►
From YouTube: June 16, 2021 Committee of the Whole - Morning
Description
Additional information at
https://lims.minneapolismn.gov
C
Good
morning
my
name
is
jeremiah
ellison,
I'm
the
chair
of
the
committee
of
the
whole
and
I'm
going
to
call
to
order
our
regular
committee
meeting
for
wednesday
june
16th.
I'd
like
to
note
for
the
record.
This
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
the
minnesota
open
meeting
law,
section
13
d
.021
due
to
the
declared
state
of
local
public
health
emergency.
C
E
G
I
J
H
B
B
H
B
H
C
Let
the
record
reflect
that
we
have
a
quorum.
We
have
one
item
on
today's
agenda
in
addition
to
the
reports
of
committees.
Our
item,
one
on
our
agenda,
is
a
presentation
of
the
furlough
after
action
review
report.
You
you
all
may
remember
that
when
we
started
cow,
I
wanted
to
bring
folks
from
all
walks
of
of
of
the
of
this
kind
of
work
that
we
do
here.
C
I
started
off
by
bringing
in
peers
from
from
other
cities
to
let
us
know
you
know
basically
to
ask
the
question
as
they
enter
into
their
recovery
phase.
Who
are
they
finding
needs
help
the
most
in
their
city?
After
that
we
had
a
presentation
from
professors
from
the
end
researchers,
from
the?
U
of
m,
to
talk
about
from
a
research
research
perspective.
C
You
know
who
needs
help
in
our
city
and
it
felt
appropriate
to
go
even
a
little
bit
more
focused
and
say
you
know,
you
know,
as
we
enter
into
this
recovery
phase,
you
know
how
our
folks,
who
do
this
work
every
day,
who
do
their
work
on
behalf
of
the
city
every
day?
How
are
they
fearing
and
and
who
needs
help?
C
A
B
L
L
L
The
intent
of
this
review
was
never
to
lay
blame
point
fingers
or
it
also
wasn't
the
responsibility
of
any
one
person,
division
or
department.
We
are
a
complex
organization
that,
in
a
time
of
crisis,
defaulted
to
the
behaviors
and
ways
that
we
operate,
that
we've
always
done,
and
while
we
as
a
city
have
taken
strides
and
efforts
to
address
things
in
a
different
way.
Unfortunately,
in
times
of
stress,
if
we
default
back
to
those
ways
of
behavior,
we're
gonna
end
up
with
the
same
disparities
that
we
are
all
here
to
address.
L
L
It's
been
her
commitment
to
the
city
and
its
employees
that
has
guided
this
process
every
step
of
the
way
and
without
her
expertise
in
leadership,
we
would
not
have
been
able
to
complete
this
review
and
we
would
not
be
able
to
present
to
you
today
so
with
that.
I
would
like
to
just
briefly
describe
what
the
after
action
review
was
or
is
so.
The
intent
like
we
said
of
this
review
was
not
to
place,
blame
or
point
fingers.
L
It
was
a
in
an
effort
to
document
what
occurred
in
hopes
of
learning.
What
was
successful,
what
wasn't
and
to
identify
the
major
pain
points.
This
was
the
first
time
that
the
city
was
implementing
furloughs.
It
was
an
ordinance
that
was
put
into
place
back
in
2011,
but
had
never
been
utilized,
and
so
it
was
a
venture
into
uncharted
territories.
L
L
J
L
L
So,
in
august
of
last
year,
the
minneapolis
black
employee
network
penned
a
letter
requesting
action
to
the
city,
council,
council
and
others
in
it.
Embed
highlights
that
it
is
a
fact
that
racism
continues
to
persist
and
run
rampant
in
the
city's
workplace
culture
and
that
as
a
complex
system
of
social
and
political
mechanisms
ingrained
into
the
fabric
of
our
country
and
perpetuated
by
privilege.
L
This
letter
was
a
culmination
of
a
summer
of
frustrations
and
voices
feeling
like
they
didn't
know
what
was
going
on
and
that
things
were
happening
to
them,
not
with
them,
and
that
was
something
that
we
heard
consistently
across
all
levels
of
the
organization,
all
different
departments,
different
roles
and
responsibilities,
and
so
in
an
effort
to
address
this,
the
city
coordinator's
office
was
addressed.
In
this
letter.
L
There
were
some
very
specific
requests
around
information
related
to
how
this
report
was
framed
and
what
we,
what
we
went
looking
for
as
the
researchers
jody,
and
I
our
request
for
action-
is
that
this
not
be
a
document
that
is
set
on
a
shelf.
But
that
is
the
basis
for
discussion
and
conversations
moving
forward
in
hopes
of
creating
decision-making,
spaces
and,
ultimately,
decisions
that
are
more
reflective
of
the
voices
not
only
of
of
city
of
minneapolis
employees,
but
of
those
who,
ultimately,
we
serve
next
slide
so
to
set
the
framework
racial
equity.
L
We've
all
heard
it
we've
all
said
it.
We
all
have
our
own
understanding
of
it.
We
all
are
hoping
that
the
work
that
we're
doing
pushes
the
or
guides
the
work
that
we
do
so
we've
been
committed
to
racial
equity
in
numerous
ways:
ordinances,
res
resolutions,
staff
directions
next
slide.
This
slide
here
demonstrates
everything
that
went
before.
L
We
actually
experienced
the
2020
budget
shortfall,
so
in
2017
the
division
of
race
and
equity
was
created
in
2018.
The
minneapolis
2040
comprehensive
plan
was
built.
All
of
these
different
building
blocks
were
the
foundation
for
which
m
ben's
letter
said
we
need
to
do
better
and
we
need
information.
L
Donald
brown
was
going
to
join
us
today,
he's
the
chair
of
and
then,
and
what
we
want
to
reiterate
is
that
that
letter
stands
alone,
that
there
is
nothing
in
there.
That
needs
further
explanation
or
needs
defending
the
the
black
employees
of
the
city
deserve
deserved
and
deserve
answers
to
the
questions
that
were
raised,
and
we
say
that
we
provide
it.
L
Similarly,
we
have
the
city
of
minneapolis's
goals
and
values.
I'm
not
going
to
read
them
to
you.
You
all
know
what
they
are,
but
the
city
has
chosen
to
do.
A
strategic
and
racial
equity
action
plan,
not
just
a
strategic
plan,
and
so
the
foundation
of
this
review
was
to
really
see
if
the
steps
and
the
decisions
that
we
had
made
throughout
the
process
really
aligned
with
our
goals,
particularly
around
the
operational
goals,
where
we
will
use
racially
disaggregated
data.
L
L
We
also
at
that
time
it
was
not.
It
wasn't
a
clean
lineup,
but
we
have
the
office
of
race
and
equity
has
provided
numerous
tools,
including
during
covid19
the
rapid
response
tool,
the
racial
equity
impact
analysis,
which
was
much
pared
down.
It
was
three
questions:
what
are
the
racial
equity
impacts
of
this
decision?
Who
will
benefit
from
and
or
be
burdened
by
this
decision,
and
then
are
there
strategies
to
mitigate
any
unintended
consequences?
L
L
So
we
used
that
as
our
framework
we
set
out
to
answer
some
of
the
requests
of
m
ben's
letter
and
to
do
just
a
gut
check
with
how
did
this
process
align
with
our
espoused
values
and
goals.
So
our
deliverables
through
this
process,
was
to
document
the
process.
There
was
a
request
for
a
timeline,
including
communications
and
actions.
They
wanted
to
capture
the
staff
experience.
L
So
what
what
was
the
experience
of
staff
of
the
furlough
process,
both
from
a
operational
standpoint,
but
also
the
impacts
on
individuals
to
craft
recommendations
again
that
would
move
the
city
towards
achieving
racial
equity
and
then
to
communicate
the
findings.
So
this
was
never
our
formal
intention
to
present
here
to
council.
We,
the
process
built
in
a
number
of
different
touch
points
with
various
stakeholders,
and
we
have
been
kind
of
in
a
holding
pattern
and
city
coordinator.
L
Ruff
will
talk
to
that
about
where
we're
at
in
the
process,
but
this
has
been
a
living
breathing
document,
but
the
report
itself
is
comprised
of
these
different
pieces
next
slide
so
start
where
you
are
use.
What
you
have
do,
what
you
can,
so
everything
that
we
just
outlined
ahead
of
time
were
the
things
that
we
had
at
our
disposal
prior
to
the
furlough
taking
place.
L
So
that
is
the
framework
that
we
used
to
see
if
we
were
able
to
appropriately
and
aptly
apply
the
things
that
we
have
at
our
disposal,
the
people,
the
talents,
the
skill
sets
that
we
have
in
order
to
make
sure
that
furloughs
were
implemented
in
a
equitable
way,
or
that
I
should.
I
should
say
that
the
decision
to
implement
burlos
was
a
sound
decision
so
next
slide.
L
This
report
is
a
big
one.
Next
slide.
So
in
documenting.
All
of
this,
like
I
said
it,
this
did
not
happen
in
a
vacuum.
Furlows
was
one
cost
containment
measure
inside
a
large
budget.
The
budget
was
one
piece
amongst
the
kovid
19
response,
and
that
was
all
layered
over
the
murder
of
george
floyd
and
the
civil
unrest
that
pursued
or
that
followed.
L
L
We
conducted
approximately
100
interviews.
We
did
one-on-one
interviews
with
approximately
50
people.
We
interviewed
15
upper
management
folks,
we
interviewed
nine
department,
heads
eight
union
business
agents.
We
worked
closely
with
subject
matter:
experts
in
the
city,
attorney's
office,
finance,
the
coordinator's
office,
civil
rights,
particularly
labor,
eight
and
hr,
and
we
worked
with
two
of
our
employee
resource
groups
where
we
collected
testimonials
and
conducted
focus
groups.
So
the
report
itself
is
heavy.
There
is
a
lot
in
there
next
slide.
L
L
L
So,
due
to
furloughs
being
implemented,
we
did
not
find
that
there
was
any
racial
equity
impact
assessment
conducted.
There
were
some
commonalities
and
some
assumptions
that
underpinned
the
entire
decision-making
process.
That
may
or
may
not
be
true
that
if
furloughs
furloughs
were
used
in
order
to
avoid
layoffs-
and
we
didn't
want
to
use
layoffs,
because
that
would
disproportionately
impact
bypoc
employees,
while
that
is
a
that
on
its
face
value
may
be
true.
L
L
Having
spent
some
time
bringing
multiple
perspectives,
backgrounds
and
skills
to
the
decision-making
table
around,
this
would
have
likely
identified
any
of
the
the
unintended
consequences
that
we
found
did
in
fact,
impact
bypoc
employees
and
particularly
women,
and
by
poc
women.
Employees
next
slide
all
right.
L
M
Sure,
thank
you,
chair
ellison,
mr
just
first,
I
think
it
needs
to
be
said
just
to
thank
you
and
the
other
staff
that
have
really
worked
on
this,
and
you
know
it
takes
a
lot
of
courage.
You
know,
for
the
good
of
the
city,
to
you
know,
tell
these
hard
truths
on
how
we
need
to
do
better.
Also,
I'm
I
I'm
kind
of
embarrassed.
I
can't
find
the
report
publicly.
I
looked
on
the
you
know
on
limbs
and
everything
could
you.
Let
me
know
where
that
is.
M
L
Councilmember
schrader.
Thank
you
for
that
question.
The
report
right
now,
as
I
indicated
400
plus
pages,
is
in
the
process
of
going
through
for
data
requests
before
it
can
be
posted,
and
I
believe
that
mark
ruff
will
speak
to
that
at
the
end
about
when
we
can
expect
you
to
have
the
entirety
of
the
report.
M
L
L
Next
slide,
however,
with
the
what
we
found
was
that
we
need
to
focus
on
the
impact
instead
of
the
intent,
and
that
is
what
this
this
report
did.
One
of
the
limitations
of
of
this
report
is,
we
did
not
readily
have
access
to
the
numbers,
and
so
we
are
not
in
a
position
to
say:
did
furloughs
meet
the
city's
cost
savings
goals.
We
are
not
in
a
position
to
say
whether
or
not
furloughs
did
or
did
not
succeed.
L
We
we
really
identified
that
there
are
a
number
of
different
impacts
that
far
extend
beyond
just
cost
savings
and
personnel
savings,
and
there
were
a
lot
more
questions
raised
than
there
were
answered
in
this
process
and
so
listed
here
are
some
of
some
of
the
questions
that
remain
in
terms
of
we
have
seen
a
number
of
black
and
brown
employees
leave
and
are
the
from
our
interviews.
It
was
clear
that
this
was
part
of
that
decision,
making
process
for
many.
L
L
So
part
of
the
these
behaviors
and
patterns
that
we
are
talking
about
has
to
do
with
the
structure.
As
you
all
know,
the
there
is
the
charter
commission
that
is
looking
at
the
structure.
We
we
hear
a
lot
that
minneapolis
is
a
very
complex
and
a
very
diffuse
of
diffuse
power
structure,
but
yet
we
still
tend
to
operate
in
traditional
management
ways
of
thinking.
L
And
that
checked
our
research
questions
who
were
first
interviewed,
who
we
had
multiple
checkpoints
with,
were
multiple
levels
of
staff.
We
had
union
representation,
we
had
employee
groups,
we
had
frontline
staff
and
deputy
directors
and
then
subject
matter
experts
and
so
throughout
this
process,
the
impacts
of
that
traditional
management
structure
became
very
clear.
It
became
very
clear
in
how
employee
staff
relationships
were
strained.
L
The
report
goes
in
in
depth
with
this,
but
we
talk
a
lot
about
that.
We
want
to
be
in
this
adaptive
leadership
model
when
we
talk
about
our
community
engagement
efforts
and
and
our
commitment
to
the
way
that
we
engage
the
way
that
we
in
our
goals
and
our
values
say
that
we
will
center
the
voices
of
those
most
marginalized.
L
So
we
say
that
we
want
to
want
to
do
these
things,
but
it
was
very
clear
in
our
process
that
we
defaulted
to
the
traditional
management
structure
and
that
general
conversation
and
kind
of
a
dumping
of
ideas
is
not
the
same
as
collective
decision
making,
which
is
hard
and
it's
messy.
But
we
do
have
the
tools
at
our
disposal,
particularly
the
race
equity
impact
assessment,
as
a
guiding
foundational
document
that
can
help
the
adaptive
leadership
model
take
place.
L
I'm
going
to
invite
andrea
larson
in
a
few
minutes
here
to
and
she'll
be
able
to
talk
a
little
bit
more
in
regards
to
our
next
steps
about
how
this
is
played
out.
So
now.
I
know
that
that
was
a
lot
of
background.
Like
I
said
it
is
very,
it's
very
important
to
just
know
the
context
and
the
environment
in
which
this
was
framed
and
pursued
next
slide,
and
so
we
want
to
share
with
you
what
we
kind
of
like
the
highlights
of
what
we
found
overall.
L
L
That
being
said,
throughout
the
process
there
were
numerous
department
heads.
There
were
numerous
staff
who
pushed
back
and
asked
for
a
race
equity
impact
assessment.
I
know
that
the
the
office
of
race
and
equity
made
themselves
available
multiple
times
to
look
at
what
the
what
the
data
suggests
about
furloughs
and
late
versus
layoffs.
There
were
a
number
of
people
who
put
themselves
out
there
in
order
to
help
support
this
work,
to
make
sure
that
we
weren't
harming
employees,
and
that
is
something
different.
There
were
conversations
trying
to
center
race.
L
There
were
departments
that
put
forward
furlough
plans
that
kind
of
fell
outside
of
what
was
being
asked,
but
we're
going
to
result
in
more
equitable,
more
equitably
racial
outcomes,
and
so
that's
something
new.
As
an
organization
we
may
still
be
in
the
growing
pains.
But
one
of
the
strengths
is,
is
that
we
heard
time
and
time
again
that
people
did
bring
these
questions
up,
that
it
was
where
those
questions
went
and
who
was
in
charge
and
who
was
supposed
to
make
final
decisions
where
it
got
a
little
bit
messy.
L
One
such
example
is
the
meeting
in
which
the
mayor's
office
was
was
meeting
with
key
stakeholders
to
determine
the
best
course
of
action,
for
2020
was
the
day
that
george
floyd
was
murdered,
and
so
even
in
reflecting
on
what
was
done
and
how
it
should
have
been
done.
There
is
no
one
point
that
these
recommendations
would
have
necessarily
been
implemented,
but
it
is
good
to
hear.
I
know
that
director
corbel
at
the
time
was
here.
I
know
that
joy
marsh
stevens.
L
L
So
some
of
the
pain
points
that
were
identified,
the
embed
letter
asked
explicitly
for
pain
points.
The
first
is
is
that
support
departments
drove
the
process,
so
we
heard
over
and
over
again
again
that
employees
felt
that
this
was
being
done
to
them,
not
with
them,
including
department,
heads
and
leadership,
and
what
that
was
a
point
of
contention
and
a
point
of
a
point
of
tension
between.
L
Whereas
department
heads
wanted
to
be
given
numbers,
they
wanted
a
target
number
and
to
be
able
to
manage
their
teams
the
way
that
they
saw
fit
both
for
their
employees,
but
also
for
the
work
for
the
business
need,
and
one
interesting
finding
was
that
the
unions
and
department
heads
all
wanted
the
same
thing
and
they
did
not
commun.
They
weren't,
given
the
platform
to
communicate
that
to
one
another,
but
in
general
our
support
departments.
L
L
L
L
It
would
have
been
great
to
throw
up
a
time
out
and
to
say
we
got
something
wrong
here.
Something
doesn't
feel
right,
we've
got
new
numbers,
but
those
course
corrections.
It
was
as
though
it
was
a
cost-benefit
analysis
and
they
and
whomever
said
we're
just
going
to
go
because
we
already
did
it.
There
is
a
common
misconception
that
it's
it's
too
late
or
that
it's
it's
too
late
to
change,
but
we
never
think
about
the
cost
of
continuing
down
the
wrong
path.
L
We
always
think
about
the
cost
and
the
time
and
the
effort
it
takes
to
change
course,
but
we
don't
ever
reflect
on
that.
Staying
the
course
can
oftentimes
be
not
the
right
decision
and
can
cost
more
than
redoing
work
and
then
finally
furloughs
caused
harm.
We
are
unable,
at
through
this
report,
to
tell
you
what
the
financial
impact
of
furloughs
on
the
enterprise
was.
L
Ultimately,
furloughs
cannot
be
applied
equitably,
so
if
the
city
decides
in
the
future
to
use
them,
we
have
recommendations
in
the
report
for
how
to
do
that,
but
ultimately
furloughs
just
can't
be
done
equitably.
The
way
we
are
are
structured
with
labor
unions,
with
the
fact
that
you
can't
base
it
off
of
race
and
and
and
making
sure
that
our
bypoc
employees
are
not
feeling
the
burden.
Our
our
analysis
suggests
that
furloughs
cannot
be
done
equitably.
L
Next
slide,
so
some
of
the
things
that
we
heard
in
our
in
our
multiple
interviews
here
are
some
of
the
quotes
that
we
collected
for
the
financial
impact
with
hours
being
cut
and
the
kids
being
forced
to
distance
learning.
My
wife
have
to
drop
out
of
to
take
care
of
the
kids
and
making
sure
that
they're
learning
it's
been
difficult,
financially,
barely
better
than
losing
my
job
completely.
L
It
hurt
hard
with
trying
to
pay
down
the
bills,
so
I
can
retire.
It
sent
me
back
quite
a
bit
on
that
plan
over
the
course
of
the
last
several
months,
my
family
and
I
have
made
had
to
make
adjustments
to
our
lifestyle.
Due
to
the
impact
of
the
mandatory
furloughs,
we
had
an
unexpected
home
repair
that
cost
in
excess
of
what
our
budget
could
safely
afford
in
november.
We're
now
further
strained
trying
to
make
ends
meet
on
a
monthly
basis.
L
If
you
worked
on
a
day,
what
that
meant
was
that
people
were
working
hours
that
were
not
compensated
because
how
to
exempt
staff
take
furloughs
when
the
same
amount
of
work
still
needs
to
be
done.
There
was
no
clear
direction
on
what
could
be
taken
off
people's
plates.
There
was
a
lot
of
work
more
work
than
there
was
the
year
prior
because
we
were
in
this
emergency,
another
quote
furloughs
and
vloa
time.
L
The
workload
furloughs
actually
created
more
work
for
employees
and
then
here
are
some
quotes
around
the
emotional
toll.
We
heard
folks
talk
about
the
strain
on
the
relationship
between
supervisor
and
employee
in
various
departments.
Sometimes
that
was
because
supervisors
did
not
agree
to
take
furloughs,
their
union
didn't
agree,
and
so
employees
were
being
asked
to
take
unpaid
time
when
their
supervisors
and
leadership
were
not
at
other
time.
It
was.
L
It
just
felt
emotionally
taxing
to
hear
and
get
emails
that
say
good
job
everyone
and
then
to
also
say:
hey,
we're
not
gonna
pay.
You,
I
won't
read
all
of
these,
but
the
emotional
toll
again
of
that
intersection
of
that
most
of
these
employees
have
been
working
non-stop
in
an
emergency
crisis
response
and
then
to
have
to
take
unpaid
leave
in
a
way
that
wasn't
restorative
in
a
way
that
didn't
provide
time
to
rest
and
recuperate
was,
as
this
one
person
says,
a
slap
in
the
face
next
slide.
D
Aspie
took
no
pay
increase
in
2020..
Ask
me,
endured
an
increased
workload
created
by
people
leaving
the
city
or
taking
the
early
retirement
incentive.
Ask
me
members
signed
up
for
voluntary
budgetary
leave
before
furloughs
were
figured
out.
We
had
38
members
laid
off,
so
you
know,
and
then
we
agreed
to
four
furlough
days.
Also,
so
ask
me
sacrificed
to
help
the
city
get
through
2020..
D
Historically,
ask
me:
is
a
group
that
is
hardest
hit
when
layoffs
happen,
management
typically
cuts
to
ask
me
positions
first,
and
even
when
they
don't
because
of
bumping.
It's
almost
always
one
of
our
members,
that's
out
the
door.
So
that's
why
ashley
was
willing
to
negotiate
with
the
city
about
furlough
days
so
that
we
didn't
have
to
take
layoffs,
which
we
still
got
once
we
finally
had
the
agreement.
The
city
was
willing
to
work,
wasn't
willing
to
work
with
us
to
iron
out
any
of
the
unintended
consequences
that
popped
up.
D
In
addition,
they
they
were
unyielding
on
issues
that
came
up
with
voluntary
budgetary
leave
like
using
bank
budgetary
leave
around
holidays,
and
waiving
that,
if
you
don't
get
paid,
you
don't
get
paid
for
the.
If
you
don't
get
paid
the
day
before
the
day
after
you
don't
get
paid
for
the
holiday,
they
were
unyielding,
it
was
so
frustrating.
D
Our
willingness
to
sacrifice
was
treated
more
like
a
punishment.
City
leadership,
told
department,
heads
they
should
just
assign
furlough
days
and
not
ask
us
what
would
work
better
for
us.
Luckily,
some
department
heads
didn't
listen
to
them
and
those
furlough
rollouts
went
a
heck
of
a
lot
smoother
than
the
rest
of
them.
D
D
D
D
It's
like
the
mayor
said
your
garbage
still
got
picked
up,
the
snow
was
still
plowed
permits,
still
got
processed
and
inspections
still
happen,
your
potholes
got
filled
and
your
water
was
still
safe.
Your
labor
force
still
showed
up
and
did
the
work
needed
for
the
city
to
continue
to
not
just
function
but
function
well.
So
well,
I
bet
many
of
you
didn't
even
really
think
about
it.
When
all
that
stuff
went
down,
did
you
think
about
the
rest
of
the
workers
or
the
issue
that
was
happening
there?
D
You
know,
then,
the
city
was
hit
with
unrest
and
we
still
showed
up
and
and
got
the
work
done.
Our
water
maintenance
maintenance
workers
were
out
there
during
the
unrest,
fixing
broken
fire
hydrants,
so
firefighters
could
do
their
best
to
fight
the
fires
in
those
in
the
unsafe
environment,
not
to
mention
these
same
water.
Maintenance
workers
still
work
night
projects
and
sometimes
get
caught
up
in
additional
ongoing
rest,
our
311
operators,
god
bless
these
women
in
bed.
D
D
Excuse
me:
they
endured
that
impossible,
ask
of
them
and
made
that
sacrifice,
sacrifice
for
this
city,
for
the
city
citizens
and
for
the
people
throughout
the
world
that
were
calling
that
number
they
made
this
city
look
good.
When
there
was
very
very
little
good
to
be
seen,
I
want
to
say
that
again
they
made
the
city
look
good.
When
there
was
a
heart,
it
was
really
hard
to
find
something
good
happening
in
this
city,
and
there
are
many
more
examples
of
the
positive
actions
taken
by
city
workers
during
2020..
D
D
D
Now
is
not
the
time
to
forget
to
say,
forget
about
it
and
move
on
this
wasn't
an
anomaly:
it
was
a
fallback,
a
familiar
system
for
decision
makers
to
use
in
a
crisis.
As
the
crisis
was
unfolding,
this
report
roots
out
a
system
that
doesn't
work
anymore.
The
world
has
changed,
in
fact,
it
changed
right
in
our
backyard
and
the
city's
institutions
and
practices
need
to
change
too.
D
This
report
needs
to
be
read
and
realized.
We
all
had
a
part
to
play
in
what
happened,
and
we
need
to
see
our
own
shortcomings
and
mistakes,
including
labor.
After
accepting
our
roles
in
what
happened,
we
need
to
embrace
the
recommendations
commit
to
the
hard
work
it
will
take
to
implement
them.
We
need
to
work
together
to
create
a
workplace
where
all
feel
valued,
heard
and
respected.
D
L
Thank
you,
sarah
that
captures
so
in
in
such
a
more
illustrative
way
what
we
heard
from
employees
over
and
over
again
and
sarah.
Thank
you.
It's
been
it's
been
great
to
get
to
work
with
you
on
this,
so
if
we
tie
this
to
the
next
portion,
not
I
guess
surprisingly,
it
was
surprising
to
both
the
the
union
representation
and
department
heads
to
learn
that
they
really
wanted
the
same
thing
and
what
we
heard
from
department
leadership
is
that
they
weren't,
given
any
targets
to
meet
the
unions
agreed.
L
There
was
no
dollar
amount
for
voluntary
budgetary
leave,
and
so,
therefore,
there
was
no
ability
for
departments
to
come
up
with
ways
to
get
at
cost
reduction,
approaches
that
could
have
better
served
both
their
employees
and
the
work
that
was
needed
to
be
done.
It
really.
The
approach
was
really
no
layoffs
but
didn't
look
at
the
impact
that
or
the
resources
that
were
available
through
our
through
our
leadership,
to
help
get
at
those
targets.
L
There
was
also
just
a
ton
of
time
spent
clear,
clarifying
and
so
in
the
on
the
pain
points
that
we
talked
about:
the
lack
of
transparency
or
the
inability
to
pivot.
I
think
in
an
effort,
and
I
will
say
that
it
seems
like
the
intentions
were
good
of,
of
keeping
people
engaged
and
informed
along
the
way.
L
What
happened
was
that
there
was
a
lot
of
misinformation
that
got
out
and
it
wasn't
necessarily
clear
who
was
supposed
to
get
what
and
so
kind
of
not
a
rumor
milk
per
se,
but
misinformation
kind
of
spiraled.
I
know
that
department
heads
were
meeting
multiple
times
in
different
capacities,
and
so,
if
a
department
head
couldn't
make
it
to
one
meeting,
but
then
the
next
one
happened.
L
L
To
speak
a
little
bit
more
on
the
lack
of
transparency,
the
messaging
that
came
out
when
needing
to
flex
when
needing
to
shift
schedules.
The
messaging
was
really
harsh.
Sarah
had
talked
about
this
next
bullet.
There
was
this
false
premise
around
who
was
essential
and
who
wasn't
also
that
messaging
around
that
layoffs
would
have
been
more
detrimental,
wasn't
taken
into
the
context
of
the
fact
that
if
we
had
laid
people
off
it
wasn't
the
same
as
last
time.
L
Yes,
we
are
self-insured,
but
there
are
according
to
the
federal
cares
act.
There
were
accommodations
made
for
non-profits
and
local
governments
that
we
wouldn't
be
required
to
pay
as
much
unemployment.
This
is
all
in
the
report,
but
there
wasn't
that
ability
to
look
at
the
needs
of
employees
or
in
a
way
that
could
holistically
address
both
burnout
with
employees,
the
lack
of
employee
engagement
and
instead
by
focusing
on
the
budget
and
really
meeting
those
20
20
goals
and
keeping
people's
jobs.
We
ended
up
with
just
an
exhausted
workforce
who
felt
overworked
and
underappreciated.
L
Now
many
departments
said
that
they
tried
to
do
the
right
thing
for
their
employees
that
they,
they
really
had
to
grapple
with,
going
against
hr's
instructions,
because
hr
was
put
into
a
position
that
they
needed
to
implement
things,
but
it
not
feeling
like
it
could
work
for
their
department,
and
so
it
was
this.
It
was
a
kind
of
a
false
dichotomy
of
either
you
were
with
hr
or
against
hr,
and
that
wasn't
the
case.
It
was
just
that
both
groups
really
wanted
to
do.
L
What
was
right
for
employees,
but
the
right
thing
for
employees
isn't
a
one-size-fits-all,
so
yeah
furloughs
have
been
demoralizing.
That
kind
of
that
kind
of
just
wraps.
That
up.
I
want
to
turn
it
over
to
another
colleague,
cindy
weckworth,
the
director
of
environmental
health,
to
speak
on
the
departmental
impact
that
it
had
on
her
as
an
implementer
of
furloughs
and
as
a
department
that
was
being
heavily
relied
upon
during
coven
19,
while
also
having
to
undertake
a
number
of
furloughs
so
cindy.
J
Thank
you
very
much.
Thank
you,
mr
chair
council
members
for
your
time
today
and
and
thank
you,
sarah,
for
sharing
rage
service's
story.
In
many
ways.
Health
story
shares
the
same
threads,
so
I
do
want
to
take
you
back
in
time
leading
up
to
the
voluntary
budget.
Leave
and
furloughs
health
was
working
hard
as
incident
command
to
address
two
public
health,
emergency
declarations,
the
coven
19
pandemic
and
racism
as
a
public
health
emergency.
J
J
J
J
The
timing
for
the
furloughs
when
it
started
was
unknown
and
we
were
trying
to
predict
what
information
to
give
our
staff.
So
we
knew
when
the
furlough
date
when
the
plan
was
due
to
hr,
but
we
didn't
know
how
long
hr
would
have
it,
how
long
the
unions
would
have
it,
how
long
before
it
was
posted
and
it
need
to
be
posted
for,
I
believe,
14
days
or
28
days,
and
so
even
then
we
were
we
were
making
guesses
about
when
they
would
start
when
furloughs
could
start
and
then
had
to
revise
the
plan.
J
J
J
J
The
furlough
language
didn't
allow
employees
any
control
over
the
days
they
have
off.
It
stated
that
their
days
would
be
assigned,
and
when
I
was
reading
this
guidance
to
my
staff,
they
they
raised
this
issue,
and
I
was
like,
of
course,
you're
right.
You
know
you're
already
being
burdened
with
and
harm
by
losing
wages
and
losing
a
day
of
work.
J
And
there
was
some
definitely
some
rigidness
in
the
the
language
as
far
as
around
the
bloa
and
the
vacation.
And
when
you
identified
that
to
try
and
switch
those
days.
And
we
just
worked
as
as
closely
as
we
could
with
our
staff
to
make
sure
that
we
accommodated
that
sometimes
under
the
radar
to
try
to
make
it
less
of
a
burden
than
it
needed
to
be.
J
The
language
is
also
seen
as
rigid,
because
it
warned
that
if
you
worked
on
a
furlough
day-
and
it
specifically
mentioned
checking
your
voicemail
or
your
your
email-
that
it
was
grounds
for
termination
and-
and
I
recognize
that
this
language
might
be
legalese.
But
I
think
it's
important
to
recognize
the
impact
it
has
on
staff
and
on
all
of
us.
J
Thank
you
I
I
know
this
looks.
This
slide
has
a
lot
of
information,
so
I'm
just
going
to
highlight
the
key
points
and
then
you'll
have
a
chance
in
your
slide
packet
to
to
review
the
rest
of
the
information.
So
the
the
bodies
represent
104
employees
40
were
exempt
from
furloughs
as
they
were
grant
funded
and
therefore
wouldn't
impact
the
general
fund
dollars,
and
these
are
represented
by
the
lightly
shaded
red,
pink
purple
and
green
people
icons.
J
J
I
just
want
to
thank
m
ben
for
their
thoughtful
and
insightful
letter
that
helped
frame
this
review.
I
believe
firmly
in
the
cycle
of
plan,
implement
review
and
improve,
and
my
sense
is
that
saying
we
are
building
the
plane
while
we
were
flying.
It
applies,
and
I'm
grateful
for
this
review
process,
because
there
is
a
lot
to
learn
retrospectively.
J
J
L
They
didn't
speak
to
any
of
the
the
harm
that
they
themselves
may
have
faced.
And
so
I
don't
believe
that
the
next
slide
is
going
to
do.
Can
capture
quite
as
well
what
we
heard,
but
the
the
biggest
takeaway
outside
of
process,
and
I
think
that
that
is
one
bucket-
that
the
coordinator's
office
is
going
to
have
an
opportunity
to
look
at
that.
L
What
lessons
do
we
need
to
learn
so
that
if
furloughs
do
in
fact
happen
again,
how
could
they
be
done
or
used
as
a
tool,
alongside
other
cost-saving
method?
That
would
work
for
the
enterprise,
the
the
thing
that
is
most.
I
think
that
we're
mo
all
aware
of
because
of
the
star
tribune
article
that
came
out
the
information
that
hr
had
provided
on,
who
was
impacted,
goes
against
what
the
city's
ordinance
says
so
no
affected.
L
Employee
group
bears
a
disproportionate
burden
if
furloughs
are
to
be
used,
and
that
is
not
how
it
played
out.
So,
according
to
the
data-
and
please
note
there
is
a
source
there's
a
description
at
the
bottom.
The
data
is
by
no
means
perfect.
It's
not
clean
data
there.
So
these
are.
These
numbers
are
ish,
but
70.
Approximately
72
percent
of
women
at
the
city
were
furloughed.
L
L
L
There
are
today
you
brought
us
here
so
that
you
could
have
some
information
that
you
could
use
to
inform
decisions
around
funding.
The
report
didn't
necessarily
focus
just
on
that.
It
focused
on
a
set
of
recommendations
to
be
discussed
amongst
a
multiple
perspectives
and
multiple
stakeholders,
and
so
I
want
to
share
those
with
you
and
then
share
kind
of
what
our
recommendations
specifically
related
to
the
the
dollars
that
could
possibly
be
paid
back
to
staff.
So
next
slide.
L
In
general,
we
believe
that
the
next
steps
are
about
owning
mistakes,
so
we
know
everyone
involved.
Everyone
we
spoke
to
has
said
that
furloughs
didn't
go
the
way
we
thought
they
would,
and
so
you
know,
one
of
the
values
that
we
have
is
trying
new
things
and
we
did
it
and
owning
the
mistakes
is
part
of
it.
It
is
really
hard
to
own
mistakes
when
you
know
that
that
you
had
a
hand
in
the
decisions
that
create
the
environment.
L
That
cindy
and
sarah
spoke
of
I
mean
it
is
hard
to
own
those
mistakes.
This
report
details
specific
areas
where
decisions
decision
makers
may
have
gone
wrong
or
had
you
know,
made
the
wrong
turn,
but
again,
no
one
person
is
at
fault.
I
think
this
is
a
greater
responsibility
on
the
enterprise,
so
this
report
details
some
of
the
things
that
staff
identified
as
going
wrong
and
identified
some
mistakes
that
made
by
decision
makers,
but
employees
want
to
hear
how
their
sacrifice
helped.
L
L
People
gave
up
a
lot
of
money
from
those
who
were
furloughed
to
those
who
donated
voluntary
budgetary
leave
in
order
to
try
to
reduce
the
number
of
days
that
one
of
their
colleagues
would
have
to
take
in
order
to
prevent
their
bipod
colleagues,
their
lowest
earning
employees
and
colleagues
from
having
to
to
to
carry
that
burden,
and
none
of
that
has
been
shared
out.
There's
been
no
follow-up
or
communication
with
staff
around
just
acknowledging
hey.
This
didn't
go
well,
here's
what
we
thought
was
going
to
happen.
L
L
L
And
I
would
say,
it's
not
possible.
It's
essential.
We
need
to
make
a
plan
for
strengthening
the
requirements
around
using
the
racial
equity
impact
assessment.
If
we
are
serious
about
racial
equity,
we
need
to
invest
in
the
office
of
race
and
equity
to
be
able
to
do
the
work
that
we
need
to
do
in
order
to
make
better
decisions.
L
If
staff
don't
know
how
to
use
the
reia,
if
council
members
don't
know
how
to
interpret
or
read,
if
we
don't
know
where
the
data
is,
then
it's
not
the
tool.
That's
the
issue,
it's
that
we
need
the
more
resources
to
do
what
is
needed
and
the
investments
that
are
needed
so
that
staff
can
be
making
informed
decisions.
This
data,
this
information-
was
out
there.
L
L
L
Our
general
recommendations
from
the
full
report
is
that
we
need
to
address
the
unequal
impact
on
specific
employee
groups
and
I
believe
that
the
reia,
while
it
is
aimed
at
addressing
racial
inequities,
the
fact
that,
even
in
the
covet
19
pared
down
version.
That
third
question
has
you
looking
at
other
groups.
L
And
one
of
the
ways
that
we
can
do,
that
is
by
paying
employees
back
we
the
accounting
for
unintended
consequences
and
take
steps
to
not
perpetuate
in
equitable
practices.
So
I
know
that
there's
been
talk
about
bringing
in
temporary
employees
to
ease
employees,
workload,
etc.
This
is
an
opportunity
to
not
only
pay
employees
back,
but
you
did
hear
about
the
harm
the
exhaustion.
It
goes
beyond
just
missing
six
days
of
pay.
L
L
I
know
that
there
are
hr
and
state
statutes
and
ordinances,
but
if
we
center
the
solutions
within
the
folks
who
we
already
have
established
groups
for
our
ergs
and
those
who
are
willing
to
come
and
tackle
these
we're
gonna
have,
in
the
worst
case
scenario,
a
result
that
at
least
everyone
can
agree
upon,
and
it's
not
going
to
be
something
that
is
felt
that
it's
done
too.
So
in
all
of
these
recommendations
around
addressing
back
pay
hazard
pay,
there's
a
lot
of
considerations,
as
sarah
mentioned
being
designated
as
a
essential
worker.
L
What
does
that
really
look
like?
Is
it
going
to
be
by
definition
of
who
we
designated
during
that
time
or
who
actually
did
the
emergency
work
and
then,
finally,
involving
multiple
perspectives?
It
has
been
a
pleasure
to
work
alongside
so
many
employees
in
various
departments
and
divisions
across
the
city
at
various
levels.
It's
been
incredible
to
hear
what
my
colleagues
have
been
doing
to
prop
up
the
city
of
minneapolis,
and
so
when
we're
making
decisions
that
are
going
to
be
impacting
employees,
wages
in
particular
bring
them
to
the
table.
L
So.
Finally,
I
know
that
there
were
some
questions
around
where
do
we,
where,
where
do
we
go
from
here,
questions
about
the
report,
and
so
I
want
to
invite,
I
believe,
andrea
larson
is
going
to
no
mark,
I'm
going
to
welcome
mark
ruff
to
share
some
thoughts
as
the
head
of
the
city
coordinator
and
the
co-department
presenting.
A
We
were
desperate
to
save
jobs,
because
we,
many
of
us
who
have
been
at
the
city,
heard
the
damage
that
was
done
for
the
city
back
in
2008,
2009
2010,
when
when
layoffs
were
necessary,
but
in
that
desperation
to
save
jobs,
there
was
further
harm
done,
and
this
report
clearly
outlines
that
harm
it.
Does
it
in
a
way
that
is
thoughtful,
meaningful
impactful
and
I
am
certainly
changed
because
of
it,
and
I
hope
that
many
others
are
changed
as
well.
A
A
They
are
the
ones
who
did
ultimately
result
in
saving
additional
jobs,
and
while
we
can't
point
to
the
exact
number,
I
can
certainly
provide
information,
as
the
council
requests
about
what
the
correspondence
and
the
thought
process
was
at
the
time
that
we
went
through
that
evaluation,
and
we
can
do
that
at
a
future
date.
Today,
I
don't
think
was
about
specifically
about
the
numbers.
Today
was
really
about
the
impact
and
chair
allison.
A
The
the
report
was
originally
commissioned
by
the
department
of
civil
rights
and
me
through
the
city
coordinator's
office,
at
the
request
of
mben
and
at
staff,
and
so
velva
corbell
at
the
time
and
myself
allocated
staff
time
to
do
this
review
and,
as
you
can
see
this,
this
review
became
much
more
than
just
talking
about
furloughs.
It
talks
about
how
the
city
makes
decisions,
and
that
is
a
critical
part
of
if
we
are
going
to
improve
as
a
city
that
we
have
to
take
into
that
consideration.
A
In
addition
to
owning
the
mistakes,
also
really
do
it
want
to
recommend
to
the
city
council
that
they
do
repay
our
employees
for
the
furloughs,
and
we
also
the
other
component
of
the
internal
part
of
the
arpa.
Funding
that
I
want
to
lift
up
is
the
proposal
to
increase
mental
health
coverage
for
our
employees,
because
what
you
are
hearing
obviously,
is
that
this
is
not
just
a
financial
matter.
A
Again,
I
don't.
I
don't
want
to
minimize
it
in
any
way,
shape
or
form
the
fact
that
the
work
that
was
done
was
not
was
in
vain,
because
the
work
and
all
of
the
impacts
around
furloughs
did
serve
a
larger
purpose,
but
it
was
done
in
a
way
and
that
I
don't
think
was
ultimately
met
the
goals
of
what
we
were
trying
to
do,
as
as
cassidy
mentioned,
of
trying
to
pull
together
in
an
all-for-one
effort
that
that
goal
was
not
met.
And
again
that's
my
responsibility.
A
A
I
Good
afternoon,
chair
ellison
and
council
members,
my
name
is
andrea
larson,
I'm
the
director
of
strategic
management
in
the
coordinator's
office.
So,
as
mark
mentioned,
we
are
still
working
through
what
next
steps
look
like
about
how
to
move
the
report
and
especially
its
findings
and
recommendations
forward.
I
Thank
you
for
having
us
here
today.
I
want
to
express
my
pride
and
gratitude
in
the
staff
that
worked
on
this
report
and
spent
hours
thinking
together
about
how
to
operate
differently,
not
just
on
on
furloughs,
but
on
how
we
work
together
in
the
future,
and
thank
you
all
for
welcoming
space
to
have
this
conversation.
C
C
G
Yeah,
maybe
questions
and
some
comments.
This
is
certainly
serious
information
and
it's
unfortunate.
I
guess
it
turned
out
this
way,
but
it's
really
valuable
that
we're
finding
out
about
this.
Obviously,
we
screwed
up.
I
think
we
had
good
intentions.
Maybe-
and
we
were
I
was
hopeful
because
I
was
there
when
we
also
had
significant
layoffs,
but
this
isn't
kind
of
the
information
was
expecting
to
get
back.
G
I
just
want
to
kind
of
echo
some
of
the
comments
that
were
made
about
the
employees
during
these
last
year
and
a
half
or
a
couple
years,
and
the
amazing
work
that
has
been
done
and
under
such
hard
times,
and
I
don't
think
it
was
ever
our
intention
that
certain
individuals
would
suffer
more
than
others,
and
so
that's
really
regrettable.
I
think
we
have
to
admit
that
we
made
a
mistake
and
they'll
figure
out
how
to
fix
it.
Listening
to
all
this,
I'm
ready
to
move
forward
on
all
the
recommendations.
G
But
I
think
we
should
move
forward
and
I
think
probably
we
have
to
move
forward
a
little
more
quickly
in
terms
of
how
do
we
actually
compensate
those
people
and
pay
folks
back
who
should
be
paid
back,
and
I
have
some
questions
because
I'm
curious
about
what.
Maybe
that
figure
is
and
if
that's
already
incorporated
into
the
proposal
that
the
mayor
brought
forward
is
that
part
of
where
those
internal
funds
would
go?
G
However,
we
can
do
that
and
maybe
we
need
to
add
a
timeline
or
those
kinds
of
things.
So,
as
I'll
ask
the
question
about
the
budget
now,
maybe-
and
what's
the
total
figure
do
we
know
what
it
would
actually
cost
us
to
pay
people
back
and
also
emphasize
that
I
think
we
should
I'm
willing
to
do
some
work
on
a
staff
direction
or
the
next
steps
that
we
can
take
this
week
or
the
next
council
meeting.
You
know
two
make
sure
we're
acting
on
this
report
and
on
these
recommendations.
A
F
F
The
amount
requested
is
two
million
two
hundred
and
fifty
thousand
dollars
the
actual
savings
from
furlough,
based
on
simply
the
days
that
were
required
by
the
labor
agreements.
There
were
four
unions
who
were
required
to
take
furlough,
along
with
the
non-represented,
the
appointed
and
the
politically
appointed
employees.
F
That
group,
if
we
take
into
account
the
furlough
and
the
voluntary
budgetary
leave
taken
to
the
amount
required
by
the
furlough,
that
cost
is
about
2.6
million.
We
just
recently
ran
that
number,
so
we
could
be
sure
that
our
proposal
for
arpa
funding
was
adequate.
Now
there
is
a
slight
difference
there
and
the
reason
being
that
some
employees
have
already
separated.
F
We
want
to
create
that
equity
that
that
wasn't
there
with
only
certain
employees
having
to
take
furlough.
So
we
feel
that
the
2
million
250
000
will
be
adequate
because
we're
formulating
this
as
a
pto
program.
So
if
employees
want
to
take
pto,
they
can
do
that
or
they
can
get
paid
for
that
pto.
So
they,
if
they
took
five
days
of
furlough
last
year,
they
would
be
paid
five
days
of
pto
this
year.
F
The
reason
we
structured
it
at
pto,
as
I
said,
is
a
little
bit
for
flexibility,
so
employees
have
the
option
either
of
taking
time
off
or
being
paid,
but
also
we
wanted
to
avoid
any
sort
of
legal
or
payroll
type
issues
we
might
run
into
and
by
doing
the
pto
plan
it
avoids
all
of
those.
So
it
sounds
a
little
strange,
but
it
meets
the
same
goal,
and
that
was
really
our.
Our
purpose
was
to
get
this
out
easily
and
quickly
to
our
employees,
so
that
is
how
we
have
it
structured.
F
F
If
the
arpa
funding
is
approved
for
mental
health
for
employees,
we
would
roll
it
out
to
all
employees
and
we
feel
that
we
could
get
that
up
and
running
later
this
fall,
so
we
would
also
move
that
one
along
very,
very
quickly.
So
with
that
I'll
answer,
any
additional
questions
you
might
have.
Thank
you.
G
I
don't
think
I
don't
think
I
necessarily
have
additional
questions.
It
would
be,
I
think,
helpful
and
reassuring
to
policymakers
to
hear
from
employees
and
those
most
impacted
that
this
arrangement,
the
use
of
pto
and
the
way
we're
working
out
these
details,
accommodates
and
meets
their
needs.
So
I
hope
these
ideas
are
being
vetted
with
the
labor
organizations
and
the
groups,
and
then
we
take
that
feedback
and
make
sure
we
modify
or
correct
anything
that
we
should
as
we're
developing
it.
G
F
You're
welcome
one
follow-up
I
would
like
to
make
charleston
councilmember
gordon,
is
that
yes,
the
labor
labor
relations
director
was
at
the
table
for
these
discussions,
so
I
believe
those
conversations
have
been
had.
We
felt
it
was
really
important
to
make
sure
that
those
conversations
happen,
because
that
was
the
largest
impacted
group
were
those
four
labor
unions.
If
those
conversations
weren't
adequate.
Certainly
we
want
to
have
more
conversations
so
that
we
do
structure
this,
so
it
meets
the
needs
of
our
employees.
M
Thank
you,
chair
ellison,
I've
gotta
some
comments
and
then
a
couple
questions
for
city
coordinator
ruff.
First
of
all,
I
know
that
we're
later
today
we're
going
to
be
discussing
a
charter
amendment
that
would
you
know,
change
toward
more
executive
power
and
here's
a
clear
example
of
how
you
know
we
did
just
that
and
we
passed.
You
know
in
our
resolution,
gave
that
to
the
city
coordinator
to
implement
this,
and
this
is
clearly
an
example
that
we
needed
to
pay.
You
know
we.
M
I
have
much
more
attention
to
how
the
intentions
that
were
coming
through
the
of
the
mayor's
amended
budget
were
implemented
to
make
sure
that
we're
meeting
our
equity
goals.
I
I
guess
the
next
thing
is
I
I
appreciate
that
mr
ruff,
you
know
apologized
for
his
part
in
this,
but
I
also
want
to
say
just
hearing
from
staff,
but
that's
that's
just
not
enough,
and
I
think
what
would
really
be
you
know
really
show
that
that
is
meaningful.
Would
it
first
and
foremost
to
be
to
have
this
report.
M
M
In
addition
to
that,
you
know
hearing
from
employee
groups,
it
would
be
helpful
to
hear
what
the
next
steps
are
like
how
the
city
coordinator
and
others
in
leadership
that
have
implemented
this
plan.
What
are
their
plans
to
to
make
this
right?
Not
just
to
you
know,
make
employees
financially
whole,
but
to
have
our
employees
hole
in
person
in
that
they
have
were
heard
and
feel
comfortable
in
the
direction
that
the
city
is
going.
M
A
A
One
of
the
conversations
that
we
are
having
actively
is
around
our
return
to
the
workplace
and
what
we're
going
to
be
doing
about
the
the
dates
that
we
have
picked
in
terms
of
for
our
folks
who
are
working
remotely
and
the
member,
the
vast
majority
of
our
employees
are
working
still
in
the.
In
the
I
should
say
the
majority.
A
significant
portion
of
our
employees
are
working
in
the
field,
but
we
have
a
number
that
are
working
remotely
as
we
think
about
moving
forward
on
how
we
have
employees.
B
M
C
I
there's
no
one
else
in
queue,
but
I
had
a
few
questions
that
I
wanted
to
go
over
and
then
just
for
reference.
I
I
wanted
to
read
off
the
the
last
part.
The
final
portion
of
a
resolution
that
the
council
adopted
kind
of
to
councilmember
schroeder's
point
now,
therefore,
be
it
resolved
by
the
city
council
of
the
city
of
minneapolis.
C
That's
the
city
coordinator,
shall
coordinate
the
creation
of
department
plans
to
implement
furloughs
necessary
to
alleviate
budget
shortfalls
as
equitably
as
possible.
Each
plan
must
be
approved
by
the
chief
human
resources
officer
prior
to
implementation.
No
employee
group
will
bear
a
disproportionate
burden
to
a
burden
of
mandatory
furloughs
plans
will
be
posted
28
days
prior
to
implementation.
C
C
A
Mr
chair,
I
would
certainly
attribute
all
of
what
the
critique
of
this
report
to
be
is
not
about
intention.
It
is
about
what
the
outcomes
were.
I
think
we
all
have
intention
to
work
for
the
city
of
minneapolis
of
fairness
and
equity
that
we
obviously
fell
short
on
that
in
terms
of
how
we
saw
that
inequitable
results.
C
Thank
you,
mr
last
question
I
have
is
just
around
timing.
I
know
that
the
clerk's
office
is
working
really
hard
to
sort
of
do
do
a
review
of
the
report,
and
I
know
it's
really
robust,
and
so
I'm
thankful
for
that.
You
know,
but
today
I
did
initially.
You
know
hear
that
this
report
was
ready
to
be
received
and
filed
today.
But
then
you
know
last
minute
there
were
some
issues
that
that
arose,
and
so
it
was
pulled.
C
A
Mr
chair,
I
think
what
I
would
propose
is
that
we
would
have
a
you
know,
a
joint
response
from
from
me
and
from
the
interim
director
of
civil
rights
in
that
be
because
unm
director
was
not
available
this
morning.
I
don't
want
to
speak
for
her
in
that
in
that
review.
I
know
she
has
some
thoughts
about
that
process.
N
Councilmember,
thank
you,
chair
ellison.
I
think
in
you
know,
in
responding
to
the
really
thorough
and
thoughtful
work
that's
been
done
in
this
report
and
the
spirit
and
passion
of
which
it
was
presented.
I
think
it
is
valuable
for
all
of
us
to
affirm
the
value
we
do
place
in
our
city's
employees.
I
am
so
appreciative,
and
I
know
all
of
us
are
of
the
incredible
work
that
everybody
has
done.
We
know
that
this
pandemic
has
been
incredibly
hard.
We
know
that
people
have
made
sacrifices.
N
N
N
I
think
for
us
to
raise
a
lot
of
questions
at
that
stage,
once
the
union's
already
approved
the
contract
as
well,
and
so
we
we
don't
have
a
significant
role
in
it
and
I
think
we're
we're
seeing
outcomes
that
we're
not
liking
out
of
our
labor
relations
process.
So
I
think
it's
important
for
us
to
to
look
at
that
and
to
think
about
whether
we
should
be
doing
this
differently
and
in
a
way
that's
more
directly
engaged.
N
So
we
need
to
look
at
why
that
happened,
but
that's
one
way
that
we
delegated
authority
and
the
other
way
we
delegated
authority
was
through
a
declared
state
of
emergency
that
delegated
unusual
authority
to
the
mayor
as
the
executive
during
the
public
health
emergency.
And
it's
important
that
we
look
at
that
as
well.
And
so
I
I
just
want
to
make
I
I
want
us
to
all
look
at
the
role
that
we
played.
N
Certainly,
I
cast
votes
that
were
approving
plans
that
are
not
producing
the
outcome
and
I
take
responsibility
for
that
and
I
apologize
for
it.
I
think
it's
important
that
we
all
look
at
the
roles
that
we
played
and
it's
also
important,
that
we
get
to
a
place
that
we
create
clarity
about
how
how
we're
doing
these
things
and
who
is
doing
it
so
that
so
that
we
can
correct
this
this
process.
So
I
I
really
appreciate
the
report.
N
B
C
L
Thank
you,
council,
member
fletcher.
Twice
it's
been
brought
up
now
that
it
was.
It
was
the
city
coordinator's
job
to
quote
implement
equitably.
If
it
was
not
made
clear
in
the
presentation
when
you
do
get
the
report,
I
hope
that
it
is
clear
that
it
was.
It
is
our
stance
that
furloughs
cannot
be
implemented
equitably.
The
way
that
we
are
structured,
the
way
that
the
way
that
our
labor
is
structured,
we
could
have
done
this.
L
N
H
Thank
you,
mr
chair.
It's
sounded
like
my
internet
was
a
little
choppy
there's.
So
just
let
me
know
if
it's
an
issue
council
member
fletcher
actually
covered
a
lot
of
the
same
questions
or
comments
that
I
had
in
mind.
I
did
just
want
to
acknowledge
that
piece
about
you
know,
sort
of
the
decision-making
author.
H
And
I
will
say
once
we
receive
mixed
messages
from
department
heads
in
particular
saying
you
know
to
just
let
us
do
our
thing.
We
are
managing
these
departments.
We
don't
want
council
members
to
get
too
involved
in
the
details.
In
this
case
we
very
explicitly
delegated
authority
for
implementation
to
staff,
and
so
I
think
it's
worth
understanding
how
that
that
spectrum
of
decision
making
authority
is
working
or
not,
in
particular,
in
reaching
race
equity
goals.
H
H
So
if
anyone
isn't
happy
with
what
the
mayor
has
proposed
for
this
arbor
round,
please
let
us
know
now
so
that
we
can
work
to
hear
what
you
have
to
say
and
hear
that
feedback
so
again
just
wanted
to
reflect
on
some
of
those
tensions
that
I
know
we're
all
talking
through.
I'm
hearing,
on
the
one
hand,
some
interest
in
having
more
hierarchy,
more
delegation,
more
streamlined
government
and,
on
the
other
hand,
hand
having
more
equitable
access
to
decision
making
tables
and
more.
H
You
know
sort
of
a
philosophy
of
leadership
that
is
pretty
different
from
a
hierarchical
decision
making
structure.
So
it's
just
something
that
we
all
need
to
continue
to
reflect
upon
and
resolve.
I
also
wanted
to
note
that
the
council
office
staff
also
had
furloughs
this
year
like
the
311
operators.
They
are
on
the
front
lines
of
responding.
H
H
Yeah,
so
yes
thank
you,
so
I
did
just
yeah.
I
wanted
to
note
that
our
council
staff
we're
among
those
who
were
affected
by
furloughs
many
of
the
council
staff
are
women
of,
and
people
of
color
they
are
among
the
staff,
like
the
311
operators,
who
are
on
those
front
lines
of
talking
with
constituents
dealing
with
the
public
in
this
past
year.
That
has
meant
crisis
response.
H
It
has
meant
you
know,
trying
to
provide
social
services
and
linking
people
up
with
social
services.
It
has
meant
listening
to
a
lot
of
violent
phone
calls,
and
you
know,
threats
and
other
very
frightening
communications
that
we
have
received,
and
I
I
just
wanted
to
say
that
you
know
we
appreciate
you
and
all
the
work
that
you
do
for
the
community
as
well,
and
you
know
I.
H
I
also
just
want
to
say
that
I
I
know
that
the
staff
who
who
brought
this
forward
and
who've
been
pushing
within
the
system
to
be
heard,
are
taking
risks
and
we
need
to
have
your
back.
We
have
your
back.
I
apologize
for
these
outcomes.
I
apologize
for
our
role
as
a
council
in
them.
I'm
glad
to
hear
that
others
are
taking
responsibility
too.
H
C
Thank
you
so
much
council
president,
I
with
that
it
looks
like
no
one
else
is
in
queue
on,
so
I
just
want
to
echo
the
thank
yous,
and
I
want
to
echo
that
this
message
is
heard
loud
and
clear,
and
when
I
heard
that
this
this
document
existed,
I
was
I
was
really
eager
to
get
in
front
of
the
council.
It
was
kind
of
a
long
road.
C
I
do
hope
that
we
can
get
the
full
400
page
report
soon.
I
think
it's,
I
think
it's
up
for
not
only
arp
funding
round
and
the
next
one
and
the
full
budget,
but
also
as
we
move
forward,
to
make
sure
that
we
don't,
as
an
institution,
resort
to
sort
of
the
the
path
of
least
resistance,
which
of
course,
is
this
old
status
quo
that
that
that
doesn't
really
yield
equitable
outcomes.
C
And
so
I
just
want
to
thank
everyone
involved,
and
I
know
that
jodi
molinar-hansen
was
not
able
to
prevent
present
for
some
reason
today,
but
I'm
really
grateful
to
her
leadership,
and
I
know
that
she
was
mentioned
by
ms
gardner,
and
so
I
just
wanted
to
double
up
on
that
on
that
recognition.
So
not
everyone
who
presented
was
able
to
be
a
part
of
today
is
sorry,
not
everyone
present.
C
The
people
who
presented
are
not
the
whole
of
who
was
a
part
of
putting
this
together,
and
so
I
just
want
to
say
that,
with
that
I
will
sing
them
for
the
discussion.
I
will
direct
the
clerk
to
report
and
file
to
file
that
report,
which
is
not
the
40-page
report,
but
just
the
just
the
powerpoint
that
I
that
we
that
we
saw
today,
I
believe.
K
Good
afternoon,
everyone,
the
business
inspections,
housing
and
zoning
committee
is
going
to
bring
20
items
forward
tomorrow.
Item
number
one
is
the
license
for
owamny.
This
is
the
new
sean
sherman
restaurant
on
the
riverfront
item.
Two
is
also
approving
an
application
for
an
expansion
of
a
patio
at
4724
cedar
avenue
in
the
11th
ward
item.
Number
three
is
an
ordinance
with
regard
to
historic
use
variants.
K
Item
four
is
a
cup
that
has
been
denied.
This
is
the
appeal
has
been
denied,
so
the
project
will
move
forward.
This
is
a
project
at
3805,
40th
street
east
item.
Five.
Are
the
liquor
license
approvals
and
six?
Are
the
liquor
license?
Renewals
item?
Seven?
Is
a
contract
amendment
for
demolition
at
1625,
west
broadway
item
eight?
Are
the
minneapolis
pathways
grant
agreements
item?
Nine
is
exclusive
development
rights
extension
at
snelling
yards
item
number.
Ten?
Is
the
perpetual
affordability,
housing
land
trust
program?
K
This
is
a
declaration,
an
option
to
purchase
agreement.
Item
number
11
is
a
cop
plan
amendment
with
regard
to
future
land
use
designation
and
the
built
form
guidance
for
properties
at
on
12th
avenue.
South
item
number
12
is
an
agreement
with
mndot
with
regard
to
a
mural
on
ramp.
A
item
13
is
an
agreement
with
mndot
for
artwork
along
franklin
avenue
item
14
is
a
contract
to
allow
for
the
fabrication
of
public
art
at
the
green
crescent
project.
K
These
are
large
loans
out
of
the
fund
that
we
develop
to
help
buy
folks
buy
the
buildings
their
businesses
are
located
in,
and
it
was
a
really
interesting
discussion
and
very
very
happy
folks
in
the
community
who
can
move
forward
now
to
buy
these
buildings
and
continue
to
expand
their
businesses
as
they
come
out
of
the
pandemic.
I'm
happy
to
answer
any
questions
on
items
1
through
20
that
will
be
in
front
of
us
tomorrow.
N
N
Number
two
is
a
passage
of
a
resolution
appropriating
the
funds
that
we
reserved
for
public
safety
staffing
and
we
received
the
2021
expected
use
of
overtime
report
from
mpd
in
that
meeting,
and
I
think
that's
worth
review
for
those
of
you
who
weren't
part
of
it.
It
was
a
good
discussion
on
staffing
item
number.
Three:
is
a
grant
award
from
the
minnesota
department
of
commerce
for
auto
theft,
prevention,
happy
to
stand
for
questions.
B
C
E
E
Sixth,
is
the
green
line
extension
for
the
southwest
light
rail,
a
support
and
funding
agreement
details
listed
seven,
eight.
Nine
are
all
contract
amendments
to
continue
work
on
pre-approved
projects.
Ten
is
the
capital
improvement
program,
appropriation
of
revenue
and
adjustments
to
our
capital
projects.
E
Eleven
is
a
request
for
proposals
for
the
first
avenue
south
reconstruction
project.
12
is
the
paracycling
large
block
event.
Permit
13
is
the
bid
for
the
whittier
lindale
protected
bikeway
project
4,
14,
15,
16
17
are
14,
15
and
16
are
all
bids
for
work
of
the
department
and
then
17
was
our
storm
water
utility
credit
program,
and
it
was
an
update
to
that
program
and
improving
how
it
moved
forward.
I
will
stand
for
questions
mr
chair.