Yeah. Okay. Right. Bye, Greg. Yeah, I'm here. Okay. You're upside down, but it's all good. Yeah. Okay. Yeah. I don't know how to fix that. Happened last time, too.
Okay. All right. So, being a 504, we're going to call the meeting to order. Um, this meeting is being recorded and held remotely on Zoom and live streamed on RCTV. The RMLD code of conduct. The RMLD
Board of Commissioners recognize the importance of hearing public comment at the discretion of the chair on items in the official agenda. Once recognized by the chair, all persons addressing the board shall state their name and address prior. Oh, you're moving that. Yeah. Uh, prior
to speaking is the role of the chair to maintain order on all public comment and ensuing discussion. Um, I would ask all members and participants to state their name that are participating remotely. Yeah, we Ray, you're you're on mute, but
we heard you. Ray Porter. Um I All right. All right. Um all votes must be taken by roll call. All right. So, and this one's for Okay.
Yep. So, first item on the agenda is to develop the interview questions. Um in the room, we all have uh the questions in front of us. afraid. Do you have the um questions in front of you? I don't have them in front of me.
Okay. Um we could I'll read them so that All right. Yep. I'll go ahead. Um so, um question one, recording in progress. Question one. uh we already opened the
meeting and we already went through the um uh official uh statement that we did to the board. So um question one that we have is explain a time when you quote quote made it
happen. Oh, but um to complete the urgent explain the time when you made it happen to complete an urgent task and deliver results. What challenges did you have to overcome? How would you relate this
experience to being the GM at RMLD? Does everybody like that question? A good opening question. Excellent. Okay, that's a check. Where's the keeper? All right, Bob, can I just stop you for one second? The opening remarks were new, too, because you guys had asked them to add
that. And um because that gets to the building, please. Okay, sure. I will repeat the question. Um the opening remark, welcome. Thank you for your interest in working at RMLD. We'd like to begin by asking you to tell us about yourself and your
public power utility. I I would scratch or add your public and uh private power utility experience that led you to apply for this position. Public or private? Public or private? Yeah. Yeah. Okay. Some of them may not.
That's correct. Agreed. So, we're going to require people with utility experience, right? So, we're going to filter out people without utility experience. Yes. Yes, that that is I I see that as a must as a candidate. It is an absolute
must. You have to have experience in this industry whether it's municipal or public. Yeah. Yeah. That that was stated in our our request for the position that we as we went through the list last time there were four bullets and like three of them had
to do with um being able to deliver power. So um I think I agree with you Bob. It's a must and it's stated in our our request for position that that's they demonstrate that.
Question two, what do you see as one or two major challenges RMLD faces and how would you address those challenges? Okay. Yep. And and and that bodess to someone
doing a little bit of research, right? Mhm. Um if they if they are blank on that, that means they didn't do anything. I I would expect somebody who's interested in this position to have gone back through, read some meeting notes, watched a few uh board meetings, you
know, have some understanding of what this place does and is like. So, um that's that's basically checkbox that did you walk in unprepared. Question three is Thank you, Susan. Sorry. Yeah,
I just gave you the red line so you could see what I changed from last time according to your asks. You can go down to the bottom of the screen where it has the zoom button on the very bottom of of of the screen that you're looking at and
there's three little icons right in the left. Yeah. Go to that one. Yeah. It's that one. No, go the other one. No, go the other one. Yeah. No, one of them puts a There you go.
Oh, is that it? Okay. Yeah. All right. So, what that does is just takes all the other stuff out of the way. So, um, question three. Arald is a union based organization with three unions. Our organization is currently in
challenging contract negotiations with all three unions. Please describe your philosophy and experience in dealing with collective bargaining. How would you feel best supported as you serve as the point person for these negotiations? Should we sit me saying challenging?
Yeah. Yeah. It's more information than necessary. Yeah. I I think by definition negotiations are challenging. I I don't if if anything it's redundant, but I I don't think it's
uh it's an I think it's fine. Okay. Scratch me. It's already gone. Yeah. Question four. What is your approach to managing operations and budgets in a dynamic energy industry? Do you use any particular technology
technological tools to organize yourself and your organization workflow and budgets? Maybe we could rephrase this. Um and and you know, do you use any particular tools to organize yourself
period? Um what experience do you have with um applications to manage? Yeah, I I'm not sure I I really care what tools he uses. We already have tools.
uh we're not really expecting him to deliver software to our to our uh financial director. Um to me it's more of
setting priorities and making decisions than finding out he uses Excel or he uses you know some other base tool. I I I'm not sure that's the driver. I I don't think
we wanted to come in and and change our our our platform, but we wanted to come in and versus energy, labor, um
how how control costs, how how we make decisions to deliver power and control costs. And those are aren't toolbased, they're they're priorities. Focus on the first question and the
second question could be a followup if necessary. So I also thought that we talked about how would you this was yours how would you manage operations and budgets in a challenging dynamic energy industry I
thought that's what you had said the best I I think if we added if we stretched the second sentence and we change it to something along the lines what would be your strategy to organize the budget and operation
I I think my original comment question was how do you manage operations? How do you manage finances? And how do you manage people? So those three Yeah. Yeah. Yeah. I think that that's a very what what would be your strategy to manage people, finances, and Yeah. And and and
operations. And operations. Yeah. That's a perfect way to state it. Do you want me to do you want me to go back to that? I mean, do you want me to go back? Could you give me that one more time? What would be your strate? What is your approach? What's your man approach to managing operations,
people, and budgets? That's dynamic energy to manage um operations, people, and budgets. Yeah. Um, and just to add, um, I think one of
the things that maybe I I got in my head was we're currently looking at enterprise systems to do a lot of these things like with the tracking of hours related to projects and that kind of stuff. And I think we were I was thinking that maybe we were looking to
see if somebody used something like that. But that's something they should volunteer. They should volunteer that information. Could be a follow-up. It could be a followup. So, do I take off the last question? Yeah, please. So, what you have is what is your approach to managing operations and
budgets in a dynamic energy industry? Managing operations, people and budgets. Well, okay. But two questions. The first one highlights the Okay, got it. Got it. The first one is what is what is your approach to managing operations and budgets in a dynamic energy industry?
What would be your approach to manage operations, people, and budgets? Okay. It's the same kind. So, yeah. Okay. So, what do you want? I would just add people to the first question and y call it a day. Yep.
Yep. I agree. Kill the second sentence that people can always extract. That's a good conversation. You have your chain operations people. You can go into my search. Absolutely. I'm good with that.
Okay, question five. In your leadership positions, how have you contributed to your employees feeling valued? What states have you taken to strengthen teens? How is how is that different from the
It's not too different from from above this managing people. Um I think questions I guess one is one is negotiating a contract I think another one is managing people in post postnegotiation.
I can see maybe it's it's different in the sense that how do you negotiate a contract with unions and then how do you work with unions once the contracts are done that could could be a slightly different emphasis. Mhm.
I'm I'm almost ready to scratch five. We can come back to it. I put a I put a question mark on five. Uh it could be a followup question. Yeah, I don't think it's necessary. I think it's part of a extraction type
followup. Does everybody want to get rid of it? Just get rid of it now. Put cans up. Yes or no? Keep it or kill it. We can kill it. Yeah, kill it. Back and keep it in my back back pocket of a 4 A 4
A 4 B 4 A. Yep. Yeah. All right. So, now the new question five. How would you influence culture as a general manager of RLD? How could the board of commissioners and
the citizens advisory board support a positive company culture at RMLD? I like it. Okay, keep it. Good. Question seven. In a managerial role, we must do tough
things. Tell us about difficult situations. I would uh um please tell us about difficult situations that you have encountered. What unpopular decisions did you have to
make playing this situations in detail and how you dealt with them? I think that is a a a crucial question because that's that that tells how you can manage things. Did you have to
downsize? Did you have to discipline? did you have to um you know handle you know a tragic situation you know what whatever that may be I I believe that's a very important
um one to uh discuss and it's not all it's not all flowers and sunshine right as as as as in our day-to-day um you know dealings and and work and I think that that's important
agreed Okay. Yeah. And now question eight. How do you deal with surprises and challenge and challenges? Give us an example of you were faced with a professional challenge that was not anticipated and tell us how you
responded. What did you learn? What would you do differently? That's going to be question seven now. Yeah. Yep. Good. Yeah. Okay. Good. Excellent. Uh, question nine. And then
you someone has to do a crumb roll before you ask it. And then you say, "Why do you want this job?" Um, and why you believe you are the best candidate for this position. So that's that's the opportunity for any candidate to sell themselves. You did a great job.
We need to practice. That one needs practicing. So, um it's it's it's important. Um, no, I think that that's uh a good series of questions that you know if you
now if you just said if you just mapping something out you have nine questions it takes you know question eight questions and if you're talking five minutes a question it's 40 minutes per interview right this is
preliminaries right this is a prelim you know this would go down right on the on the final But you're talking. So just to give everyone kind of an idea, these are, you know, 30 to 45 minute interviews probably per candidate, you know. I mean, last time we did what, 20
minutes per person for Yeah. That's in public. That's in public. Yeah. They're a little bit longer and and the idea is we want to you really want to get a feel for somebody. Okay. I I think the So 40 minutes each. Well, I mean you that's what you're
thinking. I think we're good. No, 45 and 45. Oh, for how many per each? Yeah. Um, each candidate, you know, some people are talkers. Yeah. Well, that's what you want. And I think that Yeah. And I think that could go either way. I mean, you're going to get some people that aren't
that comfortable interviewing that are going to make it short. And I would say anyone from 25 minutes to 45 minutes. Yeah. It could be, you know, okay. Just just, you know, and and all questions don't need to be five minutes. No, they could be real quick. It could
you could be done with one and blah blah blah. So just just kind of just set the tone. If you did 10 people that's 10 hours, right? So just I understand, right? Just roughly. Okay. Um um I think those are great. Okay. Um
next item on the agenda um um upcoming scheduling next meetings. Uh there is one other thing uh Ray um I' I'd like to discuss. Um I what I'd like to do is as as we're
um going through the candidates, I'd like this this subcommittee to come in and and talk to the employees of of RMLD. This is this is what my idea is. I
think we come in and um have like a a breakfast with different groups of employees and in those groups um would be you know put together by different functions in
in RMLD. Uh again I don't know what groups are better you know to each group right I would would lean on Patty to to set that up. I would like to talk with with again two it would have to be only
two of us from the committee right because you can't have a quorum right so we could rotate who could come through and we do that from like 7:30 to 8:30 in the morning and just have like coffee and bagels or whatever you know sit down talk for like an hour and you know like
VC why don't you say what you're what you'd like to you meant you you said it very very well um if we were in there you We're not here to we're here to see what you want to see as a vision for Yeah. No, because we we need to be
sensitive to the fact that negotiations going on on union stuff, right? So, so the idea is to basically get people's opinion about what if they had to imagine what RMD can be like or what they think, you know, they so it's a
little bit more forward looking and what what kind of organization they would like to see and and recognizing the constraints one deals with here and and those are free form.
Right. It's not because there's only two of us. There's there be only two from this committee in each one of these meetings. It doesn't have to be it. It's private. Right. I I would ask that it's just the employees of the group. Their their management would not be in there
in that group. We'll do the management group separately. For non-reublic, it's not public. Yeah. These are non-public meetings. And we we however many we need. I'm I'm I'm thinking four roughly, you know. I I it could be three, you know, but I'm I'm
thinking four. And we would just do them 7:30 to 8:30 over the next I I would like to do it over the next couple of weeks because that's that falls in line with you know, after we could even do uh you know, I know it's it's Wednesday
now. Maybe we could throw in one Wednesday of next week. Uh it's just after NEPA that's Nepal day. So that's next Wednesday's NEPA. Yeah. Oh, NEPA's next week. NEPA's next week. Um, NEPA ends
Wednesday morning, but I won't be back until Okay. later that week. I'll be back Friday. Tuesday night. Okay. Maybe um the first one we could do um
Thursday. The uh the Thursday. I couldn't do Thursday. I could do the first one this 22nd. So, let's just map out a few just talking here. Let's just say the first one's Friday the 22nd. Friday. A lot of people aren't in this
room or Yeah, the building's closed. Not Friday. Okay. Not Friday the 22nd. Friday the 22nd is now out. Um, we go, uh, if someone wanted to do I couldn't do the 25th and the 26th, but
someone else if someone could do one of those two days. I could do the 21st. You could do the 21st. Okay. With the 21st, pray or No, I I I can't I could do the 25th to
26, but I can't do the week of the 17th. to the 23rd. Okay. So, can you do the 21st? Okay. To August. Okay. So, Patty on the 21st, then we look at uh the next
week. If Rey um you could do the 25th or the 26th and I could not um would any I could do okay so we could do the 25th
and okay Ray um 26th you can I could I couldn't do the 26th the 27th we have a a a meeting again again that I
think that's tenative. I'm going to look at my work schedule here for a second calendar on that week. I could do the 20
7th or the 28th with somebody. Either whatever day works better for I could do either of those days, Bob. Um, okay. You do the 27th. I'll do the We'll do the 27th.
That's Bob on that. Bob Ray sounds like a comedy scene. It does. Certainly does. And then um if we just put in another one
for uh the following week is is now we're into um that's Labor Day. So the following week could be um
say I don't want to touch Tuesday because that's a back back to work day. So, Wednesday or Thursday, September 3rd or September 4th 4th and if you did two uh raised on two
Pat, are you available if you and I could do I I'm on vacation for two weeks as a station, but No, you're on vacation. Oh, no. I was just getting things done at home. Nope. You're on You're on vacation. So even if you have meetings, I'm still coming in. So
yeah, it doesn't matter. That's why I volunteered. I said I have the time. Okay. So if I did that um with Patty on what what day? Uh I would prefer the
third. That's Wednesday. Yeah. So that makes four. And each one of us would be attending two of those. Okay. So that's I I feel a balanced
um group. Okay. Now the next thing would be um throwing out like who who would be in those those meetings which from my perspective uh I I don't know how the
groups all in interrelate um the engineering you have accounting you have purchasing you have um IRD you have line you have metering I I think um management so So, I think um potentially
uh try to do uh break it up if we need another one for management that's different because it's really not that many in the Yeah, was enough. Yeah, I think but okay, you want to take a crack at putting put the
groups together and then we'll do 10 time would be 7:30 to 8:30. Okay. with uh coffee and bagels. Um maybe some nice egg sandwiches with
bacon. Just saying. They're nice and big. We cut them in half. I'll eat half of one. Bagel World or Andor House of Bagels up the street. Not dropping anything. I'm just saying. So, um All right. So, we'll we'll put those out and and uh that'll
be our schedule. If you could put that into the Got that. Yep. Um over the next couple of uh weeks and that that works well with everything we're doing and we can all give each other feedback
as we continue uh talking, you know, what we find out. So I think that would be very important. Um we can maybe even add little qualities here sheets, right? Something for us to just reference.
Okay. And uh yeah, I think that that would be good. Um okay. Uh all right. So our next meeting uh for this committee uh we had been doing uh Wednesdays. Uh
understanding there's NEPA next week. Um do you want to do Thursday? I could do Thursday, but it'll have to be it be virtual. Thursday being the 21st. Um, no.
Yeah. Next, next week is out if we're trying to meet together as a group. Yeah. Not Wednesday. Thursday. Thursday. Thursday the 21st. I won't be back. You are Oh, you gonna be up there? Okay.
I'll be up there. Okay. So, that doesn't work. Um so um when you coming back right? Um Friday for Friday. Um
yeah I mean right now my plan is to stay there through Thursday and come back Friday. Okay. Um maybe Friday. I might be able to connect remotely but No, no, that's fine. How How is Monday
the 25th? Yeah, anytime the following week is fine. Then the week after NEPA is fine. Yeah, Monday 25th is fine. Do at noon time. Yeah, Monday the 25th at noon. Okay.
I'll be in in a car, but that's okay. you want to schedule another one while we're here. Uh the 25th being basically two weeks from now. Um we might have some more candidates.
We'll we have our questions done. We have um so it's just going to be resume review um and definitely pretty much. Okay. So I think that that works. So when's closing when is closing of
resumes? Is that is that the end of So so I I think there there is going to be an extension of the timeline, right? um because we have to make sure that we
get candidates. I've talked to Susan um above um and you know other other avenues to bring more resumes in. I think we have to our our committee ends when we feel we have enough. We we put
together a schedule but that schedule's based on who we get, right? So that that whole schedule keeps getting pushed out until we can start interviewing and if we don't have people to interview it just extends right and that's just the nature of the way the last time went and
the way this time is going to go right I you get I can already send you know until we get you want to have a good slate of candidates and interview them all close together. Well, you mean we we we haven't if we have someone we like, we can bring them in, but we, you know, we really need a a decent pool of of
candidates to make a choice for. So, and we want to get get those folks in. If we we don't if the pool isn't deep enough, then we have to continue to search. So, our our
timeline will get pushed out based on who we get as applicants. That's TBD. Um I think right now so even though we we have a framework, that framework is just going to continue to be pushed out until we get enough uh candidates in. But if we feel like
someone's qualified, we absolutely can bring that qualified candidate in interview and let them know that you know we are still in process. So So what are the dates now? So our our next date,
please share this. I've lost track of yes. So the due date is the 25th for the we're going to but if we put out um requests for recruiters as we had talked about in the past we have to do that according to me right so that that takes a couple weeks to get
responses and then a couple weeks to you know have them working on it. So we're going to be hearing from them. I'm already really starting to hear from them because I'm not afraid to start working some correct path coming. So, we'll start to get some people from them and um and then we'll we'll probably put
some language up online and like you said, if we have candidates that we're talking to, we'll be keeping them warm and keeping them advised and and we'll identify them early in the process. So yeah, I think when we I think when we actively
start to get this is the way I'm picturing it, you guys tell me different if it's not the way you want it, but the way I'm picturing it is when we start to get candidates from recruiters as well. We're going to revisit all this that we got from our posting. Okay. Really, you know, get that down to,
okay, these are the people that we said we would push forward. Um, and then and then kind of regroup and say how do we want to change the date on this posting or the wording on this posting to say yes I I would just right now I would extend it out probably at least a month
right applications. All right though we we do need to review the applications. So um we got to go into executive we got to go to executive session. You want to read the motion or Yeah. Okay. Yeah. They moved that the RMLD general
manager search committee go into executive session to consider applicants for reviewing resumeumés and criteria for the general manager position and returning to the regular session for the sole purpose of adjournment. All those in favor roll second
I do know I call I All right. Okay. So I will recording recording stopped. Okay. And we will leave this and go into the other link for the executive
session. See you there.