[1. Call to order] [00:00:13] GOOD AFTERNOON, I WOULD LIKE TO CALL TO ORDER AUGUST 7 23 THREE LAKE WASHINGTON SCHOOL BOARD STUDY SESSION LET THE RECORD REFLECT ALL BOARD MEMBERS ARE PRESENT. THE FIRST TOPIC FOR DISCUSSION THIS AFTERNOON IS THE LAKE WASHINGTON SCHOOL DISTRICT [1. Strategic Planning] SCHOOL BOARD LAND ACKNOWLEDGMENT. THIS IS NOT RIGHT. FIRST TOPIC FOR DISCUSSION THIS AFTERNOON WILL BE STRATEGIC PLANNING. WILL GO AHEAD AND HAVE THIS OVER TO DOCTOR HOME IN. >> I APOLOGIZE FOR GETTING JUST ONE MINUTE TO LOGIN. IF YOU COULD EXIT YOUR MEDIA I WILL JUMP ON TO AIR DIA. THIS AFTERNOON I'M BRINGING YOU A PROCESS UPDATE AROUND STRATEGIC PLANNING THAT WHAT WE HAVE AHEAD OF US THIS YEAR IS MULTIFACETED AS WE THINK ABOUT SOME OF THE DISTRICT PIECES THAT ARE REALLY ALL INTERCONNECTED UP STRATEGIC PLANNING, THE BUDGET ALIGNMENT PROCESS, THE EVALUATION OFOUR HIGH SCHOOL STUDENT DAY AND WHAT THAT LOOKS LIKE . THINKING ABOUT OUR REQUEST PROGRAM REVIEW. ALL OF THESE THINGS HAVE THEIR, HAVE SOME WORK ASSOCIATED THAT ARE SEPARATE BUT THEY TRULY ARE ALL INTERCONNECTED WITH ONE ANOTHER. SO TONIGHT REALLY IS FOCUSED ON THE STRATEGIC PLANNING PROCESS AND WE WILL PROVIDE THAT UPDATE, HAVE SOME CONVERSATION. I WANT THE BOARD TO BACK TONIGHT BECAUSE I WOULD LOVE TO HEAR YOUR THOUGHTS ON HOW I'M THINKING ABOUT THE BOARD'S ROLE AND THE BOARD'S POSITION GIVEN OUR GOVERNANCE STRUCTURE. YES, THEY WILL GRAB THE SCREEN. THIS WILL ALSO BE POSTED FOR THE PUBLIC TO VIEW AT A LATER TIME AS WELL. I JUST WALKED THROUGH A FEW OF THE COMPONENTS ABOUT OUR GOVERNANCE MODEL AND OUR PROCESS AND SOME OF THE OUTPUTS. THE LAKE WASHINGTON SCHOOL BOARD STRATEGIC PLAN SPECIFIES A SET OF HIGH LEVERAGE STRATEGIES TO ACCOMPLISH THE GOALS SET FORTH BY THE BOARD OF DIRECTORS AND THE RESULTS AND OPERATIONAL EXPECTATIONS. WORK THAT'S TO BE DONE AROUND THE STRATEGIC PLAN ISN'T ABOUT SETTING GOALS. THE BOARD IS ALREADY ARTICULATED GOALS FOR STUDENT OUTCOMES AND HOW WE OPERATE AS A SCHOOL DISTRICT. THE STRATEGIC PLAN REALLY IS THE STRATEGIES THAT GET US TO THOSE RESULTS AND OPERATIONAL EXPECTATIONS. NOT EVERY RESULT WILL BE FULLY REPRESENTED IN THE STRATEGIC PLAN. THERE'S A FEW DIFFERENT YOU THINK ABOUT ALL THE OPERATIONAL EXPECTATIONS IT'S A VERY WIDE ARRAY OF THINGS ALL THE WAY FROM BUDGETING AND FINANCE ASSET MANAGEMENT BUT THEN YOU THINK ABOUT THINGS LIKE THE INSTRUCTIONAL PROGRAM, STUDENT LEARNING ENVIRONMENT. THESE ARE COMPONENTS THAT WE KNOW PART AND PARCEL WITHIN THE STRATEGIC PLAN. THE STRATEGIC PLAN AIMS TO FOCUS THE ORGANIZATION IN AREAS THAT DEMONSTRATE DIRECT AND INDIRECT BENEFIT. THIS IS REALLY ABOUT THERE IS ALWAYS A TREMENDOUS AMOUNT OF WORK THAT'S OCCURRING OUTSIDE OF THE STRATEGIC PLAN. THE STRATEGIC PLAN HELPS TO COMMUNICATE AND DEMONSTRATE THE HIGHEST LEVEL STRATEGIES AND FOCUS KNOWING THAT THIS IS WHERE WE REALLY TARGET TO FILL GAPS. AS I THINK ABOUT THE STRATEGIC PLAN THAT'S REALLY WHAT IT'S ABOUT. HELPS DIRECT THE OPERATIONS OF THE DISTRICT. BECAUSE IT'S REALLY AN OPERATIONAL PLAN THAT'S WHY IT ESSENTIALLY RESIDES WITH THE SUPERINTENDENT BUT REALLY THAT RELATIONSHIP BETWEEN BOARD SUPERINTENDENT AND OPERATIONS [00:05:02] OF THE DISTRICT. I BELIEVE THE BOARD PLAYS A CRITICAL ROLE THROUGHOUT THIS PROCESS AS OBSERVERS IN KEY STAKEHOLDER MEETINGS, WITH KEY STAKEHOLDER GROUPS. I WOULDN'T GO AS FAR AS CALLING IT A LINKAGE BUT YOU THINK ABOUT THE INFORMATION AND THE UNDERSTANDING BOARD MEMBERS WILL DEVELOP THROUGH THIS PROCESS IT REALLY IS HOW IS THE COMMUNITY AND STAKEHOLDERS HEAVILY THINK ABOUT VARIOUS ASPECTS OF THE DISTRICT THINK ABOUT AS WE ARE ENVISIONING THE FUTURE DOWN THE SO IT'S A NICE WAY FOR BOARD MEMBERS TO REALLY GET A PULSE ON THE COMMUNITY AND WHAT THEY ARE THINKING ABOUT. I'M GOING TO PAUSE THERE TO SEE IF THERE'S COMMENTS ARE REFLECTIONS FROM THE BOARD. >> THANK YOU FOR STRUCTURING I APPRECIATE HOW YOU DID THE ALWAYS CONCEPT AND AS I WAS THINK ABOUT THAT IS THERE A WA YOU COULD POTENTIALLY GROUPED THOSE OES FISCAL RESPONSIBILITIES . I APPRECIATE THE WAY YOU OUTLINE THAT AND FRAMES THAT. >> IS A POSSIBLE JUST TO TAKE A POSTERITY YEARS TO COME AFTERWARDS AND WE SAY WHERE THE HELL WAS THIS WHEN WAS IT POSSIBLE TO SPEND A PARAGRAPH A PARAGRAPH THAT SAYS BY THE WAY DON'T LOOK FOR THIS. >> THAT'S KIND OF THE POST STRATEGIC PLAN EFFORT, THERE'S ALWAYS THAT DOCUMENTATION OF WHAT IS THIS PLAN AND HOW DOES IT REPRESENT. MY GOAL IS TO REALLY ELEVATE THE BOARD'S POLICIES ALONG WITH THE STRATEGIES THAT ARE IDENTIFIED. SO THE PUBLIC REALLY SEES THAT DIRECT CONNECTION BETWEEN WHAT THE STRATEGIC PLAN IS WORKING TOWARDS. FORM AND FUNCTION OF THE STRATEGIC PLAN THIS ISN'T SPECIFIC TO LAKE WASHINGTON PER SE, JUST AS I'VE SEEN THE WORLD OF STRATEGIC PLANS. I WOULD SAY LAKE WASHINGTON HAS A LONGER STRATEGIC PLAN THAN MANY DISTRICTS. THERE'S A LOT OF LANGUAGE A LOT OF WORDS AND THERE'S THE POSSIBILITY THAT IT DOESN'T PROVIDE THE LASERLIKE FOCUS THAT YOU WOULD HOPE. SO THERE ARE SOME DISTRICTS THAT HAVE THE STRATEGIC PLAN ON ONE PAGE. THAT'S WHAT I CALL THE SHORT VERSION. THERE IS PROBABLY A HAPPY MEDIUM IN THERE SOMEWHERE. BECAUSE IF THE INTENTION IS TO FOCUS THE ORGANIZATION ON HIGH LEVERAGE TRAVESTIES THAT WILL HELP REACH THE OUTCOMES WE ARE SEEKING, SOME LEVEL OF DESCRIPTION IS BENEFICIAL. THERE ARE STRATEGIC PLANS THAT ARE BOTH TIME BOUND, HERE'S A START DATE, HERE'S AN END DATE, I KNOW OUR FORMER SUPERINTENDENT DOCTOR STADIUM I WAS JUST REVIEWING HER SCHOOL DISTRICT THEY MOVED TO CONTINUOUS IMPROVEMENT CYCLE WITH THEIR STRATEGIC PLAN. THEY ARE DOING SOME PLAN DO CHECK A LITTLE MORE OFTEN AROUND THEIR STRATEGIC PLAN SO THEY ARE REVISING AND UPDATING IT THROUGH THAT. I HAVEN'T SEEN THAT WHAT THE STRATEGIC PLAN BEFORE BUT CONCEPTUALLY I LIKE THAT IDEA THOSE ARE THINGS FOR US TO THINK ABOUT AS WE GO THROUGH THE PROCESS. THE LAST TWO STRATEGIC PLANS DOCTOR PIERCE ADOPTED PLAN ON THE RIGHT-HAND SIDE IT RAN FROM 2013 TO 2018 AND DOCTOR ÃÃ CAME UP WITH THE CURRENT STRATEGIC PLAN WE ARE STILL OPERATING UNDER AND IT WAS TITLED "ELEVATE". THERE'S GOLD AREAS SET IN BOTH OF THESE PLANS I WOULD SAY HIGH LEVEL OF CONSISTENCY BETWEEN THE GOAL AREAS EVEN THOUGH THE LANGUAGE IS A BIT DIFFERENT. 2013, ENSURE ACADEMIC SUCCESS FOR EVERY STUDENT, PROVIDE SAFE AND INNOVATIVE LEARNING ENVIRONMENT, RECRUIT HIRE AND RETAIN EFFECTIVE PERSONNEL, AND USE RESOURCES EFFECTIVELY TO BE FISCALLY RESPONSIBLE. THE CURRENT STRATEGIC PLAN HAS GOAL AREAS OF ACADEMIC SUCCESS WILL BE IN COMMUNITY ENGAGEMENT EXCELLENT STAFF AND EFFECTIVE [00:10:05] USE OF RESOURCES. I BELIEVE A STRATEGIC PLAN THE INTENT IS TO IMPROVE CONDITIONS FOR KIDS. SO THE OUTCOMES ARE CONTINUALLY IMPROVING. AS WE THINK ABOUT ACADEMIC SUCCESS WE ALMOST COULD SPEND THE ENTIRE EVENING TALKING ABOUT EACH OF THESE GOAL AREAS AND ALL THE WORK THAT HAS GONE IN TO THESE, PRESIDENT TROY ASKED, WHAT YOU DO AT THE END OF A STRATEGIC PLAN DO YOU PRODUCE A REPORT AND I SAID I DON'T THINK WE HAVE IN THE PAST BUT I LIKE THE IDEA BECAUSE ALL THE WORK THAT HAS GONE INTO EACH OF THE GOAL AREAS THE CULTURALLY RESPONSIVE TEACHING, WORK AROUND MTSS, CURRENT TECHNICAL EDUCATION HAS REALLY INTERESTING DATA THAT IS DIRECTED AND TIED TO OUR STRATEGIC PLAN INSTRUCTIONAL TECHNOLOGY UNDERINCLUSIVE EARLY LEARNING. IS ALMOST FUNNY THAT INCLUDES OF EARLY LEARNING IS PART OF THE STRATEGIC PLAN BECAUSE THAT'S PART OF OUR PRACTICE NOW. THEN WE THINK ABOUT WELL-BEING AND ALL THE WORK THAT HAS GONE INTO THAT AREA, COMMUNITY ENGAGEMENT DISTRICT EQUITY TEAM RESPONSE OF FAMILY ENGAGEMENT CULTURALLY RESPONSIVE FAMILY ENGAGEMENT STRATEGIC PARTNERSHIPS FAMILY AND COMMUNITY FEEDBACK AROUND EXCELLENT STAFF WORKFORCE DIVERSITY I THINK THE DATA THAT WE HAVE NOW TO BE ABLE TO REPRESENT DIVERSITY IN LAKE WASHINGTON AND ACTUALLY IN TERMS OF HOW LONG OUR STAFF STAY IN THE DISTRICT SO RETENTION RATES THE RATES OF OUR HIRING AND WHAT OUR LONG-TERM ALSO LOOKS LIKE. RECRUITMENT AND RETENTION, THE TEAM HAS DONE A TREMENDOUS AMOUNT OF WORK THERE AND PROFESSIONAL LEARNING ACROSS THE BOARD THE ADOPTION OF LEARNING MANAGEMENT PROFESSIONAL LEARNING MANAGEMENT SYSTEM FOR THE STAFF SO WE ACTUALLY HAVE A PLACE WHERE WE CAN HOUSE LEARNING WHERE WE CAN DO THAT IN REAL TIME OR ASYNCHRONOUS TYPE LEARNING. SO THERE'S A LOT OF WORK IN THAT AREA AS WELL. AND THEN EFFECTIVE USE OF RESOURCES, CONTINUING TO BE RECOGNIZED FOR OUR WORK AROUND BUDGET ON A YEAR-TO-YEAR BASIS PASSED MULTIPLE LEVIES DURING THE SPAN OF THE STRATEGIC PLAN. JUST A LOT OF WORK.ND THE OTHER PIECE OF THE REPORT IS THEN WHAT WERE THE OUTCOMES ASSOCIATED BECAUSE ALL OF THIS IS ABOUT PRODUCING BETTER OUTCOMES THEN OTHERWISE. THERE'S A COUPLE AREAS THAT WILL CONTINUE TO BE AREAS OF FOCUS. IT'S INTERESTING TO THINK ABOUT HIGH LEVERAGE STRATEGIES AND AREAS WHERE WE WANT TO FOCUS BECAUSE IF SOMETHING IS THAT IMPORTANT AND THAT HIGH LEVERAGE IT ISN'T SOMETHING YOU CAN DO OVERNIGHT. HAS TO ENDURE OVER TIME. I WILL LOOK AROUND MULTI TIERED SYSTEMS OF SUPPORT, THAT IS WORK THAT MIGHT BE LIFETIME WORK. THAT PROBABLY NEVER END BECAUSE THE IMPORTANCE OF HAVING TO SYSTEMS THAT AREN'T PERSON DEPENDENT THAT WERE OCCURRING NO MATTER WHO IS IN A BUILDING OR DEPARTMENT THAT THE WORK OF ANALYZING DATA RESPONDING TO THAT DATA AND PROVIDING STUDENTS WHAT THEY NEED IN TERMS OF ACADEMIC SUPPORTS THAT'S A KEY PIECE TO OUR OVERALL EFFORTS. THINK ABOUT THE EQUITY COMPONENTS TO THAT KIDS LEARNING IS SUCH AN IMPORTANT PART OF OUR EQUITY WORK. THERE ARE SO MANY OTHER COMPONENTS TO OUR EQUITY WORK BUT AT THE END OF THE DAY AS A LEARNING ORGANIZATION OUR EQUITY WORK IS ALSO ABOUT EVERY STUDENT READING BY THIRD GRADE. EVERY EIGHTH-GRADER SUCCESSFULLY PASSING ALGEBRA, 100% OF STUDENTS GRADUATING. THAT'S REAL WORK BUT THAT PART OF THAT IS LEARNING. OUR MTSS TO SUPPORT BOTH ACADEMIC, BEHAVIORAL, AND BEHAVIORAL HEALTH COMPONENTS ARE IMPORTANT. INCLUSIVE EDUCATION WE ARE CONTINUING THAT JOURNEY AND SIMILAR TO EQUITY YOU TALK THERE COMES A POINT IN TIME WHERE IT'S JUST THE WAY WE DO BUSINESS LIKE WE DON'T HAVE TO TALK ABOUT INCLUSIVE EDUCATION BECAUSE THAT'S JUST HOW WE ARE STRUCTURED AND THAT'S JUST HOW WE PROVIDE EDUCATION BUT WE ARE NOT THERE YET. [00:15:03] WE WANT TO MAKE SURE THAT INCLUSIVE EDUCATION PRACTICES CONTINUES TO BE A FOCUS WITHIN OUR UPCOMING STRATEGIC PLAN. AND THEN COMPONENTS OF EQUITY. WE KNOW OUR DATA IS NOT TO A PLACE WHERE WE CAN SAY THAT THERE IS NO LONGER PREDICTABILITY BASED ON AREAS OF IDENTITY. THAT REALLY IS THE ULTIMATE GOAL THAT YOUR IDENTITY DOESN'T PREDICT HOW YOU ARE GOING TO PERFORAND SUCCEED NSO ÃSUCCEED IN A SCHOOL SYSTEM. I WANT TO WALK THROUGH THE THIS ISN'T THE 10 FOOT VIEW IT'S NOT THE 30,000 FOOT VIEW IT'S PROBABLY THE 8100 FOOT VIEW. IT'S NOT GOING TO GET DOWN TO THE DETAIL OF WHAT'S ACTUALLY HAPPENING IN THE MEETINGS BUT IT'S ONE OF THE DIFFERENT GROUPS THAT ARE STRUCTURED AND HOW ARE WE THINKING ABOUT THIS. SO I'M GOING TO ALSO ASK MY TEAM AS YOU WANT TO MAKE COMMENTS AND AS YOU SEE KEY POINTS WE TALKED ABOUT PLEASE CHIME IN. I WILL MAKE SURE TO ALSO TURN MY HEAD THIS WAY EVERY ONCE IN A WHILE. AS WE THINK ABOUT, WHAT IS THE CORE PURPOSE OF WHAT WE ARE DOING AND ITS SUCCESS FOR EACH STUDENT. THAT'S VERY BROAD. SUCCESS. I THINK WE'VE ALREADY DEFINED WHAT SUCCESS IS IN OUR RESULTS. CONTINUING THAT. THERE'S GOING TO BE THREE KEY AREAS OF FOCUS AS WE GO THROUGH THIS PROCESS. STUDENT EXPERIENCE AND OPPORTUNITIES. REALLY KNOWING THAT IT ISN'T JUST ABOUT LEARNING AND ACADEMICS, THAT THAT HAS TO BE PAIRED WITH THE ENVIRONMENT, THE EXPERIENCES, THE EXPERIENCES AND OPPORTUNITIES THAT STUDENTS ARE AFFORDED ALL LEAD TO STUDENTS BEING SUCCESSFUL. A WORKPLACE WHERE STAFF CAN THRIVE. A KEY COMPONENT TO OUR STUDENTS ACHIEVING SUCCESS IT'S KEY TO THINKING ABOUT THE WORKPLACE TODAY IS DIFFERENT THAN IT'S EVER BEEN. PEOPLE ARE MAKING DIFFERENT DECISIONS POST COBIT ABOUT THEIR WORKPLACE ENVIRONMENT SO IT'S INCUMBENT ON US TO BE VERY INTENTIONAL ABOUT THE SPACES THAT OUR EMPLOYEES ARE OPERATING IN, THINKING ABOUT THE VARIOUS FORMS OF IDENTITY BE THAT RACE, GENDER, ALL THESE DIFFERENT THINGS WE ACTUALLY HAVE TO THINK ABOUT FOR OUR STAFF, SIMILARLY TO HOW WE THINK ABOUT THAT FOR OUR STUDENTS BECAUSE STAFF SUCCESS IS PRIMARY IF WE WANT OUR STUDENTS TO ACHIEVE AT THE LEVEL WE WANT FOR THEM. THEN WE THINK ABOUT THE OPERATIONAL COMPONENTS WITHIN THE DISTRICT. EFFICIENT EFFECTIVE AND TRANSPARENT SYSTEMS. KNOWING THAT ALL THOSE PIECES THAT COME WITH OUR OPERATIONAL SIDE OF THE HOUSE IS KEY TO OUR STUDENTS ACHIEVING SUCCESS. THERE IS A TREMENDOUS AMOUNT OF WORK THAT KEEPS THIS LARGE ORGANIZATION MOVING FORWARD, PART OF THAT ARE THE FISCAL SYSTEMS THE TECHNOLOGY SYSTEMS BUT IT'S ALSO THE LEVEL OF TRANSPARENCY THAT WE HAVE WITH OUR COMMUNITY WE HAVE A COMMUNITY THAT IS HIGHLY INTERESTED IN OUR SCHOOL DISTRICT, HOW WE OPERATE, WHY WE MAKE THE DECISIONS WE DO SO ENSURING THAT THERE IS A LEVEL OF TRANSPARENCY IN THE WORK THAT WE DO IS KEY. YOU MIGHT ASK, THERE IS A FEW WORDS MISSING HERE THAT YOU MIGHT HAVE ANTICIPATED. THIS REALLY THERE ARE SOME COMMITMENT THAT HAVE TO BE INTERWOVEN INTO ALL OF THESE AREAS. IF THEY AREN'T THEN I BELIEVE WE HAVE MISSED SOME PIECES. AS WE THINK ABOUT OUR STUDENTS AS WE THINK ABOUT OUR STAFF AND THINK ABOUT OUR OPERATIONAL SYSTEMS THE COMMITMENT TO EQUITY HAS TO BE INTERWOVEN THROUGHOUT THOSE THREE AREAS FOR SUCCESS. AND WITHIN THAT YOU THINK ABOUT EQUITABLE FAMILY ENGAGEMENT, EQUITABLE PRACTICES, REVAMPING SYSTEMS BECAUSE OUR SYSTEM PRODUCES THE OUTCOMES IT'S INTENDED TO. SO IN THAT WE ACTUALLY HAVE TO SHIFT AND CHANGE THE SYSTEM SO IT'S MORE EQUITABLE FOR OUR STUDENTS. SUSTAINABILITY. A COMPONENT THAT REALLY DOES HAVE TO BE INTERWOVEN THROUGHOUT THE STUDENT EXPERIENCE OUR STAFF HAS TO [00:20:02] UNDERSTAND THEIR ROLE IN NOT ONLY TEACHING OUR STUDENTS AROUND SUSTAINABILITY THEY HAVE A RESPONSIBILITY AROUND SUSTAINABLE PRACTICES AS WELL. AND THEN SYSTEMS LEVEL CONSTRUCTION PROGRAM RESOURCE CONSERVATION MANAGEMENT SUSTAINABILITY INTERWEAVES THROUGHOUT THESE THREE AREAS. AND THEN COMMUNITY ENGAGEMENT. A COMPONENT THAT WE ACTUALLY HELD AS A SEPARATE GOAL PREVIOUSLY BUT IF YOU THINK ABOUT ALL THOSE THREE AREAS AND COMMUNITY ENGAGEMENT IS A KEY IN EACH AREA AS WE THINK ABOUT OUR STUDENTS, STAFF AND OPERATIONAL SYSTEMS. EACH OF THOSE AREAS WILL HAVE OUTPUTS AROUND THESE THREE AREAS CONNECTED TO THE STRATEGIES THAT ARE IDENTIFIED. THESE ARE WAYS WE DO BUSINESS AS OPPOSED TO JUST A THING. MAYBE HABITS OF MIND IS ANOTHER WAY TO THINK ABOUT IT. AS WE THINK ABOUT MOVING FORWARD IN BETTING THESE INTO OUR STRATEGIES ARE A KEY COMPONENT. ELEMENTS OF THE DESIGN JUST CHECKING I HAVEN'T LOOKED AT YOU BUT THAT'S WHY. THERE'S GOING TO BE A SERIES OF LEADERSHIP GROUPS COORDINATION GROUPS STEERING COMMITTEES THAT I'M GOING TO DESCRIBE IN GREATER DETAIL IN A MOMENT. I WON'T GET INTO THE FULL DETAILS OF THAT. CYCLES OF ENGAGEMENT AND I SAY CYCLES BECAUSE IT WON'T JUST BE A SINGLE OPPORTUNITY FOR STAKEHOLDERS TO PROVIDE INPUTS INTO THE PROCESS STRATEGY DEVELOPMENT SO BEFORE WE PUBLISH A PLAN WE WILL WANT TO MAKE SURE THAT THERE IS SOME WELL ARTICULATED IMPLEMENTATION PLANS THAT ARE DEVELOPED SO THAT WE ARE ON THE SAME PAGE WITH WHAT WE ARE SAYING WE WILL DO. OUR COMMUNITY AND STAKEHOLDERS AND STAFF CAN SEE VERY TRANSPARENTLY WHAT IS IT WE ARE SAYING WE ARE GOING TO DO WITH TIMELINES AND ASSOCIATED COMPONENTS. AND THEN THE IMPLEMENTATION AND MEASUREMENT OF THAT BUILDING IN BEFORE IMPLEMENTATION OF HOW ARE WE GOING TO MEASURE THE STRATEGIES FOR EFFECTIVENESS AND OUTCOME, THOSE WILL BE IDENTIFIED UPFRONT SO WE AREN'T WAITING UNTIL THE END OF THE PLAN TO THEM HOPEFULLY LOOK BACK TO IDENTIFY THE AREAS AND DATA WE THINK WOULD BE BENEFICIAL OR USEFUL. THE LEADERSHIP GROUPS THAT I MENTIONED. KIND OF AN OVERARCHING GROUP THAT WILL PROVIDE INSIGHT AND INPUT TO ME THROUGHOUT THE PROCESS THEY ARE NOT THE GROUP THAT'S IN THE WEEDS OF ANY OF THE SPECIFIC TOPICS BUT THEY TRULY ARE PROVIDING OVERSIGHT TO THE OVERALL PROCESS COORDINATION TO CONTENT ARTICULATION OF THE PLAN. IT WOULD BE OUR STRATEGIC ADVISORY LEADERSHIP TEAM ALONG WITH EXTENDED CABINET MEMBERS. JUST TO PROVIDE THE ADVISEMENT THROUGHOUT THE PROCESS. THEN WE WILL HAVE THREE SPECIFIC STEERING COMMITTEES AROUND THREE OF THOSE BUT THREE DIFFERENT AREAS IDENTIFIED. AND SHORTEN THE TITLES HERE SO STUDENT SUCCESS STAFF SUCCESS AND ORGANIZATIONAL SUCCESS. YOU CAN SEE LENT BY EITHER MATT OR SCOTT AND THEN HAVE THE SAME REPRESENTATIVE STAKEHOLDER GROUPS ON ALL OF THOSE STEERING COMMITTEES STUDENTS STAFF ADMINISTRATION PARENTS AND COMMUNITY. AND WHAT WILL THEY BE DOING, I'M GOING TO GET CREDIT FOR THE VISUAL. AND REALLY WHAT IS THIS HOPEFULLY SHOWING. THAT IT IS CYCLES OF INPUT AND AND MYSTERY AND FEEDBACK. IF YOU START AT THE BOTTOM THE COORDINATION GROUP THE STEERING COMMITTEE REALLY IS IN THE MIDDLE BECAUSE THEY ARE GOING TO ENGAGE BOTH WITH GETTING FEEDBACK AND INFORMATION FROM THE COORDINATION GROUP THAT [00:25:03] THEY ARE GOING TO BE TAKING THE FEEDBACK FROM OUR COMMUNITY AND STAKEHOLDERS TO REALLY BE REFINING DEVELOPING AND IDENTIFYING THE STRATEGIES THAT WILL BE REPRESENTED WITHIN OUR STRATEGIC PLAN.ATT, DO YOU WANT TO SPEAK TO THE CYCLES OF INPUTS AND INQUIRY. >> THE IDEA THAT HISTORICALLY OFTEN TIMES WHAT WE WILL DO IS WE WILL GO GET INPUT AND THEN GO BACK AND ESSENTIALLY WE COME BACK FOR A FINISHED PRODUCT. IN THIS CASE WHEN WE ARE RUNNING MULTIPLE PARALLEL GROUPS THAT ARE GOING ON IT'S AN OPPORTUNITY TO GO GET FEEDBACK PROCESS THAT GO BACK AND CHECK AND SAY THIS IS WHAT WE HEARD AND SO YOU HAVE THIS RECURSIVE FEEDBACK WITH THE COMMUNITY. AND THE VARIOUS STAKEHOLDERS. THE BENEFIT OF THAT WE WERE ABLE TO MAINTAIN DIALOGUE WITH THE STAKEHOLDERS AND THROUGHOUT THE PROCESS BEGINNING TO SOCIALIZE THE WORK AND CERTAINLY INTERNALLY GIVES US AN ADVANTAGE BECAUSE AS ÃWE ESSENTIALLY STARTS TO GIVE US A HEAD START ON WITH RESPECT TO THE LAST STRATEGIC PLAN ALL THE WORK TO DEVELOP A PLAN THEN IT WAS OKAY SO HOW ARE WE IMPLEMENTING THIS. WE WERE JUST STARTING TO WRAP OUR HEADS AROUND IT RIGHT BEFORE WE ESSENTIALLY SHUT DOWN WITH COVID. WHEN YOU ESSENTIALLY DO ALL THIS WORK THEN IT STAYS BOTTLED UP FOR A WHILE AND THEN COMES OUT AS A FINISHED PRODUCT YOUR STAKEHOLDERS DON'T HAVE TIME TO PROCESS THAT. >> I'M ASSUMING BETWEEN THE THREE GROUPS THERE IS MORE INTERACTION THAN THOSE STRINGS INDICATE. THOSE ARE KIND OF DISENGAGE FROM EACH OTHER. >> I THINK THIS IS MAY BE MORE OF A METAPHORICAL REPRESENTATION THAN A VERY SPECIFIC ABOUT WHAT ARE ALL THOSE CONNECTION POINTS. >> I COULDN'T GET THE YARN TO TWIST. I WAS ALSO THINKING ABOUT, WHAT ARE A COUPLE OF THE QUESTIONS THAT MAY GUIDE THE WORK OF THE STEERING COMMITTEES WHAT GAPS ARE PRESENT THAT AREN'T ALLOWING US TO ACHIEVE SUCCESS. THIS WORK REALLY IS ABOUT BUILDING A SYSTEM TO THE PLACE WHERE WE WANTED TO BE. IDENTIFYING THE GAPS FOR STUDENT STAFF OR OPERATIONS WILL ALLOW US TO FOCUS AND TARGET OUR ENERGY ON THAT. THE IDEA THAT IF WE WANT TO ACHIEVE X WHATEVER X IS, WHAT ARE THE HIGHEST LEVERAGE ACTIONS TO ACCOMPLISH THESE GOALS. COUPLE OF DIFFERENT WAYS OF THINKING ABOUT A SIMILAR CONCEPT, THESE ARE A COUPLE OF QUESTIONS THAT WILL HELP LAUNCH OUR STEERING COMMITTEES INTO THAT WORK. I DON'T KNOW IF I'M GOING TO GO TO MONTH BY MONTH BUT THINKING ABOUT, I HAVE A SLIDE I THINK THAT WILL PROBABLY BE EASIER TO DIGEST THAN A WHOLE LOT OF WORDS. THINKING ABOUT HOW OFTEN ARE GROUPS ARE MEETING, YELLOW TRIANGLES ARE MEETINGS, ORANGE CIRCLES ARE COMMUNICATION, I REALIZE IT'S REALLY COMPETITIVE AROUND COMMUNICATION, ESSENTIALLY WHAT AM I TRYING TO SAY. THERE JUST NEEDS TO BE ONGOING COMMUNICATION WITH OUR INTERNAL AND EXTERNAL STAKEHOLDERS BECAUSE I KNOW THERE'S GOING TO BE HIGH PARTICIPATION BECAUSE WE HAVE INTERESTED STAKEHOLDER GROUPS SO CONTINUALLY COMMUNICATING WITH THEM THROUGHOUT THE PROCESS SO THEY KNOW WHERE ARE WE IN THE PROCESS BUT ALSO WHAT'S THE CURRENT STATUS OF INFORMATION THAT WE PROVIDED? MAKING SURE WHEN WE RECEIVE INFORMATION THAT WE ARE PUSHING THAT BACK OUT SO THEY UNDERSTAND HOW IT WAS RECEIVED. THINKING ABOUT DIFFERENT TYPES OF ENGAGEMENT, STARS REALLY REPRESENTING WHAT ARE WE CONDUCTING IN-PERSON ENGAGEMENT AND IN PERSON COULD BE LAKE WASHINGTON HIGH SCHOOL BUT IN PERSON COULD ALSO BE A VIRTUAL FORM KNOWING THAT PEOPLE [00:30:05] PARTICIPATE IN MANY DIFFERENT WAYS THERE ARE SOME INDIVIDUALS THAT WOULD EITHER PREFER TO OR AREN'T ABLE TO GO TO THE IN-PERSON TYPESETTING BUT THEY STILL HAVE AN INTEREST IN THEIR CHILD'S EXPERIENCE.O THEY WANT TO MAKE SURE THAT AS WE THINK ABOUT ENGAGEMENT IN THE BROAD TERM OF ENGAGEMENT SO OUR COMMUNITY IS ABLE TO PARTICIPATE. I ALSO THINK ENGAGEMENT MEANS WE NEED TO SEEK OUT SPECIFIC GROUPS REPRESENTED WITHIN OUR DISTRICT TO SEEK THEIR INPUT AND ENGAGEMENT. I THINK SURVEYING IS A KEY PART OF THIS AS WELL JUST MAKING SURE THAT AS WE ARE THINKING ABOUT THE PROCESS BUT ALSO THE INFORMATION THAT THAT ACTUALLY STRENGTHENS OUR ENGAGEMENT PROCESS.Y HAVING INFORMATION AHEAD OF TIME. THIS WILL CHANGE ALONG THE WAY. THIS IS NOT SOMETHING SET IN STONE. IS A MODEL FOR US TO WORK FROM. I DO WANT TO GO BACK TO THE TIMELINE NOW THAT YOU'VE SEEN THAT PIECE, THE CONCLUSION YOU CAN SEE THE DEVELOPMENT WITH IMPLEMENTATION PLANS AND DATA TO SUPPORT SUCCESS INDICATORS, I THINK I THOUGHT TALK ABOUT SUCCESS INDICATORS BUT IF I DON'T TALK ABOUT IT NOW SUCCESS INDICATORS MEAN, THE DESCRIPTION OF WHAT SUCCESS LOOKS LIKE. THAT ALLOWS YOU TO PAINT A PICTURE FOR WHAT YOU BELIEVE HOW ÃÃWHAT IT LOOKS LIKE TO ACHIEVE SUCCESS AND THEN YOU BRING THE DATA ALONG SIDE THAT WILL HELP PROVIDE THE DESCRIPTION. IT'S SOMETHING WE ACTUALLY USE WITH STUDENTS IN THE CLASSROOM WHERE THEY ARE ACTUALLY ARTICULATING THE SUCCESS INDICATORS FOR THEIR WORK ACTUALLY HELPS THEM TO THINK ABOUT THE WORK THEY ARE DOING DIFFERENTLY IS A GOOD PRACTICE FOR US TO DO IN THIS WORK AS WELL. THE PLAN IS TO PRESENT THE FINAL THE COMPONENTS OF THE STRATEGIC PLAN TO THE BOARD OF DIRECTORS IN JUNE AND THEN JULY AND AUGUST MAKE IT ALL PRETTY SO IT'S PUBLISHED AND WE ARE LEAVING WITH THAT WITH THE COMMUNITY AND STAFF STARTING IN AUGUST 2024. >> I HAVE A QUICK QUESTION. YOU MENTIONED IN ONE OF THE BEGINNING SLIDES THAT OUR DISTRICT UTILIZES A LONGER-TERM STRATEGIC PLAN THEN YOU'VE SEEN. IT LOOKS LIKE WE ARE CONTINUING THAT. I WAS REFERRING TO THE LENGTH OF THE ACTUAL PLAN. >> THE SPAN. >> I WASN'T TALKING ABOUT THE TIME. (LAUGHING) >> THE ACTUAL DOCUMENT. >> I KNOW I REFERENCE 2030 AND ALL THAT, THAT FEELS LIKE A NATURAL TIMELINE SIX YEAR CYCLE. >> CAN I ASK HOW YOU LAND ON? >> I BELIEVE IT'S POSSIBLY ART I DON'T THINK THERE IS A SCIENCE BUT HERE'S WHAT I DO KNOW. TO TAKE ON THE LEVEL OF STRATEGY WE ARE TALKING ABOUT IN A STRATEGIC PLAN MANY OF THOSE TAKE YEARS TO IMPLEMENT AND YEARS TO BUILD ON THAT IMPLEMENTATION BEFORE YOU CAN TRULY SAY YOU'VE REACHED SUCCESS. I THINK ABOUT THE INCLUSIONARY PRACTICES WORK WE STARTED THAT IN PRESCHOOL I BELIEVE FIVE YEARS AGO WE STILL ARE IN A FORMING STAGE WE STILL HAVEN'T ACCOMPLISHED THAT IF YOU WILL AND I THINK THAT JUST DEMONSTRATES THE COMPLEXITY OF THAT AS A STRATEGY SO SIX YEARS WE'VE HAD A STRATEGIC PLAN THAT WAS SIX YEARS PREVIOUSLY AND 2030 IS A NICE ROUND NUMBER. >> THE FACT THAT WE HAVE A RATHER DETAILED PLAN, WHICH TO ME IS BETTER THAN SKIMMING THE SURFACE AND GUESSING. I'M GOING TO SUGGEST THAT WHEN WE DISSEMINATE THERE BE A SUMMARY AHEAD OF IT. SUMMARY THAT WILL HELP YOU WILL [00:35:06] BE ABLE TO IDENTIFY CERTAIN SECTIONS THAT HAVE MORE OF A CONNECTION TO THEM WITH THE EXCEPTION OF A FEW OF US ANY NUMBER OF PARENT GROUPS I DOUBT ANYONE IS GOING TO READ 20 OR 60 PAGES BUT MIGHT RECENTLY READ THROUGH EXECUTIVE SUMMARY. AND THEN THAT SECTION MUST BE OVER HERE SO THEY GO FIND IT THERE. >> HAVING SURVIVED THREE OF THESE PLANS I CAN SAY IT'S REASONABLE TO PUT IT AT A POINT ÃÃYOU HAVE TIME TO MOVE THE NEEDLE. AS FAR AS THE FRAMEWORK, ONE OF THE THINGS THAT'S INTERESTING IS THE FIRST ONE I WAS A PART OF I'M NOT SURE IF WE HAD EXPLICIT DATE BUT ONE OF THE THINGS THEY ALWAYS TALKED ABOUT IS THIS YEAR'S KINDERGARTNERS GRADUATE IN 2020 SO SIX YEARS IS ANOTHER REASONABLE TIMEFRAME THAT'S BASICALLY ELEMENTARY OR SECONDARY OF THE KIDS CURRENTLY IN THE SYSTEM. SO DO THESE KIDS ENTERING THE SYSTEM TODAY WILL THEY BE DOING BETTER THAN THE KIDS WHO ARE EXITING THE SYSTEM TODAY WHETHER ELEMENTARY OR SECONDARY. I THINK IT'S A REASONABLE NUMBER I ACTUALLY WANTED TO SHOUT OUT A POSITIVE THING ON THIS OVERALL SO FAR A LOT OF IT SEEMS TO BE HOW TO BUILD STRATEGIC PLAN BUT YOU START WIDE TO BUILD STRATEGIC PLAN. IT'S VERY IMPORTANT, THE LAST PIECE I LITERALLY HAVE NEVER SEEN IS HOW TO MEASURE THE IMPACT OR SUCCESS OF STRATEGIC PLAN. SO FAR I'M BUYING IT. >> I HAVE A PIE CHART COMING UP. TO DISPLAY THE FEELINGS. A STRATEGIC PLAN DOES DESCRIBE WHAT THE ADULTS DO TO ACCOMPLISH STUDENT OUTCOMES AND I BELIEVE THE STRATEGY DESCRIBES ACTIONS AND BEHAVIORS OF ADULTS. THIS REALLY IS ABOUT HOW DO THE ADULTS IN THE SYSTEM CHANGE SO THE OUTCOMES FOR KIDS ARE BETTER THAN THEY ARE TODAY. I KNOW THAT MAY SEEM RUDIMENTARY BUT AS I THINK ABOUT IT, THAT'S REALLY WHAT THIS IS ABOUT IS HELPING US SHAPE AND FORM THE ADULTS BEHAVIOR IN THE SYSTEM SO THAT IT'S ALIGNED WITH WHAT WE KNOW OR HIGH LEVEL STRATEGIES AND IN THE BEST INTEREST OF OUR STUDENTS. THE IMPLEMENTATION PLANS AND I TALKED ABOUT THIS ALREADY, HOPING TO HAVE THOSE COMPLETED IN MAY 2024, PRIOR TO PRESENTING TO THE BOARD, THAT IS REALLY THE TARGET. BEFORE THE BOARD RECEIVES THE FINAL PRESENTATION AROUND THE STRATEGIC PLAN WE CAN PRESENT THAT AND IF THE BOARD WAS INTERESTED IN READING IMPLEMENTATION PLAN YOU BE ABLE TO HAVE THAT IN YOUR HAND AS WELL. TO PROVIDE DETAILS, TIMELINES THAT WILL GUIDE THE ACTUAL IMPLEMENTATION OF THE STRATEGY AND WE KNOW ANY IMPLEMENTATION PLAN DEVELOPED IN 2024 WILL MODIFY OVER TIME AND THAT'S KIND OF THAT CYCLE OF INQUIRY THROUGHOUT THE PROCESS. THERE'S NO WAY IN IMPLEMENTATION AROUND INCLUSION WOULD HAVE BEEN EXACT BUT IT WOULD HAVE PROVIDED SOME GUIDEPOSTS ALONG THE WAY THAT YOU ARE ALWAYS CHECKING BACK, YOU ARE ALWAYS LOOKING AT, YOU ARE PROBABLY REVIEWING DATA ALONG THE WAY, FEEDBACK FROM STAKEHOLDERS HELP ADJUST THE STRATEGIES. AND THEN SUCCESS INDICATORS. AND SOME NICE BAR CHARTS. THEY DESCRIBE THE DESIRED ÃÃ ESSENTIALLY WE ARE SAYING THAT CURRENT STATE ISN'T SATISFACTORY. WE CAN ACCOMPLISH MORE STRATEGY AND FIDELITY OF IMPLEMENTATION. WHAT DO WE KNOW? THE OVERALL SUCCESS OF OUR STUDENTS IS HOW DO OUR [00:40:05] GRADUATES LEAVE OUR SYSTEM AND WHAT TYPE OF GRADUATE HAS BEEN PRODUCED. ONE OF THE THINGS THAT OUR STUDENT SUCCESS STEERING COMMITTEE IS GOING TO DO AS THEY ARE ACTUALLY GOING TO SPEND SOME TIME AROUND IDENTIFYING A PROFILE OF THE GRADUATE. WE KNOW THE STATE BOARD OF EDUCATION HAS ONE AND I HAVE A COUPLE OF SLIDES THAT SHOW YOU AS EXAMPLE OF WHAT IT IS. WE HAD A STUDENT PROFILE FOR MANY YEARS THAT I DON'T KNOW IF IT SUNSET OR JUST DISAPPEARED BUT IT REALLY HASN'T BEEN USED WITH, IF AT ALL, OVER THE PAST SIX YEARS. IT WAS PROBABLY OUTDATED. AS I LOOK AROUND THE SCOPE OF THE PROFILES, THERE IS A LITTLE BIT MORE CURRENT LANGUAGE. A LITTLE BIT MORE THAT IS COMPELLING. THIS IS WHAT THE STATE BOARD OF EDUCATION DEVELOPED I THINK IT WAS TWO YEARS AGO AND YOU CAN SEE THEY HAVE A NUMBER OF DIFFERENT COMPONENTS MASTERS LIFE SKILLS AND SOME ÃÃ CULTIVATES PERSONAL GROWTH AND KNOWLEDGE COMMUNICATES EFFECTIVELY SUSTAINS WELLNESS EMBRACES DIFFERENCES AND DIVERSITY AND THEN THEY GO ON TO PROVIDE ADDITIONAL INFORMATION IF YOU JUST TAKE THE FIRST CULTIVATES PERSONAL GROWTH AND KNOWLEDGE BELOW SHOWS CONFIDENCE, APPLIES LEARNING, SETS PERSONAL MEANINGFUL GOALS. BUT THAT'S A PROFILE OF GRADUATE THAT THIS TEAM WILL USE. THERE'S A NUMBER OF PROFILES THAT THEY WILL LOOK AT AND EVALUATE AND PROBABLY MAKE SOME RECOMMENDATIONS LIKE ÃÃTO ME THERE IS COMPONENTS MISSING. I THINK HER DEMONSTRATED VALUES HERE IN LAKE WASHINGTON SCHOOL DISTRICT. THE COMMITMENT TO EQUITY WELL IT'S THERE I DON'T THINK IT IS SPOKEN TO TO THE DEGREE THAT I THINK WE ARE THINKING ABOUT IT. COMPONENTS OF SUSTAINABILITY. THEY ARE PROBABLY BUILT IN IN A LITTLE BIT BUT TALKING WITH COMMUNITY MEMBERS, TALKING WITH STUDENTS, THOSE ARE HIGH VALUES HERE IN LAKE WASHINGTON SCHOOL DISTRICT SO WE WANT TO MAKE SURE THAT OUR PROFILE REPRESENTS OUR SCHOOL DISTRICT AND COMMUNITY. THIS PROCESS IS AND CAN HAPPEN IN ISOLATION BECAUSE HERE ARE ALL OF THE DIFFERENT GROUPS THAT WILL BE WORKING WITH THE STEER AROUND VARIOUS COMPONENTS IF YOU THINK ABOUT BUDGET, FACILITIES, I DON'T KNOW IF WE WILL HAVE BOTH BUDGET ALIGNMENT AND BUDGET ADVISORY BUT OUR HIGH SCHOOL STUDENT EXPERIENCE AND ÃÃAS I MENTIONED BEFORE SO WE ARE ACTUALLY GOING TO COORDINATE THOSE EFFORTS SO THAT WE ARE WORKING IN CONCERT AND NOT DOUBLE SCHEDULING MEETINGS. BUT WE ALSO WANT COMMUNITY AND STAFF STAKEHOLDER STUDENTS ENGAGED IN ALL THESE PROCESSES. AS WE THINK ABOUT OUTREACH AND INVITING PEOPLE TO PARTICIPATE WE WANT TO MAKE SURE PEOPLE ARE PLACED WHERE THEY HAVE A PASSION AND INTEREST KNOWING THAT MOST INDIVIDUALS COULD DO ALL OF IT. WE WANT TO BE COGNIZANT OF THAT AS WELL. HAVE A LOT OF COMMUNITY MEMBERS. STAKEHOLDERS THAT ARE INTERESTED IN PARTICIPATING IN THESE PROCESSES BECAUSE THEY ARE IMPORTANT. >> I KNOW OUR ULTIMATE DESIRE AND GOAL IS TO ASSIMILATE SPECIAL NEEDS KIDS INTO GENERAL ED. BUT IT'S BROKEN OUT HIGH REQUEST WHY DON'T WE HAVE AT LEAST SPEAKS TO SPECIAL NEEDS. ESPECIALLY WITH THE APPREHENSION A LOT OF PARENTS HAVE AND WE'VE HEARD ALREADY BECAUSE THEY DON'T KNOW EXACTLY WHAT CAN HAPPEN, THEY DON'T KNOW WHAT'S CAN HAPPEN TO THE IEP'S. I THINK WE NEED TO HAVE AN OUTREACH AT LEAST DIRECTLY GOES TO THE SPECIAL NEEDS COMMUNITY. [00:45:05] THERE'S A LOT OF SKEPTICISM OUT THERE AND YOU HAVE A LOT OF PEOPLE ÃI THINK IT'S ONLY BECAUSE OF THE UNKNOWN. IS NOT A MATTER OF BASED ON ANYTHING OTHER THAN FEAR. YOU DON'T KNOW WHERE YOU ARE GOING ÃÃI THINK IT WOULD HELP. ESPECIALLY IF YOU ARE DOING OUTREACH. WHEN YOU GET DOWN TO IT IT'S A SEGMENT AND SEPARATED PART OF THE LEARNING EXPERIENCE. >> THESE WERE THE AREAS THAT WERE SPECIFICALLY DOING REVIEWS, COMMITTEES, QUEST IS BEING EVALUATED AND REVIEWED. AND HASN'T BEEN FOR A NUMBER OF YEARS. I BELIEVE THERE IS A COMMUNITY STAKEHOLDER GROUP AROUND INCLUSION OR AM I MISREMEMBERING. IF I'M NOT REMEMBERING CORRECTLY THAT'S OKAY TOO. I ACTUALLY DON'T DISAGREE WITH YOU, WE THINK ABOUT OUR INCLUSIONARY PRACTICES AND IF WE WANT THIS TO BECOME THE WAY WE DO BUSINESS, THERE IS GOING TO BE IMPORTANT TO FOR US TO REALLY DO THAT WELL. >> UNDERSTANDING THAT AS WE GO THROUGH A PLAN AND AS PEOPLE VIEW THIS AT HOME, SOMETIME DURING THE NEXT WEEK OR TWO, AND THEY DON'T SEE THE INCLUSION ASPECT PLAN FOR OR AT LEAST ENGAGEMENT EFFORTS FOR THEM THEY ARE GOING TO START HAVING THEIR LITTLE ANTENNA GO UP. AND YOU DON'T ME THAT. PRIOR SIX MONTHS PRIOR TO HAVING THE PLAN READY. >> GREAT, THANK YOU. KEY POINTS IN TIME REGARDING COMMUNICATION, THINKING THE FIRST WEEK OF SCHOOL YOU NEED TO DO SOME RECRUITMENT. TO GET PEOPLE IDENTIFIED. HOPING TO HAVE INDIVIDUALS SELECTED BY THE THIRD WEEK IN SEPTEMBER BECAUSE, OCTOBER THAT'S WHEN WE WANT TO START THE STEERING COMMITTEES AND ACTUALLY START THIS PROCESS AND THE WORK. THAT'S HOW WE ARE THINKING ABOUT STRATEGIC PLAN. WE WILL TAKE COMMENTS OR QUESTIONS. >> THE STATE PROFILE WITH THE STUDENT IF HE COULD FLIP BACK, THERE WE GO. ON THIS ONE BROADLY SPEAKING I ACKNOWLEDGE THE SECTIONS YOU'VE PROBABLY GOT THAT NEED TO BE ADDED. I'VE ALWAYS FELT THAT THE WASHINGTON STATE GRADUATE EMBRACES DIVERSITY BEING A SUPERSET. PARTICIPATION SOCIETY AND COMMUNITY TO ME IS THE BIGGER SUPERSET OF THAT. AND EMBRACING DIFFERENCES IS A SUBSET. BUT IT'S ALSO EMBRACING YOUR COMMUNITY REGARDLESS OF THE DIVERSITY WHICH IS PARTICIPATING. THAT'S THE ONLY FLAW I'VE SEEN IN THE RECENT MEASUREMENTS. I'M GLAD TO HEAR THAT YOU SAY THAT. I THINK I DID SEE IT IN ONE OF THE EARLY SLIDES ABOUT THE OUTREACH. THANK YOU FOR THAT. >> COULD YOU TELL ALL OF US AT ONCE ONE IS OUR NEXT CHECK IN ON THIS AND I WILL LOOK AT THE WORK PLAN. >> ACTUALLY I BELIEVE I DO HAVE AN ANSWER FOR YOU. I DON'T KNOW IF WE HAVE IT BUILT INTO THE WORK PLAN. WE CAN EITHER BUILD IT INTO THE WORK PLAN WE CAN ADD IT TO FORMAL BOARD MEETINGS DURING THE SUPERINTENDENTS REPORT THE BOARD A THE BOARD WILL BE ACTIVELY ENGAGED THROUGHOUT THE PROCESS BUT I THINK THERE WOULD BE BENEFIT TO PROVIDING FORMAL UPDATES TO THE BOARD AS WELL EITHER IN A STUDY SESSION, OR SUPERINTENDENT REPORTS. >> YOU JUST MENTION THE BOARD [00:50:06] WILL BE ACTIVELY ENGAGED, WHAT DOES THAT MEAN? >> I BELIEVE THE BOARD PARTICIPATING ÃÃI THINK IT WAS ON AN EARLIER SLIDE. THE LAST BULLET I THINK THE BOARD BEING PRESENT IN THE STEERING COMMITTEE MEETINGS I THINK THERE IS BENEFIT TO THAT I KNOW THERE'S BOARD MEMBERS THAT PARTICIPATED IN LAST STRATEGIC PLAN PROCESS I KNOW THAT WAS BENEFICIAL. IT TRULY IS IN A LISTENING ROLE BECAUSE THAT'S NOT THE PLACE WHERE THE BOARD IS PROVIDING INPUTS BUT IT REALLY IS ABOUT LISTENING TO HEAR THE CONVERSATION. >> YOU ARE SAYING FOR EACH OF THE STEERING COMMITTEES THERE WOULD BE AT LEAST CAPACITY FOR ONE BOARD MEMBER AND WHICH THE END ROLE OF OBSERVER HAVING DONE THAT WITH STRATEGIC PLANNING PROCESS IN 2019 IT'S REALLY BENEFICIAL ALSO HAVING BEEN ON COMMITTEES WHERE OTHER ELECTIVES HAVE BEEN IN THE ROOM AND WHEN THEY SPEAK IT DOES CHANGE THE DYNAMIC SO WE HAVE TO BE VERY THOUGHTFUL OF THAT WHEN WE ARE IN THAT ENVIRONMENT OF BEING A LISTENER AND NOTHING ELSE. >> PART OF THAT IS SETTING EXPECTATIONS FOR THE GROUP SO THEY KNOW THE ROLE OF THE BOARD MEMBER AND THERE IS A REASON THEY ARE OBSERVING AND NOT ACTIVELY PERSUADING. THAT'S FAIR TO THE GROUP AND FAIR TO THE BOARD. >> I THINK IT'S A VERY GOOD POINT. >> AS LONG AS THE EXPECTATIONS ARE SET WITH THE OTHER PEOPLE TO PARTICIPATE BECAUSE THE LINKAGES WE WERE SUPPOSED TO BE OBSERVERS. ALL OF A SUDDEN THERE WOULD BE THIS LONG SILENCE AND LOOKING AT THE BOARD MEMBERS TO AT LEAST GET THINGS ROLLING. IT WAS AS IF THEY THOUGHT WE DIDN'T CARE WHERE WE DIDN'T KNOW WHAT WE WERE DOING ANYWAY. I THINK THERE NEEDS TO BE REALLY CLEAR EXPECTATION. WE ARE LISTENING AND GETTING INFORMATION WE ARE NOT THERE TO DIRECT OR LEAVE BUT TO HEAR YOUR INPUT. >> ABSOLUTELY. >> YOU ALSO MENTIONED OF DOING A CLOSEOUT. AS I WAS THINKING IN ONE OF THE OPERATIONAL EXPECTATIONS WE HAVE THE ANNUAL REPORT I WOULD ASSUME THAT WOULD BE THE LOCATION AND THE OPPORTUNITY IN WHICH TO DO SO. >> I DON'T HAVE AN ANSWER FOR YOU ON THAT. >> CONSIDER USING THE ANNUAL REPORT AS AN OPPORTUNITY BECAUSE THEN IT BECOMES BUILT-IN AS AN APPROACH AND IS IT SOMETHING SPECIAL ON TOP OF IT. THE OTHER QUESTION IS, THIS IS A SIGNIFICANT LIFT IN WHICH TO DO SO KNOWING THAT STAFF HAVE A VARIETY OF DIFFERENT THINGS ON THEIR PLATE IS THERE ANY CONSIDERATION IN BRINGING A CONSULTANT TO HELP SUPPORT OR WILL THIS ALL BE STAFF SUPPORTED. >> WE TALKED ABOUT THAT. PART OF THIS IS, THE COORDINATION GROUP, THOSE ARE TWO TEAMS THAT ARE ALREADY ESTABLISHED WE ALREADY HAVE MEETINGS ON THE CALENDAR WITH THEM SO IT'S NOT AN ADD-ON IT'S JUST THIS IS THE FOCUS OF OUR WORK. AS OPPOSED TO HAVING SEPARATE. WE TALKED ABOUT THAT WE BRING SOMEONE IN TO DO THIS AND YOU CAN SEE WE DECIDED NOT TO AND WILL BE ABLE TO MANAGE THAT WITH THAT AS A STRATEGY BUT ALSO BUT IT'S IMPORTANT TO ALL OF US AS WELL AND BY HAVING IT SEPARATED THE WAY IT IS A CONSULTANT CAN PROVIDE BENEFIT, THEY ALWAYS DO. BUT WE FELT LIKE WE HAD THE BANDWIDTH TO DO THIS. >> OKAY SO WE LANDED ON THIS SLIDE. THIS IS CRITICAL FOR YOU TO LAY OUT FOR EACH OF THESE THERE'S ONE THING I THINK WE UNDERSTAND IMPLICITLY, THAT'S YES THERE'S THE GOALS SET FORTH BY THE BOARD OF DIRECTORS BUT THAT'S ALREADY BEEN A CONVERSATION AND INTERPRETATION WITH THE SUPERINTENDENT AND ADMINISTRATION.OR THEM TO UNDERSTAND IT'S NOT JUST SOMETHING NEW TO YOU BUT SOMETHING WE PARTICIPATED IN AND NOW WE ARE SEEKING THE NEXT STEP. THAT HELPS TO MAKE IT CLEAR WE ALREADY WRESTLED WITH THIS WE DON'T WANT TO BE FURTHER WRESTLING WITH IT WE WANT TO HEAR YOUR RESPONSE TO IT. SO AS INTERPRETED AND AS APPROVED BY THE BOARD WOULD BE HELPFUL FOR THE COMMITTEES TO HEAR. >> I AGREE THE IDEA OF NOT [00:55:05] BRINGING THE CONSULTANT AND FROM THE EA BUT MY SUGGEST CERTAIN SIGNPOSTS ALONG THE WAY YOU MIGHT WANT HAVE A CHECK IN WITH ONE TO SAY WHAT HAVE WE MISSED. YOU SEE WHERE I'M GOING? JUST AS A CHECK IN. TO MAKE SURE AFTER AN OUTSIDE PERSPECTIVE YOU'RE NOT GETTING SO TUNNEL VISION INTO WHAT YOU WANT TO DO AND HELPS BECAUSE THEN WHEN YOU TAKE IT OUTSIDE YOU WILL OF HEARD SOMEONE FROM THE OUTSIDE THEY WILL HAVE TOLD YOU IT'S NOT TRANSLATING. >> THE LAST THING IS TO JUST SAY THANK YOU LAUNCHING INTO STRATEGIC PLAN LAST YEAR WE DIDN'T DO IT SEEING THE SITUATION COMING OUT OF COVID AND TRYING TO WORK THROUGH THOSE COMPONENTS. IT'S EXCITING TO SEE THIS COMING FORWARD TO BE ABLE TO SET THE GROUNDWORK AND THE FRAMEWORK FOR THE NEXT SIX YEARS.XCELLENT WORK AND IT'S EXCITING TO SEE IT HAPPEN. >> I ECHO THAT SENTIMENT. [C. Closing Items] >> IF THERE'S NO OTHER QUESTIONS OR COMMENTS ON THIS TOPIC THAN FOLLOWING TODAY'S STUDY SESSION THERE WILL BE A BOARD MEETING AT 7:00 P.M. IN THE ROOM NEXT DOOR. WE DO HAVE ONE MORE AGENDA ITEM THAT IS THERE IS CAKE FOR DIRECTOR CARLSON IN THE LOBBY THAT EVERYBODY IS ENCOURAGED TO GO GET A SLICE AND CHAT WITH CHRIS EVEN THOUGH HE DOESN'T LIKE PEOPLE. (LAUGHING) SINCE THERE ARE NO * This transcript was compiled from uncorrected Closed Captioning.