1. Overall Alignment on Need for Immediate Stability

• Broad agreement that leadership continuity was urgent given the Executive Director’s upcoming departure. 
• The short-term “interim interim” approach was viewed as a practical bridge while conducting a more inclusive interim search.

2. Scope and Duration of the Role

• Board discussed 30–60 day vs. shorter/rolling terms, with many leaning toward a ~60-day window to allow time for a proper search process. 
• Emphasis that this role is temporary and stabilizing, not intended for major strategic or structural changes.

3. Primary Role Expectations for Joey

• Consensus that the interim role should focus on:
  • Crisis management and stability
  • Maintaining operations and compliance (DESE/year-end)
  • Supporting the school community and lowering tension 
• Clear expectation that the role is not to “burn and slash” or introduce major changes. 

4. Reporting Structure and Authority

• Strong agreement emerged on a clear reporting model:
  • Joey → reports to Board
  • Karen → reports to Joey
• Rationale:
  • Avoid confusion or competing authority
  • Ensure Joey has clear leadership control and accountability 

5. Karen’s Role and Presence (Major Point of Debate)

This was the most debated issue:

• One perspective:
  • Karen should be fully remote, to reduce community tension and avoid disruption.
• Alternative perspective:
  • Karen should remain available for knowledge transfer, including possible in-person support if needed.
• Compromise direction:
  • Allow limited, controlled involvement, primarily:
    • Remote support
    • In-person only when students are not in session (or at leadership discretion) 

6. Board vs. Leader Autonomy

• Discussion on how prescriptive the board should be:
  • Some members pushed to set clear boundaries and expectations upfront
  • Others emphasized:
    • If hired as leader, Joey should have latitude to manage and make decisions independently 
• Resulting balance:
  • Define structure and constraints, but avoid micromanaging execution

7. Communication and Stakeholder Confidence

• Emphasis on:
  • Ensuring clear communication to staff and community
  • Providing certainty around roles, contracts, and decision-making authority 
• Recognition that:
  • Stability requires both operational clarity and trust rebuilding

8. Transition and Knowledge Transfer

• Agreement that:
  • Knowledge transfer from Karen is important but should not disrupt the environment
  • Prefer:
    • Off-hours, remote, or limited on-site engagement
• Intent: enable continuity without reigniting tension

9. Connection to Longer-Term Interim Search

• Repeated emphasis that this decision:
  • Is not the long-term interim solution
  • Must be paired with a transparent, community-informed search process 

Bottom Line

• The board aligned on:
  • Urgent need for stability
  • Joey as a short-term stabilizing leader
• The discussion focused heavily on:
  • Defining reporting structure
  • Managing Karen’s transition appropriately
  • Balancing board control vs. leader autonomy
• Final motion incorporated:
  • Clear structure + guardrails to reduce community tension while enabling continuity