►
Description
Minneapolis Public Safety, Civil Rights & Emergency Management Meeting
A
Good
afternoon,
everyone
I
will
call
to
order
this
regular
meeting
of
the
public
safety,
civil
rights
and
emergency
management
committee
today,
which
is
march
19
2014..
I
am
council
member
blang
yang,
chair
of
this
committee
with
me
today
are
the
following:
council
members,
council,
members,
cam
gordon
council,
president,
barbara
johnson
council,
member
lenny
palmisano.
A
The
second
item
is
department
overviews
and
both
of
these
were
postponed
from
a
february
26
2014
committee
meeting
and
the
first
would
be
9-1-1,
the
second
being
emergency
management,
but
I'm
I'm
going
to
switch
this
around.
So
that
the
first
item
actually
on
the
agenda
would
be
the
discussion
items
related
to
9-1-1
and
then
emergency
management
and
within
that
even
we're
going
to
switch
it
around
to
have
emergency
management
present
first
and
then
have
9-1-1
present.
Second,
and
should
I
make
a
motion
for
that
or
should
I
should
we
just
go.
A
C
That's
a
lot!
Thank
you,
mr
chair.
My
name
is
barrett
lane,
I'm
the
emergency
management
director
and
I'm
here
this
morning
to
brief
you
or
this
afternoon
to
brief
you
on
staffing
levels
in
the
emergency
management
department,
about
five
minute
presentation
for
you
and
we'll
go
through
that
in
relatively
short
order.
Here
we
start
out
our
staffing
analysis
with
our
vision
and
our
mission.
Our
vision
is
a
resilient
city
of
minneapolis
government
serving
as
a
resilient
city
of
minneapolis
community,
and
in
order
to
achieve
that
vision,
we
have
a
mission
statement.
C
That's
up
on
the
board,
but
basically
we
work
in
the
four
traditional
areas
of
emergency
management,
mitigation,
preparedness
response
and
recovery,
and
what
we
do
in
those
areas
is
build
capability.
We
build
capabilities
in
order
to
generate
that
vision.
We
have
of
resilience
so
to
the
extent
that
buying
insurance
is
a
capability.
You
know
we
have
insurance
programs,
things
like
that.
C
C
How
do
we
accomplish
that
strategy?
How
do
we
fulfill
that
mission?
We
have
adopted
a
strategy
that
basically
takes
into
account
our
mission,
our
vision,
as
well
as
our
organizational
mandates,
we're
required
by
state
law
by
our
ordinances
by
federal
law
to
do
certain
functions.
We've
put
that
into
the
mix
as
well
and,
of
course,
we're
aligned
with
this
present
city
goals
and
we'll
realign
with
current
with
future
city
goals.
C
The
reason
we're
using
that
strategy
is,
it
gives
us
kind
of
a
peg
of
objective
measures
to
hit
and
a
list
to
assess
ourselves
today
and
into
the
future.
So,
as
we
build
out
this
organization,
we
know
we're
covering
our
bases,
we're
no
we're
in
line
with
the
state
and
national
standards,
and
we
can,
of
course
be
flexible
enough
to
respond
on
all
hazards
basis.
C
So
what
we
did
is
use
that
nfpa
1600
standard
then
to
assess
our
staffing
needs.
If
these
are
the
things
that
we
need
to
accomplish
in
the
next
five
years,
what
are
the
competencies,
skills,
abilities
and
knowledge?
We
need
to
bring
on
board
in
order
to
make
that
happen.
So
we've
worked
with
hr
to
scope
that
out
develop
a
tight
team
of
people
that
will
be
able
to
be
responsive
to
that
mission
and
that
vision,
basically
we're
going
to
deliver
those
nfpa
capabilities
with
this
core
staff
right
now
scoped
to
be
about
six
people.
C
Now,
while
we
haven't
developed
the
basic
framework
or
the
exact
business
job
descriptions,
yet
we're
working
with
hr
right
now
to
do
that,
they
will
generally
fall
into
an
org
chart.
That
looks
like
this,
we'll
have
about
six
people
and
they
will
be
working
in
the
areas
I
just
outlined:
operations
planning
logistics,
finance
administration
to
build
the
job
descriptions.
We
have
to
mix
that
up
a
little
bit,
but
that's
what
we're
working
with
hr
right
now
to
do
so.
That's
that
core
staff
that
we
have
available
on
an
ongoing
basis,
resource
wise.
C
We
can
meet
that
between
our
federal
federal
grants
and
our
general
fund
allocation.
We
can
cover
the
six
positions.
Now
just
be
clear.
There
are
two
positions
that
are
filled
now,
we'll
be
filling
four
over
the
course
of
the
next
few
months.
So
that's
where
we
are
with
from
a
staffing
standpoint.
I
just
wanted
to
flag
there
that
we
to
the
extent
we
are
relying
on
grant
resources.
C
C
The
other
piece
of
staffing
you
should
be
aware
of
is
this
idea
of
contingent
staffing
and
that's
how
we
can
staff
the
emergency
operations
center.
Obviously
it
takes
more
than
six
people
to
do
that,
certainly,
when
you're
working
operational
period
off
after
operational
period,
we
need
to
rely
on
other
people
within
the
organization
and
outside
to
be
brought
in
to
help
staff
that
and
we're
working
to
build
up
that
process
and
routinize
that
and
bring
it
into
the
institution
here
as
well.
C
C
So
with
that,
mr
chair
members
of
the
council,
I
can
stand
for
any
questions,
but
at
this
point
in
time,
in
summary,
we're
in
reasonably
good
shape
from
resources,
standpoint
we're
working
with
hr
to
get
that
core
staff
identified
and
brought
on
board,
and
we
have
plans
in
place
to
bring
that
contingent
workforce
in
if
and
as
necessary.
Until
we
get
the
the
final
plan
developed.
A
D
I
thank
you,
mr
chair,
mr
lane,
so
I
I
was
listening
in
your
first
remarks
and
and
I
just
wonder
how
many
of
our
the
times
that
we've
activated
the
emergency
management
system
have
fallen
within
what
you
called
kind
of
our
core
predict:
more
predictable
emergencies,
and
I
think
about
weather
and
and
that
kind
of
thing
and
and
what
have
fallen
outside.
Of
what.
C
Related,
so
it's
the
ice
storms,
it's
the
snowstorms,
it's
the
tornadoes
and
obviously,
we've
had
tornadoes.
Those
are
the
things
that
we're
working
on
to
anticipate
to
some
extent
flooding
and
we
work
with
other
organizations
across
the
states.
We
have
to
be
responsive
to
things
that
happen
regionally
as
well
as
just
within
the
city,
but
it's
primarily
whether
it's
backing
up
major
hazmat
incidents.
You
know,
certainly,
if
there's
an
act
of
terrorism,
something
intentional
we
would
have
to
do
that.
That's
not
something
that
we
can
assess
on
a
ongoing
basis.
C
I
think
the
thing
that
really
fell
out
of
the
pattern
was
really
the
bridge
collapse.
Yeah.
You
know.
As
it's
been
said
in
the
past,
we
didn't
have
a
bridge
collapse
plan,
but
what
we
need
to
have
is
a
general
plan.
That's
flexible
enough
to
respond
to
things
that
that
do
in
fact,
come
out
of
the
blue,
like
that.
D
Mr
chairman,
just
another:
what
about
health
emergencies?
How
have
we?
I
was
trying
to
think
back
if
we've
had
you
know
we
did
that
test
of
the
postal
carriers
delivering
a
medication
I
think
to
homes.
Have
we
had
any
health
emergencies
or,
I
suppose,
some
of
the
weather-related
stuff,
the
the
heat
and
that
kind
of
thing
of
it.
E
C
There
are
other
things
that
we've
done
since
then
we
usually
ramp
up
when
we
have
severe
heat,
some
of
the
cold
weather
snaps
that
we've
had
we've
been
monitoring
those
to
make
sure
that
that
there
aren't
public
health
impacts
to
that,
and
obviously
with
the
core
staff
of
six.
You
know
we
can't
do
everything,
so
we
really
rely
on
our
partners
in
public
health
in
police.
D
A
C
We
should
have
that
done
with
next
couple
of
months.
It's
a
matter
right
now
making
sure
that
the
the
job
descriptions
are
lined
up
in
such
a
way
that
we
can
cover
as
much
of
the
work.
We
know
we
need
to
do,
and
you
know
honestly
minimize
the
footprint
that
we
have
on
the
overall
operation
here.
We
don't
want
to
have
a
enormous
request
right
out
of
the
gate.
My
hope
is
that
we
would
run
with
this
for
a
year
or
so
see
how
it
goes.
C
C
This
current
strategy
has
only
been
in
place
for
a
year,
so
we
don't
have
a
lot
of
experience
about
how
emergency
management
is
an
enterprise
focused
enterprise
serving
organization
works,
so
we're
kind
of
feeling
our
way
through
this
as
we
go,
but
I
want
to
staff
cautiously
because
we
want
we
make
commitments
to
people
and
bring
them
on
board.
I
want
to
make
sure
that
we
can,
you
know,
provide
well
for
them
as
well.
C
I
will
say,
however,
councilmember
that
that
we've
gotten
exceptional
help
from
the
county
from
the
region
and
the
state
as
we've
been
sort
of
in
this
transitionary
period.
So
you
know
we
sit
within
a
web
of
resources
that
we
can
bring
to
bear
here.
So
I'm
comfortable,
you
know
in
this
transitionary
period
as
long
as
it
lasts
too
long,
but
we
do
have
relationships
within
the
broader
emergency
management
community
that
we
could
pull
in
if
we
need
them
right
now.
C
G
H
G
C
So
that's
our
first
go-to,
so,
whether
it's
fire
or
pd
or
elsewhere.
We
know
we've
got
internal
resources.
We
can
go
to.
We
have
been
working
with
hennepin
county
on
a
formal
mutual
aid,
but
there
really
is
a
state
statute
under
a
state
statute
under
chapter
12.
That
allows
us
to
call
for
and
deploy
resources
without
an
existing
mutual
aid
agreement,
and
we
can
vary
that
if
we
want
to,
but
we
do
have
the
ability
to
move
resources
across
jurisdictional
boundaries
just
on
the
background
state
law.
C
So
as
I've
worked
with
eric
waggie
at
hennepin,
county
judge
freed
in
ramsey
county
terry
stoltzman
in
anoka,
county
christie
rollwagon
who's
an
alumni
of
alumnus.
I
guess
of
of
city
of
minneapolis
is
at
the
airport
it's
those
relationships
that
really
found
the
basis
of
this.
We
have
a
number
of
regional
working
groups,
both
around
grants
and
around
operations,
and
we
routinely
meet
on
an
ongoing
basis
to
make
sure
that
we're
sharing,
situational
awareness,
opportunities,
exercising
and
training
together.
C
A
I
A
A
J
So
our
agenda
for
this
10
minutes
will
be
a
department
overview
and
then
an
update
on
our
workforce
cross
training
initiative.
I
have
if
they're
in
here,
but
we
did
bring
our
six
new
future
of
9-1-1
employees
here,
who
are
in
their
first
week
of
training
and
they're
here
as
part
of
their
employee
orientation.
J
J
J
Our
911
programs
are
primarily
to
receive
process
and
dispatch
requests
for
emergency
response.
That
includes
answering
and
processing
9110
digit
calls
for
service
and
dispatching
police
and
fire
emergency
response.
We
also
perform
warnings
and
notifications
throughout
the
city.
We
are
the
secondary
warning
point
for
severe
weather
for
the
county.
We
monitor
various
police
systems
for
emergency
response,
such
as
the
shot,
spotter
gunfire
detection
system,
the
bait
vehicle,
anti-auto
theft,
vehicle
and
the
security
cameras
that
are
located
throughout
the
city
and
we,
in
addition,
have
an
administrative
support
function
that
supports
the
department.
J
911
answers
and
processes
about
565
000
calls
for
service
in
a
year.
Most
of
those
are
9-1-1.
A
portion
of
those
are
10-digit
calls,
some
of
which
are
emergencies
where
people
can't
complete
their
call
using
911,
so
they
use
our
published
10
digit
phone
number
to
reach
us.
We
also
dispatch
and
manage
police
and
fire
resources
for
emergency
response.
In
2013
we
responded,
or
we
dispatched
374
000
police
responses
and
38
000
fire
responses.
All
ambulance
dispatching
is
done
by
two
separate
private
entities:
hennepin
county
emergency
medical
service
and
north
memorial,
emergency
medical
services.
J
This
is
a
snapshot
of
our
operating
budget.
The
vast
majority
of
our
8.6
million
dollar
budget
is
comprised
of
salaries
and
benefits.
We
receive
a
small
amount
of
state
surcharge
funding
that
is
narrowly
prescripted
in
how
we
spend
it.
It
has
to
be
directly
related
to
providing
911
service
delivery.
J
J
Here's
what
we
did.
We
took
a
studied
long-term
approach
to
implementing
this
change.
Initially,
we
undertook
a
pilot
project
to
identify
any
training
issues
that
might
occur.
Then
we
developed
a
new
job
description
and
had
it
studied
by
human
resources
to
make
sure
that
it
had
no
disparate
impact
or
other
unintended
negative
consequences
on
our
employees.
J
Then
we
met
with
our
afscme
and
human
resource
partners
for
a
series
of
discussions
where
we
developed
and
worked
through
a
list
of
issues
for
both
labor
and
management.
Meanwhile,
we
were
holding
a
number
of
employee
information
and
listening
sessions
to
hear
what
employees
had
to
say
and
to
explain
the
program
to
them.
Finally,
we
began
incrementally
cross-training
new
and
existing
staff.
J
This
is
a
high-level
overview
of
our
road
map
and
where
we
are
right
now
is
represented
by
the
blue
arrow
we're
halfway
through
or
a
little
more
than
halfway
through
our
process.
Today
we
have
50
fully
cross-trained
dispatchers
and
18
operators
remaining
to
complete
the
training
over
the
course
of
the
next
three
years.
That's
26
percent
of
staff.
J
J
Any
performance,
discussion
of
911
or
any
call
center
takes
into
account
three
main
factors.
Number
one
is
staffing
number
two
deployment
and
number
three
compliance.
All
three
must
work
together
to
produce
results.
It's
not
just
numbers
of
people.
We
need
to
be
asking.
Do
we
have
the
right
number
of
staff?
J
J
When
we
talk
about
deployment
and
we're
going
to
get
to
our
our
scheduling
initiative
here,
we
talk
about
deployment.
That
means
that
are
the
staff
we
have
deployed
effectively.
That
speaks
to
our
schedule
and
the
cross
training.
We
are
now
using
a
demand-based
staffing
model
that
corresponds
to
known
call
volumes
and
the
cross-training
of
staff
will
add
additional
flexibility
in
responding
to
emergencies,
and
the
third
factor
is
compliance,
are:
are
those
employees
present
doing
their
best
work
when
they're
on
the
job.
J
J
J
The
green
line
that
you
see
is
our
staffing
pattern
for
2014
demand-based
scheduling
initiative.
That
is
the
number
of
staff
that
the
schedule
is
designed
to
provide.
This
is
an
improvement
over
more
traditional
staffing
models
used
in
the
past,
which
distributed
staff
more
evenly
throughout
the
day
and
used
overtime
to
fill
the
gaps.
J
Now
it's
the
workload
that
is
distributed
more
evenly
among
the
staff.
I've
been
asked
how,
since
we
staff
for
known
historical
activity,
do
we
respond
to
those
surges
in
call
volume
that
can
unexpectedly
occur
to
fully
staff?
Every
position
at
all
times
would
be
impractical,
so
we
employ
tools
such
as
call
triaging,
just
as
hospital
emergency
rooms
have
done
for
years.
J
Call
takers
work
quickly
through
the
surge
to
triage
calls
determining
which
are
true
emergencies
and
which
can
wait
many
times.
These
surges
are
calls
reporting
the
same
incident
and
the
response
has
already
been
started
on
the
very
first
call,
while
no
911
center
can
guarantee
every
call
will
be
answered
immediately
by
a
person.
Improvements
in
technology
will
provide
ways
to
route
overflow
calls
to
other
locations.
For
answer.
Our
new
phone
system,
which
is
planned
for
early
2015,
has
this
capability.
J
J
Everything
that
I
have
done
from
cross
training
to
staff
deployment
to
focus
on
compliance
has
been
in
response
to
the
desire
to
make
sure
911
is
answered,
and
every
emergency
response
is
dispatched
as
quickly
as
possible.
In
the
city
of
minneapolis
shouldn't
every
911
call
be
answered
immediately.
Yes,
that
would
certainly
be
preferable.
J
The
entire
public
safety
response
system
that
consists
of
police,
fire
and
emergency
medical
services
is
based
on
a
series
of
calculations
of
coverage
done
to
best
minimize
risk
and
make
the
best
use
of
resources.
The
system
status
management
used
by
emergency
medical
services
is
an
illustration
of
this.
J
J
I'll
very
quickly
touch
on
our
technology
initiatives
going
forward.
We
are
partnered
with
four
other
phase.
One
entities
to
implement
a
shared,
hosted,
911
call
handling
system,
which
I
know
this
committee
is
already
familiar
with.
That
will
give
us
additional
flexibility
not
only
in
our
call
processing
but
in
our
reporting,
so
that
we
can
get
better
metrics
out
of
our
system,
we're
also
moving
toward
a
best
practice
in
911
call
handling,
which
will
implement
call
handling
protocols
to
be
able
to
customize
scripts
for
911
call
handling
to
provide
better
outcomes
and,
finally,
our
ongoing
work.
J
It's
been
a
rough
winter.
911
is
a
hard
job
and
change
is
always
hard.
I
know
because
I've
done
every
job
in
the
center
for
several
years,
911
has
been
working
along
with
our
union
labor
management
committee
and
our
human
resource
partners
to
find
ways
to
make
911
an
even
better
place
to
work.
Since
we
were
under
the
status
quo
order
for
the
past
six
months,
we
haven't
been
able
to
have
this
discussion.
J
B
So
I
just
you're
kind
of
I
think
I
just
want
to
noted
that
this
is
pretty
much
consistent
with
the
policies
and
I
think
and
directions
you've
been
getting
from
the
mayor
and
the
city
council,
and
I
appreciate
that
I
have
a
a
couple
of
questions
that
I
wanted
to
ask,
and
I
think
I
know
the
answer
to
the
first
one,
because
you
answered
it.
I
believe
that
there
are
two
vacancies
and
they're
both
in
the
dispatcher
operator
category.
B
J
The
yeah,
thank
you
for
the
question
the
left
hand
vertical
vertical
axis
axis
is
the
call
volume,
and
so
the
blue
line
is
summer
call
volume,
and
this
is
all
based
on
historical
data.
The
red
line
is
winter
call
volume,
the
green
line
is
staff
scheduled
and
for
reasons
of
security
we
don't
publish
those
numbers,
but
we
never
staff
fewer
than
nine
employees.
B
B
B
What
should
be
the
minimum
and
and
then
I
guess,
I've
just
been
trying
to
find
out
all
these
details
in
the
last
month
or
so
and
hearing
a
lot
more
about
9-1-1
than
maybe
we
had
been
because
of
this,
the
change
and
what's
been
going
on
there
and
some
of
the
coverage
and
some
tragedies
in
the
city,
and
so
it's
at
the
part
that
I
think
some
of
us
are
most
concerned
about
are
those
in
the
the
wee
hours
of
the
night
or
morning
and
how
low
do
we
actually
go?
I'm
wondering.
B
B
What's
the
longest
wait
time,
how
many
calls
end
up
getting
dropped
because
the
callback
doesn't
happen
ever
or
I
mean
I
I
do
know
from
personal
experience,
because
my
son
did
this
when
he
was
young,
you
can
try
calling
911
and
hanging
up
and
they'll
call
you
back
to
check
on
things
and
that's
great
and
and
when,
when
he
did
that,
I
got
a
call
back
immediately.
It
wasn't
didn't
have
a
stopwatch,
but
it
was
very
quick,
but
I'm
I
think,
they're
from
what
we're
hearing
there
might
be.
B
Sometimes
when
nobody
gets
a
call
back
or
if
there's
a
call
back,
they
don't
have
one.
So
I
guess
I'm
curious
if
we
can't
discuss
it
here
to
discuss
it
at
some
time,
what
what
is
the
lowest
that
we
get
to?
How
do
we
settle
on
what
that
should
be,
and
is
that
the
right
number
and
then-
and
I
noticed
in
results-
minneapolis,
we
don't
necessarily
track
one
of
the
key
indicators.
B
Isn't
the
number
of
I
don't
know
if
we
should
call
them
dropped,
calls
or
non-responses,
or
maybe
we
should
look
at
who
waits
more
than
two
minutes.
So
what
are
the
outliers?
I
think
it's
great
that
we're
getting
close
to
that
five
seconds
and
the
five
and
a
half
seconds
I
I
so
that's
that's
great
news,
but
then
I
think
it
would
also
be
interesting
to
find
out
how
long
is
the
longest
wait
and
how
many
people
wait
longer,
and
what
can
we
do
about
that
which
might
mean
it's
our
fault.
B
B
I
also
think
it's
great
that
we're
looking
at
how
long
it
takes
to
get
some
somebody
dispatched
there
and
those
responses
and
trying
to
improve
those
numbers
too.
I
did
have
a
question
about
that
because
it
sounds
like
when
we
have
an
overflow
of
calls
we're
going
to
have
a
plan
for
them
to
to
go
somewhere,
and
I
was
unclear
on
where
those
would
go.
So
if
we're
getting
too
many
calls
we're
going
to
have
the
capability
to
send
those
somewhere
else.
B
B
J
So
we
need
to
stay
ahead
of
the
game
and
part
of
the
reason
that
we've
been
working
so
hard
to
hire
and
train
is
that
it
takes
a
long
time
to
train
a
911
dispatcher.
It
takes
about
a
year
and
we
don't
want
to
rush
people
through.
So
we
we
are
trying
to
get
ahead
of
the
game
and
with
this
new
flexibility
in
staffing,
I
think
we'll
be
able
to
get
there.
B
B
Whereas
nobody's
really
going
to
be
calling
at
four
in
the
morning
unless
it
is
a
pretty
critical
and
serious
thing,
and
I
wonder
if
we
could
ever
have
a
way
of
of
tracking
that
maybe
have
a
secondary
bell
curve
or
whatever.
And
if
we,
maybe
you,
don't
even
rank
the
calls
in
their
level
of
seriousness.
But
I
suspect
you
do
because
you
have
to
dispatch
the
right
people
to
the
right
emergency
in
the
right
situation,
so
they're
getting
prioritized
and
if
we
could
see
the
bell
curve
and
kind
of
that
priority.
B
It
might
be
interesting
too,
because
I
think
that
might
we
might
want
to
drive
our
staffing
then
to
make
sure
we've
got
the
coverage
for
when
we
have
the
potential
to
save
the
most
lives
or
respond
to
the
most
critical
high
priority
incidents,
and
if
they
really
are
happening
between
midnight
and
9
a.m.
Even
though
that's
when
our
call
load
is
lowest,
we
should
take
that
into
consideration.
B
I
think
sometimes
we
get
ourselves
in
trouble
when
somebody
thinks
anything
going
on
in
in
the
department
has
to
stay
in
the
department,
and
you
know
heaven
help
us
if
the
council
members
find
out
about
any
problems.
Well,
it
really
helps
us
do
our
job.
If
we
can
find
about
the
problems,
even
drill
down
into
them
have
an
honest,
open
conversation
with
everybody
involved
and
so
we'll
try
to
keep
the
balance.
But
I
just
want
to
thank
you
and
everyone
involved
for
helping
us
have
that
discussion
here.
I
D
You,
mr
chair,
you
know
miss
hunt.
This
is
really
helpful
and
we
don't
have
the
report
linked
to
our
computer
system,
so
I
hope
that
I
I
mean
I
think
this
be
helpful
information
to
share
with
constituents
who
called
us
about
some
of
these
issues.
But
I
you
know
one
of
the
most
frequent
things
that
I
hear
from
my
constituents
is
this:
this
situation
of
a
critical
emergency
shots
fired.
D
You
know
someone
injured
and
multiple
people
call.
How
will
that
will
this
new
system?
Will
that
help
us
with
that?
So
that
calls
would
automatically
if
we're
overloaded
do
they
would
they
automatically
go
to
another
system
or
is
it
manual
or
how?
How
does
that
happen,
and
maybe
it
doesn't
address
that
it.
J
That
is
the
partial
answer.
Okay
to
that,
the
the
other
feature
that's
available
with
the
newer
911
systems
is
that
you
can
do
some
geographic
mapping
so
that
you
can
see
where
calls
are
coming
from
easier
than
we
can
today.
We
can
do
it
today
to
a
certain
extent,
but
there
will
be
more
ability
to
identify
that
something
big
is
happening
in
a
certain
area
of
town
and
then
work
to
triage
those
calls
so
that
that
nothing
falls
through
the
cracks.
D
And
that
mr
chair,
just
just
a
curiosity-
and
I
you
know,
I
think,
want
to
thank
our
our
911
operators
and
dispatchers
for
being
here
today
and
I
I
can't
imagine
how
hard
of
a
job
you
have
and
you
do
a
great
job,
but
I'm
just
curious
to
do.
People
pick
the
shifts
that
they
work.
I'm
and
I
come
from
being
a
nurse.
J
D
A
A
few
questions
for
you
so,
generally
speaking,
I
mean
90
90
of
the
calls
are
answered
fairly
quickly
and
you
know
I'm
wondering
about
the
other
10
I
mean
that's,
you
know.
Even
within
the
context
of
10
I
mean
that's,
that's
a
substantial
number
of
phone
calls
about
40
000
phone
calls
and
what
happens
to
those
phone
calls.
J
J
That
standard
was
developed
based
on
principles
of
telecommunications
engineering,
to
develop
a
standard
grade
of
service
and
a
greater
service
refers
to
the
probability
that
an
incoming
call
will
be
blocked
or
queued
for
an
unacceptably
long
period
of
time.
So
the
industry
developed
a
standard
that
they
felt
was
achievable,
which
was
90
of
calls
answered
in
10
seconds
or
less.
A
J
And
so
then
the
system
takes
incoming
calls
with
people
who
still
have
in-process
calls
and
haven't
hung
up
yet
and
puts
those
in
front
of
the
abandoned
calls.
So
if
there's
a
flurry
of
activity,
the
active
callers
are
always
going
to
be
put
before
those
who
hung
up
eventually,
those
calls
that
were
hung
up
are
presented
to
an
operator
for
answer.
As
soon
as
an
operator
becomes
available.
J
A
J
We
never
have
no
people
staffed,
but
it's
always
a
minimum
of
nine
that
are
scheduled.
Okay,
even
in
the
we
are
always
hours
of
the
night.
But
what
we
we
look
at
our
schedule
every
month
and
determine
the
best
placement
for
all
of
our
people
that
are
coming
off
training,
and
so
I
would
expect
once
we
are
fully
staffed
and
have
filled
our
bell
curve
positions
and
everyone
is
trained
and
contributing
that
that
overall
curve
would
rise.
A
E
A
The
next
items
on
the
public
hearings
or
the
next
items
that
are
on
the
agenda
are
the
public
hearings
for
the
fire
chief
in
the
department
of
civil
rights
director.
The
public
hearing
process
will
proceed
as
follows,
and
I'm
going
to
read
some
of
the
ground
rules
for
people
a
is.
We
have
a
sign
up
sheet
for
speakers.
If
you
wish
to
speak
and
have
not
signed
up,
please
do
so
at
the
park
over
there
two
we
will
begin
with
the
mayor
or
her
representative.
A
Three,
we
will
open
up
the
hearing.
Each
speaker
will
be
given
four
minutes
to
speak
and
we
will
continue
until
all
speakers
are
allowed.
The
time
to
address
the
committee
when
you
come
up.
Please
state
your
name
and
address
for
the
record.
Your
organization,
if
you
are
representing
one
and
whether
you
support
or
oppose
a
reappointment
written
comments,
are
to
be
submitted
to
the
clerk
after
the
public.
Hearing
is
closed.
The
department
head
will
be
given
five
minutes
to
address
the
committee.
N
As
a
chief,
he
has
had
his
eye
on
the
budget.
He
has
had
his
eye
on
staff
and
management
and
he
has
had
his
eye
on
communication
communication
with
council
members
when
I
was
a
council
member
communication
with
the
mayor's
office
and
communication
with
the
public
that
he
is
dedicated
and
devoted
to
fire
safety
and
fire
prevention
and
fire
suppression.
N
N
I
have
been
at
the
hospital
with
him
when
we
have
to
speak
with
family
members
who
just
experienced
devastating
losses,
and-
and
I
wouldn't
wish
those
moments
on
anyone.
But
if
you
have
them,
you
want
someone
with
john
friedl's
heart
and
skill
and
compassion
there
in
that
room
with
you
in
those
moments.
A
O
Good
afternoon,
chair
mayor,
there
are
other
council
members
of
this
committee.
My
name
is
mark
lakoski
and
I'm
a
firefighter
from
minneapolis
and
I'm
also
president
of
minneapolis
fire
local
82..
I
truly
appreciate
the
opportunity
to
be
up
here
dealt
with
a
number
of
members
and
and
obviously
hopefully
get
to
know
all
the
new
members
here
in
the
panel,
the
rest
of
the
council,
I'm
really
just
to
share
my
full
support
for
chief
friedel.
O
I
know
he's
spoken
to
you
a
number
of
times
on
on
his
visions
and
some
things
that
he
thinks
he
needs.
I
I
think
cydia,
unfortunately,
has
been
through
some
tough
economic
times
these
last
10
11
years
and
have
had
to
make
some
tough
decisions,
but
I
think,
as
as
we
turn
this
corner,
I
think
it's
time
to
start
looking
towards
restoring
the
service
that
we
know
we
can
bring
back
to
the
citizens
and
the
visitors
of
minneapolis.
O
If
you
know
me,
you
know,
I'm
not
sure,
but
I'm
keeping
it
short
today,
just
to
echo
what
barrett
lane
says
as
his
system,
which
thankfully
deals
with
a
few
tragic
tragic
events,
is
the
tornado.
The
bridge
collapse,
which
myself
and
many
members
were
there
at
the
beginning
through
the
whole
event
and
the
whole
week
of
the
tornado,
where
he
agrees,
or
he
believes
in
his
request
that
his
system
needs
to
be
built
to
a
capacity
that
can
handle
that
level
of
support,
though
their
events,
thank
goodness,
are
few
and
far
between.
O
I
think
that
analogy
also
applies
that
philosophy
all
supplies,
the
fire
department.
We
have
what
people
individually
agree,
are
catastrophes
in
their
life
every
single
day,
and
I
think
this
fire
department
needs
to
be
rebuilt
back
to
handle
the
capacity
of
those
individuals
lives
and
when
they're
calling
us
like,
I
said.
In
short,
I
appreciate
the
opportunity
to
be
here.
I
hope
you
listen
to
the
chief's
vision,
his
request
and
some
of
the
needs.
O
F
F
We
went
through
some
some
tragedies
earlier
this
year
and
john
friedel
led
us
through
those
tragedies
and
he
led
with
the
citizens
with
the
firefighters
and
we
need
that
type
of
leadership.
But
john
has
challenges
coming
up.
Those
tragedies
that
we
have
some
are
preventable.
Some
of
the
things
that
we
need
to
do
as
a
fire
department
that
we've
gotten
away
from
because
of
whatever
reason
fire
education
is
the
key
getting
into
the
community
is
the
key.
We
have
those
capabilities
support
john
in
getting
out
there
to
the
communities.
F
Two
years
ago,
my
friends
and
fellow
firefighters
spent
saturdays
during
the
spring.
Going
out
to
the
homes
and
installing
nearly
four
thousand
smoke
detectors
still
not
enough.
You
know
we
need
to
continue
that
on
and
on
and
on,
and
I
believe
john
friedel's
the
one
to
lead
us
to
that
point.
So
once
again,
I
support
john
friedl
as
a
resident.
F
Oh
no
one
more
thing.
I
know
that
john
cares
about
his.
He
cares
about
his
firefighters.
20
years
ago,
john
was
a
battalion
chief.
I
was
a
rookie
station
six
over
there
by
the
convention
center.
There
wasn't
a
shift
that
went
that
didn't
go
by
where
john
came
down
there.
While
I
was
studying
and
checked
on
me
and
helped
me
and
drilled
me
and
that
benefited
me
to
this
day.
So
I
know
that
john
cares
about
his
firefighters
and
we're
proud
to
have
him
as
our
chief,
and
I
hope
you
guys
support
him.
P
Just
prior
to
this
time
I
was,
I
was
teaching
a
command
class
for
a
group
of
firefighter
a
group
of
actually
police
officers
and
my
cell
phone
rang,
and
it
was
at
that
time
it
was.
It
was
mayor,
ryback
and-
and
he
had
asked
me
if
I'd
wanted,
to
come
back
and
and
do
a
term
as
a
fire
chief,
I
had
retired
and
he
asked
if
I
wanted
to
come
back
and
I
maybe
paused
for
a
thousandth
of
a
second,
maybe
and
and
said
yes
knowing
full
well.
P
When
I
came
back,
I
knew
there
was
a
department
that
that
had
a
few
issues.
You
know
we
were
a
little
bit
a
little
bit
stagnant.
Where
I
looked
at
it,
there
was
a
you
know.
Obviously,
the
economic
downturn
that
all
a
lot
of
cities
went
through
certainly
had
an
impact
on
our
department,
but
I
think
we
came
back.
I
knew
there'd
be
challenges.
I
knew
there'd
be
questions
about
me
coming
out
of
retirement
to
lead
this
department,
but
something
I
really
wanted
to
do.
P
I
think
that
you
know
one
of
the
first
things
that
that
I
did
coming
back
was
we
had
a
I
had
to
expand
our
department
a
little
bit
from
four
districts
to
five
districts
to
align
ourselves
with
the
police
department,
but
it
did
a
couple
things.
I
knew
that
I
had
a
lot
of
a
lot
of
individuals
sitting
on
promotional
exam
lists
who
never
had
an
opportunity
to
promote
by.
P
By
doing
that,
I
not
only
probably,
I
think,
built
a
little
more
of
a
an
effective
command
model
on
incident
scenes,
but
allowed
a
little
more
internal
upper
promotional
opportunity
for
some
of
our
young
folks,
and
so
I
was
able
to.
In
the
last
two
years
we
have
promoted
54
individuals
who
are
going
to
be
some
quality
leadership
going
forward
in
this
department.
P
We
had
a
problem
with
a
rig
replacement
program
working
with
our
partners
in
the
fleet
division.
We
I
think
I've
got
finally
got
a
some
plan
that
have
our
rigby
placement,
our
fire
truck
replacement
plan
back
on
a
solid
15-year
plan.
We've
taken
delivery
of
11
new
pumpers
in
our
fleet.
We've
got
two
more
scheduled
for
delivery
next
year,
we'll
be
taking
delivery
of
a
new
platform
truck
also
august
of
this
year.
P
We
have
expanded
our
community
outreach.
I
think
that
is
extremely
important
for
us.
We
all
know
we
faced
a
lot
of
tragedies
in
the
last
few
months
in
minneapolis,
I
think,
to
the
community
outreach
and
expanding
our
our
community
public
education.
Fire
prevention
programs
is
going
to
be
key
for
us
going
forward.
Strong
prevention,
along
with
education,
is
going
to
be
very,
very
important
for
us
to
continue
to
expand
upon
this
year.
In
june.
P
I
do
plan
on
on
initiating
a
literature
drop,
a
literature
drop
program
throughout
the
city,
where
our
firefighters
will
be
dropping
literature
throughout
the
communities
and
including
that
in
that
literature
will
be
an
opportunity
for
homeowners
who
choose
to
request
a
free
home
fire
inspection
to
have
our
fire
crews
go
back
into
the
fire
stations
to
assist
them
in
identifying
potential
fire
hazards
in
their
home.
It's
a
service.
I
think
it's
it's
it's
needed.
I
think
it's
time
that
we
do
that.
P
We
did
that
years
ago,
but
I
think
it's
something
we
need
to
get
back
to
it's
a
way
for
our
firefighters
to
get
into
homes,
of
the
some
of
the
citizens
of
minneapolis
and
take
a
proactive
response
to
some
of
the
tragedies
that
we
faced
this
year.
I
am
in
terms
of
future.
I
know
I
solve
some
challenges
with
staffing.
We
have
got
a
class,
that's
going
to
be
hired
starting
the
31st
of
march.
P
I
plan
on
graduating
that
class
shortly
after
the
first
of
july,
in
april
of
this
year,
probably
three
weeks
from
now
four
weeks
about
a
month
from
now,
I
plan
to
identify
a
number
of
a
second
class
to
hire
we're
going
to
start
the
process
earlier.
It's
a
challenging
process
to
get
people
through
all
the
process
to
get
them
hired
into
a
connect
class.
P
So
with
that,
I
think
we're
going
to
bring
our
our
our
staffing
up
to
the
budget
budgetary
level
and
also
maybe
take
it
just
a
little
bit
above,
because
I
know
that
we're
going
to
have
a
lot
of
attrition
this
year
and
I
got
to
make
sure
we
hedge
against
that
attrition
that's
going
to
happen,
so
we
are
going
to
have
the
harboring
challenges
for
the
next
few
months.
We
are
going
to
be
hiring
a
number
of
firefighters.
There's
some
challenges
I
think
we
can
meet.
P
P
P
I
want
to
thank
my
firefighters
for
all
the
work
they've
done,
especially
the
first
three
months
of
this
year
have
been
absolutely
outstanding.
They've
answered
the
bill
or
every
time
they've
been
called.
They
continue
to
do
that,
we'll
work
on
getting
the
support
that
they
need
working
with
with
with
committee
and
work
with
council.
P
I
know
we'll
give
them
the
support
that
they
need
and
to
maintain
an
effective
fire
fire
department
that
I
know
we
already
have
we're
a
little
bit
small,
but
we
aren't
effective
and
we'll
work
on
on
getting
that
back
where
we
need
to
be.
We
just
got
a
little
bit
of
work
to
do,
and
we
will
certainly
do
that.
I'm
very
optimistic
about
the
future.
I
thank
the
mayor
for
bringing
my
name
forward.
I
really
appreciate
this
opportunity.
P
Q
Thank
you,
chair
yang.
I
I
don't
have
a
question.
I
just
want
to
thank
the
chief
and
and
and
our
firefighters
for
the
stellar
response
that
you
had
on
the
fire
on
the
1st
of
january
and
see
the
riverside,
and
that
was
a
horrible
and
horrific
incident,
but
I
think
you
saved
lives
on
that
day
and
I'd
like
to
thank
you,
and
I
remember
and
I'd
like
to
thank
mayor,
betsy
hargis
for
bringing
your
name
forward
as
well.
Thank
you
very
much.
D
I
thank
you,
mr
chair,
and
I
too
appreciate
the
work.
I
had
a
fatal
fire
in
my
award
and
I
think
your
words
about
fire
safety,
you
know
is
something,
and
I
appreciate
the
message
that
you
sent
out
with
the
other
chiefs.
I
just
think
it's
so
important
that
there
are
many
things
I
think
mr
takovsky
said
that
are
preventable,
and
you
know
that
we
need
to
get
that
word
out.
D
We
have
a
fantastic
fire
department,
dedicated
dedicated
people.
You
know
they're
they're
firefighters,
but
they
also
are
these
first
responders
to
people
that
call
for
all
these
medical
emergencies-
and
you
know
our
the
job
has
changed
in
some
ways
because
of
that,
but
I
mean
what
a
remarkable
service
they
provide
for
people
in
our
city
that
is
head
and
shoulders
above
the
services
that
are
provided
by
the
community
or
communities
that
surround
us.
So
thank
you.
G
G
What
I
like
best
is
that
you
still
get
excited
about
new
initiatives,
whether
it's
public
education
or
invigorating
the
next
generation
of
firefighters.
I
see
that
and
I
see
that
in
a
very
real
way.
I
I
think
a
lot
of
people
around
here
would
be.
It
would
be
easy
to
just
see
you
as
an
expert,
but
I
don't
think
that
you
see
yourself
that
way.
I
know
that
you
walk
around
as
a
continuous
learner,
and
so
I
just
wanted
to
appreciate
your
thoughtfulness.
R
P
Again,
there's
a
story
behind
that,
but
my
wife
left
one
white
shirt
hanging
in
my
closet
and-
and
I
asked
what
happened
right
type
said
why'd
you
do
that
she
goes
well
just
in
case.
Well
that
came
true.
You
know
you
know.
I
I
think
that
there
are.
There
are
many
things
that
that
you
look
at
right
now.
I
I
I
don't
know
if
I
have
any
real
regrets.
You
know.
P
I
think
that
we,
I
think
you
know
our
staff
and
and
and
credit
to
labor
management
and
my
staff,
for
you
know
trying
to
lean
forward
on
some
issues
that
we
have
that
that
are
so
important
to
me
and,
I
think,
are
important
to
us.
So
I
I
think,
when
you
know
I'm
working
a
little
hard
on
the
preventative
on
the
best.
Some
of
the
preventative
issues,
I
think,
want
to
really
what
I'm
working
on
in
public
education.
I
want
to
spend
a
little
more
time
on
that.
P
That's
I
felt
it's
important
for
us
to
to
look
at
some
of
the
prevention
issues
and,
of
course,
my
staffing,
you
know,
there's
there's.
We
need
to
grow
a
little
depth
in
the
department.
I
know
that
a
lot
of
that's
my
responsibility
to
make
sure
that
I
put
an
effective
plan
together
to
be
able
to
effectively
do
that,
and
I
will
do
that
so
staffing
is,
is
a
big
issue
for
you
moving
forward,
probably
not
a
good
answer,
but
that's.
P
P
Well,
I
think
you
know
I'll
be
honest
right
now
we're
at
we're
at
we
have
budget
for
406,
firefighters
and
within
the
next.
Probably
the
next
90
days,
maybe
a
little
more.
Maybe
by
june
I'm
going
to
be
down
to
we're
we're
budget
for
four
or
six
we're
going
to
be
down
to
380
with
attrition.
That's
a
hard
electrician
is
hitting.
I
am
that
far
down
already,
so
we
have
to
be
very,
very
aggressive
in
our
hiring
and
our
hiring
process
takes
a
long
time.
P
It
just
there's
a
process
with
with
all
of
the
the
issues
that
new
candidates
have
to
go
through
to
be
to
qualify
to
come
on
the
job.
So
it
takes
a
long
time
and
you
have
to
guess
a
little
bit.
You
have
to
look
ahead
and
have
a
good,
solid
workforce
plan
to
make
make
some
good
hires
so,
but
I'm
going
to
be
very
aggressive
with
that
and
get
us
up
to
that
level
and
try
to
hedge
again
to
build
that
depth
that
we
need
to
hedge
against.
A
A
B
Thank
you
very
much,
mr
chair.
We
already
went
through
the
rules
when
we
started,
so
I
don't
think
we
need
to
read
those
again.
So
what
I
will
do
is
I
will
open
the
public
hearing
and
I
will
call
on
superintendent
bertinia
johnson
special
request
was
made
to
go
first
because
I
believe
she
has
an
appointment.
B
N
You
know
I
I
don't
know
how
much
of
a
background
I
need
to
paint
for
people
about
the
state
of
the
civil
rights
department
for
the
in
the
years
and
almost
decades
before
ms
corbin
took
over.
I
know
that
in
my
time
on
the
city
council,
we
saw
years
of
bad
results.
I
mean
not
to
put
too
fine
a
point
on
it.
That
conversation
has
happened
here
many
times
in
this
room
over
time
that
there
were
backlogs
significant
backlogs
in
all
the
unit
units
at
the
civil
rights
department.
N
N
N
To
get
results
from
a
department,
as
I
said
that
had
seen
not
who
had
seen
negative
results
for
many
many
years
and
she's
had
to
make
a
number
of
tough
choices
to
make
that
happen.
She's
had
to
make
a
number
of
tough
choices
to
make
that
real,
and
I
admire
and
value
the
tough
choices
that
she
has
had
to
make
and
she's
been
willing
to
make
in
this.
N
In
the
name
of
this
larger
vision
that
we
share
as
a
community,
and
I
will
say,
the
feedback
I
get
from
the
community,
the
feedback
that
I
get
from
the
legal
community
has
been
consistently
positive
in
terms
of
the
outcomes
they've
been
seeing
from
the
civil
rights
department
says.
Ms
corbil
has
taken
over
as
the
head,
but
one
of
the
biggest
conversations
we've
been
having
as
a
city,
especially
over
the
last
year,
when
we've
had
a
long
public
conversation
about
city,
leadership
and
city
values.
N
One
of
the
biggest
conversations
we've
had
is
about
equity
and
disparities
between
white
people
and
people
of
color
disparities
between
low
income
and
medium
and
high
income,
people
in
the
city
of
minneapolis
in
particular,
and
that
is
a
vision,
reducing
and
eliminating
those
differences
among
us
our
vision.
I
know
that
ms
corbil
shares
and
I
know
it's
something
she
is
eager
and
ready
to
work
on
and
take
to
the
next
level.
She
has
new
leadership
in
the
city.
She
has
a
new
mayor.
She
has
a
new
city
council
and
she
has
a
city.
N
That's
been
primed
for
this
conversation
in
this
work
over
the
course
of
the
last
year,
and
when
I
sat
down
with
ms
corbin
to
talk
about
her
reappointment,
it
was
clear
to
me
immediately
how
excited
and
eager
she
is
to
take
the
civil
rights
department
to
the
next
level
here
and
to
help
lead
this
work
in
the
city,
enterprise
and
in
the
city
as
a
whole.
I
asked
all
our
charter
department
heads
when
I
sat
down
with
them
to
get
back
to
me.
N
You
know
in
a
pretty
loose
time
frame
about
what
they
see
as
their
role
and
what
they
can
do
regarding
equity,
as
well
as
growing
the
city
as
well
as
running
the
city.
Well,
and
within
days
I
had
a
memo
on
my
desk
from
ms
corble.
I
did
not
have
to
follow
up
even
one
time
to
hear
what
her
ideas
and
her
plan
and
her
vision
is
for
this
work
in
the
city.
N
N
N
That
kind
of
willingness
to
really
speak
up
on
behalf
of
what
she
believes
to
be
true
and
what
she
thinks
is
right
has
led
to
some
of
those
tough
choices
in
those
tough
moments.
But
it's
also
what's
led
to
the
great
results
out
of
the
department,
and
I
and
I,
and
I
want
that
kind
of
leadership
as
well.
N
That's
leadership
as
well.
Is
that
willingness
to
to
to
say
you
know
the
tough
truths
and
to
make
those
tough
choices
with
whomever
is
in
the
room,
and
so
I
ask
that
you
as
a
city
council
and
you,
as
a
committee,
approve
her
reappointment
to
director
of
the
minneapolis
department
of
civil
rights
thanks.
B
T
T
I'd
like
to
share
a
few
of
those
examples
with
you
today
how
she's
had
an
impact
on
mmps,
miss
corbell
was
a
member
of
the
oversight
committee.
You
may
remember:
we
built
a
new
headquarters
over
north
created
a
lot
of
noise
from
a
lot
of
different
people
and
miss
corvo
was
willing
to
help
us
create
an
oversight
committee
and
serve
on
that
oversight
committee
to
help
us
set
and
monitor
goals
for
including
women
and
minority
owned
businesses
in
the
development
and
construction
of
the
educational
services
center.
T
Thanks
to
the
results
of
her
work
of
the
committee,
we
exceeded
our
25
minority
hiring
goals
and
more
than
doubled,
our
minority
subcontractors
higher
goals
over
20
percent
of
workers
were
minority
and
6.5
of
the
workers
were
female.
Over
a
quarter
of
the
80
different
firms
involved
involved
in
the
project
were
minority
firms
and
also
30
percent.
Were
women
owned
under
ms
velma's
velma
corbeau's
leadership.
I'm
joined
between
the
informal
available.
Sorry,
I'm
not
used
to
being
on
this
side
of
the
podium.
T
My
ceo,
ceo,
ceo
and
I
will
share
one
of
these
positions
in
our
office.
In
a
role
as
a
human
rights
commissioner,
ms
corbell
helped
mps
develop
the
office
of
equity
and
diversity.
She
helped
us
establish
a
proactive
human
rights
perspective
for
this
new
office
to
provide
advice
on
how
the
office
should
run
effectively.
T
Last,
but
certainly
not
least,
ms
corble
has
joined
the
achieve
mps
board
minneapolis
board
where
she
has
committed
more
of
her
time
and
leadership
to
the
mission
of
serving
minneapolis
children.
As
you
can
see,
miss
corble's
interests
and
abilities
are
beneficial
to
the
mps
educational
community,
and
for
that
we
are
both
thankful
and
blessed.
I'd
like
to
thank
you
for
giving
me
the
opportunity
to
support
miss
corbles
nomination
and
I
believe
she
will
continue
in
this
league.
I
think
she
should
continue
this
leadership
role
in
our
community.
U
U
I
was
a
city
of
minneapolis
employee
for
two
and
a
half
years
in
the
minneapolis
department
of
civil
rights
as
an
investigator
in
the
complaint
investigation
division,
and
I
would
like
to
share
with
you
some
of
my
observations
and
to
share
with
you
some
of
the
cost
that
this
progress
has
costed.
The
employees
in
the
community
under
miss
corbell's
leadership.
The
department
has
become
very
top-heavy.
There
are
five
managers
for
15
employees,
it
has
created
a
threatening
environment.
U
U
U
U
I
became
involved
with
the
union
because,
as
an
employment
attorney
in
the
civil
rights
division,
the
irony
struck
me:
how
could
the
employees
be
so
terrified
to
go
to
work?
How
could
the
employees
be
terrified
to
ask
for
what
they
are
entitled
to
by
federal
state
laws
and
the
collective
bargaining
agreement?
U
We
were
also
told
not
to
speak
to
our
council
members.
Even
if
we
were
a
city
of
minneapolis
residents,
we
were
told
not
to
come
to
these
meetings,
even
if
it
was
during
our
lunch
hour,
we
were
told
not
to
speak
out.
I
did
this.
I
spoke
to
two
council
members
and
then
now
mayor
hodges
and
I
spoke
to
these
council
members
and
I
told
them
about
the
issues
that
the
employees
were
facing
and
I
told
I
made
these
appointments
during
the
spring
time
and
it
was
before
I
was
subjected
to
retaliation.
U
U
U
B
K
F
K
K
If
people
have
something
to
say
against
miss
corbell,
I
believe
that
those
people
should
stand
before
you
and
not
be
represented
by
someone
who
is
basically
passing
on
hearsay
comments.
I
don't
think
that's
valid
and
I
don't
think
that's
a
good
thing
to
do.
A
good
practice
to
enter
into
miss
corbell
is
an
excellent
excellent
person
to
lead
this
city
and
to
deal
with
some
of
the
issues
that
we
deal
with
in
terms
of
racial
inequality,
disparate
impacts
with
on
people
in
education
in
the
courts.
K
K
K
S
My
members
down
there
in
civil
rights
have
felt
that
they
have
been
working
in
a
very
toxic
environment.
For
a
long
time.
This
department
has
been
a
problem
child
for
me.
Since
I've
been
president
of
this
union,
which
has
been
around
five
years,
they
exist
in
fear
keeping
their
heads
down,
hoping
to
stay
under
the
radar
and
not
be
the
next
target
for
management.
S
S
When
all
the
information
came
out
about
rocco
forte
and
how
he
was
treating
the
workers,
I
heard
a
lot
of-
I
don't
knows
from
council
members.
I
didn't
know
that
I
didn't
know
he
treated
you
that
way.
I
didn't
know
they
were
treated.
They
were
treated
so
poorly
I'm
here
in
a
public
hearing
telling
you
my
members
are
being
treated
poorly.
S
B
L
L
L
B
V
W
X
X
Get
it
my
name
is
therese
pouts
and
I
reside
in
minneapolis
4712
northrup
drive,
and
I
am
here
to
support
the
nomination
of
ms
corbell
to
the
position
of
director
of
the
civil
rights
department.
I
have
known
ms
corbell
for
over
15
years.
I
am
an
attorney
by
way
of
background.
I've
been
a
lawyer
in
the
area
of
employment
law
for
24
years.
I've
known
ms
corbell
since
she
worked
at
the
metropolitan
council.
My
work
is
an
area
of
workplace
investigations.
X
She
is
impeccable
in
her
knowledge
of
civil
rights
and
she
is
committed
to
ensuring
compliance
with
civil
rights.
She
is
the
type
of
person
with
her
vast
knowledge
and
experience
in
civil
rights
and
her
uncompromising
integrity
and
professionalism
that
I
cannot
imagine
a
person
better
suited
to
fulfill
this
next
term.
I
would
also
tell
you
that
in
my
work
there
are
oftentimes
people
who
do
not
agree
with
difficult
decisions
that
are
often
made
often
in
compliance
with
the
law.
X
There
are
often
hard
decisions
that
have
to
be
made
and
while
a
person
may
not
always
agree
with
ms
corbell's
decisions,
I
can
tell
you
that
they
are
always
well
thought
out.
They
are
done
in
the
best
entrance
of
the
parties
in
compliance
with
the
law,
and
there
is
no
one
that
I
know
who
gives
more
of
herself
to
ensuring
compliance
with
civil
rights
and
eliminating
racial
disparities.
X
She
gives
a
hundred
and
ten
percent
of
herself
to
whatever
she
does,
and
I
have
had
the
privilege
of
serving
with
ms
corbell
on
the
ywca
of
minneapolis
board
of
directors.
I
have
participated
with
her
and
helped
lead
the
she
was
instrumental
in
bringing
forward
a
conversation
on
eliminating
racism
that
is
sponsored
by
the
ywca
of
minneapolis.
X
Y
Y
I
won't
read
that,
but
I'd
like
to
express
a
few
of
my
own
personal
comments.
This
city
has
a
long
history
of
racial
disparities
in
education,
employment,
housing
and
policing.
The
statistics
don't
lie.
If
you
want
to
change
those
statistics
and
change
the
reality,
this
new
council
and
mayor
have
to
do
something.
Different
people
can
reasonably
differ
on
the
causes
of
these
disparities
and
on
their
remedies.
Y
Y
Y
Y
The
cra,
as
always
needed
improvements
and
strengthening-
and
there
had
been
several
past
efforts
to
do
that,
which
involved
the
community
a
lengthy
process,
a
public
process,
study
of
good
models
that
sort
of
thing
when
this
latest
change
was
made.
It
was
an
unprecedented
secrecy
surrounding
it.
Many
members,
the
council,
were
not
even
aware
that
such
a
big
change
was
in
process
until
it
was
found
out
because
it
was
leaked
to
the
public.
Y
Y
I
also
know
there
have
been
these
indications
of
a
hostile
and
abusive
work
environment.
I
knew
lauren
maker
when
she
was
still
alive.
She
told
me
many
things
and
it's
yes,
it's
here
say
she
can't
be
here
today.
She
told
me
many
things
that
bear
out
the
same
stories.
You've
just
heard
and,
of
course
she
filed
a
lawsuit
against
the
civil
rights
department.
That's
on
their
record.
Y
This
environment
is
very
destructive,
not
just
to
the
employees
but
to
the
mission
of
the
civil
rights
department.
You
have
a
real
responsibility,
I'm
glad
somebody
mentioned
the
case
with
rocco
forte.
That
should
never
happen
again.
That
years
go
by
and
people
don't
come
forward.
I
appreciated
councilmember
gordon's
comment
about
how
important
it
is
for
employees
to
come
forward
and
talk
to
the
council
when
they're
aware
of
problems.
I
hope
that
you
will
seek
out
employees
seek
out
the
truth
on
this.
Y
Z
E
Z
In
my
spare
time,
I
chair
the
minneapolis
commission
on
civil
rights.
It's
an
honor
to
be
here
today
before
you
and
it's
a
pleasure
to
speak
in
support
of
the
nomination
of
velma
corbil
as
the
director
of
the
department
of
civil
rights
over
the
past
16
months.
While
I've
been
on
the
commission,
I've
had
the
opportunity
to
work
with
director
corville
on
several
occasions
and
I'd
like
to
speak
on
her
leadership,
qualities
that
I've
observed
over
that
time
that
make
her
an
excellent
choice
as
director.
Z
I've
also
experienced
director
corbil
in
various
community
meetings
in
ward,
8.
and
again,
she's
she's,
always
very
accommodating,
and
she
always
asks
what
she
can
do
for
the
commission.
I
greatly
appreciate
that
next,
her
her
leadership
is
practical,
and
I
see
that,
while
I
work
with
her
staff
directly
assistant
director
tony
newborn,
who
is
here
today,
always
speaks
very
highly
not
only
of
the
director
personally,
but
also
of
her
opportunity
to
work
within
the
department
of
civil
rights.
She
does
see
that
as
a
good
career
fit
for
her.
Z
Z
Tony
and
others
on
the
staff
are
always
if
they
don't
have
the
answer,
they're
always
eager
to
find
the
answer,
but
I've
found
that
there's
not
much
that
they
don't
know
and
again.
I
think
that
is
a
reflection
on
the
director
and
the
expectations
that
she
says
for
the
office
and
and
her
staff
willing
to
meet
those
expectations
and
serve
the
city.
Well,
her
leadership
is
also
meaningful.
I'm
working
on
a
project
currently
with
the
commission
in
which
we're
trying
to
make
contact
with
experts
in
the
community.
Z
On
a
certain
issue,
I
had
some
trouble
making
contact
with
a
couple
of
these
individuals-
and
I
I
just
learned
in
our
meeting
on
monday
that
director
corwell's
had
meetings
that
have
touched
on
on
these.
These
issues
and
and
those
individuals
are
now
willing
to
to
meet
with
me.
So
her
leadership
is
meaningful.
She
opens
doors
and
I
think
that's
good,
not
only
for
the
commission,
but
for
this
city
as
a
whole.
Z
AA
E
AA
AA
And
I
want
to
deal
with
the
facts
here,
as
mr
bicking
has
mentioned.
Statistically,
our
city
is
the
most
racist
in
this
country
in
the
areas
of
employment
and
incarceration
for
black
people.
So
you
know,
I
don't
think
the
statistics
lie.
However,
you
know,
however
nice
and
charming
and
smart
people
find
ms
corbell.
I
think
that
this
these
statistics
tell
a
different
story.
AA
AA
AA
Cultural
problems
and
rudeness-
you
know
these
are
when
you
think
about
the
people.
Who've
been
killed,
the
people
who've
been
brutalized
the
people
who
will
live
forever
with
disabilities
with
emotional
problems
because
of
being
brutalized
by
the
police.
We
need
to
take
care
of
this
stuff.
It's
very
serious
and
the
human
cost
of
continuous
abuse
of
the
law
by
police,
aside
from
being
a
financial
burden
on
our
city,
is
also
causing
a
lot
of
misery
and
the
only
this
will
not.
This
will
not
stop.
AA
B
H
Thank
you
good
afternoon
mayor.
Madam
president,
mr
chair,
my
name
is
becky
roloff
I
serve
as
the
president
and
chief
executive
officer
of
the
ywc
of
minneapolis,
whose
mission
is
the
elimination
of
racism
and
the
empowerment
of
women
and
girls.
My
work
address
is
11
30,
nicolette
mall.
I
strongly
support
the
reappointment
of
velma
corbil
to
the
position
of
director
of
minneapolis
department
of
civil
rights,
and
I
appreciate
very
much
the
opportunity
to
publicly
and
proudly
share
my
thoughts,
I've
known
velma
for
eight
years.
H
I
met
her
when
I
accepted
my
current
role.
She
served
on
the
board
of
the
ywca
for
six
years,
including
a
full
two-year
term
as
board
chair.
So
I
can
speak
also
as
someone
who
reported
directly
to
her
for
two
years,
she
chaired
the
largest
conversation
on
race
in
the
united
states,
which
is
the
ywca's
annual.
It's
time
to
talk.
Experience
velma
is
a
very
respected
leader
of
her
peers
and
a
trusted
advisor
in
whatever
capacity
she
serves.
Her
judgment
is
fair
and
practical.
H
She
makes
good
decisions
under
pressure
deadlines,
her
resiliency
and
patience
to
continue
the
fight
for
racial
equality
in
our
community.
In
our
community,
with
compassion
and
with
common
sense
is
without
equal,
I
would
think
you
would
know
better
than
anyone
here
that
it
is
not
always
easy
to
be
a
leader
in
a
community.
H
Someone
is
always
prepared
to
criticize
an
action
that
you
take
many
times
without
having
the
information
to
make
a
judgment
on
your
decision,
and
you
also
know
that
no
one
accomplishes
anything
alone.
It
takes
the
honest
effort
of
many
individuals
with
a
joint
sense
of
what
is
possible.
Velmi
is
a
team
player.
You
can
depend
on
to
do
what
is
right,
even
when
it
is
hard
and
to
do
it
with
the
good
of
all
in
mind.
H
Velma
has
served
all
of
us
well
in
this
appointment
on
behalf
of
the
entire
ywca
minneapolis
organization,
our
entire
board
and
staff.
We
look
forward
to
and
depend
upon
her
continued
leadership
and
strength.
I
think
you
are
very
fortunate
to
have
someone
of
her
stature
and
experience
to
be
in
this
role.
H
M
Good
afternoon
council
mayor
thanks
for
letting
me
speak,
my
name
is
eric
schiltz.
I
live
at
326,
6th
avenue,
southeast
in
minneapolis,
and
I'm
here
as
representative
of
communities
united
against
police
brutality
and
I'm
actually
going
to
read
a
letter
that
was
penned
and
mailed
to
the
council
by
our
president.
Michelle
gross
communities,
united
against
police
brutality
was
established
in
2000
to
provide
a
voice
for
people
dealing
with
the
effects
of
police
brutality
and
to
ensure
and
to
ensure
accountability
of
the
police
to
the
community.
M
M
The
cra
was
formed
over
20
years
ago
in
response
to
community
outrage
over
the
deaths
of
an
elderly
black
couple
in
a
police
raid
community
members
put
thousands
of
hours
into
its
formation
operation
and
several
redesigns
miss
corbil
has
destroyed
what
the
community
demanded
in
a
process
that
was
secret
and
devoid
of
all
public
input.
The
proposal
was
six
months
along
and
nearly
in
its
final
form
when
the
public
and
even
many
of
the
city
council
members
were
alerted
to
it
by
cuapb.
M
After
we
were
given
a
leaked
document,
even
the
members
of
the
cra
board
had
not
been
informed
or
consulted
when
miss
corbin
was
forced
to
present
the
proposal
at
a
public
cra
board
meeting,
she
refused
to
answer
questions
and
left
the
room.
She
did
say,
however,
that
no
substantial
chart
changes
would
be
made
regardless
of
public
feedback.
M
She
held
true
to
her
word,
despite
unanimous
public
opposition
at
three
community
meetings
mandated
by
the
city
council.
The
new
opcr
plan
was
so
bad
that
it
was
opposed.
It
was
opposed
in
a
star
tribune
editorial
and
in
a
letter
from
the
national
association
for
the
civilian
oversight
of
law
enforcement.
The
nakol
letter
said
quote,
as
proposed.
The
model
for
minneapolis
will
effectively
eliminate
independent
civilian
oversight.
End
quote,
sadly,
the
predictions
have
come
true.
M
M
If
you
wish
to
demonstrate
your
stated
concerns
for
police
accountability
and
racial
equity,
you
must
deny
the
reappointment
of
elba
corbel.
We
are
also
concerned
about
reports
of
abusive
work
environment
within
the
civil
rights
department.
Indications
have
come
from
news
reports,
lawsuits
filed
against
the
department
staff
turnover
and
our
own
contacts
with
former
employees.
M
A
former
recent
whistleblower
lawsuit
has
been
documented
in
the
city
pages,
the
allegations
point
to
a
situation
detrimental
to
city
employees,
serious
potential
financial
liability
to
the
city
and
an
inability
to
perform
the
important
functions
of
the
civil
rights
department.
It
is
the
council's
responsibility
to
oversee
the
department
and
they
must
investigate
these
allegations
further.
Before
voting
on
the
reappointment
of
velga.
M
It
is
time
for
the
city
council
to
call
first
to
call
for
a
search
for
a
better
director
one
who
will
who
will,
at
long
last,
clean
up
the
civil
rights
department,
implement
greater
accountability
for
our
police
and
be
a
worthy
ambassador
for
the
city
city's
commitment
to
equity.
Thank
you
very
much.
B
AB
Mayor
hodges,
mr
chair
vice
chair,
council
president.
It's
it's
been
a
while,
since
I've
been
in
front
of
you,
so
thank
you
for
this
opportunity.
I
am
the
former
director
of
human
resources
for
the
city
of
minneapolis
and
I
reside
in
eden
prairie.
Currently
I
am
the
interim
deputy
superintendent
for
the
minneapolis
park
and
recreation
board.
AB
AB
Through
her
leadership
when
she
walked
in-
and
the
mayor
alluded
to
this
strongly,
she
walked
into
a
very
beleaguered
department
for
a
variety
of
reasons,
and
there
were
a
lot
of
people
that
are
new
here.
That
may
not
know
that
history,
but
that
history
is
important
and
through
her
leadership,
she
was
one
who
invited
partnerships
on
a
regular
basis,
and
I
think
you
see
that
here
with
all
these
people
who
are
here
to
speak
on
her
behalf.
AB
She's
a
ch,
a
champion
of
the
work
of
human
rights
and
there's
no
one
who
works
as
tirelessly
as
she
does
in
her
passion
in
her
passion
and
ways
to
build
partnerships
and
awareness,
around
issues
of
equity,
social
justice
advancement
and
those
who
are
typically
underserved
and
I
think,
we're
not
for
miss
carbel
and
mayor
hodges.
Issues
around
racial
justice
and
social
equity
would
not
be
taking
place
to
the
degree
that
they
are
in
this
organization.
AB
She's,
bold.
In
her
ability
to
talk
about
things,
she
opens
doors
and
she
engages
others
in
conversations.
My
experience
with
her
is
not
that
she's
that
she
does
not
shut
them.
I've
worked
with
her
on
the
urban
scholar
program,
the
backlog
of
civil
rights
cases,
the
employment
equity
work
group
and
then
through
connections.
She
helped
me
make
at
the
ywca,
where
I
served
as
a
member
of
the
racial
justice
steering
committee.
She
gets
things
done.
She
doesn't
just
talk
about
them
and
it's
not
that
she
does
just
anything
to
get
things
done.
AB
AC
AC
AC
I
moved
to
minneapolis
because
I
came
to
this
city
and
I
saw
the
beautiful
parks
and
the
beautiful
system
that
was
in
place
here
and
I
wanted
to
be
part
of
it.
I
lived
in
minneapolis
for
over
20
years.
I
don't
live
there.
Now.
I
live
in
saint
michael
2162
langston
lane
northeast,
but
in
my
experience
in
the
cities
I
started
working
in
the
parks
to
some
degree
another
in
1994.
AC
in
2000
I
took
over
as
project
manager
for
aragone
brothers
companies,
who
was
a
general
contractor
who
renovated
city
parks
in
2005.
I
took
over
our
ergonomy
brothers
company
and
with
my
own
company
final
hints,
construction
and
I've
been
renovating
minneapolis
parks
since
then,
and
continue
to
I've
got.
AC
AC
AC
Now
I'm
not
able
to
meet
the
goals
that
the
civil
rights
has
put
out
there,
because
I'm
a
very
small
company-
and
I
deal
with
small
subcontractors
and
and
the
big
companies
are,
quite
frankly
scooping
up
all
minority
help.
You
know,
but
anyway,
to
get
to
the
point.
I
bid
two
projects
on
the
same
day,
my
partner
and
I
spent
three
full
weeks
of
putting
together
our
good
faith
efforts,
because
if
we
qualified
good
faith
efforts
were
awarded
contracts
with
a
little
bitter,
we
were
the
low
bidder
on
both
projects.
AC
AC
AC
Now,
as
far
as
I'm
concerned,
we've
got
a
head
of
civil
rights
department,
who's,
getting
a
lot
of
pats
in
the
back
and
attaboys
from
the
good
old
boy
network
right
here,
and
the
people
in
the
trenches
are
coming
up
here
and
telling
you
that
they're
having
problems
with
her.
Well,
I
can
tell
you
one
thing
right
now:
I
have
never
dealt
with
her
personally,
but
I
have
dealt
with
her
employees
for
many
years,
and
the
employees
in
that
department
are
afraid
of
management
they'll.
AC
Do
whatever
management
tells
them
to
including
telling
me
to
lay
off
my
white
employees
and
hire
minorities
to
satisfy
their
bosses?
It's
not
right!
Your
new
city,
council
members,
you
haven't
been
here
very
long.
The
reason
you
were
elected
is
to
make
change
and
get
some
progress
moving
forward
by
god.
Let's
see
you
do
it.
Thank
you
so
much.
AD
Chairman
vice
chair,
gordon
members
of
the
committee,
my
name
is
pam
costain.
I
reside
at
39
52
12th
avenue
south
in
the
bancroft
neighborhood
of
south
minneapolis.
I'm
here
today
to
offer
my
heartfelt
support
for
the
continued
appointment
of
velma
corbil
as
the
director
of
the
minneapolis
civil
rights
department.
AD
Miss
corbell,
sits
on
the
board
of
directors
of
achieve
minneapolis,
where
I
serve
as
the
ceo
achieve.
Minneapolis
is
a
501c3
organization
that
supports
the
minneapolis
public
schools
in
its
mission
to
ensure
that
all
children
who
attend
the
minneapolis
public
schools
graduate
career
and
college
ready.
We
are
also
the
organization
that
collaborates
with
the
city
of
minneapolis
to
run
the
step
up.
Youth
employment
program.
AD
Ms
corble
is
a
proponent
for
the
step
up
program,
a
strong
proponent
for
the
step-up
program
and
a
champion
of
the
city's
urban
scholars
program.
She
understands
that
employment
disparities
and
civil
rights
are
inextricably
linked
and
she
has
committed
her
department's
resources
to
making
that
connection
for
the
rest
of
our
community.
AD
AD
AF
Thank
you
vice
chair,
mr
chair
and
committee
members.
My
name
is
leah.
Hargett
address
is
401
north
robert
street.
I
am
the
president
and
ceo
of
the
minnesota
black
chamber
of
commerce
on
behalf
of
the
mbcc
board
of
directors.
I
offer
the
following
testimony
in
full
support
of
the
nomination
to
reappoint
velma
corbil
to
the
position
of
director
of
the
city
of
minneapolis
department
of
civil
rights.
AF
The
mini
minnesota
black
chamber
of
commerce
is
committed
to
supporting
the
establishment,
growth
and
retention
of
black
owned
businesses
in
the
state
of
minnesota,
and
to
that
end
we
are
committed
to
working
with
every
single
person
in
minnesota,
who
will
stand
with
us
to
create
good
jobs
at
good
wages,
encourage
our
entrepreneurs,
support
black
families
and
embolden
each
other
to
be
the
best
that
we
can
be
the
tru?
The
truth
is
we
have
found
a
progressive
leader
who
will
consistently
stand
with
us
and
champion
the
very
issues
of
change
we
stand
for.
AF
AF
In
fact,
just
four
months
ago,
many
of
you
on
this
committee
mounted
successful
election
campaigns.
By
calling
for
such
change,
we've
heard
the
calls
from
change
from
our
leaders
and
our
constituents,
and
we
submit
to
you
that
velma
corbil
is
a
big
part
of
that
change,
because
miss
corbell
took
the
helm
before
miss
corbil
took
the
helm
of
civil
rights.
It
was
common
knowledge
that
the
city
of
minneapolis,
government
and
non-government
entities
were
not
in
full
compliance
with
hiring
contracting
reporting,
monitoring
and
enforcement
mandates
described
in
the
contract
or
contract
compliance.
AF
Sections
of
the
civil
rights
ordinances
since
velma
corbell
has
been
in
her
position.
We
have
finally
seen
positive
movement
in
the
areas
of
hiring
contracting
reporting.
Monitoring
and
enforcement
is
it
is,
it
is,
are
all
the
problems
addressed?
No,
they
aren't,
but
we
are
starting
to
see
the
change.
AF
It
is
phil
mccorbill.
Who
is
a
big
part
of
that
change?
Before
velma
corbel
arrived
at
civil
rights?
It
was
common
knowledge.
The
consequences
for
failure
of
business
and
government
entities
to
comply
with
the
provisions
of
the
civil
rights
ordinances
were
too
lacks
and
lenient,
and
even
sometimes
non-existent
under
the
leadership
of
velma
corbell
and
the
civil
rights
department.
We
have
also
started
to
see
this
change.
We
have
started
to
see
more
meat
put
on
the
bones
that
what
we
should
be
effectively
effective
and
enforceable
civil
rights
ordinances
in
minneapolis.
AF
B
AG
My
name
is
frederick
blockton.
My
address
is
7825
washington,
avenue,
minneapolis
minnesota,
and
I
follow
the
president
of
the
black
chamber,
I'm
on
the
board
of
the
black
chamber,
and
I'm
also
the
president
of
upnet
technologies
and
what
we
do,
which
is
important
to
this.
What
I'm
about
to
say
is
we.
AG
We
write
compliance
software
for
government
agencies
to
track
minority
participation,
and
today
we
work
with
the
minnesota
sports
facility
authority
on
the
build
of
the
viking
stadium
and
what
I've
had
the
opportunity
to
do
is
to
work
with
ms
corbell
through
the
process
with
the
minnesota
department
of
human
rights
and
also
all
of
the
leaders
at
the
minnesota
sports
facility
authority.
And
one
thing
I
do
know
about
miss
krobel
is
that
she
will
make
sure
that
you
follow
the
rules
and
as
a
minority
company
in
the
twin
cities.
AG
And
I
think
again
it
was
a
reason
and
because
of
the
office
of
the
civil
rights
department,
because
they
spoke
about
it
and
they
spoke
about
the
opportunity
for
businesses
like
myself
to
have
that
opportunity
because
of
that
department,
and
so
again
I
give
my
full
support
for
miss
corbell.
As
you
take
your
vote.
Thank
you.
B
AH
Thank
you
very
much
city
council
members,
mr
chair,
mr
vice
chair,
I'm
here
today,
I'm
christy
redellius
palmer
and
I
work
at
the
university
of
minnesota
law
school's
human
rights
center
and
that
address
is
229,
19th
avenue
south
minneapolis
as
co-director.
I've
served
also
in
the
educational
capacity
and
have
had
the
honor
and
privilege
of
collaborating
with
miss
corbell
on
numerous
projects
over
the
last
13
years,
14
years,
I'm
in
complete
support
and
would
like
to
hope
for
her
reappointment
as
director
of
the
department
of
civil
rights.
AH
AH
One
of
the
most
significant
collaborations
we
undertook
was
when
she
reached
out
right
when
she
was
a
new
commissioner
for
the
state
to
my
professor
david
weisbrod
and
myself,
because
she
decided
that
she
had
to
not
only
work
on
responding
to
the
violations
of
human
rights,
but
also
look
at
prevention
strategies
and
she
plugged
into
the
google.
She
said
human
rights,
education
and
that
kept
coming
up
the
human
rights
center
at
the
university.
So
she
invited
us
to
d
to
lunch
and
we
all
met
and
discussed
what
possibilities
we
could
do.
AH
What
we
ended
up
doing
was
creating
the
onl
the
first
and
actually
only
to
date.
Statewide
human
rights,
education,
curriculum,
a
pre-k,
12
initiative,
it's
available
both
online
and
has
served
not
only
1500,
educators
plus
throughout
our
state,
but
we
have
also
reached
a
global
audience
and
a
national
audience
as
well
being
in
more
than
100
countries.
AH
AH
Our
collaboration
on
this
successful
project
showed
me,
ms
corbell's
excellent
foresight
in
this
preventative
approach
to
discrimination
by
encouraging
students
to
adopt
inclusive
attitudes
early
on
in
their
lives
and
incorporating
underrepresented
perspectives
into
school
curriculum.
Miss
corbell's
vision
was
to
instill
a
sense
of
justice
and
fairness
in
students
that
they
would
carry
with
them
into
adulthood.
AH
She's
I've
served
on
numerous
steering
committees
with
her,
and
she
has
most
recently
done
the
one
minneapolis
a
call
to
action
conference
on
human
rights
day,
as
well
as
the
civil
rights
act
activities
that
will
be
forthcoming
in
the
summer
in
1964
nelson
mandela
shared
these
words.
I
have
cherished
the
ideal
of
a
democratic
and
free
society
in
which
all
persons
live
together
in
harmony
and
with
equal
opportunities.
AH
B
W
AI
AI
Bellman
was
instrumental
in
guiding
and
assisting
policymakers
members
of
the
sport
authority
contractor
and
concerned
citizens
like
myself
to
achieve
goals
that
were
fair
and
equitable
for
minorities,
women
and
disadvantaged
businesses,
in
addition
to
business
goals,
velma
also
advocated
for
the
workforce.
Inclusion
for
women
and
minorities,
which
has
yielded
goals
that
exceed
30
percent
velma
worked
timelessly
to
draft
documentation,
templates
collaborate
with
agency
representatives
provide
necessary
data
statistics,
information
that
supported
her
positions
and,
more
importantly,
demonstrated
the
interpersonal
savvy
to
connect
with
others
to
get
the
job
done.
AI
B
AE
Welcome.
Thank
you.
Thank
you
good
afternoon
to
all
the
council.
Folks,
I'm
carolyn
smallwood,
I
am.
The
executive
director
of
an
organization
called
way
to
grow.
Address
is
125
west
broadway.
Our
organization
believe
that
each
child
should
have
an
equal
opportunity
to
succeed
in
school
and
life.
I'm
here
to
support
the
appointment
of
velma
cobol.
AE
AE
AE
She
also
completed
within
the
first
90
days
of
her
appointment,
a
disparity
report,
to
give
us
an
overview
primarily
what's
going
on
here.
The
next
piece
is
that
she
was
very
instrumental
in
creating,
as
you
heard,
the
urban
scholar
program
and,
most
importantly,
she
is
beginning
to
create
a
civil
framework.
AE
B
AJ
I
appreciate
the
opportunity
to
share
my
support
of
velma
cuomo
velma
corbel,
I'm
sorry
bill
for
the
minneapolis
civil
rights
director.
My
name
is
craig
taylor.
I'm
the
executive
director
of
the
office
for
business
and
community
economic
development
in
the
business
and
technology
center
at
the
university
of
minnesota
residents,
2221
university
avenue
southeast.
AJ
AJ
More
importantly,
as
my
colleague
tim
baylor
mentioned
earlier,
I
also
served
on
the
state,
rather
the
vikings
stadium
authority
implementation
committee
as
well,
and
I
was
extremely
impressed
with
the
equity
plan
that
miss
corbo
developed.
It
was
absolutely
brilliant.
I
think
it's
a
model
that
can
be
used
across
our
country
to
drive
sustainable
development.
Economic
development,
particularly
across
communities
of
color,
impacting
our
businesses,
is
absolutely
excellent.
In
fact,
we
will
probably
look
at
ways
to
replicate
that
model
at
the
university
of
minnesota.
AJ
AK
My
professional
experience
includes
civil
rights,
work
with
the
state
department,
private
practice,
and
now,
with
the
state
of
minnesota
in
2013,
I
saw
firsthand
the
harassment
and
lack
of
due
diligence
to
promote
civil
rights
as
an
employee
of
the
civil
rights
department.
Today
I
bring
you
several
examples
that
eventually
led
to
my
dismissal
from
the
division.
After
I
brought
my
concerns
to
human
resources
as
attorneys,
we
are
bound
by
very
strict
rules
of
ethics
to
follow
the
law
and
follow
normative
rules
of
moral
character.
AK
As
an
employee
of
the
civil
rights
department,
I
was
required
to
ensure
compliance
with
municipal
and
federal
laws
by
working
with
federal
state
and
local
agencies
to
ensure
that
city
taxpayer
dollars
were
distributed
efficiently
and
equitably.
Specifically,
I
monitored
over
400
million
dollars
in
projects
in
the
contract.
Compliance
division
and
was
involved
with
highly
publicized
projects,
including
downtown
east
green
homes,
north
and
the
neighborhood
stabilization
program.
I
was
involved
to
ensure
that
these
projects
included
career
and
business
opportunities
to
women
in
people
of
color.
AK
Finally,
when
malfeasance
was
discovered,
there
was
no
support
or
political
will
to
prevent
these
issues
from
wasting
city
dollars.
An
example
of
this
was
a
half
a
million
dollar
non-compliance
issue.
I
I
discovered
on
a
project
wherein
a
large
company
had
the
audacity
to
ask
small
women
and
minority-owned
businesses
to
act,
as
quote
pass-throughs,
to
receive
this
contract
and
then
not
award
the
funding
to
those
small
under-utilized
businesses.
AK
When
this
was
discovered,
I
proceeded
to
investigate
this
issue
and
is
drafting
a
determination
to
eventually
debar
this
contractor.
A
penalty
that,
unfortunately,
has
not
been
used
to
date,
but
to
date,
however,
nothing
has
happened
on
this
case
and
no
penalty
has
been
issued
to
this
non-compliant
contractor
who
submitted
false
claims
to
the
city
when
these
frustrations
and
failure
to
uphold
the
city
and
federal
law
came
to
my
attention
and
were
failed
to
be
addressed
by
supervisor
leadership.
AK
I
met
with
human
resources
to
discuss
my
options.
I
was
concerned
that
my
failure
to
uphold
the
law
could
result
in
losing
my
loss
license
and
I
was
not
prepared
to
put
my
professional
career
on
the
line
for
the
motives
of
the
department
within
24
hours
of
this
meeting
with
human
resources.
I
was
dismissed
and
given
no
reason
for
my
release
upon
a
data
practices
request.
It
is
revealed
that
there
is
no
information
of
my
poor
work
ethic
or
any
issues
with
my
work.
AK
I
sincerely
ask
this
committee
to
investigate
the
harassment,
retaliation
and
abuse
the
employees
of
ndcr
experience.
The
fact
that
the
community
does
not
trust
the
department
is
evidence
alone
that
we
owe
more
to
our
citizens
and
residents.
We
deserve
a
department
that
is
trustworthy
and
that
promotes
the
ideals
that
hubert
h,
humphrey,
envisioned
when
he
created
this
ordinance
in
this
organization.
I
Mr
acting
chair,
mr
chair
committee,
members
and
madam
mayor,
I
came
here
intending
to
make
a
comment,
and
then
I
decided
not
to
I
hate,
making
comments
before
council
committees,
and
then
I
heard
something
that
led
to
me
to
me
to
make
this
comment,
I'm
neither
speaking
in
support
or
in
opposition
to
this
reappointment
of
director
corbil.
I
don't
know
enough
about
her
whole
work
on
the
in
the
civil
rights
department
to
make
an
informed
decision
about
that.
But
there
is
one
concern.
I
think
that
should
weigh
in
your
decision.
I
Communicating
with
the
community
is
crucial
if
you're
going
to
make
major
changes
in
the
civil
rights
department.
Communicating
with
the
community
is
crucial
if
you're
going
to
be
making
major
changes
in
the
civil
rights
department.
So
I
find
it
somewhat
ironic
that
it
was
this
very
committee
that
director
corbel
brought
her
proposal
to
to
change
the
civilian
review
authority
into
the
office
of
police
conduct
review
to,
and
there
had
been
no
public
input
on
that
proposal.
At
that
time.
I
The
proposal
when
leaked,
as
you
heard,
had
been
brought
to
the
civilian
review
authority
board,
but
they
were
told
that
they
could
make
comments,
but
no
substantial
changes
would
be
made.
So
it
was
this
committee,
this
very
committee
that
insisted
that
director
corbel
go
to
the
community
to
make
this
major
change
in
the
civil
rights
department.
You
required
two
community
meetings
and
they
ended
up
having
three
community
meetings,
so
I
think
the
it's
it's
more
than
ironic.
I
think-
and
I
think
that
this
is
a
concern
that
you
should
weigh
in
your
decision.
I
AL
Good
afternoon,
madam
mayor
chair,
council
members,
I
am
lynne
littlejohn,
I
reside
at
700
metal
lane
north.
I
am
the
director
of
community
affairs
with
mortensen
construction
and
I'm
here
in
total
support
of
the
reappointment
of
corbell
to
the
director
of
civil
rights
department.
I
won't
take
a
lot
of
time.
I,
as
you've
heard
numerous
folks
speak
about
kind
of
the
dysfunction
of
the
civil
rights
department.
Over
the
years
we
mortonson
have
been
a
long-term
partner
with
the
city
of
minneapolis.
AL
R
Good
afternoon,
thank
you,
chair
yang
and
the
rest
of
the
public
safety
committee.
I'm
only
going
to
take
a
short
time
because
I
know
you
all
want
to
get
out
of
here.
My
name
is
matthew,
mcglory
and
I
live
on
2529,
upton
avenue
north
and
I'm
not
speaking
enough
in
opposition
of
nominating
velma
carbo,
but
I'm
asking
you
I'm
adding
a
new
twist.
I
think
that
this
committee
should
really
entertain
the
possibility
of
opening
up
potentially
a
national
search
for
civil
rights
director,
and
I
bring
that
to
you.
R
R
He
speaks
well
of
chief
fredo
and
she
frito
fights
a
lot
of
fights
and
a
lot
of
directors
of
a
lot
of
departments,
fight
in
the
city,
fight
on
on
behalf
or
they
don't,
and
I
think
the
civil
rights
director,
quite
honestly,
in
my
humble
opinion,
is
that
they
should
be
fighting
on
behalf
of
minneapolis
residents
in
a
way
that
antagonizes
people
and
brings
data
and
and
allows
data
to
shift
in
a
really
different
way.
And
I
want
to
point
to
two
specific
things.
R
I
don't
want
to
point
to
hearsay,
but
I
want
to
point
to
the
perception
and
the
actual
data
between
the
relationship
between
the
minneapolis
police
and
north
minneapolis
and
southwest
minneapolis,
and
then
I
also
want
to
point
on
how
much
the
dollar
amount
that
has
been
spent
on
addressing
ills
of
the
minneapolis
police
force.
And
then
I
also
want
to
talk
about
the
public
dollars
that
that
go
to
private
companies
and
other
organizations
in
minneapolis
that
aren't
held
accountable
for
for
hitting
minority
goals.
And
so
I'm
not
speaking
in
opposition
opposition.
R
B
AM
AM
To
be
brief,
my
name
is
christine
smith
and
if
you're
familiar
with
some
of
the
work,
the
city
of
minneapolis
has
done
with
racial
disparities.
I'm
the
founder
of
the
metro,
talking
circle,
which
I
had
the
honor
and
privilege
of
working
with
cam,
gordon,
to
identify
recommendations
to
the
city
of
minneapolis
to
reduce
economic
disparities.
AM
I
sat
on
a
committee
with
velma
corbeau
for
about
four
years
working
on
this
called
the
equity
and
employment
task
force.
I'm
not
sure
she
was
a
part
of
it
that
entire
time,
but
at
the
time
I
was
a
front-line
staff
person.
Everyone
else
was
very
higher
level.
I
also
was
going
through
my
own
personal
discrimination
issue
with
my
current
employer,
not
my
current
employer,
but
my
former
employer
when
I
filed
the
initial
discrimination
complaint
withdrew
for
my
own
personal
reasons,
and
then
I
had
retaliation
against
me
at
the
time.
Michael
jordan.
AM
They
appealed
the
probable
cause
the
reversal
and
they
reinstituted,
I'm
not
sure
the
language,
the
probable
cause,
determination
of
findings
of
retaliation
and
velma
corbel
and
the
department
reversed
that
probable
cause
cause.
Finding
again,
I
went
to
the
civil
rights
commission
and
I
told
them
about
it
and
they
were
shocked
and
they
didn't
understand.
Why,
and
I
had
no
idea
what
was
going
on-
I'm
not
familiar
with
employment
law,
but
I
just
felt
like
unjustice
happened
and
I
didn't
know
who
to
go
to
while
working
on
this
project
and
this
work
with
cam
gordon.
AM
B
Anybody
else
here
want
to
come
up
and
speak
okay
with
that,
then
I
will
close
the
public
hearing
and
I
think,
according
to
our
rules,
now
we
get
the
opportunity
for
the
director
nominee
to
come
up
and
speak.
I
believe
five
minutes
is
the
guideline.
I
don't
think
we'll
turn
on
the
timer,
though,
but
we'll
try
to
keep
track
of
the
time
best.
We
can
welcome.
AN
I
have
been
a
manager
in
progressively
responsible
positions
in
this
region
since
nineteen,
ninety
one
and
immediately
prior
to
my
time
here
I
served
as
the
minnesota
human
rights
commissioner
and
prior
to
that
at
the
metropolitan
council
as
its
director
of
equal
opportunity
and
diversity.
I
have
built
strong
leadership
teams
in
the
organizations
and
departments
I've
led.
AN
AN
AN
AN
I
would
like
to
continue
the
work
we
started
under
my
leadership
in
the
office
of
police
conduct
review
to
learn
if
coaching
for
improved
performance
on
complaints
that,
in
the
past
languished
in
the
civilian
review
authority,
backlog
will
create
the
accountability
culture
that
the
police
chief
envisions.
I
would
like
to
continue
and
grow.
The
urban
scholars
program
started
under
my
leadership
to
give
a
diverse
group
of
college
students
and
college
graduates,
work,
experience
and
eventually
jobs
in
the
city.
AN
Leadership
in
this
city
is
not
easy.
Any
of
my
colleagues
will
tell
you
that,
but
there's
a
committed
great
group
of
leaderships
on
the
dais
and
there's
a
great
group
of
people
behind
me
who
make
it
possible
to
do
the
things
and
accomplish
the
work
that
I've
accomplished,
and
I
look
forward
to
doing
it
for
the
next
two
years.
I
want
to
say
thank
you
again
to
mayor
hodges
for
nominating
me.
I
want
to
thank
you
to
all
the
people
who
provided
testimony,
and
I
want
to
thank
the
committee
for
its
time.
B
AN
A
AN
You
mean
the
administrative
assistants
right
to
me.
Well,
I
think
I'm
on
my
fourth,
my
fourth
assistant
at
this
time.
Then
you
have
to
know
that
work
in
the
civil
rights
department
is
hard
work
and
I
have
recently
embarked
on
a
on
a
project
with
the
human
resources
department
to
really
look
at
the
job
description
for
the
executive
assistant,
who
is
directly
responsible
to
me,
because
I
think
that
job
has
been
described
improperly
and
that's
the
reason
that
we've
had
some
of
the
turnover
at
the
position
where
we've
had
that
turnover.
AN
We've
also
had
some
turnover
for
some
other
reasons
that
I'm
not
I'm
not
at
liberty
to
discuss
publicly,
but
but
we
are
going
to
look
at
that
job
and
make
sure
it's
described
appropriately.
I've
got
a
great
permanent
employee
in
the
position
now
she's
doing
fabulous
and
making
me
look
good,
which
I
really
like.
A
AN
AN
Mr
chair
and
committee
members,
I
haven't
prohibited
anybody
from
talking
to
anybody,
one
of
the
things
that
I
that
I
do
believe
that
if,
if
council
members
are
asking
for
information
from
the
department,
what
I've
told
my
employees
is
that
I
want
to
know,
what's
being
asked
for
and
the
reason
that
I've
said,
that
is
if
there
are
repeated
questions
or
questions
of
a
certain
theme
coming
from
council
members.
I'd
like
to
be
able
to
put
together
a
response,
that's
adequate
for
everybody
on
the
city
council.
AN
A
AN
Mr
chair
and
committee
members,
some
of
these
issues
that
these
individuals
have
raised
are
probably
already
under
investigation
in
the
lawsuit
that
was
mentioned
by
another
employee.
I
don't
have
any
problem
with
with
the
human
resources
department
coming
into
the
civil
rights
department
and
turning
over
whatever
rock
they
need
to
turn
over.
Because
if
it's
a
question
of
my
leadership,
I
want
that.
W
D
B
D
But,
as
I
listen
to
people
talk,
I
just
I.
I
realize
how
hard
some
of
the
jobs
in
this
city
and
some
of
the
leadership
jobs
in
this
city
are
and
how
the
people,
the
leaders
who
run
this
department,
these
departments
are
subject
to
this.
This
public
criticism-
and
I
just
think
I
I
want
to
thank
them-
the
the
folks
that
do
the
service
here,
the
chief
miss
corbil.
I
I
just
this-
is
a
really
hard
place
to
work.
So
I
thank
you
for
working
here.
D
You
know
I
I
as
I
as
I
listen
to
folks
talk.
I
I
just
want
to
remind
one
folks
about
one
thing:
the
civil
rights
director
does
not
discipline
police
officers,
the
police
chief
does
the
police
chief
does,
and
so,
let's
just
let's
get
that
off
the
table,
you
know
I
remember,
and-
and
I
have
I
have
served
with
four
civil
rights
directors
and
it's
a
hard
department.
People
are
angry,
it's
it's
like
the
police
department.
People
are
angry,
they
feel
they've
been
mistreated.
D
He
isn't
with
us
anymore,
it's
really
too
bad,
but
he
came
in
and
gave
us
a
report
about
every
project
that
was
going
on
in
the
city
of
minneapolis
that
we
were
monitoring.
These
are
the
goals
for
this
project.
Are
they
being
met
some?
Sometimes
they
were
sometimes
they
weren't
if
they
weren't
what
we
were
doing
about
it,
and
I
thought
to
myself
this
was
four
years
ago.
I
suppose
first
time,
I've
ever
heard
that
first
time,
I've
ever
had
that
kind
of
a
report
from
the
civil
rights
department.
D
D
We
had
been
promised
that
disparity
study
for
years
years
years
and
we
finally
got
it
done.
Thank
you
thank
you
for
doing
that.
So
I
I
just.
I
think
that
it
it's
important
to
support
the
leadership
that
we
have
in
our
city,
and
I
thank
the
people
that
that
are
willing
to
take
this
on,
and
I
respectfully
would
ask
my
colleagues
to
support
miss
corbel
in
being
willing
to
serve
our
city
and
continue
her
leadership
in
our
civil
rights
department.
Thank
you.
B
B
Well,
I
think
that
I
will
make
a
comment
or
maybe
a
couple
comments,
because
I
just
want
to
acknowledge
and
admit
that
this
is
a
challenging
decision.
It
seems
like,
since
the
appointment
came
forward
to
executive
committee,
there's
been
more
information.
It's
pretty
exceptional
unusual
that
a
representative
from
the
bargaining
unit
would
stand
in
front
of
us
and
share
the
kind
of
concerns
like
we
heard,
and
so
that
makes
it
difficult.
B
So
this
isn't
what
sometimes
happens-
and
I
think
the
the
committee
chair
mentioned
a
love
fest,
I
mean
sometimes
it's
just
a
complete
love,
fest.
I
think
what
we
heard
today
wasn't
exactly
that
right.
So
there's
there's
some
stuff
there.
There
was
a
lot
of
love,
but
there
was
some
concerns
and
there's
some
issues,
and
that
makes
it
a
little
harder
on
a
council
member
to
decide.
B
AL
B
Seen
different
civil
rights
directors
and
I've
seen
the
department-
and
I
remember
the
disparity
study-
and
I
remember
some
of
the
log
jams
and
I
remember
the
lack
of
progress
and
I
want
to
acknowledge
that
progress
has
been
made.
I
actually
have
it's
been
really
useful
for
me
to
have
a
to
be
able
to
to
develop
a
partnership
with
the
civil
rights
department
on
the
racial
equity
issues.
B
When
I
first
started
raising
those
hardly
anyone
seemed
to
notice
it
not
when
I
did
that
years
ago,
and
it
wasn't
kind
of
the
same
the
same
climate
as
it
is
now,
and
so
that
was
important,
and
I
acknowledge
that
and
I
think
that
it
was
significant
and
I
think
that
we
can
build
and
we
can
grow
with
that,
but
I
also
really
want
us
to
figure
out
what
do
we
want
to
do
so
next
time?
Let's
say
this,
the
motion
carries
and
it
goes
forward
and
the
reappointment
happens.
B
I
want
to
start
thinking
about
if
there's
improvements
that
we
expect.
What
might
those
be?
What
do
we
want
to
see?
I
think
some
of
them
have
already
been
acknowledged.
I
had
the
opportunity
to
sit
down
with
the
director
and
discuss
some
things,
including
the
re
formation
of
the
civilian
review
authority
or
the
destruction
of
it
or
whatever.
B
You
want
to
call
it
which,
as
if
anybody
was
here
knows,
I
fought
that
I
was
part
of
the
group
that
said,
have
some
community
meetings
and
I
think
now
there's
an
understanding
that
there
has
to
be
a
better
process.
When
some
decisions
like
that
get
made,
there
needs
to
be
community
engagement.
That
happens.
B
I
think
it
also,
maybe
is
even
the
fault
of
the
policy
makers
of
the
way
things
got
set
up
when
the
commissioner
came
on.
So
I
like
to
take
responsibility
for
that.
But
I'm
sure
there
was
a
sense
of
this
department
really
needs
a
strong
manager
to
manage
it
and
get
things
done
and
get
back
on
track,
and
so
we
may
have
done
that,
and
it
might
be
time
now
for
us
to
think
about.
Well.
What
could
we
do
to
make
this
more
of
an
empowering
department
and
take
full
advantage
of
the
employees?
B
I
mean
I
don't
know
how
we
can
get
to
those
kinds
of
changes,
but
I
think
hopefully
there's
an
openness
now
to
say
we
want
to
see
how.
How
can
we
do
that?
So
when
we
have
young
talent,
they
love
it.
I
agree
with
the
council
president:
it's
a
really
hard
place
to
work,
but
I
have
to
say
it's
a
great
place
to
work
too,
and
I
know
there's
people
in
the
city
because
I'm
one
of
them
who's
just
really
excited
about
coming
to
work
and
figuring
out.
B
So
maybe
I
don't
have
to
go
on
but
further
and
maybe
I'll
have
another
opportunity,
because
I
see
another
council
member
in
the
queue
here
anyway.
But
I
just
think
this
is
an
important
time
to
explain
the
decisions
and
maybe
even
explain
some
of
the
reservations
we
have
about
them.
Even
if
we
are
going
to
vote
yes,
council,
member
yang.
A
Thank
you,
councilmember,
gordon
or
vice
chair.
You
know
I
did
work
at
the
civil
rights
department
for
a
little
over
a
year,
and
you
know
a
lot
of
the
complaints
that
were
brought
up
are
not
surprising
to
me.
I
will
leave
it
at
that
and
I
would
just
say
that
I
oppose
this
motion.
I
just
think
that
we
should
really
know
what
goes
on
in
that
department
before
we
make
this
decision.
It's
an
important
decision.
A
It's
a
person,
that's
going
to
lead
our
civil
rights
department
and
it's
going
to
lead
a
racial
equity
agenda
or
whatever.
That
is
to
the
next
level,
and
we
need
somebody
who
is
really
good
at
it.
And
you
know
if,
if
we
look
at
the
department-
and
there
is
no
issue-
I
would
have
no
problem
with
it,
but
I
think
at
this
point
there
are
many
questions
and
I
just
urge
my
colleagues
not
to
support
this.
B
I
will
say
that
this
after
this
committee
is,
will
go
to
the
full
council
for
approval
and
that
will
be
about
10
days
from
now.
So
there
will
be
time
for
council
members
and
others
to
have
some
discussions
and
look
at
those
those
issues.
As
we
go
forward.
Seeing
no
further
comments,
then
I'm
not
sure
if
the
rules
said
we'll
do
a
roll
call.
But
I
know
the
chair
was
in
favor
of
a
roll
call
for
the
first
appointment,
and
so
why
don't
we
do
that
again
if
we
could
and
clerk.