Go ahead. Welcome everyone. I now call this special meeting of the board of education to order. If you would please rise and stand with me to do the pledge of allegiance. I pledge algiance to the flag of the
United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all. Thank you. Board members are present tonight and uh
the purpose and agenda is uh for to go over um the interview training for the superintendent search candidate selection and as well as um uh choosing interview questions. And so we have with
us tonight MSBA's Barb Dorne who is helping us lead our search or assisting us in the search. So, thank you so much for being here with us tonight, Barb. I will turn it over to you. >> Great. Thank you very much. It's nice to see everyone again and thank you for having me back to talk about the
superintendent search here for Prior Lake Savage Area Schools. We are going to accomplish a couple of key things as Chair Bullian shared tonight. First, we'll be interview training and walking through the selection packet, which is the schedule uh sort of the process for the interviews, deliberations. We'll get that done first. Then I'm going to go
over there and sit and we'll talk about the selection of your finalists. And a finalist is defined as someone to be interviewed by the school board for a position. That will be where you are discussing private data in a public meeting. So we're going to have to be very careful in any conversations you have about not revealing any identifying
information that might help people who are watching this at home live streaming or at a later time fig uh figure out who you're talking about. So we'll walk through that. And then lastly, we're going to select interview questions for next week's Monday and Tuesday's interviews. So, those are the big things we should accomplish. I want to make
sure that I answer all of your questions. Please feel free during the interview training portion, the schedule, whatever we're talking about, ask me questions. I want this to be informal and I want it to feel as though you're comfortable with the information you have to make decisions about next steps. All right. So, if we're ready to
start, I do have a couple of things in front of you there and I'm going to screen share for anyone who is watching this on live stream. We're going to first do the interview training. And there we go. And I am going to screen share so that folks know what it
is you're looking at. But this packet is the schoolboard interview training and preparation. I think if I leave it one big sheet at a time or page at a time, people can't see what we're doing. So I think I'm just going to scroll down. I'm hoping that if I arrow down. There we
go. This is how we will proceed. So, um, also the packets you have in front of you, I did print some for you. Those are very abbreviated. I wanted to save some trees because there's a lot of material in the one that I emailed to you and the one that's in your agenda online. It's just repetitive. It's not necessary to
print a lot of those things. So, the most important things you have in hard copy in front of you so you can take notes. This is your information. So, write down whatever you need to. I'm going to go through everything for the benefit of the folks that are also watching at home. Uh, the longer packet of information.
So, first of all, in the training packet, you'll see that you have the position posting. This is what went live. This is what everyone has in front of them, I hope, in the schoolboard interview training and prep. Correct? Does that look right? Opening, of course, with the three options that
your applicants had to choose from. And we talked last time I was here, it's a very creative approach because you are uh later in search season than most searches. And so you wanted to be respectful of having candidates get a choice about which position they were interested in. An interim superintendent
with a one-year contract only, an interim superintendent with interest in becoming the superintendent the following year, or three, a superintendent with an immediate three-year contract. And that is something that we'll talk about later in the meeting because candidates did choose one of those three options. And then we'll have interview questions that
we'll talk about as well. But in the time being, I wanted you just to refresh what you're looking for. And then here is the most important thing that leadership profile. This is what we used in evaluating candidates. We did an abbreviated vetting process because of how truncated the search process is. But
those are the things you're seeking in your next leader regardless of which of those three options the applicants chose. You also again are preferring previous superintendent experience and you have a wide range of base salary because you really don't know who will be in the pool or which position they're
most interested in. The application deadline was the 19th and I just want to let anyone know who's listening to this that you had a very good pool. You had 12 people apply for this position which at this time of the year is outstanding and we'll talk more about that in the second part of the meeting. This is the
timeline. All of the information again is on the superintendent search landing page on the district website. I want to just thank your communications team for keeping that updated. Right in the middle here, you'll see that tonight we are meeting for interview training to discuss interview questions and procedures and determine the finalists. Those are the three big things we're
going to accomplish. The next part of uh process will be next week, Monday and Tuesday, the interviews starting at 5:00 p.m. both dates. It also depends, however, on how many folks you choose to interview. So that might change as far as how many people you interview each night, but right now both of those are
set for 5:00. If you are successful in finding the right person, negotiations start right away on June 3, uh you would hopefully approve a contract on the 15th and that person would start on July 1st as the superintendent or interim superintendent for your district.
So now I'm going to get into the interview training and this again is information that you do have in your hard copy. So this is a position that is um a public position. It is paid for with taxpayer dollars. So there are things you do need to be very careful about and for anyone who works in HR
you're familiar with many of these things already but there are laws that do dictate a lot around the interview process. For example, there are protected categories or protected classes that you cannot ask about and you see in this first blue box the
things that you can't ask about cannot ask about. Sometimes candidates volunteer this information as a part of their interview. You can't consider it either. So we want to be very careful that you are aware of the things that are um irrelevant to their ability to do
the job such as their race or color, their national origin, their religion or creed, their age, etc. Those are protected categories. Now there are some things that people say well could we at least ask about those things? My thought would be why do you need to do that? However, if you really feel you
need to do that, there is some information here um about how to ask around some of these protected classes. I think the fact that you have one interview, one round of interviews, you have so many other things to ask about.
I would advise you not to try and figure out how to ask about protected classes. I think there's other priorities for you to consider in your next leader. But you might have noticed on this page also, it talks about um follow-up questions being a danger zone. So, when you are asking
follow-up questions, and we'll get to this later tonight when we talk about the questions themselves, we highly discourage asking follow-up questions because you may unintentionally tread on an area that is protected by law. So, when we have questions identified, you
will be asking the same questions of each of the candidates. We will say if you have to ask a follow-up question, have it be something that you don't understand, such as an acronym or they used a term that you didn't understand, you can clarify that. Do not ask them to
provide additional information or give them a chance to expand on their answer because you do want each candidate to have the same experience. And if you're asking follow-up questions of one candidate and not of another, that gets to sort of the opportunity to tell me more about that. It's an unlevel playing field. So, whatever answer they give you
is what they give you. And you can ask a clarifying question, acronym, esser, whatever things like that you might want to want to know. All right. So, I'm going to go past all of the rest of these protected classes. There are a lot. I'm going to talk about
policies for just a moment. And you do not have copies of these in your materials because it's a lot of paper. But there are policies. And these are MSBA's model policies. You have your own policies most likely modeled on these. that you are an EEOC employer. So, you do have to abide by all of those
regulations and you have an HR team already involved in the search, which is wonderful. So, you will uh make sure that everyone here has an equal opportunity to apply for and be considered for the job. Model policy 406 is the one around public and private personnel data. So, I'm going to zoom
through this for just a moment. It's a lot and I don't want people at home to get dizzy, but I'm going to go past the first highlighted thing that you'll see. Well, you saw it for a second. go to this in the model policy. Page 10 of that model policy says the names of applicants are private data
except when I'm going to bypass that except when considered by the school board to be finalists for public employment. So the names of applicants are private data except when they are considered by the school board to be finalists for public employment. So what's a finalist? That's where people
get tripped up sometimes. So, um, if they're a finalist for public employment, I'm going to go back up to the first highlighted phrase on page eight of that policy. A finalist means an individual who is selected to be interviewed by the school board for a position.
Okay, that's what a finalist is. Some people get tripped up because if you were doing two rounds of interviews, the first round semi- finalists, right? They're semi- finalists. You're still interviewing them, so their names will go public even if you're doing two rounds of interviews. Now, some
districts have not adopted policy 213, which talks about your subcommittees being treated according to the open meeting law, all of that. Some districts choose to keep their first round private with a subcommittee of the board or um maybe a a group of, you know, a a
parent, a board member, a staff person. So, names do not go public in the first round. They are only finalists when you interview them. Okay? So, that's a definition that we want people to be very, very aware of. Any questions on who is a finalist? Okay, you're interviewing folks next week, so they're
all going to be finalists. And all those names will go public tonight. And then the next policy, if I can get through this one. See why I didn't print all of these for you? It's a lot. All right. Open meetings and closed meetings. Model policy 205. You're already doing this.
Every meeting relative to the superintendent search is done in an open session. You don't close a meeting relative to your superintendent for anything other than performance evaluations. All of these steps have done in been done in the open. They've been posted. People are welcome to come watch the board. And in addition to that, you are
live streaming and recording, which is also not required. Simply having the doors open means that it's an open meeting. But the uh model policy on open and closed meetings is relevant to a search because they're all open. That's it for policy. All right. Other search considerations
based upon statute. This is one that we want to make sure you're aware of even though it's a rarity and I talked a little bit about it at the planning meeting when we talked about dos and don'ts as board members. So for example, first and foremost in statute there are
concerns around residency and candidates who might be related to one of you. So the first one says that in terms of employment contracts and termination, a superintendent is a teacher is considered a teacher for subdivisions three and 19. So three is hiring and
dismissing. So here is where um a teacher related by blood or marriage. So a superintendent related by blood or marriage within the fourth degree computed by civil law to a board member shall not be employed except by a unanimous vote of the full board.
It happens because education is a small world. Every once in a while there's a candidate in your pool who is being interviewed and if they are the selection for a majority of the board, it must be a unanimous vote of the full board. And this is where it feels a little odd because people think, well, I'm related to them. I should be able to
be I should abstain, right? It just doesn't look right if I vote. You're required to vote by law if you're married to them. And it has to be unanimous. So that's one of the things we always want people to be aware of. Then the second part of that paragraph,
a teacher, a superintendent, this particular statute shall not be required to reside within the employing district as a condition to teaching employment or continued teaching employment. So you cannot ask about you cannot require your superintendent to live within the
boundaries of your district. They can live anywhere as long as they can meet the requirements of the job description and the contract. So there are people that love to volunteer that they're going to move here and it becomes a selling point for them or they already live here. That is not legally something
you can consider. Make sense? Again, level playing field. If they live close enough to do this job and do it well, it cannot be considered. And then the contract, you don't have to worry about this right now, but um in the last year of a three-year contract, you can negotiate a new contract for the the
next year. So sometimes 364 days before the contract takes effect, people will lock in a superintendent. So start on July 2 and they'll lock them in for July 1 the following year. So you can do that. That is in statute. Here's the special voting circumstances and only the top one applies. And I know it's
kind of small for people at home. So individual board member remote participation. Nope, that's not the one. It used to be the top hire. Okay. Initial hire of a teacher related to a board member. Unanimous vote of the full full board. You can see which statute that is. And I think I already asked all
of you if you took a look at that list and you saw someone related within the fourth degree, blood or marriage, you would have let me know. Nobody let me know. I don't think you're related to anybody. So, we can avoid that one. All right. The next page, common interview mistakes. You do have this in your hard copy there. You won't make
these mistakes, but we do want you to be aware of them. So, first and foremost, you don't want to have incomplete selection criteria. This board unanimously agreed upon a leadership profile. I thought it was very well done. You are all on the same page about the kind of leader you are looking for.
So, you have specificity around what you're seeking, which is great. So, you're not going to make that mistake. Please make a good impression because they are interviewing you as much as you are interviewing them. That is something that I think has become even more pronounced in the last few years where
superintendants um there's few of them, fewer of them. It seems like the numbers are dwindling. It's a very difficult job. So, they're looking for the right fit just like you are looking for the right fit. So, we want to make sure that you make a good impression on them. The don't ask list, you're not going to worry about that. Big questions, we're
not going to worry about that because we've got some very specific questions. Um, do think about big picture because you have some priorities right now in front of you and you talked about them already. They're all important. You don't want to focus on one main thing as
the reason to hire someone or to not consider someone. There's a couple of big ones out there. You're looking for a balanced candidate, big picture candidate that has experience in each of those probably three or four biggest fires burning for you over the course of the next year in particular and then
beyond that as well. Uh probing motivation. Why do they want this job? you know, and that's pretty typical interview question, but listen carefully to their answer because we want someone that wants this job and why. See how they articulate that for
you. It's not a one-way street. Goes back to whole um they're interviewing you. Notes I want to spend just a minute on because I think I mentioned this in the planning meeting. Uh, your notes when you're all done will be turned into your HR department because they need to be filed in accordance with your data
retention policies and the materials will be kept longer for the person that you hire than for those that you interviewed than for those who applied. But all of that material does need to be turned in. So any notes that you take during the interviews will go to your HR team. Any notes you might take down
while reviewing the applicant pool and I know you all did that and it was a lot of work. Thank you for doing that. Those notes get turned in as well. And we already talked a little bit about those notes should not reflect anything in those protected classes, right? Don't write down how old you think someone is. It's irrelevant. So, you don't want
someone to make a data request for your notes and find out that you were judging people based on how old they were. So, please keep your notes professional and appropriate. You'll be just fine. Okay. >> That include tonight as well? >> Yes. Yep. Tonight. Yep. Although, yes, we are talking about candidates tonight,
ABC. So any notes you do write about those folks would be um subject to data request too. We'll make sure that your HR team when the search wraps up has a link to the same folder you all had a link to so they can download it save all of those applications for everybody. Okay? So they will have access to that
as well. Um don't make a quick decision. If next Tuesday night during deliberations you don't feel ready to make a decision, you don't have to. You could call a special meeting for 3 or 4 days later. You could recess till the next day. Don't feel forced to make a
quick decision if it doesn't feel right. Keep in mind, however, that you are a little later in search season than many folks. So, people who are interviewing in March, even April, they might have a little bit more runway to think about it longer. I don't know that you have a whole lot of time left. So, it will be
perhaps quicker than some districts would, but find the person that you need right now for at least the next year, potentially two or three. That'll be up to you. Don't accept the wrong fit. I'll tell you again, I was really pleased with your pool. You wanted
superintendent experience. You got people with superintendent experience, uh, referendum experience. Um, you got a lot of very good people. So, I'm not worried that you have a weak pool. If you'd had two or three applicants, didn't have the experience you were looking for, we're going to have to talk
about maybe pivoting to a different option for you. But at this point, I think you have a good pool. So, just keep in mind that amongst all seven of you, a majority vote of the board can hire someone. It is not required to be unanimous. It's wonderful if it's unanimous. A majority vote is all that is needed, however, to hire someone. And
then not checking your bias at the door. I think this is in your packet. I'm going to talk about that just for a moment. It has been popping up more often in the last few years than it used to. So, first of all, bias is not bad. It is something that we all have. You cannot be a human being in today's world
without having bias. The way that you were raised, the folks you grew up with, the school you went to, the part of the country you're from, and there's lots of things that make us who we are. Sometimes it is unconscious. You don't even think about it, but you see someone and you make a very quick judgment based
on your past experience with people. Um, also it's normal. We want you, however, to acknowledge it if you feel it. So, I'm going to give you some examples of when people felt it in our search processes, didn't acknowledge it, and it actually
is one of the reasons we now offer bias training. So, there's a couple of areas in superintendent search that I want you to think about might arise. I don't know. So, I'll give you an example. First and foremost, um, we had a search a few years ago and there were two
finalists, both very good. One was mid to late career, one was early to mid-career. You could make that assumption, I think, based on how they looked. Well, this particular district had a couple of board members that were
very technology fluent and really wanted someone who could use technology to their advantage. They loved social media. they wanted to tweet. And so at the board table, someone said, "You know what? I think they're both great. I'm just going to use Jane and Jane and
John for the fun of it." You know what though? I think John's going to be a whole lot better at technology. I could see him tweeting stuff regularly. I just don't think Jane's going to be that comfortable with technology. Just saying. And a couple people nodded. Yeah. Yeah. Yeah. Why do you think this
board member felt like John would be better at technology? What about John? From appearanc's sake made them say that >> younger. John was the younger candidate. Jane was the older. They actually considered that
as part of their decision. And it was sort of funny because when all was said and done, it turns out that John had no social media presence and Jane tweeted like 14 times a day. So that was a wrong assumption. Okay, assumptions on bias is something we're going to talk about. Uh then there was another one that kicked
this all off more like five years ago. Again, two candidates, um John and Jane, and they both did well, just incredibly strong finalists, and the board was torn between them. So, we always say as a board, try to keep your conversation
positive about the strengths of the candidates as you're trying to decide who to hire. If you get stuck and can't decide who to hire, it's okay to perhaps go to deficits or areas where one is stronger than another, but try to stay positive because again, they're putting their careers out there in a public place. So, be respectful and try to stay
positive. They couldn't decide between the two. So, they said, "Well, let's talk a little bit about who you think might be stronger in areas that are important to you." And someone spoke up and I can still hear him saying it. You know what? John's a straight shooter.
Very direct. I think he'd fit in really well here. Nodding all around the table. 10 minutes later, they get to talking about Jane and the exact same board member. You know, Jane's a straight shooter. She's really direct. I don't think that's
going to play very well here. Almost verbatim. What bias was in that person's mind that he hadn't even noticed? He had gender bias. Women are not supposed to be direct, are not supposed to be
straight shooters as much as men. And that was just assump, you know, that was an assumption he made. They were both straight shooters. They were both leaders. And yet it was positive for one, negative for another. So that's one in leadership that we see crop up more often than anything else. Um, we also
see geographic bias and that's becoming more pronounced in that candidates from the metro who currently work in the metro if they've applied for a superintendent job in greater Minnesota. Sometimes people say don't want those metro people coming out here with their
big high fallutin ideas and they they won't give them a chance sometimes. And it works the other way. districts in the metro area will look at a candidate from greater Minnesota, especially maybe a smaller district or somewhere in the far reaches of the state. I already know how they think. We don't need that kind of
leader here in our district. And that's unfortunate because there are extremely competent, passionate, intelligent leaders all across this state. I think Minnesota has the best administrators in the country. I really truly do. So, don't let geographic bias creep in.
um don't assume anything about anybody based on where they live. So those are just three examples of bias, but same thing could probably happen around any number of categories. So something to think about. I don't expect you at the table to make those same kinds of
mistakes, but we always want to learn from other boards and other searches and we saw this happening a few times and we thought we'd better bring it up. So those are the most common ones that we run into. Any questions on bias? Okay. Deliberation scenarios. You do
have this in your hard copies, too. So, deliberations are the discussions next week after your final interview. And you're going to try to arrive at a decision as a board. And as I mentioned, it doesn't have to be unanimous.
It can be unanimous as a gift to your incoming superintendent, but a 4-3 vote would hire someone. Or if there's only six of you here, a 4-2 vote would hire someone. uh just need oh yeah 4-2 vote if there was six so a majority of a quorum can hire someone so in
deliberations it doesn't always go super smooth because you are seven different people with seven different life experiences lenses you might disagree on who to hire next Tuesday night so we're going to give you some scenarios and say what would you do if okay so for example
in the first one if you are deadlocked regarding two finalists and maybe it's I don't know, let's say 43. That's as close as maybe it's 33 and one doesn't know. So, let's say it's 33 and you you're digging in deeper and deeper to your side. Um, about the reasons you want your person. Um, you
might be assuming they're going to move to the area. Maybe they told you they're going to move to the area. Um, might be their age, might be their appearance. We hear they look like a superintendent. And I I just love that question because what what does a superintendent look like? You know, there's lots of different superintendents out there. Um,
but how would you manage a discussion when two sides are digging in deeper and deeper and deeper? Are there any immediate solutions that come to mind? And if you don't want to speak up, that's okay, but feel free to if you want to chime in. >> I would say maybe pointing out the
positives of a candidate that maybe they're not aware of, maybe some insight you have that maybe another candidate may not have insight to. >> I love that idea. Turn it back to the positive traits of the candidates because all of these people by the time you're interviewing them are good people. So, I love that idea. Turn it
back to the positives. Even if it doesn't feel like it's the right person for you personally, you just can't see them here. They are a strong leader. So, repeating those positive things is a great idea. Anything else? I tell you what the most underutilized tool is and the best tool is to call a
recess, a cooling off period. go for a walk, go get a drink of water. Do not go out in the hallway and talk to each other about this because this is an open meeting. So, don't don't do that. But every once in a while, you just need to take a break. You know, if you're stuck, have you ever done that at work when you're stuck on something? You just need
to get up and walk around. Go get a cup of coffee or walk around the building. Do the same thing if you're deliberations become stuck. Okay. Another thing you can do that works really well is to go back to that leadership profile. You've got those six or seven bullet points. go back to the
leadership profile and talk about each of your finalists in terms of those six bullet points. Wow, I think he's amazing at this. I think she's a little better at this. You you could just use that as almost um a rubric. Okay, that your leadership profile is an important
important part of deliberations. So, all of those things will work. The next scenario is similar. However, it starts to become heated. things start to become personal from board member to board member. Um people might question the chair's intention.
We want this to stay as positive as possible because again you are one board made up of seven people. If you can keep it collaborative and professional, you make a really good impression on candidates who are watching because people are watching this, right? I don't
know if your deliberations will be live streamed or not. We're going to talk about that later tonight. But people are in the room watching. People um will hear what you said about people. If you start arguing with one another at the board table, you are setting yourself up for um
a not great pool the next time you do a search. Okay? It c it can be challenging. So keep in mind that they're watching and there is no reason that anything needs to be personal because you are trying to find a leader. You all believe in the mission of your district. you're all committed to the kids in this district, the staff in this
district. Keep focused on that big picture and don't let it be about personalities or personal conflicts on the board. If it reaches that point, this is where I say adjourn till the next day if you need to. If it really gets that heated where you're just fired up and you just you don't feel good or you're mad or you just feel your blood
pressure going high, call a recess till tomorrow. You can come back the next day. Okay? There's nothing wrong in taking the time that you need to do to make sure the decision is made when you have cool heads. Now, some boards want to power through and do everything that night. You know, I've been with boards
doing deliberations till I think the latest is 2 2:45 in the morning when they reached a compromise. But you don't have to do that. If you want to set a hard deadline and say nothing good happens after midnight with this board or after 10 o'clock, I don't care what your time is, you could say,
"We're going to be done at that time, no matter where we're at, and we'll come back the next day." It doesn't have to be a recess because someone's just feeling like, "I'm too tired to think straight anymore." Your brain's going to be really, really full. So, if you have to wait till the next day, do that. But if you're feeling attacked or it's getting personal, then I would say
definitely come back the next day. or if you have to three days later if you're booked that next day you can put it off. >> Please um do we get into any pickles if that happens about like um posting meetings and things like that?
>> If you are um calling a recess till the next day. No, you just you don't actually adjourn. You recess the meeting till tomorrow at 7 p.m. It's just a continuation of the exact same meeting. In fact, next Monday and Tuesday is one long meeting. It's not two separate meetings. You call to order Monday, you
continue it at the end of the meeting and you come back the next day and continue a meeting and you adjourn on Tuesday. So, it's one long meeting. Now, if you are going to go a couple of days out, it's probably best to adjourn and then call special meeting 3 days later. So, yes, in that case, you would want to do that. Yep.
>> Um Barb, are we using Robert's rules of order during this deliberation or is it more like a study session format? >> Whatever works for this board. Some boards are very formal and want to use Robert's rules for everything. Other boards um are more comfortable with the informality of a study session. You will be making a decision though, so you're
going to need a motion and a second and discussion and a vote, but beyond that, it's up to the board as to how formal you want the discussion to be. >> Okay. Thank you. >> Okay. >> Okay. So, feel free to recess if you need to. And finally, this one's really interesting. As soon as these names go
public, and I think I told this to you last time I was here, you're going to be lobbied. You're going to be lobbied for, but more likely you're going to be lobbied against. When names go public, everyone has an opinion. They will find lots of stuff on social media. Anyone who's been in leadership a long time will have people who dislike them
intensely, including me. If my name went public as a finalist, people would call and say, "Oh my gosh, I can't believe you're interviewing Barb Dorne. What is wrong with you? Did you know this, this, this, and this?" A little bit of it might be true, but much of it will not. So, keep that in mind. And if you have
credible information, do not share it at the board table. Well, I have a credible source that told me this. Don't do that. You're opening yourself up for liability because you are repeating hearsay, gossip, rumors.
We only want to deal in fact. However, if you hear something concerning, call me. That's the very best thing you can do. I'm probably already aware of it and I'll tell you why we feel it's a non-issue. But there are people in this pool that have a history on social media and you're going to find things out
about them you don't like. Call me if you're concerned, but do not repeat it at the board table in an open meeting. I I worry about boards that just have to get it out and it turns out that it was their sister's husband's cousin brother who has a son that goes in that school
district and they they repeat that as fact. That's going to get you in legal trouble. Makes sense though, right? >> What do you do when we call you then? >> I usually call the candidate. >> If >> I usually call the candidate and I talk to every single one of your 12
applicants Friday and one of the questions I ask is, is is there anything that should it become public that would be concerning for your board for this board either now when they interview you or after you're hired? And if they tell me something, I'm like, "Okay, what else might be concerning?" And so they've
told me those things. We already found them anyway. It's not too hard to find things on folks. Um, but if you've heard of something that I did not talk to them about yet, I will call them first and foremost and get it straight from them. And then if I need to, now that their names are public, I can call more
people. I was not able to call anybody during this first round because their names are private data. But if there is something that you believe is true, I'll call them. I'll call people. I'll call people who know them to try and find out how true is it and should we be concerned. Okay. >> And at that point, you would probably
get in touch with Chair Bullion. >> Yes. And if it's something um significant, I would make individual phone calls to all seven of you so you'd be aware of it um before the interviews. Sometimes it happens. You know, we are not mind readers and we don't go back
through 30 years of their personal life to find anything. Um there's background checks that normally are done with an abbreviated search. It's not a um in-depth background check, but you do have the standard background check your district will do. So, it's not a perfect system because we're human beings and the law does limit some things that we
can find out about. Even Minnesota has a clean slate law now. So, things that might have happened 10 years ago or 12 years ago, it's not on the record anymore depending upon what it is. So, um human beings, we're not perfect, but yes, if you have something that you
think is a credible concern, please call me as soon as you hear it. Okay? Thank you for doing that. and I appreciate your help with it. I'm going to go right through these sample interview questions because these are meant for if this were a training where you didn't have questions yet. I'm going to zoom through it. I apologize to people who might be
watching this because it's going to be a little bit dizzying. There we go. Okay, the candidates's turn. We're getting to the end of interview training. The candidates's turn. Candidates are getting more and more savvy every year. You know, the
questions they ask are getting sharper. It's um interesting to watch. They again are interviewing you as well. Now, potentially the last question in an interview is almost always, what questions do you have for us? And if they've left time, because they're going to have one hour and I'll be holding up
cards, they know how much time is left. If they've allowed time to ask you questions, maybe the last 5, 10, 15 minutes, they might have some zingers for you. Typically, when they ask a question, they address it to the board chair, and the chair would say, "That's a great question. who might want to
answer that. And I would hope more than one of you would say, "I'll answer that one." Because they're watching to see if you build on each other's answers. They're watching to see how you work together. You don't have to agree on everything. You just have a different perspective on some things. So, it would
be great if time allows that each of you have a chance to answer a question. One of the worst things in the world that can happen is they ask questions of the full board and only one of you speaks up for 15 minutes. that doesn't make a good impression. Then they're like, "Okay, I know what's going on in this board. There's one person whose opinion is more
important than everybody else's. I don't think it's a fit and they will decline an offer." So, try to participate as a team because you're a team, right? One thing I've seen done and I don't know if um here's some of the questions they might ask. I don't know if this is
a trend or not, but I have seen it twice now. the governance model. The board governs, the superintendent manages. You're all familiar with that from MSBA trainings. I have heard two candidates ask a very
technical question of the board and they wait to see what you say. Can anyone figure out why someone might ask a very technical question about something very specific and wait and see how you answer it? as a
board, >> they want to find out if the board's going to say managerial a managerial answer or a governance. >> Correct? It's a trick question. If this board knows way too much about the
managerial role, it tells them you are a micromanaging board and you're not going to trust me as your CEO to run this district. Not that you can't answer it. you can answer it. If you have a passion about, I don't know, the budget or, you know, any of those really detail oriented
things, you can answer that. I just want to make sure you're aware that sometimes it's being asked to sus out whether you are a board that's going to let them do the job as the CEO or if you're going to try and do it for them. And that's been really interesting. That's a trend that we hadn't seen until just about two, three years ago. Uh, so they will ask
you questions. So, please participate. Um, be yourself, be comfortable, be authentic, and um, answer questions that you can. If you can't answer them, say, I in fact had a board say, you know, does anyone know the answer to that? No. Okay. Well, you know what? That's because I think the best person to ask
would be our director of finance or, you know, our instruction curriculum and instruction person. So, there's no wrong way to answer it, but I'm just trying to get you prepared for the things that can, you know, red flag for candidates. That might be one of them.
Okay, reference checks. Um, we're not doing reference checks because you're only doing one round of interviews. Sometimes between round one and round two, board members will do some reference checking, but you have one round and so you're not you don't have a window in there to do reference checks. Um, finally, the last piece in here is
deliberating in public. And this is really important because again, you're talking about people in an open meeting who have just laid it all out there for you and they have told you what they think. They've talked as um as
much as they can about why they're the best fit for Prior Lake Savage Area Schools. The last thing we want to do is criticize them in a public forum when they have gone through all of this work to get here. So, we're going to try to keep the the comments positive during
deliberations next week. You may have a clear winner or two. That doesn't mean the other two or three people aren't good candidates. So, there's no need to criticize. The only time, as I mentioned earlier, and we're going to go through it quickly again, is if you're stuck between two high performers. If you have
to go to deficits, you can. Otherwise, when you're talking about deliberating in public, and I'll let you read this at a later date, try to keep it positive. And here's some general dos and don'ts. Do focus on the positive attributes. They all have things that they're good at. Some might be good at more things or
might be really good at one or two things and not as good at a few others. Focus on the things that are positive. Um, do use that leadership profile. That's why you created it and you all were in agreement about the kind of person you're looking for and it's the, you know, treat the candidates the way you want to be treated as well. Try to
avoid going on individual factf finding missions. Um, sometimes in your enthusiasm to learn more about these candidates, a board member may pick up the phone and try and call, you know, 10, 20, 30 people to ask things
about this candidate. Trust me, it's going to get back to the candidate and they're going to wonder what you're doing because it might be perceived, even if it's incorrectly, as you're trying to dig up dirt on them. So, I would say be careful with your enthusiasm that you don't go off on
individual calling everybody you know that works in that district and trying to compare and contrast because it does feel like you're trying to find stuff out about them not in a good way. All right? So, just be careful with the factf finding. Special interest groups will weigh in and that's that lobbying that I talked about. You're going to
have people that have opinions and you've been elected to make the decision by those people. So, listen to their opinions. Thank them for the information, but don't debate, argue, get into justification about why the board's deciding this. But do listen to those folks and be careful you don't
give more weight to some groups than another. You have a lot of diversity in this district. You have socioeconomic, you have racial, you have geographic, you have you have lots of diversity here. Just be careful that you're trying to weigh it all equally, which is I know is a challenge and you're trying to do
that with every decision that you make. Don't alienate any of the finalists. They talk to people. You know, there's only 331 districts in the state of Minnesota. It's a pretty close group. Administrators, whatever level of administration they're at, they know other people. And we want your
reputation to be a positive one in terms of how they experienced their interview with you and the followup. So, how you treat them is really important. And then be careful. And we'll talk about this Monday night. If you interview more than three people, you're going to probably meet Monday and Tuesday. Don't talk to
each other Monday night about what just happened. You got to wait until you've talked to all of your candidates and then have that conversation here at the board table. Okay. Any questions on deliberating in public? Okay. So, the last page pages
uh is the superintendent contract. Um I believe that there's been a subcommittee that has met. Is it an executive committee has met with the HR team to talk about a contract? Would you mind filling us in on kind of where that's at so you have a contract ready to go next Tuesday or Wednesday? Oh, I was not prepared.
>> Oh, I'm sorry. >> That's okay. Um I mean, we we went through um MSBA's model, we went through Dr. Thomas's current uh we went through um some of the legal considerations.
Perfect. and the between the four of us um the executive team with director Ktherarn uh we um came to a place where we felt was a a good collaboration of all three.
>> Good. Awesome. And that's something that um it depends who you end up making an offer to. That's why you have that big salary range because you don't know what kind of benefits they're going to want. And the total compensation package is really what you're looking for. Um, >> I will ask like if if you two have
anything to weigh in on that. >> I mean, we have the template in a great place. Obviously, we have to fill in the specifics from the negotiation, but >> Okay. >> I think the and the next step was to send it to our legal counsel for review. >> Okay. >> Um, uh, Director Catherine, were you
waiting on us to say yes, go, or is it in a good place? Because the last email, I just want to make sure that we're good to go. Okay. >> Nope. That's what I Yeah, that's what I'm wondering. Okay. >> Yeah.
>> And it's in a really good place, so no issues. But Okay. Thanks. >> Great. So, if you could ask for feedback also, Director Catherine, from legal counsel by next Tuesday so that Wednesday, you got a contract to toss out to your successful candidate. And if they have serious concerns about
anything that's in it, I'm assuming you'll reconnect with your executive committee. Right. >> Okay. Wonderful. Thank you. So, that's it for interview training. Good. Okay. Uh, the next thing I want to go through is the interview schedule. There's a very small packet that's included in here. It's the meeting
materials for today. So, there we go. Here we go. This is a draft. That's why that has that great big watermark across it that says draft. This is what you will be doing next Monday. You'll call to order, approve the agenda, and then you interview your finalists. I don't
know if it's for interim or for superintendent positions. So, it's kind of flexible here. And then select loan finalists set negotiations and adjourn. But again, it occurs over two days. So, right now, tenatively, Monday, June 1st, we're looking at calling the board meeting to order at
5:00. We're not going to bring in the first candidate till 5:15 because I have a few things I want to go over with you before you start your interviews, which partly is the EMD form. I'm going to bring hard copies of that for you and we're going to choose who asks which questions and kind of in which order are
you going to go with those questions. I want to ask you questions about are you comfortable with handshakes from the candidate. Um all those kinds of housekeeping items before we start. So we'll start right at 5 and then at 5:15 we'll have your first candidate come in. These are scheduled for 1 hour right now
with 15 minutes in between three on the first night. Again, you're continuing that meeting which is a recess continuing till Tuesday. again at 5:00, but that time I don't have any homework for you because you already know what you're doing. You're going to start at 5:05 with the next candidate. This is if
you interview six. You could interview one, two, six. Seven's a lot. You'll be tired with six, but it's your your search. So, you choose what you want to do, but this is what we currently have listed. We'll circle back to this tonight after you've selected how many
people you're going to interview based on the candidate selection conversation. I do have a question for you. I have a couple questions actually. Um, do you want to live stream and or record the interviews first and foremost? If you watch the Q&A, you heard me say that MSBA recommends not live streaming
interviews, especially when it's over two days. People on the second day have a significant advantage that they could watch those and jot down the questions and what everybody else said. So, is it okay if you do not live stream the interviews, but I need the board to say yes or no? That's okay. >> Yep.
>> Yes. Thank you. Do you want to record them? Because you also I put in the bottom here to ensure a level playing field for all candidates, the interviews will not be livereamed. However, a recording of the candidate selected as the next superintendent or the interim superintendent will be posted for
viewing on the district website. Do you want to record potentially all we'll say six and then the one person who is being offered a contract that goes on the website. The other five typically do not. But what would you like to do so that I can share with candidates if it's being recorded and what would be done
with those recordings? >> Barb, do you have a recommendation on that? >> I think the community loves to see the new superintendent's interview. So, it's worked really well this year in some districts that have recorded all six. Typically, if they're having a second
round, they put the three up that are moved on to the second round and then they put the one up who's hired. you would have the one that you'd put up after your one round of interviews. I think it shows the community that you're not trying to hide anything because they're used to live streaming, right? They are used to being able to sit in the living room and watch you. You're
not trying to hide the candidates from them. But that can be a perception if you don't put the one up. So, I'd recommend you do that. I don't think you should put all six up because sometimes people don't put their best foot forward in an interview. They're nervous. Maybe they don't do a great job. You don't need to put them up if they're not
moving on, right? as a courtesy to them. So that's what I would suggest. But what do you want to do? >> When would it go up? Say we like we'll record everything and we put up the one person. When would that go up? After
they sign a contract or before that? >> Usually before it. >> Really? >> Yeah. Because people are curious. But it doesn't have to be because it depends how long you take to negotiate a contract. Most districts people the next day are like, "I wonder who they hired. Oh, I
heard they hired so and so and they want to go look at it the next day." But also depends in terms of technology how long it takes to upload it and get it ready to go. If you hold it back until contract negotiations are successful, you can absolutely do that because then you know you have a signed contract. We haven't had a lot of searches fall
through during negotiations. I've had two now in the last three years that fell through during negotiations. So there's a pretty safe bet that the person you decide to make an offer to is going to be your superintendent. So, in the interest of expediency, most districts put it up right away the next day. But you do not have to. The main
thing is to set expectations appropriately. If you're not putting it up till you have a signed contract, you just say that. That's put on the district website. Once a contract is signed, the interview of this candidate will be provided and remain posted indefinitely. You can certainly do that,
but you just have to explain why why you're doing that. Do um board members have any uh feelings or you know um on that the you know whether we wait for the signed contract or not. I think um
>> we didn't wait for this. I don't agree. >> We put it up if the board makes a decision it's already going to be announced and then we can put the recording up. Yep. >> Yeah. I would agree and I' I've enjoyed watching them like just like you said people go up and watch them and you know so yeah. >> Okay. I think so. Everybody okay with
that? >> Okay. >> Okay. So, the interviews will be held here, correct? And I'll put the address of this building in here. And then uh the next candidate will be posted for viewing. Okay. So, then circling back up just right above it, I wanted to ask about deliberations. So, you were
unanimous to not live stream the interviews. Good call. How do you feel about live streaming or recording your deliberations, which is the second part of it'll be next Tuesday evening. You're deliberating what to do and who to hire. Pros and cons to all those decisions.
>> You have recommendation on that. >> Yes. If you want to hear it. >> Okay. I'll give you a recommendation only if you understand this is entirely your decision. >> Yeah. >> Um deliberations can get sticky and uncomfortable because you might have very different ideas about who you want
to hire. I think it's great that the doors are open and people can come watch. And honestly, when we've had deliberations till 2:45 in the morning, people have been still here watching the board waiting for them to make a decision. Sometimes a board at 2:30 says recess and they call a recess and everyone goes
home and gets three hours of sleep. Um, but they can get sticky and they can somehow expose riffs on the board and sometimes people will inadvertently say something very negative about one of the finalists. I'd prefer that not be
recorded and live streamed. And it might be in the heat of the moment and you forget that it's going to go online or people are watching you. And I guarantee you if it's live streamed, your candidates are watching you talk about them. So it hurts my heart if board members forget that the people who just poured their heart and soul out in front
of them are watching and you say something during deliberations that's really unnecessary, but it goes on the record then. So, I'd prefer not live streaming deliberations unless you are completely and utterly comfortable that there will be nothing but positive
comments and good vibes during deliberations. And if you can't do that, I'd recommend you not live stream or tape deliberations, but you keep the doors open. People can come in and watch. People can come in and hold up their phone and record you if they want to. It's an open meeting. >> Wouldn't Wouldn't being recorded hold us
to a higher level of accountability, though? >> Possibly. I have had a board that chose not to live stream deliberations, but they recorded deliberations. Now, what you're doing in that case is you're creating a data point. If you just record it and don't put it up on the website, at least you've made the data
point. And in that case, anyone can make a foyer request to watch those deliberations. And sometimes the press makes a request to watch your deliberations because it seems very secretive if you recorded them and didn't share them. So, I'd say maybe don't even create the data point in the first place. Um, but yes,
people's behavior can sometimes be better if they know that it's being live streamed and recorded, too. That's a great point. So, now you get to decide what you'd like to do because I would prefer this be decided tonight. >> I think board, if we could just go like we have been making a decision, you
know, getting everyone's point of view. We'll just start at one end of the table and go down go down. Can we start with you, director? >> Sure. Yeah, I fully support it being um live streamed and recorded. >> Dr. Johnson, >> I have no problem live streaming. >> Dr. Mason,
>> um yeah, I don't know if I have a strong preference, but I'm fine with it being live streamed also either. >> For a government entity myself, which is also public, I would still This is a hard one. Honestly, I don't
know how I feel. I I I I'm not worried about anything, of course, to live stream or record it. I just I think of what's on the other side of that camera um and having candidates listen in to people talk about them. To your point, like
>> they just got done with this very fast process pouring their heart heart out to And and yes, we would, you know, you stick to the positive and all of that. I just I don't know as if as a candidate I would feel.
I know I take the, you know, what's good for the whole, but I don't know. I don't >> I'm not a fan. I'm not a fan of live streaming it. Can >> I ask a question? Sorry. >> No. >> Um, something popped in my mind. Do you ever have candidates come and watch the deliberations
>> twice? Yeah. I've had candidates come watch their com competition's interviews. It's an open door >> that those people didn't get moved to the second round, but they sat in the back row and watched the interviews and it's an open meeting, right? What are you going to do?
>> Yep. >> I guess. Yeah, I'm stuck on Yeah, it's an open meeting, you know, and we live stream or open meetings. Um, but as a candidate, I don't know how I feel about it. We can come back to this later as well because we do have to revisit
this based on how many people you choose to interview. So I am going to come back and say okay how many slots are you filling in? We could come back to this after you've >> Can we just finish we'll finish the round and we'll come back to it as well. >> Director France. Um what we've done in the past and what seems to work really
well in order to keep the positive going is that um each board member would go back and deliberate on their own outside of they call a recess and come back and then they just give a thumbs up and only say what you know basically this is who
and this is why and that's that has usually worked pretty well in the past. Um, and then if it is a tie, which I don't think we've ever had before, um, then, um, the deliberation was not live
streamed. It was recorded and put up later. Uh, but it was put up. And that's the thing. And I think the reason why there was hesitation is just in case something said, somebody said something that that maybe, you know, uh, wouldn't be appropriate, particularly if it got
heated. But it's never happened here. Um, but that's the way we did it. And therefore there wasn't like an open slate of deliberation. Everyone's kind of speaking freely. It was everyone already knew what they wanted and then they would say why and the and the chair
would go around like each person at a time and not go back and forth. And the only time that the back and forth happened is if there was any type of um any type of disagreement. Um, and that that seems to work and I've seen that work with other boards too, which is why
we picked it up. Can >> are you for the live stream or >> not the live live streaming the recording afterwards and I do believe the candidates that I spoke to did listen to even if they weren't the final, they did um come back and one of
them actually commented last time on how professional we were and the room was packed. It was overflow. But you recorded, not live streamed. >> We recorded, not live stream. The recording did go up. >> Good. Okay.
>> I would probably lean uh record it, not live stream it. Um but similar to Director Mason, I don't know if I have a strong preference and everything we say is it's an open
meeting. So >> yeah, I would say um to I would say I would lean toward the will of the board and I do appreciate your recommendation. I do think that keeping in mind the you
know staying positive um you know keeping the candidates in mind um based on your recommendation and your experience with that I would I would
heed your recommendation of the not live streaming but given the fact that um where we kind of stood at this now and we are going to revisit that it uh maybe we can come to a a better decision for you, Barb.
>> Okay. Well, we we'll come back to this because we have to know how many people you're going to interview anyway. So, thank you for that because it is an important conversation. >> Yeah, it is important for us. Yeah. Thank you. >> Also, on that day, June 1st or June 2nd, um I know that I've talked to Danny about potentially offering district
tours to the candidates if they're not familiar with your district. So, I think that's in the works as well, but that does take quite a bit of coordination. And so we don't have anything on here about tours. That is separate. It's usually prior to their interview. They get a couple of hours to be escorted around the district and then they come in and interview with you. So I'm going
to continue to visit with her on that. All right. So then the next page here is the candidate interview script. So this is what is going to happen on Monday at 5:15. That'll be your first interview regardless of how many folks you interview. And this is an outline that we would recommend. I don't facilitate
the interviews. The chair does. And then the board, you run this. I will be here. I'll be sitting off to the side or maybe at one of these tables keeping time cards and things like that. I'm here if you need help, but this is your search and you're going to run the interview. So, basically, it's pretty simple. The
chair opens it, welcomes people, thank them for coming here. Um, we will know how many questions she'll share that you have. You know, there's 15 questions or whatever. Also, when they arrive, we will meet them 15 minutes before their interview and give them a copy of the questions so they have 15 minutes to
sort of think about it versus a cold sit down and here's your questions because sometimes a little bit of time helps them formulate their answers. Um, it'll be 1 hour unless you only interview a few people. You could make them an hour and a half, whatever you want to do. It's a little fluid there. And then I'm
keeping time. I would appreciate it if you would introduce yourselves uh to the candidate. And it got it's got to be super simple. just your name and how long you've served on the school board. The reason we don't want you to say more is one, it eats into your interview time. If all seven of you introduce
yourselves and say where you graduated from and how many kids graduated from here and if you have grandkids in the district, it just takes too long and we need to get to the questions, right? The other thing it does is it invites the candidate to feel like they have to share that personal information with you themselves. So if all of you are talking about families, where you graduated
from, grandkids, whatever, they feel like that's necessary. And again, that's protected classes. So we don't want to invite them to do that. So the example you set is great. Name and how long you've been on the board. You will do it six times if you have six interviews. Okay? You just keep doing it. Then you go with the questions and we'll go through those here before we close
tonight. Uh the EMD form, you'll have if it's six people, you'll have six copies of it. So you can jot everything down on hard copy as they go. I'd prefer you do it on hard copy at least for the first day versus going in and immediately doing it electronically because chances are after you've heard from two or three
people you've kind of got your sea legs under you about what constitutes an answer that exceeds your expectations. One of the things we have found is by and large if you go in electronically and you evaluate every answer on the first person and then you go in electronically to the second person. You
get to the third person, you start inputting, you go, you know, I was a little too hard on that first person. I want to go back in and change my answers. It's very difficult to change your answers once you've hit submit on this form. So, we want you to do hard copy for at least three and then you can go in because then you kind of know what
to expect. You've got context around all of the answers. And in closing, you want to just thank them for coming. Let them know that you're going to give them a call after deliberations have finished. For any of the Monday interviews, Chair Bullion would say on Tuesday evening. On Tuesday, you'd say tonight. So, we'll
let them know. There you go. That's it. Interviews are pretty simple. >> The question, what um EMD form, tell us what that is. >> Exceeds meets disappoints. >> Exceeds meets disappoints. So, for every question, thank you for asking. See, that's a clarifying question. You asked
a follow-up question that helps you understand what it is. You didn't say, "GB, tell us more about this process." That's way too open-ended. So, thank you for that. Every single answer a candidate gives you, you individually will check that exceeded my
expectations. It met my expectations or I was disappointed in that answer. And then at the end of the interviews, we'll tally them into a single PDF and let you take a look at them. The more E's has someone someone has, yay for them. The more D's someone has, it's too bad. But
it just gives you an indication of how you're all leaning. It it doesn't rank your candidates one, two, and three. It just indicates as a body how many of you were disappointed or excited about the answers you got. There's an electronic link you can practice on in an email I sent you this weekend. Um, but it's very
intuitive and very easy, so wouldn't worry about that. Any other questions on the interview? Thanks for asking. >> Yes. Will they be standing or sitting? >> Probably sitting is most common, unless you prefer they stand, but these are one-hour interviews. So, what would you
like to do? Sometimes candidates, I guess, might want to stand. >> Yeah, I figured it would be completely up to them on what they wanted to do. >> So, >> what have you seen before? Superintendent interviews. We usually see them sit unless they're presenting something and then they have a PowerPoint and everything, but
>> mostly >> you usually see them sitting >> sitting. I've only seen one set, but they were sitting. You've gone through. >> They They usually sit right there. >> But I think everybody should do the same. >> Yeah. >> Okay. >> That'll be something we'll decide Monday night or Monday. Yeah. Monday evening at
5:00. I'll say, "Do you want them sitting or do you want them standing?" >> In that case, most likely if we should have them the same. Consistency is important. Thank you very much, director. Then I'd say sitting because not everyone can stand for an hour with their back not hurting or something like that. So, we shouldn't assume they can stand the whole time. Okay. We'll
discuss it and confirm probably sitting then deliberations. Here we go. I'm going to go through the rest of this little script. Deliberations, we've already talked about almost all of it. This is just a guide. And so the first thing we're going to do is I will distribute copies of that EMD results.
You can take a look at it. I'll spend less than a minute. We're not going to rank candidates. Ranking of candidates is public data. We're just going to say, "Hey, here's what you all thought. You can see there's some score higher or score worse." That's just one tool. One tool in the toolbox. Then you're going
to go around and talk about strengths. I really like each of you to say at least one strength of every single person who interviewed. I'll be taking notes because when I call people that night, there will be disappointed people. And it really helps them and me to be able
to say, "Here's the things they said about you." Gosh, you know, and you have all kinds of wonderful things. So, I'm jotting notes while you share strengths. I think it's only fair that you don't start with the same person each time because by the time it gets to the end. Last two people say everybody said
everything I wanted to say. So hopefully start with someone different and only say maybe one thing, one or two. If you rattle off five things that were great, you really don't leave a lot for the other board members to share. One one or two things that you think are strong and that's it. Okay, super simple. This is
when the rubber meets the road. Who are you leaning toward hiring? And maybe this is where previously you could take a break and on your own or maybe we have a break scheduled for about a half hour. This is when you can do exactly what you just suggested. When
you are waiting for us to tally the EMD results and get them printed. I'll work with Danny to print them. Um find a quiet place to sit or at your own table and just kind of jot down who of the six you are interested in and why. So, gather your thoughts, write them down, so then when we come in to deliberate,
you're ready to dive right into this first strengths and then who are you leaning toward making an offer to and why? It'll evolve. Sometimes it actually goes really quickly. Sometimes it takes hours and hours. It's very, very hard to predict that. Here it does say on the
second bullet point, if discussions plateau, you could discuss growth opportunities, a nice way of saying deficits or weaknesses, but only if you are stuck. If there is a clear top person and a majority of the board, four, five,
six of you feel that way, you do not need to go into the conversation about um growth opportunities. Then I will go out in the hall and call them. Usually if there is a decision on one person, the board chair joins me and tells them congratulations, the board would like to enter negotiations with
you and that person is very excited. We do it in private in a separate room in case for whatever reason they're not excited. Um, but we do it out there so there's no pressure on them in an open meeting to respond right away. But we'll come back in almost always say, "Yay, this person's excited to talk. We're going to get a contract out to them
tomorrow and we'll keep the board apprised." You do have things though to talk about when we come back in. That should be a fiveminute phone call. Negotiations. Finalize how you're doing that. Who is emailing it to them? Are they calling Director Catherine with questions? Are they calling the chair with questions? Are they calling legal
counsel? The background check is going to happen like any other employee. They'll have to work with your HR team to get the background check done. Your timeline hopefully you will have it ready by the 15th, but that means you're going to have to move. You have what? 12 days. 12 days from the 3rd to the 15th.
Some back and forth is common. And then turning in all your your notes like we talked about already. That's just a very short closing chapter. So just because you make a decision on who to hire doesn't mean you're done. We do have to tie up loose ends right here. Then you can adjourn. Any questions on the
deliberations process? We could be here, you know, half an hour Tuesday night. We could be here six hours and you want to call recess and come back the next day. It it is very very difficult to predict. Finally, the motion. So tonight, this is the motion
that I'm suggesting you use. I move to extend interview offers for the Prior Lake Savage area school superintendency to the following candidates. candidate A, candidate B, candidate C, etc. That would get seconded and it would pass or fail because however of the complexity
of your choices because you had three different options that candidates could choose from because you have a variety of people interested in working as your superintendent or interim superintendent because you have um lots of differing views on this board about the candidates. I think it might be more
effective if someone says, "I move to extend an interview offer for I say it over and over and over again, but you could have that motion and someone could say to the following candidate, candidate A." If there's a second, you could discuss it, but I'm hoping there's
not a lot of discussion because this is private data. And then if that motion passes on a 701 52, it even passes 43, then you move on and someone says, "You know what? I'd like to move that we interview candidate Z and if someone seconds it, you could
have discussion and then you have a vote. So that would be a one person at a time. I'm suggesting that only because you have a pretty creative search here with all the options you're providing to people and it might be cleaner if instead of a whole slate because I think if you try to pass a slate with four,
five or six names on it, there's going to be a lot of discussion that might be unnecessary and might accidentally reveal something about people that should not be revealed that identifies who they are. So, what do you think of that idea? It's just you'd have five, six motions instead of one.
>> I think that I agree with that recommendation. Mhm. Okay. >> Is everyone else okay with that? >> Yep. >> Okay. So, that's how we're going to do it and we're going to segue right into that. Now, other than I'm going to point out this motion right here for next week, Tuesday, to select a new
superintendent and it might be an interim superintendent. So, you want to get the language right. Whoever makes this motion next week, please make sure that you state it's contingent upon the following. that a mutually agreeable employment contract is negotiated and a
criminal background check is completed with results acceptable to the school board. You want to make sure you have those two outs in case things don't go through. And it sometimes happens, rarely, but sometimes. The only other thing to think about before next week is
plan A, plan B. It's the exact same motion, but you add in the event, and in this case it says chair, but maybe it's executive committee, I don't know. In the event the chair determines a mutually agreement contract is not attainable, they are authorized to extend an offer
of employment contract to the position of contingent upon and you insert like a second place name. If you have two extremely strong candidates, it it would buy you some time in case it doesn't go through with your first choice. I expect
this is not going to happen because the people in this pool really want this job. But the one thing to keep in mind is I believe they're all in mid-contract or most of them are in mid-contract. So there's always possibility depending on how their contracts worded that they might not get released from a contract.
I don't know. But this would save you three days if your first choice for whatever reason negotiations fail. You don't have to wait three days to call a meeting just to come in and for five minutes make a motion to interview the next person. Just a thought. But if you
only have one super strong candidate, you don't have to make an AB or A or B motion. Does that make sense? It's next week. Don't think too hard about it. But I do want you to be prepared in case that is necessary. Any questions on process for next week because we're going to move into the exciting part of the night, which is
candidate selection. I might have questions next week. >> Okay, that sounds good. >> I don't know how to get this back on the beautiful Prior Lake Savage Area Schools logo, so I'm going to leave that there and let someone else figure out how to do that. I'm going to go sit down now.
>> Thank you. I'm going to collect these and we're all done. This is the original list that you got when you opened up the um folder with all the applications. And this is the list I sent you yesterday.
>> I didn't want people to get confused about some of the ways that this is laid out. >> I can look on my computer my computer too. >> No, I've got it. Okay, Dustin, is it this button or is it on already? It's on already. It's on.
>> Okay. Last time I didn't have the button pushed. Great. Um, so what I just shared with the board are two pieces of paper. Uh, the first piece of paper is the alphabetical
>> closer to you. >> I'm not I just don't have the hang of this yet. >> That's good. I swear by >> want to make sure people can hear you on the live stream and sometimes they can't. So >> I appreciate that. >> Thank you. >> The first list is the list of um in
order of ABCDE 1 through 12. You had 12 applications. So that is what you looked at when you first got into the folder up in the club. The second list is broken out by
interest in position. Some folks are interested only in the one-year interim opportunity. Some folks are interested only in a three-year contract from the get-go. And some folks are open to a one-year contract as an interim with the potential of more andor up to two or
three-year contract immediately. And I spoke about this with each and every applicant to make sure I understand their interest. And it comes down to risk tolerance because as you know these names go public as soon as you choose to interview them tonight. I'm going to read those names out loud
after I call everybody and I want to make sure that they are represented accurately. So this is on the second page with the color MSBA feels aligns best with your leadership profile and the experience that you are seeking. So I'm not going
to go through these applicants. I just want to say that you have a very good competitive pool. Congratulations. I was really pleased when we saw who had applied for this. It makes your decision a little more difficult when you have good people. But all I'm going to say, and then I think I'll just turn it over
to see if you have any questions for me, is that when we looked through the written materials, we did not make any reference check calls, even though they listed references and had letters of recommendation. This is a very abbreviated search, so we didn't talk to the references they provided. We
definitely did not talk to people um that we would have been curious to learn more about the people because these names are private data. Um but we did a social media sweep. We did not do an in-depth background check on anyone. But after doing that, we came up with
recommendations for you of candidate C, candidate A, candidate H, and candidate I. So, I provided this to you already and I spoke with you individually if you had questions that I hope I answered because I'm going to be really cryptic tonight in answering questions about any
of why or why not. And I hope you understand that as well. So, I'm going to go back to the list of the 12 because when you look at the second list, it's confusing as to why are there little small numbers and why are the alphabet things not in order. I just want to make
sure people know that candidates don't know their their alphabet identifier and it's not in alphabetical order. It is completely random. And tonight when we eventually announce the names of who you're interviewing, I don't read them in alphabetical order either. I announce them randomly. So, we don't want anyone
to be able to figure out who you're talking about. Please don't refer to candidates based on, well, they're, you know, the only person interested in this opportunity. Don't do that because they'll know who they are because they may have selected that. So, we're trying
to talk about 12 people, not groups, three groups. Okay, I'm all done. Turn back over to you and see what you want to do. >> So, this is a space in which we entertain motions for bringing forward uh candidates for interview.
>> Correct. Or if you have questions for me that I can try to answer as carefully as possible without divulging information that identifies someone, I'm happy to answer questions for the board as well. Well, first of all, I'd like to say thank you, Barb, for reaching out to each of us individually and the time that you spent to do that. That was for
me. I'll speak for myself. Uh it was super helpful. Um so, thank you for uh for that. Uh board members, if there's any questions for Barb, um I'll we can take them now. Otherwise, I will um we
can start entertaining motions to bring forward the candidates for interview. Anyone have questions? All right. Hearing none, uh we will move on to
motions. Uh we will entertain motions for uh board members desired candidates for interview. And we can take that at any whoever wants to start. I'm happy to
start if if if to break the ice, but however you want to do that. Okay. Well, hearing nothing from you team, I will start uh with the first motion. Um uh and I will do that just by
entertaining I will entertain a motion to bring forth uh candidate C for interview. >> Second. Okay. So there is a first and a second
for candidate C. And I'm going to go around. We'll do a roll call for that. Uh, and um I'm going to say AB. I'm going to try to take Are you taking notes, too, Danny? Thank you so much. Uh, we'll we'll start with with
you, Director Atinson. >> Nay. >> Nay. Director Johnson. >> Hi. >> Director Mason. >> Nay. >> Director Olstead. >> I. >> I am an I. Director France. Director >> Smith. >> I.
>> Okay. So the first candidate for interview uh going forward will be candidate C. >> Um I will make a motion to extend an interview um for candidate A. Candidate A. Is there a second?
>> Second. >> Okay. Director Mason and Director Johnson. And uh we'll start on this side of the table this time. Director Smith >> I. >> Director France.
>> I I'm an I. Director Olad. >> I. >> Director Johnson. >> I. >> Director Atinson >> I. >> Okay. That passes 70 for candidate. Oh, sorry. Tell me again. Candidate A. A.
Yes. Sorry. My notes. All right. Um, I would like to extend a motion to extend an interview to
candidate H. >> Second. >> Okay. Can we start again with you? Director Atinson. >> I. >> Director Johnson. >> Hi. >> Director Mason. >> I. Director Olstead >> I I'm an I. Director France >> nay.
>> And director Smith >> I >> that passes 61 for candidate H. Um I'd like to make a motion to bring forth candidate D for interview. >> Is there a second? Director M or
Director Johnson, sorry. And we'll start on this side. >> Nay. >> Nay. >> I'm an I. Director Olstead. >> I. >> Dr. Mason. >> I. >> Dr. Johnson.
>> I. >> Director Atinson. >> I. Okay, that passes 52 for candidate D. Correct. Okay. >> Correct. Mhm. Any other motions? I'd like to make a motion to bring
forward an interview to candidate F. Is there a second? Second. And >> we'll start with you, Director Smith. >> Hi, >> Director France. >> I I'm an I. Dr. Olstead, I
>> Dr. Mason I. >> Dr. Johnson, >> nay. >> Dr. Atinson, >> nay. >> Passes 52 for candidate F. Any other motions?
>> I'd like to make a motion to extend an interview to candidate I. >> Is there a second? Second. I will make the second. All right. We will start this time with Director Atinson. >> Nay. >> Director Johnson.
>> Nay. >> Director Mason. >> Nay. >> Director Olstead. >> Nay. >> I'm an I. Director France. Nay. >> I. >> Okay. So, that fails. Two five. Any other motions?
One more time. Any other motions? Hearing none. Um we have candidate C, candidate A, candidate H, candidate D, and candidate F that have um received the votes to um
go forward in the interview process. >> Congratulations and well done. Seriously, nice job. Nobody knows who you're talking about. I'm really happy for you and really appreciate how careful you are with this conversation. So, I will go call the five individuals
that you're inviting to interview, but I do want to u pass these around and walk you through them just for a moment. Um, in the meantime, could you turn those two sheets back in this way because I'm going to take those back and shred those. They have all that private data on them. >> Do you have all of it? Cuz my notes on
>> I have them, too. >> Oh, you have it on a separate paper. >> Perfect. >> Yeah, I do, too. >> Turning in two sheets. That's what I need back. I only had the >> Oh, you only one. That's right. Sorry, Dustin. >> Okay. >> I didn't want you to think I was holding that.
>> I was trying to be honest. I start >> sneaking out integrity. >> Okay. Thank you. >> Oh, thank you. >> I think that's all. >> Okay. >> Do you want my own notebook? >> I'll take it back to the office. Thanks. Okay. So, I've got all of these, right?
All the highlighted list and the ABCDs. Okay. >> Someone turned in those two copy of these. I think >> of the interview questions. >> Yeah. Yeah. Um I didn't get this one yet. >> Did you have two?
>> I had eight copies, but now I don't have one. That's okay. >> Here. I I have I have a full one. >> I think this is different. No, this is different. We can share. >> This is just being This is just being >> We can share hand. That's all right. I mean, >> yeah. >> Actually, I'm going to want you to fill those out so everyone keep it.
>> Yeah. So, here you go. >> Another one, >> I think. >> So, are there seven or are there eight? We got >> We're good. >> All right. This is an extra. I'll turn it. >> That's an extra one. >> Good. >> Then I want that one back. >> We're good. >> We'll get there. >> Okay. Thank you. So, while I go make
some phone calls, I want to tell you a couple of things. So, um, we used your leadership profile to craft some suggested questions. So, you'll see on here there's typically an opening question and a closing question. Under each of your criteria in the profile, we try to come up with no more than six
possible questions. Okay? What I'd like you to do as individuals, this this is going to take a little bit of time, which is a nice chance for me to duck out. Uh, for example, in the first area, you can each pick two questions as individuals. And then when I come back in, I'm just going to do a quick tally.
How many liked question two? Question three, question four, question five. But you only get to pick two. And I know sometimes it's tough. Same thing for all of the rest of the categories. Two in each of them. And they do run over to the second pages sometimes. There should be about six questions in each.
And then when you get to the back, there are three pages at the end that are not built on your leadership profile. Um the third to the last page are questions that were submitted to me in advance of that Q&A, but all I answered during the Q&A were questions about the process. And so someone submitted questions for
candidates. And so if you want to pick one, two, or three of these, you can. But these were submitted by a constituent in your district. So I wanted you to see those. And then the last two pages are the ones that get a little bit more complex. The first pages, the same questions for everybody because it's built on that leadership
profile. The back two pages, you may want to ask a different question of anyone who is only interested in the one-year gig. So that's what that first category is. Then you've got if it's only a three-year that I'm interested in, you've got some questions there. And then you have some questions for someone
who's like between one and three years. This is where it gets a little complicated, but we'll schedule the interviews so that you are interviewing like candidates backtoback. So you're not hopping around over the two days. So we'll make sure that if you do choose one, two, three, four of these questions
to add to whatever we end up with. We'll make sure that you're talking to the same kind of people in a row. Okay? I just want to make it as easy for you to evaluate their answers as possible. So that make sense? >> I think so. >> Okay. So I'm going to leave and I will
be returning shortly. Um don't talk to one another about the questions. I want to hear from you as individuals first. And if you need a break to grab some water, now is a really good time to do that as well. Here's the pile.
I need this anymore. I'm going to unplug myself. I probably am going to take you. No, I can't connect to the internet. >> Oh, >> but I haven't had a minute to come in and kind of troubleshoot, you know. I think we're ready.
>> Okay. Um, I'm waiting for a text from someone, but I do want to revisit the schedule for a moment. So, now that you know you have invited five people, I want to take a look at the schedule for Monday, June 1st and Tuesday, June 2nd.
Tell us which packet >> that was in the selection meeting packet. >> Little one. >> So I would like to ask since you are not inviting six, you're inviting five at this time. Would you like to cancel the last interview on Tuesday?
>> Yes. >> Okay. Because you will have deliberations that night. Okay. So we're going to pull them off. So at this point the interviews would be Monday, June 1st at 5:15, 6:30,
7:45. Continue the meeting to the second and then have an interview at 5:05 and 6:20 and deliberations. Let's see, 7:20 would be your break.
And probably at 7:45 you could start your deliberations instead of at 9ine. >> And that's if we interview five. >> Yes. >> Oh, never mind. >> Good. >> Only thing that really changes is the 7:45 we start deliberations.
>> Yep. 7:20 will be the break. Do you want to have some snacks brought in or anything? Because if you start at 5 at 7:20, do you want some snacks or you want to just take a break and walk around and come back at 7:45? That's something you can talk to Danny about if you want some food or something. >> Bring our own if we want.
>> Bring your own board can do bring their own. >> Okay. And then I wanted to revisit the conversation about um live streaming andor recording deliberations. You did decide not to live stream the interviews themselves, but record all of the interviews, right? So, you will record
those. What about deliberations? I think we had landed maybe on recording deliberations but not live streaming them or not. I'm trying to remember. This was just an hour ago when I stood up there. >> Get alignment. We didn't. >> Yeah. This is where I think there this
is where we um we all kind of shared thoughts. Yep. >> Um and then we because we we weren't reaching clear consensus on it. We were gonna >> I have my notes. You want me to >> we going to come back to it?
We had three that were okay with live streaming. Two that said no live stream but were okay with recording them. And then one no for everything. So 1 2 3 4 5 6. We're missing kind of you said you'd
be no live but we're okay with the will of the board. >> Yeah. And I I'm I would >> kind of where we landed. I was at um just being in alignment with with Emma with Barb's uh recommendation of not
live streaming deliberation um but recording. >> I don't remember that but that's good. >> But that was Yeah, >> we were going to pick it up. >> Yeah. >> Again. So >> yeah. So, so three live stream, three
recording. Oh, yeah. I was a no live stream, but I didn't necessarily say yes to record or no to record. If you record them, I would suggest you plan to post them. Record and post. If
you just record, that's when you create that data point that someone can make a foyer request for. And I think people are more careful what they share at the table if they know what's going to be posted. So I guess it could say record and post deliberations. >> But this is up to you.
>> I think I would say record not live stream but my vote hasn't changed. >> Okay. You want to go through again? >> We we can we'll we'll go through again just for the sake of time. Can we start again with you, Director Atinson? >> Yeah, no problem. Um, I support live streaming it and recording it and
posting it. So, Director Johnson, >> I am I'm good with We can record and post it. >> Record and post. And you're okay with not live stream >> if if that I'm good with I'm good with either. >> Okay. >> Yep. >> Director Mason. >> Uh, yeah. I'm good with either also.
>> Okay. >> Um, record and post. I'm record and post and I would go with MSBA's recommendation not to live stream. No live stream. Record and post for me. >> Director France, you stayed the same.
>> I stayed the same, >> which is record and post. >> Right. >> Record and post. >> Record and post. >> So, >> record and post deliberations. All right. Thank you very much for doing that. >> All right. So, I had an opportunity to
visit with the five candidates you selected to interview, and I do have an update for you. Four of the candidates have accepted your invitation to interview. So, we'll have four interview slots, and we can decide how that shakes out um as soon as
I let you know who these folks are. So, I'm very excited to announce the individuals that you will be interviewing for the position of either superintendent or interim superintendent of Prior Lake Savage Area Schools does include, this is the fun part of the meeting, so people are still watching.
And um these names will also be shared in a press release. As soon as we're done with the meeting, I'll get that to your comm's team and uh it'll get posted as well. So in no particular order, these are not in order of how they were identified by alphabet identifier or anything, but you will be interviewing
and congratulations, Dr. Jeff Flag, Dr. Jeremy Schmidt, Dr. Nick Aly, Dr. Nicholas Kramer, and Dr. Jim Wagner. Congratulations to those four
individuals. They will be in the press release. So, in looking back at your schedule, would you like to do two and two or three in one or four in one day and come back the next day to deliberate? >> The question you said you were waiting on a text.
>> That's what I got. >> One candidate I did get it. Yep. One candidate declined the interview invitation. >> Okay. >> And just a reminder to everybody on the board, you've been so great about private data. All of these names that are not coming in to interview remain private data forever. So, if anyone asks
you who withdrew or who didn't get an interview, you don't comment on that. Thank you so much. That's the only way that we're able actually to let school board members see all of these names is because we trust you with that private data and you've done a really nice job. So, thank you. So, would you like to go
three and one or four or two and two and just and then deliberate on the last day and let us sink in? >> Could do that. That seems like a more expeditious use of our time as well as seeing them all in the same night and not having to worry about um I'm not on
I am. And not having to uh worry about jumping them back and forth or who listened to whose interview you who sat in the room, you know, that sort of thing. minutes. >> Uh what we could do is just go around the table and get board member feedback
on how we'd like to um if we want to split it two and two or if we'd like to do all interviews on one or if we just want to uh cross out candidate five. Uh there's really three
options, right? Um, if you have a preference, can we >> can I ask a question? >> Absolutely. >> Barb, that that would put us starting candidate four at what time if we were to do all four? >> I'm just doing the math. This is great.
>> It would be 900 p.m. start of an interview. >> And if we're doing a 1-hour interview, >> Yeah. >> Um, you know, it would be interviews ending at about 10:00 or or around that. Um, and then it would allow us to
interview all at once and then the next day do deliberations. >> I I'm not worried about myself and my fellow board members. We've all been here to 10:00. I just want to be considerate of our candidates. That is what I think about. Um and really uh
defer that question to you. Is that what what have you seen is that best practice to if there are only four candidates to go to one day to do that. Um asking understand that it is our
choice but would like your um opinion. >> That's a great question. Um I think if there's four candidates a lot of boards will do them all in one day. if you're starting sooner than five o'clock. Um, sometimes starting at five o'clock with the last candidate being at 9 to 10,
people tend to be a little exhausted by nine o'clock, whether it's the candidates or you. So, sometimes boards will say that's too late. Can we start an hour or two earlier? Or sometimes they've done interviews on a Saturday and that you start obviously at noon or 1:00 or whatever in that case. Um, I
would not do three in one because that does put the person who's alone on the second day sort of very alone. >> The only reason that you might consider that in this case is you've got two categories of candidates to consider and this will be um more clear when we talk
about the interview questions. You could interview three people who are interested in a one, a two, or a three-year on the first day and then your other person is the only person interviewed in a three-year contract period. You could do them on
another day to separate. Although I do think all the folks who are interested in a one to threeyear >> could be asked the questions as if it's a three-year commitment. >> So then in that case, you've got four people who are similar. Does that make sense? >> Yeah. Yeah.
>> Um, generally speaking though, if you had four people, I wouldn't do three in one because then you got the lone wolf on the last day. And if the gets raining outside and it was sunny the day before or you had a headache the first day and not the second day, sometimes that creates that kind of uneven field. But two and two is fine, but it does mean
you deliberate starting um a little bit later if you did two and two, 620, >> 720 break, you start deliberating at 7:45 if you did two and two. I like the idea of having to digest what we heard and have the time for the next day. Um,
instead of trying to see two new people and deliberate on the last two the night before. Um, just seems more common sense. be able to ingest that and
think about a little bit more and also not be after you digest it not be assued by who came first or who came last but I would >> clarifying question I'm I think it's obvious but just to clarify all four will be in person there's no virtual
option correct >> yes thank you for asking yes >> are we as a board able to start earlier on Monday >> I was just going to I was just going to ask that Um given the times the proposed times Barb um
>> I can >> I I would say we should we should discuss as a board options to starting earlier. >> I'm just looking at my >> calendar. That's what I'm doing. >> Yeah, I'm fine. I have flexibility.
I could I mean I I'm just gonna say I I mean I just think I kind of like doing all four and starting earlier because I feel like um I don't know it it it takes away where if you come back the next day, you know, we're going to get the flood of emails, you know what I mean?
And it just I don't know. I think doing it on one day is creates a more equitable situation for all candidates in my opinion. Um, I I don't really like the two and two because I think that that also like, you know, not Yes, you like you said,
someone could come in and watch the interview if they really wanted to. Um, not they would, but they could, right? So, for me, it sort of has I think it has to be all on I would prefer them all on the same day and starting a little earlier. That's just my preference. >> Are we thinking like a four instead of
five? Is that kind of what you're thinking? Even an hour bump. >> I could do four. I couldn't do three. >> I can do four. Yeah, >> I can do four. >> There is a candidate who's volunteered to interview and finish at 10 or 10:15
at night. Told you they're watching. So, there's I'm happy to interview at, you know, be done at 10 or 10:15 if you couldn't move earlier. So, just so you know, >> is there any board members that 4:00 does not work or I'm sorry. Oh, yeah. 4 o'clock. Is there any board members that
four o'clock does not work on the first >> or will be rough? >> No me. >> I know you are. >> Or at 4:30 like would that help? >> I'll I'll everyone four works for everybody else. Figure it out. >> Yeah,
>> director Smith. Would four work for Okay, >> I'll figure it out. >> Yeah, draw. I feel like I heard from So, Director Johnson might have a little um acrobats to do, but he's good at that. And so, um I think that
>> what I'm hearing from the board is that starting at 4:00 and doing all four interviews in one evening, saving the second night for deliberations is if if anyone is opposed to that, I would like to hear from you. Otherwise,
that's the direction we'll move. >> We push night two to start at six. >> I wouldn't be opposed. >> I'm not opposed to that. I think that's a good compromise. I think that's really great. >> That'd be great. >> Yeah. >> Okay. So, 400 pm on uh June 1st
and we will be doing all four interviews on June 1st and then we will have a 6 pm start on June 2nd for deliberation. Okay. >> Does that work for you, Barb? >> Yes. >> And do you think that works doing the
deliberations on the second day? >> Yes. >> Okay. The only caution I would give you is when the interviews are concluded, you will get a lot of feedback potentially on Tuesday, June 2nd. >> Sometimes even more because at this point it's not quite real. I mean, you got four people, they're all good
people. It's like, what are we going to do? When they've seen the interviews and people know you're making a decision the next night, it ramps up. And so you'll potentially feel some pressure on Tuesday prior to 6:00 p.m. >> Okay. As long as you're prepared for that. >> Do we potentially try to see if we could
come to consensus at 9:00 p.m. for deliberations or no? >> Oh, on night one. >> On night one. >> On night one. >> We are. >> I mean, >> you know, I'm not >> Barb has Barb has shared um maybe it was
in our phone call today, but that sometimes deliberations go very quickly. Yeah. >> And sometimes they go longer. >> So, um I am not opposed to seeing, you know, seeing where the board lies. I don't know what that looks like. Barb,
can you share what that would look like? Um I know that you have stated that sometimes deliberations are, you know, halted for for a night. Sure. >> Um but maybe if you could speak to us to that cut off. So I have at this point on
Monday, June 1st interviews starting at 4 o'clock, 5:15, 6:30, and 7:45. >> At 8:45, you'd take a break. You want me to repeat those? >> Well, clarification. We're here at 4:00. >> Oh, or do we? Yep.
>> Okay. >> I missed that. >> 4:15, 5:30, 6:45, 8:00, and 9:00. You're done. Thank you so much for catching that. Okay, 9:00 you're done.
We could have the EMD form back to you by probably 9:30, 9:15, 9:30 if you want to sit around and wait until we can get you that hard copy and you could see if you feel like making a decision that night. Or you could just recess at 9:00, call a continuation till the next day at
6:00 and just go home at 9:00. And then I would probably um email the EMD form to your individual email addresses for you to look at before the next day. >> Going for a week. >> My preference would be
give giving us a shot to look at that. Um but I'm absolutely open to whatever works best for everyone else. Um you know, the comment has been made. We are not, it's not shocking to
our systems to stay late to meetings. All of us have experience in that. So, I am open to to um that. If any board member isn't though, if they'd prefer going to the next night, that's very
understandable as well. Um I prefer going to the next night. Um, also at the there are deliberations. I don't want to split them up. I'd rather have them consolidated. Um, and I, you know, someone who leads teams
late late at night. Uh, we always change shifts at that time because our thing is is no good decisions are made if you've been working all day and it's after 10 o'clock. That's our that's what we do in incident response. Or is there something where it's like
say all things equal you give us the EMD at say it's 9:15 um do we give ourselves a cut off of 10:30 and then we come I mean we're coming back the ne and with the potential to
come back the next day at 6. >> Yeah, I do too. in case deliberations go quicker. >> Yeah. >> And then but we we stick to like a a cut off and I just threw out 10:30 arbitrarily, but just, you know, we give ourselves the cut off because I agree
we're all we're all putting in a day's work and four interviews, it's going to be a lot. Mhm. >> Um but if by some, you know, if it works out that deliberations go a little bit quicker,
then we can be done in one day. >> I don't want to rush it either. >> Would be against that for sure, that possibility. >> And you know, Barb has shared with us like, you know, we just don't know until we know. And so, >> and we may finish the fourth interview
and decide, you know what, let's be done. >> That's >> I mean, we can always change our mind collectively. >> I think I like that flexibility. >> I like that, too. We can always say, you know what, >> early morning meeting on Tuesday and I'm not I don't want to stay late. I'll be just direct. I really
>> not even if there's a 10:30 cut off. >> I don't Well, the thing is is that's putting a lot to try and force a decision to so people can get out of here. And I just um I also want to give, you know, when we come back and make a decision, people are going to be here.
You know, they're going to want to email us whether or not we're replying to them or not. I mean, it's just I think it's fair and I think it's fair to us to be able to absorb it. um you know if we're um you know you know the there
were other decisions where everyone was on the same page but they we still made the decision to sit and just think about it >> because it's it's a big decision. We're making a decision for somebody's job for our district etc. um this isn't something you want to rush anyways and
um I mean heck I work all night anyways most of the time but at the same time I do think it's it's also fair to the candidates I mean they'd be sticking around too Barb after you listen to our do you I mean is there any any thing that you
want to add is having like a fresh set of ears you know hearing the different feedback because I I I can completely understand um Director France's points of view. I also think it's very valid to
you know like you said that sometimes deliberations do go quickly. I do agree this is nothing to rush. This is an extremely important decision. I think that each and every one of us agree on that. Um, so given all that feedback, is
there something that you could offer us to help us? >> Not really. This is a difficult decision. I I'm not on this board. I'm going to exit stage left when we're done and not work with you a whole lot after this point. I hope not having to do
another search. that um this just comes down to what you it could be if you want to get as formal as a vote. You could go with the majority decides how you're going to do this, how you're going to adopt the schedule, or you could just try to get it to consensus where you all feel the same way and accommodate your preferences. But I don't have an easy answer or a recommendation. I board I've
seen boards very successfully find the right person in 30 minutes, say something nice about each of them, look at the EMD form, and there's a clear winner that people prefer by far. that doesn't take very long. I've also seen it take days, so it's very hard to
predict what you might end up with next week. I'm sorry I don't have a clear one for you. >> Well, given that um >> Why don't I offer a compromise? >> Yeah, please do. >> What if because I do think I'm sitting here
listening to more. I mean, four candidate interviews is really heavy. That's a lot for one day and I'm all for it, but it's a lot and it's, you know, after everybody, candidates included, have worked, you know, during the day and things like that. What if we go
through the four candidate interviews, we leave here with the EMD? So, it doesn't have to be emailed. Or maybe it will anyway, I don't know. But like, we leave here with that. So we stick around for the few minutes or whatever it takes to do the EMD. So we can have that when
we leave here. We can sleep on that as well and then come back fresh at 6. We all get up really early >> and do the things. And I'm thinking of the candidates too. I mean
there I have no dis like I honestly I I'm will of the board. We can take it to a vote to see where people lie as far as, you know, starting deliberations on Monday night or waiting till Tuesday. We can do that or we can go with uh
Director Olad's scenario. I, you know, four interviews is a lot. I see I see very valid points both ways and I think I think it's I think um you know >> Yeah, there's valid points both ways.
And if anyone Okay, let me let me state it this way. Is anyone opposed to leaving deliberations to day two? Are you opposed to just keeping deliberations on day two
instead of starting them after the interviews? Are you is there anyone opposed to that? >> Yeah, I I think I mean I agree with what Barb said. I think getting that em whatever it's >> EMD >> whatever the acronym is form >> yes >> back and getting a pulse and a sense of
like where we're at with the candidates and then like you said if there's a clear leader we're going to know >> um and then we could decide to either continue with our deliberations I mean I think the goal of is we want to all get as close as we can to finding a
candidate that's the right fit for this job you know and so if you know if it If if we I would I I would I Yeah. I just I go back to the when we leave on Monday night and we don't have a selection made, we know what's going to happen.
There's going to be a flood of phone calls and emails and that that that then influences a decision. And it shouldn't, but it does. I mean, it does, unfortunately. And so I think if we were if we were to think about if we're all sitting here looking at the information
at the same time, I I think it would be more valuable to do it on Monday night if we can and then hold Tuesday night as a if we can't get our deliberations done by a certain time. Um have that as a backup is what I would like what I prefer. I mean,
>> may I ask >> I like the Monday night also personally just trying to get it done in one evening and again not to rush it but I I would love to see if we have strong consensus and I think we would know that pretty quickly. Um
so that would be my preference with a hard stop time identified. Um, I guess I'm I don't know if I need to sort of state wait here for the form if if we're not going to deliberate. I'd rather just go home and get it via email and look at it later. But that's me.
>> That's a good point. >> Anybody else? >> I just want to ask a question. Um, Barb, so >> the ED the EMD form. Um, >> so you you mentioned earlier that there would be hard copies because once it's submitted, it's difficult to change the
answers. So exactly. So, what are we waiting for after the final interview? Are we waiting for you to send us a link to that EMD form and then going through that? Are we selecting choices as we go
through the interviews, selecting them on the hard copy form, or are we doing that afterward? Like just trying to get a sense of what that looks like to kind of gauge how long it might take afterwards. >> Yes. So, I will give you each four copies of the EMD form. You'll write down your name and the candidates's name
and then if we have 12 questions, you'll score each 12. I think I'll send you the link during the second interview. So after the second interview, that's that sea legs I was talking about. After the second interview, you'll have a 15-minute break that you could start implementing your results before you hit
submit. And you could do one or two of them. And then after the third interview, I think you're ready to just input them after the interview, not during. I still worry about people changing their mind a little bit. And then the fourth interview. after the interview. The only thing we'd be waiting for then is if everyone has inputed your results after the second
interview and the third, then all we're waiting for is all of you to input one more set of results. And when you submit >> staff and St. Peter, it probably takes them about 10 10 15 minutes to run the report. And usually it's sent back to me and I would send it to Danny to print
and give you hard copies so that you have something to look at. >> Okay. Um, if you go the next day, I would probably email it to you instead. We just don't want that being forwarded and shared because it's not a ranking. The ranking is public data. This is not a ranking of your candidates.
>> So, you're inputting. And if someone doesn't want to input, >> if you want to, you could give me your first two sets of results and I could just sit here and input them during the third interview so that you're not doing it yourself. I'm happy to do it for you if you want to give me your results to
input. So, >> so what we take, you're not going to give us a form to fill out during the interviews. >> You will have a hard copy form. >> Have a hard copy for for the first interview. We wouldn't get it like in the middle of the Okay. >> No, you're going to get the hard copies right away at 4:00. You'll have four of
them at 4:00. >> Just want to make sure that was the case. Okay. >> But if you don't want to input them because it's 15 minutes might not feel like it's long enough. I've done a lot of these. I'm happy to just take your hard copies and input them. And then I want to give you back your hard form because you have notes on there.
>> I'm asking you to write notes what you remember from the answers so that when you deliberate you can refer back to the answers. >> So it might not take very long after that last interview if all you have to do is input one set of results. >> So it might be quicker than half an hour might be 20 minutes 15 maybe 20 minutes.
I think after you know we've all been uh kind of processing through this I think um again valid points to both sides but I think my recommendation would be leaving
deliberations for night two. >> I would agree with that. It's a there's it's just a lot. And yes, you know, valid point with things coming in. You know, Barb shared that, Director Atinson, you mentioned that too, the the um input coming in. But um having the
notes that we've taken the the results of the EMD and having a day I will I know myself personally as a singular board member I will need that day to think about you know processing time is different for all of us. Some
people are fast processors some people are slower like to you know process a little bit slower and I'm probably on a slower trajectory. I'd like a little bit more time to um look at my notes and think about the EMD results. So, that's
where I stand. If anyone and is anyone are we okay with doing it that way? Otherwise, I can to to save our time, we can go and do a will of the board vote with a hard stop >> just Monday or Tuesday.
>> Yeah, I think Monday or Tuesday is the vote. Do we want to vote or are we okay with going forward with Tuesday deliberation? Okay, we're not hearing. So, I'm gonna take a vote. Director Atinson, Monday or
Tuesday deliberation? >> Monday to carry over to Tuesday. >> Okay. Director Johnson, >> Monday. >> Okay. Director Mason, >> Monday. >> Okay. Director. >> I'm Tuesday. >> Tuesday. >> Tuesday. >> Okay. Tuesday. We'll start deliberations
on Tuesday >> at 6 at 6 pm. >> So on Monday, June 1st, you call to order at 4. You interview candidate 1 at 4:15, then 5:30, 6:45, 8:00, and at 9:00, you go home and I
email you the results of the EMD form half an hour later. >> Yeah. Sounds good. >> And then you'll return here at six o'clock to call to order on Tuesday, June 2nd for deliberations. >> Is that right? All right. Thank you. All right, let's go on to
interview questions. Um, we did want to what one thing I'm going to mention about the um time of the interview. So, the first interview is at 4:15. if we're able to get some inter uh some tours scheduled for the candidates, just so you're aware with the later times at
5:30, 6:45, and 8, if their tours are only two or three hours, maybe 3 hours before their interview, they'll get a slightly different tour and that they won't have kids in the building and are going to be asking administrators to stay late to pretend, you know, potentially give tours at four or five o'clock in the evening. So, are you okay
with that? >> Who's doing the tours? I'm going to work with Danny on that. But it's usually an administrator shows off their buildings and you usually take them through the high school, maybe the middle school and one elementary or something like that. Maybe the district service center. >> But some of them show up on Friday or No.
>> Um this Friday. >> Yeah. Just out of curiosity. I probably on administration, but >> I think that's probably too short a notice for folks, especially some of them the distance they're coming from. >> But I'll be working with Danny on the tour schedules. So, just so you're
aware, the tours will be a little bit different because there may or may not be kids in the building for the later tours, but we'll have to find out people who can give tours. They just want to walk around the buildings, talk, ask questions, programming. It's not meant to be any sort of evaluation of them. Tour guides are just tour guides,
ambassadors talking about how great the opportunity is. Um, Daniel will probably work with administration here to also recommend tour spots and things like that. >> Okay. they get training as well. Like do you I mean well like we're getting interview training, right, which is
incredibly helpful, but like for a tour guide because like you said, it's um it's not really part of the interview process. They ask questions and things like that, but like did they have to be careful about how they answer those questions? I'm glad you asked that because you would think it's not
necessary if they're serving as ambassadors and we trust everybody also, but I will have probably a tour guide who can accompany them to all of the buildings and then the administrator in that building to show off their building. So, there's two people, >> okay? >> Because we did have a search, I won't
even tell you how long ago it was, where there was one person taking them through all the buildings. It was a pretty small district and they took that opportunity to vent. Oh, >> let's just say and it it was unfortunate the candidate the board selected said I
don't think so and it was based on the feedback they got during the tour because it was just so good to talk to somebody and get some things off their chest. So, we do have a one-pager that says keep in mind and it's common sense, you know, smile ambassador, answer questions, ask questions of the
candidate just but there's two people I think they'll keep each other accountable to that. >> We'll see. >> Stay positive. Okay, great. Thanks for that um thoughtful conversation as well. So, interview questions. I'm just going to do a quick tally and it won't take very long and then I'm going to go back. Some of the things that you liked about some
of the questions might not be the question itself, but like three or four words that are in the question. So, we can word smmith these and combine them. And anybody who's now watching this, it's going to get really boring. So, that's why I read the names out loud already because all we're going to do is talk about numbers, but then someone
says, you know, I really like the last three questions in the other one. Can we add those and I can combine questions? We're just going to try not to verbalize the questions for people who are still watching and they would get a leg up on which questions you pick. So, okay. First of all, is question one okay with
everybody? Is there anyone that objects to that question? Okay. All right. So, in the next section 2 to 7, you get to pick top two. Please raise your hand if you had question two in your top two. One, two, three. Question three.
One question four one two question five one two three four five six question six one question seven one okay and go on to the next section we're going to come back and see which
ones were clear winners which majorities so questions 8 through 13 how many had eight in your top two one question nine one two 3 4 Okay. 10
1 11 1 2 1 2 3 4 13 1 2 All right, next group. Page uh question 14 to 19. How many had 14 in
your top two? 1 2 3 4 15 1 16 1 17 1 1 2 3 4 5 6 18
1 19 1 Next section 20 to 25. Who had 20 in your top two? One, two, 21. 1 22
1 2 3 2 3 1 2 24 1 25 1 2 3 4 All right, questions. 26 2 31. Who had 26
and 27? 1 28 None 29 2 3 4 5 6 30 1 31
1 2 3 4 Next section 32 to 37. 32 2 33 2 34 4 35
1 36 4 and 37 1. Last question, closing question. Is everyone okay with that? Question 38. Okay, then the next page. um whether or
not you wanted to include these or some version of them. Anyone want question 39 one 40? None. 41. One 2 3
Okay. And if you look at the next page, questions 1 through six, I'm going to eliminate since we're not interviewing someone in this category. one through six. We're not even going to look at questions 7 through 12
could be applicable to all four of these people. So, we could just go through 7 through 12 and we could also go through 13 to 18, but it would not apply to one person. Does that make sense? >> Well, Barb, I think there was confusion about how many we were supposed to pick on this one. So, I'm sorry if you could clarify.
>> Yeah, I didn't assign that because I didn't know how many you'd want to ask. I'm sorry. Do you want a number? Should we just pick a number and let you have three minutes? >> Might need a couple minutes. >> You want it? >> Two. >> You want two two numbers on there? That's >> for each or >> two total or >> or two total?
>> Two out of 7 through 12. Or do you even want to consider 13 to 18 because they would not apply to one person that is interviewing with you next week. >> So similar. I mean, >> I don't think we need the one year. I would just say it's 7 through 12. >> Yeah, I agree. >> Okay. All right. Thanks for asking that.
So, if you go through 7 through 12, why don't why don't each pick two questions that you like the most? I'm sorry I didn't clarify that. >> That's okay. The only question is is on number 12 could that's very specific.
Um, >> do we want to change the language on that a little bit? >> You could >> for the one candidate to say what does that look like? >> End of your first contract. >> Yeah. >> Yeah. First contract. >> Got it. >> Okay. So then with that amendment,
consider question 12. It's very hard. do a pencil down or you out. >> Heads down. >> Heads down. >> Everybody got their Okay, >> good. >> I'm too busy counting questions to pay
attention. Thank you. So, on the second to last pages, questions 7 through 12, and you got to pick two. How many liked question seven in your top two? Two. 3 8
2 9 no one 10 1 2 3 4 5 11 1 12 2 3 Okay, so if we go back through these and I
will be collecting these back from you again because I want to shred these when I get home as well just to keep them under wraps. If we're looking for a majority of the board, at least I'm going to go super majority first. If at least five people picked a question, we're going to see how many we have.
Keep in mind, these are 1-hour interviews. Generally speaking, you're asking some very specific questions. If you have more than maybe 12 or 13 questions, they aren't going to get through them with very specific examples. So you might even want to have 10 to 12 questions in total because we
combined round one and round two into some very >> you know so question one five did have six votes. So one and five so I'm going super majority here.
17 had six votes. 29 had six votes and question 38. And then on the second to last page, question 10 had five votes.
So it doesn't feel like very many yet, but we're going to go back. So if we just count question 1 5 17 29 38 and >> 10 six
>> six six so you have room wiggle room. So those six most likely I'd suggest you ask and we can talk about word smithing them if you need to. So then the next tier of questions these are the ones you should consider adding. I'm looking for four
9 and 12 14 25 31 34 and 36. So that's seven more. So, you'd be at 13 if that's what we'd ask. >> And you're suggesting we stay at what
number? >> One more question. Two more questions. >> One more question. >> 13. Um, you could do 14, but that's getting to be a lot in one hour with the specificity you're seeking with some of these answers. >> So, staying at this 13 is fine. >> I Oh, I think so.
>> Okay. I'm agree. I'm in agreement with that. >> The other thing you could look at is see if there's any questions. First of all, is there a question in each category? >> Not. That's what I was going to ask there. I think yeah my opinion is I think there should be >> what category are we missing? >> Um number two
we got >> actually there's questions 9 and 12 are both there's two in there >> nine and 12. >> Yeah I missed that. >> Yeah n and 12. >> Oh I didn't write them down because I guess I didn't pick them. >> We have one in so far we have one in experience in Can I say those? I'll
>> Yes. Because the leadership profile is not a secret. >> Thank you. Okay. So we have one in experience in school finance. We have two in ethical and honest leadership. We have two in collaborative board relations. We have one in commitment to
academic achievement. We have two in respect for community values. Uh we have two in strong academic background. So we have the closing question and the closing question. >> Yeah. So 513 we have
>> can I ask that we uh we only chose one question that was done with the Q&A. Um could we remove one? I think it was number 41. >> It was >> I don't think that's one that
>> Yeah. Yeah. But but out of that like >> I think we only got majority and I think it was number 41. >> Yep. Three. Right. We had three. >> Um, >> adding that. >> Can we Well, stick at 13, remove
one, and add number 41. I mean, we we only got three questions from the Q&A. I think it would be >> or are we okay to just add the 41? >> I might suggest looking at if there's some questions that are too similar that you could toss. So I in looking at these
for example 9 and 12 are those different enough to ask both of those 9 and 12. Do you feel they're different enough to elicit a different answer? >> Um little bit. >> I think they are >> I think they're different enough. Okay. >> I think they're different enough.
>> Do you think 14 and 17 are different enough? >> I think you could combine those personally. >> I do too. I think those are similar. >> I think they could be combined. I agree. Yep. I'd agree. >> So, should I just find a way to word smith those together? >> Yeah. >> Mhm.
>> Okay. So, we're going to combine 14 and 17 >> and add 41. >> I still want to keep going though because there were a couple others that I thought you might have duplicate thoughts. Sure. >> So, example, if you look at 29 and 31, are those different enough to ask both? Because if they're just going to give
you the same answer to both and try and spin it differently, they're going to wonder, why are we asking the same >> 29 and 31? They will not be asked in the same order, though. popcorn these so they're all mixed up but are 29 and 31 >> much more specific >> 31 super majority too.
>> Yeah, I like 29 better. >> Do you want to keep 31 or do you want to eliminate 31? Because you could do whatever you want. >> I thought 29 was way more specific than 31. And >> yeah, >> and I think it it covers it. So I'm okay with with um just keeping 29.
>> Okay. So let's eliminate 31. You're okay with eliminating 31? Then what about 34 and 36? >> I think they're different. I would like them both different. >> I I think I agree. >> Curriculum are different. >> Four and 36.
>> So last question. Look at 34, 36, and 25. There's some themes there. You would have three questions in a similar vein. And maybe that's totally okay. But 25 >> I I think they're >> 34 36.
>> Well, the problem is is that 25 would actually be the prerequisite answer to 36. >> Correct. >> So, could you combine those? >> I can sure try. If you feel like that it'll just be a longer question, which
is fine, but if you all feel that there's enough similarities from 25 and 36, >> I could bring them together. I think that 36 is asking I mean 25 is asking what role. Oh, I can't do that. >> Try not to. >> I'm not going to do that.
>> Good catch. >> Thank you. 25 I think it's just assumed that 36 is stating 25, right? Well, I think if
>> if they don't give you the answer that conveys, let me let me rephrase that. Um, so if we ask 25 and they give us that answer, great. But if we asked
um what was the other option 34 36 >> um I think what we would be looking for is in their answer do they speak to >> uh question 25 and if they do then that's just that's great right because that's what we were looking for so I
think you're right director France that it is kind of the prerequisite answer but we're just kind of looking for whether or not they speak to that in answer 36 >> in their answer >> but if they don't speak to it. We don't ask for >> we don't ask for additional information. >> Right. >> Right. >> Or we could and this is just a
suggestion and I'm not giving anything away. We could skip 25 but in 36 the opening could be as superintendent, how >> I mean that my only concern is then we have nothing under one of our most in my opinion important categories that aligns
to our strat plan. So do we need to go back and pick another question? That's the similarities between that bullet point and this bullet point. >> I agree. >> I would appreciate if you just combined them because I think they I think >> we're asking the same question but in
we're asking them to answer it in two parts in depth. >> Okay. Two part question 25 and 36 all together. >> Yeah. >> Is that okay? >> Yeah. >> Okay. I think they well together. >> Yeah. I agree. >> Six.
Okay. So now I'm going to go back and count these again to make sure that we're not missing something and then we probably do have room for 41. >> Yeah. >> Okay. So could someone keep track of how many I'll do my fingers but I might mess up. We're talking question 1 5
9 12 14 and 17 together 25 and 36 together. 29 34 38 41
10 11 >> 11 >> It was 11. >> Okay. How do you feel about that? >> I feel great about that. >> Sounds good. >> 11's good. >> 11 questions. Okay. Great. Does anyone have any word smithing you need to do that you wanted a word or two inserted in any of the questions we just picked?
Are you okay with them? The 11 questions that we've got? I'm okay with Y. >> Okay. Please turn those back this way. I'm going to take those back and shred them as well, other than my copy. Thank you. Thank you. That's relatively painless,
but it can take a while when there's a lot to be thought through like this. >> Do you want to keep stuff? >> Um I do. We can everything back. >> I only wanted the questions back. >> Okay. Okay. >> So, we can keep these questions and those two lists with the ABCs on them.
>> Yeah. >> Y if you're going to shred them, take that because the whole schedule's changed. >> Okay. All right. Sounds good. That is all that I had for you this evening unless you have additional questions for me. We got a lot done. It was a lot of work. We combined two meetings into one
because of how short your timeline was. Typically, there's one meeting for interview training and then there's another meeting for determining schedules, interview questions, and selecting finalists. So, I have a strange question that's been pondering on my mind. Okay. You know, superintendents do evaluations. We do we
evaluate our superintendent. Is that information ever provided to the board now that they're a finalist? like would be >> their performance evaluation results. >> No, >> because it goes in their personnel file. >> Okay. >> In their own district >> and unless you make a data request for a personnel file then.
>> Yeah. Okay. I was just curious. >> Yeah, it's a great question. >> Someone might provide it. I guess they could, but it would be their data to provide. I wouldn't say that you would have access to that. >> Appreciate that. Thank you. >> Yeah. >> But I just want to say thank you so much. This >> Thank you so really well. And thank you
for all your hard work over Memorial Day weekend. Seriously. >> Gosh. season. So greatly appreciate. >> Congratulations and thanks. I'm excited for you to interview these four folks and I'll have a press release out to your communications team here hopefully within the next 20 minutes. >> Wonderful. Thank you team motion to
>> Oh, I will take a motion to all in >> favor I this meeting is adjourned. Thank you everyone.