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Good evening. Call the meeting to order. Central Dolphin School District Board of Directors for Wednesday, July 8th for our special meeting. [clears throat] Miss McConnell, call the role. >> Mrs. Bingaman >> here. >> Mrs. Cavoli >> here. >> Mr. Epstein, >> present. >> Mr. Garlic, >> here.

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>> Mr. Gordon, >> here. >> Mrs. Hanford >> here. >> Okay, we got we got you. We got you, Jeff. here for me also. >> Mrs. Hanford >> here. [laughter] >> Mr. Jacobs >> here. >> Mrs. Webster >> here. >> There are eight board members present.

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>> Thank you. For all those who are able, please rise. Join us for the pledge. >> I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and

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justice for all. Moving on to item four, additions, deletions, and modifications to this evening's agenda. Do any board members have any additions, deletions, or modifications to the tonight's agenda? Seeing none, moving to information and

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proposals. Uh the first is uh the first opportunity for public speakers to address the board for agenda items only. and we have no one signed up to speak. Moving on to new business, uh, personnel agenda. Mr. Turman, >> the administration is recommending

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approval of the personnel agenda. >> May I have a motion to approve? >> Second. >> Is there a second? >> Second. >> Questions or comments? All those in favor signify by saying I. >> I. >> Opposed?

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>> Moving to item six. >> I think that was a no. Jeff, were you a no? >> That was a no. Yes. >> Thank Thank you. Please note Mr. Gordon was voting in the negative. Moving on to item 6B, high school photography services. Mr. Bart,

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>> the administration is recommending approval of the agreement for photography services with Katie for both Central Dolphin High School and Central Dolphin East High School pending solicitor approval. >> May I have a motion to approve the recommendation? >> Motion. >> Is there a second?

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>> Second. >> Second. questions or comments from the board. >> Mr. Bard, this is just for um calendar year 2026 2027. Correct. >> Correct. This is just for one year 2026 2027 >> for both contracts. >> For both for both schools. Yes.

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>> And it's just the high schools, correct? >> Correct. Just the high schools. We still have we're still under contract for with life touch for 2627 and then we will go out um for proposals after for the entire district for 2627

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or for 2728 I'm sorry. >> Okay, other questions. All those in favor signify by saying I. >> I >> opposed. Thank you. Moving to item 6Z, interviews

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of prospective board members. The school board of directors will conduct interviews of the candidates that have submitted information and an interest in the position uh to move forward in the process. I know all the candidates are in the room. I just wanted to be able to explain to you one time so I have to

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repeat myself six times. Um exactly how the process works. So uh we have an order basically as as how information was received. That's the order by which we will do conduct the interviews. We will dismiss everyone but the person being interviewed. There's a room in the

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back. Everybody will sit there. You all will be asked the exact same questions. Um but once you're done with your interview, then you can stay in the room. Um once all the in and I have a list of questions that that we've created as a board, there may be

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additional questions from board members based on your answers um or additional information that they're interested in obtaining. Um once the interviews are complete the process works like this. There can be discussion from the board members. There can be additional

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questions from the board members but all discussion would take place here in the public meeting. Um a board member would then have to nominate one of the candidates. That individual would have to re receive a second to the nomination and then there would be a vote. The the

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person has to get five affirmative votes to be approved. If no, if that person does not get five affirmative votes, then we wait for another nomination and it will continue until somebody gets five votes. [clears throat] The process

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is not great. We don't like the process, but it's the process that we have to follow. Um, anything else from any other board members before I dismiss? >> Two minutes. >> Oh, that's right. Correct. Thank you. So, uh, you will have two minutes to answer each question. There'll be a

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timer on the screen. um you'll come to the podium and for the questions and and then um you know certainly there may be additional follow-ups and and and others >> microphone. >> Oh yeah, there's a microphone on the

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podium. Just make sure you talk into the microphone because sometimes it's hard to hear especially if people are joining online. Anything else? >> Five votes. No, it's the first one to get to five votes. >> Correct.

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>> Okay. So, um this is the order within which the interviews will take place. First is Michael Sigot. Second is Adam Walter. Third is Eric Belffonte. Fourth is Control Armor. Fifth is Mark Schurk. Sixth is Matt Raybach. So, all but Mr.

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Sigot uh can head out to the room. >> It's like the old dating game. [laughter] >> You can stick as you're a member of the >> Oh, totally. Just the candidates. Just the candidates. Yeah. Yeah. [clears throat and laughter] >> Apologize. No, no, >> no, you're fine.

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>> Yeah. Hey, Mike. So again, you'll have I have a series of eight questions. I'm going to ask um you'll have two minutes to respond to each question and then board members may have additional questions or comments or thoughts or whatever for you until your

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time's up. So um so we'll get started if you don't mind. Do you want to just introduce yourself for the record? >> My name is Michael Seaget. >> You're good. >> Is that good? Um, so my first question is why do you want to serve on the school board and what do you hope to accomplish?

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Well, >> I have two minutes, so bear with me for these two minutes. I'm going to take you back a little bit. My first experience with a board was when I was a senior in high school, our high school for the first time went on a teacher strike and that was my senior year. And my first

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experience with a board was that I spoke in front of the board uh during that experience um because they were going through non-binding arbitration. And as a senior, a 17-year-old, I felt the need to want to advocate uh for the students. And uh it was the first time besides a

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sporting event where I got booed uh by a few of the members in the audience. Uh but that was okay. That was my first experience with the board. Um, fast forward a year and a half later, my father served on uh our school board for eight years. And I remember coming home from college and and working the polls

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for him. And so that was my first those eight years talking to my father and understanding more what a school board did was the first time that I really got into understanding that side of of a school district because, you know, I come from a family of of educators. My

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dad started out as a teacher, retired as a superintendent. My wife, as you know, is in the school district. My sister is a teacher outside of Pittsburgh. So, I've always been a part of education. Um, for me personally, I think what happens with a lot of people is when

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your kids get into the district, you start to pay more attention. And what got me in, I see my time. Uh, when my daughter was getting into kindergarten, I found out that we had half day kindergarten. And this was back in 2019 2020. So uh that's why I decided to run

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the first time that I ran. So I am happy to see that that is that is taking effect. But that was my first reason for doing it. What I hope to accomplish and we'll see if there's follow-up questions. This is a 15-month term for whoever takes it. So um the biggest

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thing I want to work on and happy to discuss more is infrastructure. >> Awesome. Thank you. >> We'll see if there's follow-ups. What is your vision for this district in five years? >> That's a good question. I am going to then talk a little bit about the infrastructure. You know, we are a

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growing district and a lot of that is out of our control. You have uh new developments coming in and the kindergarten centers are a good start. I I I supported that just as a a rank and file taxpayer. But [clears throat] this board has a lot of decisions to make and

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it's going to go beyond this board. It's going to be down the road. But as you said, you started with the kindergarten centers, but as the district continues to grow, some tough decisions are going to have to be made about what do we do with our buildings? We have 13 elementary schools. Is that going to be

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feasible going forward? Do we need to consider moving towards what you were doing with the kindergarten centers, regional centers for elementary schools? Do we need to build new buildings, which I know is prohibitively expensive? Can

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we renovate the current building? So those where I see the district in five years hopefully is we continue with a strategic plan of infrastructure development. Um because the the district is only going to get bigger and there is

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only so much we can do as a board if I am on the board to deal with that. Um but long-term planning is what is necessary and that is also going to tie into obviously fiscal. Um, it's easy to say, you know, we have a plan, we have a

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budget, but things come up just like the kindergarten centers, and so long-term strategic planning on the fiscal side is necessary, and hopefully I can be a part of that. >> Thank you. How do you view the board's responsibility versus that of the school

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administration? Where's the line? >> Well, I'm going to liken that to what I do now. You you've seen my resume. You know, I work down at the Capitol. I look at the school board as the legislature and I look at the administration as the executive branch. The school board sets

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the policies just like the legislature and the administration, you know, uh, executes that vision. And just like the administration in Harrisburg, they are there to put forth a vision, but they also have to have room to make their decisions. you put administration

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in place to trust them to carry out the vision of the school board, but you also have to give them uh some leeway to do what they think is best. So, I I don't like to be micromanaged in my job. I am not a micromanager uh you know, in my day-to-day life. I think you put in

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people to do their jobs and hopefully they will do their job. So, um I am not looking to be a dayto-day go and start watching what everyone's doing. I think again we set the vision, we set the policy, we set the goals for the school

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district and the administration, you know, implements those goals. So that's where I see the lines and you have to work together. Ultimately, the board is the one that is responsible. They are elected by the people or in this case appointed by the board. So they are

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ultimately the ones that are responsible to the public, to your neighbors, but you have to allow the administration to do their job. >> Thanks. School budgets are often the most contentious part of board work. How would you approach budget priorities when resources are limited?

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>> Hide in my house. No, I'm I'm kidding. Um, that is obviously something that is probably one of the biggest things the board faces. You know, I I I talked to neighbors. Obviously, the district, you know, raised taxes for the second year in a row. And I told my neighbor, I

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said, "I don't think anyone enjoys raising taxes. You are raising your own taxes. you're raising your neighbors taxes. You're the ones that are going to hear it in the grocery store. So again, it is a tough decision that the board has to make, but given scarce resources, that's where compromise and

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collaboration comes into play. We can't pay for everything. I'm sure we would love to. We would all love to have fancy new buildings. We would all love to have the biggest sports teams and the best uniforms and everything, but with everything there's a prioritization. Just like your home budget, we can only

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afford so much. You can only raise taxes so much. And that is where a collaboration with the board, the administration comes together and puts together a plan of what is the most important things for the district for next year and the following years. Yes, things are going to come up that are

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unanticipated, but like anything, you have nine people on the board that are going to have different ideas, and that's where you have to determine what are the most important things. And for me academics I I I would think most of us would agree the academics is the first thing but

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that doesn't mean you can't ignore everything else. So that is where the collaboration understanding the different viewpoints and coming together with a plan to move forward with the limited resources that we have. >> Thank you. How would you handle a constituent who's upset [clears throat] about a school decision and contacts you

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directly? And then how about if it's a teacher? >> I'm a chain of command kind of person. That's how I view my job. I don't think you're You serve the public. I I'm not I'm not going to hang up the phone. I'm not going to tell them, "Sorry, I can't help you." I do want to hear what they

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have to say, but is there a proper process? Is this something that needs to go to the superintendent? Is this something that needs to go to a building principal? I'm not going to sit here and pretend I know the specific protocols that you have in place, but that that is where you have to be careful of

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micromanaging the process. And I think it is important to hear the person out and give them direction. It's similar to my job. We get a lot of things from con district offices from legislative offices and it [clears throat] is our job to put them into the right direction

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and give them the right feedback. You never want to ignore somebody. It's you know for them that could be the most important thing especially if it's dealing with their child. But I think that is where you have to be careful to start micromanaging and that is where I I do think you have to let the administration do their job until they

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can't do their job. That nothing just saying this as a hypothetical. Um and and so I think we are there to guide them on the proper protocols and to follow up because I don't think it's enough just to pass the person off and then wipe your hands clean. you you want

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to make sure that they were heard because I think oftentimes that is the most important thing for a person is know that they were heard and they were put in the right direction to help solve their problem. >> How transparent do you believe the board should be with the public and how would

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you handle sensitive personnel or student matters that require confidentiality? >> Well, I think that's where my legal background comes in play. Personnel confidentiality provisions need to remain confidential. Um, I deal with that every day at the legislature. There

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are certain things that are in the public. There are certain things that are not in the public. I don't even talk to my wife about the stuff that happens in caucus or behind closed doors. I don't think that's proper. Um, you know, I think if it's if something should be published, something should be discussed out in the open. I think we have a

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responsibility and I say we if I am selected on the board, we have a responsibility to be transparent and discuss things openly. But if it is a personnel issue, if it is a student discipline issue, I those things are not something that you talk about. One, it's, you know, you have some legal

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issues, you have ethical issues, and I and I also think that's just not fair to the student or the personnel. Um, and that's where rumors start. That's where misinformation is given, and that's where the board you you can get in trouble. And I'm not saying trouble on a legal basis. That's where you can get

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yourself in trouble if you say too much. So I am very much on confidentiality, what is allowed in the law and you know discretion is very important. So that is not an issue. Like I said, we deal with that every day in Harrisburg. As an

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attorney, we deal with attorney client privilege all the time. Um so to me, I'm very clear on what can and can't be said to the public, especially on social media, too. You have to be careful on social media because that's where you're going to get in the trap where it it it

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is good the board responds. I'm just saying this now as a hypothetical. Then you also have to watch because sometimes when you say something you're opening yourself up to to a lot of angry people. >> And my last question and then certainly uh board members uh can ask anything. Uh my last question is if the district

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faced a budget shortfall, what would your priorities be for cuts versus protections? >> Academics comes first. education. Um, that includes staff. The the more you ask staff to deal with

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less, I think, then that's where you get very disillusioned people, people that aren't understanding what's going on. And that's where communication is the key. When when when cuts have to happen. I don't want to see anything happen. I was an athlete in school. I did a lot of extracurricular activities. My daughter

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right now is at a summer theater intensive camp at CD Middle. That's something Cole she wanted to do and she's doing it this summer that the school has. But academics have to come first. That is our number one priority is to educate the kids. And so to me I

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you can't say that's untouchable but that is the last thing that I think you mess with. And you hope can you reconfigure things? Can you move things around? I know that's a very general thing for me to say. Obviously you do what you can but academics is first and

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then you go from there. Those are all my questions. Open it up to the floor of the board members. Anybody have additional questions? >> Mike, I have two. U >> Mike, I have two. Uh the first one is uh

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how do you feel? What's your cell phone policy? Uh cell phones have been really distracted and uh we had investigated using pouches, but any any ideas on how to handle that challenge? >> I'm not a fan of pouches. Um, this is just Mike's personal opinion. Obviously,

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this has been debated in the legislature. I think school districts should have a policy, but I think the school district should be allowed to de develop their own policies that deal with the individual school districts. I think a uniform policy across the state, which does not look like that's the where it's going in the legislature, but

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I don't want to speak for the legislature. I think a policy is important, but the pouches I I look at that it's an idea. I also look at that as a mess of kids lining up, handing in handing in their phones, lining up at the end of the day. Where do the pouches

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go? I I think, you know, like at LMS, they have to put their phones away. They can have them for certain things. I I think you can do that without having to go through that. And the cost, I don't know what the cost of the pouches are, but I think that's a cost that's not needed. So, I am in favor of a policy

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that is specific to each school district. And I do think there the phones need to be put away. I do worry and [snorts] I know like in the in the legislation that is going around there are exceptions. I do worry about having phones completely away in emergency

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situations. Yes, there are exceptions for emergencies, but now the phones are in a pouch somewhere and and a kid can't get to it or a parent starts calling and then that's when they start calling the front office and you get 50 phone calls to the front office. So to roundabout

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answer your question, I am for policies. I am not for a statewide one-sizefits-all policy. >> The other question I had is um our charter school uh bill 11 years ago was 3.5 million. It's

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now 19.5 million. You're in the legislature. Any suggestions on um how to get our hands around that? I am sure that there is plenty of lobbying that is going on. I know that there was some

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fixes last year. I'm sure it didn't go far enough for most school districts. Um, you know, the courts the courts ruled on the constitutionality of how public school funding is going. I'm sure you all know that and that is still being addressed at the legislative level

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on exactly what the court ruling means and what is required. So, with charter schools, the charter school law itself, I want to say, passed around the late 90s, the original law, and it's been tweaked since then. It needs updated. I I can't sit here and

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tell you in two minutes that I would do A, B, C, and D, but I know that there is lobbying going on. That is always the discussion with the public school code, which is, as you know, is going on right now with the budget. So, you know, the best I can tell you right now is continue lobbying and the the funding

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formulas uh need to be updated from the late '9s. >> Thank you. >> Other questions from board members. >> You're off the hook, >> man. I had so much more to say. [laughter] >> Thanks, Mike. >> Thank you, everyone. Appreciate it. Thank you.

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>> Our next is uh Adam Walter. Hey, Adam. Welcome. >> So, again, I have I have a list of seven questions. I'm just going to go through them. You'll have two minutes to answer each one, then we'll open it up to the board if they have any additional

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questions to ask you um along the way. So, just real quickly, just want to take a second and introduce yourself. >> Absolutely. Uh, good evening board members and the public. Uh, I am Adam Walter. I live here in Laura Paxton Township since 01 and I currently work for Harrisburg Community College as

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administrator. >> Awesome. So, my first question is, what do you want? Why do you want to serve on the school board and what do you hope to accomplish? >> Why I wish to serve on a school board is to serve the public. I've been in public service well over >> Pull the mic.

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There we go. How's that? All right. I've been in public service for over 24 years. I retired from the Pennsylvania Air National Guard and that's community service. Um, it's about the community. Uh, my children go to Central Dolphin. Um, and as I watch them go through, I

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graduated from Central Dolphin, but was only there for one year, so can't really count that I spent the time there. But it's it's about the community and it's about the future generations. So, that is my passion. and continuing on. I stepped out of the service and where do

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I continue on? Um, and I feel this is since this is my home, bought a house here, this is my home. And your second part of the question, >> uh, what do you hope to accomplish? >> Partnership and continued community engagement. And I think that is

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critical. We're seeing Laura Paxton Township, at least the township expand. We're seeing our school district get bigger. We need the community involvement. And that is also a passion of mine. If it's my passion, I hope it's the passion of the community to stay engaged so we can bring up our our youth

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um into um our schools and then into the uh the public sector. >> Sorry, I was taking notes. Um second question is what's your vision for this district in five years? >> Continue to support our teachers.

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My spouse is a teacher and if we don't support our teachers, we don't support our children. So, we need to continue to support our teachers, support our children, and again for the betterment of our community. So, the board does not take care of the day-to-day operation, but we take care of our employees, we

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take care of our teachers, we take care of our staff, and that's what I would contribute to that ensuring we take care of um our our team. Number three, what how do you view the board's responsibility versus that of the school administration? Where's the

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line? >> Day-to-day administration. The board is that tier. Now, if I may steal something from the prior president of hack, the board and the students are above the board and the students are at the educ at being educated. That's the full

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circle. I look at the board as the same thing. We're here. We support the administration, but we also report to the community. We report to the public and ensuring that if we're hearing things, right? Because we're that community ambassadors. We're working with the administration. What's going

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on? How can we improve hearing them and helping to take action? But ultimately, we're not going to get into the weeds. We let the administration take care of the weeds. >> Thank you. School budgets are often the most contentious part of board work. How

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would you approach budget priorities when resources are limited? >> Scarce resources. Yes, absolutely. We must make difficult decisions. Um, in my current position uh at Hack, we have to make those tough decisions. It's getting

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the feedback, setting the priorities, looking at strategic plan, seeing where we need to head, and investing those resources. As a taxpayer myself, I look at those, too. Money has been in my blood since day one. um and how to balance the budget. We have to live on a

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balanced budget. So does our schools, but how do we make use of it, right? How do we invest properly? And how do we ensure we meet those strategic goals? 5, 10, 15, past us, right? Because it needs to continue. So we sit with the administration, what are the

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administrators needs? What's the school's needs? What's the teachers needs? You have to get to those facts and we have to make those um those strategic decisions. It's a tough one. It can be. Yep. Um, next question. How would you handle a constituent who's

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upset about a school decision and contacts you directly? Or what if it's a teacher doing the same? >> So, because we're the community's ambassador, right, and nothing's done in secret, it should be done with our peers. I firmly believe that. Um, that's why we have a board. It's not about

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Adam. It's not about the board president. It's about the board itself. We represent the school district. So if a concern is arisen from any participant right from our community, from our schools, from our students, from our staff and faculty, uh we bring it to the

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board. We ask them to bring it to the board. We have to be transparent at the same token too. Now we also understand that there's elements of privacy, right? We have personnel things and that that um those decisions have to be made usually in to um in private, we'll call

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it that way to protect, right, the privacy of those individuals. But I believe in board transparency and so I would ask that individual to bring in front of the board. >> How transparent do you believe the board should be with the public and how would you handle sensitive personnel or

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student matters that require confidentiality? >> So we have the same thing that we do at the school right at the higher education industry right we have to keep certain things at certain levels at close hold because you know the privacy of people matter. So having those executive sessions is the element to protect those

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and and all both parties, right? Um the accused and right the the the defense. >> Bless you. >> Bless you. Um so at that point it is um and I lost my train of thought. Ask that question again please. >> I'm sorry. >> That's okay. >> She she messed you up. It's all right.

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Uh how transparent do you believe the board should be with the public and how would you handle sensitive personnel or student matters that require confidentiality? >> Thank you for that. Yeah. So ultimately overall transparency of the board, right? It's the school, it's a school district, it's our kids. So at that level should be fully transparent as we

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do here. I like watching it on YouTube. I will admit I watched on YouTube. Um so I appreciate that because if I can't get out here, um you know, I was deployed last year. I did my best to watch on YouTube. Um at that same token when it comes to that privacy we have to make those strategic decisions but notify hey

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we went into executive session because of you know case one right case two and this was you know this was resolved it's addressed to uh the public that it happened and there's your transformation everything else budgets right the

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decisions of the board hey we're going to start charging a fee uh for the utilization of our field that kind of stuff absolutely needs to be open and we encourage the public to speak up. Many people don't. I'm one of them. I will absolutely admit you kind of hear about

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it, but it's a two-way street, right? And that's what I also encourage is that two-way communication. >> My last question is, if the district faced a budget shortfall, what would your priorities be for cuts versus protections? >> Budget shortfall, cuts versus

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protections. So, and that's where we look to the administration. What's the priorities? What's our strategic vision? what's the administration's goals and how do we come to the middle ultimately? How are we funded? Right? We're funded by taxpayer dollars and so we have to maximize the taxpayer dollars. At the

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same token, my my current um employer had to make those tough decisions, right? We left a lot of people go and it is not easy. It's not the easiest thing. I lost the team member, bunch of my colleagues. Um ultimately it was the site at the top

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that where can we pivot? How can we do what we do best, educate our youth, but also push us forward? Sometimes we got to take a step backwards to go forward. And so that's where I would also look to the board to and getting that information from our administration to

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go here's what we need. This is a must um a must pay, right? We have no choice versus this is a maybe or can we almost that prioritization and in the service we experience that must pay. Got to pay the bill. It's a want. All right. Not necessarily a need.

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>> Thank you. Those are all my questions. Board members have any questions? >> I wanted to follow up on a comment you said. See if you can actually give me a concrete example. When you say sometimes we have to move backwards to move forwards, I anticipate that as cuts or laying staff off. What What do you mean

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by that? >> So that is we have to make if we have to make those cuts, maybe we have to initially cut them back, but can we bring it forward later? Maybe we need two years to recover. Maybe we need to pivot, right? Maybe this is not the direction anymore, but we pivot this direction. So, that's the step

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backwards. >> So, I was reading uh actually I did the research. I think you were involved in the UGI rate increase case. Is that you? >> I did file. Yes. >> Yeah. How much how active were you and what did you get from that experience?

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>> It was a learning experience. Um yes, I I uh I have more time now and so I'm able to dive in to learn more. Right. And that's the uneducated piece of me. Um, where I had to learn it. I wanted to know more. I read my bills. I know, you

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know, and so that's what I was questioning when I put in my petition to challenge the rate increase. I explained my position of, well, you charged us here, here, and here. What' you do with those funds? Show me the formula that you came up with this, and so I can help

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me understand the why. Um, it was it was definitely a learning opportunity. >> Would I do it again? I would >> yeah I've done about 50 cases but I did the UGI case previous to that normally what happens and it's formulaic because they come in high the co consumer comes

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in low and they're in the middle and I think what we need to start doing is justifying and I think we're we may see that with some legislation that is going to force some quarterly reports from the companies because none of these companies are in danger of uh going

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bankrupt. >> Thought that was interesting though. Thanks for getting involved. >> Yeah, thank you. >> I do have a question. You mentioned that your wife is a teacher. Is she a teacher in the district? >> She was and she's no longer uh she did leave the district. >> Okay. Thank you.

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>> Other questions from board members? Adam, you're off the hook. Okay. >> Thank you, sir. >> Thank you, board. Appreciate. >> You're welcome to stay again. You're welcome to stay in the room. Uh Mr. Day, if you could, if Mr. Sigot is sitting out there, he's welcome. >> I didn't know if he's still sitting in there. He's welcome to come back in.

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>> Okay, very good. Mr. Belfonte. Good evening. >> Um, so again, just to reiterate, I have a series of seven questions. I'm gonna ask you, you'll have two minutes to respond. Um, the clock's up there and then board members uh will be able to ask theirs the same questions that

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everybody gets. Um, and so do you just want to take a couple seconds, introduce yourself, tell us who you are? >> Sure. Uh, my name is Eric Balfani. Uh, lived in Lower Paxton Township since 2012. uh two children graduated from Central Dolphin High and I have a daughter going

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to be a junior in CD High as well. >> Thank you. First question is why do you want to serve on the school board and what do you hope to accomplish? >> So service has always been um in everything I do. I currently work for

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the government. Um, I'm very much involved in all sorts of community related organizations, youth sports, whether it be coaching, running them, uh, running the nonprofits, scouting, uh, scouting was huge part of

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my life, uh, from my father on down through my children. And it's about giving back and it's trying to improve the opportunities that the youth have. So my focus uh of course would be you know what is going to be the most

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impactful for the students while taking into consideration all the policyh holders, the stakeholders you know whether it be the administrators, the educators, the staff, um the citizens, the taxpayers. Um so I believe I can

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give a lot back. Uh I definitely have experience being on a school board and uh uh also as an educator. Uh that was my undergrad degree. Uh went on to pursue other things. Uh I taught college. I

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teach at Widner Commonwealth Law School as well. >> Thank you. What's your vision for this district in five years? So obviously uh there's definitely expansion that it's a reality. Uh it's

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ever expanding. So it's being able to have the resources in place. Uh and that can be challenging if we don't get proper federal and state funding as well. Um and uh so with that also

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opportunities. Um, you know, the the more opportunities the children have, uh, the better they're prepared, the more likely they'll want to stay here and live and raise their family here. We've loved Central Dolphin School District.

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>> How do you view the board's responsibility versus that of the school administration? Where's the line? >> So, uh, school board administration, uh, school board versus administration. So obviously administration is going to be running the day-to-day um activities

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within the school district. Um the board uh should be seeking input from those administrators but also seeking input from the community uh from parents um from students um and um being able to

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offer suggestions to the uh administrators uh if not suggestions by vote of the school board. Uh ultimately the um school board is in charge of the entire school district. Uh but it is really important that you factor in the

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administrator's point of view, the um uh educator's point of view and um the taxpayers's point of view. >> School budgets are often the most contentious part of board work. How would you approach budget priorities

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when resources are limited? So, uh, definitely had that every single year while I was on the school board. And, um, uh, Mount Carmel was 500th out of 501 school districts for the lowest

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amount of per pupil spending in the entire Commonwealth. And the reason was is because they, the predecessors before me, absolutely refused to raise school taxes. and

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I was able enough uh I basically led the charge on uh having a school tax increase. Not a favorable thing to do, but it was the right thing to do. Uh as we know, Commonwealth Court came out with a decision that we have to have

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more equalization amongst the school districts. So, um you know, taxation can be a very important but a careful um trigger to pull and um and if you can't

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get the funding from the state or federal government, your only choice is uh uh potentially raising taxes, cutting programs, which is not what I would advocate. Um, so, uh, because that obviously has a direct impact upon, uh,

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our youth. >> How would you handle a constituent who's upset about a school decision and contacts you directly? Well, or if it's a teacher. >> Um, I've always had a philosophy of open communication um, uh, with, uh, the

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constituents that I served and um, hear them, listen to them. Being a servant is about listening. It's about being able to understand what um has upset them. And if there seems to be value in that,

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at a minimum, bringing it to the schoolboard meeting to discuss it to see if this is an isolated instance or if this is a prevailent uh a pervasive issue. And obviously the school board, not a singular school board member, but

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the school board as a whole as well as the administrators and other stakeholders within the school district can uh deliberate that issue to see if there is um something that really ought to change.

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>> How transparent do you believe the school board should be with the public and how would you handle sensitive personnel or student matters that require confidentiality? So, uh, again with experience, uh, most of the vote we did was in the public, but obviously we had closed door

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sessions, executive sessions on numerous occasions regarding personnel matters. Um, and they are they are to be kept in the strictest of confidence um, from everyone except those in that room. Um

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it's, you know, you can really ruin people's lives and no school board member, no school district should ever do that. Um especially without a um a true honest independent investigation.

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And even if the investigation found liability with a per particular person um uh and whether or not the school board disc decides to disclose that that's their prerogative um as a whole but it should

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not be disclosed individually on their own. >> My last question is if the district faced a budget shortfall what would your priorities be for cuts versus protections? So [clears throat] the problem is is that uh it's not an

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easy answer. Um uh and without actually looking at the specific facts, the specific items um where people are suggesting to be cut. I really can't give an honest answer without having

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those facts in front of me. uh that would not be um a fair or just answer. Um every situation is different and you know whether it be you know sometimes uh people think oh just cut the support

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staff for the special education. I don't think that's a good idea and that would be my uh concern raised at a board meeting. Um u you know the special education uh department obviously requires a lot of resources and um we

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really need to do our best into providing those resources. So every situation can and will be different. So >> thank you. Those are my questions. Board members have questions. >> I had uh two questions for you. Um,

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everybody uses the word transparent and in my mind it's come to me nothing. Uh, when when people say transparent, I mean there's clearly some things that are uh proprietary, some things are not. But when you use the word, what does transparent mean to you? Um, I know

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folks have alleged that we're not transparent, but there's some information you simply can't share. >> That's correct. Um to me it is whatever is discussed in the uh certainly in the public meetings um you know that's

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public information that's of course transparent um the decision making that may go into that um whether that be at committee meetings um you know to me those committee meetings and those discussions with my fellow board members

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should I be appointed are confidential Um, and it's important in order to have a collaborative environment that your fellow board members can trust you with their opinions and their recommendations or their dissents. And I value that and

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so yes, there is a and gossiping and spreading rumors or even if it's true to damage a fellow board member um out of a political vendetta. Regrettably, we were in a political climate. Uh, you know,

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I've been in politics. You know, my father was a state legislator for 30 years. And, uh, >> was he the uh >> Oh, wow. >> Was that Bob? >> Yes. >> Wow. >> He, if I remember him correctly, he was a smoker. >> He [laughter] was. Yes, he was.

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>> No, the reason I remember that he was like one of the last holdouts. >> Yes, he was. Yes, [laughter] he was. Um, I would yell at him all the time, but um, so yeah. So, um, I learned a great deal from him and when he served in the

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legislature, there was a tremendous amount of bipartisanship. We're just not seeing that today. We're not seeing it in today's political climate. It is really tough to get things done. And it is because I think social media has a lot to do with it.

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the algorithms that you have a minority opinion, but now you think you're in the majority because you got all these likes and all these followers and now you're getting all these other feeds from minority. And then that falsity becomes truth

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and it's about getting you getting back at you and that's just terrible. It's just not the way to do business. you went over a little, but I just wanted to point out that our committee meetings are public and they are televised. And you know, one of the things we tried to

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do, especially when it comes to finance, is educate or at least and also get impact from um our community. Yeah. The the other question I had is uh we maybe have between 1500 and 2,000 new housing starts in the district. One of the

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things the board has been looking at and it occurs in Maryland and Virginia is educational impact statement um where if you're going to develop you need to you know factor how it would impact this school district. How how do you feel about that concept?

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>> So bringing in industry um is important but also protecting um public places is also important. Um you know uh overdevelopment we now see this very much heated the data centers

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um uh you know it there are pros and cons. It's not an easy um answer to what is best, but I feel that when you're doing development and whether or not

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Central Dolphin School District has a significant say as opposed to the local municipality, um I'm sure they do, but ultimately it's going to be the local municipality that has jurisdiction. Um that's where a schoolboard member on their own can come

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and advocate um that if a develop if a developer is going to come in you know what are you going to be able to give back um as far as resources sustainable wages um you know uh in order to um

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support uh the tax base and tax incentives. They're good. Sometimes they're abused as well. >> Other questions from board members. >> I do have one additional question. Um I

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don't know that I've we've had an opportunity to have someone who served on a school board in another school district um and in um come to us like this. So my question to you is from your service in Mount Carmel, um what are

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kind of the takeaways? What are the what are the things that you learned being a board member um in that school [clears throat] district that you would apply here? >> Sure. Well, I had a challenging school board. Uh and the reason is there were

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um at one point they were the majority, then they became the minority. All they cared about was the taxpayer. That is it. That is it. They could care less about the students well-being. They could care less about

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the educator's well-being, the administrator's well-being. It was all about always keeping the lowest property tax base practically in the Commonwealth of Pennsylvania. It was very very challenging but we were

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able to convince others that this is absolutely necessary. You're not serving on the school board solely for the taxpayers. You're so serving on the school board for these children, for these adolescents,

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for these very hardworking educators and administrators. So, um, I learned how to try to temper myself as much as possible, but I won't lie, some of the meetings were very

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heated, um, very well documented. Um and uh uh so but because of those actions a whole lot was able to be done um for the benefit not just of the students and the

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educators and administrators but for also the community. Um they wanted to close the swimming pool, fill it in with concrete. Um, I was able to, let alone keep the swimming pool open, open it up to the community and charge a minuscule

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fee to come swim in the wintertime. Um, and, uh, that was a very big success. Um, all our outdoor athletic facilities, um, for the most part were open to the public. That was not the case when I became a member of the school board.

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um you know, they ought to be able to reap the benefits of their tax dollars, you know, within reason. We didn't let people on the football field. Um but we had a turf track. Um we had tennis courts. Um we had them totally

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refurbished. Um and uh all sorts of other stuff. >> Okay. >> Thank you. Other questions from board members? >> Eric, thank you. We appreciate it. You're welcome to obviously stay and and uh so next up is uh Mr. Armor.

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Hello. >> Mic check. All right. >> You're good. You're good. Um, so I have a series of seven questions that I'm gonna ask you just like I asked everybody else, but if you just want to take a couple seconds and introduce yourself. Sure. Uh my name is Contra Armor. Uh I live at the Blue Meadows

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there, 5964 Omar Court. I am fortunate and grateful to be the afterchool network lead or the director uh of the PAN. Uh this is a a subdivision of the Central Suscoana Intermediate Unit. Uh so I'm pleased uh for this opportunity

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and uh let's get started. >> Awesome. So first question is why do you want to serve on the school board and what do you hope to accomplish? Why do I want to serve on a school board and what do I want to accomplish? Uh I want to take advantage of the opportunity right now. Um at my age,

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reflecting back missing some opportunities and not pursuing some opportunities, regret can settle in a little bit. So when I seen this opportunity actually uh come about in January of this year, I didn't fit the uh regional area that I resided in, but

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I was happy to see that uh region 3 opened up for a position. So um just my continued connection to the community, uh my current role as the director again of the statewide gives me a great systematic uh approach to uh education

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and learning experiences for young people. Uh, I'm a former graduate of the Central Dolphins School District, uh, way back in '92. Uh, I have three children, two that already graduated. My son's graduated in 16 and 18. I have my

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daughter that's going to graduate this year from Central Dolphin High School, class of 27. So, I'm trying to prepare myself in some way for this empty neester that's coming along. and uh continuing uh the work that I'm doing statewide I think really relates and uh

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can complement the central DA school district. Thank you. So what's your vision for this district in five years? >> Vision in five years. So when I think about the strength strengths of the Central Dolphin School

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District, I think about the young people, our students, um diverse uh population of students, uh policies that are currently set to support those young people, whether it's their educational experience, whether

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it's their physical or social emotional learning through equity and uh inclusion supports. Uh so I'd like to see that continue to grow as far as that diversity. And for that to happen, I think we have to do two things. Number

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one, we have to really um show the support for our educators in the district and our district administrators. Uh and I also think it'll be important um to tighten up our communication channels with our parents in the district. So in five years I'd

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like to see us grow in that manner to continue to be diverse to continue to uh include the community uh including those parents in conversations and guiding even policy. >> How do you view the board's responsibility versus that of the school

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administration? Where's the line? >> All right. So uh the school board uh fortunately and gratefully can elect the uh superintendent of the district. uh the superintendent is the one that will run those daily operations. So, I really

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think the board is in place to uh support policy that's introduced, amend policy that uh we feel fit for our students in our community. Um was there a second part to that >> just about the the responsibility of

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sort of between the school board and the administration and kind of where the line is on who does what, >> right? Uh so why I think in this room we know where a line might be but outside of this room it's important that we're showing unity amongst our school board, our educators, even the district

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administrators. Uh within the room um our lines still is support and unity for one another. Uh how we do that is continuing to collect data, assess that data, uh move forward with what works. Uh when something's not working, let's

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get rid of the dead horse theory. Let's not change the name. Let's not change the title. Let's do away with it and and get to the work that needs to make the change. >> School budgets are often the most contentious part of board work. How would you approach budget priorities

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when resources are limited? >> Great question because that's the elephant in the room. Um so looking forward to seeing what the state is going to do with the unconstitutional funding formula for public schools. I think that might drive uh how we're going to move forward with those budget

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crisis to keep up with the cost of living and other inflation costs. Um how do we continue to grow that? Um I think we got to be a little in innovative and look at maybe some other funding sources that could possibly help

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our school district and the community. I probably leave it at there. >> Okay. How would [clears throat] you handle a constituent who's upset about a school decision that contacts you directly? And then if it's would be a teacher that would contact you directly >> as a school board director.

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>> Yes. As a school board director. >> Right. Uh I think it would be definitely important to hear out uh the individual calling in or making a complaint. I think it would be important to also validate any feelings or concerns that that individual has. Um, at that point I

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think it would be a pause and bring it back to the larger group to the larger committee to talk about what those solutions could look like and then getting through those solutions or through that process following up uh with the individuals or the individuals

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with the complaints would probably be most important. How transparent do you believe this the board should be with the public and how would you handle sensitive personnel or student matters that require confidentiality? >> Can you say that again? >> Sure.

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>> How transparent do you believe the board should be with the public and how would you handle sensitive personnel or student matters that require confidentiality? >> All right. So, um transparency to the public. I think the Central Dolphin School District does a great job of that

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right now. with posting things on the uh website uh getting things to students and their families that are currently in the district or attend the school. Um so I think I would be a little immature for me to talk about what those transparencies or improvements could be

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for transparency without knowing all that is happening but what is coming out as a parent in the school district I feel connected. Um the second part of your question was >> just so how would you handle uh sensitive personnel or student matters that require confidentiality

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>> right so I think you we got to honor that the confidentiality I think that helps build the trust I think that will help build the relationships what will drive um that trust and um our progress in the district >> my last question is if the district

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faced a budget shortfall what would your priorities be for cuts versus protections >> cuts versus protection protection. Well, that's a tough conversation. I think it'll be important for us to continue to

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invest in our educators in the district and by doing that is making sure that we have the resources and the dollars budgeted for those uh educators in the district. Um, back to the innovative uh strategies to

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help uh balance the budget for the school district uh or what resources uh could be improved or what resources may be or could be eliminated. So again, I think a little premature until I really know the whole picture of the line items that's in the budget to talk about how

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we could um you know fill any uh deficits or or short shortings. >> Other questions from board members? >> You use the word innovation to what I'm the chairman of finance, so I'm exceptionally [clears throat] sensitive

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uh to financial issues. Um I and a lot of people don't know this but we have line item of the budget on the website for every budget we had so folks can take a look at it. I grant that it's not easy reading. Right.

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>> But when you say the word innovation, what does that mean to you? What do you see that we could do that we're not doing? >> Yeah. So that I again I will be a little premature to say what is not being done versus what I do see be done and being in support. When I'm thinking and

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speaking innovation, I'm thinking of things that we may not be in the moment thinking of. So, what does that sound or what that could look like? Innovation looks like bringing the public in the community into these spaces and hear their ideas. Innovation could look like

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um just opportunities or moving forward with solutions that we may not have done a year ago or even six months ago. So innovation in the sense that we always want to pay attention to how we can move forward. The last thing we want to say is that we always did it that way. So

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there's where uh Mr. Epstein um speaking of innovation. >> I go with Epstein but it's all right. Everybody makes that mistake. >> Sorry about that. Sorry about that. >> That's fine. Um are you familiar with the concept of PBIS? I didn't ask this. Have anybody else as a discipline tool?

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>> Uh >> you you may not. >> PBIS. >> Yeah. with the sampler. >> You know what I couldn't tell you? Peanut butter and >> PBIS. I'm thinking if that's something with the behavioral Yes. services. >> Yes. And it seemed like that this is I

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just was curious to get your take. I I'm I'm not a supporter. Some of the board are, but it basically incentivizes in my mind students to do what they should do without being incentivized. >> Right. So I guess the question in terms of discipline based on your experience

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um what what should we be doing or what can we employ uh because discipline is a challenge. >> Yeah, that's a layered question for sure. Um >> just take the first 10 layers. [laughter] >> Discipline. So I'm familiar with the MTT

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which is the multi-tier. >> Okay. uh for behavioral. I have some history in behavioral supports and providing uh classroom support for educators in the Harrisburg school district years and years ago. I moved into the community in the home with those. But behavior in the school, I

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think we just have to I think the district has to continue to be clear with the rules and the expectations of uh from the students when they enter the building. Now, I purposely said when they enter the building because that's not when uh things start or even stop.

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So, we really have to look at the whole child in our discipline. What are they into after school? What is happening at summer? What is happening at home? more importantly, what supports do those students have um that might be causing

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those behaviors to be, you know, out of control or cause um some type of disciplinary um have a disciplinary result. Um I think we need to have a little more youth voice or student voice in the

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rules and the regulations that are set for their expectations of their behavior. I think what we want from our students versus what they're able to provide to us uh could put a little bit of light on something that we could be missing as adults now that they could be

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going through uh in their personal or in their home life. So again, um really would like to look at the disciplinary policies in the district outside of that parent lens when you can't go to school with that on, but I'm talking more about the behavior when in school. Uh I just

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also want to note that the uh school culture and climate is a huge factor in our students meeting achievement. And I say that in knowing that when our students feel like they belong in a place, achievement starts to go through the roof. We've been working a little

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bit backwards for so many years making children feel like they have to achieve to belong. So, we want to kind of reverse that and I think that could uh support some of the disciplinary [clears throat and cough] challenges in the district and with our young people just overall.

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>> Thank you. >> You're welcome. >> Other questions from board members? >> Thank you so much. We appreciate it. >> Thank you. >> You're welcome. >> Thank you everyone. >> You're welcome to obviously stay in the room. All right. Uh next is Mr. Sherk. >> [cough]

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>> Hey, Mark. So, again, just to reiterate, I have a series of seven questions I'm going to ask you. It's the same questions that I've asked everybody. Um, and then we'll open it up to the board to to uh ask any additional questions or follow-ups that they might have. >> Okay. >> You want to just take a couple seconds, introduce yourself?

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>> Yeah. Hi, my name is Mark Sherk. Um, I live in uh Linglestown. Have two kids that recently graduated from the school district. My daughter just graduated. I've lived in the township since uh North Packin Township since 2004. >> Thanks. First question is, why do you

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want to serve on the school board and what do you hope to accomplish? >> Okay. Um, well, the common question in my house right now seems to be empty nesting since my daughter just graduated. And we've got that question posed to us a lot. What am I going to do now that I'm going to be an empty

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neester? Well, made me re-evaluate my wise. Why do I do what I do? Um, why do I serve in the current job that I serve in? Why do I advocate for people? Why do I do the things that I do? And it made me realize that I would this would be a dream come true to actually serve in

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this position. Um in 2004, my wife and I moved to the area. Uh got married, started our family. Um in 2008, my daughter was just four and a half months old and we had a catastro uh catastrophic fire in Linglestown. It's

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one of the worst fires in Linglestown history. If you talk to people from the fire department, it's was back Blue Mountain Parkway. We were young. Um, both of our parents lived, you know, two hours away and we were just really kind of to find, you know, setting our roots

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in this community. Well, what what an event. And I mean, it was an eye openener for me to see this community rise up and help us. I mean, the amount of support that we got, the donations, the people that just help people that they didn't know, um, was truly

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tremendous for me. And it really always made me want to give back, you know, pay it forward. You know, I just remember the kindness that people um, showed to us and um, I everything really since

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that time. I mean, I've always been, you know, in public health, public service, wanting to help people, but that really, really motivated me to, you know, make the connections that I needed, build bridges, help people, because you never know when you may need that support

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yourself. And that was just such an eye openener for me. This community, I mean, that that did more for me than what most people would would never realize. Uh, truly. Second question is what what's your vision for the district in five years

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>> to to keep grow you know to keep the innovation going to keep the education um funding all obviously is a a massive issue. Um how do we continue to do more with every all the costs going up the the cost of living's going up the cost

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of food cost of insurance cost of rent. So, how do we increase funding, you know, or or look at funding opportunities when actually funding isn't going up? You know, how do we continue to be more diverse as a school district? How do we look to do, you

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know, more with less, but also, you know, continue to meet the diverse needs of our district and just continue to um provide opportunities for people, advocate for people, give the best that we possibly can to our children because they are our future and just keep

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exploring, you know, what what's out there, what what can we do to be better. Um, innovation is something that's not going away. How could be how can we be more innovative? You know, obviously CO changed a lot of things in our society. So, you know, technology, I mean, I know

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the school district's made lots of strides with technology um since CO, but that's not going away. So, we need to continue to grow, you know, the technology and grow and and meet the diverse needs of our students.

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>> How do you view the board's responsibility versus that of the school administration? Where's the line? >> [clears throat] >> Well, the board, in my opinion, the board sets the policy. Um, the school leadership's job is to execute the

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policy and do and to take care of the day-to-day operations that are needed to operate a school district. So the school board, you know, [snorts] reviews policy, sets policy, recommends the best policy. Um, and then it's the school

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executive leadership to carry out that that that that policy. >> School budgets are often the most contentious part of board work. How would you approach budget priorities when resources are limited?

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>> A good question. I mean, I for me, I think you always got to be thinking outside the box. You always got to be sitting there thinking what other funding opportunities are out there. There's so many funding opportunities, grant opportunities that are out there. You just need to find the people that are motivated to go find what those

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opportunities are and then people that are really good at writing the grants to bring in the money. Um there are people that are really talented at grant writing and there's, you know, there are funding opportunities out there. you just need to be able to, you know, be motivated enough to to go for them and

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then to, you know, to be able to uh look for opportunities to bring the funding in. But the funding issues aren't going to go away. Um, you know, you know, I work for state government and I've we've not seen funding increases across the board to support big programs and we're

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constantly having to think outside the box. How can we do more with less? How can we, you know, go get grants? Is there opportunities out there to bring in more revenues and more funding? Um, so it is it is an area that I have experience in with funding.

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>> How would you handle a constituent who's upset about a school decision and contacts you directly about that? And then how would you handle it if it was a teacher? >> Chain of command. You got to follow a chain of command. That's, you know, you refer them back to the

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proper chain of command, the proper people to reach out to that, that person is not me. You you're polite, you're nice, you hear the concern to a degree, and then you give them the proper information that they need to be able to

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be heard and and and take care of the complaint. Same with the teacher. I would defer them back to their principal or their their the head of the department. start there. So, I'm a big I work for the Commonwealth, so I'm a big believer in the chain of command and

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follow following the chain of command. It's very important. >> How transparent do you believe the board should be with the public? And then how would you handle sensitive personnel or student matters that require confidentiality?

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>> So, I I spent a good bit of time on your website. I would say you're already very transparent. Um your your meetings are broadcasted on YouTube. There's a link there's links. Um everything was very visible and transparent. I felt like I I

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read through about a year's worth of minutes. Um familiarized myself. [laughter] >> You didn't say finance committee. >> Yes. >> Well, that alone would have taken >> with some I I mean I I honestly feel

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like that um transpar transparency is not an issue here. Um I was able to find everything very easily and go through everything and um you know locate things very easy. What was the second part of the question please? >> Sure. The second part was how would you handle sensitive personnel or student

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matters that require confidentiality >> keep them keep them confidential. I mean there's I'm sure there's a uh confidentiality statement or code of conduct things like that that you sign that you review. Um it's no different in my current job. Um, you know,

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confidential matters need to remain confidential. Um, period. There's no ifands, buts, ors about it. >> My last question is, if the district faced a budget shortfall, what would your priorities be for cuts versus protections?

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>> Can you repeat the question? >> Sure. If there was a budget shortfall, what would your priorities be for cuts versus protections? >> Well, I guess you really everywhere you you look at government um jobs, there's there is

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lowhanging fruit. So, I think the one of the first things you do is as a team establish what the possible lowhanging fruit is to pos make possible cuts. Um, that would be what what I would prioritize is looking where where is it that we can cut, where does it make

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sense, where does it have the less imp the least amount of impact. Obviously, you know, you you you hear schools or universities cutting school programs and things like that. That would not be an area that I would want to look at. You know, extracurricular activities,

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activities, sports, athletics, I think are very important um to our community. So, they're not areas that that I would look to cut, but you know, I would you really have to kind of take a look at everything and and just see and, you know, and try to locate where possible

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cuts could be made. It's it's not an easy task, but I think there's always a little bit of fat to trim if you look hard enough. >> Those are all my questions. Uh, board members questions. >> I have two public health questions for you because that seems to be your

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expertise. I don't think we did a good job during CO. I don't know that anybody did, but uh what would the lessons learned from how he handled co co how would you apply that to public school? >> Well, I think you've I think I think

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everyone's already done a good job with that. I mean, having the the remote learning, you know, we weren't set up for that before. I mean, the school days are a lost art. I mean, I used to I don't know about all of you, but I used to look forward to snow days home and

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being able to to do that. But co changed all that. So again, I mean, not just school districts, but really everyone needed to adapt to that. I mean, we weren't allowed going out in person. What I mean, we, you know, meetings were done on Zoom. So, we actually learned through co I feel like that we can

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actually, we don't necessarily have to be in person. Although I am a big I am a big proponent of being in person. And I feel like in so many ways we have lost that in-person kind of feel to things with, you know, through having Zoom meetings and being able to do everything

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remote. But I believe that um we're where we are because of co um but no one no one anticipated truly what how that was going to have an impact on us and we kind of learned as we went. Um and I think that was you

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know >> the result of where we are >> during co it was hard to get anybody to answer the phone at PTE and I think you know the community was split you know some people would have taken a different t than what we did I was actually referring to we have a social emotional

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learning deficit you know how to how to compensate for that the other thing that's kind of be a challenge for us is vaping um do you have any suggestions based on your experience how we could minimize vaping. It's amazing how that

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has uh just taken off, too. >> It's awful. Yeah. Uh early in my career, I worked in the substance abuse field. So, yeah, I mean that that's definitely a challenge. Um for sure. Um just detection. Um again, I think we're the school's doing what they can with the

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the detectors and the bathrooms and things. Um it's it's a really really really bad problem. So I feel like education for our students is is something that can you know always go a long way. Um just again just providing

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more education preventative education to uh you know have people not go down that path and then for ones that are you know some sort of help for that. I mean it's essentially they're they're addicted they have an addiction to nicotine or

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whatever they're vaping. So that's that's also needs to be taken into consideration. maybe maybe that child needs to be made have a referral made for some sort of addictions therapy or counseling to deal with that. It's it's it's quite challenging and then it's it's very addicting and then all their

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friends are doing it. So, it's a very it's a very tough um thing to kind of to to um address globally because there's so many people doing it now. It's become kind of the norm unfortunately.

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>> Other questions from board members? Thanks, Mark. >> Thank you, >> Mr. Raybeck. >> I was just think we have we got two people that are going to be empty nesters and we have a endangered species in our barn.

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They be able to work that out. Good evening. >> Good afternoon. How are you guys? >> Good. Um, so I have a series of seven questions I'm gonna ask you. It's the same questions I've asked everybody. We'll open it up to board members after that. Um, but if you just want to take a couple seconds and introduce yourself. >> Sure. My name is Matt Rayback. Uh, I

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have a daughter that just graduated from Central Dolphin. I have another daughter that's a sophomore at Central Dolphin High School. And my wife is a substitute teacher at uh, Central Dolphin as well. So, she's a building sub. I work with uh a media outlet. We do advertising. I'm

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in charge of the sales and revenue at the radio stations and digital and events that we do. Um been in this community for a long time and uh just looking to make a difference. >> Awesome. First question is why do you want to serve on the school board and

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what do you hope to accomplish? >> Well, I I want to serve on the school board in hopes to again be able to make a difference. I think there's definitely challenges at any school district and in any school and uh that's probably no different here. I'd like to be a part of it because again having a daughter that

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just graduated, another one that is still in the system and a wife that works in the district as a substitute teacher, um I'm kind of intimately familiar and in certain ways than some others might be to be able to hopefully make an impact and kind of have insight

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on the school district and the operations. >> What is your vision for this district in five years? >> Well, uh great question. Um, obviously, uh, balancing finances and that's

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obviously a tricky situation. I think technology is another evolving situation. So, I think as the district can continue to improve technology-wise, I think the district will be in a better position. Of course, with that comes budgetary concerns and the concerns of

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AI and and how do we achieve that by keeping balance and having the students still do that. um and be able to grow uh the district and be able to have it be a centerpiece for education and for people to be able to say Central Dolphin School District is a great place to send your

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kids and and have them be a part of the district. So, I think just to bring the community together and have them support Central Dolphin and um just kind of, you know, work out, I don't want to say the kinks, but hopefully make improvements every single day because you're not going to solve all the problems

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certainly in one year or in three years, but hopefully over time we can get the district into a much better position where it is versus even today. >> How do you view the board's responsibility versus that of the school administration? Where's the line? Uh

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yeah. So well the board's job is really just to do day-to-day um policy and enforcement and what what are the repercussions if um if things aren't followed um the procedures. But the

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board's job is not to um mandate the superintendent or the teachers to um to on the day-to-day uh enforcement or you know in the schools. The job of the board is really to set the procedures, implement those

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procedures, and then for the superintendent and the district to be able to execute on those to be able to improve things. Um, and certainly establish and maintain activities, anything that involves the district and what the policies are.

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School budgets are often the most contentious part of board work. How would you approach budget priorities when resources are limited? Yeah, that's where the tough decisions come in. Um, sometimes you got to make those tough decisions and sometimes you

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got to say no. Although you're pulled in one direction and there's groups that are advocating and trying to get you to go in one directions. Uh, unfortunately that's the part of this board. The nine members have to make those tough decisions. So you got to make cuts where

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it hopefully doesn't have a huge impact on the teachers as well as the students. But you got to be able to balance it with with the things that are absolutely necessary. So it's you got to make tough choices when you're in this position.

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>> How would you handle a constituent who's upset about a school decision and contacts you directly and then instead of a constituent, how about if it's a teacher? Well, I think in both those situations, um, I don't think it's a situation where

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obviously you want to have empathy for them and you want to be able to say to them, hey, I would invite you to the school board because standing alone individually, we shouldn't be making any decisions or probably having too many in-depth conversations on policy. Um

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that would be something where I think we just have to listen, empathize with them and invite them to the next school board hearing so that they can bring it up to the entire group. Doing it individually and could be misrepresented as representing the thoughts of the entire

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board. >> How transparent do you believe the board should be with the public and how would you handle sensitive personnel or student matters that require confidentiality? Well, I think transparency is key and uh I think there should be full

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transparency. Um as taxpayers, the uh the the public is certainly should be able to know what those uh issues are and the transparency. However, when it comes to sensitive employee issues, I think obviously we would need to check

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the legality of uh any type of thing that would be possibly sensitive personnel-wise. same way. Um I I mean you just have to follow the law and be careful because um if it's an HR issue that certainly could be a problem. So I

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think you have to uh check with council but also be transparent at the same time. >> My last question is if the district faced a budget shortfall, what would your priorities be for cuts versus protections?

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Well, I think some of the priorities would be technology for the kids. I think that's definitely important, especially in 2026 and where we're going. So, I think technology is probably something that needs to be protected. Um,

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you know, I think it would honestly come down to what are what what are the possibilities to eliminate versus the things to protect. But I think technology is one. I think teachers supporting teachers is very important. I know that teachers are burned out in

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many cases and stressed and uh obviously I think we want to try to support them as well. So I think protecting the teachers and the technology with students is probably the most important thing. As for what would you eliminate?

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Man, that's a tough one. [laughter] It's tough. I I I I wish I could give you a specific answer, but I I can. >> So, uh, open it up. Board members have any questions? >> How would your experience It looks like you're done a lot with public relations

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and communications. Um, how would that benefit the board? In other words, what are we not doing that we should do in terms of outreach and communicating? Well, I mean, obviously it's tough because we need the parents and the community to be involved and you you

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can't twist their arm and make them come to board hearings, but um certainly outreach is important. You know, in my position, um I've worked in broadcasting for a long time. I've also worked on the business end, so doing P&Ls, budgeting, expenses, all that stuff. I think that's

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something I can certainly bring to the board. Um, I also served on Girls on the Run, which I actually don't think is on my resume, but I was a board member for Girls on the Run for six years. I don't know how many of you are familiar with that program, but it is absolutely amazing. And there's also equivalencies,

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I believe, to Girls on the Run and what we do for girls in elementary and middle schools versus what you all do here every single day for all the students. Um, so I think outreach and just being out as much as possible to try to

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involve community engagement. It's tough though because I I realize there's some apathy and you got to try to overcome that to get people involved and engaged. >> So um the second part of that question is I'm not sure if you're aware we have a committee structure. Uh what committee

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do you think you would be most you could give the most to? >> So the committees are what? Finance, uh, technology, buildings and grounds. >> Oh, no. Technology. That's right. We go. Academic, finance, >> personel.

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>> Personnel, buildings, and grounds. >> Policy. >> Finance, of course, is paramount. [laughter] >> Don't let Is that your is that your department? >> Yeah. Yeah. >> Uh, listen, I, you know, I do a P&L. Um, so I I could probably do well in in the

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finance department. Um, certainly if you had an advertising or a public relations department, I'd probably do well in that one. But, uh, I think finance, I am kind of a numbers guy. If you ask my family, they tell me they tell you I'm pretty cheap. Um, but, um, I I think that would

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probably be the one that I could probably help out the most. >> Thank you. I call that frugal. >> I do as well. It's being smart. >> Yeah. >> I have a question. >> Go for it. Um, being that your wife is a substitute teacher in the district, what would you say her biggest concern is

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with the district right now? >> Oh boy. >> Don't go home now. [laughter] >> Uh, this is what they were afraid of. Um, I think I think the um the stress of the job um I don't think it's a secret.

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there's some behavioral issues with some students and that is obviously a struggle and the disruptions that come along with that. She loves her job. She loves the people she works with. She loves the students, but it's definitely, you know, there are times where she doesn't get a break during the whole

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day. I will also tell you that this district um there are other districts that pay significantly more to substitute teachers and I know that you know for some of the subs that go in and they have to deal with a lot of the

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stress and not getting a break except for maybe 30 minutes for lunch it's it's tough because you know especially when there's other districts where those breaks are built in or they are being paid more than what Central Dolphin pays. So, um, there are a lot of challenges, but a lot of those

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substitute teachers I know love what they do and they love the students and they love the the teachers that they work with every day. >> That's a good save. >> Thank you. >> Other questions from board members? >> I got a question with uh regard you

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know, you have a pretty high power position. Are you going to have enough time for all these committees? Because, you know, especially this one, this is a long one. Um and and you know there's there's times where you know I'm at four

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different days are committed to to different activities. So I just wanted to know do do you feel you can manage that? >> I do feel like I can manage that. Um you know in my position it is a full-time job and um you know kind of important to

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the position but the nice thing about sales is there's a lot of flexibility. So I do have some flexibility during the day. Certainly, I it can't be unreasonable amounts of flexibility, but you know, I have a daughter getting ready to go to the Pittsburgh area for college and I've got another one in high school who does some sports activities,

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so I do have the time and um I I'm I'm I don't sleep much. So, uh that's usually not a problem, but I know how to prioritize and manage my day and I'm I'm I'm kind of buttoned up on the details, so I don't foresee it being an issue.

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>> You're going to sleep less. I don't know how that's possible. I only usually get like three or four hours now. So, >> it's it's terrible. >> Sign of intelligence. >> Is that what it is? >> Yes, it is. [laughter] >> Absolutely. Einstein only slept for three hours. >> I love to sleep. >> Any any other questions from board

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members? >> Sign of intelligence. >> I'll take that. >> Matt, thank you. We appreciate it. >> Thank you. Thanks for your time. >> Appreciate it. So, that is the uh the last candidate uh that we have um scheduled to interview. Um, just a couple housekeeping notes. Number one,

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um, I'd like to thank all the candidates. Uh, number one, for your interest in serving in this role. Um, number two, for putting up with our questions, uh, this evening and, uh, answering them to the best of your abilities. Um, we appreciate your interest in Central Dolphin. We appreciate your support of Central

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Dolphin, and we appreciate your willingness to serve on this on this board. Um, I I would just note and and we've talked about this when when we've had other appointment meetings, um, this process is clunky. Um, this process is not the best. And so what you what will

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happen now is that board members will put forth a name for consideration and then we will roll call vote that name. Uh, if the person gets to five, then we're done and that person is appointed. You should not take a no vote as

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somebody that's against you. They may have another preferred candidate and they're voting no in the hopes to get to their candidate potentially in the next round. So again, it is not a perfect process. Um but it's the process that we have. So with that,

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>> can I just add a comment? >> Yeah, go. >> Look, five of you are not going to get the job. This is like a very cruel version of the dating game. And what I would say is 15 months from now there may be three positions up. So stay please stay plugged in because we've had

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a lot of success for this particular position for people um coming out and doing the interview. I I thought you were all really good candidates. Um and u I mean for me if just right around the corner is election >> board members.

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>> Mr. Jacobs. I would like to um nominate Mr. Sigot. >> I'll second it. >> We have a motion and a second for Michael Sigot to fill the vacancy. Miss McConnell, call the role. >> Mr. Jacobs? >> No. >> Mrs. Webster? >> Yes.

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>> Mrs. Bingaman? >> Yes. >> Mrs. Cavoli? >> Yes. >> Mr. Epstein? >> Yes. >> Mr. Garlic? >> Yes. >> Mr. Gordon? >> Yes. >> Mrs. Hanford. >> Yes.

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>> The motion passes with seven affirmative votes. >> Mr. Sick, congratulations. >> Y I'm going to need a ride home. [laughter] >> Again, um >> that initiation. >> Thank you to all the uh candidates and

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all the uh those that expressed interest and and went through the process. Uh we do uh greatly appreciate it. Um, moving to item 6E. This is the second of two opportunities for public speakers to address the board on

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non-aggenda items and we have no one signed up to speak. Moving to item seven, adjournment. Is there a motion? >> I was going to give uh Yes. >> Is there a second? >> Man, that is like my worst time. >> All those in favor signify by saying I. >> Andrea, you got to I opposed. Meeting

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adjourned.