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From YouTube: City Administration - 11/30/2022
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A
B
First
item
is
a
gender
review
and
my
understanding
is
faith.
We
are
adding
a
discussion
item.
No,
no.
We
are
not
okay.
So
any
changes
to
the
agenda.
B
No,
we
I
handle
that
with
them.
No
worries,
okay,
so
seeing
no
changes
there,
which
I'm
gonna.
Let
you
move
to
the
minutes
to
the
previous
event,.
B
Any
discussion
of
the
events
I'm
seeing
none
all
those
in
favor
and
those
passing
honestly.
Thank
you
dollars
right
even
now
to
statements
from
the
public.
I
have
one
car
here
from
a
group,
and
so
I
would
invite
June
race
and
all
to
address
Council
and,
as
a
group
of
your
size,
I
believe,
according
to
procedure
you're
about
seven
minutes.
How.
B
Yes,
seven,
okay,
so
you're
all
welcome
on.
Thank
you,
foreign.
E
E
E
That
said,
we
will
try
to
keep
our
remarks
brief
in
front
of
you
tonight
are
the
leaders
of
organized
labor,
representing
public
workers
in
the
city
of
Ithaca
here
tonight,
are
Justin
Perkins,
president
of
the
CSEA
DPW
unit
myself,
president
of
the
Ithaca
Police
benevolent
Association
Thomas
gonzella
Emily
eroticore,
representing
the
ethical
professional,
firefighters,
Association
and
Gene
Grace,
president
of
the
city
executive
Association.
We
are
honored
to
be
here
on
behalf
of
our
members.
The
workers
who
keep
our
community
safe
and
functioning
by
providing
critical,
Public
Services.
E
We,
as
a
coalition
of
workers,
want
to
thank
you
for
hearing
our
concerns
about
the
treatment
of
organized
labor
in
our
community.
We
understand
that
the
city
has
many
fiscal
priorities,
but
we
think
that
now
is
the
time
to
get
back
to
the
basic
our
foundation
is
cracking
and
we
need
to
take
decisive,
intentional
and
focused
actions
to
repair
before
the
house
caves
in
the
comments
of
the
City
attorney.
During
the
November,
9th
common
council
meeting
continue
to
disturb
us.
E
His
remarks
about
ithaca's
public
servants
and
demands
of
of
the
common
Council
were
unprecedented,
but
very
indicative
of
the
Hostile
culture
that
has
been
allowed
to
persist
in
City,
Hall
and
local
government.
Officially,
his
comments
included
incomplete
misleading
information.
Our
reporting
of
observations
on
a
pattern
of
behavior
was
a
personal
attack
on
nobody.
Instead,
workers
were
alerting
the
Council
of
a
problem
that
exists,
which
is
a
culture
and
philosophy
in
dealing
with
city
employees
that
has
been
unproductive
this
respectable
and
disruptive.
E
Furthermore,
this
culture
has
not
only
LED
support
treatment
of
public
workers
and
deteriorating
public
services
in
our
community,
but
it's
also
led
to
many
voices
being
marginalized.
The
same
voices
who,
in
reality
should
be
part
of
conversations
surrounding
matters
of
organized
labor,
ithaca's
public
workers
know
that
the
council
is
faced
with
many
challenging
budgetary
decisions
and
requests
for
funding
that
and
that
well-informed
spending
decisions
are
usually
made
regarding
those
requests.
How,
though,
can
Council
invest
more
in
city
employees?
E
If
you
were
left
in
the
dark
about
what
city
employees
are
even
asking
for
for
the
past
decade?
It
appears
that
the
council
has
been
asked
to
approve
labor
agreements
with
little
or
no
information
about
the
actual
needs
of
the
workers
and
what
we
have
asked
for.
It
has
also
become
clear
that
the
council
may
not
even
be
aware
of
which
requests
were
denied
by
the
city
and
why
or
what
concessions
were
forced
on
us
to
settle
agreements?
E
We
need
you
involved
in
these
discussions
in
that
same
vein
of
decisions
of
allocating
City
funds
with
a
City
attorney
and
for
assistant
City
attorneys.
Why
is
there
a
need
to
retain
outside
counsel
at
all?
Why
are
there
always
so
many
attorneys
on
the
city
side
of
the
table
from
high-powered
law
firms
like
Romer,
Rollins,
gold
and
mineral
of
LLP
of
Albany
that
have
been
retained
by
the
city
for
years?
E
E
They
fought
fought
the
PBA
through
negotiations,
mediation
and
eventually
arbitration
until
the
ninth
hour,
when
an
arbitrator
acted
as
a
meteor
to
help
settle
the
matter.
The
result
public
servants
without
a
raise
for
10
years
and
thousands
of
taxpayer
dollars
wasted,
is
this
money
really
needed,
so
the
city
can
declare
themselves
the
winner,
while
the
workers
in
the
community
continue
to
struggle
the
adversarial
and
toxic
culture
of
hostility,
non-cooperation
and
disrespect
that
persists
in
City
Hall
must
stop.
Now.
E
These
matters
can
be
resolved,
face-to-face
in
partnership
with
all
primary
stakeholders
involved
in
collaboration
at
the
bargaining
table,
keeping
the
interests
of
the
city,
the
workers,
but,
most
importantly,
the
community
in
mind,
CSEA
admin,
CSEA
DPW
and
the
executive
Association.
Don't
even
have
a
legal
representation
at
the
bargaining
table.
So
why
does
the
city
need
to.
C
Couldn't
be
spongy
page
up
engaged
outside
legal
teams,
be
better
used
for
more
productive
ways
to
make
their
Community
better
and
safer
for
everyone.
Let's
put
that
money
towards
raises
for
the
custodian
a
member
of
the
CFA
gpw
Unit,
who
had
after
several
years
of
working
for
the
city,
has
reached
a
maximum
pay
of
17-12
per
hour
about
34
000
girls
before
taxes
and
help
benefit
contributions
are
taken
out,
hardly
a
living
wage,
especially
in
this
climate
of
inflation.
C
Let's
start
getting,
negotiations
started
before
contract
expires,
so
public
servants
are
not
working
out
of
contracts,
continue
putting
pitting
your
employees
against
dream,
Journeys
really
to
get
paid.
The
cost
of
living
raises,
while
always
requiring
benefit
reduction,
whether
you
realize
it
or
not,
will
not
will
continue
to
bankrupt
and
plus
the
very
unions
represented
before
you
care
today.
It
will
also
start
to
create
further
division.
Is
this
the
direction
that
we
should
be
heading?
C
C
C
It's
the
very
reason
why
we
are
in
this
critical
situation.
We
recognize
that
you
are
trying
to
disperse
critical
threat
towards
fixing
the
situation.
We
thank
you
for
considering
the
resolution
reporting
today.
We
are
supportive
of
the
concept
of
removing
the
city
of
Journey
for
matters
that
involve
labor
and
we're
hoping
for
a
positive
change.
C
We
would,
however,
be
remiss
if
we
fail
to
say
that
we
are
not
confident
that
this
resolution
alone
will
be
enough
of
a
start
to
change
the
culture
and
lead
a
city
hall
is
using
power
and
authority
and
taxpayer
money
to
marginalize
the
workers.
The
public
servants,
the
resolution
itself
and
Associated
letter
on
page
120
of
your
agenda
still
portray
some
misinter
for
information
to
clarify
one
point.
The
City
attorney
has
only
been
the
lead
negotiator
since
the
beginning
of
the
former
mayor's
Administration,
not
for
multiple
decades.
C
Furthermore,
the
assertion
that
many
successful
marketer
contracts
have
been
negotiated
in
this
time
has
already
been
countered
by
the
number
of
employees
willing
to
take
the
risk
to
think
publicly.
To
the
contrary,
simply
accepting
the
resolution
placed
in
front
of
you
to
change
the
in-person
players
will
not
assure
that
we
are
moving
away
from
the
destructive
philosophy
and
culture
that
has
allowed
been
allowed
to
persist
in
the
city
hall
for
several
years.
We
feel
that
this
is
becoming
that
this
is
being
composed.
C
E
For
the
city
Administration
to
committee,
to
please
come
up
with
some
new
ideas,
appreciate
some
work
on
their
own
careers
and.
B
Collaboration
just
to
pick
somebody
I
have
no
other
comment
cards,
so
I
will
turn
into
Council
qualities.
Response
I
will.
F
Jorge
I
appreciate
you
all
coming
out
and
speaking
on
this
issue
and
and
again
I
appreciate
ravory
come
forward
speaking
about
a
very
difficult
situation
pertaining
to
employment
and
whatnot
yeah
I
think
we
need
to
do
a
whole
lot
and
look
at
this
I
think
we
need
short-term
Solutions
I
think
we
need
long-term
Solutions,
because
it's
very
clear
that
the
current
situation
and
relationships
that
we
have
right
now
are
not
sustainable,
and
so
we
need
to
work
deeper
into
working
on
how
we
can
make
our
workplace
a
minimal.
B
The
coming
years
before
I
turned
any
other
colleagues,
I
forgot
to
ask
Scott.
Did
anybody
on
Zoom
members
of
the
public,
okay,
okay,
Jordan
Williams
I
have
a
comment.
A
This
community
lost
are
really
fine.
Individuals
like
someone
was
born
and
raised
here,
has
been
a
big
part
of
the
community
as
long
as
I
can
remember,
and
that
is
Eric
levels
who
died
in
the
past
few
days
and.
G
H
Hello,
everyone
Scott
I,
have
to
be
able
to
share
this
screen.
Not
yourself.
Can
you
do
that
for
me.
H
So
good
evening
everyone
I
think
most
everybody
knows
who
I
am
I
do
want
to
let
you
know
the
presentation
that
I'm
going
to
give.
You
was
designed
by
the
engagement
group,
so
I'll,
say
I'm,
facilitator
and
spokesperson
tonight,
but
it
was
from
the
engagement
group.
So
let
me
start
here.
H
So
what
I
wanted
to
you'll
see
a
logo
here,
and
that
was
designed
by
the
engagement
team
and
the
survey
was
originally
done
in
2019
and
one
of
the
main
reasons
the
survey
was
done
is
because
the
previous
one
was
about
10
years
before
that
1999.
So
it
was
about
time
to
get
a
pulse
of
what
was
happening
in
the
organization.
H
The
growth
stands
for,
G
is
gather,
feedback
R
is
reach,
all
departments
o
is
open.
Our
minds
to
you
know
different
ways
to
improve
the
work
environment.
W
is
work
together
to
develop
a
roadmap
for
change.
T
is
trans,
transform
the
workplace
with
bold
ideas
and
H's
help
every
city
employee
to
thrive
in
the
work
environment,
foreign.
H
H
So
the
city
engaged
the
consulting
firm
called
the
Novak
group
to
help
us
design
an
assessment
for
the
city
of
Ithaca,
and
the
goal
was
to
get
honest
feedback
from
the
workforce
so
that
we
can
make
improvements
based
on
the
information
gathered
and
what
I
do
want
to
tell
you
is
that
we
got
themes
from
the
survey
results
that
applied
to
the
organization,
but
departments
also
received
their
own
results
to
make
changes
or
improvements
in
the
at
the
department
level.
H
So
there
was
12
members
that
were
on
well
I'll,
say
the
planning
team,
the
employee
planning
team
for
the
engagement
survey
and
they
were
involved
in
every
aspect,
selecting
the
vendor,
developing
the
questions,
developing
the
brand,
communicating
being
ambassadors
Liaisons,
and
if
it
wasn't
for
them,
we
wouldn't
have
gotten
the
response
that
we
we
had
to
the
survey
and
there
were
members
from
the
water
plan.
Hr,
pit
engineering
planning,
IFD,
youth,
Bureau,
GF
and
finance.
H
So
it
isn't.
This
impressive
78
percent
responded
to
the
survey
314
out
of
405
city
employees,
so
that
we
know
the
results
were
credible,
then
because
there
was
a
large
sample
size.
Okay,
so
the
areas
that
I'm
going
to
share
with
you
now
are
based
on
the
organizational
level
departments
got
their
own.
Specific
information
and
I
I
do
not
have
that
here
today,
because
that
was
confidential
to
their
areas.
H
So
there
was
five
key
themes
and
one
of
the
big
ones
was,
you
know:
improved
Communications
between
leaders,
managers
and
staff
by
enhancing
communication
with
the
mayor
and
departments,
fostering
trust
and
understanding
between
mayor
council
management
and
staff
and
enhance
employee
process
perceptions
of
value
and
support.
H
One
of
the
other
things
is
that
employees
wanted
professional
development
opportunities,
but
also
advancement
opportunities,
a
lot
of
times.
Somebody
will
be
in
their
position
and
there's
sort
of
like
no
step
ladder
to
go
any
further
and
I
won't
say
they
become
stalemate,
because
good
employees
always
look
to
improve
themselves,
but
they
definitely
wanted
training
opportunities
and
also
opportunities
to
talk
about
how
they
should
develop.
You
know
meeting
with
their
supervisors,
you
know
what
do
I
need
and
setting
professional
goals.
H
The
other
one
was
enhance
accountability
at
all
levels
of
the
organization,
so
that's
at
the
individual,
the
department
level
and
if
you
think
about
the
organization
sort
of
like
a
scorecard
for
the
organization,
but
unless
the
other
two
ones
are
not
in
place,
the
organization
is
not
going
to
be
able
to
perform.
Well,
so
some
of
the
I'll
say
the
data
that
came
out
was
employees,
wanted.
H
You
know
poor
performance
to
be
effectively
dealt
with.
They
wanted
feedback
from
their
managers,
they
felt
like.
Sometimes
the
policies
and
procedures
were
not
applied
fairly,
and
they
certainly
wanted
that
and
they
wanted
provide
regular
performance
for
you
use
I,
know
you're,
probably
getting
the
sense
that
this
is
just
like
the
tip
of
the
iceberg.
H
At
some
point,
I,
don't
know.
If
you
want
more
data
from
that
original
survey,
it
can
be
provided.
So
this
is,
you
know,
a
brief
overview
now.
Vendor
said
this
was
pretty
interesting.
This
is
the
first
group
that
they
ever
had
that
employees
wanted
improvements
in
the
infrastructure
and
Facilities
around
them.
They
felt
like
it
was
impacting
the
work
that
they
do
so
they
want
the
assets,
maintained
and
fully
functional
and
have
the
ability
to
physically
perform
their
work
and
be
productive.
H
There
is
on
all
of
these.
There
was
like
comments
and
stuff
like
that,
so
people
would
say
like
taping
up
tiles
or
you
know
poor
lighting,
where
the
bathrooms
aren't
clean.
I
know
at
one
point
too:
there
was
a
lot
of
structural
damage
and
one
of
the
areas
in
ipd
I
don't
know
if
they
were
looking
for
a
new
facility
for
them,
but
in
some
cases
things
were
kind
of
falling
down
to
wasn't
just
about
tiles
or
paint.
H
And
the
last
one
was
address
compensation
concerns
they
wanted
to
evaluate
the
compensation
in
light
of
the
comparable
organization,
but
also
communicate
the
value.
H
So
at
the
end
of
this
survey
there
were
five
employee
action
teams
and
they
made
up
the
key
Focus
area,
so
I'm
sure
that
you
can
read
that
slide.
I
do
want
to
tell
you.
There
was
44
employees
divided
up
on
these
teams
and
if
you
don't
mind
me,
I'll
name
them
again:
ipd
IFD,
youth,
Bureau,
giac
engineering,
Finance
streets,
planning,
pit,
the
water
treatment
plan,
HR
Chief
of
Staff
attorneys,
so
we
had
many
divisions
represented
and
people
were
very
enthusiastic
about
the
projects
that
they
were
working
on
now.
H
H
Do
we
need
more
onboarding
or
different
things
in
print
or
digital,
create
policies,
plans
to
improve
system-wide
Communications
in
the
infrastructure,
one
at
the
time
I
believe
it
was,
the
planning
department
was
assessing
facilities
and
buildings,
and
one
of
the
goals
of
the
engagement
team
was
to
be
liaison
to
that
bigger
project
that
was
going
on,
but
then
I'll
say
in
the
at
the
low,
not
lower
level.
But
you
know
you
drill
down
a
little
bit
identify
the
perceived
efficiencies
in
the
current
work
environment.
H
So,
while
the
bigger
things
are
going
on,
what
can
we
do
to
make
the
environment
that
we
work
in
currently,
okay,
improved
professional
development?
I
gave
you
a
sense
of
that.
He
is
another.
Additional
thing
here
was
identify
the
reasons
why
professional
education
is
not
available
to
them.
Maybe
the
resources
aren't
available
locally,
or
maybe
there's
not
sufficient
funds
in
the
budget.
H
You
know
there
could
be
many
many
various
reasons,
but
professional
development
is
also
having
plans
in
place
for
employee
succession
planning
and,
having
you
know,
tactile
employee
development
plans,
not
just
somebody
asking
if
I
can
go
to
this,
but
is
it
structured
around
them
improving
themselves
or
moving
forward
and
think
of
different
kinds
of
things?
H
What
about
on-the-job,
training,
apprenticeships,
mentoring,
coaching
program-
it's
not
always
just
you
know,
sending
someone,
maybe
to
TC3
compensation,
determine
a
process
to
ensure
that
compensation
is
competitive
and
accountability,
identify
reasons
for
key
performance
gaps,
make
recommendations
for
a
feedback
system,
and
this
also
suggestions
for
establishing
a
culture
of
continuous
Improvement
and
reviewing
failures
like
when
something
does
go
bad.
Do
we
kind
of
sit
down
and
evaluate
that
a
little
bit
about
why
it
happened
and
then
make
changes?
H
H
So
the
next
slide
is
even
when
covid
did
happen,
so
what
we
got
derailed,
covid
came
and
I'll
go
into
some
of
the
reasons
for
the
derailment,
but
you
know
the
whole
work
structure
changed
and
the
city
was
putting
out
fires
and
priorities
changed,
but
even
still,
during
this
period
there
was
some
work
that
was
being
done,
not
with
all
those
teams,
but
they
established
an
employee
q
a
in
order
to
get
Communications
across
to
the
workforce
during
covert.
H
There
was
an
employee
handbook
that
was
developed,
so
that
was
also
under
the
communications
area,
so
that
people
understood
you
know
what
was
in
the
HR
manual
and
you
know,
what's
expected
in
terms
of
policies
in
the
city,
we
got
a
grant
for
a
year.
I'm
calling
Anna,
Grant
but
I'll,
say
Cornell
e
Cornell
awarded
us
a
free
year
of
professional
development
for
any
permanent
employee
in
the
city.
H
You
know,
and
each
certificate
is
worth
about
three
thousand
dollars
that
will
end
in
the
beginning
of
February,
but
they
are
giving
us
a
deep
discount.
H
I
would
say:
we've
had
maybe
about
20
people
participating,
that
HR
got
approved
for
a
capital
project
to
automate
so
that
we
can
have
like
Employee
Self-Service
and
make
the
whole
benefits
and-
and
you
know
more
efficient-
you
heard
a
lot
about,
at
least
at
the
individual
level
feedback
the
immense
the
CSEA
contract
was
settled
and
they
agreed
to
a
performance
feedback
system
and
everybody's
in
the
midst
of
doing
them
and
they'll
be
turning
them
in
for
the
first
time.
You
know
at
the
end
of
December
and
yes,.
G
All
right,
Leslie
can
I
just
add
too,
with
the
professional
development.
What
we
heard
from
the
DPW
workers
was
that
the
the
eat.
C
G
Systems,
programs
and
training
were
great,
but
they
didn't
directly
meet
their
needs
and
they
were
looking
for
more
Hands-On
types
of
training
and
as
a
result
of
that,
we're
in
Pursuit
Leslie's
leading
the
effort
to
and
she's
working
with
TC3
for
a
grant
that
will
bring
in
a
good
amount
of
money
so
that
we
can
have
TaylorMade
training
specifically
for
DPW
and
and
to
meet
their
needs.
H
Yeah,
please
jump
in
at
any
time
and
then
during
covert.
You
know
we
had
our
essential
workers,
they
were
working
doing
all
kinds
of
things,
but
they
because
there
was
a
lot
of
people
in
the
buildings
they
used.
The
opportunity
I'll
say
to
do
some
repair
work,
but
it
didn't
give
us
brand
new
buildings,
but
we're
so
happy
with
the
repair
work
that
they
did
do.
H
So
here
we
are
reboot
the
engagement
team,
so
one
of
the
things
to
understand
right
away.
It's
probably
it
was
two
years
in
that
we
tried
to
reboot.
We
gave
options
for
people
if
they
wanted
to
be
like
advisory
or
just
kept
in
the
loop
or
be
an
active
member,
and
we
have
like
eight
members
out
of
the
44.
H
H
Well.
First
of
all,
we
were
our
whole
work
structures
changed,
we
sort
of
have
it
at
our
Essentials
and
our
non-essential
workers
and
they've
had
long
term
impacts.
H
Even
even
till
now
you
know
part
of
it
wasn't.
It
was
not.
No
social
contact,
Communications
were
different
and
I
would
say
at
maybe
at
one
point
there
was
resentment,
so
it
really
affected
the
staff
during
this
time
to
save
money.
There's
83
employees
that
were
furloughed
and
honestly
they
didn't
know
if
they
would
would
be
getting
called
back
because
no
promises
were
made.
At
the
same
time,
health
insurance
changes
were
introduced
right
when
the
furloughs
were
being
done.
H
I
can't
remember
exactly
how
they
were
connected,
but
that
had
a
morale.
Morale
effect
we're
in
the
midst
of
negotiations
of
a
number
of
contracts,
and
then
we
had
a
new
mayoral
Administration.
We're
not
saying
anything
is
bad
or
good,
we're
just
saying
law
to
change
and
then
a
lot
new
elected
officials
I
had
one
question
that
people
know
their
jobs
and
I
will
tell
you.
In
the
first
engagement
survey,
people
were
very
proud
of
the
work
that
they
did.
They
that
came
out
loud
and
strong.
H
Now
people
are
asking
questions.
What's
the
city's
trajectory,
that's
what
I
got
on
one
on
the
recent
survey
that
we
did,
that
I'll
tell
you
about.
H
H
Oh,
let
me
go
back
one
I'm,
sorry,
I
apologize
I
got
off
thinking
about
things,
so
loss
of
membership,
Staffing
shortages-
you
know,
we've
been
talking
about
the
labor
shortage
and
and
hiring
people
I
mean
that's,
that's
a
big
problem
out
there.
We
also
have
employee
morale
is
down
in
the
dumpster.
There
trust
issues,
and
we
know
that
the
organization
I'll
say
knows
this
is
important,
but
is
it
a
priority?
H
The
team
feels
like
they
need
leadership
support
and
you
know
what
would
that
look
like?
Maybe
given
our
labor
shortage,
maybe
it's
more
important
to
get
increased
representation
from
different
departments
versus
a
lot
of
numbers,
but
have
leadership
say
this
is
important.
You
know
we
we
want
some
participation
in
this
expect
some
updates.
H
Then
they
have
I'll.
This
was
from
one
of
the
engagement
members.
They
said
we're
talking
and
talking,
but
we
need
to
take
action
and
make
changes.
So
what
are
we
capable
of
doing
now?
It
might
be
I'll,
say
maybe
baby
steps,
you
know
crawl,
walk
run
but
I.
Think
if
you
take
the
baby
steps
and
employees
connect
the
baby
steps
to
the
engagement
survey
and
see
honest
good
changes
that
are
consistent,
I
think
that'll
be
good
foreign.
H
So
the
team
one
to
assess
of
the
key
themes
are
still
viable
and
they
use
two
methods:
a
communication
survey
and
then
went
to
Department
visits.
We
there
was
a
number
of
departments
visited,
but
not
all
them
and
not
most
of
them,
and
the
goal
is
for
this.
This
team
is
to
provide
organizational
recommendations.
H
H
All
divisions
were
represented
and
these
are
the
questions
so
I'll,
let
you
read
them
for
a
minute
and
I'm
going
to
give
you
a
very
brief
summary,
but
sometimes
you
just
have
to
look
at
the
data
because
it
says
a
lot
more
than
the
summary
I'm
going
to
say
so.
I'll
give
you
a
second
to
look
at
that.
H
So
what
they
responded,
staff
said
they
preferred
email,
texting
or
face-to-face
Communications,
but
it
all
depended.
You
know
what
kind
of
communications
it
was
determined
which
method
that
they
liked.
At
the
same
time,
they
get
overwhelming
amount
of
emails,
so
they
need
other
ways
of
of
obtaining
information.
H
There
was
people
that
say
you
know
we
need
an
Intranet,
the
workforce,
some
of
the
top
things
they
were
interested
in
was
training
opportunities,
safety
policy
updates
and
city
project
updates
or
key
areas
of
Interest
employees
stated
that
department,
head
Communications
to
them
are
a
key
source
of
information,
and
they
rely
on
that.
So
the
department
heads
that
regularly
communicate
with
their
employees
that's
very
appreciated.
H
The
survey
results
are
currently
being
reviewed
by
the
team
to
determine
next
action
steps,
but
I
just
want
to
tell
you
some
questions.
Okay,
this
is
I'll
say
between
the
survey
and
also
when
we
visited
departments.
What's
what
is
the
trajectory
of
the
city?
What
happened
to
the
American
Rescue
funds,
this
frustration?
They
want
good
faith
negotiations,
they
wish
elected
officials
and
Mayors
can
and
the
mayor
can,
you
know,
go
to
departments
and
see
what's
happening
in
the
Departments.
H
All
right,
I'll
leave
it
at
that
some
week.
You
can
always
ask
me
some
questions,
so
the
a
department
visits.
Actually
they
appreciated
that
on
us.
You
know
the
smaller
groups
and
we
had
different
engagement
members
go
out
and
visit
with
them,
they're
slow,
going
because
there's
competing
priorities.
We
did
some
in
the
spring
during
the
summer.
We
couldn't
do
anything
and
it's
been
very
busy,
and
you
know
this
fall,
but
some
of
that
feedback
that
I
got
I
gave
to.
H
You
actually
came
from
the
depart
Department
visits,
so
they
varied
a
little
bit.
Everybody
didn't
have
the
same
kinds
of
comments,
so
they're,
very
insightful,
so
I
I
think
that
still
visiting
the
Departments
would
be
helpful
because
we
also
have
a
lot
new
employees
that
don't
even
know
about
the
survey
that
happened
before
and
we
did
get
two
recruits
from
it
so
and
recruits
that
attend.
So
it
was
very
nice.
H
They
did
say
that
all
the
department
visits
said
the
five
themes
are
still
valid.
That
hasn't
changed.
We
have
to,
they
said
dial
down
to
the
issues.
Let's
identify
areas
to
work
on
these
themes,
but
let's
also
acknowledge
that
covet
has
changed
things.
H
We
asked
them.
What
does
achieving?
What
does
success
look
like
if
we
achieved
any
of
these
themes?
They
said
communication
needs
to
be
better,
it's
good
in
small
departments,
but
not
in
the
larger
organization.
H
They
said
that
we
communicate
well
in
our
own
department,
but
we
don't
always
know
what's
going
on
in
other
departments
or
at
Large.
H
H
H
So
what
do
we
need?
I,
don't
know
if
I'm
gonna
say
the
timing
is
right
or
at
least
align
this
importance
with
other
important
things
in
the
organization
Elevate.
The
importance
of
the
engagement
team
and
succeeding
at
chipping
away
at
the
issues,
be
an
ambassador,
build
relationships
and
establish
Trust,
take
action
by
supporting
recommendations
and
established
accountability.
B
Thank
you
so
much
Leslie.
We
will,
if
you
care,
complete
your
pregnancy.
Your
include
your
presentation
will
turn
to
questions
comments
and
discussions
with
your
colleagues.
I'll
recognize
myself.
First
I
want
to
drill
in
on
I
appreciate
that
this
was
a
largely
diagnostic
presentation
and
it
was
heartening
to
see
that
there
was
some
covert
era
improvements
that
were
undertaken.
My
first
two
questions
are
from
the
perspective
of
Human
Resources.
B
What
does
the
organization,
the
Citywide
organization
need
to
develop
a
comprehensive
plan
to
ensure
that
these
things
are
addressed
the
departmental
level
and
how
do
departments
currently
or,
if
not?
Currently,
how
would
you
envision
departments,
ideally
reporting
on
performance
and
organizational
Improvement
I
think
the
last
piece
is
really
important,
since
it
seems
that
the
glaring
exception
to
some
of
the
work
that
has
been
done
is
on
the
accountability
piece.
B
I
heard
right
like
a
lot
of
discussion
on
the
the
communications
recognizing
what
will
be
in
the
executive
session
soon
talking
about
the
comp
issue,
but
I
do
think.
The
accountability
piece
sounds
like
it's
still
echoed
now
and
I'd
like
to
get
an
understanding
of
what
we
might
be
able
to
do
working
with
our
departments
to
ensure
that
there's
good
up.
G
For
all
the
communication,
great
great
question,
I
think,
first
and
foremost
unless
and
please
feel
free
to
chime,
please
feel
free
to
chime
in
Leslie
too.
First
and
foremost
is
have
the
expectation
that
it
is
to
be
done
and
being
clear
about
that
expectation
and
then
creating
the
structure
of
the
systems
that
support
it.
So
you
know,
basically,
if
you
want
a
certain
outcome,
you
have
to
have
in
place
the
systems
and
structure
that
enable
that
outcome
to
occur.
G
I
I
I
think
even
though
I
I
think
it's
probably
a
misnomer
to
some
extent,
but
we're
coming
out
of
the
covet
era.
You
know
Kobe's
still
here,
but
you
know,
people
are
feeling
more
comfortable
and
and
and
sort
of
getting
out
and
I.
Think
having
visibility
and
being
accessible
is
is
really
I.
Don't
know.
H
Can
can
I
add
something
to
Shelley
a
little
bit.
I
I
think
the
I'm
trying
to
think
of
the
right
word
with
a
smaller
team.
They
have
to
really.
They
can't
tackle
everything
at
once.
So
I
think
the
priorities
have
to
be
reorganized
and
do
really
good
at
at
one
or
two
things.
H
It
might
go
a
little
longer
because
of
that
shipping
away
at
all
the
five
things
until
we
can
at
some
point
beef
up
beef
up
the
teams.
The
one
thing
that
we
worry
about
is
we
need
a
way
of
engaging
all
the
Departments,
because
if
we
only
have
let's
say
I'm
trying
to
remember,
we
have
probably
about
five
or
six
departments
represented
on
the
small
team.
Some
decisions
might
be
recommended
or
not
decisions,
but
recommendations
might
be
out
there
and
it's
not
we're
not
Gathering
everybody's
input.
H
F
Yeah
I
think
you
to
everyone
who
was
involved
with
was
putting
together
this
survey.
Thank
you
for
presenting
it
Leslie
and
thank
you
Kelly
for
being
today
answer
her
questions.
F
I
guess,
referring
to
the
last
slide
in
terms
of
thinking
about
requesting
support,
I
saw
a
lot
of
good
things
there
that
are
being
an
ambassador
being
like
afraid
to
have
accessibility,
expander
and
whatnot
in
terms
of
what
we,
as
as
common
Council,
you
know,
can
do
like
I
understand
that
those
are
good
values
and
good
principles,
but
like
in
terms
of
like
tangible,
like
material
action
that
we
can
take.
F
But
I
know
that
you
just
pay
attention
of
like
creating
these
sort
of
systems
and
structures
to
make
these
things
happen
and
I'm
I
apologize
or
two
the
preliminary
stage
of
figuring
out
what
that
exactly
is,
but
if
there's
any
potential
to
provide
a
little
bit
more
detail
about
what
we
as
Council
can
do
to
sort
of
you
know,
provide
you
with
the
capacity
or
in
some
cases,
the
agency
to
sort
of
do
the
and
I'm
just
curious.
If
there's
any
more
room
for
elaboration.
G
There
sure
well,
when
I
mentioned,
expect,
you
know
having
the
expectation.
So
what
does
that
look
like?
It
looks
like
inquiring
asking
for
progress
reports.
You
know
it's
it's
having
it
front
and
center,
and
you
know
in
mechanically
it
can
look
different
ways.
Even
you
know,
this
is
City,
Administration
I
believe
I,
don't
think
what
it
was
at
one
point.
We
actually
had
a
an
agenda
item
on
it
on
the
agenda.
It
was
just
a
standard
item
and
there
was
an
expectation.
G
This
was
when
we
were
doing
diversity
and
and-
and
that
was
a
time
when
every
Department
had
presented
at
least
one
time
a
year
about
their
progress,
and
so
you
know
you
know,
that's
just
one
example.
H
I
I
can
get
I
can
give
an
example
but
I'm
only
using
it.
As
an
example.
Let's
say
one
of
the
recommendations
is
getting
an
intranet
right.
That
involves,
of
course,
I.T,
and
but
can
we
make
it
happen?
That's
the
thing:
can
we
get
the
money?
Can
we
get
the
expertise
and
make
it
happen?
H
If
there's
a
strong
case
for
it,
so
I'm
not
throwing
that
out
there
is
that,
yes,
that's
we
should
do
it,
but
if
there's
a
business
case
for
it,
that's
what
I
would
see
that
support
would
look
like
okay,
everybody's
in
agreement
that
that
this
is
a
good
strategy
for
some
of
the
gaps
that
we
have
there.
H
So
the
the
engagement
team
will
come
up
with
a
number
of
strategies
and
we'll
look
at
you
know:
what's
credible,
what's
viable,
you
know
we'll
do
all
that
sorting,
but
then,
when
there's
recommendations
take
action,
let's
do
it.
You
know.
G
B
Exists
already,
like
a
work
plan
or
an
implementation
plan
to
comprehensively
address
these
things,
yeah,
I,
I
would
I,
would
I
think
it'd
be
very
beneficial
for
us
to
get
a
sense
of
periodic
and
periodic.
B
We
can
talk
about
what
that
would
look
like,
but
updates
on
both
the
implementation
of
of
policy
at
the
policy
level,
and
then
also
you
know
the
department
adoption
level
and
if
there
isn't,
you
know,
I
think
we
could
certainly
figure
out
how
to
get
input
from
where
we
sit,
as
well
as
the
staff
input
on.
How
do
we
set
what
that
work
plan
would
look
like
right,
because
I
think,
once
we
have
and
I
know,
I
want
to
give
Julie
Holcomb
shout
out
back
when
I
was
a
volunteer.
B
Commissioner,
one
of
the
things
that
she
wanted
to
work
on
was
sort
of
like
a
departmental
scorecard
around
these
types
of
things
and
I
think
that
would
be
really
beneficial
for
helping
us
all
be
on
the
same
page
and
keeping
that
word
other.
G
G
We
were
talking
about
faculty
and
diversity
and
they
have
a
system
in
place
where
there's
money
so
money
associated.
That
goes
to
a
department
who
has
had
success
in
diversity,
Ohio
and
in
those
particular
areas.
They've
been
they've
been,
so
that's
a
system
that
they
have
in
place
or
in
your
performance
evaluation
system
is,
you
know,
Employee
Engagement,
a
component
of
what
you're
evaluating
so
and
you
would
you
would
you
know
how
you
determine
that
might
be
your
surveyed.
We
don't
know,
but
so
that's
an
example
of
assistance.
B
Thank
you
mayor.
I
G
It's
one
step
at
a
time.
G
I
G
This
for
years,
right
now
we
have
so
we
across
the
organization
are
inconsistent.
In
doing
we
have
some
departments
that
do
performance,
evaluations
and
some
that
do
not.
We
have
worked
on
tirelessly
I.
B
Just
interject
really
quickly
because
I
noticed
mostly
been
taking.
There
was
a
conversation
about
it
being
part
of
the
contract
negotiation.
Is
that
a
requirement
that
no.
G
I
G
You're
not
required
to
negotiate
it.
What
you
negotiate
is
what
you're
doing,
because
that
affects
your
employee,
but
we
don't
have
to
negotiate
giving
people
feedback
and
establishing
goals
and
so
forth,
but
it's
very
valuable
for
people
in
an
organization.
So
we
we
do
have.
H
Can
I
give
you
just
a
little
summary
of
this,
so
you
heard
Shelly,
say
we'd,
be
at
this
for
years
right,
so
bottom
line
up
front,
not
all
departments
that
did
it
the
originally.
When
I
came
on
board,
they
had
a
vendor
that
produced,
you
know,
I'll,
say
a
good
evaluation,
but
it
was
based
off
of
like
a
Health
Care
system
and
the
feedback
from
I'll,
say:
supervisors
and
managers.
It
was,
it
was
too
tedious
took
too
much
time.
H
You
know
this
and
that
so
we
met
with
the
senior
staff
and
we
came
up
with
components
that
they
would
like
and
then
came
up
with
a
simple
form.
That's
not
like
one
two,
three,
four
five
or
you
know
meat
doesn't
meet
or
anything
like
that.
It's
all
conversational
but
meets
the
main
components.
You
know
employee
development,
what
are
their
strengths?
H
What
about
succession
planning
so
for
all
walk
run
most
of
the
Departments
with
the
CSEA
admin
are
using
this.
If
departments
already
were
using
their
own
form,
they
just
had
to
make
sure
that
the
components
were
aligned.
So
we
don't
have
the
360..
We
have
a
couple
departments
that
have
been
doing
evaluations
for
a
couple
years.
H
They
would
really
like
that,
so
you
can
see
that
we
don't
have
a
hundred
percent
standard
form
across
the
organization,
but
it
is
more
to
the
history
but
I'm,
so
super
happy
that
people
are
doing
it
with
the
admin
and
I
feel
like
we
had
good
conversations
and
training
and
I'm
hopeful
that
it's
a
very
positive
experience
for
everybody.
That.
I
Yeah
I
can
appreciate
you
can
take
a
while
to
put
into
place,
but
for
me
I
think
it's
one
of
the
highest
priority
items:
I,
don't
like
performance
review
time
at
my
job,
but
it
is
an
opportunity
and
it
shouldn't
be
annual
hospital
I
had
regular
Checkers
with
my
manager
and
but
it's
not
fun,
but
it's
also
an
opportunity
to
get
feedback
and
articulate
how
I
want
to
progress.
My
career,
and
just
it
makes
me
feel
better
and
more
involved
with
it
with
the
plan
for
their
membership.
I
G
I
know
we're
limited
on
time,
so
I
will
say,
I
mean
just
being
able
to
have
the
conversation
about
where
we
are
and
what's
going
on
and
what's
needed
is
really
essential
for
us.
G
J
Thank
you,
I'm
really
glad.
You
asked
that
question,
because
the
performance,
reviews
and
performance
dialogues
are
really
important
to
invest
a
number
of
the
issues
that
were
themes
that
came
out
in
the
survey
not
only
for
accountability
but
also
for
morale
and
for
professional
development
because
of
things
that
that
you
mentioned
so
I
have
always
seen
performance
dialogues
as
an
ongoing
process.
Just
as
you
described
it,
it
should
not
be
a
one
year
only
occasion
you
should
be
giving
feedback
and
getting
feedback
on
our
graduate
the
basis.
J
The
other
thing
I
wanted
to
say
just
quickly
is
I,
really
appreciated
that
there
were
314
respondents
in
this
survey.
That
I
think
says
a
great
deal
about
our
staff
and
their
desire
to
be
engaged
and
to
see
engagement
from
everyone
at
every
level.
So
to
report
his
question,
one
of
the
things
that
I
think
we
as
Council
can
do
is
ask
for
regular
updates
this
survey
and
the
results
from
this
survey.
J
This
is
one
data
point.
As
Shelley
said,
we
are
coming
out
of
coven
and
hopefully
really
going
in
that
trajectory,
but
I
think
it
is
important
to
have
ongoing
updates.
So
that
it
remains
a
priority
and
one
of
the
things
that
I
have
benefited
from
in
my
time
on,
Council
is
when
department
heads
do
come
and
give
Council
some
presentation
on
their
work,
accomplishments.
I
know,
we've
heard
that
from,
for
example,
the
first
that
comes
to
mind
is
planning
and
development.
J
I
know
at
least
Nicholas
has
come
and
shared
with
Council
accomplishments
and
goals
for
the
year.
So
I
think
we
can
look
forward
to
having
more
presentations
from
departments.
So
the
council
has
opportunity
to
learn
about
departmental
initiatives
and
accomplishments
and
also
to
to
ask
questions
so
to
be
informed
and
to
ask
questions:
let's
have
more
department
heads
come
and
present
councilman.
A
I
agree
with
that
and
I
I
think
it
should
be
baked
in
the
case,
I
think
every
council
meeting
should
have
a
presentation
from
from
a
partial
once
when
I
was
on
the
youth
Bureau
just
about
every
every
meeting
we
had
some
Division
of
Youth
Bureau
would
come
and
explain
what
their
program
was
and
what
they
hope
to
do.
A
And
so
this
is
a
communication
issue.
So
for
us
to
do
our
job.
Well,
we
need
to
hear
from
city
employees
in
the
department
heads
also
the
employees,
but
also
we
and
responsibility
to
get
out
of
these
chairs
to
get
out
of
City
Hall
and
go
meet
the
employees
and
and
see
what
they're
doing
and
what
their
frustrations
are.
What
they're
proud
of
what
what
training
statement
like
to
have
us
to
make
their
jobs
more
rewarding
and
to
do
a
better
job.
J
Yeah,
just
quick,
George
I
appreciate
that
one
of
the
first
things
I
did
when
I
his
first
time.
Council
was
to
do
a
ride
along
with
both
IFD
and
ipb.
Last
measure.
I
also
had
opportunity
to
take
a
ride
in
a
snowplow,
so
I
would
encourage
my
colleagues
to
do
that
and
one
last
Point
George.
We
do
have
opportunity
every
year
during
budget
to
hear
from
departments,
and
that
is
a
time
when
we
should
be
hearing
that
I.
J
Don't
know
that
I
I
understand
what
you're
saying
about
bacon
and
the
cake
and
have
presentations
at
every
council
meeting.
That's
a
goal
and
we'll
be
able
to
meet
that
some
of
the
time.
But
it
really
is
during
the
months
plural
months
of
budget
discussions
when
we
can
really
benefit
from
hearing
the
needs
really
very
means.
A
My
own
personal
frustration,
this
year's
budget
was
worked
very
hard
on
it.
We
put
together
the
project
that
we
thought
addressed,
not
just
our
basic
needs,
but
some
things
that
have
have
Merit
that
are
costly.
D
Thank
you.
I
do
appreciate
the
the
opportunity
that
we
have
to
hear
from
department
heads,
either
through
budget
or
or
having
items
on
CA
agenda
or
someone
to
receive
updates
and
feedback,
but
considering
the
public
comment
we
received
preceding
this
definitely
making
sure
that
we
have
that
open
line
of
communication
with
staff
themselves.
I
think
is
really
important
in
having
an
opportunity.
D
I
think
it
is
a
great
suggestion
to
hear
about
what
bargaining
units
are
asking
for
in
terms
of
their
request
to
improve
the
conditions
of
their
employment,
whether
or
not
it's
dealing
with
the
healthcare
Compensation
Plan
or
time
off,
or
what
is
it
about?
The
tiered
structure
that
we're
facing
I
in
terms
of
our
our
employment
contracts?
D
The
struggles
that
we're
facing
therein
and
I
don't
know
that
if
we
receive
a
departmental
update
that
we're
going
to
hear
the
details
of
those
conversations,
you
know
I
learned
today
that
Cornell
is
advertising
a
1A
water
treatment
plant
operator
for
a
hundred
and
ten
thousand
dollars
and
r1a
water
treatment.
Operators
make
fifty
eight
thousand
dollars
and
we're.
D
So
how
do
we
compete
right
and
we
wouldn't
receive
that
information
in
these
updates,
so
more
opportunities
to
actually
sit
down
with
our
employees,
hear
from
our
employees
hear
from
our
department
heads
or
do
medium
managers
I
think
will
help
us
lean
and
understand
and
really
get
at
when
we're
talking
about.
How
do
we
build
trust
and
communication
between
employees,
income
and
Council?
D
B
It
would
be
I
think
very
useful
if
we
could
get
a
copy
of
what
that
implementation
tab
would
be
in
our
short
intermediate
and
long-term
goals,
so
that
when
we
do
have,
you
know
leadership
from
various
departments
before
Council
we're
better
equipped
to
pass
some
of
the
operational
questions,
because
I
hear
both
what
what
the
mayor
is
saying
about
the
balance
of
of
time
and
and
also
you
know
the
staff
time
of
asking
people
to
come
brief
us
on
these
things.
B
But
what
George
is
saying
about
the
drinking
cream
fire
hose
when
it's
budget
season
right
there's
got
to
be.
You
know,
I
I'm,
very
confident
that
colleagues
can
triangulate
with
the
sweet
spot
on
that
is,
but
being
equipped
with
that
again
that
operational
level
data
in
advance
I
think
it's
helpful
in
steering
how
we
do
oversight
on
the
implementations.
F
Yeah
and
something
that
I'll
sort
of
add
to
that
in
terms
of
obtaining
information.
I
know
that
myself
and
a
number
of
you
guys
are
new
to
council
this
year
and
you
know
there's
a
learning
process
that
goes
into
it,
I'm
very
grateful
to
determine
to
colleagues
to
the
department.
You
know
senior
staff
and
whatnot
to
get
information
about
how
to
do
this,
but
especially
in
that
first
year
you
know
it's
really
learning
on
learning
as
you
go,
and
so
I
think
as
many
opportunities
as
possible
for
and
I'm,
not
sure.
F
If
there's
a
way,
if
we
maybe
a
sense
that
I
can
orientate
them
like
I
know,
we
have
to
say
that
I
know
that
we
do
have
an
orientation
process
for
the
members
of
council,
but
maybe
not
having
that
be
something
that's
sort
of
you
know
said
at
the
beginning.
You
know
and
then
sort
of
you
know,
I
know
that
we're
constantly
busy
with
stuff,
but
especially
in
regards
to
going
into
budget
season
and
going
into
meeting
with
these
different.
F
You
know
department-headed
reports,
I,
know
that,
like
my
first
year
round,
like
the
first
couple
of
hearing
this
of
how
things
are
going
I'm
like
all
right,
that
sounds
good,
but
I
have
no
way
to
understand
or
really
essentially
analyze,
how
you
know,
allies
and
council
member
could
be
of
assistance
and
so
trying
to
find
ways
to
retain
as
much
information
and
knowledge
from
staff
at
all
levels
as
possible,
especially
for
new
council
members.
I
think
it's
somebody
that's
going
to
be.
F
B
Right,
seeing
no
further
comment:
I'll
just
thank
Leslie
and
Shelley
for
joining
us
this
evening,
I
was
very,
very
useful
and
I
hope
to
hear
coming
along
soon.
Our
next
item
on
the
agenda
is
a
discussion
of
the
compensation
study.
It
is
intended
to
be
executive
session,
and
so
when
we
get
moved
to
a
vacation
there
we'll
go
down
to
the
second
floor
and
when
I,
please
get
a
motion
or
hey
we're
going
to
be
taking
a
second
discuss
here.
B
I
can
go
second,
second
by
ducks
in
all
those
in
favor
of
moving
and
exactly.