and a call to order at 6.34 and public comment seeing none. There's no Steve Whitaker. We're recording. Oh, are we recording? Yeah. You keep your smart remarks yourself or recording or we can get away with stuff like that. Progress. Negative. I just wanted to hear from the community. Right. All righty. No public comment. Looks like we are now recording. Correct. Yes. Next item of business. We're on a special meeting. So this is an ad hoc agenda. Just a little historical. Was that the late June meeting where we rolled out the co-directors model talked about how to assess it. CJ suggested a three month. So we're going to go back to that. And then we're going to go back to that point. And here we are. And that puts us, you know, exactly pretty much exactly halfway between the. Fiscal year. Starting and budget season in January. So it's a pretty sensible. Approach. I'm glad we have a quorum, but. Yeah, we should be able to get this done. With our numbers and our expertise. We're going to be able to assess the new leadership model. And I'll hand it over to the co-directors and they can discuss. How they see it working. Potential. I don't know. Glitches. Areas where it really is clicking areas where you can use guidance. Imagine you guys are giving this some thoughts. I won't frame it too much and just. Listen. I mean, that's, that's helpful to think about some. Open questions. We. Yeah, we've discussed it. Very recently and we are. As enthusiastic as ever, I'd say we, we definitely. In. Rocking steady, you know, doing our. Doing our work, you know, and making sure that. You know, we're doing our work. We're doing our work. We're doing our work. Are everything's been covered. And I think there was a lot of playing catch up that we, we definitely recognized and identified. Just the other day that we inherited. Some loose ends and we inherited some. Some things that just needed, you know. Clean up and. And officialize as far as like policies and procedures and. You know, you know, I think we just, you know, completed that we had started with the former E.D. And. Yeah, like the compensation. Work for our part-time staff raising. Emergency contact. Yeah. Getting all making sure that we have everyone's information. Grievance policy and a grievance process that we went through. Was a big. Was a big. Projects of ours. Yeah. I mean, you know, kind of getting into the flow, I'd say, and also doing the work that we do individually and as a group. Yeah, but I think we're, we're very happy with the way things have been going. Chris, just for the purposes of the minutes, the first thing you. Mention was. You said, was it staff compensation policy? Did I catch that right? Yeah, we created kind of from scratch. It's a way to assess and level up our part-time camera operators. So at this point, you know, there's the three co-directors, and then there's part-time camera operators. In the future, there could be other kind of positions, but so we've. Created, you know, a way for those camera operators to look at their skill level and understand, you know, where they're placed in a, in an hourly rate and how they can level up and, you know, what kind of skills that can earn almost like points over time so that they can, you know, understand how they can get to that higher end on the hourly rate. We did just, you know, take everybody and lift them up to that base rate, which is higher than it had been. You know, that was a big deal for us. And from some of the, the lowest end was like 13 an hour. So we, our range is now 16 to 20 an hour. So that was a big deal for us and something that we had advocated for as full-time staff under, under Rob. And now, you know, we took the lead on that and made sure that that was prioritized. Yeah. I don't know if each, I don't know if we can get that done. But, but we, we've, we've seen that.  Well, I think that we're the other thing. And I'll let Zach and Jen speak for themselves too, but I think the other thing that we identified the other day. That is. You wanted to name was that, you know, we've been, I think we all, the three of us have a tendency to. And make sure that, you know, we're, you know, satisfying to our own potential the work that we're doing. And, you know, we believe in this, this, this new leadership model and wanted to, you know, make sure that we've been, you know, so I guess what I'm trying to say is that we've hit the ground running and we've recognized that we've been running kind of like at a sprint and that that's not that might not necessarily be sustainable. So, you know, we kind of just identifying that and understanding that there is this kind of level of there's some work that could be offloaded that we're doing that is more in the like just daily production operate operations realm that it could be. And we've been working on that developing a staff member kind of lifting up one of our operators that could take some of that. And at the same time, you know, we've also been really excited about youth media programs and community engagement things and just making sure that we're like, you know, open and available to the public and doing a whole lot and you know, doing a lot of special events doing a lot of live streaming a lot of hybrid events working with new nonprofits on top of like the things that we kind of inherited that we were trying to clean up and make sure that all that stuff made sense. So, I don't think that it's going to always be like that kind of going forward we just kind of wanted to name that. Can we ask questions. Yeah please. How do you present. If I'm doing an article for some local thing like the bridge. And I want to call up and see what's going on with Orca, especially with things that are sketchy, the college. And I say, can I speak to the director. What happens. Well, we, you know, I think maybe we would let anybody know that's calling that you know, we would, that we have three co directors and we would name three of us and if there's someone you want to talk to specifically or if there's, you know, whoever answers maybe in any of the questions that could take your questions usually one of the three of us are answering the phone so I think more or less we're always, you know, trying to be on the same page but there we've often you know in the last couple of weeks we have to pass questions to each other and just like in any organization so. And you sort of try to explain whatever you think level the person is calling in needs as an explanation of what the structure power structure is here. If anybody called about the, what's happening at BC of a I don't think we necessarily have an answer for that. Yeah, that's a little bit beyond our, but it might be an article that the other circular news people wanted to know what the impact of what's going on or is going on today is on the whole community and certainly orca would be part of the question. Yeah. Yeah, I definitely would probably probably would let people know that we're patiently waiting. And our annual meeting is still going to happen. Our annual meetings happening this Friday and it's going to be great. And we'll stay until they kick us out. Yeah. The last update that we heard from their CFO is that they are going to advocate for their tenants. We did sign a document that I'm going to not get the name wrong but it's a supportive nation and non the torment agreement. Yeah. So I think it was part of our lease to like a lot of that language was part of our lease but I think they did a new document in case like the search party so they're going to get their ducks in a row about selling. We had this new document that we pushed and then because there was a little bit of confusion around what's happening with BC of a like we definitely sent it to the lawyers to make sure that nothing was kind of maybe not that they would sneak anything in but we wanted to be careful and so had the lawyers take a look to make sure that everything was okay and that we weren't signing something without knowing so I think that's where with the co directors like you know there are gaps and maybe we might not necessarily know but we know to go to the resources like you know and we talked to Michael about you know is is we feel like we should take it to there for me to make sure it looks okay and that there isn't anything with this real estate deal and those that he might be not necessarily shooting ourselves in the foot but unaware. Yeah and I think I think even under a traditional executive director model you would have wanted to send that to a lawyer I don't see that as a gap in anyone skill set there. And I'll add that the, the message from the CFO when she sent it to us was I highly recommend that you take this to your legal counsel. Yeah.  Yeah, yeah, I just had a couple of comments about the new directorship. One is that I think that the my sense of walking through the office is that there's a lot of satisfaction among the directors that people feel kind of empowerment and fulfillment, which I think is really speaks well for the for the, you know, the design of it. And the other thing is that I think having the regular newsletter come out has been has been good and will continue to be good for outreach but just for, you know, even within the camera operators and other staff. I think it's informative and keeps things live. So those are, those are two good things. Thank you. Thanks on the newsletter. I actually, I don't know how often it comes out but I don't know if it's going to my old Verizon email from 2008 or what but I don't know if all board members are getting it. And here it's useful but you can send out the link to sign up with your preferred email address or we can sign you up if you don't mind. I mean, yeah, yeah. Yeah. Yeah. Without diving down so I think that there is, we weren't really deep into the whole BCFA question without. If you were to get a call, one of you that maybe is overlaps expertise or is outside of what you feel you can clearly answer. Is there a process that you guys have for sort of, I'll give back to you and you guys sort of circle up and you have like a regular schedule to sort of, yeah, I think with this sort of question and then get back to people. Definitely, I think if in a lot of cases anything that is like beyond an immediate answer is like rises to like, oh this is something that we all need to talk about it would, it would probably fall on our, you know, like we've, what we've discussed before is our regular Wednesday planning meeting is like, I think a really important one because that's where a lot of like organizational questions end up so I would say in that case you know if there was, you know, and we would know that on that Wednesday time we were all going to like wrap our heads around something so I think that's probably where it would end up in that conversation. Yeah, I'm trying to give an example. There was one that just came in this woman with the sponsorship question. So, I mean, we talked about it here before but she was looking for a donation and what was Orcas policy so it was, she, we asked her she called and said, Oh, you know, I'm looking for a donation I want to come in to like drop off some documents and we're like, yes, come in, come drop off the documents we'll find out what our policy is or what we can do. And then when they keep when she dropped off the packet, like we took it but then we amongst ourselves that we should bring this up in the planning meeting so we could talk about what is our policy about donate, giving out donations because we didn't have a clear one before so it's like what do we especially from the previous board meeting when we started talking about sponsorship and we're like okay, so are there some clear rules that we could use right away to answer this question, but you know, and so we definitely are like okay it's like planning conversation because it and whether it like hits on my policies and procedures or you know how will it affect outreach and things like that and so I think that that's we, you know when we feel like oh this seemed like a bigger question that we bring into that planning meeting, versus like the operations meeting which is on Monday which is just like, who's covering what we need to be aware of this that the other. And so I think, you know, we are trying to keep communication super open and transparent and like constantly sharing emails and we have emails that we all access so oftentimes we'll say questions come in. Can you send it to this production email because we all three have access to it and can see what's going on shared emails. Yeah. And so I think that that's where we've been. I think one of the efforts that we've been really is to be very transparent and very like open about you know this emails coming up I'm going to put it in there because we should all have access to it whether it was within you know that's wrong or not. It's just good to know what's happening so that if something else that they came back in the door we're like oh yeah you came earlier, you know, is that so I think that was something that we three all said it's important and we make it a priority that we share this information so everyone gets away. I'll pick up there with just this specific question. So if I send or receive something from Orca office that email address. Is it safe to assume all three sets of eyes have seen or Jen are you the keeper of that and you figure out who else ought to be in the loop. So the office email is for like administrative so if someone has a question about their time sheet or like they need to change this so that staff knows that they can send in any type of administrative documents to it. And so I do keep an eye on it but sometimes I'm like Zach did you know did you take a look at that email that came in what do you think about this or I'll be like Christopher that email came through. And so I may prompt them because I might, I probably am in there more, but in terms of it triggers the conversation of Oh, you know, take a look at that email what do you think about this or I noted that and so and that says we all have access to it. I think that was email. I think they're a little bit different so it could be that I know Zach might not necessarily look at it often, but I'll be that's why I'll know be like Zach, you know, this at the other, but you know, I think you kind of split up some of the more like general inboxes like I was kind of more regularly checking jobs at Orca media and you know we all kind of look at production at Orca media and info is the other general. It feels like there's a lot of really good communication and flow between you and everything I've seen has been really positive. Have there been any major surprises or sort of things that have caught you and aware it's like, you know, perhaps tasks that nobody knew needed to happen that kind of thing. Right. Yeah, I think that that was, you know, without getting into the like details too much about what happened with the grievance situation I think that since we weren't aware this was like a situation that had some history. You know, we weren't necessarily aware like, where to look for like documentation and things like that, because I wasn't super clear before and you know, or if there was documentation around that specific, you know, grievance that had history and I think that that if anything like influenced us to be like okay well if this happens again, we really need to make sure that there's a process for this so we put a lot of energy into that. And how there's a system for tracking if someone has. Yes, exactly and like how to go through some, you know, like a basic conflict resolution and all of those things and how to have outside mediation and you know, and what to do backfinding and everything. So I think it's pretty thorough now. And a place for the records. Yeah. If you can refer back, definitely, definitely yes. And I think the other thing that's nice is like that kind of has institutional history so when we were talking about the annual meeting. It was like, Okay, Zach, do you remember what was going on, like how the annual meeting and so in that sense like if we didn't necessarily know we could hit institutional memory and it could have been like, Oh, and that gives us where to kind of maybe rummage around. And so it's kind of nice that it's all that we're here and things come up that we didn't kind of know what to do with we could try to remember what was happening and then I have my little bit of institutional memory and then like okay. And Christopher has I think like outside like the other band like other access centers and so I think because we all have different. I think skills and strengths that you're able to because they're having a couple that were like, right. And like a little thing I noticed that yesterday I was excited about because you know we we got in this situation where I realized that tomorrow on Wednesday. I'm like, fully booked and there's this band update that is like really important that the band the group is trying to, you know, make sure that all of the executive directors around the state are well aware of some of the changes with paperwork that you know that all of the communities media centers are going to have to fill out and some of the legislative money requests and all of these things that are happening what to do with the money and how that categorize it. And so the fact that I think that we had three of us, and I'm like just not going to be able to do that and I was on the advocacy committee and it kind of made sense for me to join that Jen stepped up and was like well I can be there, you know so we when we have, I think the three of us can kind of fill in and, you know, share our brain power and gather information, you know, on behalf of work and cover for each other and cover for each other that's super helpful. Yeah. Yeah. This is where the communications is super critical that you ever you guys are all talking regularly so that something like this pops up they're not just sort of walking in block. Exactly. Okay, so what is the there's like a new system. Yeah. And I think that that in the same with like the sergeant and arms conversation that we've been having slowly with Vermont public and Zach like I think, and Jen, you know have more familiarity with what's been going on at the State House as far as like infrastructure and how our media has been involved.  Are we the only van organization that has a tripod tape directorship. As far as I understand that try parts, yes, but there are media factory does have two co directors. So there are co directors. Yeah, so we've passed the word on. We haven't actually I had a long conversation with Megan aurora at Channel 17, which is now actually it's to be channel 17 time in TV but now it's just time TV in Berlin and and they're proposing something very similar to their board this month and hopefully they you know so I think they're proposing to maybe three co directors as well. Did they similarly have an executive director move on or they're moving into this proactively proactively because I think their executive director is more or less like stepping back but still wanting to be involved. Other questions or comments for the co directors on this, this model and how it's functioning. I was wondering about Vermont public. How does that work with you in with them in the office. Yeah, I mean, that is a challenge. We're just kind of talking about this, you know that came out of just a request from David little field who is one of their producer directors for Vermont public. And he lives in Eastmont failure and, and he's a friend of mine and you know they, he was in a situation where he just couldn't find good internet. And earlier so he, you know, asked us if you know we could find him some space and he's been here ever since. And, you know, and I think it's become it's a nice relationship you know we've had different levels of conversations with Vermont public recently whether it's around the media with Scott Finn and Eric Ford or specifically with Eric Ford about what's happening at the State House and the kind of AB infrastructure and yeah I think it's kind of I think it's been nice for them to know that there is, you know they have somebody on the ground here at Oregon media too so I, you know I think that there's a lot that could be a lot of that relationship, so. And I think that we've been talking about maybe because because he is an editor it's like picking his brain about you know how does Vermont public do lower thirds I think with the turnaround but it's like he's where I think we're starting to see him as a resource that maybe we can use so that we can say you know this is another group of people that do similar work and what are they doing that we might be able to and since he's just in the office it's easy enough to be like yeah and he's been very generous I think with you know, for example we had the homeschool class we're doing this that just started eight weeks. Local homeschool group that is coming in to do video production class and you know we were, I was a little rushed kind of going into it and Dave blended his support and created a little worksheet for them right away and we know we had. It was a nicer nice nice to have that in addition to what we have prepared for and same with like figuring out our productions a post production time and as we, you know do things beyond gavel to gavel, kind of understanding almost time goes into editing with, you know, traditional like pbs packages type of things that we might want to do for nonprofits, Dave is definitely an asset. So is that space rented to him. So it's, it's an in kind. It's, he's just there so I think that he's offered to, you know, have a conversation or try to, you know, allocate some money and I think that they've been open to it to this just nothing has been official yet formalized. If something happened where he was allocating money. Who is it from the tripartite directors that decides what that means about our 501 C three, you know. So that's where that's why I think we've been holding off and making it would be a conversation of like the subletting within the lease it would be like you know if he is what how big of one type of relationship so I think that's where it's one of those conversations whether it's like, you know, and I think it's a conversation of is it policy and it's just like strictly looking at the lease, is it more about outreach how do we leverage this relationship more and so it's like we get like and I think that's where we are now is like we're leveraging the relationship and trying to get us in a relationship with them and so that's where we're like, you know, it's not we're not using the space it's fine for you to use the internet. And so but then at some point, you know, it might be that it's a conversation that we have that we're like okay we're ready to maybe start charging because we've got all our ducks in a row we looked at if it's going to make a difference to our standing. Is it going to make a difference to the landlord is it and so I think whereas right now and that's where we're like you know is it also is there an immediate need to make this relationship super formal. So right now it's like the monies that we would be getting from him. I think we're like okay it's not quite. We're not making it into a revenue stream yet and so we're just like okay well let's just look at all the different things that can come out of it and if it is the barter like services and kind that we're kind of getting from him that. Yeah, it's just the relationship with them is really good right now. I'm not very excited by it but I also know how many wrinkles there can be. I mean you say no, we talked to our lawyer and it looks like we shouldn't be taking money for this place that we rent, but we can take in kind of services and that won't violate tax policy where it's 501 C3. If anyone wants to have public provide a similar kind of service to some of our coverage of events in Burlington or even here. Those are the questions that are just hard questions. Just on the does, does anyone know if our lease allows for subletting. Offhand, I feel like I don't remember exactly but I feel like it was a no but I don't remember that language. I think where I was hesitant about bringing a sub letter in is that this whole the VCA environment seems a little bit unstable and it's like so I just like I don't, you know, even if it's specifically said in the least no you can, or can't I just like I don't know that I was wanting to risk it and it wasn't super necessary that revenue to make it official I felt like well, you know, we can have them take up space that isn't getting used already and until you know things may be. What's happening with VCFA or. Yeah, if you need. Yeah, and it feels definitely like a friendship, you know between the two organizations that has formed through, you know, just date meeting space so I think that's really open the door to a lot of other conversations. Great. Other questions comments on the sociocratic model. Well, um, what about with Eric Ford. You say that's mostly about what's going on at the State House or what kinds of conversations have you been having. Right so Eric Ford. He and I initially connected around youth media programs and what, you know, for my public could do as far as like they were interested in putting resources into. To youth media education. I think part of what I understood was that in their strategic plan, they need to make some kind of decision about where to put some resources into the next couple years and they haven't necessarily made that decision so like youth media education connecting with schools doing residencies doing more programs around the media is like one of the considerations. Now, one of the things that he said, initially to van and to me was that they want to, you know, leverage the fact that we have physical space throughout the state. And so connecting with community media centers seems like a really smart part of that decision so they were going to expand into youth media, you know their stories from every corner is their new, you know, motto and so they're trying to be more actively around the state without putting any investment into like physical spaces. It makes a lot of sense for them to be like present in community media centers somehow or maybe they, they're, they're helping support programs that already exists, creating ones that don't in certain, you know, a lot of I think the general consensus was that a lot of the community media centers have not had the resources or capacity to put any time or people into youth media so having said that the next kind of conversation that came out of that is he's also leading an effort to just figure out what's going to happen with coverage of legislative events that you know there's some logistical things that are they're trying to figure out I think they had a live line to the Senate, you know floor to the chamber and so things have changed they're trying to figure out what they're what is needed what they want to ask for there's some money obviously to put into a B at the state house and so I think it makes sense for him to to connect with the band and work of media, as far as state house coverage goes to find out what it what are we asking for as you know collectively and do we all need to be in the same room do can they pull from an orca media feed it you know what is it going to look like. The other thing that interests me about him specifically is that he's sort of heading up the made here project. I think that could have some connection to the content that orca produces. I think it was at the major festival that I was telling Eric to reach out to orca here because they were Eric and Scott, I was having a conversation with them talking about this exact issue. And so I'm glad that you know there's some progress happening on that but it's just before the change over leadership so it was like a bit of treading water after that. And also certainly made here is always shifting into a whole new arena right with the kid film thing. And the whole series of kid made films. Well, what they did was, yeah, so actually, this just happened last week that for my documentary lab is going to get $100 because they got licensed through the, since we were part of the freedom and unity film maker program that happened in White River Junction that made here has like licensed that whole three hours of youth filmmaking products from White River Junction, you know, to syndicate or whatever it's a license to their channel. So they're going to give every filmmaker from that contest $100 to license. Yeah, so that's a whole another thing. And it's exciting. Yeah. On the other hand, it opens up a whole series of things. Vax or no Vax restrooms shared and not shared pronouns given out or not given out creative racial theory talked about in school with parents angry outside. No, you don't talk it's that. Yeah, so I'm just thinking that once you knew you start dealing with kids stuff. Oh, yeah, it's wonderful. On the other hand, it opens up a whole Pandora's box of what the parents do and don't want to happen for the kids. Yeah, for sure. Yeah, I mean, that's something that we're going to say. Christopher has brought up like we've been talking about professional development and especially around you and maybe one of the priorities, especially if we're doing more youth programming and more youth activities that we all start to think really hard and prioritize, you know, some professional development around youth mental health. Yeah, so that's definitely has come like Christopher has said to me mail to all of us and said, you know, these are these, these are some topics I think would be beneficial for us to start looking at and I think that will be, I think professional development's always been something that we, whether we didn't have time or wasn't push or wasn't something that was kind of pushed forward and I think we all three are like yes, we think professional development is definitely important. Right, and I'll just kind of like tag on to that. I did have like a reflection conversation on the Vermont Arts Council grant that we didn't receive and, you know, Amy Cunningham said, you know, as you're going into a strategic planning project, you know, keep in mind it's like you guys are, you're you're doing a lot of this work already like serving in under resource community serving low income folks it's like, but it's really important to, to use that language and say that you're doing that you know and then recognize that like you do that, and you're doing that because you want to do that you know so I think and part of like professional development is like. Yeah, you know it's like that understanding who we are as an organization and who we want to be, you know, five years from now and using that language, I think, also having that under our belt it says that we you know that to show that we've gone through like just regular diversity equity inclusion training that we haven't done, you know, so I think that's important. Any other questions or comments on this co directors model. They sure have a lot of ideas. Yeah, some good directions being suggested. If we are, in terms of just the conversation about it, have exhausted it. I've been thinking a good way to memorialize sort of approval of this model would be. If someone would be willing to make a motion that we authorized the co directors to build the 2023 budget around this model. Does that make sense. Just kind of as a way to say yeah this is let's lock this in. Let's make that motion. Okay, I hear Dave making the motion to authorize 2023 budget to be built around this model. I'll second it. And Rachel seconds. And I actually got to take the minutes on any further conversation on that. Or I could call the question. Sounds like I'll call it question and Rachel seconds. All those in favor of authorizing the co directors to build the 2023 budget around this co director model please indicate by saying I and oppose. And that's unanimous. Great. And I'll turn this into the circles conversation, which I don't know if you know, just barely a quorum turnout I don't know if you guys were hoping to assign all nine and there's five of us here or yeah if you could just share what you hope to accomplish this evening and what we can accomplish given are just barely a quorum numbers. Yeah, do you want to say. So I was going to say, I would be lovely if everyone here we could assign to some circles. And then those that it's like a little bit like you know if you weren't there for the PT meeting get trashed. Yeah, but just give the opportunity and then if there were first and then we can reach out to those that weren't here to say, you know, would you like to join up and we now get it to more of like we would like to sign up versus we would would you like to join up. And, and I guess it comes. The circle conversations could be like if there were any questions or if there was any concerns about time commitment and what is I guess expected versus. It would be, I think we would love to use the board as resources and their expertise and various things to try to help answer questions that we might have about policies or as we start speaking strategic plan to start having smaller focus conversations that maybe it might be easier to have outcomes that can come out of it versus like sometimes with the bigger meetings. So I think that's kind of and we kind of divided it up by our set so to speak. And so I think for here, if we, if we can sign up people or if anyone had questions I guess also that this is the opportunity that there was questions about things. We're thinking, like three per board members per circle but not necessarily everyone. We're thinking on everyone's going to be assigned to something. I was going to say, I thought, right, like, not every board member will be assigned or every board member will be in a circle. Yeah, they might not be able to commit. Yeah, so that's the other bit is if anyone cannot commit to being in a circle, I guess that would be a conversation to have as well. Whether that's the time constraints would not be able to do it or they, you know, I'll, I'll sign up but please note that this is, you know, I wouldn't be able to so I think it's, you know, so we were hoping to start the conversations and see if anyone had questions or So each of these circles would be called together when the sort of co-director within that circle or identified a task. We would necessarily meet okay every other month or, you know, third Thursday or it would be something that the lead co-director would would say would gather up the troops and say here's what we need to do. Can this circle me to figure this problem out or answer this question or perform this task correct. That's the design. Yeah. It's a lot like, you know, other boards that have had committees but it feels a little bit looser and a little more informal which is, which is I think kind of nice. We can kind of just develop a relationship and lean on each other a little bit and I've already come I feel very comfortable joining the policies circle that's exactly the kind of work I do every day so I'd love to be part of that one. I would think that I would think that I would be outreach circle.  That's great. That's great. Yeah, I think that outreach would be the way you would think facilities since I have production experience but most of the stuff on the facilities look I don't know that much about. I think the policy stuff is something we just like a higher priority. Yeah, it sounds like that's where you've had to do some catching up. And we're looking at, actually, like every week we've been looking for it and it's just like outdated. Right. Yeah. Yeah. Yeah, I'm happy to and I do have the time to be a little bit more hands on involved in one circle I wouldn't be able to get to more than that. Did we say that if a board member was enthusiastic about being on to certainly I don't see why not. I don't have that sheet in front of me but I did notice that there was one section about the Green Mountain Film Festival. And I think I'd be interested in that. I don't know what section that was. Yeah, where would something like that fall would that be outreach facilities or policy. Yeah, that's that's in the kind of the detailed view of outreach, where we just name a few potential projects that Green Mountain Festival is in there. So it sounds like Sue that was an outreach volunteering. I guess. Okay, great. Dave any, any thoughts or preferences. I would think that what we'd be trying to do is find out what the strengths and credentials of the board are. I'm staying away from all things that have to do with technology and equipment. I was just thinking Carlos would probably be a natural for that one I don't know if the co directors have batted that one around. Not to volunteer when he's not here but yes match up to interest and expertise. I'm not interested in outreach. And I'm but I'm also interested in advocacy and I'm not interested in fundraising, because I have four organizations that I'm supposed to be raising funds for. And they're all good organization. But I do want to get conflict fundraisers. I think with the fundraising we were thinking that you're so if you're very involved in fundraising, it's like your knowledge of, you know, and not so much that we would have you, I mean you can always fundraise but we would want to delve into your, your brain about your brain. Yeah, about fundraising so it sounds like even though you don't want to do it. I think your skill set would fall in that outreach because it looked like it was advocacy. Okay. And I'll stay without reach. Yeah, that's great. So we have three. I guess if I if I were on policy that would round us out to three there as well. You and check this out. Sorry, what we say. I just, I'll throw my hat into the policy ring if outreach looks like it's all rounded out. Wait, who's on outreach. I got was it Dave Chad. Yeah. Yeah, okay. And I was going to say, if you want, I mean we did these rough numbers so it could be like an outreach. To have four people it doesn't have to be just me. So if it turns, you're being like, low, low. Yeah, name a minimum right. So we can put you in the outreach to Mike if you want. I mean, I get, I'm probably default in the executive circle. And we haven't talked about that one, but that's a purely board member thing. Right. So I think I'd be all sad. Yeah, I think the executive circle. If it's not clear already to folks is that you know that one. Oh, it does. It is defined a little bit in the overview. You know, that is a place that makes sense for, you know, I guess the most similar thing would be like the hiring committee that exists or the HR committee that currently exists. Whereas anything that is like an evaluation of the co-directors, you know, that a point person for grievances outside of the co-directors, things that would make sense for. Would it just be board officers? Yeah. So just, and we said three seems like a good number, but it could be more as well. And I don't see that one necessarily. You know, that's also meeting as needed. Yeah, hopefully, hopefully.  Yeah, I guess I guess co-director, yeah, you would, you would eval on staff, but co-directors would be evaluated by this executive circle. Is that. Yeah, that's probably the most regular thing they need to do. All right. Well, I think I'm on the hook for that one. So any other board members have an interest in joining the executive circle? Officers, the board officers. Yeah, we could just, we could just say it's, it's a chair secretary treasurer. And there you have it. Yeah. And then naming roles. That feels right. Yeah. And I would, uh, I'm glad to be a ad hoc representative whenever there's conflict. So I've dealt with almost every possible kind of conflict. Great. Well, we have done the work of, of. Present board members volunteering. Which actually moves us to board officers, which I requested to be put on this. Um, agenda. So our bylaws state. That the, um, board meeting following the annual meeting open house. Is when we elect our officers. So I would just like to take the pulse of present board members. Uh, as to, um, and I'll just, I'll, I'll do the lay of the land. Um, Carlos has been a secretary for, I believe, three years. Minute taker. Um, And he's looking to get out. So he doesn't want to be nominated. So we're, we're, we're just kind of framing and, and, uh, for the meeting following. Um, open house, which will be, I think it's, is it October 24th, but October in the 20s. That's when we are by bylaws, um, required to elect our annual officers. So that, that secretary position looks like it's in flux. Um, I'm, I am, um, happy to remain. In this role as chair, but also if like it's been, you know, it's been a time suck, especially this summer with the grievance policy and other things. If someone is really curious about and have some ideas about taking, um, taking the chair ship, I'd be, you know, I think I'm on year four or five. So, um, if anyone wants to make noises about, yeah, I'm curious about it. Tonight would be a good night to just lay that ground. And I can think about getting out of the way, but also happy to continue the other, the real price sticky wicket here is, um, um, Mike Doyle has been, you know, very graciously staying on the board, but I think we're in year two of making noises about like, I'd, I'd like to step down or retire. I've done my decade plus service and, um, um, got Rachel Feldman up to speed, uh, to be the heir apparent, but she hasn't been terribly present. So I'm not sure what to do with that. Um, so that's the lay of the land. And if, if each board member just wants to go around and share their interest in, or thoughts on any of those positions or dilemmas or, and also maybe hearing from the co-directors too, but that's why I wanted this to be an agenda item tonight because I think there's some, we're in, we're in a bit of flux. So, um, those are the, go ahead, Rachel. Yeah. I'd be willing to take on the secretary position to give Carlos a break because I know how, uh, challenging that can be. But if anyone else is eager to do it, I'm happy to step aside. You may have multiple nominees, but thank you. Yeah, if there's other people who are interested, I, I would be happy to let someone else take it. Sure. Sure. Um, but yeah, but as for the, I know how difficult I'm trying to find a replacement treasure at the library too. So. Okay. Thank you. Um, any other thoughts or. Um, interests in, um, yeah, I guess we just hear each board member once just wants to chime in. And you don't have to self nominate. You may just have a thought about the treasure dilemma or anything. And then, uh, we can move it along, but I just did want to just take the pulse of. Yeah. About Rachel as a treasurer, I think she's got a very prominent, um, daytime job and, um, is very, very busy and it would be a really great idea to find somebody, um, a replacement treasure. Um, new to welcome to the board and to take hopes, you know, specifically to take on that position. Yeah, we're actually looking. Trying to find a treasurer board member also. Because I'm not good at the budget stuff. Uh, either. I know when we hand out that section of the, uh, I don't know. I don't know. I just kind of got in my brain. It's hard to find those people. Yeah. Yeah. So I'm hearing this just may be the need for a, a recruiting of a fresh new board member who's got like. That skill set. Yeah. I'd be happy to, you know, make a kind of public announcement on our channels. If we do agree that, you know, that's what we're looking for a specific, you know, type of board member or just that we're open to. Looking for board members. Right. My apprentice, somebody. Mike. Right. Mike. Uh, I was wondering if besides requesting to find someone, you know, I think it's a great way that the current person, uh, you know, has done it for 12 years or whatever. And I would be glad to help, uh, inform. Sure. And also advise a little bit as he got used to where she got used to doing the job. That's a great idea. I think I'd be more. The willing to join if somebody was, you know, Yeah. I, I would be happy to join. Um, I would be happy to join. Um, just to be a co-director that would work most closely with the treasure would be gin in terms of responsibilities. Correct. Yes. So go ahead. I was just like for institutional history. So with, when Rachel was first asked was other board members aren't here like CJ seems like she had some she was looking at EC fibers monies and I didn't know that was kind of asked of her and she said no don't want it and so to ask her again would be kind of bad or if I don't I don't think she was yet on the board when that sort of beginnings of of tapping Rachel to be the irreparant was I I don't I don't think Rachel was asked and I mean CJ was asked and said no I think it was was either prior to CJ joining or it was just much less formal and that Mike Doyle and Rachel talked and he like introduced I think he introduced her to like the Edward Jones people she may be able to sign off on some things I think she was kind of like one third or one half of the way to being kind of fully in that in that position um and then Jin I don't would you mind just trying a little outreach with Rachel to just see if she's like a clear sorry can't or yeah no I could but could I leave board meetings early after I present the treasurer's report like I don't know if there is any you know potential would you mind just that that conversation yes I will reach out to Rachel and see um and try to see what's what's the pulse of there is thank you thank you yeah because I don't want to assume too much but um that just does seem to be like the the handoff that isn't complete or where is it um that would that would be great if you could do that appreciate it there was right maybe the next obvious ask is CJ go ahead Sue oh there was that guy I I forget where he was from he was one of the he presented a financial um programmed to the board and Edward Jones he was from Edward Jones so maybe that's a kind of a conflict but you also had been a Broadway show performer yeah yeah yeah right he had media interest too yeah so he seemed like a great guy I'm very familiar with it with our account yeah he and I have been playing phone tag like for more than a month um and I just I finally just left with his secretary like hey do you want to come to the open house so he may pop up at open house um and he may have a lead actually he would be a good source for a lead um if there is a conflict of interest if you want to you know we got a couple ifs here but that's a good thought is it mark is that his name yeah and he he presented on like green and clean um investing right that's the guy you were thinking of yeah yeah yeah which is you know that would be a nice direction for us mm-hmm did I hear the beginnings of another thought did someone I was talking about him interning with us because he knows Mike and Mike and he can talk to each other so that while we look for Mike's replacement he could also be the bridge to getting the stuff done that needs to be done for a while I'm thinking they can't be apprentices to each other but Mike and he talk the same language and cover the same investment and so it might be that we have an interim search and let those two cover things while we while we search no that's just the I'm just trying to capture some of this any more thoughts on sort of the the moving the deck chairs around here and the board officers when we reconvene in October if not just imagine go ahead sorry would it be worthwhile to include in our announcements on Friday um but you know if anyone's interested in governing our organization we're always looking for you know one or two you know willing board members to join up because I was also curious our maximum number in our body yeah I was just thinking we were at our max we're at nine is the okay so they have to live in our in our service area in the service area yeah I believe the bylaws say between seven and nine I think we have wiggle room but I think we're topped out right now so it would either be a bylaws change which the way it's designed three readings and three meetings takes six months or a vacancy yeah so maybe we'll hold off then I'm announcing anything at the end I'll meet you and yeah I'm just I'm just glad the conversation's like starting this is just easing my mind and thanks for the good thoughts there so strategic plan that you guys have shared and then shared again the document from Nathan and I guess the sort of nitty gritty on that is what is it page the page that says 450 a week 200 a week 1900 1800 600 he's suggesting 90 minutes a week yeah the people had a chance to chew on his strategic planning kind of offer offer to support and structure I just felt like it was really expensive that was striking to me as well and then and that it was you know the finances forward sort of it was more his interest in how he was going to get paid as opposed to the nitty gritty of the offering like what what you have on the other end yeah well just that he had so you know self-interest in in what he was proposing not his his ideas were bad at all but right just who he was as a person do co-directors know how he charged for his prior work like was that last winner or um so he hasn't charged us anything at this at this oh okay so this bit some courtesy supports and I'll just comment uh or speak to what you just said Sue I think that the reason that we are seeing numbers in this kind of like menu is because that's that is what we asked for so I think we we had I think of all of those conversations were were a more thorough kind of understanding of the package that we were like exploring right and what we and what our needs were as an organization I'd say a large part of him handing this to us was like us wrapping our heads around how much is this going to cost us and what kind of you know timeline is this going to be I think that this kind of section one is not so much applicable anymore and that's what we're talking about so it sounds like you say section one is that number one on page three and the pages are numbered but it looks like it's page three that's right yeah so I think that we've at this point just held off until after this meeting skinny numbers yeah there's oh yeah are they actually skinny numbers yeah oh yeah there it's got um actually point of clarification where he has in bold 450 a week f 200 a week is that an either or like ease the more robust option f is the less robust option or is that a both you know what I mean right I think like I said I think we kind of have to talk to him he's expecting some kind of follow-up after this meeting so we need some more clarification on that what is going to happen first and I think that that 200 is the less robust option because okay so that is an either or similarly on two there's an e in an f 1900 and 1800 those are either ors or you could sign up for the full retreat and the three two hour two three hour boards you know what I mean those are also they're or that's how I read it that one or the others okay so it'd be I think that he did try to have it very chunked up so that they were like we could have like not have to take everything but like because we also told him we weren't sure what was going on with you know they're still evaluating us we're not sure what the strategic plan plan is going to be and so you know if he could offer us all kinds of different menu item type things and at different levels like whether it's not a lot of support or what would a lot of support look like and so I think that's why it's there's so it's like we wouldn't have to accept all of this it'd be like we pick and choose what pieces we thought we might be able to use so and it was you know and how how involved we wanted him to be because even that we weren't able to say we really want you to head the strategic plan part or we might just need you to help us guide you know figure out a plan so I think that's where that's why like number three is like the 600 where it was just kind of very sketch of we would just provide some support while we came up with the most or you know most of the strategic planning process so I think that it isn't like yeah it isn't everything it's just which pieces we think we might like the board might want to do in terms of strategic plan and I didn't know I think part of that institutional history also is what strategic plan things have been done with orca and it was you know so I think because we remember Rob saying like he did part of some strategic plans that were really not bad but ineffectual or nothing really came kind of came out with it so we were like we weren't sure if the orca board had done stuff or if we needed to build something super robust or it was like old hats for for the orca boards that were like oh you know this is we just need kind of fair minimum stuff and thank you you know it does cost money if you're going to bring in a consultant but if you don't then it's going to cost just as much in your time and you know those resources I know I'm I'm in the middle of a strategic planning process where we're not spending a lot of time and money on a consultant and then it's a lot of work on the on the strategic planning committee so I feel like it's it's probably it doesn't to me the the numbers I'm looking at especially two and three is being kind of the areas where most likely you'd want to spend that money and it doesn't it doesn't to me seem that bad now that I've gone through three months of constant strategic planning meetings without a consultant so I think it's it's kind of not a bad deal that's helpful to hear yeah yeah yeah good I was just gonna say that I like to give this organization credit for the strategic plans that it's worked out ever since we moved from downtown came up here worked out a plan worked out a schedule taught classes to high school students open up the facility maintain an archive and then dealt with tripartite administrative figure and I'm trying to think what could I've done for 175 dollars an hour for this guy that we didn't do already ourselves yeah I guess Dave Dave you make a great point in that like we've actually kind of moved the ball in multiple realms uh successfully without sort of pregame planning it out we've had a a series of kind of ad hoc fortuitous movements that in retrospect look like really good strategic planning but it wasn't like we were following this five-year plan and um you know I don't you know if we're just catching a wave um write it out or actually no let's get someone to formalize this but but excellent point I mean I think we we have we're we're not a stagnant organization when you're doing a strategic plan like this for for those of us not in a non-profit background so much what what do the benefits that we get out of it and um what is there like something like if we're going to the arch council is there a benefit to being able to have something like a chief in order to get in grant money oh yeah I I think that's huge I think it's it's a way to kind of I think what I find in a benefit to having it consulted maybe because I've also kind of you know we've had experience doing things ourselves and it does really take a lot of time and there's you know your daily work that still needs done on top of it all and I think that having somebody outside of this organization is going to bring like their process and their experience you know in this community and they're going to kind of like usher us through this so that it is efficient and there is this kind of concentrated effort that goes into specifically like visioning and strategic planning that part where it's like you know we put a lot of energy and whether it's the co-directors and the board working together um or separately um into like the language like I said that we understand about ourselves kind of creating this culture that we can move forward with so that we you know we have this kind of unification that we can present at grantors um so what do you that you have at the end of it you have like a five you just have a document yeah you have a document which is big you know the fact that something is like nicely designed and you can you know there might be like a a large version and kind of the one page version you know and maybe you can speak to this yeah I'd say that increasingly it's an expectation for uh for like granting agencies especially to see that you are forward thinking that you that you you are moving in a direction and that you have a clear vision for your organization um and frequently what you do end up with as far as like a physical item is you'll have kind of a long longer plan and then like a real nice you know one page item that's a perfect thing to hand out to potential donors and grant granting agencies and uh yeah I do think that um you know you it you get the question all the time now oh nice of your strategic plan like it's definitely like increasingly an expectation on organizations like this so I I think it's it's hands down and it has a ton of value um how you go about it you know you can do it cheap in-house and do the best you can but knowing that's going to take up a lot of staff time and potentially our time is as or you can bring in you know somebody like this who can really help guide the process and uh take on you know I I'm it's that number three thing there where he he actually kind of creates the the plan itself that's potentially really valuable these three one that can be separated out because 600 doesn't seem that bad looking at 450 or 200 a week I'm like yeah I I think three the the the actual written document would really likely come out of the work that comes in number two that's the critical yeah well and as you can see likely September and October I think that Jin, Zach and I had and Michael I think had just mentioned this that we had all kind of agreed that that section one we kind of did ourselves so I don't see so much of that period needing to happen anymore you know there might be a charge for like you know this meeting because like he has generous generous with his time you know he's I think we've had at least three years here we have and he hasn't charged us anything I would expect over a year right we've been talking about you know email and so I I would you know that he does this for a living too so we'd expect to pay him for our next meeting and whether that is a $200 meeting or something like that that then launches us into this phase two I think you will and I think that I am a really attracted to this this retreat time like I said that concentrated effort I think that's huge for really looking at you know whether it's like because if you think about it you know from the bird's eye view of the organization that that we're now leading there's a lot to look at there's the mission and vision there's the language that we use to talk about ourselves you know we just looking at our mission statement alone and reimagining that there's the finances thinking about like what kind of plan we're going to create for fundraising budgeting and then of course there's like policies and procedures too and all kinds of things would um would a strategic plan like the result be like there would be sort of a list just nuts and boltsy like these are the professional development trainings the co-directors need you know in in order to better access youth programming and because we know there are but would would would we now get a specific thing and it's you know we know the dates and who runs them and like is it is it that level of nuts and bolts do you have a sense of that like it can become a just an action plan ready to go or then it bounces back to you guys to find where those trainings are and and try to match up the you know what I mean I know Nathan is definitely a resource he's a Montpelier you know person that's done this in central Vermont so no it'll be also I'm sure there will be some as far as like actually it won't be I think it will be like you should do this through this organization comprehensive and specific do you guys just want to play with um numbers for the 2023 budget and maybe report back in October and November and say look I think this comes in at three grand or six grand you know like does that make sense yeah instead of us trying to pick a number out of the air tonight so I think that what we kind of wanted out of this meeting about strategic planning is that whether there's consensus about bringing in and outside consultants so that now we can have maybe a bigger conversation with Nathan versus okay great like we have to do and you know it's then that makes sense and we could try to look at you know pulling whatever together to try to do that in-house I think one of the benefits of the consultant also is I think it's probably a good idea to do a community needs assessment and have him maybe do that piece because it is a different climate out there that maybe and that would take a lot of time and number punching in data and making sure that to go out to the different organizations like events and things like that so I think if like that might be a piece that would be money well spent so that we don't have to be out there signing people or getting surveys done and I know that he's done something similar for like the Roxbury Popular School Board where it's the and I think that that's where I would almost like to say that I feel like that would be money well spent to see what the community thinks of us if they think of us well and I was just going to add quickly that I just pulled up the the kind of feedback from Amy Cunningham at the Arts Council and one of the things I wrote that she said you know like quoted that I really liked but you know every time you're answering these questions on grant applications you're essentially like doing this work right so you're constantly like you know and you've probably experienced this right it's like you're trying to tell your story over and over again so she said you know having a strategic plan shows that that actual language exists somewhere so it's like when you they're reading this grant application it sounds nice that you're going to try to do this with the money but like if they had that application on top of this solid strategic plan you know that has like data redundancy right it's like it shows that you're doing this or at least intending to it seems to me that we're we actually are in this document here we have a plan for a strategic plan right that's what this is and basically part of having a sub-future plan is it is impressive it does kind of organize things it does impress people we're showing that we're a serious organization but also we look at Facebook and we look at Twitter and realize that their strategic plan whatever it was you know it's in complete chaos right now because of issues that they had not anticipated ahead of time and so that we besides our planning we're also in the the world and so a lot of what we do and what we take from this may be language and history but in terms of application it may be much more complicated than it was when we had the great american dream machine and everything was run by you know corporate america and and now everybody's in their own kind of wildcard place yeah and i agree it's part like to reiterate what Rachel said it's like it is very much this expectation in the nonprofit world too that you know we can all stand behind this strategic plan right and something that we can share too i think it's a really an accessible way to learn about an organization and what they're planning to do which the part that jam was talking about you that you were saying was was the the community needs assessment where is that so i don't think that it is listed on his menu item is it sounded expensive well that's where it would be a conversation as part of that strategic plan and number two if there was somewhere in there that would be getting so i was almost thinking like you know so somewhere in there to go out to the community and i think that when we initially talk to Nathan about community needs assessment that that'd be an area that we would be really interested in getting his support or help with so communicate with community maybe in number four so yeah i would definitely like to get some more clarification on that because i do think that's the most critical part and kind of the hard part and you'll see when you come to mind eating tomorrow if we're at all successful with that but i just i personally feel like it would be money well spent to bring in a consultant that it sounds like there hasn't been a really written community strategic plan and with this organization in a long time i think or if ever yeah that's a huge thing yeah i think we had a couple false starts so this would be a way to nail that down and you know if the budget can can manage it and i do think that that's a huge piece of it too is just taking a look at that i i think it would be money well spent to do it at this point in this point in time and there's so much transition going on right now right and are our co-directors looking for a motion from the board to proceed or feel like you've taken the pulse and i think we'd be well i think that that would your blessing would give us confidence to approach Nathan you know it's on my calendar to follow up with him and say hey we're ready to spend money accordingly and to dive into this and then you know knowing that you'll be hearing from us too because there will be board involvement so does uh is there a board member willing to formulate verbally a motion to direct the co-directors to move forward in negotiations with Nathan i would make that motion do we need better language or yeah i just out of the way there if you want to build it well i move we that the board authorized the uh co-directors to move forward with the strategic planning consultant to uh i guess i don't know what else to say beyond that i got it yep is there a second i seconded that was chat right yes great all right all those in favor of authorizing the co-directors to move forward with Nathan please indicate by saying aye aye and a post and that's unanimous and that brings us to just a little uh open house annual meeting update let me say before we say the end of this um it seems to me that part of his recommendation does involve some aspect of getting feedback from the community so i'd like to remind us as we go into the annual meeting that there'll be a chance maybe initiate a more sophisticated way of getting feedback from the community yeah well said which which segues nicely into the open house update this friday five to seven be there yes so uh i think we just wanted to again remind everyone that the open house is happening five to seven to spread the word this friday there'll be k sherpa uh catering and uh i was gonna say appetizer so there will be screenings around the building you know the doors will be open and we'll be kind of give you the folks tours that haven't been here before um yeah and to just invite as many people as you can just pop in scavenger hunt raffle yeah we're gonna try to wrap away some of the new t-shirts if you haven't seen them um and let's see what i guess judging on the timing of the plaque we're hoping to also make the announcement of regarding the studio being named the john block memorial studio um and so we're excited about that um yeah and lucifer did we go to rebecca will be there she said if she can but she's honored and she knows john would be honored as well so and the and the john block studio yes um if the building gets sold out from under it the sign comes with us that's an organization i just want to make sure there isn't any site specific no no no it's just it's i think the sign will say like at orca media or it's part of orca media all right we're not good thank you no i just want to make i feel john's turning over in his grave as we sell away from the place yeah and i think we potentially will make an announcement about a potential community producer award that we'll have more details around for also honoring john block and uh what what that means exactly will you know maybe there will be announcements to look forward to thank you um of course we could in his honor use our new uh organization as blocks i'm in the outreach block i'm sorry we don't know the loch um i see you guys have a final agenda item upcoming events this one i pulled from our video and when you were listening out the agenda items for the special ones it was an agenda to talk about upcoming events but i don't know that we have any and i added it to the agenda just in case there was something specific okay well i'll i'll type i'll type under the the um that agenda item on the minutes that next board meeting is october 25th sorry i've been saying fourth but the 25th is the tuesday it looks like and uh we will need to elect officers beyond that i didn't have any thoughts on upcoming events anyone else that may give us a complete meeting the next board meeting is october 25 that that fourth tuesday is the 25th right yep yep it's good okay yep and so that'll be a election of officers and then otherwise a typical board meeting and then just time lining this out the the end of the year meeting the december one would be a presentation of budget so um potentially this october one may have a little bit of a preview like if you figured out with nathan how much you'll need to budget for or any anything like that as you go forward um um you know budgeting 2023 fully under the co-director model if you run into any headaches with that that would be also a good time but otherwise a straightforward back to normal agenda board meeting and uh you know i'd i'd i'd take a motion to adjourn it looks like 802 if anyone wants to say that out loud motion to adjourn i haven't gotten to make a motion yet was that rachel second sure all right our uh in favor of closing it out tonight at 802 indicate by saying aye aye and opposed great that was uh super efficient and informative and much appreciate it everyone