Central to the meeting was the proposal to involve community members in shaping the school district’s strategic plan. The committee recognized the importance of moving swiftly through the initial phases of this process to accommodate community impatience during exploratory stages. The current mission statement was deemed lacking in resonance with the community, and the need for a compelling and inclusive statement was highlighted. The committee discussed utilizing a survey and focus group agenda to collect community input.

The conversation also delved into the practicalities of gathering community input. It was noted that over 30 listening sessions had been conducted by the superintendent, including in-person and Zoom formats. However, the process had not captured all voices within the community, and the importance of ensuring diverse participation was emphasized. The committee suggested hosting sessions in community spaces outside of schools to encourage broader attendance, recognizing that some individuals might feel more comfortable in alternative settings. Efforts were made to include non-parent caregivers and those who had chosen not to enroll their children in Medford public schools, highlighting the need to understand their perspectives. The committee discussed using census data to identify these families and stressed the importance of inclusive messaging, suggesting engagement with community partners to encourage participation from all residents, regardless of their current connection to the public school system.

To effectively disseminate surveys and gather input, various strategies were explored. The committee suggested that departments within the school system, such as English Language (EL) and special education, should leverage their connections with families to reach a broader audience. The use of newsletters from Parent-Teacher Organizations (PTOs) and school principals to distribute survey links was raised. Text messaging platforms, such as Talking Points, were mentioned as a means to reach caregivers lacking email access. This dialogue highlighted the ongoing challenge of ensuring that voices from all segments of the community are adequately represented in the strategic planning process.

Further, the committee discussed the development and significance of community surveys, particularly in the context of hiring new administrators. Previous surveys that allowed community members to select their top three priorities were noted for generating significant data that shaped discussions among committee members. This led to reflections on the importance of communication, emphasizing that effective communication methods were a continuous theme in the data to be presented later.

The mission statement of the school district was also a focal point. Questions were proposed to understand how well the mission statement resonates with the community, including whether individuals connect positively with it and what suggestions they might have for its improvement. Simplicity and directness were advocated in the survey questions, with an emphasis on collecting meaningful data that could guide future discussions and decisions. The idea of incentivizing survey participation through giveaways or drawings was introduced as a strategy to increase engagement and response rates.

A significant aspect of the meeting involved engaging the community in discussions about leadership qualities desired in district leadership. The conversation recognized the difficulty in gauging community sentiment, especially given the varied experiences individuals have had with district leadership, which could influence their expectations of a new superintendent.