001Special meeting to order. Uh on this Cinco de Mayo beginning at 5:30 here, building 400. Uh let's begin with an invocation and pledges to allegiance. Oh, thank you, Roger. Roll call, please. Bring up the screen, please. Okay, I see it. Now we have all seven in attendance. Now let us begin with our invocation and pledges to allegiance. Heavenly Father, we come before you tonight with gratitude for the opportunity to serve and to lead. We lift up these re-elected board members, asking you that you bless them with wisdom and clarity as they continue their work for our schools and community. As we enter this time of training, may be more than just information, maybe preparation. Give them all open minds to learn and a sense of unity as they move forward together in service. guide their
002decisions, strengthening their commitment and remind them of the students and families who depend upon their leadership. We ask all these things in your name. Amen. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Honor the Texas flag. I pledge allegiance to thee, Texas, one state under God, one and indivisible. >> Thank you, Roger. >> Anyone sign up for public comments? >> No, sir. >> Okay. Therefore, we'll go to item four, approval. Consider approval of canvas votes and declare the winners of the May 2nd, 2026 school board election. Yes sir. I would like to present to you two documents you have on your desk there in front of you. One of the documents shows
003the overall results from the election. The second document which is required by law to show you by precincts. Uh and it's my great honor to announce the winner of the board election in the canvas the 2026 school board election to Mr. James Gonzalez and Mr. Jose Viaz. We need a motion. >> I move that we approve the canvas of the votes and declare the winners to be Jose Diaz and James Gonzalez. Second. >> We have a motion sec. Motion and a second. Board members, please vote now. Motion passes unanimously. Congratulations, James and Okay, we'll go right on to uh administering the oath of office of newly elected officials. James and please step down. You have approach from right there. Okay, just please stand in your place. >> We will now administer the oath of office
004to the newly elected trustees, Jose Diaz and James Gonzalez. Please raise your right hand and respond. I do. By the power vested in me as notary public servant for the great state of Texas, I hereby administer the oath to the newly elected Southwest ISD board of trustees. Do you solemnly swear that you will faithfully execute the duties of the office of trustee for the Southwest Independent School District for the state of Texas and will to the best of your ability preserve, protect and defend the Constitution and laws of the United States and of this state? And do you furthermore solemnly swear that you have not directly nor indirectly paid, offered, or promised to pay, contributed, nor promised to contribute any money or valuable thing, or promised any public office or employment as a reward for
005the giving or withholding a vote at the election at which you were elected. So help you God. >> I do. >> Thank you. They are now board members again. Okay. At this time, we're going to go into uh the election of board officers to serve from May 2026 through May 2027. We'll begin with president. So we are I will turn it over to the superintendent. >> Okay. Thank you. Um now at this time I now open the floor for nominations for the office of board president. Are there any nominations? >> I nominate Sylvester Vasquez to be board president. At this time, I'd like to ask all those in favor say yay. >> Oh, sorry, we went too fast. >> Oh, sorry. If are there any other nominations? If there are no other nominations, do we
006have a motion in a second? >> Sylvester is now the president. Does he take over now or you do all >> Did we already vote? >> Yes. >> Oh, sorry. Okay. >> Thank you. Thank you everyone. Okay. Now, uh I'd like to open the floor for the nominations of the office of vice president. >> I'd like to nominate Mr. Dawan for vice president. We have one motion and a second. Are there any other nominations? Hearing none, we do have a motion in the second for the office of vice president. Board members, vote now. Okay, here we go. >> Okay, it's unanimous. Congratulations, Ida. >> Thank you. I will now open the floor for nominations of secretary. >> I'd like to nominate Florenda Bernol for secretary. >> A second motion a second board. Are they are
007there any other motions? Hearing none. Having a motion a second for the vernal board members vote now. Congratulations, Flo. Okay, we will now open nominations for the position of assistant secretary. >> I nominate James Sullivan for assistant secretary. >> Second. >> One motion and a second. Are there any others? Hearing none, we do have a motion for assistant secretary James Sullivan. Board members, please vote now. Congratulations, James. Okay. Well, that was nice move. Uh we'll take uh does it say we have to start our trading at six so we can go straight into >> but I'd like a break >> five minute break then we start okay so 5:45 we'll start trading is that good for everybody >> Bruce War congratulations um so this is your annual required uh team of training and um so
008there are a couple of things that we're going to touch on tonight that I hope will um uh will help you as a board reflect on your work and um and u hopefully in the end um allow you to work more effectively as a team. So we're going to start off tonight by reviewing the framework for the schoolboard development. Uh we're going to review roles and responsibilities and then we're going to take a deeper dive into the Southwest ISD uh uh operating procedures for the board. And then lastly, we're going to um review the board self assessment uh that the that the board completed over the weekend. So I wanted to start off by um sharing a video with you. And so before I do that though, I'd like for you to um to think
009about this concept of we're a family. So um a lot of times you will hear um districts, uh successful organizations, um maybe even just all different groups. They may reper refer to themselves as we're a family, like we're a family here at, you know, whatever organization it is. So, with that in mind, what I'd like for you to do is uh just somewhere on a piece of paper you have, maybe when you think of a family um and then you think of a championship team, think about uh some of the things that these two may have in common, a family and a championship team, and some things that some places that they differ that they uh you know, they're they're willing not not alike in all cases. So, I'm going to give you a chance
010just to do that on your own. Just jot it down just maybe maybe a minute at the most and then we're going to talk about that a little bit more. >> Am I I'm sorry. >> Is it something you can do on here? >> I can lower it down. >> Yeah. >> Is that better? A little bit better maybe? Yeah, >> I can lure it more. I just need it for the recording. >> You can lure it more. They really don't need it for me and just for the video, I guess. Yeah. Okay. Anybody want to share out uh a way that a family and a championship team might be similar or a way that they may they may differ? >> I put that the way they differ is that family you don't get rid
011of the week you sleep. >> Okay. >> You have to only pick as perform. >> Yeah, >> I would agree with both of those. Anybody else? communication, trustworthy. >> Okay. So, in both cases, they have great communication. They're trustworthy both in a family and on a championship team. >> Thank you, Daniel. >> But faith and respect to one another. >> Okay. >> Both family and championship. >> Yeah. >> And as far as differences, >> Yeah. Sure. All all goes back to respect. >> Uhhuh. >> Respect and cohesiveness. Good. Okay. So, I want to challenge some of some of our thinking when we think about uh we're a family and we're all uh in an organization and all moving towards the same goal. So, as you watch this video, uh let's look for where these two
012might clash and where they might overlap. And and I and I and I and I I get it, you know. I mean, I get what they mean, what sports teams and even some businesses do that. Um, athletic director, welcome to the XYZ family, right? They're saying we care about each other here. And I think that's pretty important. I mean, I I think what they're saying when they use the word family is, you know, we're we're a caring organization. We care about people. We care about every member of our organization. Very very commendable view. But it hits me wrong the word family. Um so to me, family is unconditional. Unconditional. Here's what it turns out. That on high performance teams, it's the opposite of unconditional. It's highly conditional. Highly, highly conditional. This is how we do
013things. This is what we believe in. This is how we operate. Contribute to that by contributing in the middle or this is the wrong organization for you. That's how high performance team organ are organized. Now, so whether you're picking them, selecting who's on your team, or whether you're inheriting a team, you got to get to that point at some point. You got to get to this. This is not unconditional here, right? And I I don't know that using words like family help us in that regard. Um it doesn't like offend me or anything. It just it it hits my sensibilities wrong because are are we that loose with things? Don't we understand that high performance organizations are completely unconditional? I mean, I I can't work at Disney. Why? Have a mustache visible tattoo. I'm out,
014right? I mean there's who the the finance earier really amazing guy Warren Buffett not Jimmy Buffett Warren Buffett huh finance earier he says I won't work with anybody I don't like trust and admire are those conditions damn right they're conditions anywhere you find successful people and successful organizations you don't Fine. Come with us. Bring all your stuff with us. You can say my bad here and we're all okay. Just be yourself. No, it's not true. Highly conditional. All right. Thank you. Okay. So, any comments about that? When you think about in terms of the family being uh conditional, right? Excuse me, unconditional. I have that in opposite place. I am so sorry. The family is has that unconditional love, right? Like Ido was saying, you in an organization, a highly effective organization, you might want
015to take out that weak link, right? You don't do that in your family, do you? No. No, you don't. So when you think of in terms of your work as a board, do you think of your work being conditional, highly conditional, or is it unconditional? And I think what what a lot of the things that we're going to talk about tonight shows that your work is very conditional, right? Um your roles and responsibilities are spelled out in statute. So it's not Dr. Ball's idea. It's not Commissioner Morath's idea. Um, it is clearly defined in statute. The role of the board and the role of the superintendent, your board policy, very very conditional. Um, your board operating procedures that is defining uh what you all expect to see and do as you work together as a
016board. um what what you can expect from each other and then also your code of ethics um defines. So it's it's not opportunities like you said to say, "Oh, my bad." You know, that that's not really how I I think you want to operate as a board uh here at Southwest ISD. So um so let's look a little bit now. Um, and every team of eight uh training uh has a requirement that we need to cover uh summer statute uh the roles and responsibilities as a reminder. So, we're going to take a a shallow dive here, not not a deep dive. Um but when you look here at Texas Administrative Code um school districts uh 61 subchapter A, it talks about uh that the the state board of education uh is charged to adopt a
017framework for schoolboard development to be used in structuring uh the continuing education for uh schoolboard members. So again this is something that is defined by statute um as to uh how the board should be functioning. Um there is a lot of research that's behind that and so there are five components of the uh framework for schoolboard development. Um, and this is information that was covered for you when you went through your orientation to the code training, uh, when you first became a board member and then also in the, uh, ISO, the evaluating and improving student outcomes training that you do, um, every other year. So, we have these five components, vision and goals, systems and processes, uh, progress and accountability, advocacy, engagement, and then synergy and teamwork. And and that's why the synergy and teamwork
018piece, that's why we're here this evening, right? It's uh that's what the team of eight training is all about. And so when these five components are all focused on within the school board's work, uh research tells us that that's when districts are most likely to see an improvement in student outcomes. and and that is why we're here, right? Uh an improvement in student outcomes. So, the framework for schoolboard development, it's very lengthy and and we're not going to touch on all the uh all the details of it this evening, but another piece I just wanted to point out to you is it has a preamble, right? Like many important documents do. And uh not sure if you can see it, but in the second paragraph, just that second sentence is in red and it says
019to effectively meet the challenges of public education, school boards and superintendants must function together as a governance leadership team. So that is critically important that uh that this this team it doesn't mean that you have to agree on everything all the time. But it means when you come together and make a decision as a team of eight uh and that decision's been made, then the the the district moves forward, the board moves forward um with that decision. And you're going to see in a minute. I I loved looking at the results of your board self- assessment in that area because um it was a perfect score that you feel strongly that that you're doing that work. Okay. So an effective teams a team of eight the trustees govern the district with the advice and in
020the partnership of the superintendent. So even though I know Dr. B has a long history here in Southwest ISD as board members you are uh the members of this team of eight that really represent the community and uh are helping to communicate that to your superintendent. Uh the superintendent on the other hand is the expert in education. And so in this case she manages the district with the oversight of the board. And so it's this uh nice little dance right that uh the the team of eight the superintendent and the board have to do uh to be able to work in partnership in order to ultimately improve student outcomes. So, in Texas Education Code 11.1511, it spells out the powers and duties of the board. And since I know all of you, I think is
021are the newest board members, you've been on for four years. Is that right? >> Okay. Yes. So, you're starting your fourth year. So, um if you're interested, we could we could go in and we could review all 15 of these. Um, but I was thinking for this evening, we would not uh focus on just the powers and duties of the board. Um, Texas Education Code 11.201 focuses on the uh duties of the superintendent and there are 15 of those as well, but we're not going to take a deep dive there. I just wanted to remind you that those exist and you uh you can find them on the internet. I'm sure Dr. ball would uh help you to find them as well. The last piece also in statute uh is a collaboration piece and since
022this is a team of eight training uh I think this is a great time to really focus on um these areas. So the trustees and the superintendent shall work together to advocate for the high achievement of all district students to create and support connections uh with community organizations to provide educational leadership for the district um to establish district-wide policies to support the professional development of the staff and to periodically evaluate board and superintendent leadership governance and teamwork. And so that is one of the things that we're doing here this evening. That's why you completed the board self assessment to really reflect on uh that work in leadership, governance, and teamwork. Okay. So, has anybody read this book, The Governance Core? It's a it's a um if you ever are interested, um TASBY has a they
023call it TASBY leadership. And um this is it's like a year-long study where like kind of a cohort of board members across the state get together and uh they meet three or four times a year and they visit districts but this is a book that they read and um I always in team buildings like to share you know with you that some resources that you might could um that you might could follow up with. And so in the governance core, it talks about highly effective governance requires a well-defined governance infrastructure that provides definition, guidance, and direction. And so when you think about your board operating procedures, right, they provide definition, guidance, and direction. And so that's why we're going to um we're going to focus on those this evening as well. So your board operating
024procedures um they are very conditional. They're really your team's game plan for success. Uh it ensures you're consistent on how the board handles uh situations. It provides guidance and dealing with complex issues and it's always nice to have something in writing to have some guidance before you're in the middle of that complex issue. Right? And so that's why this evening, one of the reasons um it's important if you've you know if you've as you've gone through um situations if you think there's anything that you can add or change in your board operating procedures that would help things to flow a little bit more smoothly like the next time you're in the middle of a complex situation. um this is the time uh to take time with each other to talk about that and to see
025if there is an opportunity to move forward and to do something a little bit differently. It's a formalized uh approach to work through defined procedures. It represents the board's adoptive voice, not the individual uh board member. And so, not in this case with the newly elected members because you've been on the board before, but when you have a a brand new member to your board, the board operating operating procedures is a great resource uh to have in place for that person. And it's a living document. So, just like this evening, if we need to make some changes to it, we can. Best practice is to visit the revisit this document once a year. However, if something were to come up uh in three months, six months, nine months, and you, you know, you felt a
026need to add or to edit something in this document, you always can do that. You would just want to come back to a board meeting and um vote to approve those changes. So, it's definitely uh it's a it's at a time of stress and difficulty that norms and protocols are most important, and that's what your board operating procedures really are. Um, so on page two in your board operating procedures, and I think you have a copy of that in front of you, uh, if you want because in just a minute we'll kind of start thumbming through uh, the document. Actually, this one is not. Do you have the board operating procedures? >> Yes, ma'am. >> Okay, good. I think this is just a copy of the PowerPoint. That's okay. I don't need it. Okay. Um,
027so we're going to go ahead and review the items that were identified by all of you um as areas that you might want to revisit. So, if you'll turn to page one. Now, I don't know who said, you know, yes, I would like to revisit this particular uh uh subtopic subtitle on this page. So, I'm going to need I'm going to need some some help from you all. So, on page one where it talks about the purpose, nobody said anything about wanting to revisit that, but um >> hang on. It's not page one for us. It's this. We have a copy, but it's >> Oh, okay. No. So, so that is literally the PowerPoint that you're looking at. Do y'all have a copy of your board operating procedures? Oh, we have a synergy and >>
028Oh, okay. Or do do they have access to their email right here? Because you emailed it. They could open it and look at No. Okay. >> We can't do anything. >> Okay. >> We have them in our email. >> Yeah. I think Dr. or Mona emailed them to y'all at the end of last week. >> We have them in our email. >> Okay. So, yeah, for us to really move forward, I think you'll want to be able to see that and be able to look through that. looks like this. >> It's the email that Dr. Ball sent us on >> April the 30th. >> I forgot my phone. >> Oh, she's gonna get someies. >> Okay. She's getting them real quick. But while we're waiting to have a dark chocolate or vanilla to your daughter
029or vanilla pause. >> Yeah. You know, one of what we could do if you'd like, Dr. Balls, we could go ahead and fast forward to the um board self um >> um yes, the board self assessment. Is that okay with everybody? And then we'll come back to this. >> Okay. So, I'm just going to kind of go through this for just a minute. Okay. So let's kind of switch gears. Uh instead of starting with the board operating procedures, we're going to start with uh the board self self- assessment. So what I want you to uh I'm going to start with the end in mind. We say that a lot in education. So, as we are about to embark on this discussion on um the board self- assessment, what I want you to think about as
030we're having these discussions is is there anything that you would want to consider doing differently um in the future? And so, you know, once a year, uh Dr. Dr. Ball and her team will bring to you like a district improvement plan where they identify an area, right, that they want to improve in and then they have these things that they're doing to um uh to try and and get to that goal where where they want to be. And so as a board, as we go through this process, you may or may not, but you may, so I want to plant the seed now. identify an area that you're like, you know what, we want to get better in that area. Like we we want to try and focus on this. And so if that's the
031case, then we can talk a little bit more about what what that might look like um after the discussion, but I like to start with that. So you're going to see this slide again uh in probably about an hour. Okay. So the foundational components of board center and teamwork. You have that paper in front of you. Um and so there are five components. So one thing I want to bring to your attention when you think about that framework that I shared with you, there were five components to that framework at the beginning that all come from the state board of education. So board synergy and teamwork is the last one. It's the fifth one. And it's all about the board and how they work together. And so the self the uh self assessment that you
032took um focuses on these five areas that all uh work to board synergy and teamwork. So one component is building trust, the next uh resolving conflict, the third demonstrating commitment. Uh the fourth holding each other accountable and then the fifth is focusing on results. So uh as you went through the um the survey that the form the Google form that you completed you had these five options 54321 uh for every answer almost always often sometimes rarely never or not applicable. So what we did here I went the long way is um is I assigned the numerical value after you completed it. Okay? because what that allowed me to do was to create a ranking system uh as to how the board feels about their work. And so here I have those five foundational components that
033we just reviewed together. Um I have them ranked from high to low. U so you can see in demonstrating commitment that is your highest area as a board collaboratively um with the five point uh 5.25 25 the ratings um on the on the far right it says ratings including three or lower. Okay. So what I want to do is I wanted to pull out or bring attention to uh the five and the four are great ratings, right? I mean it's either uh you are almost always doing that or you're often doing that. But the sometimes and the rarely are a little bit more of a concern. Um, so I've never had it uh uh turn out this way, but there are four areas that are in your in your highest area. Um, so so what
034I'd like to do is start with that first one, demonstrating commitment. So if we go to that section right here. So here are the questions that you answered. Um, creating clarity around vision, student outcome goals, and non-negotiables. That was one of the questions you answered, and you can see them on your on your form. Uh, developing an ability to learn from our mistakes, moving forward as a single voice after a decision is made by the board, aligning the organization around the community's vision and values, and then respecting the right of individual members to express their viewpoints and voting their convictions. So you can see you have uh the highest one was moving forward as a single voice. Remember I talked about that earlier. So that's something that everybody that completed uh the form agrees on.
035Um the lower areas are uh 3.8 in both the last two aligning the organization around the community's vision and values and then respecting the right of individual members to express their viewpoints and voting their convictions. So, so let's start with the the most positive one because when you think about strengths, you also want to think about why is it happening? How do we replicate that? Right? So, in terms of moving forward as a single voice after a decision is made by the board, can why do you think that everyone agreed on that? How do you go about that work that everybody sees it and everybody knows it's happening? Um probably because we don't post all over social media that we didn't agree with. >> Yeah. >> Create division amongst >> sure each other. >> That's
036a great example. So something that you're not doing, right? You're not out there talking about it with friends and family or putting it on social media. Oh, I think they're crazy that they did that. you know, you come out as a unified force and that's very important that that happens. Anybody else have an idea that they want to share on that? Okay. So, let's look at the bottom two then. Aligning the organization around the community's vision and values. So, what work could be done in that area? aligning the organization around the community's vision and values. >> We probably need a better idea of what the community's vision and values are. >> Okay. >> We we develop our vision and our goals, but I don't know that we uh well I mean we could improve on
037because you're you're saying what our community's vision is, >> right? >> Not our >> I mean we represent the community but think then there was an opportunity to maybe involve the community the next time you were to revisit visions and values those kinds of things. Okay. Anybody else? What does that look like? I mean what what where does this question Well, okay. So, when I think about that, this is about demonstrating commitment. Okay. Um, so you you as a a board adopt goals, you know, things that you're working towards. You may do all have core beliefs or core values or Okay. So, you adopt those things. And it's kind of like what you said. You want to make sure that um it's something that it's not just the team of eight's opinion, okay? Because quite
038honestly, board members can come and go, superintendent can come and go. And the best things for students when you're thinking about student outcomes, it's consistency, uh consistency and stability, right? It's not a lot of change. So when you get a new board member that comes on or you know if you get a new superintendent that comes on board you don't necessarily need everything to start changing right and so the best way to ensure that is when you're doing these types of visionary uh goal setting uh type decisions when you're making those and approving those as the board um that you want to ensure that your community, uh, your students, your staff, that they're a part of that work as well. Does that make sense? >> Yeah. I know when we did our, uh, strategic planning
039and stuff, we did include a lot of community members in that. >> Okay. >> I'm I'm curious um, how we can better uh, align our organization to our community's values, what what that would what that would look like. >> Well, I'm going to be honest with you. If so, what you're saying now, so sometimes when you're reading these things at home by yourself, right? You don't you think about one thing, but you're not thinking about other other things that are happening in your district, right? So the example that you just gave, I mean, if if y'all if as a district, if you've involved your community and your staff, your students, your parents in your strategic planning processes, then I would assume that what you approve to move forward with as a board is probably very
040aligned >> to your community's vision and values. >> I think maybe I didn't really understand that. >> Yeah. >> How to rate that properly. because I know we even have this the superintendent um council that has a bunch of our high schoolers in it >> and so I'm sure that that is helping us to align to their vision and values which >> Yeah. So I probably rated that too low. >> Okay. Did anyone else have a have a different uh thought on that? I feel it works. >> It can works for us all. >> Mhm. >> Right. >> But in the event that say board member has to come in and just stubborn about about joint team that affects this group. >> Yes, it does. >> And and I think though when you have someone
041that's coming in possibly new and they have that attitude, right? They're wanting to do something differently. when they get into the seat and they become part of the process and they realize what you just shared how much the community was involved in that then it kind of lets them have an aha right and that happens a lot I think when newborn members some you know come on I'm not talking about Southwest ISD I mean across the state of Texas you know you have an idea of oh this should be different or you know why is this happening and then you get into the scene eats and you and you begin to realize, oh, this is why. Oh, they did have a good reason for making that decision, right? Um, okay. So, um, so that's aligning
042the organization around the community's vision and value. So, sounds like y'all realize the importance of that and and maybe there was some misunderstanding um, just as you initially read that question. Um, so the next one is respecting the right of individual members to express their viewpoints and voting their convictions. So that was a 3.8. >> I'm surprised that's so low. >> Some somebody on board must be feeling we don't respect there. So I will say and again as as as people com completed it uh we don't know who said what and we didn't want to know who said what but I want you to know that this is a wonderful opportunity to not call someone out on something but just to bring something you know this is the perception. So tonight as you possibly share
043ideas, you know, I I encourage everyone to be really good listeners and then also to kind of seek to understand like, you know, really try and put yourself in their shoes and try and understand what is it that they are uh they're trying to say, right? So with that said, um is there anyone that would want to speak to that? respecting the right of individual members to express their viewpoints and voting their convictions. >> Uh whether I agree certain way. >> Okay. >> Yeah. >> That's how Good. Okay. Thank you for sharing that. >> I'm very surprised myself that it came out at 3.8 as well. I don't know if everyone voted. Maybe there was somebody missing. >> Yeah. >> And not everybody did. We only had five, but that's okay. I mean, we'll just
044go with what we had. >> I know I did it. And >> we've always been able to express our viewpoints andations without anyone uh you know discussing it or having a problem at all. >> Right. >> Um we're pretty united team. >> Good. When I have to say when I saw that I was like okay it almost contradicts the high the five right. It almost contradicts it. So I mean it was a Google form. I don't know if somebody maybe accidentally clicked on the wrong on the wrong area or >> maybe Yeah. the words to me sometimes when I see stuff like >> Yeah. >> Like what does that mean? I Yes. That's and that's why we're talking about it. >> Yeah. Is this what this means or is that what this means? >> Yeah.
045>> I know. I didn't I mean we just have to say how we feel. There there have been um some votes that were very difficult to do because um you don't want to like be the oddball out, right? But we have had votes where >> we have votes have had votes in the past where >> you know we will just vote now and it'll pass. Yes. Right. Right. And then after that we're like okay well then >> then you're on board. >> You know we're not going to go out and bad. >> Yeah. I think even if we've had something like that in the past, which I do recall, but we've always left here okay with whatever it was that everyone's viewpoint was, you know, we're fine with it. >> It does seem like >>
046we respect everyone's opinion and votes. Yeah. >> But this team this we have had pass >> in the past where that hasn't always happened. Well, it does seem I mean from your response on the moving forward once you leave everybody is on the same page that you know you're moving forward as a single voice. Um but possibly so you know maybe when you're um having discussions um sometimes that might be sometimes that's an open session sometimes it's in close session but you know maybe to really think about being good listeners and trying to understand if someone is voting no or you know on on an issue that that they feel heard right because that's what makes a team of work most effectively. You don't have to agree on everything, but people are respected. Like I
047heard that, you know, when we first started talking about family and and high functioning teams, they feel respected and they feel heard. Um, and I'm going to say uh this area, I started off with this one because I said it was a high one. It's not a high one. While y'all were talking Justin then I I added that up again and that one would have been a 4.2 if I averaged it all together. It couldn't be a 5.25 because the highest was a five. Um so I'm I'm going to own that one because I wanted I want to make sure um we have good discussions about all the areas. But let's start with this one now. The trust uh building trust. Uh so in this area um it was focusing time and energy on agenda
048items uh not personal issues and maintaining a focus on positive outcomes and opportunities to collaborate as a team of eight. So those were your high areas when it comes to building trust. Um again that's those are great scores 4.8. Is there anything in the on these areas that you can point a finger to? Why is that the case? Why did the majority of you um agree? I mean, that's almost a five there. Focusing time and energy on agenda items, not personal issues. >> Pretty much thought we would have had that at 100%. >> Yeah, >> we're pretty much focusing on on our agenda all the time. >> Good. most of the time >> and you know and that is you have to make that choice right as individuals you have to realize that's what's best
049for the team so kudos to all of you for realizing uh because let's let's be honest I mean sometimes you do have personal issues that affect family or friends or you know you have areas that you're more passionate about that maybe some of your other board members are not. So some it's hard to not uh bring up personal issues. So the fact that you're not doing that is is awesome. I mean that's that's great for your team that you have that kind of discipline that you can do that. Um the other one was maintaining a focus on positive outcomes and opportunities to collaborate. Can you think of some some ways or some issues that are positive outcomes that you've chosen to focus on? Like do you have a lot of celebrations? Do you um >>
050Yeah. student focusing on the positive as many things we Yeah, >> we're a growing district and it's hard. >> Yeah. >> Other districts I talked to like you go to how many things. >> Yeah. >> That's wonderful. I think I think when Daniel said the conferences and the trainings, I think we really try to take advantage of those opportunities because it it kind of takes you out of this, you know, being up here in our chairs and >> just being like normal people and, you know, just like getting to know each other on a different level and >> um it allows us, you know, to go going to those trainings. But not only that, we allow different people to go to different things, right? Okay. >> We have some that we they represent us at
051the legislature, some represent us here, some So, we I think we really value each other's time and our we may not all focus on the exact same thing, but then when somebody brings it back to us, we're like, "Oh, yeah. >> Yeah, >> let's consider something else." >> I think we do a good job as a team. And uh I I like that you uh use that example of um you know going to different uh trainings or those kinds of things because um it's hard to build a relation even though I know is is everybody originally from here as soon as we could. >> Yeah. Um it's uh it's hard to build a relationship sitting behind there in a seat. Right. So, in addition to all of the time that you give uh take from
052your family, give to the district, coming to board meetings, um it it makes a difference when you take time to go to trainings together, to learn together. Um you know, sometimes I I' I've heard boards be proud of the fact that, you know, they that they don't go to anything. kind of like I don't know if they're proud of it, but you you just kind of shared that example, but I >> there's people that say they don't go to everything, but in our situation, I think attending some of these things, it helps us bond as a as a team. >> Yes. >> And I don't think we would have the same uh relationship if we didn't have those bonding times. >> Yeah. where we laugh together, you know, not only learn together, just a variety
053of really together. >> How do you trust someone if you don't really know them, right? So, you have to create opportunities and it says opportunities to collaborate. You have to create opportunities to get to know each other, right? And and and to build that trust. Okay. So, let's talk about uh the other one, the more the the lowest one in this area. And if y'all want to talk about the other two, you know, let me know. We can talk about any of them. Um, and again, you've got that piece of paper in front of you. Do you see that? How we're you can follow along with me on on, you know, if you want to mark something and come back to something, we can do that. Um, so, uh, the lowest one was giving one
054another the benefit of the doubt before arriving before arriving at a negative conclusion. Any thoughts on that one? Any ideas on why that might have been a a concern to someone? >> What about giving the benefit of the doubt? You mean? >> Uhuh. >> I think sometimes we well because we represent the community. Um we might get a phone call somebody and they're like, "Why are y'all doing this and did you know so and so did this and where are you?" And then we might well I'll just speak to myself on like I don't tell the person that but in my mind I'm like where are we going? >> Yeah. >> And I might get a little worked up and so then I'll call Dr. Ball. I need I need to talk to Right. So
055yeah and I am sometimes a little quick to just think oh that community member is right you know and then so I work this all up in my head and then I go sit down with her. She's like no this is what we did. Oh >> yeah. You know what I mean? >> I do know what you mean. >> I'm not always the best at giving people the benefit of the doubt before arriving at an >> Yeah, >> I do I do try to work on it, but I know sometimes if I hear something, especially from the community, I might be quick to >> to jump to a conclusion. Yeah. And I think that's human nature. And thank you very much for being vulnerable and sharing that. Um, I I think a lot of times
056we we have a story that we're telling ourselves in our head, right? And then, you know, when you get the call or someone approaches you in HB or Walmart or wherever you're at and, you know, they catch you off guard and you're not ready for it, it it it sometimes it's hard to figure out how to handle those situations. So I think just being aware of that and um and and really trying to always revert back to that mindset, you know, try and assume the best, not the worst. And uh you know, wait till you get all the information. You know, seek to understand the situation u before you before you do. Um >> that's what I tell them also. I said, I might not know the answer. I'll find out pretty quick. Yeah. I'll
057call somebody. >> Yeah. They call Dr. All >> okay. Would you like to talk about the other two on that one? Anybody? >> No. But I want to say something that >> Yes. >> Sometimes even though we're a team of eight, some of us are passionate about different things. >> Yeah. >> That pertain to students, the district, or what have you. And that's where some of that confusion sometimes happens to or you know those conclusions where you know you're passionate about something and I'm passionate about something else and maybe sometimes those things clash or yeah >> overlap or what have you. So >> but we make it work either way. >> That's good. >> The most important thing is acknowledging that, right? realizing that uh being aware of that as you're approaching conversations. Thank you
058for sharing, Flora. Okay. Um Oh, I forgot I had these examples. So, so, so, so let's look at at the first one. Giving one another the benefit of the doubt. So you can see on the graph, I just clicked on it and copied it and pasted it, but you know, there was uh two people that said almost always, there was one person that said often, there was one person that said sometimes, and there was one person that said rarely. Would that be a better way of looking at it? >> Yes. >> Okay. >> There was only five of us on this. Where's the other two? Come on, guys. No, because they said for us to go back and look at it because some of them weren't recorded well or we didn't finish. >> I know.
059I didn't go back, but I thought I had finished. >> Okay. I thought I had finished. >> Let me go to the other one. >> Well, that's okay. I mean, here's the deal. It doesn't matter. This is all about having the conversation now, right? >> Uh so so so that's okay. Um okay so let's let's go to the next section about resolving conflict. Okay so the first two were 4.8 proactively preventing environments where back channel politics and personal attacks thrive. So let's look at that one. So on this one, uh 60% said almost always that you proactively prevent that. That's that's great. And then 40% said that happens often. So I mean that that's a pretty good score there. I mean there may be, you know, some examples where where um you know for someone
060to mark often, but I think I think that that's a pretty good area. And then the other one was this one. Anchoring to the vision and using goals to drive all deliberations, decisions and actions. So again 60% of you said almost always and 40% said often any can you think of any examples? So again think in terms of this is a great score. So how do we replicate that? Like why is that happening? so we can figure out how to make that happen in other areas. >> I think when we're talking about budget, >> we have to really pay attention to that. Like when we're looking at ways to cut programs, when we're looking at ways to cut whatever, we have to be able to align it to our vision. So if our vision is
061this and we want to cut this, >> we're not adhering to our vision. Right. >> Right. >> But if we have a better idea, I mean, I couldn't tell you. I mean, I've read our vision statement lots of times. I couldn't recite it for you, >> but I don't I mean, we I'll just speak personally. I just have to be more aware of that >> when we're making decisions in general. Yeah. Like it's your vision is supposed to help you. >> Yes. >> Decisions. But if we're not really looking at what our vision and our goals are, >> then we might be making decisions that don't align. >> Yeah. Always being able to anchor back >> to to your your goals, your vision, your mission. And um and I love that you were saying that
062about budget because you know I've heard some districts well if it's a budget if it's an item you're you're voting on in a board meeting they might have like how does this connect like this connects to what goal? Um, uh, TEA even recommends that, uh, boards look at the amount of time they're spending on different items because, uh, the majority of your time should be spent on student outcomes. It should be talking about how are the kids doing, right? Not about buildings, not about um, you know, personnel. uh it should be getting a better understanding of how your students are progressing and what the plan is to move them forward and what can you do as a board to support them and that's a big piece of it. So where can we funnel the money
063differently to ensure that we're meeting our goals. Okay. Um so the the lower one here was 4.2 to regularly tapping into the opinions and perspectives of all trustees and the superintendent. So, if I go down to that one, it's this one right here. So, you can see um there were uh two people that said almost always, two that said often, and one person said sometimes. That happens sometimes. So, there aren't any rarely there. So, that's good. Um, but any any thoughts on this? >> Is that a good thing? >> I'm sorry. >> Is that a good thing? >> Is what a good thing? The 4.2. I think it is. I mean, I would wonder why one person said sometimes. If if if it's almost almost always or often, I wouldn't be concerned at all about
064that. I mean, that's a near-perfect score quite honestly, right? It's a five or a four. Um, >> like it's pretty normal to do that, right? I mean, in our position. >> Yeah. >> Well, I think a lot of us we we say it a lot. We'll be like, "But what do you think?" >> What do you feel? You know, so I think we do tap into the opinions. Maybe sometimes we don't listen when they're talking, but we do ask. >> Thank you. Okay. So, any other ones that you would want to look at on on uh resolving conflict? Okay. So, let's go down to the next section which is uh the synergy and teamwork piece. Oh, excuse me. We already did this one. This is the demonstrating commitment. Would you like because I didn't show
065you on this one how it broke down the 3.8s. Would you like to look at those two? >> Yes. >> Okay. So, let's go down to the lining right there. So, um for five responses on that one. Why do I have that one at 3.8? >> What's that? Never. >> Say that again. >> What was this one? Oh, never. That's the one we talked about. Respecting each other's. >> It was C5. Respecting the right of individual members to express their viewpoints and voting their convictions. So, I mean, we've already talked about this, but in terms of how that broke down. So, again, there it was the majority for people that responded were saying it was either almost always or often. Somebody said never, >> but one person said never. So that really brought it down.
066>> Yeah, that really that must have been an error. >> I'm sorry. >> He likes purple. >> Okay. And then the other one there was uh let's see the C5. This isn't moving there. The C2 developing an ability to learn from our mistakes on that one. Um there was the majority was almost always but then one person said that happens often and one person said it happens sometimes. Okay. So, let's let's keep going and looking at um how you hold each other accountable. So, two perfect scores on this one. Uh keeping information shared during closed sessions uh confidential. Everybody said yes to that. I have to tell y'all that is amazing. That Thank you for doing that. It's not easy. James does the >> uh but that is an amazing score on that one I
067have to tell you. Um okay the second one there ensuring discussions actions and commitments are completed to the agreed upon standard again perfect how do you do that how do you there how do you make sure they're com completed to the agreed upon standard I mean is that something is that that how Dr. ball uh communicates that back to you or you how does that happen? >> I took that to mean what what are what we set as our goals >> that our discussion action and commitments are completed to accomplish those goals. That's how I do it. >> Okay. So let's look at the area the 3.6 Six, it's the very last one. Assessing our performance as a team to ensure the foundational components of synergy and teamwork and effective governance are part of our
068practice. So assessing your performance. So, if we look at how you scored that one. Um, so there were two that said almost always. There was one that said often, but there were two that said rarely. >> I said rarely. >> You said rarely. I said rarely because um we do hear at our conferences that um the board like um they do like a a grade like a self assessment, right? >> Um I think we can improve that. >> Okay. >> That's why I put >> and that's what this is, right? I mean that's what we're doing tonight. This is a board self assessment. >> I don't think we ever do that. I think I put >> we don't do it in writing. >> Yeah. We don't have like a well we do talk about things
069and stuff but um I think we can do a better formal >> we don't have a formal assessment right >> so one of the things that some boards do like for example what um if you were to uh answer these same questions next year >> this year's data would be baseline data right And so it, you know, the following year to have the data points side by side so you can see, okay, do we grow in this area or do we stay the same or do we feel like we've kind of fallen back in this area, right? There's one board that I work with that I think we've done it for five years now. um just comparing data and I I suggested maybe we should use a different instrument now, you know, but they they
070love like looking back and then they can remember like what was going on and maybe who was on the board and you know they they can um they like that reflective piece. >> I would like doing that. That would be fun. >> So then we'll see you in May of 2027. >> I'd be glad to come back and then we'll >> So you can tell us. >> Okay. So, um, any other areas on this one that you would want to revisit? Any of the 4.4s? If you're if you're interested in that, we can definitely spend some time on those. I >> think sometimes it's the creating a supportive space. Um, we I think we try to do that, but I think sometimes I I think we could be better. I think we can be better
071at um supporting decisions that we don't have the expertise to make >> and we may not like the way it's being done. But I uh I mean I' I've been trying to work on that just myself because I feel like if I'm holding her accountable for this then I can't be saying well don't do it this way. >> Right. Right? >> If we really want to be truthful and u if we want her to reach this level, then we have to be able to say, "Okay, we trust you to get us there >> and then we're going to agree on the path." >> But I think I'll just speak personally. I think I can do better. >> Yeah. >> That anybody else want to speak to that? >> I feel like I'm pretty supportive when
072it comes to that. I feel like we hired them to make those important decisions that >> that we don't have as much knowledge about. So, I put my trust in people. >> And I I think that's good to hear, too. Um I do think sometimes it's it's hard not to give your opinion on how to do something, right? Um but when you think about it, the board establishes the what, right? Y'all give her y'all tell her what you want to do. She figures out the how. Um, there was a joke I heard at a a board conference and it was about how many board members does it take to change a light bulb and the answer is none. All you have to do is say the light needs to be changed and then your superintendent
073and her team uh should go about changing it. So yeah, the board does the what, the superintendent does uh does the how. Thank you for sharing that both of y'all. Okay. And then what about the holding yourselves accountable to the vision, the goals? 4.4. I mean that's a when you look at that that's so three people said almost always two said often and one said sometimes >> I think that's that's kind of hard to do sometimes >> I know that we have to hold ourselves accountable to all that but um it's not as easy as it you can you know read it and it's like because there's a lot of different things that happen >> yeah and things that involve, you know, and and sometimes we don't understand them well or we don't like them,
074>> which is >> usually the case, you know. >> Yeah. >> So, I mean, >> well, let's admit it. There's probably some things you're more interested in hearing about, right, when different members of Dr. Ball's cabinet is reporting to you and and then other things you're you're not as engaged in. you know, it doesn't seem I mean, it may not be as important to you, but certainly as a board, if you're wanting information uh in in areas, I mean, let your superintendent know. I mean, she wants to give you all the uh all the information that you want, but she also doesn't want to overwhelm you with it. Okay. So, the last section is focusing on results. So if we look at the lowest area, well let's start with the highest one. Overseeing the management
075of the district, ensuring a superintendent achieves the desired results um while avoiding involvement in daily operations and management. So if we look at that one, it's this one right here. And it was almost a perfect score there. almost always and then often. And then adopting board operating procedures which encourage collaboration and respect the responsibilities of the team of eight. Uh that one there were two that said almost always two that said often. Uh excuse me, one that said often and two that said sometimes. So, we're going to look at the board operating procedures here in just a minute. Um, and maybe we'll hear a little bit more about how uh how that might could change to um to get more people more of you completely on board on that one. And then any any others
076that y'all want to talk about on that one? We've talked about this before, but knowing the current status of student outcome goals >> uh >> um and non-negotiables um did do um like benchmarks and mount testing all is that part of that? >> Yes. >> Yeah. Um, so that's really about uh, you know, being informed and different districts do it in different ways. Uh, but giving you updates along the way, right? Reminding you, so this is our goal. You know, this is where we were beginning of the year. This is where we are now, and then this is where we're headed. You know, this is where we want to be. So like you have your House Bill three goals um, that every board is adopted. you know, you have your early childhood literacy, math, not
077early childhood, it's early literacy and math, which is third grade, and then your CCMR. And so, you know, the best practice is to develop goals, not just for this year, but to develop a five-year goal. And then the goal doesn't change and you're working towards that goal each year. And then, so again, the board adopts the goal and then Dr. ball uh puts in place the how, right? So, she's going to tell you how you're getting there and then usually giving you some kind of progress updates along the way. >> I think we've really come a long way in that area of not in the past we may have found out in May >> that we had some schools >> there were going to be a late me right >> so we did ask Dr.
078to kind of give us along the way some like you know how are we doing here and here and so that's really helped us um know how to best support. >> Sure. >> Like if we have a school that's really really suffering then if the administration says we need some help there >> obviously if we know that they're struggling then yeah >> but if we don't know we're like well wait a minute how's that going to affect the budget? >> Exactly. >> And so yeah I think we've come a long way in that area. >> That's good. I think so too. And I think that one of the things is my very first year we stopped doing sub subcommittees and then we started them back up. >> So now we have the subcommittees where three
079board members sit on the facilities and then three board members sit on the instructional one. >> I think that's helped a lot. And then do the subcommittee members sometimes give updates to the board to the board or when the when you're asking them to approve something? >> I was actually thinking about that. Maybe you could give us some advice. I've seen at other board meetings at the end >> at the end of the board meeting each board member is asked by the board president like Mr. Gonzalez, would you like to give an update on anything you attended or anything that you saw and the board member says a few words? Mr. Sullivan, Mr. So, you know, so and so. >> Yeah. >> And I don't know if the board would ever like to do something
080like that. >> I think we need that. There's a lot of times I'm felt like I'm in dark about other stuff that goes on. >> And and I've seen that done in other board meetings. I That's what I do for fun. I watch other ones >> and that's what you do for fun. >> I remember we started >> get a life I do. Does anybody have any other business? >> We started doing something similar. And we just did >> a shout out. >> Oh yeah, that we were doing a shout out. We did something similar. >> We're doing a shout out. >> Yeah. >> Like some subcommittees, they'll come and do a presentation if needed. then we'll chime in on what it is that we heard. >> I not feel comfortable trying to explain my
081I mean I explained what I understood of it but >> all those folks that explain those stuff in detail to us. >> Yeah, >> I guess it's we get a little uh nervous about talking about anything that's not on the agenda. Oh, >> so if we bring something up and then somebody starts >> I will say though it also because I've heard several of you talk about how you're visible like you go to different things and so it is also an opportunity for the community who's listening in, you know, to hear gosh they're doing all of you know they're here, they're there, this is what they're involved in. And so sometimes it's it's a nice update for the community. we were doing it for >> and I don't know about you Dr. You might have
082to put a time limit on some of these people if they talk a lot but you know like say I mean you don't have to give a dissertation about it but you know like give us 30 seconds 60 just kind of where have you been in the last month or North side just put out a quote from >> we could we could add something because the way I've seen it is exactly like I don't know who mentioned it but something like um I attended the Legacy softball game and it was great you know congratulations to Legacy And each board member just said a little bit of something just so >> people get a shout out. >> Yeah, >> everybody likes a shout out. >> Sure they do. They love it. >> I can add that
083if the board would like start to to do something like that. >> Give a shout out to Mo for being here tonight. >> Thanks. >> Okay. Well, I think that really takes us through unless there's another area here. Let's see. and delivering our skills at providing strategic leadership. And you've got the list in front of you. So, why don't you just look over that? Is there any anything on the board self- assessment that you have? It's a one a one pager that you would like uh it's this one right here that you or I'm sorry, it's not a one pager. She It's two pages, but >> I'm pretty sure I completed this whole thing. >> Okay. Well, um, if there's if there's a section that you wanted to talk a little bit about that we
084didn't, let me know and we'll go back to that data. I don't usually cover the whole thing and I can definitely um provide Dr. Ball like just an overall summary of uh your responses and then um then if you want to compare it to next year uh I mean I can help you do that. I'm glad to do that or Dr. May enjoyed that. I enjoyed this section that we did. It was good. >> Good. Glad to hear it. Okay. Um then I think we're going to transition now. I'm going to go back to the board operating procedures. Do you'all have that in front of you now? >> Yes, ma'am. >> Okay. Okay. So, um do y'all want to take a break real quick or not? It's up to you. I'm fine. >> But Daniel
085had just asked if we were going to take >> Okay. Yeah, we can do that then. This is this would be the perfect time to do it. >> We have two of them right. >> All right. >> Okay. So, the second half here we're going to spend uh some time talking about your board operation operating procedures. So, um we do have some feedback which you can see uh on the monitors here uh based on um the people that were able to complete the survey. But if if there is something you want to discuss, maybe you did complete it, but you didn't even you just didn't check that page or something, just say something and we will definitely spend some time on it. So, um, on page one, it was the purpose and the board operating
086procedures agreement. Um, it didn't say anybody wanted to talk about that. So, are we okay moving on to page two? All right. So, uh, oh, actually page two, I take that back. On the border operating, there were two uh, that wanted to talk about that. So, you're gonna you're gonna have to tell us what it what it was that you're wanting to revisit. And again, this is an opportunity to put something in writing that you're doing, but it's not in writing or to maybe remove something because it says you're doing it, but you're not doing it, which that's okay. Just don't do, you know, didn't have to be in the board operating procedures. Or maybe you have a new idea, something you want to add. Um, so there were two people that said they wanted
087to talk a little bit about board operating procedures. >> Is that in general? Do you need page two? >> It's uh >> page one. >> It's page one. >> And there are two people that indicated they wanted to speak on that. >> Got it. I just >> I want to make corrections. Yes. If there's any feedback of course because I'll be Mon and I will be taking notes and then we could do these have to be approved by the board. So then um >> at the next meeting you would bring them back. >> I can I can bring them for approval. >> Yep. >> That's probably an accident. >> Okay. So So nobody has anything on board operating procedures agreement annually. I mean we review as a new >> a new uh procedures presented to
088us. >> What bullet is that that you're talking about? >> The second paragraph on the second section. Well, reviewing the >> review once a year. >> Oh, the policy itself. We want to keep it. It's just that we we need to adhere to it. >> Okay. We'll make sure we adhere to that. We'll do that once a year. Review that. >> Okay. >> Not a problem. But it's talking about the entire document, right? >> And I think the problem is that it's it says this review should occur after the election for a new trustee. So we probably don't do it because we haven't had a new trustee in three years. So I mean that may be why we haven't >> put on. >> You might could just put after the election and take off new
089trustee. >> Yeah. >> Yes. This should occur after the election period, right? >> Of any new trust. >> Well, I think the trustee needs to get this in his hand, too, so they could see or sent email or something. >> This document. >> Yes. >> Okay. >> No, I I'm just going to share this. I don't think there's necessarily a right or a wrong and it definitely will depend on what your local and legal say, but um I'm I know of boards that will choose to review the document right before a board election with the thought being that these people know the process, they know how things are working. So they establish those procedures right before possibly a new person were to come on board and then gives that person a year right to to
090learn and to see how things work and then they would have input the following year. There's not a right or a wrong that's totally up to the board but just a you know >> I think that's better review should occur before >> now the only thing is you might Dr. of all look at local and legal to see you might need to actually change it in policy if it's I don't know what's written there >> but only if there's a new candidate running right >> no no >> we want to review the board policies before the election once a year >> once a year >> it's the standing board members >> so do we want to say April >> is anyone here they have a whole year to experience >> they'll re they'll receive the
091document when they get sworn in Do we want to be specific though and say we want to review it in February, March, April? What? >> Whatever you like. >> When when so you just had your elections in May. I would suggest April because you would excuse me March you would review them. In April you would adopt them if there are any changes and then in May the new person is elected and you would give it to them, right? March >> and I've never seen that about the super majority, but I like that. >> Okay. Um, so moving right along. The next uh section is candidate new board member orientation, but nobody wanted to discuss that. The next uh section is required board training and there were two people. This is on page two, Roman numeral
0922. So if you want to look at that and see maybe what you wanted to revisit, a question, an idea required board trading is not required by any of us. It's required by the state. I mean, you can have comments, but there's not a whole lot of changes. >> I think that one was Okay. Well, I know that one was me just to make sure >> that I just want to know >> more reminders, >> right? What am I missing? >> You mean like Mona when she sends us the reminders of what we need or what? >> Right. So here I'm thinking I'm doing what I'm supposed to be doing. That's probably prior to her sending you information that says what you have and how every how often you have to take >> Well, I
093guess I'm speaking just >> Yeah, in general, right? >> Yeah. I I think on the TASBY um continuing education section, it tells us >> what's required if we don't have it or I'm pretty sure. >> Yeah, it does. and and uh I mean it's totally up to the board and you know what what you want to have in writing, but um I will I will say I don't think I've ever seen required board training in the board operating procedures listed out this way other than possibly just saying that the expectation is that board members will uh obtain the required uh hours. And then what you could do is you could just put a link to the TASBY website and then anybody could go to that link and and they could find the updated information because
094I will say just after this last legislative session, there are new board trainings for board members that >> you know that you would have to go back and you would have to add to this. So you might want to just say just go to the website, right? Um to see what what's needed. >> So you mean take out that whole required board training or we just say uh trustees are required to take all or trustees will take all required board training? >> Yes. >> Yeah. something something along those lines and and you might could diff different differentiate and just say there is a difference for uh returning board members and brand new board members but rather than spell all of that out you know maybe just link it link it in it's also on the
095TEA website Mona whichever one you think would be easier to link do. >> Yeah, I think that's better. >> Yeah. >> Okay. On uh the next section is meetings. Now, there was only one person that said they wanted to talk about meetings, but it's uh two, three, four, and five. There's a lot of information in meetings. So, um >> I think that we should review that where it says under the B guidelines, the comments shall not exceed five minutes. I thought we had determined three minutes is what we would allow because 3 minutes is already enough time. >> Okay. So, y'all had changed that from five to three already >> because we had gone back and forth at one time and then >> Yeah, we've been using >> Oh, it's always been three. >> Yeah,
096>> it should be three. So we have enough. >> Okay. Three. >> I'll change that. >> Okay. Was that the only thing then on meetings? >> Okay. So communication is pages 5 through 7. And there were two people that said they wanted to comment on communication. So again, it's a pretty long one. So, you're going to have to let us know which area you were wanting to talk about. >> Going back to the meetings. >> Oh, yeah. >> Is there because I know it used to be a different posting requirement. Now, there's a new posting requirement. Is that in here at all? >> No, because we just know that by law we have to follow that. >> No, I don't. I I'm just curious if we have the old like we used to be what
09748 hours do we don't have that anywhere in here. Okay. >> And I think that there's another thing that I'm remembering that we discussed sometime back and that is when there's two or three people and they want to give their minutes to someone else. It's only three minutes per person period. We had discussed that. >> Yeah. They can't pass it on to the next person. >> Yeah. I don't know if we should have it on there because we always run into that where >> Sally wants to give her hours to >> Henry, you know, whatever. >> Yeah, exactly. >> Okay. Any anything else on meetings? I didn't mean to move forward so quickly. >> I'll make that change on the three. >> Okay. So, what about on communication? >> Okay. understand agenda items. Obviously, show
098Is it so is it just kind of a talking point like you just did or do you want to actually add something in writing? No. >> Okay. Yeah. Good information. >> Shout outs might help with the communicating with community. >> You don't have to put shout out. No, I will. You might put board members will have the opportunity or something, >> right? How you say we don't want to send it out to me? >> Excuse me. >> Yes. >> I mean, >> we do a recap of the meeting already, >> but in the recap, if you want me to put Mrs. Dulkinson, Mr. Mr. >> I don't >> because then what if I don't have anything to say then it's >> you can come. >> Yeah, Mr. Sawen had nothing positive to say >> and
099in those sites sometimes one board member will have like one board member will have >> Yeah. Yeah. Okay. I don't want to rush you. Do you still are you still looking at communication? Are you ready to move on? >> Okay. Thank you. >> All right. So, on page seven, we have school visits. And there were two people that indicated they'd like to uh talk about that. So, there's just an A, a B, and a C. So you might look over that and see. >> Um I think um I don't think we should put the the expectation is that the superintendent I just I think it's say the superintendent shall be provided with advanced notice. >> Okay. >> And take out the expectation is that >> and also trustees will check in not should making sure
100the other part expectation the superintendent >> superintendent >> the superintendent >> shall be provided with advanced notice board member Okay. D for school visits. All right. So, page seven, complaints. All five of you who were able to complete the survey said you wanted to talk about that. So, there's an A and a B there. I think I thought that I agreed with the statement. >> I didn't want to talk about it. I just agreed that >> I wasn't complaining. It's pretty simple. >> I think it reads well complain about it. No, I think I checked it thinking it >> I got confused from the other one saying >> okay >> we don't need that. >> Okay, so we don't need to revisit complaints. Um on the confidentiality of materials, it starts on seven and uh
101then there's an A and a B on eight. So any changes to a that's about not sharing your packet and then close session based on your feedback and your board self assessment. It doesn't seem like that's a problem. So maybe that was the same thing. Somebody was just >> I think so. >> Yeah. Nope. Okay. Good. >> Okay. Nobody wanted to talk about board travel, but I'm I'm putting it out there because for those of you who maybe have thought of something new or weren't able to complete the survey, um the creation of the board activity calendar. Nobody want to talk about that one. And then the board officers and terms. So, if there are no takers on those three, we're going to look on page eight for the electioning. Eight and nine. It does
102go over to page nine. Any questions about the election area or need any Okay. What about the um action committees on page nine? One person indicated because you said you just reimplemented these right Dr. Ball the action committees >> we started them back maybe two years ago. >> Yeah. Okay, >> it's important that we keep that that the board president shall appoint board member. >> We might get in a situation where everybody wants to be on one committee and so you should have that. >> Okay. So you like that you don't want to change that. >> Okay. Um so there were two other pages. Um, one is just the board of trustees norms which is on page 10 that I did not include in that survey. So I I just wanted to put that out
103there for everybody. didn't know if anybody wanted to talk about any of those norms. I see that at the very bottom the I guess the second to last uh sentence says that you will set a timeside uh for an annual basis uh for self-evaluation. So, >> do we want to set a do we want to set a month that we do that? >> That way we can remind us to do it >> the part that we will set aside time on an annual basis for self-evaluation and to review our progress. >> Well, we were supposed to create a document. We didn't get that back then, but even even now, >> I mean, that's what we're doing right now. >> Yeah. >> Right. >> So, this could be your self-evaluation if you want it to be.
104>> Yeah. >> Right. So, again in April. April. >> Does anybody have any questions on these norms which were created a long time ago by other um because not everybody was involved. Some of the new members were not here. Does everything look okay to y'all? >> I do want to do that self- evangelical. Would that be a board training session or would that self evaluation? >> A self-evaluation >> or could we do it as part of our meeting? I guess we couldn't do it in close session. >> Um, no, you couldn't do it in close session, but um, but it is something that So, we've gone through it one time like, you know, if you were to want to use this again, um, you you wouldn't necessarily have to take, you know, this much time
105to do it. uh you could you know Dr. ball could send it out. She could ask you to complete it within a period of time. Um she can telly the results and then she can just share the document with you. Like for example, if um if you wanted to replicate this process, what I can do is I can send her basically this document, but instead of having all of the uh ratings almost always, often, sometimes I would just put 2000 uh May 2026 and I would put your average in there all the way down. So you'd have that data. So then next year you could do it. She could tally that information and then you would put 2027, right? And then you could compare that data. Does that answer your question? >> We would make
106it agenda item >> if you approve if you're going to end up um No, there's not an agenda item necessarily for for your board self assessment. It's just information. >> I'm sorry. So >> the the board operating procedures that would be an agenda item and I would say my recommendation would be even if you don't make any changes to your board operating procedures I would readopt them still. I would still have an agenda item because that shows that you've revisited it every year. Right? And I'll also say that I think sometimes if you don't do that, then it kind of falls off your radar and before you know it, it's been four or five years and you haven't done it, right? So if you have like a a board calendar that kind of shows, you
107know, this is when we have agenda items and you always do it at that time of year, it's just more likely to get done. >> Yeah. >> I just wonder if we should put April because I really think it fits with the team of eight training. Uh, >> so should we just put like when we do the team training is when we do it? >> That would be a good idea because it could be any time of the year. April gets so busy that sometimes >> remember you told me you really would like it in the fall. >> Yes, we used to do it in the fall. >> Team of a training. >> Yeah. I I just it doesn't if we do get new board members that they're gonna be lost on the first team
108of eight training. So maybe we do it in the fall. >> And one other thing I like to share with you, there's not a right or a wrong time. It's whenever it's good for you. Um, but there is a train of thought that says the board uh the board self assessment should come before your superintendent evaluation because what it does, it gets everyone in the mindset that uh you're a team of eight, right? like if one evaluation looks really good and the other one doesn't, then there's a misalignment there because you've got to be supporting each other uh to really get the good work done and to see an improvement in student outcomes. So, I don't know when your superintendent evaluation is. Is it January? So, like you might think about doing it November or
109December, you know? I mean, that that's a thought. And the good news is this isn't policy, right? I mean, it's it's a living document. It serves as, you know, these are the expectations, but Lord forbid you uh get busy and don't do it the month that says to do it. Well, do it the next month. You know, no, nobody's gonna come and get you for that. Okay. And then you uh on page 11 and 12, you do have Robert's rules of order. So, not sure there's anything you want to change in that since those are really already established. And then there was just one other question on the survey that said, are there any other topics that you believe the board should consider adding uh to the board operating procedures? And two people responded, but
110both of them said no. So, all right. So, with that, um, I think y'all talked, you know, next steps. Is there anything that, you know, you want to uh change? And I know Dr. Ball and I think Muna also has been taking notes. So, um I'm guessing they'll kind of develop a new draft. They can send it to you. You can look at that and then it sounds like it will probably be on next month's uh board agenda for you to adopt. Well, we're we're kind of out of order now because we moved it all around, but um but I will I can end with this quote. We do not learn from experience. We learn from reflecting on our experience. Right? And so that's that's a a great example of why it's a good use
111of time. Your time is valuable, I know, but once a year just to revisit your board operating procedures and and to and to do a board self- assessment because that's when you're really going to to make some improvements, right? When you're reflecting on the work that you're doing. So any questions for me? All right. Well, >> President Vosquez, I think I'm done. Dr. Ball, >> thank you for the six hours. >> You're welcome. >> Six hours. >> We do appreciate you guys so much. business. >> Yes, sir. >> We have Does anyone have any other business? >> I'd just like to remind everybody that tomorrow is our employee banquet. So, if anybody needs a reminder and I have everybody down for a plus one >> except for Yes. Yes. >> your plus one. Well, if
112you want to bring one. >> Okay, we're good.