The Final Countdown
My Fort Scott crew loaded all of the drops onto the truck. Each layer of tubes was separated with plastic. My idea was to allow each tube to effortlessly slip into and out if the truck. Each tube weighed about one hundred pounds and need four set of hands to safely carry. Lovingly packed onto the truck, I continued to worry about the unloading process.
In addition to securing a storage unit, the general director of the Minnesota Masonic Heritage Center was to secure the labor to unload the truck. We were targeting a Sunday morning departure, with us arriving in Bloomington by the evening. Early that Monday morning, we would unload the trucks at the storage facility. My concern was that there would not be enough labor at the site.
On November 14, I emailed the general director:
“We will need four people to unload the 80 rolls and flats at the
Bloomington storage facility. It will just be the BellaTex driver and myself who arrive at the storage facility. I will not be able to help carry as I will be directing where each tube goes. Rolls weigh about 80-100lbs. Each. We are targeting an arrival on Sunday, but I will be able to provide 24-48 hrs. notice as we get closer. We need individuals that can lift, ideally men.”
I repeatedly requested the general director to contract four men to unload the 25’ tubes from the truck, each weighing approximately 100 pounds. I also explained that we were not only unloading the tubes, but also numerous set pieces, properties, and 13,000 linear feet of wooden battens that would arrive in a second truck.
On Nov 18, 2015, at 1:05 PM I received the following email from the general director:“Wendy, I have things lined up to unload Monday morning. I will be present to supervise the temporary workers. Given the four hour minimum we are doubtful of the need for four workers. I am planning to have two workers on hand.”
This was just a bit too much to handle on top of everything else. Why would he insist on only two laborers for four hours when I specified four laborers for eight hours? Maybe he didn’t understand the weight or the length of the tubes? It made no sense that he would ignore my requests.
I responded to him on the same day at 1:37 PM:
“The tubes are too heavy for two people to carry and load into the rack. There must be a minimum of four people. I cannot be one of the people carrying and placing the tubesPlease be aware that it might take a full day to unload the tubes, battens and other scenery pieces. I will need to supervise the placement of the tubes into the rack as there is a specific order.”
When we arrived that Monday morning there were no individuals from Ready Labor. The general director of the Minnesota Masonic Heritage Center immediately suggested that we start unloading the tubes from the truck regardless. He was sure that the individuals from Ready Labor would appear on site soon. The only people on site beside myself were the general director, the owner of BellaTex, LLC (Ty Prewitt) and the executive vice president of operations at BellaTex, LLC (Amanda Zimmerman).
All of us understood the game that was being played and I responded, “No, we’ll wait just for them to show up. Maybe you should call the agency to see why they are late.”
After a few hours, one Ready Labor worker showed up, but he couldn’t stay for the entire day. So we started to unload the props from the first truck. A little while later a second Ready Labor worker appeared and then a third. This was unbelievable and it became obvious that no one had ever been called prior to that morning.
Most of the morning had been wasted and we were now behind schedule. I had worked 240 hours in the past three weeks and had two days off (150 hours more than I was paid during this time period as a staff). I just want to go home and sleep, but that wouldn’t happen due to scheduled meetings for the remainder of the week.
To be continued…
