and for goal setting. So, how's that sound? Good. >> Good. Sounds good. >> Okay, good. So, um this needs to be very discussion based. So make sure that we all participate and have our voices heard because when you do the board self-evaluation, it's giving you that
opportunity to bring up those governance skills. So that's the reason why you do it. It's very similar to the CSA evaluation to just make sure that you get to the next level. So um please like participate with any of the conversation that we're going to go over. So in front
of you, you see the chart. Uh so you can see it's colorcoded. Um the the uh red is an area where you feel that you're unsatisfactory in the yellow is area for growth. Uh green is proficient and um
the blue is exemplary. So underneath that sheet you have an overview and that's what I'm going to um go over with you but we will look at the full evaluation as we go through. So we're going to start with uh vision, mission,
and goals. So you scored a two on that and um you know the the highest score that you can achieve is a four. So we say anything under a three is an area that needs uh improvement. So in that um section you had said uh a couple of
different things. the glowing remarks you said about yourselves is that um the board always has their students in mind when they make decisions and that's really super important and that uh the board also has a shared vision for the future. You all pretty much agree on
that on that shared vision. Some of the areas of growth um is that uh you need some help with ensuring that the vision, mission and goals are clearly articulated through all the district stakeholders and that the progress um
updates are being well communicated. So why don't we stop there and just talk about um that aspect because that was uh quite low. Um it was a 1.9. So, I just I just want to talk about uh
that need and and what you think is going on with mission, vision, and goals. >> When's the last time you had like an updated mission and vision? >> It's been a long time. Not since I've been on. >> Okay.
>> I can't remember the last time we did. >> Yeah. Okay. >> Years. Like 10, maybe eight, 10. It's been a long time. Okay. So that's, you know, that shows the reflection of that score then is because, you know, you probably aren't
able to articulate it because it's something that you probably all weren't involved in >> um to make. >> So that might be um a really good goal for you uh as a board to to you know think about. And then also um you had
you know when we talk about community engagement um that's a really great community engagement piece as well. So what you can do is you can invite the community in to get some input on mission and vision and then uh use that
data to go ahead and work as a board to come up with the uh mission and vision. So that might be a twofold kind of thing. It takes care of uh community engagement like it gives that piece so that you can hear the input and then also um you can have something that's
really updated that you're working towards as you as you do your work. So Kelly, would we review our goals and missions and things like that at the beginning of the year? I mean when is that as a board do we have a special meeting to just kind of talk about that
specifically? >> Yeah. So um the goals are one thing. So the goals are usually around, you know, July, August. We do all the evaluations first. So you'll do the CSA evaluation that needs to be done by July 1. And you're all doing a great job with that.
Um, but then you would do the board self-evaluation at the same time. So then you would be able to pull your goals out of your evaluation. You would understand like, well, what does the board want? Um, what is going to be their focus for the year? And so that
cycle would continue. So July, August, we do this type of work that we're doing now. And then you adopt those goals at the like first fall meeting. So sometime in September. >> Okay. >> Yeah. Yeah. And last year we did it um you know a little bit later like October
and I I put that in there so when we talk about goals we'll talk about that. But it just seemed like you never adopted um those goals and it just really didn't get off the ground. >> Okay. So I think the way to do that is to just build it into your schedule. >> Okay?
>> You know, anybody else? >> Uh then the next area of improvement uh is and now you have a new superintendent. So, some of this might, you know, be a little off, but um ensures the superintendent develops
measurable plans uh to achieve district goals and engages regularly in discussions about that progress. That was your lowest indicator and it might be from prior um experience and that was a 1.6. So, that's that's very very low.
So, um, what happened there was most likely you didn't adopt those, um, district goals, although I have them in the sheet, so I don't know, uh, what went on there, but you should always build in the ability to measure where you are with those goals and have
updates along the way. So, you usually would have an update session maybe December, then again in February, and then again in the spring. Um, you should be able to do that so that way when you do the CSA evaluation, you'll be able to
very easily navigate it because you'll remember where you are with those goals with the CSA. So, that's super important. Um, and all that work kind of cycles around so that way when you're doing these tasks, it's just not
monumentous, you know, doing a an evaluation task. when you're doing an evaluation and you haven't had any updates, it's very very hard because half the evaluation is based on the goals, >> you know. So, um it's all about just
adding it to the schedule and making sure that it's part of your agenda. Uh and then uh another area of growth that you had said was um the board goals were not adopted or discussed. uh since
October when we went over them last time and then um you felt that there was really no followth through or measurable plan. So why don't why don't we talk about that like where do you think it went sideways with um respect to the
board goals? We did the board goals. I thought that I mean I just came out in December. I just in October and I remember having district. >> Yeah. So, if you um there was a a sheet that I sent out after we um did that in
October. It's uh it's under your goal packet. So, it's uh has this little blue on top. >> I think the one of the things is we probably never saw them again after we did them. And usually you have board goals, district goals, and then you have
superintendent goals. Well, sometimes the superintendent goals um the superintendent just focuses on the district goals, but you can have separate superintendent goals. Um but mostly they're like tied into that district goals. >> So this was what I sent out after our
meeting last time. So maybe um >> Y was in the last shuffled. >> It was under >> Oh, here it is. I got it. >> So just what's
>> what's the flowchart kind of you know what like how who who communicates these things? I think that's maybe is it we need somebody to kind of facilitate is that like would that be Melissa or the superintendent like? >> Yeah. So the superintendent like so this evening um we're here for goal setting
as well. So um customarily and I'm not saying that it's always you know hardf fast but um the superintendent at the same time we're discussing our board goals is discussing the district goals and then uh we have a you know pretty robust discussion about that at least
the goal areas and then um we send if the board feels good with the goal areas for the district goals they send the superintendent back and say okay come up with the action for those district goals. Yeah. >> I don't know if these are ours. Does Hawthorne Board of Education at the
time? >> No, that that's the example of >> Oh, >> you're on the wrong page. It's a It's a blue sheet. >> Here, I'll share. >> Thank you. >> Okay. >> It's a blue sheet. So, um so anyway, so and then um the board goals, we usually
do the board self-evaluation like we're doing today. We come up with those um goal areas that you feel comfortable with and then I send you a report like this >> back >> and that gets sent to the board president, the superintendent and the VA.
>> Okay. >> And so then um you take that back the the board president would then sit with you and say, "Okay, these are the concepts that we talked about. How do you feel about having these as board goals?" And then the board comes up with action plans for those goals are.
>> Okay. >> Yeah. Then once that work is done, that's when you do that adoption at that September meeting. >> Okay? >> So July, we would be doing this work that we're doing now. Then August, you would by then have this sheet. You'd
agree on those goals. And then in September, you >> okay >> at a public meeting. >> Clarify. I wasn't sure when that happened last year. And I Sorry, I gave you my mic. >> Oh, sorry. Um told you
>> several of us were not here in in October of 2024. So in the steadystate process after this meeting you prepare this it would go to our president super and BA
and then they will schedule it on an upcoming agenda. >> Right? So then the the president would then take this document, share it with the board members, and then have everybody prepare to speak about it at the next meeting, which would be in August.
>> But at Okay. Well, we're not in August. You're not in that. >> So I to make sure that it sounds like we had a process gap last year. So to make sure that we don't, we should anticipate that >> what what month are we in? November. that sometime between now and December
or maybe January since you know uh our December meeting is so early we as board members will get this we'll review and then either at the December or January meeting this will be on the agenda and we'll hopefully all affirm that whatever goals we've come to
>> and then but when does this shouldn't the action plan come before that? you would talk about the action plan after you like so tonight we we go over like the little buckets of what the uh concepts would be then when it's on that meeting like you're saying in December
um then you would do the you would say yes we feel comfortable with these buckets now what are our action plans going to look like and so then those action plans would then be solidified with this and then put on the agenda for
adoption okay So do the of the buckets and the action plan all in one in one sitting and then the following meeting you would um then adopt them >> along with the district goals.
>> Yeah. >> Thank you for clarifying the process. >> You're welcome. So So now you'll be a little bit off but that's okay. So what you would you normally we would have three to five goals. um as board goals, but because you have a little bit of
diminished time, I would just do three goals, you know, and then have them ready and do all that and then by in July we'll we'll do this cycle again. >> Do they do we have to do the cycle again or could we make them longer term
depending on >> Yeah. Yeah. Like so if you picked something that was going to be like say you wanted to be a certified board that might be a longer period of time so you could just >> carry it over >> you know carry that one over. >> Yeah. >> That was a lot right
>> I don't think the process was ever discussed when we did this before. I don't think so either >> because it was kind of our next meeting then was kind of like okay so where do we lay our board goals and then it was kind of like oh well we did that last meeting what were they though like for us to to approve them like
>> we never went steps and then we were also in the I think there was three different workings of our district goals with our superintendent >> oh >> that was kind of changing and then the AI part was an everchanging so it was like never >> solidified I don't know that there was
anything truly ever solidified towards >> goal setting period >> A and B. Yeah. And then you know to further to go along we struggled a lot with getting the regular updates on the district and then it came retirement and
focus just completely went >> of course >> what we needed to get done. So I don't I I really don't think we discussed the process as to how properly >> input everything to get there is what I think is where we lacked. >> Yeah. So the main part is that we're
doing it now right and we can start you have a brand new superintendent super excited >> you know congratulations by the way and uh so now you can get everything on a schedule where it'll just come naturally. you'll be like, "Oh, this is
the month we have to do this," you know. So, but you just need to remind yourself to build it into that agenda, >> you know, that's super important because when it's when it's there on that agenda, then you'll be doing it. If if it doesn't make it to that and you don't
make that schedule, you'll just never have that focus. >> Well, I think that's been a lack for years because I've been asked like before when I first came home like, "Well, how do we know when things are happening? like where do I find like is there a sketch like is there a printed
these are your goals to get these things done and I never got feedback on >> like I was like is there something on the website that I can get like and I never got >> parameters of these are the things you should try for during these months
>> yeah so in your packet I have a a 12 month um calendar in your packet here uh just so that you have and it has little check boxes and it says like what am I supposed to be doing as a board member um during that time? So it's uh the
board responsibilities. >> Well, I am >> so um just to clarify what's the standard frequency with which we should be putting on the agenda having updates to the goals. Is it monthly?
>> Three times. It would be three times a year quarterly. >> Okay. Thank you. you know, yeah, it'll make your job that much easier too with that evaluation because if you weren't having those regular updates, I don't know how you're doing the evaluation then because you really don't know where
you are with the goals with the district goals at all. >> Everything was getting sent to us right before we were doing the evaluation. Oh, >> and that was part of the problem. We were trying to comb through information trying to figure out what supported what thing >> and it made it that much more difficult.
>> Yeah. That's really hard as a board member. >> Had to request the information as well. >> Yeah. >> Which we did and didn't always get. >> Right. I'm on I'm on that page. >> No, but it it it made it >> very difficult. It made it days worth of work to >> I'm confident that we're going to get it
forward. That's why it's level set. >> No, having having these set things I think will be so much help so much more helpful in my opinion. >> I mean, it's anything in life. If you have everything in a schedule, then you're more apt to do it, right? So, if you just build it into your board
schedule and on that uh agenda, >> it'll just be very very easy to to navigate. >> And then sometimes with goals like they, you know, they send sometimes you get sent sideways with something. So, they could be fluid. Like Jackie said, can we make it a multi-year goal? Yes,
absolutely you can. >> It seemed like we were always doing stuff to meet deadlines versus being ahead of them. >> Yeah. Uh, and I I noticed that in some of the comments, um, and we're going we're kind of going all over the place, but I think it's a good conversation
that you felt that the meetings were chaotic because you you didn't have that strategic focus built into your meetings. So, um, later on we're going to talk about that because I brought an example of what an agenda looks like when you have strategic focus on a
governance mindset, you know. So, um I think that'll get you very easily to where you want to be. Uh but you just have to build in those um those structures. Dr. Garcia, I I'm I'm not allowing you to speak at all. Did you Is there
anything that you wanted to say about about that? Okay. Okay. >> She's taking it all in. >> She's soaking it in. >> Yeah. Okay. Good. So, um so a couple of takeaways. We're we're going to talk about uh vision and mission and possibly building
that into a board goal. Uh and then of course um the goals itself. We're going to uh get some structure for you. So then we're going to move on uh to policy. So the glowing remarks you said about that is that you have a renewed
use of the policy committee. So that's that's a happy day, right? Whenever our our committees are working very well for us. And some of the uh growth indicators you said uh was um that you needed help with using your policies and bylaws as a
framework for board governance and decision- making. That was the lowest um indicator in the group and that was at a um a 2.0. So let's just uh let's just chat about that. Um so how are you
doing? So there's renewed birth into um the policy committee, right? So like how are you handling that um with policies? Are you uh are you going over like certain portions of them, the bylaws? Are you looking to make sure that that's
matching your procedures as a board? >> We're just starting. >> Good. Okay. Okay. So, um I don't know if you're aware, but if you wanted to um possibly come become a certified board, we do a free policy wellness check. Um
and that's super helpful because that uh is done through New Jersey school boards through our policy department. They'll look over your whole manual and uh they'll just pick out some things that you, you know, may want to change or adjust in some way. Um I think that's
really helpful. And then that also will put you on that schedule of let's look over these policies a certain period at a time. We say that um usually policies that are five years or older you should look at those first and if those are
just perfectly fine those five years or older that's fine. just readopt them and timestamp them. So that way your eyes were on them and that you feel that it um matches what your what your district is uh you know doing their their mission
and vision. >> You have to be a certified you have to be certified for that wellness check or can it go >> you can't be certified unless you do that. >> Okay. So you have to be certified first and then they'll do the wellness check. No. During the time frame that you're becoming certified, they ask that we
send your policy manual down. You don't have to do it, but in order to be certified, um that is a condition of that. >> Would you be able to explain what it means to be a certified board? >> Yeah. So, um you would need 16 credit hours. So, when I'm here and doing
training, there's an hourly credit for each one of those. Uh so, we would get the credit hours. Right now, you have 2.5. Um, so depending on how long I'm here today, that'll add to that. You'll need 16 in total. You have four years to
do that. Um, in that time frame and then um you become a certified board. Then the next level would be a master board. That's an additional 10 credits. So, it's all part of um your dues that you pay to do New Jersey School Board. So,
uh you know, you're paying so you might as well take advantage of that. And um becoming a certified board, it really shows the community that you take your governance, you know, very very seriously and that you want to um improve and you are focusing on student
achievement. It's really an important thing. So um we just had our first uh Warren County uh Laccon just got certified. Um and they were the first ones in a very long time. So uh so yeah, so a lot of boards are putting that as part of their board goals. So the
16-hour credit is so is that you have to renew that? >> You have to renew it once it cycles through. So every four years. >> Every four years. Okay. >> Yeah. So um and uh you know like I come in and do ethics. That's a credit hour. So it's it's just um it's not something
that's a super heavy lift, >> right? >> If you're doing all the things that you know you normally would do. So goal setting, board self-evaluation, um things like that. So, as long as we have a quorum, we would get the credit. >> Yeah. >> Meaning that doesn't necessarily
>> Well, I mean, you would need >> ideally full board, I guess. >> Yeah. You you try to, you know, we say like maybe if there's two or three missing, but we ideally want as much >> as many as possible in order to get >> Yeah. Anybody else?
And then another area of growth under policy uh reviews, updates, adopts policies and procedures and bylaws annually or as required that you felt that um you know you needed a little bit of of help with that. I think that goes handinhand with the uh you know using
the the policy for um the framework of decision making and then uh we talked about the policy wellness check. So, that's something that I think that would be really super helpful. Um, and it said that the um
that you really haven't looked at policy for years. So, who do you have as your policy provider? >> Strauss. >> Okay. So, then you're at least doing the updates that they send you though. >> Okay. Okay. >> Yeah. There's usually one, you know, big
layout in the before the beginning of the school year and then there's another one later on that has less but, you know, has more and then otherwise it's just here or there as required, you know, when when the government says we
need to cover this or that. >> When we think about our um, you know, our tasks as board members, one of them is you're a policym body, right? So, uh, a large portion of your board, you know, being a board member should be focused
on those policies because that's something that's in your purview. >> What exactly what exactly are they looking for when they do the wellness check? They're looking to see um you know the like whether it's outdated, you know, whether um the sections are
exactly what needs to be in those sections, whether some of them are written in a certain manner that um no longer, you know, is within standards, things like that. So, they just give you suggestions. You don't have to take those suggestions, but it's just super
helpful. >> Would that be the same thing that Strauss Esme is doing, though? >> Strauss Esme does it as well. So, >> so they're already doing it, I guess, is what I'm Is this something in addition to or different then? >> Yeah. Um, some some boards when they have Strauss Esme, they do both of them just because it's not costing them any
more money. So, they just do both just just to see which who says what. >> Gotcha. >> You know, >> so I I get really confused on the policies um because they come from Strauss Esme. they're kind of all way written out already and then when we
review them, it's really confusing to me as to whether or not we can change them to fit our board needs or we just adopt them. And I think in the past, we've kind of just adopted whatever the changes have come and then when we have questions because we're a unique board, I would
say um yeah, we're always kind of in this pigeon hole that doesn't always fit ours. So is there somewhere where we have like the standard state policies and then our policies? >> Yeah. So the mandated policies, you
know, they're statemandated. That's that um Strauss may also make sure that they goes through their legal department. So everything's written wr written to where they feel very very comfortable with that. But sometimes it doesn't um really reflect your community and sometimes
boards want to change some of the verbiage in there. You do you do have to check with your board attorney to make sure that you're doing it properly, but some boards feel that when they read it, they're like, "That's really not reflective of how our community feels." >> So, they change that. Or sometimes it's
not reflective on how things are done, and you have the ability to change that. >> Dr. Garcia, do you have any >> I don't I keep turning it off. It's hard to turn on. Um, I would just say that when we're looking at policy from the
standpoint of the leg legalities of it that if we are making changes to what is being recommended by Strauss Esme or whoever that it should always go through the board attorney as well just because they're legal documents.
>> But as a takeaway from tonight, can we can you hear me? um to confirm what our contract with Strauss Esme provides if it's both a wellness or just here is the update the current updates and there's
no periodic look back because if if it's two separate things we may not be contracted for it as a side note um I did read the other day that school boards is now going to do your policy updates for free if you choose too. And I think we pay Strauss estimate 10 grand.
>> Just throwing that out there. >> Is there is there different levels at school boards like for policy? I remember when we I was brand new to the board. I think when they were going through this whole process of investigating whether we wanted to go
with strame, I think some of our sending districts were using south stress ESME. So, we kind of were like maybe it's good idea, you know, to all be on a similar page. Um, but I remember there being like different levels at school boards that you paid like you got like a base
maybe for, you know, part of being part of school boards and then you could pay for different tiers maybe or having wellnesses and things done. >> You're getting the free um critical manual, the the basic man manual you're getting now for free.
>> Okay. Um, but anything that like let's say you wanted to completely update a policy or you needed a brand new policy written, then there would be a fee from our legal team to to go over that. >> Okay. Also would caution the reason that drove us from school boards to Strauss
estimate was a critical policy that school boards did not update about I want to say hitting students kind of thing and we got ourselves in a little bit of trouble because we did not have a policy for that and that school boards dropped the ball on that. Yeah. >> By no means am I plugging school boards
for >> No, I know. I'm not plugging either. I'm not plugging either side. >> She's just explaining why. She was, you know, there's only a couple of them that were here back then. >> Yeah. Yeah. >> That knew why we got where we were. >> Like a restraining had to restrain kids pause. There was something huge that we didn't have and we didn't train people
for and we almost got in a ton of trouble. >> Oh, sorry to hear that. Yeah. >> Yeah. >> No, because it was already started like when I came. Yeah. >> Okay. So, then we're going to move on to
uh student achievement. So, uh with student achievement, the glowing remarks was that the board uh receives student data regularly. So, that's really super important. Um and then also uh approves curriculum aligned
with state standards that clearly defines what students need to know and can learn at each grade level. So that's great. So then some of the um growing uh needs are uh recognized high levels of staff and student achievement. You said
that um with exception to the top 10 in sports that you really don't have that. So um let's uh let's just chat about that um that need there. So do you feel that you know you would
like to see more um recognizing of student achievement in different ways and um to make sure that you're focusing on all students? >> Yes. >> Yeah. Yeah. So um one of the examples that I put down here for you is uh I
have a few boards that do this. they do um character awards and I don't know if you're familiar with that but um that goes across all of uh the students so that way they're recognized for you know something about kindness or something
about generosity things like that so they would uh be given the awards at the uh public meeting and um they would be recognized by either their peers or staff members. So sometimes the staff members come in and actually give them
their awards at the public meeting. I think it's you know it shows the students that yeah you know um academics are really super important and sports are really important but being a really you know great person and having high character is is really super important
as well. So the um boards that give out these awards say that they've seen a level of disciplines go down because of um that structure. So it just might be something that you might want to adopt. You know just as an example
I think we have >> there's Eric I think we have achievement. I don't think we need to come up with new types of achievement to identify. think we need to enhance the recognition of it. >> You know, what's typically done at the
board that I've seen is, you know, thousand point scores, you know, state championships for athletics and they should be recognized. I'm not trying to disinish that, but it was very last minute last year with the top 10.
There are other I think the achievements are out there. We just need to give them better press. I think an area for if we're going to create an award, it should be around attendance. Um because that is an area that we're
struggling with and uh so I don't we've got great kids doing great things. >> Yeah. >> I just think >> we're not celebrating it. we're not celebrating it enough and I think we need >> so one of the things we talked about um in in our committee meeting was actually
that and and some of the recognition platforms like with Instagram or Facebook or our website we bump into the obstacle of some maybe potentially some of the students or parents don't want their children's picture put out there.
So we were talking about different ways in order to create maybe like with the sports form or something kind of reintroduce you know that say hey you know are you okay with your child's picture going up on certain things so that we can start you know looking into identifying some
of those things and you know given given that you know Dr. Garcia is still getting her feet wet with everything and you know and where we are with every all the changing. We we've kind of said let's focus on just a few right now and then we can build upon that you know but
just start small right now with some of the recognition. But um and then Colleen brought up a great idea about you know in May kind of profiling the the students in their college you know um choices and things like that and just you know just to to start small but
start somewhere. So, I think that's our biggest obstacle right now is just making sure that the parents and the students are okay if their pictures go up on social. And if you have any, you know, ideas of, you know, other ways that we can just get a form out there and just make sure
that, you know, it's updated regularly and being able to track it successfully. >> You mean the social media piece? That's usually that form usually comes out in the beginning of the school year. They have to sign it when they're packing. That's and that's what I said when we were trying >> one one of the concerns is because it's so automatic and everybody's just
clicking away when they're doing those yearly forms. We want to highlight it just so they're really aware like this is what we would like to do. >> Yeah. >> Um to make it just clear. I mean, just with so many um different things happening society, we want to make sure that they're aware that this is we would
like to promote their child's achievements and do all these great things um but that they're really truly signing off on. >> Yeah. Yeah. >> I'm wanting that. >> Yeah. >> So, um and you know, doing things at at board meetings, that's that's really
important. It means a lot to the student, too, you know. Um, so that's that's what we're seeing a lot more of. Um, and I mean that's that's so great. >> Um, so I don't think that it's not necessarily being recognized. It just
might not be here in this room, >> right? >> Like last night for there was Leo Club induction and all the officers were born in there, but that was through Lions Club and the Leo Club and >> not necessarily here, right? you know all the booster clubs have all their
banquetss and again achievements are there um when drama has their presentation things happen there so again it's just not here so if we've done it here we just need to talk to the adviserss or those that are running things to say hey remember come here we
have a student representative that will present a little synopsis on um >> and bring it here >> after >> that. But >> yeah,
>> good things are happening. >> To your point on that, I wonder if we could get like the advisers or those leaders to put together a little something that could go up >> and be presented at the beginning of a board meeting. Guess what happened this month, >> right? >> Yeah. >> And you know, just some pictures or
whatever if each group wanted to. And then that way the board can see what they're doing with the students and stuff. I think that'd be great. >> Great. >> Or an easy way how to submit it and it
that also might help because I saw the LEO inductions on social media with the pictures of the kids and so forth. That would also help make sure that we're covering from a legal perspective that the proper authorization was given because the adviserss may not have that
same thing from what we have at the school level when they're doing all their new school year paper work. Yeah, there's something I got to think about it, but some of the groups when you sign your permission slip as a parent, you ha that is included like question like
>> face, picture, name like >> and you have to mark that. >> So that's something we should follow through make sure each >> that it's consistent >> club does the same thing >> and that the language is consistent. Good. And then the other uh need of
improvement was uh ensures communication to the public links our decisions to uh student achievement data. So when you are going over the because you said that you receive a lot of student data. Um so then how is that presented? Is it
presented at a board meeting? Is it put on um any of your website pages? things like that >> for like our grades. We just did the review >> the update Dr. McKenna did our last meeting and >> did all the testing. Yeah, for
>> all the state testing is what I was couldn't get out. >> Yeah, that we just did our last meeting. >> I think we're required to do that for QAC, right? >> Yeah, that that one you are. But then um you know just like all of the student achievement pieces, you know, how is
that getting sent out to to the public? Are you doing >> different presentations throughout the year at board meetings so that the community can understand like why you're making those decisions? >> No. >> Nope. That's where we're lacking. >> Okay. Well, that's why we're doing all
this, you know. So, um, so that might be something that, you know, if there was something that the board was focused on, um, getting to the next level for a group of students, you know, in grade level, let's say, or what have you, that there could be a presentation from the
administrator that's in charge of whatever it is, and then that way the public is, you're live streaming, the public is seeing that, and they understand your decisions better. Some of that could be um benchmarks for example and then seeing how kids are
doing you know students are growing from the fall to the winter to the spring. >> Yeah. >> Um okay then we move on to the governance team. So in the governance team there there was a lot. So, let's see here. So, the
glowing remarks was that, you know, by July 1, you're completing the CSA evaluation. That's super important. That's part of CQAC. And it's very, very important, and not all boards do that. So, so thank you for doing that. Um, and that you respect and support each
other's decisions when the board votes as a majority, that you you accept that and um you respect it. And that's really important. And I noticed that the theme throughout the board self-evaluation was that you really felt good about your collaboration
um and cohesiveness as a team. So that's really important because that's sometimes really lacking in in some boards. And so you don't have that issue and that's wonderful. Um some of the growth indicators was that um you needed to establish and adhere to a board
operating norms. Um, so you you don't have a like code of conduct or board norms document at all for for this board, right? >> Not that I'm aware. >> I'm aware of >> Yeah. >> in a policy somewhere. >> Yeah. So, um, that's a great thing to
point to when sometimes things go sideways during a meeting or before a meeting. Um it's something that's becoming very very popular with the boards and we do a little like workshop together and um we go over what board
norms look like and then uh you select which ones you want to put on your document and um and then you adopt that at a meeting and everybody signs it. Jack Jackie if you don't mind speaking to that with Harmony. >> Oh yeah. Um so um we kind of run Kelly
was able to provide us some examples and then we run through those examples and figure out you know how do we want to be governed um as a team before the meeting, during the meeting, after the meeting and then how do we resolve specific board member concerns
and um so we have found it very helpful um because everybody reviewed it, signed off on it and then when there is a concern whether it's the agenda is not being sent out or the minutes aren't being sent out or
um you know there may be just an interaction concern between two members. we go back to that document and you know it's a testament to the agreement between like amongst the members that this is what we agreed for and these are
our governing laws as a team and then um it kind of just holds everybody to a structured way in communicating and governing the board. So I mean I I I think we've f we have found it extremely helpful. Um and it's also been a a
useful tool in communicating with each other too if we have concerns with um you know there may be something individually concerned. Um yeah so I would highly recommend it. I and I bring it to our meetings and if I need to I'll
say oh board norms don't forget. And then um I also have laminated the role of a board member, the role of a superintendent, the role of a business administrator and then we have that placed on the desks around so that like
if we ever kind of start to deviate and just like look at it and say, "Oh, wait. Is this really the board member's role to be talking about this? Is this really the business administrator's role to be talking about this?" or the superintendent like you know to be able to identify that line in roles and responsibilities.
>> Do we have bylaws as >> a board? We we have bios. >> It's in your manual. >> Yeah. It's at the beginning when you don't have a code of conduct or anything like that in there. It's something separate. >> This is a little different
to it. Yeah. It's it's something that you that you can constantly change, you know. It's something that um it's just kind of an agreement with the with the board itself. It's not so much a structured bylaw kind of feel to it. >> And um it's great for brand new board
members coming in because when you're a brand new board member, you don't you're sitting there and you're just like, "Oh my gosh, what am I supposed to do?" >> That really helps guide you to the understanding that everybody sitting at this table is going by that code of conduct, by those board norms.
>> Is is there are there onboarding packets for new members? Do you know or is that something that you guys do or could maybe help facilitate? Because I know I I haven't it was kind of like you're you learn as you go. Yeah. >> And I know we've had a lot of new members. It would even benefit me, you know, after being on for two years to just kind of
>> and we have >> have an on new members. >> New members just have an onboarding. >> Yeah, I can send you um you know some examples of what other boards do. Some have very elaborate handbooks that they give uh brand new members and that's
super helpful. Some of them have mentor programs which I think is a great idea to do um where you assign a mentor to the new board members so that they don't feel because a lot of times sitting in the room to ask questions you feel uncomfortable right so we um would go
ahead and and give a mentor to that uh new board member and then that way they could feel comfortable just calling them and saying like what am I supposed to be doing during this time you know um >> I think that that's extremely helpful as well. And I noticed that that was one of
your areas of growth was that you really don't have an effective um new board member on boarding program. >> Yeah. >> Um so if we could just go back >> Yeah. >> just to clarify the difference between code of conduct, a norms document versus
policy. Right. From answering these questions myself, I I didn't feel concerned that we don't have a norms, right? I think Melissa does a great job reminding, hey, that's a new business topic versus right now.
I think it's more about it. It was more about certain expectations that already defined. So when you created this with Harmony, were you reiterating these things that maybe because policy manuals are huge that might not have been as
apparent >> or forgotten? There was there was definitely an opportunity just to make sure that we were taking a deeper dive into policies, making sure that people were coming prepared to the meeting and reading the agenda and prepping beforehand, making sure that you know
you're getting your questions over to the president or the superintendent so then they can respond, be prepared to respond to it um in the appropriate session. Um it was also about being respectful to each other. You know, when you come into the room, you say hello to
everybody. you don't ignore, you adopt the will of the board, you don't like vote on it, you don't get your way, and then you go outside and then you know, you have some of those ethical dilemmas. So, um yeah, so that's that. And then
about the new onboarding, NJSBA also has like a new onboarding packet. Um but we also created our own little packet with some documents from NJSBA. we did the sunshine law because I think we can all say that sometimes we've encountered
some discussions about Oprah and Sunshine Law. Um, you know, I found it helpful to set up time with Shelly for new board members to go through the budget because that's really important. So, I think there's definitely resources
and things that you can tap into to make it a little bit more of a comprehensive because I think it's important to >> um because it can create frustration for new board members because I think they have a general understanding like they they think that they're going to come in
here and kind of um you know right away say I'm going to do this and this and this and you have to remember that there's a process and there's governance and there's many other considerations that need to be given to in order to get to that place and it's it's a governing
body with different opinions and all those opinions matter. So, um >> that was also with the with Jersey school boards like the original government's meeting would have prior to going to the board they would teach you all this stuff. Um I'm assuming
everybody here has gone to that. >> They have to. Yeah. Oh, Kelly would come to Kelly. >> So like that would like I remember coming to my first one years and years ago like I knew coming in I was already set and knew what to do and what not to do.
>> Pay attention to it because some people come in here guns of blazing >> thinking I could switch the budget, I could do that. I could No, you can't do any of this. >> No. and and Kelly. Also, we set up time for our new board members to sit with Kelly and she went over like the role of the like the board member, the role of
the superintendent. So, that was really helpful, too. >> Yeah, that's a good idea. Yeah, >> I would say as a relatively new board member, I really struggled with where do I find all these rules? And so, we would be in a meeting and then they would say, "Oh, no, wait. We can't talk about that
here. We have to talk about that there." And then I was scrambling online to try to figure out where these rules are and where the policies are that follow that. And there's so much information out there that it was really difficult for me to grasp all of that. So if there is some way that we could have
and maybe we could wrap it into board norms of some way, but these are the rules of how you conduct a meeting. This is why we do that. These, you know, just handy because it was >> Where do you find policies? Where do you find policies? How many policies are there? What are you searching for? Like
I just do like this random search and is this where we store all of them? Like I don't even still know that. Like so I always I felt like I spent a lot of time kind of scrambling to get the information to catch up. Um which always puts me a step behind when we get into
the board meeting itself. >> Yeah. Yeah. And then when you're voting you, you know, you're like, is there any discussion? And you're thinking to yourself, oh my gosh, is there a discussion? I have like this many questions, right? >> But it feels uncomfortable to ask that.
So, um, that why that's why, you know, the mentor program sometimes is really super helpful, too, >> you know? So, instead of like constantly searching, you could just pick up the phone and talk to your mentor. >> The New Jersey School Board Association weekend
board member. Yeah, >> excellent. Answers a lot of the questions we just raised here >> and they do such a wonderful job. And then >> thank you. >> There are board members that are there teaching some of the seminars >> who have 20 and 25 years experience.
They're willing to make themselves available for any questions that you have. Really helpful. Really, really program. >> Yeah, it's a it's a great program. Unfortunately, it's only uh twice during the year and you have to like quick get registered for that. So, you might want to just let your new board members know
that if they do want to do that weekend, um that uh you know, there's only two that are allowed per event. Um so, if you have two, that works out for you, but just um it gets booked up very very quickly. So, you might want to ask them
if that's something that they want to do. Um but yeah, so thank you for saying that. I think it's a great program and uh you know, we're so helpful. It's so helpful for those group leaders that have been board members for a long time to give their time on that weekend as well. And >> of course, they they go over a lot of
dos and don'ts. >> Yeah. >> As to what you shouldn't be doing. Really is very good too to know. >> It was just an excellent >> Yeah. I mean, a lot of board members struggle with the fact that like when you're a board member, you're you not
the how, you're the what. So, you can ask any what question you want. you know, you could ask a why question, but the how piece is the administration. And so, a lot of times, um, board members really struggle with that because you kind of like start going into the how,
you know, when you're asking these questions and that's that's not for you as a board member. That's for the superintendent. So, we a lot of times have to go over the what and the how often. though. >> Um, real quick along these lines, the NJSBA
all should have received on December. >> Yes. >> Invite new board members. >> Yeah. So, we invite all the new um board members to that. Um, but that's at a county meeting. So, we any board member can come in um and you'll get your
credit, your statewide credit for that as well. specifically designed for new ones that all >> Yeah. And they >> they do Yeah. So, um >> it's >> Yeah. It's a great event.
>> We went there. >> Yeah. I'm going What is that? >> December 1st. >> Sign up. You got to register. >> Yeah. You have to register. >> Yeah. So, um, and I love when, uh, board members that are already standing are on in there in that room because a lot of
times they'll tell a story or what have you and it's really helpful. So, um, please come to that because it's a it's a great event. And then we're going to have um a really good session after that as well. Uh, so we're going to do some roundts I I believe at that one. >> Oh, good. >> Yeah, it's going to be really good. So
to clarify that those that were elected last week and attend that. >> Yes. They all get emails. Um and and they can attend that. Yeah. Yeah. So >> I think I saw Virginia there that that was the first time I met Virginia. >> Yes.
>> Yeah. I was very confused because the email came before the election results were certified by the county clerk. >> Are they are they are they finalized yet? They're not officially not yet. Yeah. But the counts are done. >> And then um the other uh piece about um
governance team was your committee structure. Um there was there was some comments about committee structures. U it says not all committees uh met regularly. Um not all committees are run effectively. Uh so let's just chat about about
committee structure. >> Yeah. So I can comment a little bit on that. I I a Joe. Um I spend a lot of time um well I have spent a lot of time when our website I wasn't updated. I was kind of I was
looking around at other schools that had um websites and how they were all structured. And what I noticed was like all of these other school districts have committee chairs and like leaders and I don't feel
like we have that at least this year. We all met as a group in the committee but there was no set like you're going to manage the minutes and they're going to be sent out or how the agendas were created. Um, and although I felt like our committee meetings were usually very
effective, it just didn't feel very structured. >> And and just real fast to piggyback off of that too, I think also align when notes should come out because sometimes they don't they come out, sometimes they don't come out. you know, just kind of
to get a more formal I think set a chair, have that person, that person's going to be taking the notes, have a timeline, maybe 72 hours, get the notes out to everybody, you know, just something a little more structured so we have a more formal committee. Yeah. So,
customarily um during reorg, the uh board president would ask if there was any interest in any committees. They would gather all that information and then set committee chairs. That would be the president's responsibility. >> Yeah. Which I just found out recently.
>> Oh, you did not know that. >> Our our old policy said that the committee elected their chair. >> Oh, >> yes. >> Okay. >> But apparently it doesn't say that. >> But then with the rollover of our stuff to just estimate, apparently it doesn't say that anymore. Different. So I just learned that. >> Okay.
>> So we will be doing that in January. >> Well, somebody will be doing not me, but >> you will. I think >> whoever is president in January will be doing that because I just found that out. How's that? >> Because um that that committee chair then would set the agenda, send the
agendas out. Um would be working with the liaison of the you know any the member of the administration. Um that would be the liaison for that committee. Um those type of things. And then you would also make sure that when you set
those committee chairs, let them understand the structure of how you want committee reports. So you might want committee reports on a certain day of the month. Um, and they need to report out at the board meeting on a certain board meeting. You want to set that
whole schedule up so that everybody's uniform. Um, and I can send you a document that for the committee's uh, report so that everybody's using that same document if you'd like. >> Um, and I can send you some examples of structure of of committees.
>> So on that, can I ask a question and also with Dr. Garcia since she will be taking helm now. Um, is it best practice for the committee to communicate to the chair,
then to the superintendent, to both at the same time, to the president? Like I hear different mixed things like everything should come through me. I'm like so that I can pass it off to like it seems counterproductive if everything has to come through one person to get to the
next person to get to the next person. especially if you know I'm not seeing it for 3 days and then pat like what is there a best practice to get stuff into like to me I like I'm okay with if somebody wants to share with me and Dr.
Garcia at the same time and the committee chair their concern for the next meeting or a committee versus to me to her to that like what's the best funnel and I ask it to both of you. >> It depends. Every board does it a little differently but the committee chairs
usually own their committee to that's the short answer. Um and then Dr. Garcia would most likely be in almost every single one of those committees unless she didn't have time, you know, so she would be in the no on that. Um and then recommendations would come out of that
committee that would be in that report and so then you would know as board president that that needs to go onto an agenda things like that. >> Okay. So if if somebody on that in the on the board wants something about classes say for curriculum discussed and
you know in two weeks there's a curriculum meeting that's a concern. It's proper for them to email the chair and Dr. Garcia at the same time so that that can get on the agenda and she can get the proper information to move forward. >> Yeah. >> Okay. >> This is a good opportunity for boards.
>> Well, that's what I'm Yeah. Well, yeah. >> And not just for the committees, but also in for the formal board too. >> Yeah. Like a whole chain of command that you should you should all be able to very easily like be like, okay, chain of command for how to get things on the
agenda. You should you should know that. Every board member should know that. Um, so that's we just updated uh in Harmony this week because there was like a little bit of a change there. So we we um changed that. >> Yeah. Cuz some I'm like it all has to go
through present. I'm like so I can just forward it all like it it seems so counterproductive and you could be losing days getting there if it has to go through. I mean the president um you know of course is the one that sets that
agenda but um but not the committee agenda. The committee agenda goes through the committee chairs and then they would articulate that with you if they wanted something on the >> but you would um do that in that board norms document that would be helpful. >> So Kelly can we back to your comment
about the presence of the agenda the committee. So, um, do the chairs of the committees set the agenda in collaboration with the superintendent because otherwise they don't know what needs to go on the agenda, right?
>> So, are you talking committee agenda? >> I'm going to go I'm going to talk about both. So, I want to know both like how can you talk about that a little? >> Yeah. So, um the committee agenda normally and like you know it's different for every board however they feel they want to do it. So, I just want to make that disclaimer. Um but normally
you would have the chair would say okay these are the things that you know I feel that the board wants to talk about in my committee. They would articulate that to the superintendent. the superintendent might have a different liaison for that committee like you
might have somebody you know and I don't know how your administration is structured but you might have somebody different um for a certain committee like you would have probably the BA for buildings and grounds right so then um the superintendent would let the BA know like these are some of the things that
need to be on the on that committee agenda now um when there's a recommendation at in the committee meeting and they want to put that on the agenda, they would go through the superintendent, let the superintendent know and the board president because the
board president is really that it's the board's meeting. So, the board president is setting the agenda with the superintendent together. That should be a partnership. So, some boards some boards have um like a board the board president and the
superintendent meet, you know, several days before the agenda comes out to just solidify like this is the agenda. This is what we're looking for. The board president might say, you know what, can we just add this? The um superintendent be like, okay, where do you want to add that? Things like that.
>> I don't know if you you all do that now. >> Never done that. >> Never till last meeting. Okay. We talked before we >> we did >> we talked before the last >> Sure. Whatever. Well, I I Yeah. Okay. Yeah. Let's add the Okay. That was the first. So, yes.
>> But see how great this is? >> Yes. >> We're already getting there. >> You didn't even realize you had jobs and you have all these jobs as a board president. >> Yeah. >> Yeah. Um, so I assume this varies from board to board or maybe district size to district size because I'm I'm a Senate
district rep um from White and RCSA sets the agendas. We have um committees and we have committee chairs. Um but he sets the agenda. Um he leads the the committee meetings. we all contribute
and ask questions and that he then will very kindly type all the notes and the committee chair presents then to at the board meeting for for that um notes as so yes I consider myself fortunate to have that set up
>> and if that can be set up >> you could do you could do whatever any any way that the board feels comfortable with some board members don't have all that time to write up a whole report and if you know the administration wants wants to write it up, then so be it. That's great. So, as long as the board
feels comfortable with the way it's going, that that's fine. So, there's no hard and fast rule that you have to do that way. The board president and superintendent don't have to meet to go over the agenda, but it's just something of a a part like it just strengthens that that partnership over and over
again the more that you do together as a group. >> Yeah. So yeah, I just said to Jackie, so it sounds like maybe board norms is something that we we might want to set. >> I think so because it seems like you you don't have the direction, right, of of who you want to be, where you want to
be, >> right? >> So I think that that would be like so helpful. I I know in harmony um that really that really helped >> because it felt very chaotic before we did that, right? Like it just, you know, >> and now we look back at it and then we're like, "Oh, okay." Okay. >> Yeah.
>> Yeah. I mean, um, in Harmony, they even went into like how to handle disagreements between board members and then who would, you know, help with that disagreement. I mean, so I thought that that was very helpful, too. >> And Kelly helped us do that. And I hate
to volunteer Kelly, but if that's a goal that everybody wants to do, Kelly maybe come back if she's willing to help us do that. >> It was a lot of fun. I >> I already have it written next to it workshop January. >> Yeah. >> Yeah. We'll be talking. >> Yeah. I mean, we had a we had a lot of
fun doing that cuz we we had like all these papers out on the table and we were like looking at which one and we were like, "Oh, we like this one. We like that one." I I thought it was a lot of fun. >> Yeah, it was good. It was good brainstorming. >> Yeah. >> Yep. >> Yeah. >> It's already on my list. >> Okay.
Uh let's see. And um so we did the committee structure. Um, and then you talked about needing to evaluate your governance performance and ability to work together as a team and then deciding what to participate in as far
as board trainings go. So, I think we're doing all of this right now like we're really uh we're working on this as we as we speak. So, good. So, uh I think we have a lot of ideas out of that one. >> And I think it was just, you know, it
wasn't that you weren't willing to do all this. you you were you just didn't really understand like the what and the how, right? That kind of thing. >> Very open to suggestions. I think we are. >> Yeah. Yeah. So, this is exciting stuff. Um Okay. So, then uh the next one is um
resource management and oversight. So, the glowing remarks is that you ensure that the health, safety, and security of all staffs and students is paramount. So, that's really important. Um and then uh some needs of improvement uh provide
Oh, this one was a little bit low. Provides a high quality facilities to uh support student learning. That was that was quite low. So I just wanted to chat about that a little bit. um in where you feel that maybe there could be some
improvement with facilities to support student learning because that might be something that you want to articulate with the BA so that that could be in your long range facil do you have a long range facilities plan >> we've t actually it hasn't been renewed
in a while it was >> it's required for QAC I think to be renewed and I think it's getting right we talked about it with the roof kind of stuff time. >> There's some updates to it, but I don't think we've had a full >> Mhm. >> long range new plan, like an updated
plan. I mean, some of it is obviously still from the last one because we have not been able to complete it all financially. >> Yeah. >> And I think it's important um I feel like we talked about this in our finance committee, but by having that we could in we can budget every year at least the
best that we can to say, all right, we need a roof of five years. So, how do we start thinking creatively or making strategic decisions based on knowing that we need so many >> much money to do that? So, I think that
would be helpful to have in front of all of them. >> Yeah, it's been four years since we had the new one, I think. I want to say >> well it has to be I mean the question is when have we all looked at it but it has
to be updated um every three years I think with QAC yeah >> but I just don't think we've looked at it >> yeah no I don't think we've had the review of it we had one big review of like a master plan but I don't >> think ever with
>> no since our new I don't think we've had a new update with it But yeah, we've I mean stuff have been taken off, stuff has been added, stuff is still, you know, and they it was broken down nicely in the original. I know cuz it was like
this is the immediate >> following. >> Yeah, it was it was really a great thing and I know they've it's been worked off of and they've condensed and broadened different parts of it, but I don't know that we've ever had a full review of where we stand. So
obviously I've only been here a year, but I'd never have even seen this or >> Right. So I think that maybe as >> probably the latest you've seen. >> Well, yeah. Heard about the roof, but you know, we do have building
>> concerns that come up that are usually less than pleasant. Um, >> and I guess we just as a board member, I never really understand how that fits into what we do and where the the plan. So
maybe that's something we could say like every year, let's view it as a >> So it sounds like this is a potential for a board goal. >> It's a district goal as well because if you don't have a long range facilities plan, that might be a district goal as
as well. So, it's kind of in conjunction with the board. So, the board's the oversight piece of that. Um, but the the district would actually go into that long range facility plan. Um, you know, starting that and and updating. I I
don't know what yours looks like, but it sounds like it's quite old, >> you know. Um, and that's super important. And that that you would have the BA speak to as well as finance. Um and if you do have somebody a buildings and grounds administrator
position um because it it in your uh growth indicators it says that um that you need to monitor more the near-term and future facilities needs and also the financial health um needs as well. So you
indicated both of those as something that you really want to do as a board um that you haven't you know completely done. So, um, with that, you also you're going to need a little help from the administrators on that one, too.
Good. Okay. And then we go into um community leadership. So, uh, the glowing remarks on that is that um you understand as a community leaders that you advocate for all students, all children in your
schools at local and state level. So that's um super important that we keep in mind that it's not just subgroups. We're looking at all all students um and that you conform to the requirements of Open Public Meetings Act and Open Public Records Act. Um that was a very high
indicator that you felt that you really do a great job at that. So that's important. um some of the areas of growth, community engagement, um that was something that uh was was low um that you felt that you really needed some some work on. So um some of
that input data you should have had also from um the superintendent search. So when you did the superintendent search, you had community input sessions, right? Um where did all like did you get a report on that that data? Yep. So, um,
that should help, you know, tell you, give you a little idea of where your community feels the focus should be on as well. Um, so you might want to, um, you know, take a look at that data as well. >> That would be good, too. I don't know um, if Dr. Garcia gets that.
>> I don't. >> Yeah, that's a good idea, right? Because that would save her time. >> Oh, yeah. I can send you the copy of that. >> I can send you the copy of that because that was a lot. I >> was not privy to that. No, you were not. >> You weren't. But that's a lot of time spent and um you you hopefully got to hear a lot of
voices. So you would hate to just throw that data out. That's something that you should utilize in community engagement. It should kind of like show you the priorities of the community and their aspirations for their students. So um that should help. >> I'm looking right now.
>> Would you recommend doing check-ins like with the community? >> Yes. >> Surveys or something once a year? >> You know what? Surveys are great if you're going to do them and really show that you utilize them. But what happens with surveys a lot of times is that you do them and you share the results but
then nothing gets done with those results. So if you are going to do that then best practice is then to come up with a plan based on that data. Um because I can't tell you how many times community gets really frustrated because they really you know come in and do all
that you know the surveys and then nothing ever gets done with it. That's frustrating. So, whatever you do as far as community engagement goes, you want to make sure that those voices are really heard. So, I thought a great place to start for all of you because you want to do the mission and vision is
to do a community input session for that um that would be facilitated by myself that would not um you know have any additional cost. part of your dues that I could come in and do that type of um input session and we could do um an
exercise with community breakout groups, things like that to come up with a focus for mission and vision. So, we collect all this information and then I think where we get lost is how does the community ever know what we're
doing? and and because I would I think we're moving forward to some really good things and I think we heard we read those the feedback at superintendent time and I think every person on the sport took them very seriously but
I don't really understand how you can get all of that information out to the community or say this is what we're working on based because a lot of it is confidential and you know there's we're obviously not sharing ing people back directly. So any suggestions on is it
something that we put on like our agenda every quarter say here's an update on community input or achieve you know >> yeah and I um in your packet at towards the end I have a um example of strategic
focus uh agendas and in that strategic focus agenda it has um discussions on on certain subject matter student achievement like so it just shows that you're supposed to at the end of your meeting say to yourselves, what did we
do to enhance student achievement in this meeting? And that should be able to be very easily answered. But if you're just like going down a list, voting, voting, voting, and out you go without any discussion about certain subject matters, then like are you really moving
the needle for student achievement? So what we say is to slow it down a little bit. The consent agenda is really super important of course, but then to build in those discussions um possible presentations so that it can have you
know invoke discussions over you know student achievement something you know to do with you know even the buildings or what have you. you should really have that kind of focus um because you should be able to ask yourself that at the end of the um meeting. You know, what did we
do here? >> How do other boards address community feedback um that are given an open public session, but it may be around a process issue? How do we help the community hear like know that
we hear them and it's being addressed? Like what's that process from board meeting? >> Yeah. So, um, when we have people like I I was here one night and you had quite a few public comments, right? And it was quite heated, but you can't do a back
and forth because that's not what it's for. But you can gather that information from that from that person, that individual, and let them know when that's going to be addressed because that's really important. So either it's an agenda item, you know, the next
meeting when you have time to like think about that information and and come up with the answers because like you're not when you're sitting here, you might not have all the data that you need to answer those questions. So um some boards do it where there's community um
comments and then they'll say, you know what, um we're going to get back to you. Can we have your email or what have you? because it might be an individual thing, but then sometimes it's really kind of a global thing. So what they do is they say, you know what, that's a great subject matter. We're going to put that
on our agenda for the next meeting. And then that way that community member knows that their voice was heard, number one. And number two, like there are answers to those questions, but it might be something that you need a little work on first to do that. >> And and that engagement, would that come
from the super or the president? um you know, whoever like feels comfortable at the time stating that, but you know, it it becomes something that you're so used to doing that um usually it just kind of like organically takes over. So sometimes it's so specific to the
district that the superintendent says, you know, okay, I hear you. I understand what you want, but I don't have all that data in front of me, so I'm going to put that on the agenda for the next week. Does it make sense to have like a sign-in sheet if someone would like to have you know if we say we get back to
you can you please provide your information or like how do you gather their information so it's not publicly you know oh my emails but you know I live >> yeah I mean that's a great idea to that way >> I would caution against that because then you've got the the information is out >> well that's why I'm asking yeah like
what would be a way >> but they do have to state their name when they do come >> they do so >> and they usually stay till the end to try to anyway I put a point on this. It sounds like because we do often get uh feedback and there's thematic issues
raised from the public. If on a go forward basis we put on our agenda standing item that's follow up the public comment. It may not be the next meeting because it may take a few >> Yeah. to to gather the information but then I think it we've seen it done in
the past that if it is an individual specific you know uh Dr. Garcia super could say, "Please send me an email about that and I I will address that privately." >> And then there's nobody writing
anything. There's no I couldn't read their handwriting. >> So maybe again since we're talking board goals and we're 90 minutes into our conversation, you know, maybe thinking having a goal that's specific to how to
engage community communication, >> go in the norms even maybe. Yeah. >> Well, I I did put on our to talk about in our next policy meeting is maybe updating our public comment policy just to have some
structure around it um and have something on our agenda. >> He's already working on it. >> Yeah, I figure I mean I sense kind of some information and gave a lot of but I do think we need a policy that structures it a little bit better. Yeah,
>> I think um what we always have to be careful of is that some things will not get a response just because there's you know legal ramifications for those items. So we can't always say we will get back to you about this. Sometimes it
really is just that silence and that's just a matter of >> what it is. Kelly, sometimes um I feel like utilize um maybe our legal our attorney too often
um for to respond to public and maybe with um we can still acknowledge concerns with a generalized response. So can you talk a little bit about those circumstances and also what the NJSBA
field rep can offer in terms consulting? >> Yeah. as far as um you know like maybe like something that you can change your policy you mean or >> like so sometimes I feel like there's public comment and it may be public comment around a specific process and
then you know I think sometimes we get a little bit too protective where it's like well we're not going to respond to that but we can respond about how we clean the bathrooms or how we do this and um so like when are you using the lawyer
to respond respond um and make a statement. Like sometimes I think we use the lawyer too much to respond to make a general statement about a process when we can really just we have that liberty to respond on our own. We just need help crafting that message. >> Yeah.
>> Because you know attorney fees can get quite expensive and I know that we are very blessed with the way Mr. charges of but um you know I don't think
we can always maintain on that same pace. >> Yeah. So I mean Dr. Garcia might feel that she can really go ahead and and write something and then just kind of do a checkin if you feel like the the board attorney should check it. But that would
probably save you a ton of time instead of like handing it over and crafting. Yeah. >> And then we have to pay him for the entire meeting too. I mean, it's really up to the superintendent, I think. >> Yeah. And it's it really depends on the situation. So, there's, you know, plenty of matters where it's like, well, let me just have a little quick check because,
>> right, >> knowing, you know, some other things. Um, and then there's moments where it's literally like I will be at your meeting and it's because of I mean I I I mean I'm saying this as having done one meeting >> where where he will be at our meeting.
So >> I think we just have to be more cognizant >> that's always there because obviously just you know with the experience um we know how costly it can be. Um so it would be it's a matter of knowing
when to go there and when we don't have to. Yeah. >> Um, and that's just, you know, also getting to know me as as the superintendent now and when, you know, that I'm always that's always in the back of my mind is how much is this
going to cost? >> Yeah. And you have to remember too when you have a brand new superintendent too, like now you're building up the trust with the community, right? So once once that trust is gained, you'll get less and less public comments, questioning, right?
>> You know, recommendations and things like that and the ways things are done >> because it's addressed. Yeah. >> Yeah. It's being, >> you know, so like if you're constantly ahead of that, you know, especially like and this is where board members can really help the superintendent. Like if you hear rumblings, you're supposed to
be the barometer of the community, right? So then let the superintendent know like, you know what, I think we're going to have a little bit of a problem with XYZ. Then that way she can build it right into the agenda and speak to it, you know? So that really helps.
>> And sometimes I'll ask the board attorney to actually write me a synopsis for for the board and then I can I don't have to have the board there. That's >> Yeah. Do you have the board attorney at
every every meeting? >> Pretty much. >> Oh, really? >> Well, I'll tell you a couple years back they wanted the board attorney at every meeting. It became an ask by multiple board members and it was a thing that was done. And then this past year there
was times where I'd talked to him be like, "No, I think we're good." You know, and he'd be like, "Okay." But then with all the superintendent stuff, he it became again where he had to be here every time because we had a lot of board questions and okay >> and issues that way. And I talked to him
multiple times between just to get all the questions answered. But I suspect and I would hope that we'll go back to being we'll let you know when we need you kind of thing or check in with him, you know, monthly. He's always good about following up on something if I
message him. And these two are best friends now. We also keep a log for our attorney because um like I said what there's um to just to better understand like how often we're reaching out to the board attorney. Is there an opportunity to tap
into NJSBA instead of the board attorney um because there are certain things that are procedural that you know I think could be answered through the NJSBA that doesn't always need to be. So, I don't know if we have a log, but again, we have like a large retainer for an
attorney. And if there's somewhere we can save money, like I think that's a good thing just to look at from an analysis stand. >> So, we have our SOP requires >> that we have a log and there's a defined approval process. >> And there's what >> a defined review process for that.
>> So, do we have a log? >> But there's something that says after a certain amount. It's not because there's something in that when I read it that when we were reviewing that that it's at a certain point there's things that need to be done and prior to that there's not
like I'd have to go back and read it because there's some weird language in there that it's like if you go p beyond X then >> A and B have to be done kind of thing. >> Yeah. >> Yeah. like like maybe it's like if you're past your retainer, you're
>> 3/4 of the way into your retainer, whatever it would be maybe. But there is something cuz I was like, well, nothing ever anybody ever told me. I mean, usually it's emails and texts that >> respond the call anyway. But >> I think that was as reviewing the log,
but the the starting point is the log and the review and then there's trigger action. Like if you're getting to this threshold, then this is required. Yeah. I don't I It's weird. It's a weird the way it is because it's like this has to happen but after this has happened but
like it it was weird that policy was very strange. >> This was in the SOP. >> Yeah. >> Yeah. >> That reading because it's like a an X and then followed by you go back to A and B and I'm like wait a minute. So this happens before. Yeah. It was really weird.
>> It was really weird. >> Just happens to have it. >> Yeah. I think though overall the the SOP that we have is fairly outdated. >> So I think that was also on the goals of something that we need to update because
and then we can tidy all that stuff up >> and create a process to >> implement. >> Yeah. And we do have attorney of the day at New Jersey school boards. They won't give very specific attorney advice to you. They would always say to consult
your attorney. However, um sometimes questions are easily answered with statute. So, they'll point to a statute, they'll point to an advisory opinion, things like that. So, um certainly, uh if you don't want to reach out to the attorney of the day and you want me to
on your behalf, just send me your question and I can send it in and um they answer very quickly, >> you know. So that might be something that you could utilize >> um to just kind of get an understanding of at least what the statute is on it or
advisory opinion on it. That might save you a lot of money because that might be answering your question before having go. >> It's I mean myself for example I also reach out to the county office and I say hey whatever this is it I mean everything is
always prefaced with you should check with the board attorney. Yes, of course you're always going to get but that's the same thing with NJ attorney and I'm like yes I understand um but >> you know to see if the thought process because I look at statute and law and
code a lot um so to ensure that what I'm interpreting of that is >> similar to >> or this hopefully the same as how they're interpreting. Um so that that check is done there also. It's not an automatic >> you know.
>> Hello John. It's not like that. Um but >> yeah agree. I know when I've talked to Kelly you know different times she'll give me all the advice or this is how this case or that case or might play out but check with the board and then I go okay and then he responds with whatever
you know yes that'll cost or no that won't cost or no don't do that or yes do that. And I was like, "Okay." So >> yeah. >> Okay. And then uh so more into the community. Uh so that uh you felt that the need was to that your policies don't
always reflect community um the community's aspirations. So that's something that you want to take a look at. Um maintaining a presence in the community. I really like I was surprised that that was um low because I thought that you all were quite active in the
community. Um so maintains a presence in the community to understand its strengths, needs, develops a rel a productive relationship and engages in its resources. I was surprised that that came in at 1.9. Um and then um communication with the
committee like having proper channels um and following chain of command. There was a comment in there about um you know board members explaining to the community about certain things. As an individual board member you you have you cannot speak for the full board. So just
be careful about that. If you know and this always happens in a grocery store where somebody comes up to you and asks you something about the board, you know, just remember chain of command with that. That's really super important. So, um, for us as board members, we
shouldn't be, um, answering those questions. We should give that over to the proper chain of command >> or we have people Facebook arguing with >> Oh gosh. As a board member, I hope nobody's ever doing that here. >> Oh yeah, you haven't been here. >> Oh, okay. Well, you can't be doing that.
>> None of them here. >> Nobody here. >> But, uh, yeah, social media is is not a good place for a board member. So, anything that's identifying you as a board member and you're engaging in social media can be an ethics violation.
So, be very very careful of that. Okay. Uh and then board goals. Well, we didn't adopt those. So, we don't have that. And um so the strengths of uh your team seems like you have a very strong sense of community. Uh you're
collaborative and you're focused on student achievement. Some of the areas of growth that you indicated was um communication with the community uh monitoring goals and goal setting committee structure mission vision and
uh bylaws policy and board norms. So now we've come we've had a lot of discussion. So this is great. We've come to the portion where we're going to pick our buckets for um board goals. So remember we have a little bit of a diminished time frame. Um, so if you
wanted to do uh more than three, know that it would probably be a multi-year uh goal that you were >> a process question. Were we going to go through the presentation? You had that up on screen. >> Yeah, I did, but we had a lot of conversation. I think I don't want to I
don't want to take up way too much of your >> Okay. I just wanted to make sure we weren't going to have the conversation then go through the Yeah. >> the process document. So, um, basically the the, uh, the actual presentation was what is a board goal and and how do we
do it? And we really talked about, um, you know, what that is. So, I think that we should do more of um, you know, what we're going to do. I think that would be the best use of our time. If you didn't understand what a board goal was and you didn't understand what a district goal was, I think that we would spend more
time on that. But I think it's more important to talk about what I would really like to look at a board goal being reviewing and updating policies, bylaws, and I'm for the board norms
>> 100%. >> I'd really like to start there, especially since we realized >> our stuff changed when we shifted. >> Did we Did Shel go back and check to see if we have the old stuff anywhere? >> We have two binders that I now have in my office of old.
>> Yes. I am so happy. >> You don't care how happy I am with that. >> Guess what Maryann's doing with her winter? >> I'll do it. I don't care. I will do it. >> What? What were you happy about here? >> The She They Shel found the old school board's binder of all the policies.
>> Oh, good. >> So that reference see where they diverge. >> You and Carolyn have a date. >> There we go. Take like three weekends, but I'm in. >> Yeah. I I also would agree with the the policy and the bylaws and then the board norms. I think we kind of have to start
at the beginning >> with you. Square one. >> Square one and hard to set a goal if we don't have some structure around what. >> So just FYI about the policy. We did the policy wellness check like last month
two months ago. It was very helpful especially for our new superintendent because it helped them get on a schedule with the renewals. Um, it also pointed out critical policies that may have not been reviewed yet. Um, or policies that
have not been, what's the word? Like when it's all the way back from 2008, not been updated. >> Updated. Yeah. >> Yeah. So, renewed or updated. Um, but the only tricky part was that Strauss Esme maps theirs differently from NJSBA.
So, it's still required in a follow-up discussion with Strauss Esme to say, "All right, like how does this convert over to Strauss Esme and what do we need to update?" And so, they were able to provide some guidance to us on that. So, that would just be a follow-up thing to
in mind. >> Kelly, um, if we do a wellness check with school boards about how long does it take? Any idea? Just a just an idea. Yeah. I won't hold you to it. It takes a couple months. >> No, it did. >> No, it it it will now because Kim's not there anymore. >> Oh, I was like, it took us a week.
>> No, it was amazing. >> Yeah, Kim Gotti, we we lost Kim Gotti um to the state and she was amazing. So, she would she could do them like that. So, we're we're giving a little bit of uh grace to our team because they
they're you know, they're struggling a little bit because they they're backlogged. So I would say um you know let's say two months and if it's earlier then happy day. >> And how do we go about requesting one? >> So that would come from the BA and email to me and then I would send it to the
policy department. We can do that before the board is certified. >> Oh yeah. Yeah. You would do that before >> it gives us credits, right? >> It does. boards are >> correct. >> Correct.
>> Okay. Yeah. Um I guess my question before we kind of dive into how many board goals I I was thinking about this a little bit last night. I watched the training online for the board goals,
one of my lunches, and I the schedule I thought was very interesting because we were doing it in October and I remember you specifically asked about when to do the board goals. Felt like it was a weird time to do it in October. Um,
and so do we want to set the goals in a way where we revisit everything in July and then get back on that schedule where we can do our district goals and our board goals all >> ready to go in September? I yeah I would
like to do it when we do all the reviews and >> then we would set that right after >> the district goals kind of for that same timeline >> and we could put a couple easy ones on there that we know we're going to complete but if the other ones we don't complete so then we carry over
>> we can do long term >> like we could even try and do it in June before we break revisit it in August because then if we're going to vote on it come August before it would be set before the school year starts. It's not >> right halfway through the school year.
>> Part of community engagement on the website too. >> I think that's fair. get back on. >> So, how about how about a goal is we is we get on a calendar because I would love that so much and not have to keep
putting it in my phone two months before we're due to get something done. >> We have one here. Wait a minute. >> Yeah, it's here. So, we can use that. >> We can use that. >> That's normal governance. Yeah. >> Policy.
So, you're doing a goal of policy, board norms, and bylaws. Um, and what was the second goal? >> Or do you want board norms? Do you We could split it up. We could do >> I don't know. We want to do our vision. >> We should wait. We should split up that big one because we
>> So, why don't we do policy and bylaws because that would all be governed on just start our policy committee because we're going to review all that. I mean, I think our biggest thing is to review our policies that govern our board because they're apparently different
than what we were used to prior to. >> Yeah. >> Um, if we can start with those policies, those bylaws and obviously any other emergent policies that Dr. Garcia finds >> um that we need to review and then board norms a separate goal because
>> I think Yeah, because that one we want to put in pretty quick, >> right? because then we can because if we break them into smaller chunks, we can complete them easier, I think, as opposed to a big package. Sometimes I think that might be part of our >> problem with our goals is because
there's so much to bite off in one goal. It's hard to >> complete and you're trudging through and then people get tired of hearing something's never changed like Third Street School, you know, something like that like that you talk about and nothing ever changes. So if we break it
into smaller things, especially since we're doing a shorter time, more achievable. >> Okay. And does anybody have a third? >> What about facilities? >> That one's got to be We have to do >> facilities. I think we have >> for a third. Well, that's a district. >> That's a district. Okay.
>> What about just the vision? >> Yeah, the vision. >> Vision. We'll put vision in a different one. Vision. Mission and vision. >> Yeah. >> Mission and vision. >> So your vision's going to guide your plan. So like when you start your
vision, that's probably when you some not >> execute to our >> No. It's like the step that you start to do to go in that direction. Correct, Kelly? >> Yeah. So, your mission and vision helps
guide you to all the work that you're doing. >> So, we're in harmony. >> The end product. >> Yes. So, the >> Oh, I'm terrible about that. So, what is the end? >> Product is is the statements. >> Statements. >> Well, that seems like a pretty easy
goal. >> It's it's a no. You mentioned you would get community engagement for that. So, what's the time frame for that piece? >> That's entirely up to all of you. So, we would um we would market it to the community and let them know that their
voices needed to be heard. And so, we would put out um you those dates, whatever. like sometimes we would just do one date for the um input session and then we would do uh maybe a survey as well um to you know to get some more
input for people that couldn't come to that date. So it depends on you know your schedule and >> similar approach to what we did with getting community input for our >> very similar >> but it's more of a heavy >> it is it sounds very simple it's not >> yeah it's not
>> it's not my question is um how quickly could we start that process >> when I can I'm available you know >> but it comes at a cost >> no one the mission and vision is part of yeah so the mission and vision is part of your dues we're doing it in harmony
as part of their strategic plan. So, um we're doing a little bit of a variation. That's a little bit different. >> Yeah. So, but you're just doing mission and vision. So, we're going to do a community input session on that and um and then gain that that data.
>> So, just to understand, I mean, we can get things moving, but we really are not actioning anything until the action plan is approved at the next meeting. I'm taking I'm taking these buckets tonight and then I'll go back and give you a
document with some that and that's why I put um Hawthorne's in there because that's a document that you'll receive. It's like an example of um some of the action steps. Okay, that's just my
thought process on it and how what you adopt could be look totally different. So, um, but because, you know, uh, Hawthorne wasn't used to doing goals, they hadn't never done board goals. So, um, I just helped them along with, you know, some action steps that would be
to, uh, their goal. Um, so I'll do the same with you all. If if you don't mind, I'll send that and then you can take a look at that at your next meeting. If it looks good, the way it is, then you just adopt it. If it if it's something where you're just like, "No, I don't want to
take that step, but I'll do, you know, two and three," then you can do that. So, we're just coming up with buckets today. Then the next meeting, um, your public meeting, you'll have this document, and then you'll say, "Okay,
here's here's our goals. Here's the goal statement, and here's the action." Do we need I'm sorry, I'm being We have our >> do we need um >> measurables how to measure >> that's part of the action plan >> that's part of the action plan which
we'll do next meeting >> okay [Music] >> leave it on >> no because I think I hit it with paper >> um >> so the document when you send it back to us based on these buckets will it have
suggested measurements as Yeah, it it's all in here. So, um, and you might not like them. You might say, you know what, I I don't like what, you know, Kelly wants to do here, but I like bits and pieces of it. And then you just take >> Okay. >> So, it's not that I'm making because I
don't want you to think that I'm making your action plans because that would be inappropriate. >> I'm just giving you suggestions on what they could possibly be. >> Thank you. So, this was a lot of work, right? >> Yeah. Yeah. >> This was good, though. This was very
good. >> I think it was time well spent. >> Yes. I really appreciate. >> Yeah. Um, did we want to talk about district goals while we're at it since we were already >> I'm stealing your thunder. Can >> I take I just got to take a bio break as we go on the trail.
>> I could break myself. Got to stand. >> We need a break. >> Five minute break. Yeah. >> Five minute break would be lovely. >> Oh, that's fantastic. >> Oh, you know what? I'll just head out. If you're going to just do district rolls, I'll just head.
>> You want her to help? >> Oh, okay. I was like, >> "No, it's not nine o'clock yet." >> I looked before. I was like, "Oh my gosh." >> One thing that was longterm. >> Yes. >> Okay.
Are we doing three? >> That's up to Dr. Garcia. The um district goals are through the superintendent. >> Oh, okay. >> Fine. We'll >> right. We have June. >> Yeah. >> Or it can extend beyond June. >> Can extend beyond
>> I mean in June. We're going to revisit to continue to focus on just based on initial conversations and and all lots of things is the communication piece of it. Just trying to um I mean the wording matters here but um
enhancing the communication across the district. Um how do you feel? >> Yes, >> I think that's a great >> that's a huge goal. A amen >> and that conceptually includes uh communication
with the community or external >> stakeholders just across just stakeholders. >> Okay. which I have to say I love the updates. Yeah. >> Yeah. >> I loved the slideshow running at the start of our our last meeting. I think
that's a great way to highlight. So I I started the next one for the next meeting and I'm just trying to figure out how to make it so it's um keep and we had this is part of our conversation just being
aware and cognizant of the fact that it is a recorded um session. It's out there on YouTube. So trying to still highlight the good things that are happening but not necessarily you know putting student images there. Just trying to figure out how to do that where it makes sense. Um
so they go to a a pumpkin patch, there's pumpkin on their faces sometimes. That's just they went. It was a good thing. So, I still would like to highlight that, but >> just trying to balance that and figure out how to do that >> appropriately. >> Um,
>> there's a short amount of time. Um so if you got it cross for all entire I think from an administrative standpoint. Just even things that are happening within in the buildings um when there's certain things that happen within the schools that we're sharing
the information some you know even as simple as you know if there was a um a situation with a student where a whole group assembly was there just getting that message out to the families before students get home. That's an example. So working with the administration to make
sure that we are doing that across the board um for you know those things that are not always so positive but also some of the good things too um updates with um whatever it might be parent teacher conferences how soon are we getting those notices out and these are things
that are a work in progress and it will take time because we want to make sure that everybody's being consistent with that communication. >> I think that's great just are at the level I'm rubbing off. >> Yeah, sorry. I didn't want to hear crunching. Um, yeah, from I just wanted
to make sure it was like achievable and then when we revisit in June based on success to date, look to see how that >> moves down more detail. >> Great. Thank you. Um and I think maybe the other district role just hearing some of uh goal hearing the feedback
here is perhaps being able to present that data that we have for student achievement um that we have in district um because that's something that we already are doing. It's just not being rolled out there. Um it would require us
to look back and see where the baseline was for students and then kind of do a midyear review of that and then an end of year review of that information. Um, and you know that's sort of going to extend even further because what happens after that is then we're also going to correlate how those results compared to
the state results for what you know how students achieved. So I'd like to be able to tie the third district goal to that student achievement piece using the internal data that we have um and presenting that to the board. >> That's perfect. [Music]
So if the board is okay with those three buckets, then you let the superintendent know and then she can go ahead and make action plans. So she would present her action plans um if she has time at the to the next board meeting. if not the
the following. Um and then just explain the action plans to each goal so that way you all know um what's measurable, what that looks like. >> Would you would you recommend updates on board goals, um district goals,
superintendent goals, like all at the same like quarterly times? Would you split them up? I don't >> No, I would just have a focus on on the goals. So you would have the district goals and um the board goals that update on that. >> Okay. >> So let's say you're adopting them in
December, you know, um then you would have an update February. Um I'm just I'm thinking in terms of the CSA evaluation. So, um, an update in
February on, you know, the initial, you know, how how's how are things going with those goals and then probably like very late April or um early May uh because you need to the board members
need to be on um doing the uh the CSA evaluation. So, and remember with that CSA evaluation, you're having those um conferences. I don't know if you did that with um your past superintendent, but you should be
um having a conference with everybody based on the uh CSA evaluation and then having a conference with the superintendent to go over that. >> Yes. Okay. >> Yeah. So, we meet as a board, >> review everything and compile our master evaluation.
>> Right. And then typically president and vice president, sit down with the superintendent, review that master um discuss anything that needs to be discussed and then if both parties agree, sign it. >> Okay. Um typically
>> I like to be a part of it. >> Yeah. I usually it is the full board that um the non-conlicted board members sit to go over that document. >> Oh >> yeah. And review. We can do that again >> because there might be some questions
from the superintendent saying like you I I see that you didn't check achieved on this. um can I ask you know the why behind that that you know she would have the right to do that and that's important and when we have those conferences it's supposed to be able to
build that relationship and get you know a thought process on where the board's direction is so that superintendent can keep on moving together as a team. So if you just do it with the president and vice president you're kind of negating all of that. Yeah,
>> that's just how it was set up to >> Yeah. >> in the past. So that's how we continued it. >> Yeah. I mean, if that works for you that you do that in executive session then as a separate >> it's a personnel matter >> and then I think it helps for like the minority the board that you know that
they feel they have that opportunity. >> No, but it makes every board member feel contributed. >> Yeah. And that's the way it should be because you're a team. >> Yeah. >> I mean, we do that all together to begin with and then it's compiled. Now, like last year, we actually just put all the
comments all on, you know, that everybody had and compiled it into one thing and then I sent it out to all the board members to say yes, they were happy with that. And then they were and then we met with him and he reviewed and liked or disliked and
>> yeah that last document should reflect the majority of the board um >> that that final document >> that worksheet >> not all the majority >> right? So the compulation report is all
the comments >> and then that worksheet that end summary worksheet should just reflect the majority of the non-conlicted board. >> You're using a paper document for like an evaluation. I don't think we use the we didn't do anything. We we didn't use
the NJSBA one, right? Because we >> Yes, we did last year. We did last year. the year before we didn't because they said it was changed and it would be easier and it'd be better and then it was and >> then we as a group though picked >> Yeah, we picked everything and then
yeah, we put everything together. >> I mixed everything up and put it all together and then yeah, >> we picked out what everybody chose was the >> majority of the board like you know and
a lot of it was the same. A lot of it was the same thing just said in different ways and you know we just picked everybody agreed on three or four of the main things that came out of it and that's we compiled it that way given that 25 26 is is new in so many ways for
us you know I think the approach we used last year how we came together with what the final should be was great but maybe because we are developing relationships we are getting to know Dr. Garcia, we're going to have uh what two brand new
board members in January. Three of us are new. I I think that might be a good time to do it rather in an executive session collectively. So if there is a need to clarify, we're all at the table because >> um and then we also get to hear any
feedback from Dr. Garcia to help us collectively work together. >> I like that idea. And last year was very different, right? We we knew the super was retiring, so wasn't as meaningful for go forward. The
>> one thing I would caution against is that executive session meeting has to be our collective opinion. So let's say you guys all thought he did a great job and I thought he sucked. Okay? I can't at that meeting say, "Well, you sucked." Because it's the collective opinion. So if you have your own personal opinion
that disagrees with the board's collective, you need to not voice it at that. >> No, that's not true. Because that's the whole reason why it's like it also gives the minority the opportunity that right Kelly >> but I thought >> when you have the the first that first meeting >> not with not with the signing of the the
workshop but that first meeting is so that the minority opinion can be voiced. >> Okay. >> Yeah. >> Thank you. >> And that should be as a as a full group. >> Yeah that that makes sense. Marian >> supposed to speak with one voice at that
point. That's kind of >> Yeah. >> That last meeting. Yeah. >> Yeah. The one with the superintendent. >> But I was more so we could hear >> if there was something we so that we all heard it. Yeah. >> If there's one question. >> But if Dr. If Dr. Garcia wants to say
something um as a rebuttal to that final document, you're all hearing it. >> Yes. >> It's like adopting the will of the board. >> Right. >> Right. Okay. I think as much as you can do as a full group at this juncture would be really
beneficial I think. >> Um did we want to just talk about the vision and mission? >> Yeah, why don't we talk about that? So, um, what I was asking Kelly before was if it would be possible to for the vision and mission, that community input
piece to be able to bring hopefully more people out sort of combine um, >> events or or put myself out there to say meet and greet the super and have an opportunity to talk and then we'll come up to, you know, your ideas will be used for vision
and mission and all these things. So, we were trying to figure out a way if we could do that together and Kelly said that would be a good idea. Um, I would like to try and do it before the new year begins. Um, but that would require an adoption of the board goals
at the next meeting. Is that correct? >> Our December meeting though is pretty early. >> 17th. Not that early. >> Oh, no, it's not that early. >> Just while we were talking about the dates, I was looking them up. >> Not that early. Just 17. The idea is because I think that we
would get more people if they if we say, "Hey, yeah, Dr. Garcia is going to be there to meet and greet everybody and all these things." Um, that we would get more people out potentially. Um, I didn't want to have to put it off that long. So, I guess what are your thoughts about
that? How soon could you get the recommended action plan out? >> I'm going to be doing that tomorrow. So, that'll be everybody will have it tomorrow. could have that by Friday. >> Then we could >> on the weekend couple days to go over it.
>> So we could put it on our agenda for a week from today >> if we have it tomorrow. >> So that com that community input session is that is the board involved in that or not involved in that or is it optional or like it's not a meeting?
>> Got to be careful. You can't have seven of us there. >> No, you can. We just we would just have to structure it a little different. So, like we could have a majority of the board, we could have a quorum of the board, not a problem. We would just have to, you know, read the open public meetings act, all that. We'd have to
just do that. But, I mean, that's not a big deal. And we would have to publicly notice it. >> So, it's going to be noticed as a as a >> if if you think that you're going to have a majority of the board. Yeah, I would do that >> to just do it to be >> I would just do it just to do it.
>> I mean, we wouldn't nodal that night potentially that if we were all going to be there. Right. >> Why do things need to be approved in order for you to have that session? >> It doesn't need to be. It was just a nice tiein so that um you know it would
be you know given out to the to the public that uh here's your goals. Here's the district goal. Here's the board goals. You've adopted them and as part of the um you know board goals we're doing this mission and vision. So it's just it's just a nicer tiein. Does it
have to be that way? No. Well, while I appreciate that, but I I think feel like you could tie it or Dr. Oria can tie it in just as almost general question like he wants to know what the community wants. Not to say that we can't accomplish it and get it
approved on on Wednesday, but >> but does let's make it even more explicit. Does the board have to approve the exercise of doing the community? If if that's not the case and we're all comfortable with it and we don't have to
formally approve it, then just start scheduling it and >> yeah, I mean, let's just say that >> it can be in process while we finalize the action. >> So, the plan was for Kelly to do the vision and mission part of the thing with the community. Is that something
you'd be able to do without I guess is that a part a piece that you would do before board approval of the goals? >> Well, I think we would get the board approval Like you can look at the calendar and try to schedule it and >> after next week's meeting.
>> Well, she can start to schedule it if we approve it at next meeting. That's what I'm saying. After next week's meeting, get it all done and ready to go. Let's say Thursday's. >> Yeah. Yeah. And >> well, even if we're not 100, like say we want to change up the action plan or we're not exactly 100%, we could still
approve the goals and modify >> the action plan or the measurables to get there at a later date because I think we're I I don't see any of us saying no to the three goals we picked because I think we're all pretty okay with it. >> And I don't see any of us saying no to
soliciting the community feedback. >> Yeah. Even if you even if something changed and that's not one of the action plans under >> the goal, >> it's not a bad thing to get it. >> No, >> we have it. So, if we don't have to officially approve it where we've put it
on agenda and given opportunity for people to have proper notice, >> let's just start >> Yeah. >> the mechanics of getting it calendared because it's not going to happen >> tomorrow. >> Unless you're fabulous with your calendar and can schedule that quickly. Well, I I can do all that, but it's it's
whatever it's whatever you guys want. >> And it will be hard to schedule because of the holidays. So, you have >> And you're going to have to give people notice and you're Yeah. So, I think you're fine. >> Absolutely. Yeah. So, I think you're >> you know, we've got Christmas concert at the school like we have to think about things that are going to bring
>> already on family calendars. So to not because my caution would be, oh, we scheduled it looking at this calendar, but we haven't factored into that's the night of the Christmas concert or the soccer banquet or some
other awards thing. And people misconstrue the fact that we just didn't clearly calendar as something. >> Well, right, the calendar date, we would set that and my calendar is inclusive of all those things. So yes, it would absolutely be accounted
for to the best of our ability unless someone didn't tell me something. Um so we would do that. I I would just want to coordinate with Kelly and make sure that it works >> in that regard. >> If you could just take into consideration the sending districts um concerts also. >> Some of us have
>> bigs and littles. So >> Well, sometimes they that well and they're the same night. >> They are. Yeah. I'm four. Yeah, >> that it any other questions any other concerns?
>> I have one question. We need to talk big issue financial operating deficit. What do we do do to change that balance? Can't say we're going to sell
us balance our budget plus the fact that building roof problem is how do we balance first we have to have the VA >> you're not talking in your microphone Eric's kidding man.
That's good. >> I didn't want to hear it. >> Well, the question is, of course, how do we balance a budget? When do when when will we talk about that? >> Which we haven't had a finance committee >> in a while. Yeah, we need to have one.
>> And that's >> Oh, that's another thing about committee structure. So when you um appoint if you're going to be president I'm just assuming u so you're going to appoint those uh chairs then you would ask the
chairs to schedule their meetings so for the for the year so that you everybody has a vision of when those meetings are going to be you know >> actually typically in January right >> yeah I mean we had it >> we had it but then we had it change our
whole schedule I think that was very much driven by like the administrative guidance. >> Yes. >> As the chair of the finance, Jack, you want to get on that? >> I can do that. I would have done it yesterday. >> Um, but that all depends on Dr. Garcia letting me know that she's ready and
when Shell's out of town. >> Yeah, pick it up. >> Yeah, I got you. All right. So, any other questions or concerns? No. I would like to thank Kelly so much for coming out and helping us out tonight. You gave us a ton of
information and I will be in contact soon to get the next meeting scheduled for January for what did we call that? Um, >> board dorms ethic. >> Uh, the workshops, right? What was our workshop? I lost it. It's here. I have
it on my list. Oh, for Yeah. The boardroom code of conduct workshop. >> Yeah. >> Be great. >> We will be in touch. >> Yay. Thank you, Kelly. >> Thank you so much, guys. >> Have a safe trip home.
>> Oh, thank you. >> I'm I'm getting there or we're going into exact. >> No, no need for executive. >> Not tonight. We'll do it at our meeting next week. Okay. >> All right. So,
we are not having executive session. So, we don't have any public participation. >> What? >> And so, we are looking for a motion to adjurnn. >> Motion. >> Second. >> Wow. >> Who was the second there? >> You can go with with Joe or Dr. Zuppet.
Either or. >> Joe was trying to really get in there. >> All right. So, all in favor to adjourn. I any nos any abstensions? Go home. Have a good night. Thank you. Thank you, Eric. >> Thank you.