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New superintendent joins workshop on governance; board adopts MASB evaluation tool and schedules quarterly reviews
Summary
At a July 15 workshop following formal business, the Forest Hills board heard a governance presentation, discussed communication and transparency, and voted to adopt the MASB superintendent evaluation tool; members agreed on quarterly evaluation blocks and training options.
The Forest Hills Public Schools board spent the second half of its July 15 meeting in a governance workshop led by a visiting facilitator and its new superintendent, Ben Kirby, where members focused on roles, communication, trust and evaluation.
Facilitator 'mister Phillips' reviewed core board duties — hiring a superintendent, setting policy and approving the district plan — and emphasized the need for a clear chain of communication, saying the goal is "no surprises" between the board and superintendent. Phillips also recommended tightening governance language so the board would "consider stakeholder input" rather than bind itself to "incorporate" every outside suggestion.
Board members raised specific examples where they said they had lacked data before making or explaining decisions, including a change to participation at a longstanding environmental school and a past cell‑tower review. Several members said they sometimes felt rushed into votes without enough supporting information; Superintendent Ben Kirby proposed monthly small‑group meetings and weekly updates so questions can be resolved before the formal board meeting.
The board discussed superintendent evaluation tools and agreed to use the MASB evaluation tool, with mandatory training sessions referenced for late July and early August. Members also set tentative quarterly evaluation blocks (early October, early January, March/April and late June) and discussed aligning strategic‑planning timelines with the budget cycle.
"Your job is to educate these kids," the facilitator said when describing the superintendent's role; participants emphasized communication, transparency and measurable goals as central to rebuilding community trust. The workshop closed with scheduling and logistics for training and evaluation, and the formal meeting adjourned with follow‑up tasks assigned to administration and board staff.
The board asked administration to prepare clearer public materials about major facilities and budget items and to brief members in small meetings ahead of votes to minimize surprises.
