The entry plan is all designed to honor the district's momentum that is currently in place, the traditions, um, some of the things that you have leaned into with uh, Dr. Chase, things that you've leaned into with the other leaders in the district while continuing to streng strengthen relationships and then to lead with integrity and clarity. Um and also vision.

The road map of this district is our northstar and anything that we do should be tied to that with outcomes that support students, staff, community um as a whole.

These things that you're seeing right now are not a checklist. They're commitments from me to you as a district and as a community. I commit to you that I will listen before acting. I will lead with integrity. I will champion every student, every staff member, and every part of this community as the eight communities come together.

people often don't fear change, they fear loss. Um, and when you think about the time that Dr. Chase has been here, that leadership, 18 years, that's going to be a big loss, right?

I will anchor myself when you think about those seven um um strategic directions, those are critical. Making sure that those seven um strategic directions are not something that's just sat on a shelf to look at, but making sure that there are living actions that we're doing in the district.

clarity of roles really knowing the role that I should play and the roles that each and every one of you should play as it hinges on the governance model.

That partnership with me with you and you with me is important for our community to know that we're we're together and we're also together with them.

making sure that we don't lose students. That's probably the biggest one. ensuring that our um enrollment is increasing and not decreasing. Um we know that funding that we receive is is really based on student enrollment.

If there if anything that we're spending on does not align with any of those seven um strategic priorities that we have, we shouldn't be spending those funds.

continue to advocate um to our public officials um for the need for additional funding regardless of the side of the house, whether it's special education, uh whether it's general education.

as a student who was um labeled with a disability as a youngster and the experiences that I had, there's that's one thing to me that is always on my mind is ensuring that our students feel like they belong, ensuring that they feel like people care uh for them in our schools.

Our systems aren't created and shouldn't be created to exclude any of our students regardless of their disability, uh regardless of any challenges that they face.

I was um highly involved in that process um to ensure the design of the buildings, the uh building being constructed um and all the way through that process.

I oversee the construction department, oversee the facilities and custodials uh departments as well. Um but on the construction side, we have a a construction department, you know, in the district that I oversee.

the multi-tered systems of support is a system that's should be all-incclusive. Um so first and foremost I would um ensure that that system is operating the way that it's intended to operate.

from that data um I should as a superintendent have some understanding as to how well we are doing how what percentage of our students that are proficient um and those students that aren't proficient I should also understand the plans or know that there's a plan for those students to be moving and making growth.

I'm talking all of the staff that we have. um our custodial staff, our lunch um our our food service staff, our our bus drivers, they all play a vital role in the success of students that we have in our buildings.

ensuring that they are also making connections with these different departments um and not just their own departments I think is really important for people for us to cross over and really see uh the impact um that each of us are having from our departments into other departments.

I think educators want to see um leaders um in the spaces with them at times. So ensuring that there's some cadence um for us to get out into the schools.

if if if that continues, I think we're having a different conversation that may lead to some level of um maybe discipline on on some level. um because that should not be how we operate.

as a superintendent, I think it's it's also the superintendent's responsibility to make sure that the systems that are in place are um effective.

our universal screeners that we're utilizing um over time, of course, um throughout the year. Those those assessments should be given three um hopefully three to four times a year and we should hopefully see some growth as we unpack those things as we go throughout the year.

I personally I don't I don't think it has um a role in it that takes away from the tradition, the expectations, um the love and care of the district.

we do our best to stay non-political, nonpartisan and do what is what we are sitting here at the board table for and that is students outcome.

We fight for it pretty hard to make sure that we're able to include every student and every family regardless of what their belief system is, what their faith background is.

I believe in growth. I believe in ensuring that the partners that we don't have, we find a way to to get them to be partners because that's only better for the community uh and better for our students.

it's it's really that human side of of really connecting with these different businesses and community organizations um by being present with them.

Weisetta is producing, leading, providing opportunities for students in a way that number one I didn't get to have but I know is right for kids.

This is the only district that I've applied for because I believe in what you do here and I want to be a part of that.

I would say closing the gaps that I've seen that exist in this district. And when I say those gaps, I think about our students that are performing below proficiency.

How does the board approach decisions that are politically sensitive in the community?

we do our best to stay non-political, nonpartisan and do what is what we are sitting here at the board table for and that is students outcome.

What does a successful first year look like um to the board and how will you know when you see it?

What do you see as the top two priorities for this superintendent that's coming in to address or to take on?

I think for me looking for a superintendent, it's really important to feel like there's going to be someone who has a balance of confidence and vision, but also a willingness to learn from what we know about the district.

in reference to your presentation, um, what would your comprehensive district assessment include? So, at the very beginning, you said you'll do a comprehensive assessment. I'm curious what that would look like.

that comprehensive assessment would uh number one, it would be um meeting with these individuals first off one on one ones to kind of learn more about what has kind of happened within their departments.

What would those two top priorities be when you come to the district as superintendent and hit the ground running?

the very first priority cuz I think the um this is probably the most important one is meeting people, building relationships. ... But then I'd say the second thing would be ensuring that the actions of the bond passing when that passed in April um ensuring that it stays on target. ... And then I'm going to give you a third one. Um and that third one is is ensuring that what's expected for our students to grow is happening.