Byron Superintendent Search

Public Engagement
Superintendent Search Survey

Overview: On February 3, 2025, the “Byron Public Schools Superintendent Search Survey” was
made available to the public both online and in hard copy. The survey remained open for
respondents until February 24, 2025, and a total of 237 people completed the survey (237
English, 0 Spanish).

Although this survey was opt-in (meaning individuals must actively choose to participate),
MSBA’s analysis of the results do indicate a cross-section of people who are invested in the
district were reached through the survey process. Knowing it took time and effort to do so, the
school board and MSBA deeply appreciate each and every respondent who participated in the
survey. The information these individuals shared through their responses will provide valuable
input for the school board to consider as they move forward in selecting the next
superintendent to lead Byron Public Schools.

The results of all quantitative survey responses are summarized in the first five pages of this
report, beginning below with those from across the district who participated in the survey.

Self-identifiers: Survey takers were first asked to identify the role that best reflected the basis
for their responses. The categories selected by the survey takers are as follows:
• 71.31% of respondents selected “Parent/Guardian”
• 20.68% of respondents selected “Staff Member”
• 7.59% of respondents selected “Community Member”
• 0.42% of respondents selected “Business Owner/District Partner/Agriculture”
• 0.00% of respondents selected “Student”
• 0.00% of respondents selected “Other”

Areas of Expertise: Those who responded to the survey were also asked to identify the top six
desirable areas of expertise they believe the new superintendent must possess. The most
frequently noted areas of expertise are listed below in order of preference.
• Budget and Finance
• Collaborative Leadership
• Strategic Planning
• Personnel Management
• Contract Administration and Negotiations
• Curriculum Development/Evaluation

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Previous Experience: Respondents were asked if previous superintendent experience is
important. Based on the results, 63.68% of the respondents selected “Yes,” while 36.32% of the
respondents selected “No.”

Specialized Skills: The top six specialized skills the new superintendent must possess were
identified in the survey results as shown below.
• Acts with honesty and in an ethical manner in dealings with the School Board, staff, and
community
• Experience in school finance
• Develops and directs an effective leadership team
• Experience in implementing educational priorities and/or a strategic plan
• Delegates authority while maintaining accountability
• Experience in school district management practices

Personal Characteristics: Survey takers were also asked to identify the top six personal
characteristics they believe the new superintendent must possess. The most frequently noted
personal characteristics are listed below in order of preference.
• Honest and ethical
• Effective communicator
• Problem solver
• Transparent
• Consistent
• Resourceful

The following tables provide another perspective of the quantitative data, categorizing each
question’s responses by self-identifiers. The number of individual responses per category were:
• Parent/Guardian (169)
• Staff Member (49)
• Community Member (18)
• Business Owner/District Partner/Agriculture (1)
• Student (0)
• Other (0)

PREVIOUS EXPERIENCE REQUIRED

Business Owner /
Parent/ Community District Partner /
Guardian Staff Member Member Agriculture Student Other
(169) (49) (18) (1) (0) (0)
Yes: 56.88% Yes: 80.85% Yes: 80.00% Yes: 100.00% N/A N/A
No: 43.13% No: 19.15% No: 20.00% No: 00.00% N/A N/A

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TOP SIX AREAS OF EXPERTISE
Business Owner /
Parent/ Community District Partner /
Guardian Staff Member Member Agriculture Student Other
(169) (49) (18) (1) (0) (0)
Budget & Finance Budget & Budget & Budget & Finance
Finance Finance N/A N/A
Collaborative Leadership Collaborative Collaborative Student Testing
Leadership Leadership Results and N/A N/A
Achievement
Strategic Planning Strategic Strategic Social/Emotional
Planning Planning Support Services N/A N/A
Curriculum Public Relations Public Relations Contract
Development/Evaluation Administration & N/A N/A
Negotiations
Personnel Management Contract Contract Diversity, Equity,
Administration & Administration and Inclusion N/A N/A
Negotiations & Negotiations
Contract Administration Personnel Personnel Fundraising/Grant
& Negotiations Management Management Writing N/A N/A

TOP SIX PERSONAL CHARACTERISTICS

Business Owner /
Parent/ Community District Partner /
Guardian Staff Member (49) Member Agriculture Student Other
(169) (18) (1) (0) (0)
Honest and Honest and Ethical Honest and Effective
N/A N/A
Ethical Ethical Communicator
Effective Effective Problem Solver Honest and Ethical
N/A N/A
Communicator Communicator
Problem Solver Problem Solver Transparent Transparent N/A N/A
Transparent Transparent Effective Confident
N/A N/A
Communicator
Resourceful Personable Consistent Problem Solver N/A N/A
Consistent Consistent Confident Resourceful N/A N/A

The following two pages directly compare the school board’s responses to the specialized skills
question. These results do indicate significant alignment between the board and public, as board
members prioritized many of the same categories as a majority of the district’s constituencies.

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Byron Public Schools – Superintendent Search
Leadership Profile:
• Demonstrates integrity and consistent ethical behavior in all interactions and situations with
the school board, faculty, and the broader community, ensuring trust and transparency
• Embodies a visionary mindset coupled with innovative thinking skills, capable of devising and
implementing creative solutions to enhance the educational experience
• Has a background in managing school finances, demonstrating a comprehensive
understanding of budgeting, resource allocation, and financial planning to support the
school's fiscal health and sustainability
• Exhibits strong communication skills and excels in human relations, effectively engaging with
diverse groups to foster a collaborative environment
• Maintains a visible presence and is easily approachable by the school board, staff, students,
parents, and community members
• Works in close collaboration with the school board, providing well-considered options and
recommendations that reflect a deep understanding of the school's needs and goals,
facilitating informed decision-making

Byron Hiring Criteria and Public Input Survey:

Specialized Skills - Board Specialized Skills – Public Input
1. Acts with honesty and in an ethical 1. Acts with honesty and in an ethical
manner with the School Board, staff, manner in dealings with the School
and community Board, staff, and community
2. Is a visionary, creative thinker 2. Experience in school finance
3. Experience in school finance 3. Develops and directs an effective
4. Strong communicator with proven leadership team
abilities in human relations 4. Experience in implementing educational
5. Visible and accessible to the School priorities and/or a strategic plan
Board, staff, students, parents, and 5. Delegates authority while maintaining
community accountability
6. Works cooperatively with the School 6. Experience in school district
Board; provides options and management practices
recommendations
The following areas of expertise rose to the top in the public input survey:
• Budget and Finance
• Collaborative Leadership
• Strategic Planning
Is previous superintendent experience important?
Board: Yes =100%; No = 00% Public Input: Yes = 64%; No = 36%
All highlights are to show where there is alignment with both the school board and the community.

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TOP SIX SPECIALIZED SKILLS
Business Owner /
Parent/ Community District Partner /
Guardian Staff Member Member Agriculture Student Other
(169) (49) (18) (1) (0) (0)
Acts with honesty Acts with Acts with honesty Acts with honesty
and in an ethical honesty and in and in an ethical and in an ethical
manner with the an ethical manner with the manner with the
School Board, staff, manner with the School Board, staff, School Board, staff, N/A N/A
and community School Board, and community and community
staff, and
community
Experience in school Experience in Experience in school Develops trust and
finance school finance finance works collaboratively
with diverse groups
and communities N/A N/A

Develops and Strong Develops and Develops and directs

directs an effective communicator directs an effective an effective
leadership team with proven leadership team leadership team
abilities in N/A N/A
human relations
and
communications
Experience in Visible and Experience in school Delegates authority
implementing accessible to the district while maintaining
educational School Board, management accountability
N/A N/A
priorities and/or a staff, students, practices
strategic plan parents, and
community
Delegates authority Develops and Delegates authority Experience in
while maintaining directs an while maintaining managing transition
accountability effective accountability
N/A N/A
leadership team

Experience in school Experience in Experience in Experience in school

district school district implementing district management
management management educational practices
practices practices priorities and/or a N/A N/A
strategic plan

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Additional comments: Finally, respondents were given the opportunity to answer open-
ended questions in the survey, and on average, 145 of the 237 respondents provided additional
commentary. These qualitative results were then reviewed by MSBA representatives, with
reappearing ideas identified and grouped into themes. These themes are highlighted below for
each of the questions.

The superintendent search survey asked the following four questions:

1. What are some of the good things taking place in Byron Public Schools today?
2. What challenges do you see ahead for the district over the next five years?
3. What does the new superintendent need to know about the history of the school
district and community to be successful?
4. Additional comments.

1. What are some of the good things taking place in Byron Public
Schools today?
Survey respondents feel the district benefits from strong and 98 related
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dedicated teachers and staff who are passionate, caring, and
innovative in their work with students. It is believed these
individuals are committed to fostering positive learning
experiences, supporting students at all levels, and building
strong connections with families.

• The teachers and staff are amazing.

• We have some of the best educators in Minnesota. Our schools are staffed
by teachers who truly want what is best for kids, and they are passionate
about being the best teachers they can be.
• The primary teachers clearly have the best interests of their students in
mind and go out of their way to support students at whatever level they
are at.
• Great faculty and staff.
• We have wonderful teachers that truly love the students and their jobs!
• The staff is the heart of the schools!
• Excellent teaching staff.
• The teachers and staff members are really caring and teaching kids things
in really innovative ways.
• The passion and drive that the teachers have for the students.
• Staff is full of dedicated educators that have a passion for children.
• We have amazing school staff in every single one of our buildings that
make our students excited to go to school every day.

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• The teachers are phenomenal.
• At all grade levels our teachers are wonderful.
• Strong staff who truly care.
• Teachers are still amazing and really go above and beyond… they still
believe in what they do and I am grateful to all of them.
• We have some great staff at the schools.
• The teachers. We have had kids in Byron Public Schools since 2005. The
teachers are the ones that have made the difference.
• The amount of effort coming from teachers to continue great learning
experiences for their students!
• The teachers are amazing and expose the kids to many real-life
experiences such government and running a business.
• I believe we have a strong staff of educators in our district that also care
about our community.
• Our staff/teachers! They are amazing.
• The teachers and staff at BPS, thank you for all you do for our children!
• Our staff overall are excellent.
• The staff continues to provide amazing opportunities for the students.
Innovation and creative thinking are happening in the classrooms.
• Our school district staff are incredible.
• Teachers are dedicated and care deeply about their students.
• The administration and staff are top notch. They work in a common sense
manner that helps provide a quality educational experience to the
students.
• Fantastic teachers who continue to work as best as possible for their
students.
• Teachers are enthusiastic and supportive of all kids.
• Amazing teachers with strong connections to students and their families.

Also noted was the wide variety of electives and extracurricular 70 related
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activities that provide students with diverse and engaging
learning experiences.

• Byron has strong academic programs as well as extracurricular activities.

• Student Experiences.
• Profile of a Graduate. (Mentioned 9 times.)
• Important life skills classes at the high school.
• Unique opportunities for students in both middle and high school in terms
of wide range of class experiences.
• Extracurricular activities such as theatre (not only sports).
• Robotics, STEM programs, bringing back the trades curriculum.
• The profile of a graduate program and the emphasis on character in
middle school.

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• Career exploration programming, teaching kids about service and
community, business skills.
• STEM Classes and Robotics.
• Byron offers great programs from the showcase to bistro to floral
arrangements.
• Electives and discoveries.
• Choice of classes, many different interests.
• I like the variety of classes students can take, and the focus on well-
rounded education rather than just core subjects.
• All the great options that are available for the students.
• Unique classes that involve real world problem solving.
• I appreciate the unique learning opportunities. One example is business
math in middle school.
• Curriculum variety at the high school level including Firefighter, CRNA, etc.
to allow for workforce entry.
• Wide variety of classes and experiences available to students starting at
young ages. Especially thinking about the electives beginning in middle
school and beyond.
• Diverse course curriculum for our students.
• More PSEO, acknowledging other post school plans besides additional
schooling.
• The diverse classes we have are so important and my kids really enjoy that
they don't have to take only Math, Science, English, etc. The best part of
Byron is that we realize Education is more than the basics.
• Classes and experiences offered to the students which strengthen their
sense of knowledge of the real world and makes them ready to face it
when off to college and thereafter.
• The high school's food truck, flower arranging, meat cutting, etc. Looking
at trades vs college.
• Diverse classes that pertain to real life.
• There are a lot of classes and opportunities outside of the norm for kids to
be a part of.

In addition to extra curriculars, it is believed the school district is 44 related

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known for its academic excellence, strong student achievement,
rigorous learning experiences, and high-quality education that
prepares students for future success.

• Academic excellence.
• The students are growing and improving in the learning.
• Byron has a great reputation and high quality of education and that's
what they're known for.

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• Academically successful.
• Academics...it was the reason why my family chose to move to Byron.
• The district is known for educational excellence which we'd hate to see
diminished.
• Our vision, mission, and profile of a graduate provides freedom to
implement learning experiences with high rigor and relevance.
• Graduation rates, calm school environment.
• One of the highest rated school districts in the state of MN!
• High test scores.
• BHS provides a very strong education for the students.
• The academics are outstanding.
• Good education for students.
• Student achievement.
• Good academic achievements.
• The allowance of diverse ideas and prospectives.
• Innovative mission.
• My kids could not be more happy, their academic scores have literally sky
rocketed. Byron is a great school.

2. What challenges do you see for the district over the next five years?
Respondents to the survey feel the district will face challenges 154 related
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ahead in addressing budget constraints and financial instability
while still preserving the high-quality education, diverse class
offerings, and extracurricular opportunities the district is known
for providing to its students.

• Concerned about cuts that will need to be made with the referendum not
passing.
• Balancing financial health without decimating the learning experiences
Byron is known for.
• Budget constraints will create financial challenges in the years to come.
• Finances. I fear what will be cut to just stay afloat.
• Lack of money.
• Budget and financial concerns.
• Money is the biggest. Having to cut classes all together or reduce options
for classes and extracurricular activity.
• To overcome the financial deficit the district is currently in without hurting
the quality of education our district provides.

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• I am concerned that some of our wonderful extracurricular activities and
elective classes might be deleted due to budget issues. We love the district
for the wide variety of courses outside of the core classes.
• The debt we’ve been placed in and what we have to do to get out of it.
• Recovering from financial strain.
• Hard decisions to balance the budget.
• Financial stability/growth without losing teachers and extracurricular
programs.
• Finances has consistently been an issue within the schools.
• Financial deficit and its impact on students, classes, and programs.
• Managing budget shortfalls without taking classes/teachers away from
the students.
• Regaining our financial position.
• Figuring out how to live within budget without asking for more money.
• Budget cuts and "righting the financial ship".
• Fear the financial issues will make our school "slip" and not be at the
caliber of learning it currently has been at.
• Balancing the budget without a passing referendum.
• Improving financial state without taking too much away from the students
or employees
• Maintaining what we can offer students to the best of our ability while we
work thought our current financial situation.
• Financial stability and accountability, resulting in reduced offerings to our
students. In addition, financial cuts resulting in lower quality of education.
• Fiscal accountability while still maintaining a high level of learning and
engagement.
• The budget crisis is going to create huge issues when it comes to keeping
class sizes small, which is why many people chose Byron.
• Regaining financial stability is paramount to maintaining educational
options and results, lower class sizes, etc.
• Needed cuts due to deficits while keeping the elective options and other
things that draw people to come and stay in Byron.

Additional challenges may also lie ahead in retaining and 54 related

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recruiting high-quality staff, which could be affected by the
district’s financial constraints that limit its ability to offer
competitive wages and adequate support.

• Retaining our good teachers with the uncertainty of everything.

• Lack of paraprofessional help in the classrooms.
• Educators continue to decline in their delivery of education. I don’t see
that getting better as many have been in the district for years.

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• The correct staffing to not burnout teachers and those working directly
with students.
• Paying faculty and staff what they are worth and therefore potential
quality and experienced staff leaving district. New staff and faculty not
having experienced faculty and staff to rely on and for students to suffer
because of it.
• Teachers being cut.
• We will lose good teachers and staff due to lack of being able to increase
wages.
• Maintaining and recruiting qualified staff members.
• Teacher retention as our budget gets tighter.
• Keeping staff morale up while going through the cuts that need to happen.
• Keeping our excellent teachers.
• Keeping staff - morale with lack of funds.
• Lack of staff.
• Keeping good staff/teachers.
• Loss of good teachers due to financial problems.
• Not enough student support, staff burnout.
• Lack of staff = less opportunities, less support and less supervision.
• Retaining employees.
• Teacher burnout.
• Keeping staff both as a result of cuts and potential salary freeze and
insurance changes.

It is believed Byron Public Schools over the next five years will 46 related
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need to rebuild trust with staff, parents, and the broader
community, particularly around financial decisions, district
leadership, communication, and transparency.

• I think gaining the trust of the staff and being open to feedback and being
willing to listen and take into consideration all different perspectives from
the experts themselves will be important moving forward.
• Rebuilding trust with staff, parents and community.
• Rebuilding trust with the community.
• Gaining community support.
• Lack of trust with leadership and those that are contracted.
• The new superintendent and what is sure to be a referendum
immediately... they'll need to have major trust and relationship building as
KEY for our community if they'll be having a referendum next year.
• Building back trust is needed.

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• Proposing a large, non-sunsetting levy before knowing the financial
picture was a mistake. The community wants to help, but we are unwilling
to blindly write checks that allow continued unaccountability.
• The new superintendent will need to work to build up trust between them
and the staff as I believe that a lot of that is lacking currently.
• The slow budget resolution and continued push back of hearing about the
financials, followed by the resignation impacting trust in the district and
enrollment.
• Financial. The district needs to be more careful in allocating spending and
needs to be very transparent with the community. The community will not
vote for any kind of referendum without that record of transparency.
• Negative public image.
• The community unable/unwilling to fund the school.
• Gaining back public trust.
• Reestablishing community support and trust.
• Regaining the trust of the community and rebuilding our reputation as one
of the best school districts in the state.
• The challenges we will face moving forward is for the community to put
trust back on school board and superintendent.
• Gaining the trust of the community again.
• The community’s lack of willingness to support and pay for programs.
• Rebuilding trust in order to pass the operating referendum.

Another challenge identified by survey respondents is related to 46 related

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the potential for declining and fluctuating student enrollment
over the next five years, which will directly impact the district’s
financial health and ability to maintain current programs and
class offerings.

• Decreasing enrollment.
• Lowered enrollment will continue to make its way through all the grades.
Balancing class sizes with cuts and adds will need to happen.
• Lower enrollment numbers.
• Declining enrollment.
• Declining enrollment and associated financial challenges.
• Lower enrollment due to declining birth rates.
• Fluctuations in population and budgets.
• Dropping enrollment and finances.
• Student enrollment numbers.
• Low enrollment.
• Our enrollment is not growing at the rate it was previously.
• Challenges include fluctuating enrollment.

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• Enrollment numbers.
• Enrollment fluctuations.
• Enrollment declines.
• Continuing to provide the great programs we have with possible declining
enrollment.

3. What does the next superintendent need to know about the history
of the school district and community to be successful?
Survey respondents feel the new superintendent will need to 59 related
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grasp how much the community values transparency, honesty,
and open communication from district leadership. Building trust
by listening to stakeholders, being visible and engaged in the
community, and clearly explaining decisions will be essential for
fostering strong relationships and gaining community support.

• It is important that the superintendent gets to know people in the

community and through that process they will learn what they need to
about the school district.
• I think the community wants someone who is ethical, transparent, and
collaborative with the board and the community.
• Needs to understand our community and not treat us like just a school.
• We need someone who comes with us experience to get a handle on our
situation and move us forward in a positive and effective manner.
• The new superintendent needs to be able to come in and listen to the
concerns but also be a strong-willed leader who is going to confidently
make the hard decisions that will put our schools back on the right track.
• The Superintendent should be invested being seen and heard in all
buildings and community events.
• We want honest and clear communication.
• Be present at all community events.
• Transparency and competence of a leader is critical. We need someone
who values input from others and will hold people accountable by being
knowledgeable without micromanaging.
• They need to listen to the community.
• We need him/her to have a transparent financial plan.
• I believe it is going to be very important to communicate the why to most
decisions to help people understand.
• Honesty and accountability are a must.

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• Everyone just wants to know what is going on. While not everyone will
agree with the decisions being made honesty and openness go a long way.
• People want to help and support but there has to be transparency and
honesty.
• This community values transparency and accountability.
• We need transparency and effective communication.
• Be transparent. Offer solutions to issues and involve the taxpayers.
• Being open with communication is key.

The next superintendent also needs to understand that Byron 43 related

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Public Schools is facing some mistrust from the community due
to past financial mismanagement and a perceived lack of
transparency from district leadership. Rebuilding that trust will
require clear, honest communication, financial accountability,
and a commitment to keeping the community informed and
appropriately involved in decision-making.

• The community is very involved with the money requests thru voting. We
will not approve additional funding if spending is out of line with budget.
• Some distrust in the community with school officials due to the budgeting
crisis we are currently facing.
• Transparency with the community is essential to build trust.
• Lack of trust between district leadership, teachers, and the community.
• Transparency about financial deficit. Where did the money really go? Stop
asking families to give more/pay more whether it be through taxes,
participation fees.
• There is a lot of mistrust now in the community because of the financial
issues and lack of transparency.
• It will be a struggle to rebuild trust in the community, but that shouldn't
overshadow the duties of getting the schools back on financial track.
• That the current situation and lack of clear communication has led to a
great deal of mistrust of the district throughout the community.
• That the lack of transparency and accountability have put the district in a
bad place.
• Understand the history of financial mismanagement. The community will
want full transparency even when the full scope of the issue is unknown.
• People feel badly burnt with what happened with the budget.
• She or he needs to understand that the community has lost a considerable
amount of trust and respect for school leadership and it will take time and
effort to gain that trust back.
• The animosity that currently exists with the open enrollment population.

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It was also noted in the survey that the new superintendent 40 related
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must recognize Byron as close-knit and proud community with
strong ties to the school district and a commitment to ensuring
student success. New leadership will need to honor the district’s
history while embracing growth and change with clarity,
honesty, and accountability.

• We take care of our own. With such limited funding from the state, we still
figure out how to provide high quality education.
• Our taxes are high here. There are have’s and have not’s in this community
but overall we support the school district and value our children.
• Byron is a unique town in that I feel like 1/2 of the town is excited about
the growth and opportunities that brings- and the other 1/2 want to keep
Byron exactly how it has been for the past 40 years.
• It's a small suburb and yet a small town as well, and sometimes there's a
fight between how and what that looks like.
• We are a very tight-knit community and appreciate transparency.
• We are a proud community with high expectations and standards. There is
a wealth of resources and if used properly we can get back to being a
desirable community.
• We are a small community. We know what is going on and if our leaders
are not being forthwith regarding issues.
• That this is a community, people care about each other a great deal, and
they are so passionate about schools, students, and programs.
• Understand that many of us are lifers. Our parents grew up here, we grew
up here, and are choosing to keep our children here. Honor that history.
• Growth has happened in our community and some can't get past that and
understand that we need to adapt to these changes. The days of being a
super small rural school have changed.
• The community is very proud of their school district.
• The community is very dedicated to the school system, the well-being of
the students and the academics.
• Families are really invested in this school and community. They want to
see things succeed and their voices will be heard.
• This is a close community that at their core supports our schools. Everyone
just wants to know what is going on.
• Having had grandparents on both sides of my family graduate from Byron,
both of my parents, and myself Byron has grown from a more blue collar
farming community into a more wealthy, and in my opinion generous
community. With that generosity comes transparency on how monies are
being allocated.
• The district’s commitment to school leadership is deeply rooted.

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• This is a tight knit community who wants the school and students to
succeed and will stop at nothing to help make that happen.
• Understanding our small town feel and pride.
• Byron is a wonderful place and has wonderful schools.

Survey respondents also feel it will be important for the new 40 related
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superintendent to recognize and support Byron’s reputation for
academic excellence, innovative programming, and strong
community pride. These long-standing cornerstones of the
district are a key reason families choose to live there and have
their children attend Byron Public Schools.

• Byron public schools is why we moved to Byron. They are well known for
their academics and great schools.
• Byron has always been a strong school district.
• We are leader in region for innovative programming led by staff. Having a
great school is the key to attracting new families.
• We love Byron schools. The small community feel, the smaller class sizes.
it feels like one big family. The teachers are amazing.
• Byron values good character and high academic rigor and relevance.
• Byron has built a reputation of being a strong educational system that
prides itself on innovation and integrity.
• The school district has always been a great source of pride for this
community.
• Byron had always had a good history of top academic and sports
programs.
• This town is built on its schools. We need to continue to support our
students and staff and get our district back to being the best in the area.
• We need to get back to our "blue ribbon" mentality of offering more and
being better than the rest. We had that once and we all want to do
whatever it takes to get back to this standard.
• Byron has always been the place to have kids attend. We are proud of
who we are and our history.
• The pride we take in our children being a Byron Bear and confidently
knowing we are investing in a school that values our children as much as
we do as parents.
• We want to maintain our highly rated school district! We don't want to
lose these fantastic teachers / support staff!
• This school district needs to be able to compete academically with
Rochester schools.
• Our schools are the heart of Byron and the community has a major impact
and interest in the school district.

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• The community of Byron revolves around the school district. We are very
proud to be known for our great academic results, safe schools and
community, amazing teachers and lower class sizes.
• There is strong support for education, and staff that wants to work
collaboratively.
• High level of education and history of high test scores. Committed
community. Desirable school district.
• Our district has a stellar academic record. That is the reason people move
to Byron and open enroll here.

The district’s financial history was also cited as important for the 37 related
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next leader to understand, including the district’s past budgeting
challenges, reliance on local taxpayer support, and community
expectations for responsible financial management.

• Byron is one of the lowest funded schools from the state. Don't assume the
state is going to fix that or you can change it. Work with what you have
just like anyone would do in their personal lives and budget
• The financial history of the district.
• Definitely should understand how our financial situation came to be so
they can understand how to avoid that from occurring again.
• The budget, spending processes and oversight.
• Recent financial issues.
• The problems that led to the current financial crisis.
• Financial history.
• This town is very expensive, so be smart with the money that you have for
the school.
• This district has a history of asking for more money at least every 10 years,
mainly for additional school building projects.
• Need to get the budget under control and be open to the community.
• Financial situation - transparent with community, upcoming financial
needs.
• Full understanding of the financial history and issues that led up to this
point.
• The community has been very generous in financially supporting its school.
However, property taxes are high because of this since this is a small town
with very little sales tax support.
• They always spend more than they have.
• That the community is too cheap to properly fund the schools and that
mismanagement of the funding available has left them in a deep hole.
• The view is that the school should be able to do a lot with little to no extra
financial support. This narrative must change.

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4. Additional Comments:
Overall, those who took the survey are seeking an experienced, 24 related
responses
transparent, and fiscally knowledgeable leader who can build
strong relationships with staff, families, and the community in
order to move the district forward.

• Find someone who can see the next five steps of the process and lead
people to accomplish those steps. Relational and visionary leadership to
accomplish our vision and mission.
• We need a superintendent that has faith in their employees and attends
community events.
• The most important job of any leader is to ensure their team has the best
resources to do their job properly, and to trust their team to make
decisions in their area of expertise. I'm sure people will want a new
superintendent with 'fiscal strength', but let's not go overboard just
because we had a bad experience.
• Decisions need to be made with everybody in mind.
• It’s time to get someone in here with experience. We keep getting
inexperienced superintendents who work to gain experience to move on.
• The next superintendent should be analytical, knowledgeable across
various aspects of education, strong in finance and operations,
personable, relatable, and actively involved in building relationships within
the community.
• It is imperative we do not have a rookie superintendent thus time around.
Need candidates with proven track record.
• We need a superintendent with experience in passing a referendum to get
us back on track.
• I would like to see a superintendent who is focused on getting to know
members of this small community and listening to various perspectives.
• Need to be a strong individual who can deal with criticism from the
community.
• A successful superintendent needs have successful and verifiable
superintendent experience in another district, be transparent, be open to
suggestions, and provide accountability to ensure there are proper checks
and balances.
• My wish is to hire a superintendent who has had successful experience in
financial hardship and growth.

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