And we're on. >> Okay, we are back. Um, lots of really good information there from MSBA and from Gail. So, uh, the question I would have for the room would be, uh, do we feel prepared to digest all of that and to build a recommendation for the full board or do we want to bake on that for a little while and then reconvene in a say a week or so and put together our final recommendation and deliver that to the board on either the 23rd or the 6th of November? Any thoughts on that? Well, I think maybe first we should talk more talk a little bit about this um interim stop gap plan versus building out doing a whole strategic plan. That's what I was thinking because >> okay >> I if we have an idea right here right now about if we want to do this stop gap thing she said you know at this point earliest we could even schedule this board self-evaluation would be December. So I I don't know. I mean or you know or do we do a strategic plan for one year? >> Well, it sounded to me like we should do a stop gap solution. That that seems like the the better process. We don't end up in this uh moment of ambiguity where we have nothing. Um, like she mentioned, it would be really good to onboard a a new superintendent, whether they're from our system or >> external hire. It really helps them hone in on their goals. >> Um, I can see some benefits to doing a schoolboard self-evaluation just to help the team building around the table, too. So, I see a lot of benefits in that. Yeah. >> Um, >> I I don't know a ton about it, so I'd like to dig into that a little bit more, but that that seems like a reasonable next step. What do you think, Member Christensen? >> Yeah, I mean, I would agree with that. I think she had a really good point um about um with the retirement of Dr. Massie that we um bring the new superintendent along in this process. Um and since she is booked out quite quite a bit, it sounds like anyway that the that timing might um work for us. So I don't I mean I don't know that we need to give a report of action of this. I mean we could maybe just suggest this is our update to the board or this is what we're thinking. you know, do this stop gap solution like she said, do the self school board self-evaluation. Um, and then I mean, I don't know what the Anyway, um, yeah, I think we should just wait then on the um on the uh strategic plan. I would suggest that we make a recommendation to the full board that we do go along with um, MSBA and um, use their services. I think the way she described things and her expertise and especially having been involved in it last time, she's got the surveys, she's got the ways to do things, the suggestions, the listening sessions. I mean, then we're not um you know, creating the wheel here. So, I feel like my recommendation or or a suggestion that I would have is to um suggest to the full board that we go with MSBA based on all the things she told us. Um and then sort of part two or to get on her if the board agrees to get on her waiting list or whatever and then in the interim um you know do the stop gap and have a school board um self-evaluation. I'd like to hear more about that too as as she was >> talking about but um >> and a a rationale we could say is you know which I think her points were great about uh having a new superintendent and having them be a part of the process. I mean you don't want a new superintendent and just say here's the new strategic plan that we just did and maybe the new superintendent is like oh I you know I I disagree you know or whatever I mean so that >> well and to that point I think like my question was can we give MSB MSBA kind of a directive and say that this is our goal with the next strategic plan I think we >> we vet that out during the self-evaluation we we almost determine that like these are our highest priorities these are the things that we really want to hone in on over the next two years and then uh then we get the community involved and I think community input is super important. So um I'd like to understand better how we do community input or how that self-evaluation how that ties in with with getting stakeholder involvement but uh um I think it could be highly valuable. I I was also going to say um I would assume a search for a new superintendent is going to be time consuming and there will be community meetings and input and all kinds of things. So I I'm not sure the the wisdom or the sort of bandwidth to run a strategic plan and a superintendent search simultaneously. Um, so >> I if if we're doing doing this stop gap solution, does that still include doing the whole community surveys? And I I didn't think so. I mean, >> well, that that was the part I was wondering is it looks more like it's more >> one-on-one with the board, which >> yes, like board internal >> the board evaluation and and yes, >> which is I think it's I think it's okay. you know, our our community reaches out to us really regularly when we're making changes. And we're talking about a really shortterm >> solution to help really >> solidify the that first year of the new superintendent. And part of that will be immediately pivoting into a a full community outreach and doing that full um involvement in the community on the next strategic plan. It almost feels like a way to kind of have our cake and eat it too where we can we can decide as a board like this is the the board's directive or goals with the next strategic plan and then we go out to the community with those goals in mind and we build the next framework for the next superintendent. We see how that goes. And member Christensen made a really good point about running a a superintendent search >> at the same time >> at the same time of doing a strategic plan. >> Yeah. um that could have its own complications involved and um I've been researching that process too. So I'll have more for you guys after the meeting on that. But uh >> yeah, because we won't even be able to work on a a whole strategic plan for at least a year. >> Yeah. >> At which time things are going to be different here. So, if I'm hearing a consensus here, I feel like the recommendation is that we come back to the the board either on the 23rd or the the 6, maybe even the 23rd, with a recommendation that we we start with a school board self-evaluation. >> Yeah. >> And we build a short-term strategic plan based on the framework that we already have in place utilizing the self-evaluation. And at the same time, we procure MSBA services to do a full strategic plan um tuneup um immediately in 2027. Does that sound >> What do you mean when you say tuneup? >> Well, not necessarily a full rewrite. I didn't want to use the word rewrite where we're going to scrap this, but more of a tuneup >> based on uh >> the timing and the the preference of the the board and um the community input. It's it's hard to say what we'll get from community input uh on how much of a rewrite that will actually be. I think before you if I understood what you said correctly that um something about we'd have a temporary I don't know what word to use strategic plan based on what we get out of the self-evaluation. I'm not sure we want to say that because I'm not sure the school board self-evaluation if things would come out of that that we would want to make some sort of official. I guess I would say go forward. I mean, I know it's it's out of date or whatever, but go forward with this because I think if we if we try to change things based on the board self-evaluation, I mean, who's going to put that together and what does that look like and is it an actual piece of paper or what? >> And I think that will come out of the self-evaluation. I think we're getting a little ahead of ourselves, too, because >> one of the things that at least the way I read the strat uh the statute, we want to have a strategic plan in place. So, we may want to maybe it's as simple as we change that 2025 to a 2027 and we move on or maybe it ends up being simplified or or maybe >> Well, that's that's what I mean. I think we have to kind of keep this >> because I'm I need more information on the schoolboard self-evaluation. I I didn't understand I didn't understand that things would come out of that that we would want to >> Well, she's focus on >> what I tried to write down real quickly and if I can read my writing, I'll tell you. She said it would focus on the I don't know how many six seven areas of schoolboard you know what our purpose is um around conduct ethics vision structure accountability advocacy and standardization. >> Yeah. Excellent job. So >> collecting that >> those are the areas she said >> that if if we do that we can utilize that information to tweak this however needs to be tweaked if at all like Chris's saying and then keep rolling with this. >> Yeah. And then we'd have something in place for at least a year or two. Mhm. >> So just so again, so the so the schoolboard evaluation self like you said would give us some things. I'm just envisioning you know piece of paper or something but that is more >> for us then >> so we know what we're doing that we're not saying we're going to replace this with whatever piece of paper that we get out of this. I think it just is for the next because it's such a shorton amount of time that we would be you know needing because we're out of time 2025 we need to do something. Um she said if you do this schoolboard self-evaluation you can come up with one to two key things for the next year of focus. >> I don't know how it works either but that's what she said like what can come out of doing it. >> I think the details will be worked out in that self-evaluation whether or not we need to put that to paper. Yeah. >> And submit it and have an official strategic plan or if we just roll forward and we have like our focus on top of this. I I don't know. I think that comes out of the uh the self-evaluation. >> It just >> maybe I'm saying the same thing that's being discussed here. I think if you end up with going into 26 with a document that has a 2025 date on it, >> it still has purpose for the system and I think it still guides ourselves in a framework. >> The evaluation I think if I recall will give the board some feedback on those different pillars, those different standards. >> Yeah. and create some uh provide information have conversation around functionality as a board along those standards that then prepares the board for the work of the next rewrite. >> Yeah. >> And if there are specific target areas or focus areas or goals the board wants the system working on in the interim, I think that can be identified without creating a a new plan or an addendum to the plan. I think having a plan that stretches to the eve of 2027 is not a problem even if it has 2025 on it. >> Okay. >> All right. I I I feel like we have a kind of a consensus then as we make a recommendation to the full board to um begin with the school board self evaluation process with MSBA and see how that develops >> with the wholehearted intention to eventually utilize MSBA's assistance to wholly rewrite this plan. Yes. In the future. >> Yep. Yep. And and we can get on their schedule then if they're nine plus months out, >> right? Um, but part of that will hinge on uh the superintendent selection too because if I we haven't posted the position yet, but let let's say we post a position later this week, we have an excellent applicant come forward and we have a a new superintendent identified by the end of the year, >> then we have the super or we have the uh the strategic plan self-evaluation. That might be a little bit different discussion >> where hey, we have an internal applicant. are ready to roll >> versus we have an external find. We need to give them some time to get their feet underneath them. >> We're ready to roll at another point. So, I think um I I don't know if I'd want to engage a timeline with MSBA right right now, right away. I think we want to see how things work so we can set that uh set that up to fit the process very smoothly >> rather than having a new superintendent start in July and strategic planning kick off in September. That >> that seems very difficult. >> You heard Gail say that a superintendent having six months, maybe a year within the system >> under this plan takes you frankly beyond the next school board election. >> It does. solidifies the board into the next two years superintendent >> moving forward. >> And you might want to kind of tee up that kind of a timeline. And and that was actually what I meant when I when I was kind of running through dates out loud in my head when we were talking to Gail about well if we start the process in early 27 that's almost ideal because you have um whatever board >> yeah whatever the outcome of the election is in 2026 now you have two board members who have two or four board members that have two years left in the term. You have three board members who have four years left in their term. You're starting the strategic planning session right then and there. you have a superintendent that's been in the system for at least six months, potentially an internal hireer who's been here for decades. We don't know. Um, so I think we're really set up well for success. If they started in 27, that gives them um if our stop gap solution runs through calendar year 27, they have a full year to do that work. The new strategic plan starts in 28. It the dates fell really cleanly, I thought. But I think it all hinges on starting with the schoolboard self-evaluation sometime before the end of the year. >> I agree with that. I mean, I don't exactly know how it shakes out and tells us where to focus, but I trust the process and she's obviously knows her stuff, knows what she's doing. >> Well, we could make that recommendation, too, and we could check and see if Gail would be available for questions for the full board that evening. before we we make that official decision. >> She said something at the end, she'd be more than willing to do a presentation to the board, too. >> Yeah. >> Um maybe even if it's just here's some of the questions that are on the how the pro, you know, >> yeah, >> the board self-evaluation itself. So I'll make an attempt to summarize please that um we in the interim engage MSBA with the board eval self- evaluation beginning after the first of the year probably and then um make a commitment to address this strategic plan in whatever fashion in January, February of 2027 and make a kind of a verbal commitment to MSBA and try to get on their calendar to facilitate that process. In the meantime, there'll be more clarity around the scope of the new strategic plan. is a >> not six focus areas but two or three or four and that can emerge over the next year and a half that focus. >> I I I think that sounds like a perfect summary and I would suggest that this subcommittee prepare this this recommendation to meet Dr. Massie summarization to the letter and we present it to the board on the 23rd and that'll give the board some time to think about it. But we take no official action on the 23rd. Maybe we take official action on the uh the 6 to approve that and get it scheduled for MSBA. >> So maybe a first reading. >> Yeah. >> And a second reading concept. >> Yep. Yeah. First reading, second reading concept. That'll give some uh the board members some time to to digest what we talked about. give them some time to review um the video of this evening so they can see our conversation with MSBA. Uh it'll give the community some time to provide some input to individual board members and then uh we'll go ahead and we'll make a decision on November 6th on how to proceed whatever that may be. >> Okay. We'll have Joy if we can capture that in the minutes. So we memorialize the those three four bullets >> to assist with presentation for hole. >> All right. Does that seem reasonable to everybody? >> So yeah, >> if so any additional discussion or do we want to entertain a journey? >> So no need to meet again. >> I don't think so with the subcom on the 23rd. Yeah. >> Yeah. Okay. >> All right. With that, unless somebody objects, we will adjourn. >> Thank you. >> We are ajourned. Thank you.