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From YouTube: November 4, 2020 Executive
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B
I
am
the
chair
of
this
committee
and,
as
we
begin,
I
will
note
for
the
record
that
this
meeting
has
remote
participation
by
committee.
Members
and
city
staff
is
authorized
under
minnesota's,
section
8.0,
local
public
health
emergency
and
at
this
time
I'll
ask
the
clerk
to
call
the
rules.
So
we
can
verify.
We
have
a
quorum
for
the
meeting.
D
C
D
B
We
heard
that
we
do
have
a
corpsman
can
therefore
proceed
with
with
the
business
that's
before
us
today.
Colleagues,
our
agenda
is
before
us
and
I'll
move
to
adopt
the
agenda
as
presented.
Is
there
any
discussion
or
amendments
on
the
agenda.
B
That
carries
in
the
agenda
is
adopted.
Next,
we
have
the
acceptance
of
the
minutes
from
our
regular
meeting
on
october
20th
of
acceptance
of
of
those
minutes.
Is
there
any
discussion.
B
See
none
the
clerk
will
call.
D
B
All
right
that
brings
us
to
our
discussion
items
and
the
first
item
is
item
number
three
on
the
agenda.
It's
a
it's!
A
regular
update
from
our
human
resources
department
regarding
waivers
granted
since
the
implementation
of
the
city's
hiring
freeze-
and
this
is
a
report
scheduled
to
be
received
at
every
executive
committee
meeting
while
the
hiring
freeze
is
in
effect
and
I'll
recognize
deb
kruger
from
the
city's
hr
department
to
give
the
update.
E
Thank
you
mayor
frye
committee
members.
My
name
is
deb
kruger.
I
am
with
the
human
resources
department
joining
you
this
morning
to
give
an
update
on
the
hiring
freeze
waiver
exemption
process.
Since
the
last
presentation
on
october
20th,
there
is
a
powerpoint
slide
deck.
E
Thank
you
again,
so
the
hiring
breeze
has
been
in
effect.
Since
march,
31st
of
2020
became
a
part
of
the
executive
committee
cycle
on
may
1st,
so
the
report
update
for
today
will
cover
hiring
freeze,
waivers
that
have
been
submitted
and
have
gone
through
the
full
process.
As
of
october
6
of
2020
next
slide.
E
E
The
the
difference
in
the
waivers
since
the
october
20th
report
we've
had
an
additional
21
waivers,
go
through
the
hiring
process,
and
I
will
talk
about
each
one
of
them
individually
on
the
next
slide.
E
The
next
slide
is
a
department
summary
of
those
city
departments
that
have
requested
exemptions
to
to
hire
for
their
positions.
As
you
can
see,
the
departments
that
have
requested
waivers
are
down
the
left-hand
side.
Everyone
from
3-1-1
to
regulatory
services,
the
next
column
over
the
105
waivers
that
have
been
submitted
as
of
october
6
of
that
to
the
94
that
have
been
fully
or
partially
approved.
E
The
number
of
hires
that
have
been
comprised
of
those
105
way
well,
94
waivers
that
were
approved,
was
3763
positions
total
the
by
far
the
majority
of
those
have,
of
course,
been
again
a
seasonal
in
the
elections
area
of
the
city
clerk's
office,
as
well
as
a
couple
of
hundred
interns
over
the
summer
that
were
paid
through
a
grant
by
the
state
of
minnesota
and
then
about
100,
temporary
hires
to
complete
capital,
construction
projects
and
public
works
of
those
3
763
positions.
E
The
cost
in
2020
was
estimated
to
be
about
13
million
dollars
coming
out
of
all
different
funds:
capital,
construction
funds,
some
grant
funds,
some
general
funds
and
then
to
the
right
of
that.
The
number
of
permanent
positions
of
that
3763
approved
hires
98
and
a
half
of
those
positions
have
been
for
permanent
positions
at
the
city
and
the
cost
cost.
E
E
11
waivers
have
been
denied,
encompassing
13
positions,
I'm
going
to
go
off
the
slide
deck
for
just
a
moment
and
give
you
an
update
on
the
21
additional
waivers
that
have
been
submitted
and
approved
of
those
21
waivers
that
encompassed
113
and
a
half
positions,
16
of
which
were
for
permanent
hires
91
were
for
additional
seasonal
election
hires
through,
I
believe
it's
for
another
week.
E
Those
additional
91
seasonal
election
hires
were
to
help
as
the
city
clerk's
office,
expanded
the
number
of
ballot
drop-off
locations
and
continued
absence
team
ballot
processing,
the
16
permanent
hires
were
for
a
311
ship
supervisor
due
to
a
vacancy
there.
A
recent
vacancy
in
the
city
clerk's
office
we
had
two
waivers
approved.
One
was
for
legislative
clerk.
E
That
role
provides
administrative
support
for
council
and
committee
meetings
such
as
this
one,
and
one
was
for
an
enterprise
information
management.
Analyst
position,
and
that
was
to
fill
the
vacancy
that
was
transferred
over
from
the
minneapolis
police
department
information
records
area,
as
part
of
that
was
part
of
the
2020
amended
budget
in
finance.
Two
waivers
were
approved
for
permanent
positions.
One
was
for
an
associate
buyer
and
that
rule
ensures
that
all
small
contracts
go
through
the
target
market
program
and
creates
all
the
purchase
orders
at
the
city.
E
The
second
position
in
finance
that
was
approved
was
for
an
accounting
technician
and
this
particular
role
processes,
vendor
payments,
so
collecting
revenue
for
the
city.
There
were
four
approved
hires
in
the
fire
department.
All
four
of
them
are
promotions,
three
promotions
for
fire
motor
operator
that
role
drives
and
maintains
the
equipment,
particularly
the
vehicles
in
the
fire
department
and
then
one
promotion
for
fire
captain.
E
E
In
the
inter-government
inter-governmental
relations
department,
there
were
two
approved
hires.
One
was
for
a
senior
governmental
relations
representative.
It
is
one
promotion
to
support
this
role
supports
the
city's
agenda
for
the
2021
minnesota
legislative
session
as
the
director
retired,
the
former
senior
governmental
relations
rep,
promoted
into
that
department,
head
position
and
so
promoting
one
person
into
that
vacancy
and
then
the
second
approved
hire
was
for
a
government
relations
rep
to
backfill
that
promotion
as
well,
so
that
it
becomes
a
fully
staffed
department.
E
One
approved
hiring
waiver
for
the
internal
audit
department.
Very
small
department
of
four
individuals
is
to
have
a
permanent
hire
for
the
director
of
internal
audit.
Where
we've
had
an
interim
director
since
last
february,
two
approved
tires
in
the
public
works
water
division.
One
is
for
a
coordinator,
water
pumping
station.
It
is
a
promotion
and
really
the
the
promotion
is
into
sort
of
this
interim
role
for
succession
planning.
E
A
very
long
tenured
supervisor
of
the
water
pumping
station
is
retiring,
and
so
this
role
will
oversee
the
facilities
that
house
the
equipment
used
in
the
production
of
the
city's
drinking
water
and
then
the
second,
in
the
second
position
approved
for
hire
in
public
works
waters
for
a
senior
water
treatment
operator.
E
Again,
it
is
a
promotion
of
a
current
city,
a
city,
employee,
and
this
role
is
a
acts
as
a
lead
worker
in
the
operation
and
maintenance
of
the
city's
water
treatment
system
and
then
one
permanent
higher
in
regulatory
services,
and
particularly
in
the
minneapolis
animal
care
and
control
shelter
for
an
animal
care.
Technician
too,
who
provides
the
critical
care
and
support
of
the
animals
that
are
housed
at
the
animal
shelter
of
the
98
and
a
half
positions
that
have
been
permanent
positions
that
have
been
approved
to
date.
E
You
know
when
the
2020
modified,
but
budget
was
adopted.
At
that
point.
As
of
june
1st,
we
had
had
275
positions.
We
were
sort
of
using
that
as
a
benchmark
to
see
how
effective
the
hiring
freeze
was
in
saving
saving
money
at
the
city
and
so
of
those
275
as
a
benchmark.
As
of
june
1st
and
a
half
have
been
approved
to
fill
and
we've
also
had
an
additional
145
vacancies
since
june
1st,
which
would
put
us
you
know
right
around
319
positions
to
date.
E
So
from
a
you
know,
keeping
positions
vacant
for
additional
realize
additional
cost
savings
at
the
city.
I
think
the
the
hiring
freeze
has
been
has
continued
to
be
effective,
I'm
going
to
go
to
the
next
slide
in
this
slide.
F
D
Vice
president,
thank
you
mayor,
frye,
ms
kruger.
Just
a
couple
of
things.
Can
you
please
just
for
my
own
reference
to
find
what
a
a
partial
waiver
is
and
then
I'm
curious
if
the
water
department
retirement
that
you
refer
to
was
that
in
response
to
our
early
retirement
incentives,
if
you
are
aware
of
that.
E
Mr
mayor
council,
vice
president
at
jenkins:
yes,
a
partial,
a
partial
approval
that
where
the
department
asked
for
more
than
one
position
to
be
filled
and
the
the
review
committee
and
elected
officials,
the
mayor
and
council,
president
bender
approved
something
less
than
than
what
they
asked
for.
So
they
asked
for
three
positions.
They
may
have
granted
one
approval
and
denied
the
others,
so
they
were
partial
approvals.
E
C
E
Then
the
long-standing
a
retirement
in
the
water
department
was
not
due
to
the
retirement
incentive.
Employees
could
not
begin
to
opt
into
that
retirement
incentive
program
until
december
7th,
so
this
was
something
that
was
planned.
I
believe
he
retires
at
the
end
of
december
and
so
they're
planning
for
for
that
retirement.
E
And
then
again
in
response
to
council.
Vice
president
jenkins
request
a
few
executive
committee
meetings
ago
around
the
workforce,
diversity
impact
and
higher
in
in
filling
the
positions
that
have
been
granted
through
the
hiring
waiver
exemption
process.
Again,
the
98
and
a
half
permanent
positions
that
have
been
approved,
50
of
them
have
been
filled
as
of
october
28th,
and
the
next
three
slides
will
show
the
demographic
breakdowns
of
those
whether
they
were
new,
hires
or
promotions
by
gender,
by
race
and
ethnicity
and
then
by
higher
type.
E
So
by
gender
there
have
been
two
additional
hires
since
the
last
report
on
october
20th,
you
will
see
on
the
left
hand
side
of
the
screen
there
were.
That
was
the
previous
report
on
october.
19Th
of
the
48
hires
that
had
been
had
already
had
had
come
to
fruition
and
hires
were
made.
33
of
those
48
positions
had
been
male,
15
were
female
and
then
the
chart
to
the
very
right
is
the
updated
numbers.
E
You
know
by
one
highers
by
rather
than
s
and
ethnicity,
again,
the
two
additional
highers
since
the
last
committee
report,
both
of
the
employees
hired,
were
bypoc
employees,
so
the
chart
on
the
right
shows
the
percentages
as
of
10
28
and
again
that's
the
50
hires
36
of
those
50
white
employees
for
72
percent
and
14
were
by
poc
employees
for
28,
which
is
an
increase
over
the
the
last
report,
and
then
the
third
chart
is
highers
by
higher
type
again.
E
Two
additional
higher
since
the
last
report
out
both
of
them
were
new
hires
they
were
did
not
include
any
promotions.
Excuse
me
on
the
left-hand
side
chart.
It
shows
the
last
report
for
new
hires.
As
of
1019,
there
were
20
and
then
the
chart
just
to
the
right
of
that
is
the
new
hires.
E
As
of
1028,
which
includes
now
that
the
additional
two
for
22.,
so
10
of
those
new
hires
were
female
and
nine
of
those
new
hires
were
bypack
employees
for
a
45
of
our
new
hires,
which
have
been
not
quite
half
of
the
hires
total
45
percent
have
been
females
and
41
percent
have
been
bypack
and
then
on
the
chart
on
the
right
shows
again
the
promotions
which
did
not
change.
Over
the
last
report.
E
E
D
You
mayor
pride,
you
know
miss
cougar,
I
don't
have
any
questions
I
just
I
do
want
to
just
acknowledge
and
my
gratitude
for
disaggregating
this
data
and
keeping
us
surprised
how
these
waivers
are
impacting
our
diversity
goals.
Thank
you.
So
much.
F
Thank
you,
miss
krueger.
Do
you
have
anything
further.
G
Great
thank
you
mayor
frye
and
members
of
the
committee.
Again.
My
name
is
micah
intermil
city
budget
director
here
to
give
a
brief
update
on
the
status
of
where
we
are,
with
the
cost
containment
measures
included
in
the
budget
revision
for
2020..
So
could
I
have
the
next
slide
please.
G
So,
just
as
a
brief
reminder,
the
2020
revised
budget,
which
we
all
worked
through
this
summer,
included
a
hiring
freeze
that
contained
costs
to
the
tune
of
23
million
dollars
across
all
funds
in
a
wage
freeze
that
contain
costs
to
the
tune
of
6.1
million
across
all
funds.
So
in
total
we
are
expecting
to
save
about
29
million
dollars
in
in
payroll
costs.
Regular
payroll
costs
excluding
overtime
in
2020
through
these
efforts.
G
When
I
I
was
here
at
the
end
of
september,
and
at
that
point
we
had
numbers
through
august
and
when
we
met
we
were
coming
in
about
four
million
dollars
ahead
of
where
we
would
have
expected
had
all
things
been
equal,
but
at
the
time
I
mentioned
you
know,
we
we
in
finance
expect
some
catch
up
as
we
get
towards
the
end
of
the
year.
G
There
are
some
wrinkles
that
we
noted
just
in
the
way
that
we
have
budgeted
for
elections
more
broadly,
with
the
the
dollars
being
shown
as
sort
of
a
a
broad
contractual
services
bucket.
Then
elections
hired
their
great
team
of
poll
workers,
and
so
those
costs
showed
up
as
payroll,
and
so
that's
that
was
some
of
the
skewing
of
the
data
where
we
showed
a
personnel
expense
where
it
wasn't
budgeted
as
personal
expense.
Yet
it
was
still
in
the
budget.
G
So
all
of
that,
if
we
could
go
to
the
next
slide,
this
shows
where
we
are
through
september
and
it's
a
little
bit
hard
to
see
on
the
screen,
but
the
the
sort
of
pro
rata
budget
for
2020
would
suggest
we
should
be
at
just
under
350
million
for
these
payroll
costs
and
right
now
we
ended
september
at
351.5
million,
so
that
that
gap,
what
had
been
a
4.1
million
dollar
variance,
is
now
a
1.7
million
dollar
variance.
G
And
so,
as
we
expected,
we,
we
are
sort
of
landing
the
plane
gently
as
it
were,
and
so
we
haven't
landed
it.
Yet.
So
we
need
to
keep
our
seat
belts
on,
but
we
things
are
are
coming
in
just
as
we
had
expected.
Can
I
have
that
next
slide.
Please.
G
So
then
yep
the
the
last
point
is
the
the
revised
budget
also
included
4.3
million
dollars
of
budgetary
leave
and
furloughs
those
the
those
actions
are
underway,
as
planned.
Budgetary
leave
started
as
early
for
folks,
some
folks
as
june
furloughs,
started
in
towards
the
end
of
september
and
are
continuing
through
through
the
year.
So
I
I
think
from
a
finance
standpoint.
G
H
Thank
you
so
much
mayor,
frye
and
committee
members
good
morning,
I'm
with
you
this
morning
to
propose
a
new
program
and
approach
to
leadership.
Development
aimed
at
our
department,
head
level
leaders
and
focused
on
the
leadership
skills
that
are
needed
to
foster
a
racially
equitable
work
environment.
H
Mark's
going
to
join
me
to
walk
through
part
two
of
this
proposal,
which
is
to
share
a
new
method
for
department,
head
performance
evaluation
and
we're
sharing
this
proposal
with
you
today
to
seek
your
feedback.
Also
your
knowledge
about
other
organizations
and
what
they
are
doing
in
terms
of
leadership,
development
to
foster
racial
equity
and
next.
H
When
the
city
adopted
a
cultural
agility
job
success
factor
several
years
ago,
we
started
to
explore
and
describe
the
behaviors
that
we
wanted
to
see
more
of
from
employees
at
all
levels,
including
our
leaders
for
leaders.
These
behaviors
and
actions
include
role,
modeling
desired
behaviors
and
language,
conducting
discussions
with
employees
about
behavioral
work
expectations,
not
just
what
gets
done,
but
how
it
gets
done,
encouraging
continued
dialogues
and
learnings
around
intentional
efforts
to
overcome
systemic
and
systematic
racism.
H
The
department
performance
review
process
has
been
inconsistent
over
the
past
decade
and
so,
in
addition
to
this
leadership
development
plan,
we're
recommending
a
newly
designed
performance
review
process.
That
is
simple,
provides
useful
and
actionable
feedback
and
isn't
perceived
as
punitive
next
slide.
H
H
Defining
leadership
expectations
is
the
initial
step
where
we
invite
stakeholders
in
to
articulate
in
behavioral
language
what
we
expect
of
our
leaders,
particularly
when
it
comes
to
creating
the
anti-racist
culture
we
want
to
see.
This
is
so
that
our
leaders
will
know
what
to
live
up
to
seek
feedback
is
the
next
step.
H
That's
where
we
provide
opportunities
for
each
program
participant
to
get
data
about
their
current
performance
against
the
expectations,
and
it's
it's
really
a
nice
timing
that
our
employee
survey
is
going
to
have
a
special
section
containing
items
about
racial
equity
and
those
results
are
going
to
be
available
to
our
leaders
in
december.
So
that
will
be
a
timely
source
of
that
data.
H
D
H
H
This
timeline
represents
a
phased
approach.
The
five
program
steps
I
described
earlier-
we'll
use
this
month
in
the
part
of
december
to
engage
leadership
to
formalize
and
articulate
those
expected
performance
competencies
that
they
all
agree
to
hold
themselves
accountable
to
and
then
we'll
finalize.
This
proposed
structure
make
final
decisions
on
the
actual
learning
content
and
then
in
early
2021
leaders
will
begin
step.
One
of
the
program
looking
at
their
data
and
planning
their
development
and
the
remainder
of
the
year
will
be
participating
in
collective
and
individual
development
and
then
into
early
2022.
H
I
just
want
to
acknowledge
that
it's
not
easy
for
leaders
to
adopt
new
and
different
ways
of
leading
and
so
for.
A
program
like
this
to
be
successful,
leaders
need
support
and
affirmation
from
their
own
leaders
from
their
peers
and
from
the
people
who
report
into
them.
I
want
to
acknowledge
the
elements
listed
on
this
slide
if
they
are
in
place,
will
contribute
as
much
to
the
success
of
the
program
as
the
learning
content
itself.
F
A
Mr
mayor
members
of
the
committee,
I'm
mark
rough
city
coordinator,
I
want
to
thank
don
and
especially
patience,
ferguson
for
hr's
leadership
in
this
area
and,
as
we
talked
about
at
the
last
executive
committee
meeting,
this
is
not
just
about
the
two
of
us
or
the
three
of
us.
A
This
is
a
broad
group
who
has
provided
input
into
this
process
and
will
continue
to
provide
input
into
this
process
because,
as
don
mentioned,
it's
not
just
enough
to
to
hire
more
leaders
who
are
bipoc
leaders,
and
that
is
clearly
a
priority,
and
we
have
made
progress
in
that
in
that
goal.
But
it
is
furthering
then
just
this
cultural
agility
work
that
is
so
critical
for
the
city
to
thrive,
as
we
have
more
and
more
residents
who
are
immigrants
more
and
more
residents.
A
Who
are
understanding
that
the
need
for
change
and
change
in
a
hurry
and
leadership
needs
to
come,
not
just
from
our
leaders
who
are
people
of
color,
but
also
from
white
leadership
as
well.
And
so
I
really
am
grateful
for
that.
Broad
brush
and
broad
array
of
folks
who
are
providing
input
to
this.
The
remaining
part
of
this
presentation,
if
we
go
to
the
next
slide,
is
really
just
confirming
what
happened
last
year.
A
That
will
continue
again
this
year,
which
is
each
charter
department
head,
will
pro
will
complete
a
form
and
that
form
is,
is
similar,
but
a
little
enhanced
from
last
year
that
we
will
be
talking
about
the
goals
that
were
last
year
and
then
goals
coming
up
this
year,
with
this
emphasis
on
anti-racist,
behavior
and
and
progress
talking
about
the
aspirational
goals
of
each
department
leader
and
then
also
guidance
from
from
you,
as
elected
officials
involved
in
those
reviews-
and
we
also
want
to
have
a
conversation,
then
not
just
an
annual
review
but
a
conversation
with
leaders
about
how
it's
going
in
2021
and
what
specific
areas
that
you,
as
elected
officials
and
the
department
heads
feel
like,
are
getting
stuck
or
that
some
need
some
readjustment
as
the
year
progresses.
A
I
think
that's
probably
it
as
far
as
the
presentation
goes,
mr
mayor,
I
think
for
us
just
speaking
on
behalf
of
of
don
and
hr.
It
is
really
just
to
check
in
with
you,
as
the
committee,
we're
not
expecting
any
action
or
just
some
guidance
and,
as
don
mentioned,
some
suggestions
that
you
may
have
as
we
move
into
the
implementation
stage
of
this
at
the
end
of
this
year
and
early
next
year
be
happy
to
answer
any
questions.
Mr
mayor.
F
Seeing
no
further
questions
I'll
direct.
F
I
Thank
you,
mr
mayor.
I
just
wanted
to
thank
you
both
for
your
efforts
and
the
staff
team
that
I
know
you
know
has
been
talking
about
this
and
initiating
it.
I
think
some
of
the
slides
referenced
a
little
bit
that
interplay
between
policymakers,
elected
policymakers
and
staff
leaders
and
I
think,
as
someone
who's
been
involved
in
a
lot
of
different
kind
of
change
in
a
relatively
short
time
at
the
city.
I
will
say
that
you
know
structural
institutional
change
just
has
to
include
the
leadership
of
staff
leaders
and
department
heads.
I
It
really
isn't
possible
for
elected
officials
alone
to
lead
that
kind
of
structural
change
that
sustains
over
time,
and
I'm
really
excited
to
see
the
leadership
of
so
many
department,
heads
and
division
directors
and
and
staff
being
empowered.
You
know
at
kind
of
all
all
levels
of
staffing
and
parts
of
our
city
enterprise
to
really
lead
in
this
issue,
because
again,
that
kind
of
organizational
change,
I
think,
really
takes
everyone
within
an
organization
it
takes
us.
I
Setting
aside,
I
think
some
of
our
hierarchical
ideas
about
leadership
and
to
really
empower
the
voices
of
all
potential
leaders
in
our
city
who
come
with
life
experiences
and
with
like
just
valuable
perspectives
to
help
lead
our
city
forward,
and
so
you
know,
I
know
we're
this
week
is
a
tense
time
for
everyone,
and
I
think
about
our
city
and
how
I
see
us
moving
forward,
and
you
know
I
think
this
kind
of
personal
work,
this
employee
to
employee
work
that
I
know
is
happening
across
our
enterprise
is
really
the
key
to
us
evolving
as
a
city
and
making
sure
that
all
of
our
neighbors
are
safe
and
comfortable
and
well
cared
for
and
that
we
live
in
the
kind
of
city
that
we
all
want
to
see.
I
So
I
just
want
to
just
really
thank
you
all
and
and
just
offer
those
reflections
about
the
importance
of
of
staff
leadership
and
this
kind
of
structural
institutional
change.
Thank
you.
J
Yeah
I
appreciate
this
report
in
this
work.
One
of
the
things
I'm
been
concerned
about
is
that
policymakers
haven't
really
been
doing
a
very
effective
job
in
supporting
and
guiding
the
leadership
within
the
city,
and
it
looks
like
this
will
give
us
an
opportunity
to
do
that
and
have
some
kind
of
a
check-in
in
conversation.
J
I
think
it's
a
mistake.
Sometimes
if
we
rely
on
individual
informal
conversations
with
department,
heads
and
exchanges
over
email
until
there's
a
reappointment
that
comes
up
and
all
of
a
sudden
we're
panicking
about
how.
How
are
we
going
to
evaluate
and
assess
this
and
make
our
decisions
about
that?
So
it
looked
like
on
one
of
the
slides
we
were
talking
about
a
regular.
J
I
don't
know.
I
can't
see
it
in
front
of
me
right
now,
conversation
with
maybe
the
executive
committee,
so
we
can
come
in
and
participate
in
a
supportive
area
there.
It
is
semi-annual
conversation
practice,
but
that
was
not
with
us,
but
then,
above
that
it
also
says
guidance
and
environment
needed
from
elected
officials,
and
I
guess
that's
a
place
where
we
could
drill
down
a
little
bit.
J
I
would
advocate
an
opportunity
in
a
closed
session
to
let
our
department
heads
meet
and
interact
in
a
structured
way
with
the
executive
committee,
so
we
can
participate
in
an
evaluation
and
in
goal
setting
and
and
giving
support
and
answering
questions.
Is
that
part
of
this
process
that
you're
imagining
at
this
point.
A
J
No
I'm
looking
to
staff
I'm
looking
good,
you
would
be.
A
To
answer
that,
I
certainly
would
defer
to
the
council
president
in
terms
of
the
council
member
involvement
in
this
process.
I
think
last
time
we
had
either
the
council
president
and
council.
Vice
president,
one
of
the
committee
chairs,
along
with
the
mayor,
participate
in
the
review
process,
and
we
certainly
could
do
that
again
in
early
2021
and
have
that
group
also
be
the
check-in
group.
But
if
you
want
to
broaden
it
to
the
executive
committee,
I
just
leave
that
to
all
of
you
in
terms
of
that.
That
process
welcome
the
feedback.
A
I'll
just
speak
for
me
personally
from
any
of
that
arranged
group
as
we
go
through
this
process.
But
I
agree
with
you:
is
that
a
an
intentional
sit
down?
I
try
to
do
that
with
the
direct
reports
that
I
have
on
a
regular
basis,
even
in
the
midst
of
everything
else
happening
in
the
city.
That
intentionality
is
important
and
would
certainly
echo
those
thoughts
that
you
put
forward.
J
I'll
just
add,
I
do
think
it
is
a
role
of
the
executive
committee.
I
know
that
we
have
made
efforts
in
the
past
to
set
up
some
kind
of
a
structured
performance
review
for
our
department
heads
in
a
conversation
and
in
a
supportive
way
and
when
we've
got
close
to
doing
it
well,
it
seems
to
have
had
its
benefits.
J
F
Seeing
none
no
further
questions
I'll
direct
the
clerk
to
file
the
report
and
then
the
final
item
on
our
agenda
for
today
is
my
nomination
to
designate
frank
reed
as
interim
director
of
the
civil
rights
department,
beginning
november
21st
2020
for
a
period
not
to
exceed
90
days
and
I'll
move
approval
of
this
item.
F
Well,
I'll
I'll
kick
the
discussion
off
and
and,
as
you
know,
well
by
now,
director
velma
corble,
the
director
of
the
civil
rights
department,
will
be
leaving
the
city
of
minneapolis
later
this
month
and
we'll
certainly
have
ample
opportunity
to
celebrate
director
corbell's
and
her
accomplishments.
F
But
today
I
really
I
want
to
nominate
frank
reed
to
serve
as
the
interim
director.
Many
of
you
have
had
the
opportunity
to
work
with
with
mr
reed
he's
extremely
accomplished.
He's
served
in
the
civil
rights
department
for
quite
some
time.
F
In
many
senses,
velma
has
been
preparing
him
to
take
on
some
additional
responsibility
as
well
and
prior
to
mr
reed's
legal
career
prior
to
his
service.
Here
at
the
city,
his
legal
career
ranged
from
advocating
for
the
rights
of
children
with
disabilities
to
representing
the
rights
of
clients
facing
housing,
discrimination
and
legal
aid.
He's
done
some
good
work
very,
very
much
appreciate
his
work
and
willingness
to
step
up
into
this.
F
F
F
Thank
you
so
with
that
we
have
concluded
all
items
on
our
agenda
today
and
without
objection.
I
will
declare
this
meeting
adjourned.
Thank
you.
Everyone.