Stop share. Oh, here we go. Okay, that's fine. She's in the waiting room as is. hop out. Good morning. Good morning. Hi everyone. I'll just give it another minute to get
all our people in. Hi Susan. Hi VC. How are you? Good. Hi, how are you sir? Hey VC, good morning.
Good morning user five. I did I'm just going to send Bob a quick reminder. Sometimes he's doing other things at work. Ray, are you hearing us better this time? Yeah, I'm on my laptop rather than
tablet. So much much better. Good. I have too many toys. Here is our next person. There he is. There he is. I am. Okay.
Um I can do two things for you. Uh, I can share our agenda and I can also share the script, Bob, if you need it. I know you were sent it to
by Erica today. Just let me know if you need it. Yeah. So, this is regular session and I'll let you take that from here to start it up and when you're ready for the packet, just let me know. I'll pop that up there. Okay. All right. Let me get in here.
We can't see you. Welcome, Patty, our newest member. I'm I'm You got You expand the screen and then it jumps over. Hold on. I got to uh read this. I'm trying to I'm trying to do it so I can see the script.
Yep. Do you want to see it on the screen? Yeah, see it on the screen so I can I can just read it. Oh, sure. Um can you see it now? There it is. Yeah, there it is. Okay. All the meeting in order.
Uh the board of commissioners recognize the importance of hearing public comments at the discretion of the chair on items on the official agenda. Once recognized by the chair, all persons addressing the board shall set their name and address prior to speaking is the role of the
chair to maintain order and all public comment or discussion. This meeting is being recorded. All right. I'd ask all any members participating remotely state their name. Um, so I know Ray Susan
is VC on I can't see. Yeah. Yes, he is. Okay. Is there any other participants? Patty Molino. Oh, Patty. Hi. Welcome. Welcome, Patty. Thank you. Thank you. Thank you for offering, by the way. Um, and uh, I apologize that
um, when you were um, you first offered um, we came to we we we said the same thing you did. You were just smarter than us. I'm sorry. So, um, it was it was funny. So, I apologize I didn't get on to that um,
earlier. But, welcome welcome to the group. Thank you. If you see me jumping off of sharing my screen, it's simply because this is the beginning of the meeting and I can't see the waiters in the waiting room when I'm sharing my screen. So, don't worry. I'll be back.
Yeah. And I'm going to pop you over to the regular session packet now. Okay, Bob, if you would like. Yes, please. Okay. And I think just to just to jump back and forth here for a minute, the first
thing was to develop interview questions. Yep. And now I'm on the packet. When asked by all of you, I I just feel like I need to give you a little backdrop on these documents. the um this
was suggested by legal um to try to get you the ability to have some non-public non-publicized questions. So, this was their suggestion. We put it in this little template to show you what that would
look like. I will scroll back to this, but they also gave us categories to say might be categories. I just shaded those out because we don't need to fill them in. It was just to merely show you the categories they may have suggested and how that situation would work if you
chose to do that kind of thing. And we'll go back to this. And then I had researched the questions that were used in 22, given you some sample interview questions um that Mike helped me out with regarding large utility hiring and
some questions that were used in 2003. The only one that I changed in the 2003 one, I just put a little buffer around it to make sure it was really affiliated with the job needs when you ask someone if they're willing to move. And I did
that solely because I just wanted to make sure whatever questions I was giving you were were Yeah. Know, cuz that that did that did not seem like a 2003 question. Yeah, I it wasn't. That was the only one. you found me out, but I just didn't want to give you a question that I I
could I I didn't feel comfortable with you using um with the laws as they are today. So, I just I tweaked that one a little bit. Um so, I'll put you back here and Bob, all yours. Okay. Um,
can you just put it on the screen? Oh, did I do I not have it on the screen? I'm sorry. Hang on just one second. Um yep. Okay. So, we we're going down through as we as we're looking at this um you know,
just like I I would say um you you have a you have a template, right? Um it's great. Um you have questions. Um as with the general manager, you take notes as as a
participant in in this committee, right? Those are your notes, right? You don't have to turn those notes in on the each one of the candidates, but whatever you know as as we go down um we ask recording in progress.
Thank you. Um but you know, as you go as you go down through, as long as we're we're asking questions from that pool, Susan, if we have questions in the pool and they've been publicly advertised, I don't think we have to ask everybody the same questions. But um in general you I
I think as a practice you want to to see how people respond but we can we can ask I I think we can vary correct if we publicize them. I'm under the understanding that you have to ask the same questions to each candidate. Oh okay. Okay. I I it's a good question
to ask because once we publicize them I don't think it really matters what we ask. But um we'll have to see. Um any opinion? I can do a little more research on that if you want. Yeah. But does anybody in the group have
a thought about that? Um I mean I I guess the idea of of having everyone respond to the same set of questions is there a reason we're asking the question and so we can compare answers uh in terms of the the candidate. But
not every question we might come up with is applicable to every candidate. Um so I can see both sides of that. Um but I can see where we would have a question and then
which we would publicize you know that it is broad but then in terms of the answer we we may have a follow-up which we we couldn't publicize because we don't know we wouldn't know what the followup is. So,
as we did last time, if we go each go around and ask a question, the opportunity to follow up on that would obviously be not a uh publicly pre informed question because it depends on the response.
Right. Right. And then and and I always say in in an interview, you're there to get attitude and aptitude, right? and and that you you you you're trying to know the candidate and sometimes you have to dig a little deeper in order to
get that you know that that experience from them. Okay. Um so I think if we if we can uh can you scroll down a little bit Susan please? So stop right there. These these are the sample question categories. I don't think we have we
don't have to I don't know if I would fill this out. I would just say um we we haven't categorized the questions in in into these um categories. So um maybe as an interviewer,
right? You could put one of the whatever category you you believe that the question is satisfying, right? So if you scroll down Susan [Music] so right there question one you know when's the time
you made it happen to complete an urgent task right to deliver results um what challenge did you have to overcome how did this would you relate it to being the GM point of that question is right tell me tell me your biggest big
accomplishment did you have a um a major outage somewhere um that that you had to deal with that you know you had no resources to handle like you know Paul Paul had mentioned that in his um interview um is there something that you
know COVID type type situation you know those are good how did how did you handle that you know if you have um a union workforce and they didn't want to come in and you have a 24 by7 operation how did how did you make it happen Right. Those are types. That's that's a
good question to get that format. You know, I I I don't know, Susan, if you were going to relate it to something above. Um I I don't I don't know how that how that template would tie in. So, I I I think I just I want to be clear about the template. I think what
legal is assuming is that you're going to come away with like seven questions or eight questions like you did in 2022, which is this sheet right here. This was 2022 for the GM search. These are the questions they asked. They're also
saying you could in addition to that base of questions you decide on pick questions and they suggested that the way to assign them without knowing what the question was was to use a category. So I don't think we have to place these
in a category. All we'd have to really do is kind of people would know what these are. So don't don't do something that replicates these. You know, if if you were using these hypothetically, if you were using these seven as your main base questions and then we were
assigning each of you maybe two others that fell into some discipline that we chose for you, whatever that was, finance and accounting or whatever. And then you would just make sure that none of your questions over overlapped these and you would bring them and then they
would be um non-public, you know, before going into the interview process. I think that was the intent of the worksheet. Bob, I hope that makes it clearer because these seven really I I gave you a lot of stuff here. I didn't need to give you so much, but I was
trying to give you some options. This was the script in 22. might very well be the perfect script in 25 and you may use it again. What I was trying to give you with this section up here is just a way to add a couple of questions that were
not going to be shared in public that could be potentially, you know, categorized so that they could be assigned like, hey, hey VC, find us something about emergency response, you know, and bring that back to the table.
That way you might have, you know, six questions from the three of you that wouldn't be already known. And all of the rest of this is just this was sent out in 22. It may be meaningful
to you, it may be not. And these were just others that I were current in today's kind of internet world. And these were the 2003 that I brought back. may not be needed. You know, don't want to burden you too much with information.
I think the most important piece here is really probably this one which you just used in 22. Okay. So, so Susan, just a question about process here. So, you're saying there's seven questions or some some number of questions that are public.
Yeah. And then there's categories that each of us could have developed questions that are not public that we would then ask the same question of all candidates.
True. And you would not you each of you would pick from your assigned category, you know, in line with your assigned category, whatever that question was and you would not talk about it with any other members. And that is the way to
not violate open meeting law and to have questions that are not public questions. So, so, so, so in in a public setting, you would discuss the category that is being assigned to one of us, but but we would then just formulate a question
that we would then ask of this ask the same question of all candidates. Yes. Okay. And that's if the if the board chooses to do that. We're not saying that you have to do that. You could simply do the seven or eight questions that are public and leave it at that. It
is up to you. And what is the process on follow-up questions? Can follow-up questions be spontaneous questions? Because that's the value of question. I I say yes to that. Yes. I mean, if there if if it begs another question to get to the root of what you're needing
for an answer, then I would say yes. I I would The follow-up question is not necessarily relevant to all candidates. Yeah, that's correct. Yeah. Because Yes. Sorry, Bob. I should let you answer that. No, no, you No, I Yeah. No, that's the
whole point, right? You're trying to get someone to expound on something and you got a question you're following up. You're trying to go down that that vein. Yeah. No, no, no. I you know, like I I'm just trying to do all of this in the context of open meeting law, right? So
it just complicates it for us. But uh so I so so I think as so Susan we just need to be clear that we may not ask the same question of all candidates because it's a follow-up question. So right yeah if it's because it's going to be relational to what they say to you and
everyone is a unique person with unique experience and you may need to know more about that to fully understand their experience. So I yeah follow-up questions are going to be a little different. Obviously we want to be mindful you know that follow-up
questions are not super difficult for one person. We we have them do a mathematical equation and the next person we don't you know but uh short of that I I I would follow the lead of you know the information you're seeking and um and I would ask the follow-up
question. So so we we call it a follow-up question. and you're saying this is a follow-up question and so then then it's flagged as being something that's fine by open meeting law. Okay. Yeah. Open meeting law really doesn't discuss it. But I think that's just the general the general idea of interviewing
people. You're going to you're going to get the try to get the information you need to make the right hire. So as so we go down through these questions. Um, if we went to question one, I like question one. Uh, as you
know, I think it it it it's asking someone, you know, you know, tell tell me a positive thing and tell you how you did it and how you delivered it, right? I think that's a good question. I'd like to keep question one. Um question two um
that it is what do you see as it as one of the two major challenges I shouldn't we should really change that that's RMLD um you should say um it should be more u that the municipal utilities you know
face and how would you address these challenges um you know right now you have statemandated um um targets that you have to meet. You know, how you know I'm I'm not going to feed this to them, but they should be
able to answer that. Um they should be understanding, you know, how are they going to make that possible? Um so I'd like to reward that and whatever they see as the challenges, you know, um you know, balancing the how much rateayers have to pay to meet decarbonization
costs, you know, I I'd like to hear a response something similar to that. or you know if somebody has a different idea that you know that that's fine but I would just change that slightly Susan. Okay. Any other input on that from anyone else or
No, I like the question um that you're making it broad instead of RMLD. To me, we care about RMLD. I really don't care what you would do for another utility, but that's fine. The wording will get us to the same place. Okay.
But I was just going to ask if you were going to go down through the list or Yeah. Yeah. Okay. So, question three, I want to change describe your day um at your current job. That's more um you know I what I'd
like to ask is a very specific question um surrounding um union management union um contract negotiations. Right? It's
very very important that the general manager understands that that probably one of the um toughest things you do as a general manager and what is your approach? What is your
mindset? Um we need a question that is going to open up a discussion regarding union and management negotiations. Right? They can be very contentious. they can result in in in in all sorts of
different things. Um, you know, you know, right now RMLD is in the middle of three of them, right? And they're overdue. So, it's going to become one of the critical items for the next general manager. So, I want I want to formulate a question
that's going to extract a um a response out of them. And I want it to be a very, if the right word is, you know, emotional response. Um, we really have to dig in on that and how this new GM
would handle those negotiations. That's that's probably the most one one I think one of our most imperative things for this next general manager because that it has to get done. So I would shape a question like I would give him the premise. So, RMLD is a
unionrun utility. Um, explain your experience in working with uh union organizations um contract negotiations and then operation postcontract or something like
that. Yep. Yep. But yeah, because actually then you know items number questions four and five to some extent cover some of those aspects. But yeah.
Yeah. No, you got you you really you have to you have to dig in on their skills and their their that person's mindset and how how they're going to do it. I so I like the way you started. you know, you know, RMLD is a a a union-based
organization. You know, currently RMLD is in is in um contract negotiations with its with its union workforce. Um, please describe your philosophy and
experience in dealing with contract negotiations that that um may may um that um require remediation because that's exactly where we're at.
Yeah. Okay, that's fine. Um, did you get that chance? Bob, might I point one thing out as well? Um, it's just I think important as you go through this, depending on the candidate pool, obviously um you may have a lot of people with this type of
experience and you may not. And I just I want everybody to just consider we do use outside counsel. They are involved at every meeting. There is a scenario where someone can be supported in a way
that they need to be. And I think part of that question maybe Bob could be finding out how much support they think they need would need to be effective in that role because it is supported by legal. Yeah. No, no, it is. But yeah, it's but
it's driven by Yep. Yeah. Right. And whomever that may be. So that is that is that is true. Sure, you get support, someone's someone's with you, but you know, I I they that's a big portion, right? And I think it's
very very important that they be able to answer that and that they come in and say, "I don't know, but um h how to do it." But as long as they're able to answer the question, say, "All right, I'd use the resources that I can find." Right. But yeah. Okay. So, so then if you could change
that something question like that, Susan, if you could come back to us, right? Um Sure. Replace question three. Question four, talent acquisition. Inspire you and all employees to ensure that they values as work as a team. What steps would you
follow to ensure the best hires fill vacancies? How do you incentivize talent to stay? So, um that you know um more of an HR question. It's multi-layered. Um, but you know, you're
you're trying to make sure and again it's it we're 90 5% unionbased organization. Um, I I don't know if uh we want to keep this question per
se or change it out. This is more of a talent recruitment which is what you do Susan. Yes. And I see what you're saying because the limitations within union contracts, you can have the greatest ideas in the world and if they don't abide by the
union contract, you're not doing them. Yeah. Yeah. Um um this could be a question, but but retaining staff, Bob, has been a big issue right till recently. I think firing staff was a big issue.
Bec [Laughter] So, um, so I think this, um, um, talent acquisition, I mean, I mean, it's it's a we can keep it if we'd like,
but I'm I'm open to rewarding this if based on everyone's input. Um I think we've got multiple I think we seem we have multiple questions in here and I I I think some of them are redundant but um
I think the premise is getting good people and keeping good people is important. Um and so that the premise first sentence is a statement which is fine. Um,
and the second statement is really talking about team building and and uh I don't know how that is limited by union contracts. Um,
so the the last question I think is redundant. I don't think we need that question at all. Um and and maybe the the middle question there can be modified but I think I I think the essence I if I see it is team
building. It's been a lot of disruption I think and and having someone come in and ask the question how you going to build a team keep talent and and uh make people feel comfortable here is is a valid one. Actually, if you don't mind,
Patty, like to get your thoughts on what would be a good question here for question four. Yeah. Questions. Yeah. Well, I like the first statement and I like the second question and I think
I don't know you could modify like I I don't think we need to fill vacancies. I I don't think that's important right now. Or how do you incentivize talents to stay? Because if if you're talking about how do you inspire your employees to ensure they feel valued, I think that's important.
Yeah, I agree, Patty. Thank you. Thank you. So, we'll focus this question. I'll draft a new one if you want with more of an eye towards team building and making employees feel valued and how someone
new is going to do those things. Yeah, I think the first few sentences get close to that. Um, taking Patty's input may just maybe the second two questions may not be as uh important. Yeah. So, just can the second half of
the two two keep the first two statements. Can the second part second two statements? Easy enough. All right. All right. Question five. How affect the culture change in an organization? Now you see the relationship between the GM and the
health and healthy company culture. How can you use the board of commission support a positive company culture within the four town serviced by the RMLD? I like that question because it kind of gets into the team building aspect and um that you know what what is
what is the GM's plan for for moving moving the organization forward, right? So I would opt to keep this question. I I wouldn't have any input on that. Yeah, I I well I while I agree with your
comment, Bob, I I think this question is a little bit confused in terms of in part there's a a question about the GM leading the company culture, but then there's also the question of relationship with the board of
commissioners and the four towns. So, are we trying to get to how does the JM work with the board of commissioners and the Ford and the CAB um to build the culture or I I I I feel like there's two
directions here and while I would like to see him or her the candidate um have an answer for it, I'm a little confused by the question, you know, and it starts off by talking
about culture change and you know, the question is, you know, maybe the culture doesn't need to be changed. So, so you know, you don't necessarily have to suppose that you need a culture change in any organization just because you have a new person coming in.
Yep. That's a good good point. Take the word we'll strike the word change, right? Culture in an organization. How do you influence culture in an organization? I think that's a better question. I agree. And then um
how you see a relationship with GM and and a healthy company, a GM and um I think the second part was to see, you know, what's your what's kind of your philosophy? You know, I say you do.
Is it collaborative? is that um um you know I'm I'm a very team oriented person. I like a group think and that you know I or you know I'm autonomous. I let people do their jobs and and I and I you know talk to the directors. Yeah. I want to
have some understanding of you know what their management style is. Um and then also you know what you're going to be your interaction with the board of commissioners. you know, are they going, you know, are they going to be willing to take direction from the the board of
commissioners, right? That's that's a very and and the cap, you know, that's an important um part of the job. Yeah, I I I accept Bod's added to the first question. I would suggest we drop the middle question and just go right into how can the board of commissioners
support company change with and I would I would include the commissioners and the cab to support poverty culture change. Yeah. Rephrase it differently but yeah just those two questions I think the middle
one is um is is where my confusion was coming from. Okay. Can I can I get clarity on the so how would the the board of commissioners and the cab support company culture change in company culture positive
influence in company culture but where does that four towns piece come in and how do you see what question are you asking the cab and the cab yes and the cab I have but I I guess I'm sort of looking at the culture question
as internal external what is external company culture toward four towns look like what I'm trying to figure out what activity we're talking about there. Well, I think we're internal. I don't
think we are internal. I think that was I don't think that we're talking here about I I I think that the four town service by D is an awkward reference to the cab. Yeah. No, no, but but Bob, I think uh sorry uh re I think when you're
supporting four towns basically you're saying you're supporting your customers wherever they are, right? So that's a different question though. So I think to to No, no. So So my point is that I think
you could just say how can the board of commissioners and cab support a positive culture? Correct. Just and just and just just at that. So, so yeah. Yeah. Right. You don't need to you don't need the the extra words on that.
Yeah. Correct. And I mean there may be a question about how we want RMLD to interact with its customers and and the towns, but that's a different question. Yeah. Yeah. Maybe that's it.
Maybe that's the qu maybe that's the question we want to ask there, right? how you interact with, you know, how do you plan to interact with the board of commissioners, the cab, and the four towns served by the RMLD? You know, what
what is your plan of action, right? Maybe. No, I I I think I I I I disagree there, Bob. I don't want to the four the representative of four towns for this question to build company culture is through the cab. There'd be another
question in terms of outreach and and beyond that. That's not this question. Okay. Yeah. So, so, so the question can be how can the board of commissioners and cab support a positive company culture? Stop. Right there. Correct. Yeah. Okay.
All right. We'll move on to the next one. Uh, question six is in a managerial role, we must do tough things. Tell us about a terrible situation. Tell us about terrible situations. Yeah. Okay. Which is fine.
What unpopular decisions did you have to make? Explain the situations in detail and how you dealt with it. Right. Okay. Um we're, you know, Yep. Okay. whatever that scenario comes up whether it's uh you know I got to
keep people on board cancel vacations I gota tell you you know you're working it for free u you know it's what what you know whatever it is you know uh there's a million million gota I got to let you go uh I got to downsize you know um
we've gota you know terrible terrible things I've got to you know change the price I got to cut the contract right whatever it is you know I want I you want to hear about those and how painful you want to hear about good things but at the same time you want to get how do
you handle adversity right because jobs have adversity and they all do and you want to know how how was it handled was it handed handled professionally was it handled um promptly was it handled you know okay you're going to do what you
have to do and a decision was made and you execute that decision you know I those are very important Thanks. And then is is everybody okay with that question? I like the question. It it it will be interesting to see how candidates
respond. It it's a challenge. I I like it. Yeah. No, no. I I I like the spirit of the question, Bob. The only thing is I'm just sensitive to the word terrible situations. I would just say tell us about difficult situations.
Okay. this good one that that's a okay that fine edit by V difficult instead of terrible okay got it and and then the last question is
basically sell yourself right um um and and I think that's that's it's important for someone to come back you know come out and tell you why they believe that they are the best candidate for the job.
Um, and there, you know, some narrative behind it and you know, not say just cuz, right, what you know, I mean, you need some some reasoning why you believe that you
have that self-confidence to to, you know, have this position. So, I I I do like that question. Um um I I I don't know about you folks if it's a yay or a nay. No, I I I like that question too. It it
it tells us what the person believes is their strongest point. Now, we may agree that that strong point may not be the one that's most important to us, but like to hear what they feel is their
main strength. No, it's it's a good question. Um, I always like to have such questions included. Um, yeah. Okay. Now, would there be any other
questions? I I don't know. uh Patty or Ray or that uh would anything else you would think you would want to include in like I would call the main body of questions I'm good I like this set of questions I
think you're gonna dig deep enough okay so so so Bob I the way I, you know, I looked at this was like rather than looking at these seven questions
like there were certain ways I would cover my interview. Okay. And one thing if I'm looking at these questions, one thing I don't think we are spending enough time on is domain knowledge. Okay.
So I I'm just raising that as a flag. U because you know maybe the last question addresses it but you know what do you really know about this business it's not like what are the challenges facing the thing what do you know about the
business and that is something that should come out I don't know how to answer that question so so so the the way I if you can humor me you know the way I would categorize questions rather than these seven ways
would be how Do we explore domain knowledge? Then the next one is how do they manage people? How do they the second another area is how do they manage operations and budgets? Oh yeah. How do they deal with surprises and
challenges? And so some of that is covered but so you know there's too many questions on people and not on some of these other things. So um actually I I I love it. So when we come in in the very beginning I I think the most important thing let to your point
VC is you tell me tell me about your you and your work experience right we should be able to yeah tell me about yourself what what what is it about you that we need to know yeah tell me about your work experience relate and as it would relate to the
municipal public power environment. Yes. Okay. Maybe that's a statement, Susan, that we could add at the very beginning. Yep. That's very often the way we start an interview is tell us how about yourself and how you got here kind of
thing. Um, but I like your public power and um utility experience applications from people who don't have public power experience. Yeah. Okay.
Sorry, Susan. That's okay. No, I'm good. Uh, I also liked your um statement regarding, you know, budget building, you know, and and operations, you know, what you know
what we we should have a budgetary slash operational type question. you know how do you see you know you know what is your skill set you know when it comes to u no so so that's why I could I could
repeat the questions if you want domain knowledge is the first one right then this next one is how do you manage operations and budgets how do you manage people then how do you deal with surprises and challenges
yeah so uh so we should now we have We're going to have a union based question and union negoti. So you'll have a union based but it could be under that. So so it's like a followup. So like the operations category will be operations questions.
Managing people would be uh how do you deal with unions? How do you deal with motivation? All those you know those all subcategories of managing people. Yeah. Yeah. So the way I react to VC's questions is is he has four questions. two of which I
the last two I think we have addressed in these seven questions but I think the question of operating managing um budget and I'm almost willing to accept exactly
how Vivicc phrased it um manage operations and budgets um should be you know could be added to this base of questions almost as he read it read that Second one again VC.
So the first question was domain knowledge. Second one was second question. Second was how do you manage operations and budgets? I mean that's where you can explore reliability, safety. Yeah. So I I would like to build that
up. Yeah. I I like that. I I would just Yes, I like that question. Maybe we can expand on a little bit, but I would like to add something like that to this list of seven. Yeah. Well, we we got we got rid of question three anyway. Describe your typical workday.
Yeah. Why don't we put it in there? Yeah. So, yeah. So, so so basically I'm creating categories, right? So, like you have uh four and five here are like how you manage people. Mhm.
So, so those come under managing people, right? So domain and uh question one and two address the domain knowledge right like sorry question one is like you know tell
me about yourself right and and tell me about yourself and what do you know about utilities right I mean that's that's that's really domain knowledge so I I agree let's swap out the the question three that we dropped and and
put in a question about how do to manage operations and budget in a challenging energy. Um, dynamic dynamic dynamic energy dynamic. Yeah,
dynamic pos there could be questions related to, you know, peak load management and all those kind of things. Well, that's that would be his response. Yeah, absolutely. Or ought to be his response. Yeah. Dynamic energy environment. Yeah.
Industry. Industry. Okay. Energy, environment, industry. Either one. Either one. Yeah. Any word. Can I ask one question of the chair?
Bob, are you considering So, just so I'm clear, if we add questions to this, that's an opportunity to do the non-public questions. Are we going away from that and just doing all the questions publicly? I just want us to be thinking about that as we discuss those
other because we we are categorizing them right now. Sort of saying these are on finance and budgeting and these might be on you know skill set um beyond you know expertise technical expertise. Do we want to consider doing those questions outside of this list or not?
No, I I I I think that we'll add Beck's question as question three and then and then if we if we have a sub question that something that you would find very you know important
to you that you think believe is an important question then then we can we can that would be a question we can add post and under under another category whatever whatever you believe it Um,
but I' I'd like to add that to the main body and not keep it as a separate. Yep. So, we're going to add number three and we'll discuss further sub questions. Yeah. Yeah. If anybody has a question that they want to develop, it's just,
you know, again on, you know, as you because once you ask it, well, you know, obviously it'll be public. I I I I know we have to, you know, the whole point here is to be o as open as possible about what we're we're going to ask, but you know, again, in an
interview, if you're going to ask a a question, um you know, just think about what it is. Take it take it from the lower part of the um information you handed out. There's some good questions and like you
know is it would it be a character question a domain question um functional question you know uh decision-making question you know what whatever category you want to put it in just just feel free to ask it to the whole point
um okay uh so we got through those I believe soon if you could retype them, redistribute them. Yep. Surely. Uh we have um uh let's just get can can everyone continue for I'm just going to look
right now next week at the same time. Is that possible? You still have the executive session going on next and Yep. Okay. That uh um Bob, can I clarify one thing? We're replacing question three and then we
have question a question eight that might be about exploring domain knowledge. Is that correct? Yeah. But that becomes question one effectively. Yeah. Oh, okay. So the opening I gotcha. All right. So that one's covered by one. So we're still at seven questions with the
opening. All right. Thank you so much. Yeah. Um, so for next week, excuse me, the 13th, I could not do uh this time I could do um a more of a evening either
we could do in person or virtual meeting again. Um I don't know what what works better for everybody, but I c I cannot do the same time next week. Yeah, I can't either. I'm traveling next week, so I will be in
Louisville through Thursday, but I could do an evening cuz that would be I wouldn't be in the with client. Okay. What would be your better uh time frame in evening, right?
Could you do Wednesday evening? I could do Wednesday evening. I'll make it work. What what time do you want? Um would you would you like to do uh five six? I'm I'm open to either.
Five works. Five works. Five works. Patty, is was that a convenient time for you? Fine. Okay. Yeah. Five on Friday. Uh Wednesday the 13th would work for me. Would you like to do it in person or online? Online. Online. Yeah. Because
Yeah. I'm not coming. Yeah. I'm in Louisville, Kentucky. Oh, okay. Yeah. So, I I won't be uh I won't be coming in in person. Okay. Okay. Um Okay. So, that's that's our our next scheduled meeting. So, sorry to interrupt. The 13th
actually is um on hold right now for a different meeting. So, in the evening, it could be before that regular meeting um at like 4 maybe or a different day would be ideal. We have it at 5. We're doing at 5. You think it'll be an hour? Yeah,
I have the other I have the regular meeting at 6 on the 13th. Yeah, that's fine. Yeah. Okay. Just want to check. Thanks, Erica. Okay. All right. Thanks. I I know we should be good. Those will be questions. We'll reprint them. Okay.
Let's close this meeting and open the executive. Yeah. Can you share like a word document or something so we could make edits and share with you? make edits to the to the the questions because I think you sent like a copy of like it was like a
image file that you sent with us. Sure. I can I can send you that unless you just want I'll when I send it out draft I'll send it in word that's fine. Um and Bob you have the suggested motion to read on the screen I think. Okay. Suggestion motion that Armald D general manager search committee go into
executive session to consider applicants to by reviewing resumes and criteria for the general manager position to return to the regular session for sole purpose of adjournment. All those in favor second. All those in favor uh I Ray I
Patty you have to say uh you have to say your name and say I. Patty let me know I Bob Cteray. Okay. Great. Okay. Now we'll go over to the other executive session meeting. Okay. Just give me two minutes. I'm going to pull things up and then I'll let you all in. Okay. Okay. Thank you. Thanks.
Right.