 Mark, like the one month in for the interim leadership team. So the interim leadership team is myself. Tim Nelson, who's the. I can't even talk at this point by a chief of the fire department. Janet Janet Griffin from the police department. And Kat Newman, who is has the title of current title is implement grant implementation manager, but was previously the program assistant, which that position was sort of like the the second in charge, like even though the title doesn't suggest suggest that. The implementation team makeup was actually my suggestion because when through the executive team leadership meeting with the town manager, it was suggested that I was the ideal person to take this on. I really insisted that we have a team approach because while I feel that I have many of the skills that are needed to help shore up the department and I don't have all of them and I don't have a lot of public safety. Although I do have some so we prepared basically a chart that outlines the various skill sets that I think are needed in this transition period that looked at experience supervising. A large department, you know, more than two people experience with with reorganizations experience with human right with HR experience with grant development and implementation just outlined a lot of the executive skill set. And if you were to look at that chart, you would see that the team basically has between 12 and 48 years on these various topics like we all in various spots so with Chief Nelson having the most experience of us but the others having a variety of different experiences. The, I think that the primary purpose of the team, which is transition right it's not to be their long term is to help shore up the department, so that a new director can be appointed and the team can continue on with its journey towards being and an alternative response to some types of calls. And so it actually it's been a fascinating month. We started out with the leadership team meeting with the responders on September 19. We had a full day retreat, starting with the restorative justice circle, where responders had an opportunity to discuss their hopes and fears for the department that was followed up with a discussion about mission and values there. There is, are there, I would say, at that point, we're coming closer together now but at that point there was really two different camps among the responders about what their work should look like with some leaning heavily into the social services space and others leaning heavily into the public public safety space and and really this department is meant to be sort of a combination of the two like it's got a very unique foothold in the work that they're trying to you know that they're tasked with doing. So that conversation with the responders were were were it was really great and we ended up re looking at the previous mission statement which I think really was more like a vision statement because it was like a page and a half, and writing a very succinct mission statement that looks to what the purpose of the organization is and having that be a process where everyone, all of the responders were involved so that we could come to some agreement about like what are what are you tasked with doing and we have begun to make sure that we're following that mission so we've instituted some practices that I think were in my opinion sort of slack around procedures. The responders are being asked to utilize their radios when they go out on the call and the call in just the standard procedure. We have have set aside Tuesdays as an in service day where responders will have an opportunity to get new training and refresh their training. And that's happening on a weekly basis we've also identified some training opportunities outside of the department so for example, the responders went down and met with Mike curtain and dispatch and had an opportunity to review their protocols around communications and the radios and working with dispatch to well for responders at two different times have gone to crisis intervention team trainings in the in Hampshire County. We also have one of the responders and cat or schedule to go to another CIT training full day training tomorrow. We identified training opportunities that hadn't occurred for the for the responders and we're putting those in place so some of the we've gone through the basic EMT training some had not all of those things are really designed to shore up in the department. In addition to that, we've taken the leadership team, and all of the responders met with the Department of Public Health which is a primary funder for the work and have reviewed the initial grant that established the department. There is, there are some gaps between what was proposed in the grant and what has occurred operationally as we work to renew that grant by providing the grantors with an update we're trying to bring operations and what was stated in the grant more aligned so to bring those those things together. The grantors had an insight visit with the department they met with the town manager, the HR director of the leadership team, and all of the responders and the, the, their meeting with the responders did not include the leadership team so they were able to freely talk with them and discuss any concerns or raise questions. I think it's, I can safely say that they felt like we have positioned the department to, to move forward in a very positive way that's in line with what the grant stated it would do. And with the operations that we have in place. The leadership team has been a part of the Harvard government performance lab cohort. So that's a non fiscal grant that the department received under the prior directors leadership that allows us to meet with other communities who are in the process of establishing similar departments. And I say similar because each community as the more and more I we had our second meeting, or I had my second meeting with the Harvard government performance lab cohort today and each community state is approaching this work very differently there is no one, you know best practice. So, you know, locally you know that North Hampton has established their model in, in the public health realm. In Amherst, the decision was made to have this as a standalone in public safety. We had extensive conversations today in our cohort with a gentleman from Virginia where as a state, they have decided to set up regional responses. So, so that that aligns with their five regional mental health. You know, service areas. So each department is doing is really doing the work very differently. The affiliation with Harvard I think is going to bear a lot of fruit because they're providing us with information about some of the challenges that have been presented to the department around dispatching calls. I mean it's it's one of the questions that I asked today in that zoom meeting was, you know what resources what data do you have about the startup time from conception to dispatch, and the response from Harvard and they will send this data and I'll be happy to share it with you was that on average it takes a department a year and a half to two and a half years to get to the point where they're dispatching calls. And we're just at that one and a half year mark not quite there yet. So we, you know, I think we're we're where we should be the other bit of information from the Harvard performance lab was that most communities start with very few calls, call types, and so we're having that discussion about what the call type should be. And in fact, so this will come up a there's a little bit of of course overlap between DEI and crass because I'm wearing two hats. But so five 123 for four of the responders participated in the liberatory visioning sessions that were conducted by Dr Barbara love. And as a follow up to that session. There's a group of municipal staff employees who are in a group that we call the core equity group that group meets monthly for two hours and works on DEI initiatives self learning and with the goal that they're going to be seeds that are spread throughout the municipality. So that the core equity group met on Tuesday, and there were eight of us in the room and six of us had participated in the liberatory visioning sessions. The follow up session that we did in core equity was to build on what are the skills and techniques that you use to build coalitions and consensus building. And how do you have these very difficult conversations. So I led that workshop and then following the workshop. Two of the responders who were who participated in the group thought this is a great technique for us to use for discussion around call types. So actually, I said, I think that you guys should lead that next in service. You know you've had some training, you can lead your colleagues in this process I will support you, but they'll be leading the next in service which is scheduled for Tuesday around call types using the techniques that they've learned both through Dr loves liberatory visioning and through the consensus and coalition building workshop that I did. I've had lots of opportunities for responders to have professional development I met with each of them individually at the, at the inception and had, you know, a really in depth conversation with them about their, their work in the department, their challenges and their goals are both long term and and short term. You know, I actually before I headed home tonight I sent them a note saying congratulations were one month in and I think we have done remarkable work for the last 30 days, given where we were on September 20. You know, I am proud of the work that we're doing I am very proud and and really think that the team approach was the right leadership approach. I know that there are members of the community who have concerns about it. And what I said to the CSS JC at their, I missed the October meeting but, but at their prior meeting was that, you know, I did not take this task on to fail. I don't want to have this job forever, like I'm very clear about that I said that publicly to everyone who's listening to me, but I didn't. It is my, it is my sincere hope that at the end of the this interim period, this department will be in a better position for the next director and everything I can to ensure that. So I, I am, I, you know, I've discussed with the leadership team and with the town manager, what the final report from our interim leadership team will look at like all of the activities that we've done I've, I've suggested that I think it's important that an audit be conducted because if I were the person who was coming in with I would want to know exactly everything that that I'm taking on not only the personnel issues but also having assurance about where the finances are where the grants what's left of the grant what can I do what I can't do. And so I think we'll have a very comprehensive perspectives to give to the next director, along with a lot of recommendations but they won't be just that recommendations it's not our intention to decide some of the critical issues that I think has that have to be made about the future of press and. So, you know, I think that crosses and really an excellent position for for where we are. Well, thank you for that report. I raised my hand a because I was going to tell you we needed to move on a little bit. Yeah, sorry. And also to just say that because you missed the meeting with a neither you will Paul were part of the discussion that the CSS JC specifically around crest and where we are right now with them. I'm hoping that you all can reach back or at least attend the next meeting, because they have some very strong reactions and recommendations for what is and what is not going on with crest right now. Yeah. So the leadership team, and then I'll move on to DI, which I'll do very quickly and invite Jennifer to to to add as well. So the leadership team was scheduled to meet with crest at their last meeting. However, that was also the evening of the candidates information night. I reached out to the chair and informed her of the conflict. And they decided to go ahead with their meeting. But we are, we are scheduled to meet with them in November. Okay. Yes, they did mention all of that at the at the meeting that I was at present at Deb. Did you had something to add for about cross. Yeah, just a quick question. I really appreciate this update, but my burning question is what's happening with the director being on admin leave and how long is that going to take. And that was part of what the strong discussion was at the CSS JC meeting last week, but Pamela or Paul. Yeah, so I can address that. So, uh, Earl Miller has submitted his resignation. So he will be he's employed by the town until November 30th. And so after that, but that means we will begin looking for a new crest director immediately. That's a relief. I mean, just, uh, there's a clarity. Agreed. Yeah. And so last thing about crest is that the responders, you know, that we had to resignations. There was already one vacant. So we had to resignations. The responder position has been posted. And yay, we've gotten the first application for, for that position. So we're on our way to filling that position.