 I'm going to call the meeting order. I'm calling the meeting order. It is 6506. I think that we have a comprehensive list of questions, don't we? The questions that we have that I had are the ones that we asked. Are these three questions that we already have? Yeah, you don't want to ask the same questions again. John and I developed some questions that I think Bruce may have a copy of for you or? Yeah, I'm not. We're going to write on the paper. Yeah, we wrote on our papers and we have 10 questions, I think. So I figured we could each ask two of the questions. OK, you're a note taker. I can be a note taker if you want to. I asked Rose to be here because she was part of the first interview. And I thought it would be a good idea. Yeah, that's fine. OK, this says your name on it. The reason it says his name on it and Judith has one that says her name on it is to separate it from the one that John provided today, which has no name on it. OK, I should have been the top one in that pile. I have. The morphed. Yes. Is this? So which questions are we going to ask you? Are we asking? The morphed ones right here. These. The morphed ones, yeah. Duits is on the side. Dylan's is on the side and we have the morphed. Yeah, there are a total of 11 questions, the last one being what questions do you have for us? And the first one being why did you choose a career as an account treasurer? You know, these are great questions. My only suggestion might be to Jettison question 10 because it's a little negative, perhaps. And Seth and I were talking about the need to actually sell this position, especially if we have two people we really like. And I'm kind of afraid that that makes it look like we have people that you shouldn't want to work with or something. Well, maybe we can reframe it or rephrase it. Because they're not just working with other staff. It may be working with members of the public. They might have to deal with challenging personalities, whether it be members of the public or how do they deal with different personality types? Or how do they adapt their approach to different personality types? Or how do they adapt their communication style to different audiences? Something like that. Can we write that instead? Like how do you adapt your communication style to a different audience? Or what was the first thing that you said you said? How do you deal with different personality types? Or how do you adapt to different personality types? Something like that. We already asked them that. Yeah, we're trying to ask them that already. OK, then let's do the communicate with different audiences. Because I, you know. Is that good? OK, sure. How do you communicate with different audiences? Yeah, we're going to change numbers to 10. How do you communicate with different audiences? Although we already have the thing that's a good question about how do you explain to a laborer some financial? Yeah. Yeah. Well, how do you respond to challenging questions? Or maybe for 10? Yes. I think we kind of asked that. Well, I think there should be, you know, there's in any work situation, you know, there will likely be some, you know, minor conflict and you learn to deal and adapt to it. I don't think we're saying anything that's, you know, we're blowing the lid on a workplace that, you know, any workplace has different personalities and different ways of approaching a problem. How do you deal with someone who is a different way of approaching a problem than you do? Is that better? I know it's kind of repetitious of what we've already asked. A lot of these are a little bit. There's a lot of questions too. I mean, don't we want to have time just to kind of talk a little bit? I mean, we do have to have some fungible. I kind of like to scrap that question myself. It sounds like two doesn't want to. What do you guys think about that question? What do you think, John? You saw our list of questions. Yeah, I, you know, a lot of times you do ask the question about, you know, if you're having, well, if you have a stressful situation with another co-worker or supervisor, how would you go about handling? Usually you say, well, we'll talk to them about it. We'll talk it out. We'll try to work it out. If not, maybe we'll have somebody else come in and we'll all work together and try to figure out what's wrong. You know, that's what you're looking for. Somebody who's going to be a team player as opposed to somebody who's going to be really. Yeah, I mean, this is a little different than what we're talking about. I mean, we're talking about stressful situations that came up. And then they also talked about, you know, clients that yell bad and things like that. That's what they talked about in the last question. But this is a little bit different when you're talking about co-workers. This is more like co-workers. Yeah, we didn't really talk about co-workers at the last. Because there should be a way of approaching someone if you're having a problem with a co-worker. Yeah, we'll just leave it. So just, can we just, can we rephrase it though so it doesn't look like. Yeah, yeah, what do you want to say? Like, I mean, I think. How do you deal with a co-worker if you have a disagreement? Yeah, how do you deal with a disagreement between with another co-worker? Yeah, disagreement rather than, that's, that makes sense. I didn't mean to place, you know, make the other person a bad guy or bad guy. Just to be clear, we're going to have 10 questions in half an hour, plus time for them to ask questions of us and introductions. Is that right? An hour. Oh, okay. Do we only have one interview today? Two. Two. Okay. So I'm looking at the agenda, it says we start the interviews at 5.30 and we're done with them by seven. Is that not what we're expecting to do? I didn't think you'd actually run the full hour, but you have plenty of time to run a full hour. Okay, so what time is the second person joining us? 6.30. I could suggest consolidating questions eight and nine, asking one or the other. Yeah. Yeah, that's fine. I think this is a good idea. Yeah, yeah. That's the kind of way I broke them out a little bit from next to each other. I thought we might end up consolidating with them. But hey, Carl, there's no reason why we can't go to 7.30, even 8 o'clock if we want to. Yeah, do you have a date or something? No time limit. Well, we have a second person coming and Bruce just answered my question about when she's coming. So if we have an hour with the first person, then that's okay. Yeah. And similarly, questions three and four are similar. Yeah. So what's going to be there? It's like a very similar question. Yeah. Are we going to ask eight or nine? Well, we figured meld them together. Okay. Tell them about a time when you had a metatite deadline, especially when you had deadline. You can get lines. Yeah. Okay. We're just going to work those together. Yeah. And then the other one, three and four? Yeah. I managed to write those down. No, I gave up. Okay. And what's the other one? It could also be phrased together. Three and four. Three and four. Okay. Okay. Three and four are together. Yeah. Three and four and eight and nine. Okay. Yep. So. What do you mean? And. Let's take you to what you're going to say. I'm just going to say just a little bit of detail. It's pretty much the same. Yeah, similar. Similar. What is, is it going to be the report errors? What time? What did you just say? What steps do you take to avoid errors in your accounting practices and your report writing? Yeah. Yeah. Because what is going to, if you make an error in accounting, you're going to have a bad report. And then you can have a bad report with good accounting. So what steps do you take to avoid errors in accounting practices and your reports? Yeah. And report writing. And report writing. Yeah. So we're going to, that's going to be the question that we're going to jettison number. Five. Number four. Well, either one. And these are the same sentence and number three. And you're just adding. Are you going to redo those or? No. You guys are going to go with flow, hopefully. Why? Yeah. You had a copy of somebody stole them. Is that another? Nope. There's another copy up there. Oh. So, how should we divide the questions among us? Yeah. Any way you want to do it. All right, let's grab that back. You're going to do the opening. So, honestly, you're going to do the first question. Yeah. Do you want to go around the room? Well, there's only one, two, three, four, five. But so everyone gets two questions. Enjoy the rough math. It's sense that a couple of people are going to have one question to be able to do again. I'll go with one question. Okay, that's good. So what I'll do is I'll do one and two. And then John will do three, four. More. Because we're sitting next to each other. Yeah. He does the work one. Okay, then number five and five, six. Do you want to do that too? Sure. Okay. So I'll put Judith on this one. And this is me. And this is John. Okay, then we've got seven. Seven. Seven and more eight. Seven. Yeah, but no, eight, nine are together. Okay. So Amy, you're going to get broke up. What am I doing? I'm doing seven. Yeah, seven and 10. Because you're the nicest one of us. I am not. I'm not. And you know how you want to ask that question. So I think it's good that you're testing that question. Okay. And then Carl's going to do eight, nine. Take a fence to that set. Roger. She's the nicest person present. Yeah, there you go. Good. It's hot. And pretend you started to be slightly differently. Okay. And do the additions to the agenda. Do the adjustments now? Like that. We should have done it before we started this. Okay. But yeah. Those are the additions. Right. I got in the weeds on our questions to the top. That was important, which it is, but let's do the additions to agenda, agenda. We have time to do them now, actually. Yeah. You want to ask if there are any. Yeah. Are there any additions to the agenda? Why is that? Well, yes, there are. I would like to have a quick discussion item about renewable energy conversions of municipal buildings. Okay. Excellent. Everyone saw the email trail. I assume one from you, one from Bruce responding. No, I just copied you on that, Seth. Oh, okay. I know what you're talking about. Just to get it keyed up for the agenda. So this is, I got a call from Andy Perchlich, one of our state senators, and he was bringing to my attention both some existing money and also some future money in H518, setting up the municipal energy resilience program, which is a bill that's passed the house and has come to the Senate. And that would make five, well that plus an anonymous donor who's willing to pony up $5,000 for the cause would get us into the five figures to switch out fossil fuel in a municipal building. And the fire department already has pellets, but we have the possibility of doing some partial or total fuel switching at the town office and or the town garage. And I know we're hoping to do some work at the town garage sometime soon anyway. So maybe this could be part of it. So I just wanted to throw that out there. I don't want to spend much time on it. The Andy, when he talked about it, talked about for this new set of money, maybe we could get to be first in line for it, but it wasn't clear how much time, if any, he'd actually spent with the text of the bill because it had just passed the house and the Senate hadn't started dealing with it yet. Bruce's take was there is no line to get to the head of the way it's currently written at least. It would just make funds available. And I just wanted to have this discussion and see if you guys were interested in pursuing this further. Yeah. Okay. Sure. Yep. Okay. Very good. Are there any other additions? I think that's the only one. That was it. Okay. I got one question actually. This is a question concerning the two candidates that we have. Yeah. Now, Which might be. Yes. I'm just wondering how would you handle, and I can ask you this, if we're interested in having both of them work here and one as a treasurer, one as the assistant, how would you handle that moving forward? Do you want to? Is this something we want to talk about in executive session? Yeah. Yeah. Yeah. Or go listening in now. Oh, that's right. But we just wait till afterwards. But I was just wondering if you could ask any questions in the interview. I don't know if I would do that yet. You could, but I just, do we know the way that ends? We have to hire some people. Yeah. But if you like, I'm gonna ask that again though, by just having them back then. Yeah. If you do that for a while, that might be confusing. We can just communicate with them afterwards. Yes. That's what I would probably do. Especially while I was thinking before, I was like putting it out there to everyone. Should we ask a leading question? Would you like to be involved in a different position or something like that? Yeah. You know, you could just kind of vaguely say something. I could say there's gonna be some other positions open in the office. But then it sounds like they're in. I know they're interviewing for this one, but I'm hoping to go from there. Anyway. I think we could probably call them. Yeah. We can communicate with them. That's fine. I was just thinking at this interview, sometimes it's nice to do a little fishy answer to this. Yeah. I mean, I do that sometimes. It's like, hmm, that's something with coffee. I'll do them. It doesn't want to. It won't be marked up like they marked up. But yeah. That's fine. Yes. Well, in case you're tactful. I don't know about that. Well, I'm not. I don't know about that. So before we go into the executive session, would you please do the public comment part two? Oh yeah. Sorry. Just keep going. Do we have any public comment? No public. Okay. No public. And so then we jumped to the board work session. We're done with that. So now we could think about going the executive session or we could wait until Janet shows up. She's here. Okay. So you want to go in the executive session right now? Okay. So we've got to make a motion. I make a motion. We go in the executive session. For a personnel matter. For a personnel matter under title. BSA. Often 13131 a second. Second. All of the favor please say aye. Aye. Okay. So now all we 40. So David is going to be in here. So you're going to have to give him the chance to. Give him a sense of what we're doing. We do. You should. And it's 722 p.m. that we've come out of executive session. Okay. With no decisions made. No action taken. No action taken. Right. And no action. And we already mentioned the continuation until 6.30 on Wednesday. And we have to say that in public. Yes. We're in public. We have to wait. So Carl just said it. Oh, we're reported. Okay. Yeah. So the meetings have been continued on Wednesday at 6.30. And we have to say what we're doing. You can say that you expect it to be in executive session after opening. We expect to be in executive session on a personnel matter after we open the meeting at 6.30. Excellent. You want me to make a motion now that we adjourn? Can we adjourn now? No, we're going to continue this meeting. We are not adjourning it. Oh, can I make a motion? We continue this meeting. Yeah. We have to make a motion. You should make it. Okay. I second that we. All those in favor of continuing the meeting at 6.30 on Wednesday, please say aye. Aye. Aye. The ayes appear to have it. They do have it. Thank you, Carl. See everybody else. I don't like floating on the fly a little bit because we don't usually continue meetings. Right, right. But we are this time. Good idea. Great idea. Let's do it all the time. No, I guess nobody I guess they don't do that here. OK, so I guess this is when you stop the recording, Bruce, because the meeting is the meeting ended for today. Yeah. Yeah, there's no more meeting happening tonight. They continue to 6.30 on Wednesday. OK, see you all later. Bye. Bye. Thanks. Oh, we should have seen that on the way.