The schoolboard work session begins in one minute. Please take your seats. Again, the school >> [music] [music] >> Heat. [music] [music] Hey, heat. Hey, heat.
>> [music] >> Good morning. I now call the December 1st, 2025 administrative briefing and work session of the Marian County School Board to order at 900 a.m. Please silence your electronic devices to avoid disturbing others. mirroring and modeling how our students begin each
day. I ask that you please pause with us for a moment of silence. Please join me. I will now read the board's commitment statement. We are the Marian County School District Leadership Team. When we come together to work, we are efficient, effective, and productive. Our three
most important characteristics are dedicated, transparent, and individually responsible. To work well together, we must demonstrate respect, confront reality, and be accountable. We will always put students first, and we will leave a legacy of success. I would like
to ask the school board attorney to explain the rules for the public workshop. Good morning, Attorney Powers. >> Good morning, and thank you, Madam Chair. This work session is a public meeting as defined in Florida's Sunshine Law. The board is dedicated to full transparency in its meetings and its
work. In compliance with the Sunshine Law, the board has adopted uniform meeting procedures, including the right for citizens to participate. The board will allow public comment during regarding any work session item listed on today's agenda at the appropriate
time. Speakers must fill out a request form located in the lobby and hand it to the board clerk. After the board and superintendent have completed their discussion on a particular agenda item, the board clerk will call the speaker's name in the order received. Each speaker will have
three minutes as required by the sunshine law. The board must maintain orderly conduct and proper decorum throughout its meeting. Speakers must be very careful not to violate the privacy rights of others, especially students and their family members, by mentioning names or other identifying information.
Thank you for your attention to these important rules. >> Miss Martinez Young, can you please provide the proof of publication for today's meeting? >> The notice for the December 1st, 2025 work session was published in the Ocala Gazette on November 21st, 2025. Proof of
publication has been attached to board docs under proof of publication. Thank you. And I want to welcome Mr. White House, our deputy superintendent, who's joining us today. Um, seeing as this is a board item, I'll kick it off if that's okay with you, Mr. White House. >> All right. So, we are here today to get
the results from our phase one of our um superintendent search. So, we have HYA here on the screen. Um, I guess Mr. Christian will be able to kind of show them to the audience as needed. They are here via Zoom. We are grateful for both of you to be here today. You can hear
us, right? Yes. Okay. Awesome. So, we are going to I'm going to kick it off to you all and then um if you guys want to go through the documents or however you want to lead us through this, that'd be great. >> We're prepared to uh go through the
three documents and to share an overview of each uh if with your permission. >> That sounds perfect. We'd love for you to get started. just let us know whichever one you want to start with and the board can um get make sure we have that document handy. >> Okay. Uh we'd begin with the uh uh
leadership profile report. >> All right. And then just for the work of today board, do you want to hold questions until the end of the each report? Yeah. So I think that's what we'll do team if that's okay. We'll go ahead and sit and listen to you all present and then we'll collect our questions for the
end of the first document. Okay, this uh this uh there are three documents uh and just to put them all into perspective. The leadership profile report that uh is up uh on screen now is a 37page document. The good news is
we're not going to go over all 37 pages. uh there are the first eight pages really serve as an executive summary and uh I'm just going to give a a little overview of that and then uh Stacy will uh come in and talk specifically about
the uh strengths uh that were uh shared uh by various stakeholder groups uh and she'll also share uh the challenges as well as the characteristics that uh were uh provided by the various stakeholder groups as far as desired characteristics
for the successor superintendent. As you look at the the overall document, we're pleased to report that uh we we interviewed or uh focused uh uh or had focus group meetings with uh 276
uh individuals or group uh or or combination of groups. Uh there were also uh 2,52 uh respondents to the survey. Now, we acknowledge some of those may overlap. Some people may have been in a focus
group and also uh completed uh the survey, but if you combine the two, there were a total of uh 2,328 responses. Uh important that uh we did have the opportunity to uh interview
individually uh each of you the the five uh elected members of the school board. Uh and then uh as you look at uh the uh at building level staff uh we had a high level of participation there from your building level staff administrators uh
leadership at the at the building levels uh and uh 23 from uh central office uh specifically uh cabinet members for a total ofund and uh 20 well a total actually of 241 when you combine those two numbers. uh staff uh other than
administrative staff. Uh a total of 672 when you combine the uh the the survey responses along with uh those that participated uh in the uh uh uh interview process. Uh we did interview the leadership uh from the collective
bargaining units and uh uh and as far as community, we were disappointed with the three community uh intake sessions. uh one in person, two virtual with a number there, but a total of uh uh uh 83 did respond to the survey for a total of 101
uh for support staff uh uh totally uh between the the two columns uh 576 and really the the one that excited us was the inperson with students uh 75 plus we didn't get an exact account uh
but uh and then uh 616 students students uh responding to the survey for a total of 691 students uh retired staff uh although uh not a great number uh there were 20 retired
staff that participated. So when you combine everything between the two columns uh as as I mentioned at the outset 2328 uh um uh intake u comments andor uh survey completed. Um
we we did find and this is important between the focus groups and the survey a lot of consistency. uh and um we do that to make sure that there's there's an inter uh inter later
uh response so that uh there there's we're able to make a a a comparison. I do want to just say that uh when when you look at this, we did try to run a few tea tests uh very difficult because of of the the selection process and how
people elected to participate. But we just want to emphasize that al although we're very confident in the data, it's not a scientific sampling uh and and it shouldn't necessarily be viewed as representing a majority opinion of each
of the groups we talk to. But we did include anything that we thought was important uh that the board should be aware of uh in in all three documents, but in this one uh in particular. Uh we also note that there were uh some loud
voices that might not necessarily always uh represent uh the uh uh the the uh entire group or maybe a a silent a more silent uh majority. But overall uh very pleased with uh the participation and
and the level. Uh with that, Stacy, if you'll jump into the specifics. Uh take it from there, please. >> Sure. Good morning everyone. Uh great to see you all again. Um I'm not going to read as uh my colleague and spouse has
indicated. We're not going to read this verbatim, but I will go over the highlights of the strengths and the challenges. And I think in both cases um there's probably no surprises here um to anyone um in in the room. Um first and
foremost uh as a strength of the district and quite frankly of the community at large um was the strong community uh culture. Um it has been described as close-knit um having strong family values. um fam
uh families and community engaged. Um much school high level of school pride and uh definitely a place where people want to live and raised their families as um was also indicated by the multi-generations or those who um may
have gone away when they went to college and have come back to raise their families. Um we see that as just um permeating throughout all of the um focus groups that we uh conducted uh in including um those the students who
enjoy uh growing up there and enjoy their um time in the district as well and also seeing that the community is highly engaged. Um I will also add this is not a verbatim but someone um indicated in one of the sessions that um
in as much as the county is growing and in some ways ways changing that they felt that the their school and their community their school district and community was very welcoming. Right? they there's this sense that everyone
has a place um and that they embrace this um changing albeit as we'll see in the uh challenges that might be one of the greatest challenges um but that everyone uh was welcome and that um that
the community at large is uh very much one of those um belonging types of communities. Um with that comes the dedicated and high quality staff. Um heard over and over and over again and in addition to all of the focus groups
in particular the students um that just the staff is dedicated. Now, um we will see as part of our challenges that keeping staff might be one of those greater challenges, but those staff that are in the schools um at whatever level,
whether it be teaching or uh leadership or support staff, that they are dedicated to the students first and foremost. and that that is um definitely embraced um by all of the parents and um and the community at large. So as you'll
see in one of the comments that they regard the staff as amazing um and that the next one will align with regard to um uh your strengths is that visible and improving leadership and communication. Um in particular they are
seeing that this one team one mission focus is permeating throughout the district. Um there definitely is been this change of late um crediting the current interim um leadership team that
is in place. um and that the leadership team is visible, approachable, um that they have begun to know people's names, which we saw heard uh in different areas and focus groups that that's really
important. um that they are um definitely engaged not only just in the district but in the community events and are open to um in uh communication um both uh two ways not just a top- down
approach. Then the diverse student opportunities and programs um certainly is becoming more and more with that visibility um out there uh in the community as well as throughout the district. Um the students also indicated
that there was um lots of opportunities for them. I think there's a desire for more. But uh with that being said, whether it be the uh IB program, the uh Cambridge program, and in particular, the CTE programs are getting much more
visibility. Now, there's always again a a place for more and more communication about all the different opportunities, especially along those um groups that may not be as um involved or engaged in the district activities. How do you
connect with all students across? But certainly um it was acknowledged that there are opportunities across the district uh for students and then the growth in the economic opportunity which um will go handinhand with some of the
challenges is that um again that embracing of the changes that are happening that Marian County is growing. More people are moving there. they find it to be a great place to live and to work and to uh raise a family and or to stay, right? There's no reason to leave
even if your family has uh grown and maybe not be in the county. Um there there's certainly um great reasons to be a part of this community and that in particular there's economic opportunity. Um with that we'll move into some of the
challenges. um you will see that some of them some of your strengths are some of your challenges. And with that rapid growth, first and foremost, it was clearly acknowledged that the financial stability and the ability to keep up the
ability to maintain especially in light of some of the uh funding losses from the state are in play and um that is well known throughout the county. Um it clearly was um a a point that rose um
through most of the focus groups uh about the financial challenges that the county currently has um with regard to the school district and will continue h to have especially as the growth c occurs and this imbalanced growth where there's growth in one area of the county
and not in the other. So that accessibility and that equity across the board in all parts of the district will certainly be um top of mind uh as you progress through the future. Um with these constraints, the infrastructure strains where you're growing in one area
and having to build schools as well as maintaining other schools that may be in need of repair or new facilities where there might not be the same amount of growth occurring. And so there becomes uh a high need to focus on resource alloc allocation and that equity across
the school district. Um staff, the amazing staff that you have, the dedicated staff that you have. There's also an acknowledgment though on the other side that there are some shortages and that there's turnovers and some of it is just um embedded in the competitive compensation. How does
Marian County compete uh with surrounding counties, especially coastal counties that may offer a um a better compensation package um for the staff across the board, whether it be teaching or support staff? And so that will be a
high priority um as you move forward um in this uh with the new leadership. Um [clears throat] student discipline and behavior was voiced. Um this has um what come came up with students and teachers
reporting um different um issues whether it be the consistency and or challenges of keeping uh the discipline consequences consistent across schools and across the district. In some cases,
it's seen as being too punitive and in other cases um not uh consequences are not offered as they should be. Um depending upon who you speak to. Certainly worthy of delving into more of those um challenges with regard to uh
behavioral issues in the district. Now to move along um with regard to the staff um the trust morale and internal support was very much voiced that there is a um a history here or uh some longterm
embedded uh low morale that has um pretty much cut across the district. um and that there seems to be a calling for this time of healing um within the um count uh within the county district um
and really feeling respected as I mentioned with regard to the visibility and this kind of change that has happened with this current internal team that some of that has been occurring and that it's important that staff be
recognized that they uh that their names are known um by leadership Certainly they're known within the building but outside in that central office becomes critical and that valuing their voice in particular and that they
have said they um were asked for input but when they don't get any response to the input um whether or not it was accepted or not seems to be not the concern just that they want to feel heard in that respond um when input is
offered and that if they do speak out, there's this um that there might be some uh retribution, some repercussions, some retaliation um if they voice a dissenting voice uh in some of their input. So um again something to look at
but also it as I mentioned before there is a feeling that some of that might be changing that the tides may be changing. Um and then um the last one is um this external uh and political pressures. Those things that are coming down by the
state which were referred to as Tallahassee issues um seems to be for some of the focus group members at odds with public education, right? And this is creating some of those financial um uh challenges. Again, none of these um
different areas or topic areas uh within challenges live alone, right? Um and so there's that overlapping and that the community influence um the lingering um disposition that the community can weigh in on in all the decisions that are made
um sometimes it's viewed as detrimental um and that to some of the staff. So that balance that needs to be struck between uh receiving input offering the rationale for decisions that are made um whether or not it's accepted or not but
definitely um having that two-way communication uh seems to be important but noted [clears throat] um that is a a priority with regard to challenges for the successor superintendent. Um so with that that concludes um u the
strengths and the challenges um that were offered and uh Bill do you want to take it over for any questions that we might that there may be with regard to this document? Uh yes. Uh but just to point out that the remaining part of the
document from page eight on are the actual comments uh made uh and they're they're bucketed as strengths, challenges, um characteristics uh desired in the next superintendent. And then any comments that were made that
may not have fit into one of those categories or that may have shed more light on information about the district andor the county. Uh we strongly suggest that those comments uh be used uh when
the transition uh is made uh or uh even uh if something is made permanent in terms of uh your current team uh that they be used uh in uh uh setting goals and uh reviewing uh the the the vision
for uh the next two to five years. But certainly at this point if there are any questions on this document uh we'll try to respond. >> Perfect. Thank you all. Um I'm going to give it over to the board. What questions does the board have about this particular document? I know I have one,
but I'll reserve it and and see what others the board may have. Okay, I can go first. So, I just have a quick question because as I was going through the different groups from the focus group questions that you have outlined starting about, I
don't know, page 10 or nine or so, one of the questions that I think was included in all of the focus group questions was, is there anyone you think would be a good fit or should apply for the job? But I don't see that written as one of the other four questions are kind of written here, but that fifth question
was not included as um part of your narrative. Uh we we deliberately do not include uh the names of people uh and we asked we always ask the question is there anyone out there who may be highly qualified
that we should reach out to uh and uh there were uh a number of names that came up uh and uh we do not use that or take that as a poll. Uh we're not polling. We're looking for characteristics.
Um I I will say that um there there were uh former employees that names that came up as well as the the current um interim superintendent whose name came up uh a number of times. >> Okay. >> But we don't use that or we don't
collect that as polling data. uh we simply uh use it to make sure that uh if an application goes out there that those individuals are aware of of the process and how to apply for the position. >> Understood. Okay. Thank you for that clarification.
>> Board. Is there any other questions about this document? >> I don't have any. >> Okay. Dr. Campbell. >> No questions. I I have commentary but it's not necessary. Okay. Uh before we move on, I just would like
to give a shout out to those who helped organize the focus groups uh before move we move on to the next one. So Mr. Christian and Mr. White House and um uh your administrative assistant Elena Martinez Young were just instrumental in
uh putting together the schedule and all of the invitations that went out and in particular the followup um that was necessary in order to move the needle and soliciting and getting some of the uh in particular the survey results um that were um offered. So uh kudos to
them. I just wanted to make sure we acknowledge them. Yes, they they were tasked the board tasked them with a pretty expeditious timeline and they all worked very quickly to make sure we got that taken care of. Uh and so thank you for acknowledging their effort there. It was it was a heavy lift and they did a
wonderful job. I think I see uh board member Cummings maybe potentially has a comment. >> So ma'am Madam Chair, thank you. Um to this um to this company is I'm looking at the um the participation in the survey groups.
Is this the standard? Is this kind of the the the sweet spot for participation in in a survey like this in the size count county of this size, district of this size?
>> Bill uh board uh uh member Cummings is asking about the survey. Do you want to just move into that? He in particular is asking about the numbers, the results um in comparison to other uh county districts of that s of their size. >> And we can transition to the survey
report. Board member Cummings, that can be the next one we discuss. Is that what you're looking to >> Oh, >> okay. >> I'm I'm looking at that first group with stakeholders and that participation because those numbers seem kind of low to me for a county this size. Are you
looking at page two of the document? >> Yes. >> So, I think he's referencing the 2,000 individuals who participated in the survey. Is that right, Reverend Cummings? >> Yes. >> Is that a traditional response rate um
that you would see? Typically >> the the typically uh the the largest group that responds uh are parents or guardians of current students. Uh then the the next largest group that responds uh is is generally um uh staff. Uh and
and then if if students are involved as they were here uh that would be the next largest or sometimes can be the largest group uh since they would represent uh internal stakeholders being being the largest there. in comparison to other
districts of similar size um a little lower uh in terms of total numbers uh than than uh we we like to see. uh things uh began very slowly. Once uh we completed uh the second round of u
community meetings although not well attended. Uh that seemed to trigger a lot more interest and then uh uh we know that uh staff in particular uh really then started pushing the survey out. Uh and uh the response uh during the last
uh seven days of the survey were significant. Uh but in terms of uh if you were to take a county uh of this of the size uh uh a little on the low side, but uh overall we think uh when you
compare the two uh some very good responses. >> Okay. Because you said the community the community meetings were not as attended. They were not that well. They didn't go that well. Correct. And because that's where I'm having the issue at where I'm
I'm I've heard that already through the community that the community meetings were not well attended or were not wellreceived and then I look at this report and I see um I see nothing. So that's why I asked that question.
Well, with a community um we we find a a couple of variables. uh if people are really really unhappy uh they come out uh if there's an issue they come out. So on one hand if the the
community participation is is lower that external uh community is is lower uh it generally would indicate to us that people are overall satisfied with with the school district and and what's happening. Could it be that and I want
to I would like to ask could it be another variable that it may not have been communicated as well uh about the community meetings because that's what I get that's what I'm consistently hearing. Have you heard you haven't heard any of that?
>> Bill, did you hear him? >> Uh no I I >> Yeah, I'm sorry we didn't hear um >> I can clarify what his question was. Is there a potential that the lack of participation was due to um a absence of proper communication to make sure that
people were aware of the community meetings? >> Um it is my understanding that they pulled out um all the all the stops were pulled out to get the word out and we did uh sessions on different dates and on different times as it fit into the
calendar. uh given all the other activities that are happening in the school district as well as in the community at the time that we're doing those sessions. So I know the um you know the team really did their best to
schedule them appropriately to get the word out to send out information on that uh that they were occurring. So in my you know from our perspective everything that could be done was done in order to spread the word um about the sessions
and that there were both the uh inerson and the virtual sessions um that occurred. The only other thing it it may be an indicator of uh is that uh the how
people receive and respond to information may be something that that looks at as as we look at and as uh with clients all the time, how are people responding and what do they respond to? Uh but as far as uh the team and and
putting this out uh uh we believe every effort was made and that um uh it's simply an indication that uh uh people are overall u pleased with what's happening. >> Thank you. is Reverend Cummings. Is that
>> Oh, that's that does that doesn't satisfy that's not satisfying. That answer is not satisfying to me. But we'll move on. >> Board member Thor, >> just wanted to share uh board member Cummings, we were advised before the meeting started that you have to have
your microphone about two inches from your mouth for them to be able to hear you. >> Oh, okay. >> Can y'all hear me now? >> Yes. [clears throat] Uh, and I I will note every opportunity I was um I was at the town hall on the north end while the
survey was still open and it was mentioned in there. And there was a couple different community events where we were um engaged in the community and it was always mentioned while we were engaged with the community there. So I I can definitely speak to that, but understand your um hesitation there,
Reverend Cummings. Board, is there any other comments from the board regarding the first document right now? Okay. Well, uh, what would the be the next document you guys would like to transition to? Um, team, do you want to do the survey results?
>> Sure. >> Okay. >> All right. As we look at the at the survey results, uh, Stacy, can you go back to uh the the P? That's it. Yes. I I'm just going to go through an overview and then if you'd like to focus on any
of the specific responses, we certainly uh can discuss those and compare the the groups. But as we're looking at uh page two of the document, uh the the survey is based on HYA superintendent leadership standards uh across four
domains. Uh their vision and values, teaching and learning, community engagement, and management. uh as already mentioned there were over 2,000 stakeholders that responded and then the largest participating groups well your
uh staff uh uh in this case and and you'll note that I mentioned in in response to the question usually parents and guardians would be the highest response but uh if you look at at at the the numbers when we look at those
specifically uh the staff non-administrators represented 32 2.1% or 658 of the of the total number. Uh students uh uh represented uh 30% of the respondents uh
or 6uh 16 and parents and guardians uh represented 26.9% and that was 552. So as as we look uh and Stacy go back to page three please. uh as we look at uh
an executive summary uh the the district strengths and and as as you'll note from what Stacy reported on um now very specifically uh district schools are safe u under teaching and learning. Uh
the next strength uh the district engages in diverse uh racial, culture and socioeconomic groups. Uh and engages with uh again community engagement. Uh the district employs effective teachers,
administrators, and support staff. Uh management. Uh the district engages uh the community as a partner. Community engagement. Uh and then uh in in terms of the the next uh strength uh the district offers a clear and compelling
shared vision, vision and values. Now if you take those and then superimpose them on what people said uh when we get to uh the superintendent qualities again the most frequently selected characteristics
uh from that group foster a positive professional climate of mutual trust and respect. Recruit, employ, and retain effective personnel. Be an effective manager of district finances in operation. be visible in the
schools and community, actively engage with stakeholders, then understand and be sensitive to the needs of diverse student populations. So, as we as we we look at the overview, let's go to page six and look at the key
findings. And this was based on a liyker scale of one to five with uh the the the positive being reported as agree or strongly agree which would be a four and a five.
So uh we we saw in terms of patterns administrators uh consistently rated the district the highest across the board. Uh students and community business members rated the district lowest across all categories. But what were the
highest rated items? Well, the highest overall was school safety at 54%. Uh engagement with diverse groups 51%. Uh effective uh staff employment 51%.
Um community partnerships 50% and a clear vision 49%. They were the highest overall. If you look at the lowest rated items, AI integration into the classroom just 21%.
Use of AI tools for learning just 26% across the board. Uh addressing social and emotional needs 34% uh and fiscal responsibility 36%. So they're overall patterns. But then we
we we looked at each of the categories and uh and looked at agree strongly agree. Well, if you looked at vision and values across the board, there was a range of 42 to 49%. Uh teaching and learning mixed with
safety ranking highest, AI uh and readiness uh uh indicators low. And that readiness was in reference to grades K through 12 and students being prepared to move beyond that point. Uh community
engagement um [snorts] stronger ratings but especially around partnership uh and uh the diversity of engagement and then management kind of mo uh moderate uh with staffing and accountability rated
higher than finances and AI use. So they they they were those categories. Uh and again just but while while sticking with the overview uh Stacy we go to page seven uh leadership profile. [snorts]
When you you look at the the leadership profile report and we'll go back and we'll look by category. Uh most important characteristics overall at 51% foster a climate of trust and respect.
uh 41% recruit retain effective personnel. Uh 36% manage finances and operation effect uh operations effectively and at 36% be visible engaged with the community. If we go
down the list uh the next level in in at 35% would be understanding diverse student needs. Uh 32% provide a clear compelling vision. 28% uh provide transparent communication and at 25% use
measurable research-based student outcome practices. Little surprised that that one was uh uh at at the lower end. So if again if we look at the notable differences between groups well administrators prioritized trust, high
expectations and communications, parents emphasized personal quality and diversity sensitivity. Students uh uh rank visibility and understanding diverse student needs higher than any other group.
Community members valued research-based outcomes and recruiting effective staff. And retired staff, although only 20, strongly favored diversity, sensitivity, and superintendent visibility. So if you if you take, you know, what
are the key takeaways as you look at at the survey? Well, Stacy mentioned this right at at at the very beginning uh in in terms of the leadership profile report. Now, what are the takeaways from the the survey? Culture matters most.
The single uh strongest consensus uh the next superintendent must [clears throat] build trust, respect, and positive professional climate. The the next takeaway, human capital is a priority. Stakeholders want strong recruitment,
retention, and staffing strategies. Operational competency is essential. Fiscal and operational management were amongst the top straits uh traits across the board. Visibility and engagement are expected. Uh the community wants a
leader who is present and uh and interactive across uh the the the school district. Diversity uh uh and and inclusion remains central uh and that understanding diverse student needs ranked highest across most groups. And
then AI readiness is identified as a weakness. Very low confidence across all groups. Uh and AI this suggest uh the suggestion is that this could be a major priority. So that's that's the the
overview. Now as as we look at the leadership profile uh in in in detail uh you can see with the blue lines every group across the the board foster a positive professional climate of mutual
trust and respect and you can look by category uh you know uh and and see for instance if you look at staff what their four priorities were. Again, these can be used when you do uh transition work
uh with the current team or with any changes that may be made uh in the future. So, that's that's an overview without getting into the the specifics of each uh item unless there is unless there are questions on each.
>> Thank you very much. board questions, comments, concerns about the survey data. >> I don't have a question as much as it's it's commentary really and and I know that the that we kind of skipped over page
four because we went to more of the compilation information, but I think page four tells a very interesting story. in looking at the differences in how our staff views Marian County Public Schools
versus how parents and the community members are viewing Marian County Public Schools. I think that tells a really bold picture for what we need to consider understanding that community members made up a small portion of this
survey and we understand that um to Dr. Adam's point, sometimes those who are most disgruntled are the ones who are going to participate. So perhaps that also is what we're looking at here, but there does seem to be a significant discrepancy in the opinion of Marian
County Public Schools across this spectrum. And again, I know that we we kind of skipped over this because we did go to more of the compilation results. The other thing that was, I guess, shocking to me is showing how low the
percentages are on people's confidence in our fiscal responsibility because that also speaks to this board because that's our job. So, this isn't so much a reflection on what we're looking at for a new superintendent as much as it is on
work we need to do regardless of who's sitting in that seat and any one of these seats that we have to tell our story better. And I know Reverend Cummings was speaking to communication about how people were participating in all of this. And um I I think there's
there's just a really big picture on communication uh when some when we're looking at some of this. So those are just anecdotal thoughts that was this was the most glaring information of all of these results that we saw uh was to show me the the discrepancy and the
differences and how our staff views the work we're doing in comparison to how everybody else does. So >> thank you board member Campbell. Um, I would have to agree. I think regardless of how all of this goes, this
information is so valuable because the survey results specifically, I believe, lend themselves to provide feedback and structure not just for staff and our superintendent, but also for the way the of the work of the board. I do think
it's important to take into context recent past events that that then shift all of our memories when we are when we are answering something about reflection. So, we just had a really hard summer with a pretty significant
budget shortfall and that had impacts on pretty much the entire district. And so, I could see why a community member or student or parent otherwise would say they have concerns about our fiscal
management because when you look at, well, how did you get yourself into a $64 million shortfall? That's a very valid question. Um, and we worked through that as a board and landed at a budget we were able to adopt. But I certainly acknowledge that
there would be hesitation or question about that. Absolutely. And I think what is going to be I know for me for for myself as a board member, my hope and my plan is that when we go into this next budget cycle beyond the legislative
because there's there's things we can't control, right? We we all acknowledge that the legislature writed us to budget late and that's why we were so far behind. And but the reality is we were still spending too much money because they gave us what they gave us. And so my hope is that as we go into
sightbased budgeting next year, which I think is already I mean Dr. Campbell, you've been a champion of that for six years. So, as we go into sitebased budgeting, we are already going to be putting ourselves in, I think, a different position than we've ever been before because schools will have to
start taking some ownership of acknowledging what resources they can spend and what resources they can't spend. So, I just I felt it important to at least acknowledge that that particular component is probably heartburn left over from a not so recent past summer where we had to really make
some significant cuts. Dr. Campbell, >> thank you. And the the other piece that I saw here as well was I'm I'm going to call it a misnomer, but the $64 million shortfall to your point, Chair James,
was that we were spending too much money and we just kind of were some of that was the holdover from Esser and what all we put into place at that time. However, there also was surveyed data that basically says people believe that that $64 million shortfall was because of the
family empowerment scholarship. And that's not actually accurate. And so I thought that was really fascinating as well, that that's what everybody thinks that is the challenge and it actually isn't because that money we wouldn't have gotten anyway. And and so yes, the
state is certainly funding family empowerment scholarships, but that's not the cause of our $64 million shortfall at all. But the perception again telling our story everybody believes and that was consistent in here. They believe
that that's why we were short and that's not accurate. So um nevertheless I there there is very telling information in this and so grateful for going through this process having an independent third party helping us with how the information could be given to us and the
different populations of folks that would participate. But it it really has been telling for me to see what the perceptions are versus actually what reality is. Well, and I just want to say I would love to be able to do something like this again in 18 months to two
years regardless of who superintendent is as a way to almost kind of metric pulse the same exact data to see are we improving because I think that's the only way you really know if you're improving is if you keep all the apples the same and you reassess it and you see
are we improving in some of these metrics because I agree I think we've done so much work in the last six months or so on our telling our story. And so as we continue to strengthen that over the next two years and really tell a positive story, what will then these results look like? Is there any other
board members who have comments about the survey? >> Board member Thor. No. >> Um [clears throat] I'll just say that all of this needs to be taken with a few
grains of salt. Um, what's interesting, you know, the more informed you are about what goes on in our school system, the more you're on target with what the challenges are and what the successes
are. It's interesting to me that just five days ago, um, our finance department once again earned the highest possible honor when it comes to public accountability and transparency. And this is for the 25th consecutive year.
And I put that on Facebook for a reason because that's where people go for information whether accurate or inaccurate. >> And the apples uh change. You know, we're not going to have the same people,
the same programs, the same mandates next year, let alone 18 months or two years from now. So what it really comes down to in my opinion is um being responsive and continuing to
build trust in the dynamic situation that is ever changing that we currently uh have a responsibility as a board um largely you know to manage. Um,
we have tremendous change going on. Uh, it's it's well out there to board member Campbell's point that there are students that we're not getting paid for. Nobody knew where they were. [laughter]
I'm very glad to see legislation coming forward to begin to rein in that situation. Um, I think what this survey shows to me more than anything else is the the level of of uncertainty and and
the need for very clear and precise information on an ongoing basis, which I think that we have done an amazing job as as a district and as a board over the last well, we'll just call it in 2020 because when COVID hit, the need for
communication that was in the moment and accurate it became an emergency. That's what it was. It was an emergency. So, so we've gotten better at at getting our message out there and and and people are listening. Uh it's it is disappointing to me um that out of hundreds of
thousands of people that make up Marian County and hundreds of thousands of people that seem to communicate on social media uh many times throughout a day, uh we're we're not hearing from. Um, I think that's typical and it's and
it's a shame. Uh, society I will continue to maintain needs to shift. What we're experiencing now is not normal. Um, but we have to navigate through it. Um, regardless and and that's what we're doing. I too have some
very interesting takeaways, some of which I already shared. Um, I think that there is uh the folks that are going to respond to a survey like this are the ones that have a vested interest in in managing and controlling and having
input on what happens in our schools for whatever purpose. It may be for what's best for kids, which is what I always default to. Of course, they're responding because of what's best for kids. And in the end, you know, building schools and and continuing to become more sophisticated in everything that we
do is what's best for kids. But I will just end by saying that the folks that are working hard every day to make a paycheck um probably aren't the ones that are thoughtfully responding
in mass to this survey. So that's what I'm seeing. That's all I >> Thank you, board member Thor. Anything from Reverend Cummings or Board Member Conrad right now? >> Okay, go ahead. >> I'll just share. It's it's commentary,
so I waited I just waited to the end. Um I will say when I looked at the survey results, um thankfully there weren't a lot of huge surprises. I feel very in touch with what um we need um what our schools need, what
the district needs. Um but I also um I felt a little disappointed as se several of you have shared but I also think it represents the challenges that we face not just as a district but as a state and as a nation. um the lack of
engagement that we feel in the classroom um throughout the district and state is something that um we're facing daily. And so when I look at the lack of participation um in the survey, we had groups of even our own staff that didn't
participate. You know, nothing from our bus drivers, custodians, or cafeteria staff. And we know that we we hear a lot from that group. And we hear a lot on social media. That's an area um that we know needs improvement. Nothing from elected officials or
appointed officials. We only had one response from nonprofit which we know we have I feel as a board member we have great relationships um with our nonprofit and then nothing either from our faith-based um partners. So um
disappointed in some of these response but again also some of the challenges that we face as people are somewhat disengaged from the work at the community level. So um that's really all I have at this time. >> And if I could just to clarify if
because I completed the survey as a parent myself um if you represent multiple subgroups or identified groups you could only select one. Is that correct? So, if you were a parent, you could only be a parent.
>> You you could only select uh the the directions on the survey said that if you represent more than one group, select the one that you feel that you mo you're most associated with. The example for that could be a teacher and who is
also a parent. >> How would you identify? >> Uh so, but they can only select one. Understood. Understood. And so there there may have been representation from um other groups that potentially felt their more their most prominent role was
a parent. I know for me that was that is my most prominent role. Um regardless of all the hats I wear, being a a parent is my number one, which is how I why I responded the way I responded. So um and Reverend Cummings, did you have anything to add right now? Okay. Um, well then I
think we are ready to move on to the final document, the two-page document if that's okay. >> Okay, we're going to address uh this in in two ways because this really to us is the most important document that results
from the other two. Uh, this document can be used if you were to continue the superintendent search. It can be used uh as uh an evaluation tool for uh uh current leadership. Uh it can be used uh
to uh assist with uh any uh job description that that you're developing. So what I'm going to do initially is provide about a 2 and a half minute overview and then we'll go into some of the uh specific categories. So as as you
look at the desired characteristics of the successor superintendent, they center on a strong, visible, people focused leadership, uh stakeholders consistently uh uh sought an authentic, humble and approachable. What we heard
uh actually from several different people that coined a term and and including one of you chief people officer who can uh who can uh be a trust builder and relationship builder across the entire district. The leader must
value uh all employees listen intently to input empower their team. Uh the leader must uh value all employees uh listen intently to input uh and um uh and and and make sure people are are
feel they've been heard and that it's just not lip service. Uh they should be committed to the long-term success uh of the county avoiding uh the perception uh that they're using this position as a stepping stone. uh must possess the
ability to identify and mentor and grow leaders from within. This seemed to be very important ac across the board. Uh they wanted an exceptional communicator who is transparent. Uh that just seemed to be non-negotiable. Uh it was felt
that the successor superintendent is expected to be uh an outstanding communicator at all levels. uh and can demonstrate honesty uh uh and openness uh particularly with transparency behind the decision-making process. The why
being very important. Um core requirement is fiscal acumen and uh strong strategic thinking uh and the ability uh to manage the district's uh financial uh challenges. Uh there was
specific mention uh and uh we've included it when we we uh look at that that specific one uh to the the the voucher program and its impact and the ability uh to address those those issues
perhaps not only in Tallahassee but locally uh and and finding out the why uh some students might be lost to vouchers. Uh finally uh the the candidate must show a commitment to advoc advocacy for the district and again at all levels. Um they there there
was no question about u a strong curriculum and instruction background and a K12 perspective. Uh and then uh as I mentioned earlier uh the ability to focus on uh some of the um uh rising academic standards as well as some of
the early childhood education. So as we we look at the document itself uh people focused visionary leader with strong communication financial and relationship building skills there are five target areas there uh leadership trust and
people focus communication and transparency uh strategic management and fiscal acumen uh commitment to advocacy and community understanding uh and the fifth area uh ex uh educational expertise. So
uh Stacy go back to the top and as we look at this first bucket trust builder and relationship builder and then if you take the next three all interrelated in terms of style of of leadership and we
lump th those three together uh because four of the 15 subcategories are included under leadership, trust and people focus. And then as you look at uh communication and transparency specifically there are three of the 15
items there and we looked at in particular at transparent and open. Superintendent should uh demonstrate transparency be behind decisions was uh honest, authentic and open uh open in their communication. That's the the
genesis of those three. As we look at uh the third uh target area, uh while all three are in important, one of the areas that that uh we we saw as being particularly important uh is is a
visionary strategic thinker and then proactive and datadriven, a problem solver, someone who's not reactive, someone willing to take innovative risk uh uh and and use that as a basis for recommendations uh as well as I
obviously solid data. Uh the fourth area we focused uh on community knowledge must understand Marian County values, traditions and new nuances of this diverse uh county community as being the
focal point there. And then uh as we look at uh educational expertise uh clearly there uh the solid background in K12 uh educ education uh and uh that foundational uh skills K to2 is being
highly desirable. Uh certainly the ability to uh set the standard for talent acquisition being very important as well. Uh as you just look at the overall uh the successor uh superintendent uh uh will have have
experience uh in a district of similar size, strengths, demographics and challenges. Uh while not required by Florida statute uh because uh the position is considered a constitutional position. um the district uh can require
the same certificate that is required from the the Florida Department of Education uh that uh is required for all others. This may already be a district requirement, but uh if it isn't, we re we do recommend uh strongly that that
certificate be required. So this this in is the the the the three reports or the the first two reports help us get to this report. Uh, and this is the one that if you were uh going to be using it to pursue uh a superintendent or using
it for your selection process uh internally um uh we we provide this as a document uh and provide it to to you to uh alder in any way that uh you would see appropriate. >> All right. Thank you. We appreciate that
summary. Um, so we have gone through the three documents. I guess board, let's open it up to your comment and then maybe before we proceed, I'd love to see if we can get some public feedback as well before we I guess get deeper into our conversation board. How does that feel to you?
>> Good. Um, do you want to have any discourse right now or are you ready to do some public comment? >> I'm ready to hear some public comment. >> Okay, wonderful. [clears throat] Um, I do think we have two more individuals maybe completing forms, but we have one form turned in. Are ready? Deborah VeZ.
>> Good morning. >> Good morning. I'm Deborah Vez, chief operating officer with the Maring County Hospital District. Thank you for allowing me public comment. I just wanted to clarify some points. So the CEO of the hospital district and
myself participated in group name community forum number two and it's listed under the challenges. It talks about the high incident of childhood obes diabetes and obesity and that we developed the program fitness and nutrition in schools and it was a
challenge to get administration to focus on the health of students. That was some of these that are listed as challenges is kind of taken out of context. We listed it in the early onset of this programming how it was a challenge to get administration involved in it but
currently is not a challenge. Every last one of you sitting up on that stage have participated in the fitness nutrition in schools plus our active marrying pra program um the community home project. You guys are phenomenal partners with the hospital
district and I just wanted to make sure that that was noted. One of the things that we were discussing was about four years ago, Dr. Brewer, this fell under her as her direct guidance and administration of the program. And that program has taken off. When she first
took it over, we were in about 10 to 15 schools. And now we're in every single public school in Marian County plus 13 private schools with this program. So, I just wanted to clarify that point. also the behavioral and substance abuse
issues. Dr. Brewer and I, we were looking at your data and instead of being punitive to some of these firsttime offenders, that's how the supportive enforcement program was birthed. I don't see it necessarily as a challenge. We were just making comments
in regards to how things were going. And then we also talked about the improved morale over the the district over the last several years. And so I just wanted to make sure that that those points were clarified that they weren't challenges that we noted because we think you all
are phenomenal partners. >> Thank you so much for sharing that positive comment and clarification. It definitely is helpful. >> Yes. Thank you. >> Absolutely. I do think Pastor Howard and Pastor Gamble wanted to >> Pastor Gamble.
>> Pastor Gamble. Okay. The mic is yours, but take your time. Good morning. >> Good morning. I'm Jeron Gamble. I live at 2350 Southeast 110th Street in
Ocala, Florida. I am also the president of the Marian County branch of the NAACP. I have my form here and I'll turn it in. [laughter] >> Thank you. >> Uh
thank you for the opportunity to come before you this morning to each of you in your respective places. Uh, I know that the challenge of the job that you're doing and this search for a
new superintendent for Marian County is an important one and it is an extensive one. Uh, I appreciate the opportunity to see the information that is being shared
with you by the consulting firm that is working on this. And I'm not sure where this meeting uh is supposed to end up today. Um,
but I think that a lot of work has gone into this and that there have been a lot of people who have participated in it. I've applied for a lot of jobs in my life
and the thing that I know is that you want to be careful about the person that you are selecting. We've had an opportunity to observe uh our interim superintendent and we've had an opportunity to interact
with her on a number of occasions. We are excited about the possibility of her success in this search. You have one minute remaining >> and we want to
uh come before you today to indicate to you our support for Dr. Brewer in her search to become the superintendent of the Marian County School Board District. She has a history. She has a concern.
And she is a person that we believe will bring success to Marian County in many ways. Thank you so much. >> Thank you for sharing your remarks. At this time, we can come back, but is there anyone else in the audience who
did not fill out a form, but would like to give public comment? Okay. Well, board, I'm going to open it back up to you guys. Um, some of you we've heard more from and some not as much. Is there further comment the board would like to have regarding the results
we received from HYA um in phase one of our superintendent search? Uh, board member Thor. >> Thank you. I just wanted to extend my thanks um to to both of you for uh
working with us so proactively and on an ambitious timeline and and bringing us the information that you have in the format that you've presented it. Uh it's very understandable and straightforward and I appreciate uh your partnership in
getting us to this place. >> Thank you. board. Uh any further comment from the rest of the board, >> you don't have to talk if you're good. >> Yeah. Okay. >> I mean, it it just you know what what uh board member Thrower said there. Just
grateful for the the process and what we've learned today. I I believe at this point I'm in the same question that Reverend Dr. Gamble is. not sure what the final outcome will be of this meeting and and what the uh intention is
moving forward. So I I too am looking forward to that information, Reverend Dr. Campbell. [laughter] So why don't we um as a board let's hya would you guys be able to provide us with what are our next steps? What are some options for our next steps?
Obviously the board has had mixed discourse from the beginning and so if you could provide us what kind of the next steps look like and then board we can get into it. Bill, did you hear >> you're on mute? [snorts]
>> Uh no I didn't I I didn't hear the uh >> So um Dr. James, if I can paraphrase it. Um they're looking for the board is looking for guidance with regard to next uh options for next steps um with regard to the process.
>> Okay. Thank you. Unfortunately with my computer some of the voices are still coming through garbled. Uh I apologize. Uh as far as next steps um there's there's several options. uh we typically at this point in terms of engagement uh
ask the board to either modify or accept the uh desired characteristics. Uh you can do that regardless of what you're you're you're going to do in terms of next steps uh of the search. Uh if you were to uh continue the search uh
at this point uh we would uh immediately uh once you uh approve or modify the desired characteristics uh immediately uh uh begin recruitment and would follow the schedule uh that we discussed at the planning meeting. Uh if uh you choose
not to do that and uh pause or uh end the search at this point, you can use the document again those desired characteristics uh as uh an evaluative tool uh for uh any decisions you might be making with regard to uh your interim
superintendent. uh or uh you could use it uh at at as a tool uh for the job description that uh we we're not sure at what stage you are at uh development of that. Our understanding was that you were working on a job description, but
they're really the the choices uh at at at this point. Uh we do recommend that u um you either uh accept or um modify the desired characteristics. The other information is is presented as we
gathered it and uh you use that uh generally for developing questions um of a candidate. Um you can use it um for transition as well or we can assist with uh transition. So they're really the the
next steps at this point. [clears throat] >> Okay. Thank you. And and just for um everyone's awareness, the job description is on our next uh work session, which is um in about two and a half weeks. And so we do intend to have
the job description. I believe Miss Morant has is going to or has emailed it to the board so that the board can be made aware of the job description and any edits that you all may want to make or thoughts you may have ahead of the next work session. the expectation is to
come with some of those thoughts prepared so we can have discourse as a board to discuss that job description. So just so the board is aware and for HYA as well, we are intending to have that discussion this month about the job description. Um uh regarding the options
board, what are your thoughts? I >> have one thought. >> Okay. Um board member, >> we're going step by step. >> Absolutely. Um I am comfortable with uh the desired characteristics document and it would be my recommendation that we
take that step and accept it unless there's other members of the board that see reasons or areas where we would want to add or revise anything. >> Okay. I would agree with board member Thrower. How do you all the rest of you feel about the desired characteristics?
>> I I agree. I think the characteristics are appropriate and that a >> Reverend Cummings, you need just talk right into the mic. They can't hear you. >> I think that the desired characteristics are appropriate and we could move forward with those um making sure that they're taking consideration as we're
looking at the job um description as well. >> Okay. Board member Campbell, do you have thoughts on the desired characteristics? >> I am in full agreement with the desired characteristics. I believe I have question with accepting it as presented
including the compensation piece. I think that uh the compensation piece should be left off of the desired characteristics form if we were to approve this as presented. >> Okay. Do you have a a reasoning for that or is that just a >> I believe that's still subject to
continued conversation that we would have as a board. Uh I personally believe uh that if we were doing an extensive nationwide search, putting out that amount would be probable and and a need
because someone from outside of this community would be searching for what that s salary range would be in order to come here and move here and choose to make Marian County home. I think that we as a board can have uh additional
conversations should we choose to move in the direction uh that has been recommended today by a community member uh and potentially adjust that range as need be. So that's just where I sit right now. >> Madam Chair, let me ask a question. Now
when you said the desired characteristic, I didn't think the compensation piece was attached. >> Well, it's on the at the bottom. Right. And and that's my point like if we were to say we are in consensus, we approve this, it would be approved as presented
and that one piece would need to be removed in my opinion. >> My opinion too, that that piece would not need to be there. >> Or member Thor, since it was your first recommendation, do you have comment on it? >> Yes, it and truthfully, that caught my eye too at the bottom, but then I actually did read to the end [laughter]
and I know you guys did too, but you know how we skim things. And I then was fine with it because it says and subject to negotiations benefits similar to other district employees applicable Florida statutes and subject to negotiations. So that's why I didn't
bring it up as a point to delete, but I'm willing to it's not the hill I'm going to die on. So if we have consensus to take it out, I'm okay. >> Board member Conrad, >> um I am in agreeance. Um I did have one question. Have you ever gone back to
collect more survey data? Have you ever done a second round of collection for for information for this piece? >> Bill, did you hear the question? >> I'm sorry. I'm trying to talk right into the mic. >> It's been asked if we've ever gone back
and uh in in in a period of time and recollected the information on the survey. And um I'm I'm going to respond and you jump in. Um the answer is we haven't typically done that but of course we could do that. That's you know
if you want to um obviously there's a fee involved but we certainly could implement the survey at any given point in time in the future. >> Okay. >> And we have we haven't done it with searches but with strategic plans uh
it's it's been used uh more than one time. It's been used to verify the date of six months a year later. >> Okay. Thank you for that. I just um I feel as we move forward uh that the
board um is united um and they feel um secure in the next steps that we're taking. So, I just Reverend Cummings, you expressed um some doubt about missing pieces from uh
the community, and so I just I want to make sure you you said you're okay with this data going forward, but I just wanted to um offer that up if there's another opportunity to gather information. Um would you feel better about moving forward?
>> Yes. Um I I I I stand behind my initial statements. I feel that there was uh this survey did not touch those that I think it should have touched many people as it should have touched. However, um I understand that
we have to continue to move the process forward because we are on a timeline. I don't want to rush the process, but I do want it to be a thorough process and um transparent. >> Okay. Okay. Well, it sounds like we do all agree on the desired characteristics.
Um, and it does sound like there is at least a majority of us. I'm in alignment with the board. We'd like to remove the compensation component if we choose not to. I think the way I've heard it, board, and please summarize um if I did not, we would like to remove the
compensation component if we are choosing not to move forward. And if we do move forward, we will keep the compensation component on the desired characteristics. I think I heard that from a couple board members. Is that not reflective of what I heard?
>> I I would say remove the compensation comp >> no matter what. I thought I heard Dr. Campbell say something different. That's why I'm clarifying. >> I I think some of this is a we absolutely are approving it as as um the
desired characteristics. I I think leaving it or not, that kind of remains to be seen because we haven't yet determined if we're going to continue on with the process or or not. So I I I say just remove it for now and then
certainly they can add it back if if the need arises, but u I I said I would say definitely remove it for now. Okay. So I think that well that's what we would like to do with the desired characteristics form is go. Can you guys hear me? I'm very close to the microphone. Okay.
Um, we would like to remove the compensation two lines at the bottom of the document for now and if we intend to add it back in the future, we'll definitely communicate that. Now, board, I I think we're at a pivotal moment of the
conversation as to what we are going to do next. So, is there someone who would like to lead off the conversation as to how you would like to proceed? Board member Thrower. >> Thank you. I [clears throat] think I just heard that the next step is to uh
review the job description. Is that correct? >> Um well, I think there was some harmonious next steps. So uh after approving the desired characteristics, we do have a work session to discuss the job description, but I believe HYA is
looking for us to make uh give them the go-ahhead to move forward in the process today of a national search. Uh is that correct? We um I'm sorry I missed a a word, but it's either would you like us to move forward with the national search or
would you like to uh pause right here and now with regard to your search so that you um can make decisions otherwise >> and that is the that is what you're looking for from us today? >> Yes. >> Okay. Thank you. >> Okay. I'm a little confused because how
can we move forward without a job description? I mean, they would need to post the job description. We haven't even discussed it yet in a work session. So, >> would would you all be able to expand how you can post the job absence of our board approved job description?
>> So, yes, absolutely. In as a part of our process, we post um those documents that you see in front of you that you have right now and that's what we you to use to actively recruit for the position. So for us the next step would be to um post
the position on our website as well as move forward with the advertising. Um obviously to time is of the essence depending upon you know time is of the essence and so we would move forward and um start recruiting against those with
those documents specifically those desired characteristics. Um it's our it is our practice it is our format. We typically do not post the job description from the school district um on our website as a part of the
recruitment activities. Um those are discussed as we move forward. Um certainly if you want to pause until you have that job description um worked through um that's an option that you can
employ. However, as a part of our our format, we move forward um from this moment on with your approval and we begin the recruitment process. >> So, excuse me, Madam Chair. So, basically, you're saying that if we move
forward with the um posting, the posting is only going to say Marian County vacancy and these characteristics. That's all it's going to have. >> Yes. and we'll have a a a summary of a
summary description of your um school and your school district and your community based on the information provided here. So, where you're located um are some of the the specifics. Um and then those documents are included
>> as well as the compensation package or at least a range. That's kind of one of the things we talked about in our last work session we were with you the planning work session. Correct. Absolutely. You need a you need that range um that was stated um in order to recruit period. I mean people want to
know what you're willing to um off you know be out there with. >> Of course. So board member Thor, back to you. I think you weren't quite finished. >> I'll just say that that process sounds interesting to me. um
any job I've ever applied for I even in more recent times you look online and there's a job description and a salary range and and we just had conversation about taking out the compensation because that would be discuss I don't
know it seems a little convoluted to me but maybe that's industry standard in practice and if so I've learned something today. >> Me, too. >> Board. Um, I'm looking for the rest of the board to kind of discuss what we're doing next. There's an expectation for
us to get there today. Board member Conrad. >> Um, I understand that this is um the practice that um and the system that you use. I I personally don't feel comfortable without a job description. I at this moment would say lean into
pausing and getting our job description together um and working on that to move forward. >> Okay, >> I concur. >> That would be my preference, but I guess that's not a surprise. I'm completely in favor of pausing right
now and and then determining once we figure out if we get the job description hashed out in one board work session or more than one and and figure out what that looks like. The one thing that trying to decide if I want to say this
or not. Um the one thing that concerns me about moving forward today and saying we are on a permanent pause. So let let's just hypothesize for a moment again. I'm
brainstorming in public. The one thing that causes me pause personally I want to see how our data looks. I want to see how our PM2 data looks in comparison to previous years. I
want to see how PM3 data looks. And honestly, if our data is headed in the right direction, then I have no problem with moving forward with the current situation that we have. But if we don't operate from a position of
being completely student datadriven and making decisions based on that, I struggle with us saying let's pause permanently. And um and I I know that that's on a that that's a big
conversation to have right now that we can't have today because PM2 hasn't even started yet. It's it's starting in in the next couple of weeks. So, um, we're seeing a lot of positive energy. I I think that you can say it's palpable
that our staff is feeling it, that we had really positive survey results from staff members that are feeling the one team, one mission, and all of that's wonderful. Students are are seeing it, feeling it. We had a lot of student response, which I mean, I think that's
probably kudos to our student representatives, to the board who helped us get students. So, I mean, hey, that's a little bit on us, too. No, I'm just kidding. But, um, nevertheless, I I I think that all of that is incredibly positive. We've already talked about the discrepancy between how our community
and some of our parents feel versus how our staff feels. But everything we do has to be student data driven. And so, um, that's that's just where I sit right now. I but I am in full favor of us pausing today and then determining when
we have the job description conversation how long we want to pause. >> All right. Thank you for that thoughtful um feedback Dr. Campbell and board. I want to bring just remind you of an email from the Adams team which was sent to us October 8th in case you want to
look it up. It is the timeline that we um discussed in our planning workshop that we did with HYA. And in that planning workshop, obviously the intention of the meeting today was for them to then publish an advertisement
for the months of December and January with an application deadline of January 30th. So the the work session that the board is having is December 18th and right now the action item is a job
description for the superintendent. Based off of board member Campbell's feedback, I would love to hear from the rest of the board. But potentially an action item we could add there is to again engage in the superintendent search. Um I'm not sure HYA would need
to be there for that, but Mr. White House has confirmed that PM2 data as a summary will be available um by the 18th, which I know is something that Dr. Campbell is looking for. And so, how do we feel about adding a board
agenda item for that work session for superintendent search where we then discuss PM2 data and have further discourse about our next steps? >> I can get on board with that. Okay. >> Yes. Reviewing the data if it's available is important to our next steps
and and I I want to be married to student success, not a timeline if it makes sense to adjust it as we proceed. >> Okay. >> My concern is about again it's going to be about student outcomes. Um I'm not
stuck on a timeline. >> Okay. So, uh, Adam's team, I think what I've heard from the board is that we are going to have another public discussion about our search on December 18th. Um,
after we discuss our job description, we will do that first. Board, do you feel comfortable doing the job description first? So, we will do the job description on the 18th and then following that conversation, we will then discuss our superintendent search and what we want to do next. um
including a conversation about our data and then from there we will engage with the atoms team about what our next steps looks like or if there's just an adjusted timeline um and we can maybe engage via email. Do you all feel like you need to be present for that December
18th meeting or you can tune in live if you'd like and then we can email back and forth with an adjusted timeline if needed. What does that look like for you all? Bill, I I know I'm not available on the
18th, but you may be available on the 18th. And um if if we are needed to be present um especially if it's in light of presenting an adjusted timeline should you decide should that be a part of your conversation, which I would imagine it would be um if you were
considering to move forward. >> Okay, >> Bill, are you a um are you available? I mean, bear with us. Absolutely. >> I could I could be I I I certainly could be available virtually. >> Okay. >> Yes,
>> I'll be out of state on that that date, but uh I'm I'm available that morning or or during most of that day. >> Okay. board. Do you think HYA being able to participate in the second half of that conversation is pertinent or
another theory behind this here is that we could sum I can summarize send them an email of what it looks like and then you guys can work on a timeline and maybe present in our first work session of January. Um that may be a little bit more feasible because we won't have a
time certain for you Mr. Adams. Sometimes we tend to chitchat for a while, especially about job descriptions. So, it would be hard for me to provide you a time certain most certainly about when we would be able to engage with you. Um, seeing as we want
to have the job description conversation first. So, we could potentially just plan to have you join us in January for our first work session instead. Board, what do you have thoughts on either of those options? >> That's fine with me. That engaging in January is fine with me.
>> Okay. I see a nod from Dr. Campbell, Reverend Cummings. A nod. Yeah. Okay. So, then I think that is what we're going to intend to do. Um if that Do you have any further comments from the from the Adams team?
No, we um uh thank you so much for uh today and um between now and January um we wish you happy holidays, merry Christmas, whatever you celebrate and uh keep us uh keep us in the loop. >> All right, board. Any further comments
for HYA before we let them go? >> Okay, thank you all very much for being here today and your work and um commitment to our community. We really do appreciate it. You're you're very welcome. You take care. >> Thank you. >> Bye. >> Bye.
>> Bye. >> Just one moment and we're going to get our screen back. Well, that was very quick, Mr. Christian's team. >> Uh so, board, we have made some decisions. I will summarize again real quick just to make sure we are all on the same page. We will have a work
session December 18th. We will talk about the job description. Miss Morant will make sure we get that in our inboxes. And I would just ask that the board come prepared to add, delete, change, edit, however you so choose, so that we can have a productive discussion
about the job description. Uh, Miss Mar will help us lead that conversation. And then after we do that, the other item regarding the superintendent search um will will go into that and Mr. White House will be able to provide us a nice
robust summary of PM2 data. very high level >> very high level a very high level not robust um so what can we expect just so that we are all on the same page >> sure so we're we're starting PM2 testing today at some of our sites the majority start tomorrow um the goal is to have
all PM2 testing done in the next two weeks we know that attendance from students is a little spotty the week before winter break and so that will really be a lot of makeups um for or some small group testing for our students so we can certainly provide a a summitive report of what we look at at
that point diving in deeper. Obviously, school by school takes time to really match up students and make sure that we're providing accurate information, but we can absolutely give you a year-over-year comparison from a high level stance. >> All right. And and board, I think, let's just make sure we're all on the same page here. Year-over-year data by grade
level is what we're looking for. Is that is that an accurate statement? I see Dr. Campbell's head nod. I I would say by grade level as well as uh improvement andor change data specifically for our lowest performing schools. So wanting to
see how those schools that were in D status last year, what they're looking like projectionwise. Uh those are the specific things that I'm looking for to see how we're moving it if and certainly again if if we have
schools that are trending downward. All of those kinds of things potentially not necessarily calling out a specific school publicly but I don't know we might want to it kind of and we we don't know what we don't know yet. So, um, but
I I I think certainly if those D-rated schools are trending upward, we want to know that and and what that what that looks like. >> Well, and I think, um, it's important because Dr. Brewer was able to place leaders ahead of this school year, understanding
what her administrative decisions and leadership decisions have, what that impact looks like from a data perspective. Right. >> Agreed. And so I think that's what we're looking to really understand is um not just highlighting on the D's, but there were also movements in other places. And so what do those changes that she and
the leadership team were able to orchestrate? What do they what what results have they um yielded for PM2 and what that looks like? Does that summarize it board? Anything you anything else you want to see regarding PM2 data from Mr. White
House and the team? Miss Vining, I should say, is probably the [laughter] the one who's going to be in the boots with in the trenches with this, but >> summitative yet granular. [laughter] >> Yes. >> Anything else? Sure. If >> I can just comment just a a quick point
of clarification. So, we would not be able to publish a full data report a week in advance of that work session because we would still be in the throws of testing at that point. But I can certainly send it to you in advance of the meeting, perhaps the day before, just so you have a chance to look at it and we can make handouts available to the public um for some overview data.
>> Absolutely. And then we can get it uploaded once you email it to us. I think that that is appropriate for sure because we're we're going to be in testing window. So it's important to note it is ever evolving. Okay. Board, do you guys have any
further comment about this topic today that we discussed? No. >> Right on. >> Okay. >> All right. Well, then we will go into board uh committee. Uh well, meeting reminders first. A uh school capital outlayer tax oversight committee is
scheduled for December 3rd, 2025 at 400 pm. We also have a schoolboard meeting on December 9th, 2025 at 5:00 pm. And a special schoolboard meeting on December 18th at 7 am for disciplinary matters. And then that follows the work session we were just discussing which will be at
9:00 a.m. on December 18th. Um, seeing as I did not quite remember and I am glad I didn't wear my holiday sweater board. Please make sure we are dressed merry for the next two meetings. I would have looked very out of place in my tacky sweater that I bought from Walmart. So um, we will go into board
member comments and committee reports. Is there anything from Miss Martinez Young? >> No, Madam Chair. >> Okay, Mr. Powers. >> Nothing from legal. Thank you. >> All right, Mr. White House. >> Certainly. Um, so I was going to mention PM2 dates, but we have that well established now. So, we will be continuing testing for the next few
weeks. Uh, we do have our winter career fair this Thursday from 4 to 6. So, we are actively recruiting to fill any positions we have. So, we look forward to getting some more folks in attendance and certainly to fill some of our vacancies. Um, and then also our leadership MCPS group is going to be
visiting forom Early Learning Academy this Friday followed by MTC. So, they're going to see the full um profile of Marian County Public Schools from preK to to postk. So, we're going to we'll get the full view. >> Would you be willing to send us the
agenda and where they're going to be, what time? >> Yep. Absolutely. >> We usually get that and it really helps. Thanks. >> Wonderful. Anything else? >> Thank you, Dr. Campbell. Uh just looking forward to hitting the road today and heading to the FSBA FADS
joint annual conference where several of us will be attending over the course of this week. Lots of wonderful things on the agenda. There's lots of committee meetings as well. Board of directors meeting is happening tomorrow in case you happen to be down and want to just
sit in on the meeting. Reverend Cummings obviously and I will be in that meeting uh to learn about the future of FSBA and uh what all we're doing there and um yeah, Attorney P, are you joining us this time around? >> I am not. >> Okay. All right. Well, and I know Dr.
Brewer will be going and we already have a couple of things planned and in conversations. Uh, also to make you aware, conversation happening with Representative Chamberlain just as we were heading into the Thanksgiving break and need to follow up with him
today about language specifically about a gifted education pilot for Marian County. So, thank you, Mr. White House, for getting some numbers together for us to see and we're just gonna throw it out there and see if it sticks. Uh,
additionally, Dr. Brewer and I have the first of a couple of calls today with representatives in Washington DC with um I believe today is Senator Moody's office if not Senator Scott's office. And so Dr. Brewer and I have a couple of those calls coming up just to make
facetime over virtually with some of those folks to really uh start getting to know who they are and how they might be able to assist us at the federal level, which is something this district has never really taken part in, but looking forward to those conversations
and seeing where that can go for us. Um, and I I believe that wraps it up. Thank you. >> Awesome, Reverend Cummings. Uh, board member Conrad, >> I just have a few things. Um, one thing,
um, that just so basic the conversation, uh, led us back to today, uh, is that people work for people. And so I just think all of the conversation um, that we had this morning supported that very basic concept that that people work for
people. And so I just wanted to share that. Um, Dr. James, tomorrow, Tuesday morning, will be my last board meeting with the public ed foundation and you're going to start on January. So, I just wanted to touch base on that. Correct. >> I believe they sent me all the calendar in >> Okay, you're good to go. Um, Wednesday
is put down your phone day. Miss McCall was here. Um, but we have that going on Wednesday. So, I just wanted to highlight that again. Um, and just glad to be back at the board table. So, thank you. >> Uh, board member Thur.
>> Thank you. And I hope everyone had a very rest restful and relaxing and safe Thanksgiving. Um h having that week off has become cherished. I've learned through my service to the instructional calendar committee [laughter] and it is now a a deeply entrenched
tradition. So whoever jumps into that committee role uh after I leave, you may want to keep that in mind. [laughter] Um, but I sincerely hope that everyone has come back refreshed and and ready with the pedal
to the metal to get us through the next what is it about 18 days. Um, >> yes. Well, really only 15 days instructional days, >> right? Right. 15 instructional days before and there's and this is such a fun time to to be visiting schools. They all have their own little traditions
that they do for for holiday celebrations. So, in the midst of continuing to learn as much as possible and and preparing for everything academically, the touch of fun is is always great to witness. So, that's all I'll have for today. Thank you.
>> Thank you. Uh, and I will wrap it up by saying I am um grateful that we were able to have a rather uneventful Thanksgiving holiday as a community. uh we you know we were able to have safe travels and people really were able to enjoy fellowship with their families and
talk about what they're grateful for. So that is always wonderful. 14 more wakeups until Christmas break for uh school days. And so we ask that students are on time. We are going to be doing that PM2 testing and it is imperative students are on time, well fed and well
rested so that they can perform well and we can really understand what exactly they need so that we can help them achieve this last um half of the school year. Um a lot of times there's a misconception that data is is to recognize what the teacher is doing, but
in fact the data is to help the teacher change what they are doing to most impact the student achievement. And so the students showing up ready to test gives us a great opportunity to see where they are, where they need to go, and make a roadmap to get them to a successful landing point at the end of
the school year. So parents, we love your investment and willingness to help us get there. Um, I personally was able to enjoy time with my family and unplug a little bit, which is always very nice. And so I'm ready to take on the next few weeks and the board, we're going to be together. We have Chris, two Christmas
parades this weekend, board. We have the um Denellan parade on Saturday. Uh we need to be there by 5:30ish. Um that's a very flexible arrival time because they're already lined up and we just kind of have to show up. Um
remember that generally we park at on the other side of the bridge if you want to walk to the starting so that you then can have your car at the end. Remember the year we parked at Swampies and then we got to have fellowship and dinner together. So, cuz we were stuck. So, make sure you park on the other side of
the bridge if you um want to park and walk. And then on Sunday, we have the Belby parade, parking at the save a lot and then walking to uh the park for the start. Um and and then next weekend we
will have the Christmas parade. So, um that is all of the announcements I really have. I'm looking forward to a great couple weeks. Uh and at that we will adjourn the meeting if there's nothing further at 10:47. Thank you and have a wonderful week
everybody.