe in a policy committee and a finance committee, but if the committees work for you, that's great. >> We have either >> um we on >> always interpret a vote against one of your recommendations as a vote on principle. >> That's right. If you vote against something that I was proposing and you vote against me, I understand different point of view. Fine. We'll move forward and I'll support it after >> make certain the board receives

149effective training. >> Resto resolve constituent complaints quickly so board members don't have an excuse to never >> cultivate business and civic community leaders. >> General communicate communicate communicate. >> Yeah. All right. >> Collaboration. >> So we're going to take a break. Until next time. >> Thank you very much for your attention. >> If there's anything here that you would like to clarify, Naomi knows how to get a hold of me. >> Okay. >> She has my number. Feel free to call me. Uh I may not hear because of the waves on the beach, but I'll move >> smoking that cigar. >> Yes. Mhm. just on the beach. >> So kind of >> I enjoyed meeting you and hopefully cross paths again. So really seriously, if you have any question, I can answer and help you

150with anything. Give me a call. >> To talk to you again. >> Thank you. >> So invite me when you get your board recognition. I'd like to be there. >> I'm going be looking for credit. >> Thank Thank you on behalf of the board, Dr. to be on for some. Thank you on behalf of the board pleasure. Oh, you wanted to hear twice >> three times. On behalf of the board, thank you for coming out, spending the evening training us tonight. Uh, it was insightful. Hopefully, we all picked up a few words that on that first sheet I gave you, the very first two sentences. >> I wrote a lot of notes. School dude just shut us down. So, you're going to close. >> Correct. Before we go into close session, Dr. Rodriguez, is there

151anything you'd want to uh add to the training? >> No, that's not at this time. >> All right. Thank you for that. So, that will conclude. Where's my agenda at? I thought I had it all here. We'll now move on to item number three of the agenda, closed meetings. The board will now recess in the close session pursuant to Texas government code section 551.074. No action will be taken while the board is in close session. The time is 9:00 on the dock. >> Good timing speaker. >> Okay. The board will now reconvene into open session. The time is now 10:24 p.m. No action was taken while the board was in close session. Having no further business before the board, this meeting is adjourned. The time is 10:24