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e e good evening today is Monday March 3rd we have a special school committee meeting we are taped live and rebroadcasted by wmctv um we have one school committee member that is not with us who is remote
so any votes will be roll call I call this meeting to order at 6:4 to we apologize for the delay and so let's just jump in so we are conducting interviews for superintendent today so we will have the first candidate come
out oh sorry yes before we before they come out do we want to discuss the formatting for how we're going to ask the questions tonight we sure can does anybody have a suggestion so are we just going to go around the table and ask a question does somebody want to go first or how do you
how do you want to handle it uh we can start with going around jump in you know like I yeah I mean we could just first if no one cares sure perfect Michelle will go first and then do we want to have them do an introduction yes that
first and then sh start what Heidi what did you say that they do an introduction yeah to the community please yes I would appreciate that great so the candidate will come in we'll ask them a little bit about
themselves little introduction and then Michelle you can answer the first ask the first question and then we'll take it from there I think we want them to do an introduction for those who are watching at home and maybe weren't at The Forum earlier absolutely perfect sound good everyone sounds good perfect
great all righty we are just waiting for the candidate to come in so bear with us and at the um Michelle will'll ask the first question and then do you want us to just ackn knowledge that we'd like to ask a question and you'll point and go from there or we
just going to Round Table it I okay with roundt yeah okay perfect thank you are you prepared to go next or you want to come this hello sir want to have a seat so if you press the button in the center the green light should populate and that's
when you know that your mic is on yeah I think it is on we have a green light all righty okay all righty so this is Mr David jungberg and if You' just like to tell us a little bit about yourself and a little introductory for people at home that are watching so we are taped live um and there are people watching at home
just so you know so there's cameras so make sure make sure you smile and uh very good and then uh which which is the better side here that only you can answer that I don't know so thank you for having me um I've had a really a terrific day uh it's been
so much fun um first I should introduce myself my name is Dave youngberg uh candidate for the superintendent position um first I'm just thrilled to be here and I want to thank the committee and the community members who've been part of this process I know that um this group in particular has
spent a lot of hours um you know preparing and going through interview processes and um vetting uh candidates so I want to thank you all for that um I um I have what what has led me here is
um I'm really excited about the maror public schools because um it offers a new experience for me to share my skill set um I was a trained educator in an urban setting and I started my career um
as a student teacher in the Worcester public schools and then um taught out in Seattle Washington in a uh Urban setting and then came back and did some service teaching while I was um earning my uh graduate degree at Providence College and since then I've held uh various
roles in teaching from third grade uh uh selfcontained all the way through Middle School where I was a Humanities teacher both in a middle school setting I taught um social studies in ela and then also I taught grades five and six
self-contained so I've seen both models and how those work um I explained earlier today that I was also trained as a literacy specialist and um that was probably one of um the most fun jobs that I had because I get to work with both students directly and with staff
and supporting their roles and throughout my career um each role that I've had I've had very strong mentors that um encourage me along the way to um take uh steps into further educational
leadership and I am really all about instructional leadership and I uh really take a team approach with um with being able to lead it's it's a huge responsibility but it's also a great privilege and this is a really important
um process and a really important decision for the Marboro public school so um I appreciate just having the opportunity to be here so thank you excellent thank you um so obviously we all have our name plates in front of us so Michelle is
actually in the TV so she usually sits here so need to refer to her that's that is who um is the individual on the team just I met Michelle a few moments ago so just so first question so yes so Michelle
please okay so um I I'm interested in why you are interested in malbro like what what specifically about our district do you think that some of the skill sets that you were just describing
H how do you think that it's a good fit for maror so maror is facing a tremendous amount of challenges right now but you're also seeing a lot of really strong successful things happening in the realm of curriculum
instruction and assessment and um I I don't think that that's um talked about a lot or um enough and one of the things that I'd like to do is really uh shine a spotlight on the good things that are happening here um I feel ready for the
challenge to take on some of the things that you are facing right now with increased enrollment I know that um the schools are facing um serious challenges with space um I have experience working with that both in my current and former districts we're going through those
processes um including looking at uh demographic studies and potential for uh redistricting and I'm very familiar with that process um what makes me tick is really supporting students on um all kinds of um issues
whether it is um learning uh elll English language Learners um special education and and stretching that all the way to our Learners that need more um to keep them interested and to keep
the academics rigorous for them I know that um from what I've heard throughout my visits is that um you're also facing competition with surrounding school districts and trying to keep students within District that's something that I'm also working on currently right now
as a challenge with the stonum public schools and um having the capacity to be able to serve in this position I feel like I can bring that experience to the table and really work with your teams that are doing such great things throughout all of my interactions one of
the one of the through lines and one of the common themes is the the dedication that folks have for the schools and um I was really um a struck by the number of folks that have been here for a very long time including members of the
school committee and that amount of Lev the longevity and the dedication and the commitment and that stability helps things move along in a school district and I think that's also what um teachers and Educators value and I think that's ultimately what helps students to
succeed in the long run is having some stability having some consistency um and really focusing in on ways that we can support all of our students um so this is obviously a larger District than what I have been working in um
stonum is just under 2400 students um so obviously um you know building capacity uh and kind of building up and into a larger uh dist District I think for me
um is not untenable in the sense that um the challenges that you're facing I have dealt with and am currently dealing with and feel that um that I bring that perspective to the table thank you thank
you uh mine's mine's uh budget related um what is your view of the role of the superintendent with the Chief Financial Officer in the school and in the city how would you build a budget monitor the district's finances and develop a good
reporting system and then just sort of as an addendum to that what's the highest budget you've been involved in and what's the lowest budget you've been involved in sure okay thank you for the question I think every dollar that is um
spent needs to um be really scrutinized in terms of where it is going into to um what types of programs are we funding um are those programs being are they successful and if they're not what kinds of adjustments might we need to make
what kind of data are we collecting to show the success of our investments um I think it's really important to be uh to bring forward both to the committee and to the city council and to the taxpayers the reasons and the rationale for the
asks that the that the uh schools may need um the largest budget that I've um have been dealing with is currently um right now our operating budget is just under $36 million for uh stonem um the uh School building project
uh for the new high school that um just open in September uh was a $218 million project and along the way I have learned about the different levels of oversight that are not only required but should always be put into place to have
redundancy IES um my current committee and Community I believe would say that I know the budget inside and out um when I'm here presenting I want to make sure that um I have the information that you need to
help make informed decisions about what to support or what not to support in a budget but it also as I alluded to before it goes beyond the school committee it also includes um the city council and it involves our community
members and I think um with the number of businesses and the amount of support that we could get from our partners through the Chamber of Commerce as an example there may be opportunities out there that are untapped that could help
us with some really Innovative um ideas that we may not necessarily be able to afford in the operating budget but that perhaps through some Partnerships and maybe even through some um grants that could assist us with our with our goals I have a lot of experience also um
applying for and successfully um getting Grant support through both the state and um federal funds and in order to do that it's not just to fill out the Grant application it's really trying to be prepared ahead of time understanding
what the grant parameters are what it's targeting and then really trying to make a decision around is it is the the time and investment worth the grant itself because a lot of times grants are for
very specific um programs and other times um you can be a little bit more Innovative so I think user discretion and what we might want to pursue for grant funding um is an important part of the overall budget process in terms of
um keeping a thumb on the current status of the budget um I mean meet bi-weekly with the special education department which is uh the largest budget within um stonum Public Schools uh to get a sense of what we're looking at in terms of
unexpected costs potential students that might be moving in or being outplaced and then um being able to make decisions if needed uh like this year we had to freeze our budget very early and um making sure that we're being responsible
to get down to June 30th um in the black so that we're we're meeting um the expectations of the community and we're showing that we're not being frivolous with any funds good to see you again good to see
you too thank you um so you mentioned one subgroup that I was going to ask about special education uh and I'd like to understand a little bit more about um how have you in the past uh assessed the effectiveness around the special
education programming that you've been a part of in your different districts as well than if you could do also the effectiveness around ESL programs because I think um your districts have been a little bit of a
different makeup yes and I'd like to understand that differential and then compare it to here please sure um so to start um I've done this a couple of different ways and we've done um I've helped to lead or be part of a team that
has done an internal assessment of our current special education programming first to make sure that we're able to provide a Continuum of services that are required for our students learning needs and understanding the um implications
for either um changing programming or offering new programming one of the um things that happened in stonum is that uh we had a therapeutic learning program as an example at the elementary level several years ago that cohort of
students uh kind of fizzled out at the elementary level and moved up into middle and high school level and as a result um having a tight budget we reduced that program in the end what ended up
happening is that a handful of students that um um then had the need we did not have an internal placement for them and ended up having to place them out and in the long run cost wise um we're spending
a lot more money and um for the student sake we're sending them on a bus sometimes for 45 minutes or an hour each way um away from their home peers in their home community and I feel um are
not getting the full value of the supports that are within the community um so how to do something like that it requires looking at um data and being able to predict all the way down from preschool and trying to identify
what are the patterns that we're seeing in stonum we're seeing a huge influx of students in at the preschool level so many so that when we built our new high school and preschool program we built it for six classrooms we're at 10 classrooms right now so we're trying to
catch up to that and really understand what this cohort of needs is going to mean and what it's going to look like through for the elementary level and then through middle and high school levels another approach um that I've
taken is to um contract out and we worked with wested and stonum and they came in and helped us by doing focus groups with uh faculty members with our CPAC um with uh the administrative team going
into classrooms and literally literally looking at our staffing models but also looking at um how well our programming fit with our student needs and um they actually provided a very comprehensive report to the ston home public schools
to myself and to CPAC and worked hand inand with CPAC um CPAC is our special education um parent advisory Council um and over the past couple of years um actually from from last year I should
say our CPAC has been very involved in providing voice to families that uh might not otherwise feel empowered to do so and so their input has really been invaluable and um we have worked with
CPAC to um uh to put information out there to Garner feedback through surveys which we have followed up on um the last this year from last year and we've seen Improvement not in all the areas but in many areas in terms of um qualitative
feedback from parent satisfaction in the efforts that we're trying to do um trying to make better for families in terms of the um referral process the evaluation process the communication process and most importantly developing
relationships that enable them to feel more empowered um so I think um there's a lot of ways that we can solicit input um it's just a matter of trying to figure out what's going to be the best fit for the community at that time thank you that we tackled special
education we'll come back around for e a little bit okay okay thanks thank you all right so many questions to choose from and you've answered so many I'm sure today um I'm going to go with um how do you Foster professional growth
among your administra administrative team and teachers and can you give an example of how you've developed leadership skills in others yes can you repeat the last part sure um how have you developed leadership skills in others okay thank you so um I believe I
I think I'm a product of um having really good mentors and having folks that have pushed me beyond my comfort level and saw something in me that I didn't maybe see in myself and I carry that philosophy along um in all of my
leadership roles and trying to build capacity among teams I feel very strongly about um developing a Distributive Leadership Model for not only to um to grow your own within but
um because nobody you can't do this this work is really hard and so developing skill sets in others um really helps to set the trajectory of success for for the school district I think it's important for a leadership team to model
that uh for the staff and to be involved with it and anything that we are expecting or um asking staff to do I feel very strongly that the leadership team needs to be um fully capable of
understanding themselves um so one of the things that we're that we have done is we partnered with uh the seam collaborative and we have a really unique model where sharing um a Universal Design for Learning instructional coach and um a
coach for diversity equity and inclusion with five six other districts we would not have been able to do that on our own um with the size of our budget it just wouldn't allow for us to have that type of capacity so it's not only allowed us to work as a leadership team but it's
also extended um beyond our own district and we're exchanging really thoughtful ideas and Partnerships with other school districts and what they're finding to be successful um I also think it's really important to ask teachers and all of our
Educators what they need because what might be um the best of intentions to plan out um as part of a professional development plan or as part of a strategic plan may change on a dime based on what we have available for
resources that year and what changes might be happening within the school district so um I'm fully committed to uh professional learning for at all levels um and one of the often forgotten but
very important part of our school districts are our power professionals and what we can do to help support them along the way and for those who are um willing and ready to promote them into teaching positions and to be able to utilize their skill sets and
expertise especially um where in Massachusetts and across the country we're really struggling to recruit highquality Educators um and by providing these types of Pathways I would hope that it would keep people invested into um the
marbor public schools thank you sure all righty so what do you perceive is the superintendent's role in the community in the community correct okay I'm sorry there's a fan going back here
and hard to hear crazy um so I think the superintendent needs to be a partner with the city council um I I believe that the school committee and the city council need to work in Partnership I believe that the mayor and the
superintendent need to work together in Partnership I think visibility and meeting people where they are and I mean that literally so where are people hanging out um is it Dunkin Donuts cuz I've done that before um is it um you
know are there opportunities at the Chamber of Commerce are there um churches uh where where are people congregating that would be willing to engage in conversation about the schools and all the good things that we're doing
here and what are things that um folks are interested in hearing about with the with the schools what are ways that the schools can give back to the community in terms of community engagement and um Civic engagement of our students what kind of untapped
Partnerships might be out there are there um internship opportunities um job opportunities that we can partner with um being able to open our doors so that folks aren't shy about coming in and seeing all the good
things that are happening within the school district I also think regular and consistent communication is really important and I would do that by making sure it's accessible for um folks that might require um that in a sec in their
first language um that's super important and then I think also offering different types of formats so focus groups or um Community forums it might be even a one-on-one conversation that would be really important and um Public Safety for me is
always number one so um I think there's no more important relationship than between a school district and its fire and police departments um there's so much that I think we could we really rely on for one another in terms of physical safety but
also our approach to supporting all of our students um so I think being highly visible and approachable are things that um are really important for a superintendent to Advocate on behalf of the schools thank you
oh uh all right um describe your approach to engaging with the school committee and and Advising them on key decisions can you give an example of how you successfully navigated a difficult decision or decision with the committee yes thank
you um so I think again it goes back to that relationship building and being able to have opportunities for um oneon-one time or two on one time I know there can't be a quorum um so there's those tricky things um but I feel like having some
overarching um understandings uh so for example having a work having workshops and maybe even pulling together the um administrative leadership team with the school committee to have some conversations about what are our current
priorities um what are some of the things that we're currently looking to do better um what are some things that maybe we don't want or don't need anymore and we can kind of um put our focus into other areas and I think trying to build consensus and having
conversations and input so that all of our ideas together can be considered um and really using the committee as a sounding board being the eyes and ears of the community and the constituents that you all represent is really really
important um and then obviously understanding you know trying to get a measure of expectation around what is actually feasible so that we're not um going in a in a direction that perhaps we're going to hit a wall and spend a lot of time maybe um focusing on one
area and then find out that it's maybe not feasible to continue um I would really depend on this group for your institutional knowledge because it's a unique opportunity for a superintendent to be able to come in and
have the years of experience that many of you um bring to the table as well as the newer perspectives um because that's essential in kind of understanding where we've been where we are and sort of the trajectory that we might need to go so
um I would rely on on um on that input inherit problem going last is all my questions been asked around the table so I'm going to ask you to act philosophical a little bit um I'm sure like most of us in education you always considered to be a work work in progress
work is never done so looking at it sort of from the building analogy do you consider yourself to be an architect a builder or a remodeler when you come into a new school system oh I like that question and obviously the question is
how how do you see that manifesting itself in your work yeah I I think a little bit of all of that um you know from that analogy really trying to I I am a big thinker I'm a big picture thinker
um and you know love to bring Big Ideas forward but I'm also very much um into the details as well to really understand the impact of um decisions that are made so um so I I love to be able to think
about Innovative practices and ideas that we can do to move the the district forward building those ideas is like working with the team and the teachers to try to make them a reality um hopefully we're not going to be uh tearing anything down um that's
not my intent at all um you know i' I've said this uh throughout the date today that you have a very strong and streamlined um strategic plan in place and I think that's part of the the drawing if you will to to kind of lead
the the road map it's really important work that has already been laad out um so the the last thing I would want to do is throw away those plans I would want to um continue the good work that's happening and try to um Mo continue to
move it forward thank you thank you do we have time for can I can I ask um just a clarifying question about something that you mentioned earlier um about your high school project and you mentioned the prek along with it yes did
you self fund that program like how did you get how did you pay for the prek portion yes so the prek was not um reimbursed uh expense by the msba so that was um that was not reimbursable
expenses um so we knew that we were see we saw that the um the need was increasing and it was also um a solution to some of the overcrowded that was H was happening within our elementary schools so um so
we put that into the project the district offices were also supposed to be they were in the project but we had to um value engineer them out as part of A1 million um reduction that we had to
make in order to make everything um fit and we wanted to preserve all of the school programming as much as possible so we we tried not to touch anything that had to do with um school and academic
programming uh so you sell funded it did you have to do like an override to get that money or you just yes there was a uh there was a debt exclusion vote that was overwhelmingly supported um by about 80 80% of Voters um voted for that and
that was just a few years ago and right now still is in a very precarious position um the the town but also the schools specifically year-over-year now over the past several years we have about a 7.5 million deficit if you look
at it combined but for FY 26 um we're going for an override on April 1st if it passes the schools will be level funded and the municipal side will have an increase in services in police fire and
PW so um it's going to be a hard it's it's going to be really hard for taxpayers because they just added uh about $1,300 to the average tax bill for the debt exclusion and if this override goes through it's going to be about
another $1,700 per per um per household so um it's a big number it has been needed for a really really long time and if we had been able to pass previous efforts or attempts at overrides that
number wouldn't be as as big sure okay does that count as my question or can I ask another question you can ask another thank you so I'm curious um you know School committees we have really
three jobs right hiring superintendent budgeting and policy and policies sometimes tricky because we set policy and we work very closely with our staff and our
administrators um regarding the way policy is crafted but sometimes when you're in the superintendent seat you are uh tasked with you know following policy but also how how do you do that
and maintaining your kind of flexibility and your relationship with with faculty and staff sure yeah so I think it's a superintendent always has to know collective bargaining agreements the contracts policies are extremely
important and being able to understand the implications of either changing those policies implementing new ones um or moving in a different direction with policies um you know we're constantly needing to think about those things so
our our local police department is as an example um we have SRO one SRO currently we're hoping um we had two went down to one we're hoping to get get the second back and they now have body warn cameras and so now we have to think about what
is the impact of that in schools and how do we go about that and so they're very this is a very practical example of you know how do we deal with that um you know you have a police department policy and you have a school committee policy
that may not necessarily want cameras on so how do you work with those different groups to iron iron those out but then also there's a big communication component with the community about how does the community feel about that um so
some things that may seem very simplistic or you know like checking the Box really have huge implications in how those things are handled um and sometimes some policies need you need to spend a lot more time on than than
others thank you sure thank you I a just a quick followup to one to actually to her question you mentioned the override passed at 80% how did you do that it was a a really strong
PR campaign um we literally took videos when it was raining and we had water coming down our stairwells and talked about and showed people it was it was the visual um we walked people through the buildings so that they could see
what we were dealing with in terms of um the ceiling tiles and the electrical outlets and at one point um you know we had wires uh sticking out I mean it was just it was things that people heard about but when they actually had the
opportunity to see it um that sort of helped to to get folks on board to say yeah we definitely need to to fix this here um but we also talked about all the benefits that the community would have from it so um you know the pickle ball
courts and the um an indoor track that we're going to be able to have allow folks that want to come in and walk in the mornings that they'll have access to that um the things that we felt were um you know a benefit for the whole Community are things that we tried to
focus in on to some of that support and then we talked about um what would happen if we didn't um build a new build building and we were actually at um in the process of neas accreditation and we were on warning level because of the condition
of our building so we also and honestly if we hadn't gone through we we would have been very close to losing our accreditation so we laid out all the facts and as a superintendent um actually I wasn't superintendent while
that part of the process was going on but I was helping to support and gather the information um being part of that process um and as a superintendent you have walk a fine line between sharing the facts and here are the choices if
you do this and here are the choices if we don't do this um without crossing the line of um you know the the ethics right there's ethics commissions and what you can and cannot do and what you can and cannot
put out an email with regard to an override as an example so that was a big learning process for me that I'm um I actually it's helped me now with this next override because I'm I'm dealing with those types of things like folks want to come into the buildings and pass
out flyers for yes or no vote and I had to go back to the policies um to look at how how we deal with those kinds of things and really relied on um on being able to get that information out so um
so it's all tied together how did you get the information out like I get I get the the showing what what vehicles that you use to get that information to the people who are going to vote yep so we um literally town meeting style um going
out um working with PTO going into the buildings um working with our uh school councils um we had Saturday meetings we had night meetings we tried to do different different things where folks
could either in some instances log in so that they could have access to the information um a lot of it was word of mouth and sharing the information and having a shared message so that um everyone was was using the same talking
points so that there was real clarity about what was needed and why and it the message was um not convoluted it was a very clear uh messaging that we use and I I feel like that was what brought us to be able to have such support for
that you can go to the next question if you want I don't have to ask I don't have to ask another one if you want okay like that was a followup but I that's okay so um question I would have is could you provide some concrete examp
examples of um steps you've taken to ensure staff safety specifically relative to um student behaviors and changes in student behaviors that has kind of been out there over the last number of years specifically yes so
um number one um we try to um make sure that as many staff as possible are trained for um CPI crisis prevention and intervention um that is sort of our our go-to if we have um an instance where a
student might be disregulated and being able to know whose role is is is what and taking the Reliance off of our bcbas as an example our board certified behavioral analysts who might typically be called for an instance where we might
um need their support and being able to distribute um it goes back to that distributive model where we're training more people to be available when needed um in instances where a student might be disregulated but also understanding what
types of mental health supports are available and really um prioritizing throughout this whole time in our budget process um one thing that the committee and the administrative team really valued and we when we came together and
had those workshops we spoke very openly about our concerns with mental health and so we knew right off the bat that we weren't going to touch School adjustment counselors guidance counselors School psychologists that we knew um that those positions really needed to be preserved
as much as possible um to meet the ongoing demands um that are required of them and then also looking at ways that we can use tier one which is um every student gets exposed to in the elementary level as an example we
adopted a responsive classroom and that started out as grant funding through the safe and supportive schools Grant which was a Massachusetts state Grant and then working in partnership with um the town Health Department we
actually secured a stop School violence Grant and then started um trying to get a better handle on what our students needs were and so um we also uh put out a survey the youth risk behavior survey I'm not sure if marbor has participated
in that it's for students that are in grade 6 through 12 and um it's basically asks students um what are their concerns and needs and it helps give us indicators around um suicide ideation as
an example which we found was extremely high for students um in particular subsets so our lgbtq um population uh was a significantly higher need for mental health
Services um so we started looking at that and how we could partner with other organizations such as Elliot Healthcare and then we also um tried something new which I see maror also partners with cartwheel um which is a great online
tool that you can refer students to for families that are not having success in getting mental health support for their students um so I think it's a a wide range of things that um kind of tackling it from all angles and looking at it
from what can we do to support all of our students and our teachers in their classrooms and then how do we um provide supports for areas that we need to go deeper okay great thank you sure I think we have time for like one more question
can I just clarify for you just so you know we also use cartwheel and we participate in the Metro West adolescent Health survey oh good good it's it's a great tool it it provides some really good information hey Christian if we're going
an hour do we have another 15 minutes since we started late if there's time for more questions yeah I mean we can um I I do have another question for I may um so my question is that I would like to know how you ensure that all staff
members including building principles directors teachers all Staff feel supported Val valued and empowered to carry out their roles effectively I'm sorry what was the last part the um just had to to carry out
their roles effectively thank you um I think it's really important to to listen and to understand the needs by seeing it and hearing it and being there firsthand um I think earlier this afternoon a similar question came up and
I talked about making time um and spending time as part of um my regular schedule to be in buildings whether it's a more formal type of a setting whether it's a faculty meeting or something much less formal maybe it's a voluntary meet
and greet um office hours might be another way um even Virtual Office hours on an afternoon after school's dismissed to be online at a certain time and just do Q&A and discussion um I think that's really important and um you know
listening to the principles and what their needs are and what are areas that they're finding great success in and I think it's so important I I um I might sound like a a broken record but being able to really
celebrate our successes so that we can take those wins and then move on to the next step and just I think baby steps that's sort of my my personal and professional approach is that if you look at everything in its totality it
can be very overwhelming and it can be hard to know where to focus and it can be hard to feel successful so um I think really hearing from teachers and even just being a sounding board so that I can listen to Educators and say am I hearing you
correctly that you feel this way and making sure that I'm understanding the the messaging and the needs um I think is really important sure have anything yeah sure go for it um going to talk a little bit about
negotiations so involve obviously the superintendent is involved in working with the labor groups and negotiating contracts um can you share your experience in Collective bargain bargaining and how you ensure that these negotiations are conducted fairly and Co collaboratively yes absolutely um I'm
going through my second round of negotiations that I've been actively involved with as a superintendent um prior to that as an assistant superintendent I sat through and I advised this superintendent and I also acted as a liaison between um the school committee and um the School
principles as we talked about potential language changes and what implications those might have had so I think having an ongoing and strong relationship with the leadership team with the um mea leadership and not having um surprises
and I I heard that come up a couple times too but um you know ongoing monthly meetings are very importance um I found that to be a way not only to just connect on matters that might be coming up but to also form those relationships to be able to find Common
Ground about things um that we're both interested in and I love that U marbor has um used the um IBB model it's something that I've been interested in for a very long time and I think now more than ever there's a lot of value to
that and really focusing in on the issues and not necessarily the the people it's we're all we're all here for the same reason so it's really what what can we do um that's reason that's
feasible number one um and how do we get those expectation set on the table so that um we feel like we're working in unison toward a common goal so that might mean um you know even going into buildings and meeting with
their reps IND indvidually or meeting with the principles and the Reps uh perhaps and if a grievance or whatever does come to fruition uh we talk about what what could we have done to avoid that what could we do better next time
what are the takeaways and then um I'm always taking notes on potential uh contract language because I think it's meant to be intentionally um and sometime sometimes it can feel very vague and it can be open to
interpretation and so um those are the most difficult times right so I think when you can go back and say oh this happened at that point and it was because we had a disagreement on how we interpreted that language what can we do to um to tighten that up a little
bit sure Mr Dan do you have one the other advantage of being last is I can look at the questions again and find one I want to ask that's good obviously if you get the job here you're leaving a place youve been been at for a while are you satisfied with the performance of
The District that you're leaving think is there anything you could have done or should have done at this point that might have changed it either way yeah I I think I feel like I'm leaving it in a much better place um we have worked
really really hard it's a highly dedicated professional team of Educators from par professionals we call them our esps educational support uh Personnel all the way on through um administrative leadership and the central office team
we have a lot of work still to do um but some of the successes that I'm really proud of are that we instituted a new math program under my tenure as an assistant superintendent we instituted a new uh literacy program under my tenure
we have um gone after hundreds of thousands of dollars in Grants um we've upgraded our security systems that would not have otherwise been possible without um the use of grant funding um we have developed Partnerships with our community and um Project Lead the Way
Pathways that hadn't existed before all of that good work has happened and we still have so much more to do and in particular in stonum we're really struggling providing the Continuum of services that I mentioned before with
special education and really trying to um have more of an inclusive model and when you look at our our data compared to the state our least restrictive environment the you know is much lower our inclusion rates are much lower than
the state much yeah they're much lower than the state average and we're trying to bring that up we need to have more of our students included more of the time um and I feel like we've also done a good job trying to bridge between gen Ed and special ed
and really understanding that there is no gened and special ed it is education and it's services that we're providing to students helping them to access curriculum and sometimes it's the hardest thing to do is to change hearts and minds I think that work is really
never done um but that said I feel like the district is really well positioned for the next person that comes into the role thank you sure anything else if not I have one final one so I guess yeah my last
question I guess is you're leaving a very small District that's in a town and now you're applying for a position that has a very robust budget with a lot of diversity can you speak to that what challenges you think you may have or what successes you can bring from coming
from such a small town to a very large city AB sure yes um so obviously coming from a a town a different form of government it's literally you have town meeting and you have a finance committee and you have um a select board and a
school committee that all work together one of the things that I'm really proud of is that um we have weekly Tri chair meetings so that is a member of the select board a member of the U finance and advisory and then the chair of the
school committee we all meet together and we're so that we're working in unison we're not competing we all are about the same of money and there's always give and take so to me that is um
really valuable to have those ongoing meetings we sort out some of the ideas and the priorities so that when the full board comes together in public session we still may have our disagreements but we have a united front um you know the
pot of money is yes it's it's much larger in Marboro but the principles are the same the principles of um working in unison the principles of transparency and responsibility with the budget and being able to provide rationale and data
behind decisions um those are all very very much the same in in my mind and I see here the work um changing in that it's working with um a city council and a
school committee and then also I I would be really interested in how to engage more members of the public into the process what I found in stonum is that so many people have come up to me and said I've learned so much about the budgeting process that
I never knew before and that was because we were really doing a good job educating folks and helping them to feel empowered so that they could come and talk about the budget the process and the needs that they saw were important
um so sometimes it's about empowering the public and the constituents to make them feel comfortable to show up to meetings or to watch online and to be able to provide their their uh input excellent thank you anyone else we
have there no we're good speak now good good good good you sure so I mean if there's an opportunity I have one last question go for it go for
it so Malboro is a very diverse Community I'm sure you've read about us or learned about us and one of the things that we have um been trying to work on through the years is how to
engage our um immigrant communities our families um more in the process because as we we know when families are involved the kids tend to do better how how have you approached if
you have um that sort of thing engaging families particularly families that do not speak English and maybe recently arrived here sure yeah thank you for the question um I think that's a really
important piece of Student Success is that the school and the families are working together and for a lot of folks their experiences might be very different and it can feel very intimidating coming into a school district that perhaps they might not
know anything about um so one of the things that I saw happening here that really captured my attention was at the high school um they're offering a new course called Welcome to mararo and I thought what a great idea for parents
right why not develop something like that for uh new parents and caregivers that are coming to town um it would you know obviously we would want to set it up so that it could be successful and if we needed interpreters we could do that but I think it's really about empowering
parents so that they can feel involved in the process helping them to network and build some social capital within the town and maybe even providing um uh some type of a fair or a community event where um they could come in and learn a
skill skill um you know one of the things that we've talked about doing in stonum is offering like a CPR night cuz everybody could learn CPR and it's not really that intimidating and um it brings people through the door and once you get people through the door it kind
of opens other opportunities um I talked today about how neat it would be to try to offer um a night class for parents and maybe even um partner with aset or partner with quinin and have our high school kids
provide child care um maybe even in dual language and then offer our parents things that they could do for skill sets access to the computer lab um talking about all the things that the Marvel Public Schools offer and um another idea
is to even start doing something like having students run or be part of their uh student parent conferences so that the students are engaging with their parents about um the successes and the challenges that they're having in school
and it could be in their first language um with a teacher there that's helping to provide and guide the process um so I think there's a lot of creative ways to um to get folks in with some innov innovating Innovative thinking and maybe
some grant money U these are the types of things that grants could fund and I think um you know partnering with other districts and you know Hudson's right next door they're a much smaller District but they're facing some similar
things so could we share resources and try to partner with them um so I think there's um some potential for for creativity there thank you
sure I know yes sorry just you know so I'm just curious um have you had experience with um tntp the new teacher project and um do you feel like that might be
something um to do more here we've had some exposure to it I'm just curious yes so I've been doing a lot of research um tntp is a fabulous resource um from everything that I've learned I think
they're a great fit um I was really excited to hear that they're working with maror um I spoke with one of the principles today and I asked um how's the how what's the feedback from the Educators and they found it's been very successful um and although I haven't
worked directly with um the new teacher project the new teacher project I have worked with other entities such as the hill for literacy in trying to um do very targeted supports for our teachers um but I think tntp is a is a really
good match um and from what I've heard the early indicators are that it's um showing a lot of success okay great thank you sure right I think that's just about Dozer for time all righty well we thank you I know it's been a long day sure so yes so thank you all right thank
you for having me I really appreciate it um thank you for your time I'm so excited and thrilled to be here and as I said um I my Approach is uh really to work with all constituents and um I feel
like Maro would be a terrific fit um I hope that the community felt that way and I look forward to to hearing from you all thank you very much thank you all right thanks thank you see you we will take a two-minute recess and we'll
be right back good thank you thanks thank you thank you e e e e e e e
e e e e e thank you all right welcome back thank you for your patience as we had a little recess so next is the next candidate who is
joining us shortly his name is David Thompson and he'll be joining us momentarily so we can start this process yet again and I have not met him yet here he is
hello how is everybody good good thank you good to be here I have uh I have some presents Melle thank you sorry I wanted to show you my paper passing skills see if I still have them you know that teaching
stuff so this is just a draft thank you of an entry or a trans fortunate enough for the um Okay so if you just if you just so we're actually being recorded live right now from from wmctv and it gets rebroadcast so the people at home that are watching I know there's a lot of
them they won't be able to hear you unless you're next to the micop unless I have the green light on the green light is on so I'm good all right so Mr Dave Thompson welcome um so if you could just want to introduce yourself and kind of pick up where you were leaving with um yeah so um so I handed out a draft of a
entry plan a transition plan uh it is a draft obviously if I was fortunate enough to be be the committee's choice I would want to sit down and see if there were things on there you would add to the list um but just to give you an idea what that would kind of look like so
thank you all right and that's for your look at whenever you would like so appreciate that so if you don't mind so we'll start off by um introducing yourself give a little background sure last time Michelle kicked it off with a question and we kind of go around the table and we'll ask the questions so the
floor yours so please uh tell us a little B about yourself okay well I I've met I think almost everybody here but there's probably people of Home who have not met me oh and correct CH correct so she usually she usually sits right here so that's her name she there you can you
can okay you're G to try and move it around yeah um so I'm I'm Dave Thompson I am um currently the interim superintendent in mashby this is my eighth year as a school superintendent uh I am also Al uh the proud product of
the marbor public schools um I went to a school a school here in marbor from kindergarten through uh all the way through and graduated from marbor high school it's been an incredible uh day today spending time with you know passionate teachers incredible administrators a lot of the school
committee you Mr Mayor um and also got to see some of uh I just visited my third grade classroom so um it it's been a little a little surreal uh coming back at this point but I think it's important that you know that this is a place where
I you know I I got my start there are Educators that uh brought me along On my journey uh provided me an opportunity to learn and grow I did my student teaching here in marro started my educational career and the opportunity to really kind of come back uh and give back to
the city that gave me so much growing up would would truly be kind of a full circle and an honor um I'm an experienced administrator as you can see from my from my resume I have been um a superintendent assistant superintendent principal assistant principal teacher
I've done every stop along the way uh done it at a very high level uh my passion has never changed I got into this to make a difference uh that is still what drives me today um and I'm focused on educating the whole child focused on what is happening in our
classrooms to make sure that our students had the best opportunity to move them mes forward and be productive citizens in our city so okay start with that all righty we'll start with the questions okay well and and I just want
to apologize for not being able to be there and meet you in person but lovely to meet you nice to meet you virtually um so you touched on this a little bit but um my my first question is you know why
malb what what do you bring aside from some historical perspective um in terms of your skill set that um draws you to coming back here what about us do you think makes a good fit for you yeah uh
good question thank you um so you know I'm I'm coming from you know in the place of nor I'm coming from a district that is very similar in in demographics and challenges um have done really good work there and mooved that
District forward basically uh repaired that district from one that was underfunded and kind of falling apart to one that was moving forward uh did that in a collaborative way uh building on experiences and and things that were happening already in the district to move that District forward um I think
that those experiences will help me do the same thing here in Marboro um there's a lot of great things going on um but we're obviously not getting all the results that we want and my ability to come in uh diagnose what's going on in the classroom look at an
instructional practice work collaboratively with the the leadership team and the teachers to develop a plan to go forward is a strength that I bring um to to the district um so you know a little bit about me so that kind of
comes into this so I have uh been you know the middle school principle of the year I've mentored two other Middle School principles of the year and a blue ribbon School principal as as well um as well as work with dsse doing underperforming and and um exceptionally
performing School visits so I have a toolbox of going in and being able to look at instructional practice and design a way to move forward and I think that's something that you know would help Marb move on to the next step it's kind of tough because I feel badly for not looking at you over there um okay
yeah but um but that you know and my and my passion to to do this work we saw in Norwood we saw incredible uh increase especially in our El population right after Co um it really is God's work and work that is really important and something that we have sell at I think I
bring that piece of that that expertise to the table as well thank you you um what is your view of the role role of superintendent with with uh the chief financial um officer uh in the
school in the city how would you build a budget Mentor the district's sorry monitor the district's finances uh and develop good reporting system and in addition to that what's the biggest budget you've worked with what's the smallest budget you worked with okay yeah so um you know so as a
superintendent I mean you you are the the spokesperson of the district so you really need to know um what is going on I regularly meet with my my business manager to get an update on what is going on there's always the uh open door if there's an emergency come in and see me sort of ort of thing uh so that is a
close relationship um one thing that I work very hard on is building relationships with the finance committee with the mayor obviously to have open channels of communication so when there's a challenge that comes along I'm not going to sit on that I'm going to express hey you know just so you know we
had this concern coming up you know we have an out of District placement coming up that we didn't budget or someone had moved in with a need and we need to provide an educational um you know plan for them in our schools and that's going to mean Staffing and and what have you and whatnot um so building relationships
and building trust I'm very transparent I'm honest to a fault um and I'm going to give you know the full picture as I know it and if that changes I'm going to update people that builds trust and respect in what we're doing you know School budgets are shifting Sands
there's always a new challenge coming along and being able to have those communication and that trust is important in that so um you know and that's and that's the same for the school committee you know making sure that you are informed you know what is what is going on my general rule is I
don't want anybody surprised in the grocery store at the soccer field or whatever else it might be as to what's happening in the schools and making sure that that happens uh smallest budget I think that is now where I'm looking at a $26 million one largest one was $56
million that doesn't include the $158 million building project though it's a different pot of money pocket so um can you provide some details about when you've been able to assess the effectiveness of your special education
programs um probably well either currently in mashby or reaching back to Norwood um what are some of the criteria that you use that you feel would be beneficial and moving here yeah so I yeah so I look at so I look you know again I tend to look at things from
different angles but I I look at special ed from from several different things one one is the quality of the programs okay are we meeting kids needs uh the other is you know looking at the data and are our special ed kids moving forward ultimately the goal in anything
but especially in special education is that they are leaving us with the ability to to work and and do whatever they want to do on their own um the reality is and I'm not sure every parent realizes this when a student graduates grade 12 the special ed laws go away and
it basically just becomes a 504 so that reasonable accommodation piece so we need to have students that are leaving our our care leaving our schools in a position to function in a workplace on on their own you know and there are some exceptions to that life
skills for instance you know and there are um programs where people will be enrolled and there's you know a group home situation but but that's the goal so there needs to be a progression of skills and you know I I tell people and I'm actually the parent of of a child
with um special education needs um so I you know I tell people that we are you know we're trying we're teaching these children how to work around or work with their their disabilities they're they're really not going away you get better at working
around them um and how are we doing that and going back to you know part part of the way you do that is you have students in the regular classroom doing grade level work with support with scaffolds to do that work and as they get better you take the scaffolds away so they're
standing on their own um programming and and I'm you know I do not like to send students out of district and there's several reasons for that back to that progression piece if if students are are progressing and they could go into an inclusion setting or
part-time in inclusion setting if they're out of District that doesn't exist so so you've limited their ability to grow the other piece is that these kids are not with their peers they don't have anybody to play in the neighborhood all their friends are at some other Town some other place um and there are
there's always exceptions but to to the most we can good quality in District programming that ensures our kids are getting what they need so th those two things great thank you you're welcome good evening good evening again hello um
let's see how do you Foster professional growth among your administrative team and teachers um and looking back at your resume you state you rebuilt when you're during your time in Norwood go
Mustangs um you rebuilt administrate it says you rebuilt administrative team on core belief of teamwork collaboration and support for the mission of the district can you elaborate a little bit about that and give examples of how you've developed leadership skills in
your yeah so I mean so the first thing well I should I don't know if I should go back to hiring but knowing you know and again knowing knowing your people right knowing what their skills are knowing what they're bringing the table when I have hired members of the team it's first you know are they going to be
able to function with the team and then you know are they going to be able to do this particular job do they have the qualifications experience but then it's what other skills do they bring to the team right so uh the last principal I hired one one was was a math coach in her earlier earlier life another one was
really an expert on social emotional learning okay so bringing these people in so those skill sets build the whole team and other people can can and myself included can benefit from that expertise so you know you know so so you have you
have the district goals and the district PD but you also want to make sure you're trying to grow people and part of that is knowing where do they want to be in five years what do they think they need to to work on and you have to have relationships and Trust to have that conversation okay um one thing about me
is that you know my my phone is it's actually in the car right now but my phone uh is with me at all time and and you know my administrators are priority calls that'll ring in the middle of the night right um I'm always there for them always there to support them they know that I'm invested in them being
successful if they're successful their schools are success are successful their teachers are successful so um and and knowing what you know what their dreams are those self assessments as part of the evaluation cycle about growth where do they think they need to grow um
that's a hard conversation if you haven't built the relationships with the trust but but that's where I start with that um the team there are there are core values about teamwork about you know discourse and how we're going to do it and that we're all in this together our team agendas have always been a
joint I don't own the agenda they don't to get my permission to put something on there there's something that's a burning question they can put it on the agenda it's a shared Google doc there's a certain format that I asked that they use they introduced the topic and we had the discussion um you know and there's
rules you know we can disagree you know but you know we might not come to a conclusion that day we might come back but you know we're going to walk out of there together and still no matter what you can call somebody else and get that sort of support um this is this is hard work and you can encounter challenges
and if you don't have other people to lean on and that doesn't always have to be the boss person it could be another principal as well um so you know one thing that I that I did um in Norwood is those those two principles that are
mentioned there is the principle of the year and the Blue Ribbon principal are people that I have said to them you really should think about becoming a superintendent because you're crazy no you should really think about becoming a superintendent because you had the skill set you had the disposition to do it and
disposition is an important piece as well um and and fostering that and encouraging them to continue to grow to do that can I just ask a followup on that sure um just out of curiosity so when you're saying rebuilt administrative
team is that pulling from within district and moving people up into other positions or is that pulling from outside I I'm just trying to understand that a little bit further about how to develop because that's something that's
important so so when I say rebuilt when I entered Norwood there were four principles retiring so I hired four principles through that time of attrition so I had to change the dynamic of how the team worked because it was not that collaborative piece okay okay
and I don't want to throw dirt on anybody else but but but but it was not that there were not honest conversations going on um the six elementary schools were not on the same page okay so I had to set forth expectations and processes
to to get us there okay um so the unfortunate thing about Norwood is I have anyone who has applied internally you know my rule is that they get an interview because they they're part they're part of our team you know they should at least get an interview I
have not had any any teacher apply apped to be a principal I take that back I have one teacher who applied to be an assistant principal is now the associate principal she very well might become the principal of Norwood High School some other things but she is the only one of
and part of that is you know the elementary schools are one band you know it's one principal small school you're doing everything and a lot a lot of the other teachers have not so there is one Elementary principal who did move up from within there's one Secondary High School person that moved
from department chair to assistant principal to associate principal um but the others have come from outside not for any sort of not wanting that that's just how it is now conversely to mashby we have had I have had four people move
up from inside so it's not it's not a disposition of yeah no and thank you for the clarity I I appreciate you you know letting me letting me kind of follow up with that only because I think that that you know do deserved a little bit more
clarity that there were people retiring and what you meant in rebuilding yeah I do not go there are other people will come in and like I have to bring my PE I am not one of those people um so I like to work with the people that are you
know I've had people in central office retire but I have never I have not pushed anybody out thank you appreciate the clarity thank you what do you perceive is the superintendent's role in the community in the community um well I I
mean I'm the I'm the um you know I'm the I'm the face of of the district right so um you know I I do like to share the spotlight with other people I don't feel that I have to be uh the person but but I am because of the position I'm the I'm
the face of the district which means that I'm the one that has to answer the questions when when and I'm the one that has to walk through the fire every once in a while and that's and that's part of the job um you know being visible in the community is important especially in the beginning because you have to build
those relationships and part of that entry plan is getting and sitting down with those important stakeholders in the city um but also just you know informal times you know looking at um you know Coffee hours or or going to the football game or going to the basketball game or
the play or whatever it might be and just having those chance encounters not scripted if you will um the other thing that really needs to be done is some sort of two-way communication plan I'm not quite sure exactly what the plan is but when do do we have town halls I mean
I've done coffees moderate success uh I've done Facebook lives back during covid and what have you currently I do a podcast um you know to try to get out and interact with people we do surveys uh report out on that with with parents and students that are kind of related to
see if there's a difference and perspectives on on what's happening in our schools but that two-piece two-way communication um and and being being the face of the district thank you welcome okay descri excuse me describe
your approach to engaging with the school committee and Advising them on key decisions can you give an example of how you successfully navigated um a difficult discussion or decision with the committee yeah so I think I me I talked a little bit about
this but my job is to make sure you guys have the information you need to make the important decisions that you have to make and I firmly believe in you know so if something happens that you might hear about you're going to hear about it from me first so that's my intent okay I
do not want anybody being surprised wherever um as far as interacting I am a you know sit down one-on-one sitd Downs you know at least twice a year uh weekly conversations with the chair of the school committee sorry Mr Mayor um but
you know time to do that um and then you know anything that I send out if there is a question you you will have my cell phone you will have my email you can text me we will I will answer the question to the best of my ability um so
I am very open very transparent willing to communicate um and that I think you know cuz you know we have roles and we have work to do but we have to have trust and communication in order for that to happen at a high level and it has to happen on the high level for you
know the the benefit of the entire District um as far as um you know so a lot of it has been recently has been around policy um you know obviously the competency determination don't play with the cap anymore sorry uh the competency
determination so you know I listened to several webinars did some research on what other groups and and districts were doing looked at it sat down with a policy subcommittee and basically went through we did what most actually the department of Ed of Elementary secondary Ed just came out with the same policy
that basically I I did a month ago um but and brought that to the school committee for their conversation most districts were just going with a passing grade like a 60 I'm not quite sure that's competency so we did have a discussion and we did bring that up to a
a 65 64 65 in order to be competent count count for competency uh and then that and then that was um adopted you know and you know I'll go back to to a more difficult one this year there was a member who wanted to uh go back to the
kind of dress code policy that actually is not aligned with the law um at this point so you know I did my research checked with the school attorney to make sure I was right sat down presented it all to this particular uh school
committee person so that she she's still wasn't happy and wanted me to find another person another lawyer who would tell her something different and said well that's not quite how it work works but um this was a brand new member um so but that that was a little bit more of a difficult conversation but it was a
one-on-one conversation to ensure that that trust was built up there and I wasn't you know calling her out in front of her peers or something along that line you're welcome you've alluded to something that I've been I'm going to ask you but you've alluded to in the last few
questions um I know that education is a work in progress It's always under construction and using that analogy do you can to yourself coming in a new system to be the architect the Builder or the remodeler and how does that manifest itself when what you do wow
that's a uh that's a that's an interesting question um I'm fearful if I say this answer you're going to think I'm cheating but I'm not um at times all three okay so um coming in to to to marrow you have a
strategic plan that has one more year left on it so in that in that instance um I would be a builder probably to finish that plan as I'm sitting here and transitioning in that would be gaining
information and facts and seeing how things actually work to maybe become the architect of the next plan okay if there is something that's not working in that plan or is not reachable or off track then I might need to be a repair
person very good how do they do pretty good okay all right good I do I do have a sense of humor so um if if you're in this position you take yourself too seriously you're probably going to self self combust oh back over
here yes back to me and I'm just trying to find my I'm I've got dueling devices here so sorry um policy that's what I asked about so I
apologize so you know we super school committee members we have three jobs right we hire and supervise the superintendent we said policy and we do budgets regarding policy um the superintendent and
administrators collaborate with Mrs Hennessy and her team to develop policy for our district um how do you see um the balance in your role between making sure that that school committee policies
are being met but also supporting teachers or families who might want to be pushing back on it or want some flexibility how do you how do you negotiate that well yeah it's a good question see
so um you know the majority of the policies are are based on law Chapter 70 chapter 72 chapter 74 so I mean there's a certain amount of them that kind of Set uh masc does a lot of work I'm
assuming you are work with them on those policies so then um so so then you know the the real work is usually around you know here's the model policy here's the law here's the model policy what's the what's the
construct for marbor right um so that is you know and then the other side of it is you adopt the policy but the Administration has to adopt procedures to actualize the policy
so need to ensure that you're meeting the letter of the law and the direction you know advice legal advice from the school committee Association but also still making sure it's going to it's going to stick in Marb okay and it's
going to be implementable if that's a word okay so um so so that's the balance and you know so what I'll do is is I'll take those those draft documents we might have a conversation I'm not quite
sure how we do it here but we might have a conversation as administrative team about the policy if there's any concerns about implementation or how it would work and then we would come back and have that conversation so I would be gathering information and doing some vetting of a draft and I say draft
because if you have a draft that has a talking point it takes less time than just a blank piece of paper right um and then come back and have that conversation with the school committee if we don't agree then we go we go back again um so that's that's kind of how I
approach policy a lot of the ones that are coming down now are are changes in law and federal law in some cases maybe um so and yeah uh but you know so that's where most of that comes from or there was
some incident that happened somewhere else in the state and making sure that we're not in the same position some other District was in uh and what have because that's that's how I approach that um and then and then if we're not agreeing the other thing that we we can and should do is is look at you know our
our own legal council and have them take a look at it and and see what their opinion is can can I just follow up with so I don't think I articulated myself very well but I I love I love
that explanation on how you get to the policy my question and going back to the example that you gave in the previous question we have let a dress code policy and you walk into school buildings and clearly people are not following the
dress code policy what do you do about that well then that's then that's conversation with people who are supposed to be implementing the the policy you know so policy you know the policy is the law of the land you know and I explain to people the one way to shorten your tenure as a as a
superintendent is not following school committee policy because that's what your directive is right so then then the question is why isn't it being implemented the way it should be what are the barriers can we fix the barriers or do do we need to go back and
reexamine the policy so that's that's how that would happen but there really isn't if the policy is not being implemented then that is that's a problem on the administrative side and it needs to be
addressed thank you welcome so another follow up on that um talk about policy uh Pol is a new policy or a new version of a policy that we work on and and
improve a how do you communicate it to your the whole staff and B when staff misinterpret it how do you address that yeah so um yeah and it it depends
on who it impacts like there's certain policies that are not going to impact a regular teacher and then may know but in generally in general what um I do is that each school has a policy manual okay they are given they they the principles are given the new policy told
to replace it in the policy manual if it's something that staff needs to be trained about then at our leadership team or at you know Elementary team principles me or principal meeting or whatever we will talk about what that is and we would cover it um at a staff meeting to make sure everybody's up to
date on that so that's that's how it and then you know Weeks Later any problems with it you know how did that go any problems with implementation any questions you know what have you so that's that's basically how got about making sure that that policy gets down to the buildings in the classrooms and
if there's a misinterpretation they get the policy they think they know what it means and it's incorrect if it's a brand new difficult policy then we would have talked about it during leadership team what I'm saying is if they have if if an a part of your staff is misinterpreting
the policy and they're acting a certain way they shouldn't because policy principle should correct the misinterpretation so you you defer that to the principle okay yeah yeah your next know I mean that was
enough I mean the chance of the superintendent having to trip across some some sort of particular policy piece may or may not happen you know with seven buildings moving around um and ultimately you know the principal's got to be making sure the policies are
consistently being implemented in the building so my questions changing from policy but I guess actually yeah kind of ties a little bit into it um is around some of the student behavior issues and the
safety for our staff uh around some of the behavior issues um we've been having a lot of conversation here in District about that and I'm just kind of curious uh is that discussion that you've been having at mashby or that you've had at
Norwood and how would you support uh the staff and our student body around those issues yeah so it it it is definitely a conversation we had in Norwood it is not a conversation in mashy um and part of that is where
mashby is on some of the things that we were working on in in Norwood so um mashby has an incredible social emotional um learning program um it is so I'm just going to step back so this student behavior is a very complex issue
there is not a simple answer to it um because you're dealing with individuals you're dealing with trauma you're dealing with all sorts of things that impact this right so basically you need to approach it from multiple angles um you know a stricter punishment does not
necessarily change Behavior the punishment doesn't change Behavior it's reflecting on what happened and how to improve it changes Behavior once upon a time I don't know if I I won't I won't go there but once upon a time if you came home in trouble you were in double
trouble right that's for various reasons that's not always the case for for worse and for not and worse worse okay but basically um you know a highly structured social emotional learning piece when I entered Norwood seal was
just 10 minutes on the carpet we're done you know we we went through the rig burrow no it needs to be you know it needs to be explicitly taught it needs to be integrated into other parts of the curriculum and it needs to be assessed and if kids are not learning those key
strategies and and self-management pieces then we need to be doing tier one and tier two intervention to work with them if it's really a kid with significant trauma then that needs to happen as well um as far as Behavior goes you know your your positive behavior intervention support and again
at mashby they they have those they have the Falcon 5 they have all these things about what are we are expecting for Behavior and the kids participate in that okay um it's really extremely well done uh the kids Buy in they know what the good behavior is they celebrate the
good behavior so you have the social emotion the individual piece you have the culture of the school piece okay and then the Third Leg of that stool is a discipline process that that causes children to reflect and repair what happened and
it really is about relationship ship okay is there a good strong relationship between the student and the teacher between the student and the principal or whomever else is there the student and the um you know um behavior analyst who who may or not be there if you have a kid who's having significant behavior
problems then that needs there needs to be a plan to improve Behavior it doesn't happen quickly um and if you know but there there are lines that also need to be drawn with that as well if you have a kid that is really engaged in very dangerous Behavior we need to find
another place where that trauma or whatever it is can really be worked on before they're back in in the regular piece I think the key thing for parents is that they and we can't say oh Johnny got a detention or Johnny had to do this or Jolly you know we can't talk about
what the consequences are but we can assure them that it is going to be dealt with and we are going to work to change the behavior and that doesn't matter if it's you know a minor behavior or a major we need to address all behaviors and and get them corrected and students
learning from that and improving in their personal Behavior so you focused a lot on student I'm going to ask how do you support your staff though yeah okay thank you so um the the key the key thing there is you
know the um the you know the trauma informed PD around how that works uh the bcbas coming in with kids with that are exhibiting that trauma or need a behavior plan okay and then if there is a kid that's having for whatever reason a really bad day having the support
people in the building to come you know and and and rescue as you will okay um but that's that's what we have done and and have seen Improvement in you know in Behavior over time but that's but that's the difference so we were building the SE program and building the PBS program
in mashby they they have it smaller Community have it down a little bit more I I can honestly tell you out of, 1400 kids there's maybe four or five that we have I mean there there's some kids with autism that you know not not counting
those but four or five in the entire District okay thank you welcome so I would like to know how do you ensure that all staff members um including your building principles in directors um as well as your teachers
and Staff feel um supported valued and empowered to carry out their roles effectively how do you what was that last part um carry out their roles effectively yeah um so obviously so you know I want every
single member of our school Comm Community to feel that they belong and they're valued and they're they're part of the team um how do I do that I spend time in classrooms I try to get to know people that takes a certain amount of time with with as many staff as are here
but know them support them um take an active interest in you know what's going on in their classrooms uh visits mean an awful lot um ensuring that they have the support that they need to do the best job that they can um you know one thing
that I do is that I when I do observations to principles we go out and we do joint observations of teachers and talk about teacher practice and how they can be supported because that's that's their first first line of support um I think you know walking in with
kindness first and foremost um and appreciation for the work and what they bring to the classroom so I I you know I walk into this work with with a tremendous amount of of gratitude um and appreciation for the work and the work
that they're doing and and you know and I will I will tell people the most important people are those people sitting in front of our kids on a daily basis okay they are they are more more important than me because that's where the work that's where the important work is happening and I and I truly believe that my job is to make sure that you
know my you my teachers have the tools and the training and the resources to do the best work that they can and once they see that happen you know they they tend to be supportive the other thing that I have done is really um established a very vigorous onboarding
program with with new teachers to make sure that they are starting in because you're making an investment with these folks so um to ensure that they have the tools you know how do you um how do you do um open house how do you do grades how do you do parent teacher conferences
the these things that can be flas points you know in the first year as a teacher how do you do um uh discipline how do you effectively create a classroom culture where kids can be successful and those so you have your couple days before school opens but then you have regular meetings throughout the year to
address and to help you know support teachers in that and if there's a teacher that feels that they want to come to that maybe they're not in the first year then it's an open door come on down and there's no judgment there okay um you know I think knowing teachers knowing that the superintendant
the principal has their back and wants them to be successful goes very far away can I just follow up and ask like how do you also support you talked a lot about teachers yeah well how do you also support your building principles um and how do you continue to
Foster like their relationships and and making their building successful yeah so it's so again back to that trust in the leadership team That transcends Into You know I position myself to be a thought partner with them so when they're challenged there's a challenge going on
they can pick up that phone they can call me and they know that we're going to work through that together okay I'm going to set them up to do the work because that's where the learning is the learning is in the doing not me running in and doing it for them but you know help them make good decisions
help them do the best work they can to support you know students and teachers in that so that so bringing my experience and expertise to the table for them to access um and they know that I'm I'm going to support them in doing that um
you know and we have we have difficult conversations about growth and what areas they need to improve and we'll put together a plan on how to do that you know if that's the case um say well you know you're really good with this but this is an area you need to work on and you know this other principal does a very good job of that you know talk to
her we'll come back and look at that as part of your evaluation cycle um and it's it's not a gotcha because we're talking about Improvement and we're planning for that together so you went from a $54 million budget and norw it down to a $26 million
budget and uh 58 million to 20 26 but that's right only numbers well I'm reading your $54 million budget here in your res and then to a $26 million budget in Mash B so obviously both are towns were a very large city much larger budget y more students and you just
reflect on the challenges that you may see by going from a smaller Community to a larger City yeah um yeah kind of you know so challenge I mean obviously there's a few more wheels that turn
um you know the essential functions of a school system are are are similar you've you've got buses you've got buildings you've got it it's it's how many you have and how many lines you have to keep track um it's a it's a volume thing it's
not I I wouldn't say it's a strategic piece you know the budgeting the budget you know process and the reconciliation because there's more moving Parts might be more involved um but as far as how I would go about
managing the budget and supervising the budget that's not going to change and and what I'm going to expect my for my finance department to make sure that I'm on top of of what's going on um but when it comes to perhaps reducing the there's more things to look at um and you know
and I've had that you know oftentimes the smaller budgets don't have as much there's not as much extra in there or places you can pull a little bit there's not as so in a smaller budget if you have to cut $100,000 that's a bigger piece of the pie than $100,000 out of a
$56 million budget right um so in some ways bigger budgets are kind of easier but I won't I won't say that again but but yeah y you good I'm good um obviously earlier
you heard we do interest based bargaining or we have for the last four cyes through with the mea um in working with the labor groups and negotiating contracts can you share your experience in collective bargaining and how you um
how you ensure that they are conducted fairly and collaboratively yeah um well I love that you do IBB um that is um I did that in blackdale milville and absolutely loved it because it it takes that ERS serial piece out of it completely um what I have done in
Norwood and now in um in mashby is is try to be as collaborative as possible and that doesn't that doesn't start oh we're going to bargain col I mean that again building relationships that starts as soon as I hit the ground all right uh
working with with your Presidents establishing relationships um you're not always going to agree but trying to solve problems together builds um builds collegiality in doing that um I I am always fair I'm not trying to
take advantage of anybody you know ultimately these people were negotiating with are the people that are working with our kids and doing the important work of the district um and you know as a as a former teacher it really kind of is a calling and I truly respect and
value that work um so I think going in with that with an appreciation for the work that's being done and the work that they're doing um is very important and you know I might have said this in one of the previous interviews but when I arrived in in Norwood you I arrived in July and
and discovered that the um the Paris Union was in mediation and I'm I'm like why and I I'm like why are why are we in mediation with with the Paras and you know it came back down to again poor relationship
that then became that then drove the negotiation off the deep end um so you know I'm in there and I'm like I can't believe that I'm mediating over basically was about $15,000 mediating about $115,000 um for people who are have
their sleeves rolled up and and doing the work right um so then we get three years later uh the Union uh kind of moved on from the person kind of responsible for the poor relationship on their side I had already built relationships with them we had a a very
collaborative respectful conversation about their work and a fair proposals put forth on both and really talking and talking about perspective and why this and how can we do that well how about this how about
that okay um at the end of that negotiation it ended it ended with everybody hugging each other okay um and then you know for the last five years the President and Vice President would check in on me make sure I'm doing okay okay um and it's about treating
people with respect valuing what they do and evaluating their their contribution to the team because it really is a team effort everybody is important to make sure that what's going on in that classroom is happening at a high level um so and then you know I'll I'll switch over to mashby you know and they have
you know a history that I'm just walking into but we are working collaboratively with the Paras um to create a career ladder program to to set up a system where um where Paris can you know get um reimbursement for courses and do certain
things and be able to be become teachers because we're going to need to create some sort of pipeline um for them and that is going well and I've only had a six six seven months to build those relationships so I build build relationships pretty quickly so
as obviously if you get this position you're leaving another one yes how do you you feel the performance of that district is doing and if um let me try to figure out how to say this question correctly and how do you feel what how do you feel you're leaving them in what
condition feel you're leaving them and anything you think you might or should have done differently yeah so um so so there's a yeah well I mean there's a couple things so and again my my I'm like and you you'll hear it
you're probably oh here he goes again but I'm really focused on what's what's happening in the classroom and is that the best it can be for our kids um and so when when I walk around and I visit these schools and I use all this
experience that I have looking at that the um instructional piece is not consistent okay um and there is not coherence of the programs so there there are a lot of good things but the academic achievement should be much
higher for the investment that they have done with materials tools and um materials tool and resources it should be higher um so and you know and there is you know 75% of our of our Els
are fairly new from from Brazil there are those pieces as well but in general overall should be performing higher so you know and again I'm an interim my contract ends in June uh my advice to
the Inc coming superintendent my I am going through some of this with the school committee is to talk about what is our instructional Foundation is it understand is it Universal Design for Learning is it um culturally responsive you know teaching what is it because
it's not really a there are some teachers who are doing some great things but it needs to be everybody doing really good things okay um so you know my my job is to is
to you know bridge the gap but I'm going to make sure that the people understand you know where where they need to spend and it's not really spending more money it's just it's spending time focused on that and and part of that is that this year's plan was to really kickart um
multiple tiered system of of success so that's that's a piece of it but when I walk around there's not I should be able to go from one classroom to the next and see similarities in the instructional practice and and that's not common if you haven't done that work um but but
they they could easily get there with the right sort of emphasis and teamwork working in teams as professional learning communities to do that work I fully believe it okay thank you thank you anything
else uh sure so can you talk you know Malboro is a very diverse Community as you were just touching on um what kind of strategies would you to bring to our community to engage our immigrant
communities parents uh you know families in the education process yeah um well obviously obviously we need to communicate them you know with them in in their in their home language um and I know that there is an app I'm not quite and talking talking
points is another piece I don't quite know how all of those work but ensuring that that um that that we're doing that consistently uh to doing that proactively um you know the the other piece is and learning where the
community centers are so you know if there is a church or another community group that is working you know visiting those having an open house um you know having our El teachers go there the other thing that we did uh in Norwood is
that we started an adult um language class for adult language Learners that caused um huge collaboration there and actually we had um some of our older students who were El students come and
help teach you know the these parents um and you know and that does several things you know those sorts of activities do several things first of all it builds a sense of community it opens lines of communication and it lets them know that we care enough to to to
do that work and and to be there um yeah so that's so those are are are the things the other the other piece of it is help is helping um you know our El population parents and Guardians understand what they can do to help their kids and usually there's a little
bit more of a disconnect because they don't speak the language but they can encourage their children to do certain things um at home to do that so those are the things that I would suggest and have done than
I just have a a a quick followup to what Dan was saying um you know you're leaving a one place I get that why fan is going so I'm having a really hard time you know you're he he was talked about you you know you're leaving Mash B it's an interim situ to get that why did
you leave Norway uh it it it was time so there was uh a change you know in the school committee and it it it was time we were not we were not aligned so as sad as that is um the average life of a superintendent I think is about two and a half years so I did
three superintendent lives that that's a pretty long uh pretty long stint um still have friends there still care about what what goes on there um but there does come to a time when it's it's time to hear a new voice that's kind of a Natural Evolution okay um what is your
view of the role of superintendent with the Chief Financial Officer in the school and the city how would you build a budget monitor the district's financ and develop a good Reporting System yeah so th those have got to be very close relationships and they also have to be
very transparent honest relationships um so like I said earlier I you know I'm going to be meeting with the Director of Finance weekly for for updates thing something goes you know we don't have to wait till Wednesday to talk about something there's something urgent um
ensuring that you know all of our numbers are lining up between the schools and the town uh if there is something that is you know a problem you know and I'll give an example so a couple years ago um and and it it was after April 1st so we didn't have
to be bear the burden but we had four students who moved into the district who were in out of District fulltime residential placements that was $250 a piece that was a million dollar in out of District increase um so as soon as we
learned that that was coming on our budget radar the next year we learned that in uh in June um that was communicated to the town manager the town Director of Finance and the finance committee of the town because this that's that's a big problem that's a big
swing um and then strategize worked with them on how we would address that going forward um actually you know and and again you know it doesn't do any good to wait till January to have that conversation let's have that conversation as soon as we suspect that
we might have a difficulty um so we did that ultimately ultimately what happened is that two of uh the families moved again um and one aged ended up aging out we were we were off on that or they thought they had one more year I'm not
quite sure how that happened I remember and then one stayed what but what we did was we working with the finance commit we actually built a um a um special education stabilization fund okay and you know if we had money left over there
the year we would put it into there and it had to have a vote of the school committee and the uh Board of Selectmen to pull out of there but that was a safety net in case that ever happened again um and that came from those conversations going on and planning for what could possibly happen uh in the
future so and we did have to we did have to dip into it the last year to to cover some costs so yes anything else yeah can ask let's go okay thank you uh so uh here in
marbor we've had um some folks focusing in on um learning about tntp the new teacher project um I'm just interested have you had experience in that any
exposure um what are your thoughts yeah um I have not so you know and again I'm just going to take take a little I'll come back but um I I firmly believe that I'm if I'm expecting my principles and and my teachers and my PA
is to continue learning that I should be modeling that um this year what I did was I applied for a fellowship with leading now I won the fellowship or was awarded the fellowship so I'm part of that cohort uh for this year they have a relationship with W with the new
teachers project so um and it's funny because I had looked at some of their work probably about five or six years ago but then we had we had a workshop a webinar um in November maybe about uh transformative schools which actually
brought together a lot of the things that I had done um it's it's a very good organization that really brings together a lot of good research uh from my previous experience and this experience I don't know at this point in
time exactly what PD they have done here with with you folks um but it is but it is a reputable National Organization that has done some really good work around teaching practice so okay um okay yeah thank you I would love to
learn more can you expand more on your fellowship how you just expand more on that Fellowship yes so so leading now is is a National Organization um that is is funded um from from donors um and they
basically um except applications from across the country uh put together a cohort of about 25 people from across the country and then do um so so so there's basically three parts one is you know a learning series kicked off with
with a cohort meeting um in in Tennessee and then um and then we we meet once a month and do like a two-hour webinar on and and the purpose is to build leadership adaptive leadership skills communication skills
um what what time is it CL my bedtime I I forgot the last one but it's working on it's working on on those skills to develop high quality District leaders um so you go through this and then the other part of it is um some Executive coaching which you get to personalize on
things that you want to work with um I start that actually was supposed to meet with my uh coach today but I moved it to next week I I was busy doing something today um and then uh and then the third and then that cohort you your relationship continues with leading now
and they have uh monthly workshops and things that they offer that are a little bit shorter to make sure that past cohort people are still part of um you know and being exposed to research going forward so I'm I'm I'm part of that as a
vigorous ongoing learner um so the other the other piece of it right now which is I is that there are opportunities for you know um Communications people the um executive assistant to the superintendent uh and um and the finance
and budget people to also get involved with some groups going forward um so there's there's definitely so they're trying to build the whole organization up and do it in a national way okay thank you you're
welcome I think that's all the questions correct any final thoughts any final thoughts yeah um you know I think it's you know so so my you know core values are are really about ensuring that
everybody has you know a pathway and you know an exit strategy if you will so the kids are are prepared for their future um there's a lot of really great things going on here with you know early college um the career Pathways you know I have built them
uh working with the high school principal in Norwood um and you know I firmly believe that there are opportunities to expand that and really serve this population of kids when I arrived in Norwood and again a lot of first generation uh immigrant folks in
Norwood who you know and you know if those kids go to college it would be the first from their family to go um and you know and I said we need to prepare them to go they we need to have them to be able to leave our high school and do something more than just work at a Burger King in McDonald's not that that's terrible but it's not a good way
to support yourself um and maybe go to college or become a trade we continually worked on that to create those Pathways um I think it's really important in this context as well to ensure that these kids have a place to go to support
themselves and become excellent citizens here in maror that's going to be important going forward um this this is kind of a dream come true to be able to come back to your hometown to invest time and effort and bring your expertise to try to improve something that was
important to you uh growing up um and it would be an honor to to serve with you so excellent okay well thank you very much all right well thank you thank you thank you thank you thank you meet you in person sometime soon hopefully be safe traveling home right
yes no worries thank you thank you we will move on to the agenda for public comment is there any public comment seeing none public comment is there any public comment going twice
seeing none public comment is there any public comment for the third time seeing none we close public comment comments we'll move on to item number four discussions regarding the since school
committee vote for new superintendent so we will open up the floor to start the discussions anyone would like to take the lead no someone's got to jump in sure why not I'll take a lead um
first I'd like to say um it was a pleasure having an opportunity to meet and speak with both David and David Dave David whatever um and it I appreciate having
the time to be a part of the initial Search Group and then being able to see them both in District today um I'm quite appreciative of everyone's time within district and in the community to be able
to have our staff um being able to interact with them throughout the day because obviously um it takes all of us to make a decision uh so um thank you to everyone
taking the time to attend um say hello in the hallway and uh those especially that reached out through the exit interview tickets um which it's helpful um because we need to had that Insight
because we only have our own perspective to bring to the table uh and those exit tickets uh body language conversations that we can see happening throughout the day definitely help so um thank
you okay anyone else like to add to the discussion yes Mr for thanking people I'd like to thank Mrs Ryan and excuse me m brown for leading us down the right path on this and keeping us in the
straight line we need to go in to get to the point we're at um it was again I tenness a great pleasure to to look at people the same people from three different aspects our original looking at them in our committee looking at them uh working and talking to staff members
today and seeing them here it's U it's it's in a unique perspective that we were lucky to have the three of us at least from the school committee I want to thank the teacher and parents also that were involved they were definitely um in there to do a job and to do it
right and they were their questions were excellent and I wish I had thought of some of their questions I'm been away from being educator long enough to have forgotten some of those things but it was a real a real pleasure and I want to want to thank m brown and and M Ryan for
helping us get through this the way we have okay I think we thank everyone so we need to get to the nitty-gritty so yes Mr Earl um I I will say I know I know it's a long day for them it was um but I
think it's a good thing because I think but both candidates if if I only had the short time of each one that I like say the initial just watching them in the Little Theater I have different opinions than having this lengthy did you speak up a
little bit cuz I can't just having this lengthy uh process for them I know it's stinks for them but um I think it's it's good for us to see that to have longer interaction with them to make a decision because if I was to um just have the the
shorter time uh with each of them I might have a different opinion because my opinions have been back and forth the whole time how do I also think this is the day in the life of a superintendent as well you know you're going from one thing to another to another to another so
um it's good pra I mean they obviously know what a life the life is like a superintendent but at least they got to see what it's like here in malbro so and who showed up and who didn't um but yeah I was just going to say I think we
have two really great candidates I think they're very different from each other um I got a brief look at some of the exit tickets and it seems a little divided it does um I think coming in into it I thought that it was going to
be a little more one-sided and I I'm feeling a little torn and I'm I kind of would like to revisit with the exit tickets again and relook at the comments and the data I don't know if the committee is ready to make a decision this evening if
we need to um take a little more time to look at the feedback and maybe we can even collect more feedback from anybody in the community who's May Community who maybe has seen the interviews tonight that they should know that they can email do email the whole committee or
something so that we get maybe get more feedback more opinion I don't know how we're going to decide I feel like it's really a tough decision what kind of timetable are we on so I can share that so ideally we would like the next school committee
meeting is on Tuesday um I also think that it's fair to let the candidates know by then um I don't feel comfortable I express this earlier that I don't feel comfortable voting tonight it was a lot of information it was a very long day um
we reviewed the tickets but it was very quick before the candidates got here um so I would feel comfortable voting on Tuesday but again we are a committee and need to act like one um so I'm open to suggestions but ideally I think we can't prolong it any further than Tuesday
again I don't think it's fair for us the community and most importantly the candidates as well so that's my takeaway um yes M I appreciate um having a little bit of time here to be able to really think through the day
um I had tried to come into this day um not with having a perspective because I really wanted to try and and take a fresh look at um both candidates and similar to I think as M Ryan just indicated um I'm feeling a little
conflicted in in different different things that I've taken in throughout the day uh maybe some different comments that have come from one time in the day to later on in the day and I really feel like I need to weigh that and I would
really value having members of uh the community whether that be staff or community members parents that maybe took the time either to come and attend something today or spent time watching
tonight I'd really love to hear from them um because uh I do feel like they're just differences of opinions and every opinion really does matter but we do need to fall on you know one side or the other so if we could move a vote till um
Tuesday I would uh really appreciate that little bit of extra time to make sure uh I'm I'm thorough on where I'm sitting sure I I I would agree I just don't it's is this is a big decision you know and I
think to be able to sleep on it for a night or two I think is needed at least from my perspective so um this is going to shape the community for years to come so we need to do this right tomorrow so so I would like to then make a motion to
table the vote um until next Tuesday's meeting so it will be the 11th if my math is correct right thir fourth 11th yes 11 okay so there's a motion on the table
and seconded any further discussion regarding the candidates or thought process regarding this before we vote to table the vote until Tuesday the 11th can I just ask um before we would you know go further on it um would that be
something that we would then um ask um Patty Brown to make contact with both candidates to let them know that we are going to T we've tabled if if that's the case and um that we we'd be moving to
have a vote then next Tuesday so that way they at least have an awareness of where where we are in the process just so we can build expectations um correctly sure and I would encourage everyone that's watching at home please
give us your perspective on how tonight went your input is valued and appreciated and needs to be heard so I would encourage you all to please do so if you're still watching it's so it's been a long meeting so um having said that there's a motion seconded any
further questions comments concerns m Michelle I know you're you good I am good we'll need a roll call vote so we'll start with you yes yes yes yes yes yes yes yes okay
it is confirmed we will table this to our next meeting and that sums up the meeting so favorite to motion to adjourn is on the table and second questions comments concerns about adjourning at 9:00 even seeing none Miss Michelle lead
us off yes yes yes yes yes yes yes okay well we joined at 901 all right thank you everyone one