lafco business? we can get this done quickly, i presume. ms. miller? if you could, please read item eight. >> item 8. executive officer's report. >> i was just looking at a possible date for a joint meeting. one of the dates could be in january for a report back on the direction and receipt of this. joint meeting with sfpuc. supervisor mirkarimi: what was the date and time? >> it would be the end of january. we typically need the fourth friday of each month. mr. campbell was looking for sfpuc direction on january 25. supervisor mirkarimi: is that a friday? >> it is a friday. the 27th is friday.

so the 25th is wednesday. >> i have the 28th as friday. >> i am sorry, i'm looking at the wrong side. in that week potentially. supervisor mirkarimi: we are already months away -- why could we not have a meeting on the second friday, 3rd friday? >> according to the schedule, the interviews would not be conducted until the middle of january. so we would not have much to report. we could report who we are interviewing, but the idea of seeking direction, recommendation from the sfpuc, -- we would not have that information by the second week.

supervisor mirkarimi: we do not have to nail this down now. i would rather not can see six more weeks before information we thought was going to be shared with us today, should at least be shared with us before january 5. if we can split the difference and have a joint meeting -- we seem to like friday. either on the 14th or 21st, that would be fine. if we can work that out with p c, that would be better. and you are right, we want something substantive to discuss, but we are more concerned and why that has already happened. >> i might also remind commissioner that we already tentatively have five meetings in january scheduled as part of our budget process and regular meetings. two regular meetings and three budget meetings scheduled in january. supervisor mirkarimi:

commissioner schmeltzer? supervisor schmeltzer: i wanted to point out that the 20 it would not work. supervisor mirkarimi: we will take a look. thank you. appreciate that. anything else from the executive officer's report? any public comment? seeing none, public comment is closed. we will continue that. quick approval of the minutes of lafco, a motion made by commissioner campos -- >> i need to read the item. item nine. approval of the minutes from the november 12, 2010 special meeting. supervisor mirkarimi: thank you. seconded by commissioner dufty. without objection. any more public comment? seeing none, public comment is closed.

before we adjourn, we are at a significant milestone, that i am sad to see happen, but one that is important to recognize. this will be the last joint lafco meeting of hours. supervisor bevan dufty, this is his last meeting. he has been a longtime member of our various government branches. i want to say, commissioner dufty, you have been steadfast in your position to pursue the goals that we have all endeavor toward. we really do appreciate everything you have contributed. your wonderful approach, how you are able to advance the conversation is something that i know has left a lasting imprint on us and we will be very sorry to see you not be a part of this, but we know you will be rooting for us on the outside.

commissioner dufty? supervisor campos>> on behalf oc utilities commission, i want to 2nd those remarks. supervisor campos: commissioner dufty asked me not to say anything, but i tend to be a troublemaker. thank you for your service, advocacy for ratepayers, pushing for community trawlers aggregation. we will miss you, but we know you will be around. supervisor mirkarimi: very good. if there is no other business, i want to wish everyone the happiest of holidays. see you in the new year. meeting adjourned.

>> could afternoon, and welcome to the regular meeting.

congratulations on the reelection. i want to take a moment and thank our committee. i would like to take a moment to thank our liaison. he has been a joy to work with. i think the committee had not been meeting as regularly.

i think we have taken time, talking about shared responsibilities, and it does relate engendered the level of cooperation, so i am thank you for that. i think it is great we have had the opportunity.

we have zones that we are going to operate in the bay view neighborhood and the mission, and we will look as if the progress being made in these

zones and look at new equipment, so i want to welcome i want to welcome one of the most respected educators, dr. gray, the superintendent. some of the strategies and

goals for this effort and for each of our teams as well as prepared to talk about whatever di tella -- detail is your pleasure regarding some of the work we are engaged in. >> thank you. >> this is what the superintendent just mentioned. givethe district data announcesy indicated how much they needed

to do the zone. i do not have the data. each of the areas will have some schools that are in need of intensive support. however, the superintendent zones are 100% for schools that have high need. some of them are in the low- performing schools. ionly two of mine are considered for the next year, and we tried to meet the plan.

>> our district also made the case said by reorganizing our district, we could better respond by providing intervention to some low- performing schools, so they have identified five more schools. our theory of action is relates to say the superintendent zone where we dedicate our resources and will positively impact student learning and outcome. this could -- the specifics are what we are here to talk about today. this is split into two areas teams.

my team consists of various mainly in the mission district. >> i would like to go over some of the goals and strategies they have. we decided we would like to have all of the principles. we also are striving to have double-digit growth in the number of proficient students in the bay view sound -- zone in

mathematics and english. so improved student achievement is one of the district goals, and that is how we are going to meet that goal. improved student attendance is a district go, so we are going to have 95%, and we will go into how we do that -- is a district goal, so we're going to have 95%, and we will go into that. we will have 10% increase in the number of students selecting bayview schools as their no. 1 choice for school selection.

they will go through 56 different schools. we want to keep as many as possible in bay view, and we think by improving student attendance and the schools, we can make this happen. we want a 15% increase in may practice measures for non- mandated suspension, creating a positive school culture. restorative practices are what we can use so we can create a situation where our students have an opportunity to redeem themselves in ways where they are not mandated to have them in the justice sittre -- justice system. what i have done is put

together each of our goals -- improved attendance, improving school culture, and other eat -- under each one, you will see what we are doing to make that happen. we had not done all whole lot to be able to explain what we have done in september. this is a more in-depth explanation of what we are doing. you cannot read it on the screen. let me give you a copy.

we have enough. here is an extra one over here. without reading to you, i will talk a little bit about what we have here. the first thing is the core configuration and lesson planning, which was used to turn around frederick douglass academy in harlem. i have used if previously in

turning around the school, and so has my executive director, and we found the schools did use it, but we are implementing it and monitoring it, so we can ensure a lesson planning is occurring, and it creates a spirit of transparency so whomever walks in the classroom can see what is going on. it can be monitored by the students, by the administration, by anyone that comes into the classroom. the second one is that it-driven decision and instruction. we feel using data to drive instruction is a prescriptive way to make change in our schools. in general, that is our way of making decisions.

one example is a program out of standard. it is called -- out of stanford. it is called epgy. it tended to raise the level of thought, processes, and it is being used that almost all of our schools, and the schools we do not have it at, we are getting it as soon as possible. we use that weekly report given to the principals who give it to the teachers about how it is being used and if it is being used with fidelity, and we know this will make a difference. the resulting cycle of inquiry,

we analyze, implement, measure, and monitor, and evaluate what we are doing. it is a constant cycle of inquiry using data. we use all that to improve instruction to readers if we do not use its -- to improve instruction. we have measures of academic performance of students developed by the department to measures didn't grow three times a year -- student gross three

times a year to see what kind of process they are making. this gets at the point that we do not wait to see if the students have failed, but we have measurements, and it is not an autopsy fiorina -- an autopsy. we do as additional feedback. we walked through all of our schools with the district directors and the assistant superintendent, and we looked at classrooms and got together and discuss it and went over our results with the principle of the school. i know guadalupe as the same in his part of the zone. we give feedback to students, including self reflection and

revision. we are wanting to make sure a student gets a grade after he or she has had time to master an assignment. it is not just an f because they did not do it right, but this would be an f unless you want to revise it and give them an opportunity to master what they are doing. focus on the professional development across all content areas is just one example. we had press -- professional development across the zone, and they had five topics being revisited as professional development so we do not have drive-by professional development. to improve attendance, we have really jumped on this.

we want 95% attendance by the end of the year. we are doing some of the following things. we are insuring increase accuracy of attendance reporting. we find a lot of times scanning of attendance was not happening -accurately. when the student makes an effort, it is recognized as far as their progress and eventually reflected in possibly their graves. -- their graves -- grades. the director of community out rage and attendance -- outreach and attendance and my attendance clerk, daniel davis, is working

with miss thompson to support making home visits and calls to see why students are not in school. they also attend weekly meetings. the community approach has not done as well as it should have, so we are trying to make sure it meets the needs of the parents. we are doing other parents of workshops. we hope sooto increase scores by using support. the research planning and

development is insuring that data director has a form for tracking discipline referrals that do not necessarily end in suspension, so we can have a record of that. we want to advertise our schools' successes so they are hearing the good along with what is not so good. we cannot have these unless we have improved school culture at our schools, so we are going to use a tear in response of student -- tiered response to student misconduct. as i mentioned earlier, the practice is a primary tool when working with students.