HomeMy WebLinkAbout2026-03-31 School Committee MinutesTown of Reading
Meeting Minutes
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Board - Committee - Commission - Council:
School Committee
Date: 2026-03-31
Time: 6:00 PM
Building: School - Memorial High
Location: School Library
Address: 62 Oakland Road
Session: Open Session
Purpose: Open Session
Version: Final
Attendees: Members - Present:
Shawn Brandt, Tom Wise, Lara
Durgavich, Sarah McLaughlin, Lara
Durgavich, and Carla Nazzaro
Members - Not Present:
Others Present:
Minutes Respectfully Submitted
Topics of Discussion:
Olivia Lejeune on behalf of the chairperson.
A. Call to Order— Mr. Brandt called the meeting to order at 6:00pm.
B. Superintendent of Schools Candidate Interview— Dr. Henry Turner
Mr. Brandt noted there are three things the School Committee is responsible for which is hiring
and supervising the Superintendent, stewardship of the school budget, and setting goals and
policies for the district. This is one of the first responsibilities and most important in identifying
the next leader of Reading Public Schools.
The School Committee had an opportunity to ask twelve questions and provide a scenario -
based question.
Dr. Turner opened with remarks thanking everyone forjoining and shared more about his
current role as principal of Newton North High School. He expressed pride in his school and its
accomplishments, while also recognizing this as a meaningful leadership opportunity and a
natural next step in his career. He emphasized the importance of supporting students and
keeping them at the center of all decisions within a school district.
The School Committee asked the following questions:
1. What appeals to you specifically about coming to work for Reading Public Schools?
What are some areas where you see a need for change or that you would like to build
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upon? Further, how do you see your particular skill sets working effectively for us and
why do you feel your skills match our needs at this moment in time?
2. We are facing an operating override within the next few years, and will likely have some
difficult budget years ahead. How do you approach budgeting, and when the budget
doesn't support level services, how do you determine what must be sacrificed?
3. Please describe your approach to responding to national events and the variety of
political viewpoints present in any town. As Superintendent in Reading, how would you
handle issues that come up on the national stage? How would you provide direction to
principals and staff as well as communicate to families?
4. Our next question has two parts:
a. Tell us about a team that you have built during your career, including why you
chose the people on your team and how you bulk a culture together.
It. Tell us about a time when you joined an existing team, how you came to
understand the team members, assessed the effectiveness of the team, and
carved out a role either supporting or improving the team's performance.
S. Are you satisfied with your current (school or district) performance? Why or why not?
Looking back, is there something you've championed in your current role you feel
strongly about replicating in your next role, or anything you anticipate doing differently?
Please explain.
6. If your current supervisor and peers were asked to identify your greatest development
opportunity, what would they say? How do you know they would respond this way?
The following scenario -based question was provided: A parent has taken to social media to
complain about a specific teacher at their child's middle school. The parent is asserting that the
teacher is not providing the services their child is supposed to receive and that the teacher
included misrepresentations on documentation about services provided. The parent noted that
they attempted to work with the school's Principal on the issue, but didn't make progress. The
parent has asked a number of other parents for advice and help.
The parent used to live in Reading but was recently evicted from their rented house and forced
to move in with a friend. That friend lives in an apartment complex on the Wilmington side of
the Reading/Wilmington border, and the parent had not informed the district of this move.
The teacher, a Reading resident, noticed the post on social media and chose to engage to
defend themselves. Throughout the life of the social media post, tensions increased between
the original parent, the teacher, and other parents. One commenter heard through the
grapevine that the original parent no longer lived in Reading. That parent suggested that the
original parent, if they didn't like the education their child was receiving in Reading, should
enroll their child in the Wilmington Public Schools, since they now live in Wilmington anyway.
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Multiple parents took screenshots of the thread and sent them to School Committee members.
Some parents demanded that the Principal or Superintendent fire the teacher, either because
of the tone in the thread or because they believed the teacher had misrepresented services
provided to the student. Other parents pressed for information on how Wilmington children
could attend Reading Public Schools, especially during tight budget times. One School
Committee member shared the screenshots and commentary with the Principal, while the
other one shared them with you, the Superintendent.
Scenario Questions:
• What are the key points of information you pull out of this scenario?
• How do you approach this situation?
• Who do you talk to about the situation and why?
• Are there any legal, policy, or other implications embedded in the scenario? If so, what
are they?
• If there is an ideal resolution, what is it and why?
7. How do you assess the impact and effectiveness of professional development programs
across the different levels of the district?
8. In your view, what is the biggest challenge facing elementary schools that we
collectively are not talking about enough?
9. How do you anticipate keeping the committee informed? In particular, what will be your
strategy around communicating issues that are your responsibility but where the School
Committee may have an interest or provide valuable perspective?
10. When our new Superintendent starts in July, we will be entering the final year of our
union contracts. How would you propose that we use the bargaining process to
promote student achievement as well as control our expenses?
11. Given you may have limited direct experience in special education, how would you
ensure the district provides high -quality, legally compliant, and inclusive services for
students with disabilities. How would you know if it's working?
12. Can you describe an initiative you led that expanded access to high -quality learning
opportunities for all students, particularly those historically underserved? How did you
ensure those opportunities were accessible across grade levels, and what evidence did
you use to determine whether they were truly closing gaps?
After answering each question, Dr. Turner offered closing remarks, thanking the committee for
the opportunity. He expressed appreciation for the representation on the screening committee
and the various forums that have taken place. He noted the clear demonstration of passion
within the community and the high standards for education —values he shares.
httos://www.youtube.com/watch?v--9NE-dfSv6lQ
Meeting Adjourned from regular session at approximately 7:20pm.
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