001I'm going to call us to order uh this special meeting of the board of education December 22nd of 2025. Mr. Drew, if you could do roll call, please. >> Uh Mr. Anderson >> here. >> Mr. Bennington >> here. >> Miss Minky. Miss Lammer >> here. >> Miss Roland Miller >> here. If we could all stand to say the pledge of allegiance. I aliance to the flag of the United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all. >> Okay. I want to thank everyone who um came to our meeting this evening on a night that really isn't designed for meetings, but it's really worked out well that we were able to um have finding leaders come and present their report before we
002hit the end of the year. That keeps us on our schedule. Um as we enter this meeting, we want to make sure everyone is safe. Uh, please note that there are exits on both the east and west sides of our cafeteria. In case of an emergency, there is an AED located on the wall right outside of those doors into the hallway. Uh, and in case emergency personnel need to be called, we are located at 140 East Indiana Avenue. Before us, we have a very brief agenda um related to the superintendent search update. Uh, could I have a motion to approve the agenda? >> So moved. >> Second. Miss Lar, Mr. Bennington, Mr. Dur, roll call. Oh, any discussion? >> Mr. Dur, roll call, please. >> Miss Larur, >> yes. >> Mr. Bennington, >> yes. >>
003Mr. Anderson, >> yes. >> Miss Minky, >> yes. >> Okay. Miss Roland Miller, >> yes. We have an agenda and we move into 3.1 Superintendent Search Update. We want to welcome back uh Steve Farnsworth and Melissa Conrath from Finding Leaders. Uh they have conducted 13. I think that's even more than we was originally scheduled. So, 13 focus groups and are here to give the report. So, I'd like to turn the meeting over to them. >> Well, thank you very much. It's a pleasure to be here again and um just want to uh set the stage. We uh were well on our way in the search process. Um when we talked with you initially, we asked you obviously told you your responsibility is to select the next superintendent. uh and we told you you could either
004do that by yourselves with our help or you could do that by engaging uh the community, the staff members and possibly students. You opted to go with the ladder to engage and hear from as many folks as as we could. So to that end, we set up focus groups with your help and uh we've talked with people from the community, people from the staff, and also students. And uh we have we're here to report to you what we learned uh from all of those meetings. And uh just want to say in advance that we thank all of the participants who showed up, who gave of their time. Um it it was great. they they engaged with us in a in a robust conversation about all the things that we asked them. So the first part
005of the reason for uh doing the focus groups is that engagement piece. The second part is to build a profile of the next leader and that helps us as we go out and recruit to try to use what we've heard to try to select the person that we think best fits this district. So with that, Melissa, maybe you can tell them what we learned. >> Great. Well, as Steve mentioned, we met with over 13 groups. We didn't count numbers of individuals, but uh pretty much every segment of the Parisburg school community, both internal and external external had the opportunity to attend. uh and we uh used sort of a SWAT strengths, weaknesses, and opportunities uh for the school district to gather their input uh and their perceptions uh concerning the district. And we took pages
006and pages of notes. Um lots of ideas came out and we sifted through those to try to find what we saw were common threads, common themes, and kind of some takeaways uh from those conversations. And what I'd like to do tonight is just to condense those. I as I thought through and looked at them, I I saw them sort of fitting into four different buckets. And within each of those buckets uh are shared um some of the strengths and the opportunities and challenges uh that are perceived by the participants. I want to caution the board and that the comments that are shared tonight are those that are from those who participated and may not represent everyone uh in those particular groups. Uh there may be staff members, there may be community members that had different
007perceptions than what were shared. Uh so to generalize to every single member of that population or that group, uh certainly use some caution in that. But what we did find is that there were some major common ideas and consistencies that um that we heard and tried to summarize what we thought were some of the key uh thoughts that were shared that we believe are important for us uh as helping in and assisting you in selecting the next superintendent to make sure that you get not only a good leader but a good leader who is well matched for the needs of the district. So uh with that as a as a background um and again we tried not to lead them and ask them well what do you think of this and is this a problem
008but simply what do you see are the strength uh we wanted them to share what was on their mind and what kind of rose to the to the surface on that. So, um, and probably the first bucket we we, um, asked them about the community, about the schools and what they thought about it. And it was pretty much a universal, uh, response in that that they they believed this community values the school district. Uh, parents are highly engaged. Uh, they like the the opportunities and the education that their children receive. Teachers are high achieving. They work hard. they push themselves. Uh they they feel they can't rest until every child is successful. They appreciate the diversity uh and work hard to meet um all students learning needs. So very very positive from that. Um there
009was also a belief that the students here excel academically and also with extracurricular activities that there um many opportunities for them and the that breadth of opportunities and achievement was uh was certainly um uh a well-received quality uh of the district. People also felt that the community itself um is a great place to live. U there are a lot of amenities here. uh it's safe and they recognize that the school is one amenity uh one factor that draws people to to come to Parisburg. Um they also shared that some of the challenges have been that the community uh has experienced growth over the years and sometimes that growth has put some pressures um on uh some of the city and the and the school uh services uh and and it has resulted in some growing
010pains but um it's not something that most communities haven't experienced as they have grown and become more diverse and more numerous over time. There was um a theme that uh came through that u some of the participants indicated that there have been uh some individuals in the community that have uh disapproved of some of the decisions that have been made uh by the school district. Um and those voices um have been heard uh within the community. Uh and it came to light at the last levy. I believe there was organized opposition to that levy. Uh and a number of people said that that although they believe the community is moving in the right direction that that uh did cause some division and um uh some healing is needed and uh some of the staff indicated
011that it was a bit disheartening to them because they feel they work very hard and they want to feel supported by that community. So based upon some of that, some of those descriptors of how people perceive the schools and and the school district, some thoughts as to some of the characteristics and and qualities that might be needed in a new superintendent would be that the new superintendent would be an individual that would establish him or herself as a respected and credible leader in the community. Certainly one way of doing that is to be very visible in the community. Um not only internally in the internal school community, meaning being out in the classrooms, being out at student events, um stopping by uh uh teachers meeting, making themselves known, being involved in the schools. It's also
012important to be involved in the community at large. uh somebody to be uh perhaps active in civic organizations in the Rotary, in the in the Chamber of Commerce, uh be on the board of United Way. If there's a fourth Fourth of July parade, be at the parade or the farmers market. So, be out in the in the community, be out in the schools so that people know that you're vested in the community, uh and that you care about the community. And when I use the term school community, I really mean everyone. Everybody who lives in Parisburg uh whether they have kids or not in the district is part of the school community. They're impacted by the schools in a number of ways. So I use that term very very broadly. Uh but being out very
013visible in the community. Uh a person who's a good communicator uh can be articulate and and and speak well with members of the community. Be a relationship builder. Unite people. These were some of the phrases that were used. Somebody who's has high energy. This job's not going to be um one for someone that doesn't have a lot of energy. So, uh have that energy to and that passion to be out in the schools and be around educators, be around community members was very important. We did ask one question about do you need a healer or do you need a driver? and and uh and Steve, you may add a little bit onto this, but there were some differing perspectives on that. Some people said we need to heal and then let's move forward together. Other
014people were more of a perspective that we need to get in there and make some improvements and the healing will go along the way. So I kind of see that uh in a in a takeaway is that I think the new superintendent perhaps needs to be a person who can bring people together with a shared vision and have people want to then move forward toward that shared vision. And that also means part of that is to listen to differing perspectives um about the district. Um stakeholders have different opinions. some of which they will agree with the superintendent and some they won't. But a superintendent who can truly listen to people and I define that as when a person walks away. They felt listened to. They felt that that somebody actually heard what they were saying.
015It doesn't mean that they've agreed to do what they've asked or that they said yes, I'm totally in agreement with you, but they walk away and feel I was heard and I was respected uh when when uh when I met with that superintendent. So being able to listen to diverse stakeholders and then be able to have the courage to make some of those difficult decisions that have to be made as a school superintendent. So we heard some of that um an appreciation and a shared commitment to the excellence um that exists in this school district and an individual that has high expectations of him or herself was important and to be an active participant in the community. the question about residency did come up and that was one topic that there were people that had
016very differing perspectives on. Um, everybody agreed that the new superintendent needs to be active in the district. Um, internally and externally. Some people felt more strongly that it's important that the superintendent reside within the district. And I, as a former superintendent, I know sometimes it comes up more often during levy times when you're asking people to increase property tax. Uh, and if you're not impacted that your credibility is perhaps a little bit less, but there were other individuals that that said what's most important is we get the best candidate uh the best individual to lead the district into the future. and it would be wonderful if they live in the district, but we don't want residency to be a barrier that we have an excellent person who for whatever reason is unable to move into
017the district and yet we choose not to hire them because they're they're not making um uh the decision to move in the district. So certainly that's that's for the board to decide, but to share the perspectives uh uh from varying people within our within our uh um uh focus groups. >> Let me jump in here on that one because um I just wanted to make sure the board knows because we had this conversation early on about whether or not the board could require a superintendent to live within the the boundaries of the district. Um, and I think I misunderstood your board attorney when we talked earlier and then conveyed the wrong information to a focus group. The right information is that you can indeed require your superintendent to live within the boundaries of the school
018district. And if you want the revised code, it's 3319.01. Um, so obviously you have that decision to make if you wish and um, but I think as we have talked so many times and as Melissa mentioned, if if you require someone to live within the district, you may be limiting your pool of candidates. Um, that's a reality. I've been doing this a long time and I can tell you that that's a reality. Um, do some districts do it? Yes. And some districts get really good superintendents and you could too. Um but I just the reality is if you put that restriction on it will limit the number of people quality people that you get to choose from. So that's the one thing that we all agree on. Whoever is the next leader of the school
019district needs to be actively involved, actively engaged not only in the school but also in the community no matter where they lay their head at night. >> Okay. >> Thank you. Sure. >> Another characteristic and quality that was shared uh was an individual who was able to collaboratively work with a very capable uh group of educators here in the district to leverage the district to that next level of success. And somebody even said we want somebody to come in and lead us, someone to listen to us, take the time to find out what we're doing right, uh where we want to go. So collaboratively develop that shared vision of what the future of education is going to look like uh in the community. We don't want somebody to come in and tell us what we
020need to do, but we want to take them to take the time to listen to what we're doing well and help us move into the into the the right direction into the future. Another area, another bucket that we saw was growth. um the the city, the the school district, everybody um around here, we've we've been impacted by growth. Uh and certainly managing enrollment growth with respect to facilities has been a challenge. Uh the district, my understanding, it had a bond issue or maybe two on the ballot that were not successful. Uh but to accommodate uh enrollment numbers, uh redistricting was needed and the use of portable classrooms. um now uh here are or here in the district there is a perception that it's okay now but it's not a good long-term solution. So to have
021somebody come in to the community uh to develop um a long-term facility plan for the district engage stakeholders to understand what the options are and then work to garner the support for that plan uh will be very critical uh for the future of the district. fiscal leadership. Uh I don't think our treasurer Randy is here. There's no question as to the challenges and the complexities of school funding. Um and no less for that of Perryburg schools. Um the operating levy which was successfully passed was passed but it was done with the clear understanding that some of the cuts that were made the budget reductions uh would not be coming back. uh and although that was communicated, there were members who participated in the focus group that have a concern that there will be some expectation
022uh for those some of those reductions to uh uh to not remain permanent. One of the challenges concerning Parisburg is that um much of the growth uh and property taxes that are used to fund the schools come from residential property taxes. much of the commercial and business res um industrial growth uh that's in the area here is not in the Parisburg school taxing district. Um and the nice thing about business and industrial growth is those taxes come in and no kids come in. Um so and unfortunately with residential growth it's the exact opposite. So you get enrollment. Um but the the tax reliance, the burden of taxes for schools rest primarily on the residents. There will be probably a continued reliance on property taxes um because of the type of growth that you're experiencing and
023having um an individual who can come in and work with the school community and help the residents understand the the the funding challenges that exist in in the school would be very important. There's been some legislation and I didn't realize I wrote this before Friday when I got home and watch heard the news and found out that some of the legislation has passed. But in Columbus, uh there are um efforts to um make some changes in property tax um funding for school districts and if those occur very likely have a negative impact on funding for Perryburg. So to make sure that people are aware of this um and advocate for what's in the best interest of the school district will be important. So the challenge to a new superintendent coming in uh there is an
024expectation for high quality uh programs and achievement with our students. So to be able to continue to deliver that uh with the uh constraints of the current funding um that we have here and perhaps um one way to accomplish that is to look at some creative innovative ways some partnerships with some businesses uh opportunities for grants and so forth. So um you know to explore some innovative ways uh to support programs that are here but there will be a need to plan for the long-term fiscal um needs of the district and that should be not when levy time comes up but that's something that should be done all the time. So to be continue to work with the school community to help them understand and communicate uh the complexities of school funding, how it impacts
025Parisburg, uh and help them understand uh what uh the funding situation is for Parisburg. And then finally, um it would be important to engage for the new superintendent to be involved with local officials and state officials to be able to advocate um and and make known uh decisions that will be in the best interest of the school district. Um it was brought up, you know, the city obviously is responsible for development and sometimes uh that development can have an impact on the schools in terms of increased enrollment. So working with the city as collaboratively as possible, maybe possibility of tax abatements or some hold harmless clauses when those are given. Um possibly um you know impact fees and things like that. but just to make sure that there's good communication and coordination and collaboration between
026the city and the school district and also to make sure that those individuals who represent us in Columbus uh are aware of our our circumstances and our needs and to be able to advocate for legislative policy that is in the best interest of the district. Uh and then finally the last bucket and then I'll I'll wrap up. Um terms of leadership and government governance um there is a uh overriding belief that the administrative staff in Parisburg is exceptionally strong um building principal principles administrators uh they're younger to the district but doing an excellent job. There was a perception that doesn't exist in all districts uh that all four of the elementary schools are equally good. They're outstanding. Uh it doesn't matter where your child goes. So and and that like I say that's somewhat unique
027uh here in this district. So you should be very proud of that. Um there is a concern that the excellent administrators at the district level office are perhaps uh in a little bit different uh stage of their career and the likelihood of some of them retiring um is is higher than those at the building level. And if that happens, uh much of the culture, um and the and the history of the district and how things work will be lost. So it will be important for a new superintendent to anticipate that to make sure that they take the time to uh recruit and recommend to the board highquality candidates and then take the time to onboard them uh so that the excellence that exists in the district will will continue. Um, critical to the success success
028of a school district is a highly functioning school board and there was a a perception in the the uh focus groups that there is a need for growth in that area and with um the opportunity you have two new board members um being or have been elected and will be joining the board soon. Shortly after that, uh we anticipate a new superintendent uh to have been hired and we believe that um this will create an opportunity for uh the board of education to commit to and work toward uh strong working relationships um and felt that that will be um helpful and supportive as the district moves forward. So, and and I also want to just as I wrap up thank those individuals who took the time to come and meet with us. uh their comments
029were extremely insightful and although I don't want to say we had a favorite group, I will say that we did and it was the student group. They were incredibly thoughtful and articulate and the only thing that we had a very strong disagreement with was the snow day call. So, but no, I'm kidding. They they were no wonder this district does so well. We they were just an incredibly impressive group of individuals. So they were just delightful and and incredibly insightful. So with that uh certainly if you have any questions or Steve I think you've got some more to share here. >> I do. >> Can we just I want to ask one question of clarification and maybe there's other on the report. You noted that in the fiscal leadership section that there were community members
030that expressed concern about the permanence of our cuts. Was it that they are concerned and we need to bring it all back or were they concerned that we would put it all back in? And >> the concern was even though they were told people are going to be coming and start demanding and pushing and and and the expectation is we're going to be bringing those back. So a new superintendent coming on board with an understanding that that that uh voice may be heard and for that individual to know how to address that. We saw that as a challenge for your next leader >> that you all have made a commitment that you're not going to bring things back. The levy passed. The fear for the focus groups that we talked to was that um there
031will be a lot of people that still believe that since the levy passed, you will be able to reinstate gifted. You'll be able to do some of those things that you cut um even though you said you wouldn't. Yeah. >> And we think that's going to be a challenge for your next leader. That's all. >> Yeah. It wasn't an expectation that we wanted it to come back or or that it shouldn't it should or shouldn't. It was just that this is probably going to be um a challenge particularly it's the new superintendent. Well, maybe that doesn't know the history and and someone coming in and advocating for a cut that was made clear would not be coming back. >> Okay. >> Any other questions? Just to clarify. Okay. Thank you. Sorry. So we ask a
032number of questions as you know. One of those questions uh that we ask is um if you had the opportunity to ask the finalists for this position one question, what would it be? And we do that for a lot of reasons. one, we want to know what they're thinking, but the other reason is it gives us a list of sample questions that we may be able to give to our stakeholder groups when um when we have that stakeholder meeting, those those interviews. Um and obviously we can give them the list of questions and we always give them the instruction. You can pick one of these questions or you can make up your own, but it gives them a place to start and it and so that's why we do that. And I won't go through
033all of these questions. I just would bring it to your attention. They're all listed there. I think there are 14 of them there. >> Um, and you can look through those. >> Um, and actually you can use some if you wish when you are interviewing semi-finalists or finalists if if you wish if you see some that you like and we'll be giving you other sample questions as well. But these came from your focus groups. These 14. >> These are good questions. Are they in order of priority? >> I see the one that's at the very top here. No, they are not. >> Okay. >> Depends on who you ask. >> Those that don't have it in front of them. The very first one is how do you decide when to cancel school due to weather?
034Which is Yeah, that's I asked. These aren't in priority order, are they? >> So, the another question that we asked um which always creates some um a lot of thought I think on the part of those participating in the focus groups. If you had the opportunity to give the successful candidate advice prior to him or her assuming the duties of superintendent, what advice would you offer? And you'll see a list of um nine uh statements there that we thought were interesting and that might be indicative of um a wise leader would listen carefully, I think, to some of this advice. Um, the last question we ask, and Melissa referred to it, um, is what do you need right now in the Parisburg schools? Do you need a leader that's a healer? Someone who is able
035to create strong relationships to be able to make people feel really, really important, genuinely important, like they're an important part of the team. uh someone who can bring uh a a divided community together. Um is is that healer? Do you is that what you need now? Or do you need a hard charger? And by that I mean a leader who is capable of really working hard with the staff to help our students achieve even higher levels to move this district even uh from perhaps good to great or whatever. someone who can really increase um a student achievement etc. So as I wrote here um most the most often repeated response was we need a leader capable of both uh healing and moving us forward to even greater achievements. So then we pressed them a little
036more and said,"Well, which do we need most right now?" If you had to pick and I think it was hands down at that point, we need a healer right now. >> Um, and some people even said, you know, we have such a strong staff that they're already hard charging. They're they're their expectations are really really high. We need somebody to come in and and and bring us together and help us move forward together. And so that I, you know, that helps us as we go out and recruit. You know, we know what we're looking for. We know a little bit more about the profile that we're looking for. And it's not that um we're going to look for somebody who is who's who's not a hard charger, but we're going to look for somebody who
037is a healer. And then once things get, you know, together, all right, now let's move forward, you know. And I think that's what some of the people were saying that, you know, if we if we can get somebody to pull us together, the staff will take care of what needs to be done with our students. They're going to move us forward in a in a real significant way. So, I wanted to share that with you. Um, I I want to read you this because this is just some thoughts that I put together afterwards. Um, in a sec second page under our thoughts, after an initial conversation with the board of education and 13 focus groups, we are optimistic. Both Melissa and I are optimistic about the search for a new superintendent of schools. Despite the
038challenges, we believe the Parisburg Superintendent position is a great opportunity for an outstanding leader to help the school and community come together to provide a premier education that focuses on the achievement and the well-being of district students. In so doing, the community at large will benefit in multiple ways. There's a lot to like about this opportunity, and we are sure successful leaders in other district will take notice. And and I mean that and Melissa and I've talked about this uh a lot and and yeah, you've had your challenges. There's no doubt. And there's still challenges to come. But this is a great opportunity for somebody to come in here, somebody with the skills and the knowhow to lead a district like this. And they're they're out there and and we're going to find them. So
039just a reminder the next steps um the finding leaders will interview and vet the qualified applicants and just to so you know most application materials will be submitted in the month of January probably sometime midmon in January. um people aren't in a big hurry to be putting in their applications. And the reason for that is it they don't want to mess up a good thing in the district they're currently in. And if it's known that they're applying to Parisburg or any other place for that matter, that could jeopardize that. So they wait usually until toward the end. That doesn't mean that we won't have conversations with them because we certainly will. Um but just so you know that uh semi- finalists after we vet and interview a lot of these applicants then semi- finalist will
040be recommended to you the board of education on February 3rd and I want you to check confirm all these dates. I I want to make sure we get them right. Um the board and so we probably will be bringing you someplace in the neighborhood of six semi-finalists. Um, and you intend to interview those semi- finalists on February 12th and 13. So, if there are six, it'll be three one night, three the next night. And then stakeholder and board final interviews, you'll narrow it down to two finalists. Stakeholder and board final interviews would take place on February the 23rd. >> Uh, the 24th. >> 23rd. you had to move that >> and then you as the board of education will officially hire the new superintendent on February 26th. Are those consistent with what you have? >>
041Yes. >> Okay, great. So there that's our report from the focus groups. That's a little bit about next steps and we're open for any questions that you might have. Any questions or >> anything else you need from us? >> No, I think we're good. I just wanted to confirm all this and and I think we're okay. I don't think we need anything else. We're good. And so we're we're on track. Um we've touched base with a lot of folks and what I told you about being optimistic. I mean that sincerely. >> I can hear it in your voice. >> Yeah. It's a great opportunity. I I if I were 20 years younger, I' i'd love this would be like a kid in a candy store. So, it it really is a good >> That's encouraging
042because it's >> What's that? >> That's encouraging because I've I felt like, oh no, are we going to get anybody to apply? But I I like what you've pulled together for us here and what you were hearing from the communities that you interviewed and it's it's very encouraging. >> Thank you. very encouraging. Thank you for all that time. >> I just want to another question of clarification, not to beat this one, but since we know that it's out there, the residency requirement. Um I'm interested to know because we we have discussed it and we don't want to limit our pool based on that. But when focus group members um supported the idea of requiring that beyond the tax issue, was there other reasoning for it? The the only thing I heard on that was people
043said, well, it was an issue in the past. Um and again, I don't know this community well enough. I haven't lived here. My experience um is that even though there might be a desire or initially the person didn't move in the district, that's a problem. I think oftent times when that person gets in here, shows they care about the district. People say, "This person listens to me and I and I I I feel welcomed and I feel valued and I didn't agree agree with them, but they took the time to talk to me and and so forth." and they begin to get established and people learn to respect them and see them as a credible individual, a lot of those issues melt away. So, and I don't know if in this community it will. I
044don't know how ingrained that is. I don't know by how many people. Um, but at least that's my experience. Um, and and I I do have a concern that if if there is an ex they have to live there. I think what you're finding is fewer and fewer superintendents are residing in the district now than what you would have seen 20 years ago. Um so again, I don't know your community as well as you all do, but um >> I just wanted other rationale presented besides we want them to pay the same taxes because it's the board who decides the levy. It's that they're providing that information and we do pay the same taxes. I was just wondering if there was other rationale given. >> No. Okay. >> It was just hey, it was an
045issue in the past. So, >> let's not make it an issue. Now, >> and I think to follow up a little bit and and confirm what Melissa said, if we get the right leader here, I I think that issue is going to going to go away. It may come up at levy time, but I think that's going to go because you're going to have the right person making the right relationships, doing the right things, and I think people are going to appreciate that person. >> Yeah. Um, >> I think what I was hearing from what you were saying in in your summations were that the people want somebody who's going to be engaged with the community. And that in the older idea, >> yeah, >> you had to live here in order to do that.
046And in today's technology and driving and everything that people can be wherever they need to be when they need to be, I think it's an an old idea that's that's seen its time. I remember when our police and fire were required to live here and that's not a requirement anymore. And I I totally agree. I think what the what the goal is is to have somebody super involved in our community that understands >> the goals of the parents, the goals of the families, the goals of the students and residency really doesn't accomplish that. It's the person that accomplishes that. >> Yeah, >> exactly. >> And that's that's my experience and that's my belief as well. Um, and again, I I don't know this community, you know, as well as you all do, but from our
047experience, I think, um, getting the right person and a person that is, you know, doing what you're saying, um, it people over time people won't even think about or be concerned about where the actual individual resides. That's my belief. But again, >> so from the finding leaders perspective, our job is to tell you what the law says. So, and then it's your job to make that those kind of decisions. So, and and all we can do is share with you some of our experiences and and it's our experience that anything you do to limit the pool um is going to make it more difficult for you to find the right person. So, from our perspective, let's we're just sharing with you from our experience what what it looks like. >> Other questions or comments? >>
048From your perspective, the I guess I the best way to say it is the nonmp employee group. Do you feel that that was a good representation of the community and it was had good participation? >> The non-emp employee. Are you talking about then the community group? Is that what you're talking about? >> The community at large. Yeah. >> Well, I we had I think two of those sessions, right? >> Yeah. One two and one in the evening. >> Yeah. And I I mean I think we had in this room I think we had maybe >> and we had community leaders which were non-emp employees. >> Yeah. I mean yeah I think it was a good cross-section of people if that answers your question. Yeah, I think it was a good cross-section of people and we
049had some um lively conversation about things like residency, about things like um the school district has made some mistakes and then other people said, "Well, they all make mist, you know, it's not not like it doesn't happen in other districts and this that and the other thing." So, it was a good conversation and I think we gleaned and and reported to you the essence of that. Yeah, >> I'm going to carry with me the um I know you have a whole report and I can't summarize it down to what's five words, but bring people bring together around a shared vision. >> Yeah, that's what I >> You nailed it. >> I wrote that down, too. Yeah, we're excited for you because >> we are optimistic you're going to find the right leader and that right
050leader is going to pull things together and then the sky's is the limit here in Parisburg. >> You've got really really good people. You the students are outstanding. Um, so we'll we'll do our best to bring to you the quality people that fit the profile that this focus group and you have shared with us. >> And because it's not about getting the world's best superintendent. It's about getting someone qualified that fits what you need and and can move you forward in the same direction. >> Okay. >> Thank you. Any anything else? All right. Well, thank you very much. Um, this time I'd like to uh ask Mr. Bennington to make a motion to adjourn the meeting. >> Let me take a moment. >> I move we're adjourned. >> Oh, wait. I'm making a motion. >>
051You want to make a motion? You're not present anymore. >> That's right. >> Up to the last minute. Can't get it right. >> I move we're adjourned. Second. Have >> a second. There we go. Thank you, Mr. Anderson. Voice vote. All in favor say I. I. >> I. Those that want to stay here another hour can say no. Mr. Bennington, Mr. Anderson, thank you. >> Thank you.