David, why don't we turn to you to talk about one of your priorities?

Governance, oversight, transparency, all these things are terrific and headed in the right direction.

You can't argue with those in any way.

But I think that a lot of this is encapsulated by becoming a partner with the superintendent, where you can think about working with the superintendent, working with Ruth, and understanding, all right, yes, you w- serve at the pleasure of the board, but as a board, these are our expectations for what you come to us with when it comes to the plans that you have and the accountability that you, that you make of yourself.

So just as an example, thinking about finances, thinking about achievement, thinking about the board meeting just the other day, other-- just the other week.

One of the great things about her presentation was, yes, Montclair has improved, but what was missing was, "And this is how we're going to think about the future, and these are the measurable and attainable goals that we've set going forward," and how she will apprise us of our achievement of those goals and the investments that she's making.

Similarly, keeping track of finances, understanding that every month we should have a report, and that report should fall into the variances so we understand whether we're coming in above or below the expectations based on the budget.

David, last but not least, what should the board do differently to rebuild trust?