Dr. Jordan, a potential candidate for the assistant superintendent role, was a focal point of the meeting, presenting his extensive background in school budgeting and data analysis. He emphasized his proficiency in managing budgets and his expertise in data science, which includes quantitative and qualitative data analysis, as well as his proficiency with statistical analysis tools and software. Dr. Jordan, who has experience analyzing the financial status of a university, expressed his preparedness to support the committee’s decisions with impactful data. His approach to presenting evidence and claims, particularly through the use of impact data, was highlighted as a key strength.

The committee also acknowledged Dr. Jordan’s readiness to engage in professional development opportunities, noting his plans to participate in mentorship programs and courses offered by the Massachusetts Business Administrators Association to further his expertise in finance and operations. Despite his resume not reflecting extensive experience in this specific field, Dr. Jordan underscored his ability to adapt and learn, drawing on his past experiences transitioning into new roles within the education sector and seeking guidance from seasoned professionals.

In conjunction with the discussion of Dr. Jordan’s candidacy, the committee addressed the importance of crisis management and proactive budgeting. The principal shared experiences in handling various crises, emphasizing the need for quick thinking and effective communication. Budget discussions focused on proactive spending, especially in areas like special education and early childhood literacy, to avoid downstream costs. The principal also mentioned the use of financial modeling to anticipate unforeseen expenses and the impact of declining enrollment.

Another subject was the Capstone project, which examined the hiring and retention of staff of color in predominantly white communities. The project explored the challenges faced by staff of color, including the choices between alienation and assimilation, and the influence of housing affordability and cultural inclusivity on retention.

The meeting touched on the need for building trust and fostering relationships with other community boards, such as the select board and finance committee. The significance of established relationships and trust was discussed in the context of presenting data and engaging in difficult conversations. The committee expressed the belief that a system of trust can enhance collaboration and serve the community more effectively.

The committee also broached the complexities of the school district’s budget. Suggestions included starting with a clear claim, using visual data representations, and stressing the impact to captivate and inform the audience during financial discussions.

Transportation issues within the public school system were another agenda item. The speaker acknowledged the intricacies of the town’s transportation system, pointing out the need to consider the broader impact of any changes on traffic patterns and student arrival times. The challenge of making quick decisions to address immediate transportation issues was also discussed.

Furthermore, the committee highlighted the upcoming town election, where funds will be appropriated for the school district. The need for the schools to cover the cost of the election was discussed, with an estimated expenditure of up to $15,000.

The meeting concluded with plans to adjourn to an executive session to deliberate on strategies for negotiations with school administrators, cafeteria workers, and network specialists.