Four-run eighth inning sinks Twins in 4-3 loss to Tigers

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DETROIT — Almost every reliever in the Twins’ bullpen played a pivotal role on Saturday in the team capturing a pair of wins. On Sunday, that group got some reinforcements when its top left-hander, Caleb Thielbar, returned from the injured list.

But Thielbar’s return didn’t go quite to plan and the Twins bullpen, which had allowed just nine runs this season heading into Sunday, gave up four in the eighth inning, leading to a 4-3 loss in the series finale at Comerica Park.

Thielbar, brought in to protect a three-run lead, first allowed a solo home run to Javier Báez. Carson Kelly followed with a one-hopper to short that Willi Castro couldn’t corral. A Riley Greene single ended Thielbar’s season debut.

Enter Griffin Jax, the team’s most reliable arm out of the pen.

Jax got Mark Canha to ground to third, but the ball ate up Kyle Farmer, who tried to backhand it, and went into left field, scoring a pair of runners and tying the score. Spencer Torkelson followed with an RBI single, and all of a sudden, the three-run lead that the Twins had been protecting most of the day had gone up in flames.

That sent the Twins to a loss on a day when starting pitcher Bailey Ober did all he could in the six-plus innings he pitched. Ober was ahead in the count much of the day and economical with his pitches. He retired 14 straight batters at one point before a Torkelson double in the seventh inning ended his day.

The Twins led since the second inning when designated hitter Ryan Jeffers knocked in a pair of runs with a bases-loaded single. Catcher Christian Vázquez provided the Twins’ other run of the day, hitting his first home run of the season a couple of innings later.

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Business People: Irene Folstrom to lead Tribal affairs for Minnesota

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OF NOTE

Irene Folstrom

The Minnesota Department of Public Safety announced Irene Folstrom as Tribal Affairs director. Folstrom is a member of the Leech Lake Band of Ojibwe, where she most recently led the band’s government relations work.

ADVERTISING/PUBLIC RELATIONS

The Imagine Group, a Shakopee-based provider of visual communications for business, announced that Don McKenzie has been appointed chief executive officer; McKenzie has been chair of the board since 2021 and assumed the role of acting CEO in September of 2023. … Goff Public, a St. Paul-based PR firm, announced the promotion of Sara Swenson to principal; Swenson is vice president of public relations and has worked at Goff Public since 2009.

AGRICULTURE

Midwest Dairy, a St. Paul-based checkoff organization representing dairy farmers in a 10-state region, announced Corey Scott of Marine on Saint Croix as CEO. She succeeds Molly Pelzer, who is retiring.

ARCHITECTURE/ENGINEERING

Golden Valley-based engineering and consulting firm WSB, announced the hires of James Bainbridge as chief financial officer and Jupe Hale as senior director of municipal services.

FINANCIAL SERVICES

Securian Financial, St. Paul, announced that Darryl Jackson has been elected to the board of directors. Jackson is vice president of Financial Services and Fixed Operations for Hendrick Automotive Group. … Nepsis, a Savage-based financial adviser and investment management firm, announced the hire of Trenton Hazen as retirement plan specialist. Hazed previously was with Northwestern Mutual. … The Minnesota Credit Union Network, the state’s trade association for credit unions, announced that Julia Havens, Riverview Credit Union, and Dan Stoltz, Blaze Credit Union, were inducted into the 2024 Credit Union House Hall of Leaders in Washington, D.C.

GOVERNMENT

Minnesota’s Department of  Commerce announced the promotion of Sydnie Lieb to assistant commissioner of regulatory affairs for the Division of Energy Resources; Lieb previously was Commerce’s Director of Regulatory Affairs.

HEALTH CARE

Elk Ridge, an Anthem Memory Care community in Maplewood, announced Rose Bullers as community relations director. Bullers previously was sales director for NorBella Senior Living in Savage and Prior Lake, and also was sales manager for Brookdale Senior Living in Edina.

HONORS

Enterprising Women magazine announced if has appointed Melissa Harrison, CEO of Allee Creative, a St. Michael, Minn.-based marketing consulting agency, to its Enterprising Women Advisory Board.

LAW

National law firm Spencer Fane announced the additions of Ian Rubenstrunk to the Financial Services practice group, and Kathleen (Kaela) Brennan to the Litigation and Dispute Resolution practice group as an of counsel attorney, both in the firm’s Minneapolis office. … Southern Minnesota Regional Legal Services, St. Paul, announced the following staff additions: Valerie Perkins, housing staff attorney in the SE Region, and Yousra Elkhalifa as a consumer law staff attorney in St. Paul. … Robins Kaplan, Minneapolis, announced that Anthony Froio has been elected chair of the executive board and managing partner. Froio succeeds Ronald Schutz, who has chaired the executive board since 2019, and Steven Schumeister, who has served as managing partner since 1997.

MANUFACTURING

SkyWater Technology, a Bloomington-based semiconductor foundry, announced the appointments of Dennis Goetz and Joseph Humke to its board of directors. Goetz is CFO with Pohlad Cos., Minneapolis; Humke is executive vice president, general counsel and corporate secretary of Graco Inc., Minneapolis. … Reell Precision Manufacturing, a Vadnais Heights-based maker of small-package motion control technology for business-to-business shipping, announced Dane Anderson as chief financial officer.

MEDIA

Artful Living, a Minneapolis-based lifestyle quarterly, announced Amy Synnott as editor-in-chief, succeeding Kate Nelson, who will transition to editor-at-large. Synnott has held senior editorial positions at ELLE Magazine, Harper’s Bazaar, InStyle, and Glamour.

SPONSORSHIPS

The Minnesota Twins announced Eden Prairie-based recreational vehicle and watercraft maker Winnebago Industries as “Official Outdoor Adventure Partner,” which will include displays of Winnebago products at Target Field.

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Jamelle Bouie: When politicians invoke the Founding Fathers, remember this

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As things stand, 48 states are set to allocate their electors in November according to the winner of the popular vote in their state. Whoever gets the most votes — no matter the margin — gets all the electors.

In the remaining two states, Maine and Nebraska, the process works a little differently. There, electoral votes are partly divvied up on a proportional basis. In Nebraska, two of its five electoral votes are given to the winner of the statewide popular vote, and the other three are given to the victor in each of the state’s three congressional districts. In Maine, two of the state’s four electoral votes go to the winner of the popular vote, and the other two are split between its two congressional districts.

In the 2020 presidential election, for only the second time since it adopted this system in 1991, Nebraska split its electoral votes between the two candidates on the ballot. Donald Trump won the state and its 1st and 3rd congressional districts, while Joe Biden won the 2nd Congressional District, representing parts of Omaha and surrounding areas.

Biden won that election with 306 electoral votes; the Nebraska elector did not make a difference. But in an exceedingly close election — say, an election between an unpopular incumbent and an equally unpopular challenger (himself a former incumbent) — it could. Which is why Nebraska Republicans have begun an effort, backed by Trump, to end its quasi-proportional allocation of electoral votes.

Nebraska Republicans seem to know that this move is a vigorous exercise in partisan venality, which is why they’ve tried to defend it with a time-honored appeal to the Founding Fathers. “It would bring Nebraska in line with 48 of our fellow states, better reflect the founders’ intent and ensure our state speaks with one unified voice in presidential elections,” Gov. Jim Pillen, a Republican, wrote in a statement. (Trump called it “a very smart letter.”)

It is well within the rights of the Nebraska Legislature to adopt the winner-take-all system that most other states use to allocate electors. But I am less interested in the substance of the change than I am in the justification for the decision. That is the common, even ubiquitous, idea that the current form of the Electoral College represents the original intent of the drafters and ratifiers of the Constitution. The problem is simple: It’s not true.

Any attempt to impute an original intent to the framers’ construction of the Electoral College runs into the basic problem that it was, even compared with everything else in the Constitution, a last-minute and hastily constructed compromise meant to get around a large set of almost intractable differences.

Delegates to the Philadelphia Convention in 1787 were consumed with argument over the method and mode of presidential selection. In the first vote taken on the issue, early in the convention, most delegates favored legislative selection. But several of the most influential delegates, among them James Madison of Virginia, thought that this threatened the separation of powers, and thus the basic structure of the new government.

Madison observed in his notes that it was “a fundamental principle of free government that the legislative, executive, and judiciary powers should be separately … and independently exercised.” As such, it was “essential, then, that the appointment of the executive should either be drawn from some source or held by some tenure that will give him a free agency with regard to the legislature.”

Madison and his like-minded allies — Pennsylvanians James Wilson and Gouverneur Morris, for example — favored a national popular vote to choose the president. Direct election by “the people” (for the most part, property-owning white men) would guarantee executive independence and filter for men of “distinguished character, or services.” On the other side were Southern delegates who thought a popular vote would put them on the losing side of presidential contests; the free population of the North was, of course, larger than the free population of the South. Still other delegates wanted the legislative option to prevail.

In “Why Do We Still Have the Electoral College?” historian Alexander Keyssar writes that more than a few other ideas bubbled up over the course of that summer. Among them: “selection by the governors of the states or by state legislatures; election by a committee of 15 legislators chosen by lot (and obliged to act as soon as they were chosen, to avoid intrigue); a popular election in which each voter cast ballots for two or three candidates, only one of whom could be from his own state: nomination of one candidate by the people of each state, with the winner to then be chosen by the national legislature.”

As the convention came to a close, the exhausted delegates finally made a choice: Someone else would have to choose. They turned the issue over to a committee on “postponed parts.” That committee, in turn, tried to chart a path of least resistance through the options at hand. First, it adopted an idea — introduced during the summer of discussion — to have electors act as intermediaries between the public and the selection of the president. In a concession to supporters of legislative selection, those electors would gather in a purpose-made body to make their decision. In a nod to the concerns of Southern delegates, the distribution of electors would be based on representation in the House and Senate.

The committee made its recommendation, and with one major modification — the House of Representatives, not the Senate, would decide in the event that no candidate earned a majority — the convention accepted it. The delegates had no real sense of how the Electoral College would work in practice. More than a few thought that most elections would be decided by the House. And in any case, they also knew that however the people chose a president, their first choice would be George Washington. To both the framers and the ratifiers, the mechanism was less important than the man.

In the first presidential elections of the American republic, the Electoral College worked mostly as designed. Some states held popular elections to choose electors; others had them selected by state legislatures. Electors cast their ballots for the man who would be president, Washington, and designated a candidate for vice president as well, John Adams (an effort that required some coordination since, until the ratification of the 12th Amendment, electors could not cast separate ballots for president and vice president). But with the full emergence of partisan politics during Washington’s second term, and his departure at its conclusion, state legislatures, essentially acting as partisan political organizations, tried to game the system.

“States,” Keyssar notes, “took advantage of the flexible constitutional architecture to switch procedures from one election to the next.” They would move from legislative selection of electors to a district-based vote to a winner-take-all election (called the general ticket) depending on which option was more likely to secure victory for the legislature’s favored candidate. Virginia, for example, switched from district elections to winner-take-all in 1800 to help Thomas Jefferson win the presidency.

As formal political parties took shape — and center stage — in American politics, more and more state legislatures adopted winner-take-all allocation of electors, in addition to taking steps to ensure that electors would not be independent of the party that chose them. By the time of Jefferson’s battle for reelection in 1804, the framers’ Electoral College — a deliberative body that would filter candidates for selection by the House — was a dead letter. In its place was an effectively new system tailored to partisan reality.

As Keyssar writes, “Candidates for president and vice president were put forward by political parties, centered in Congress; the parties also coordinated the election campaigns. Nearly everywhere the strategic goal of these campaigns was to win legislative or popular majorities within entire states — since all but four (out of 17) delivered their full complement of electoral votes to one candidate. Those votes were physically cast by electors who gathered in state capitals and served simply as messengers: they did not deliberate, discuss or ‘think.’”

The Electoral College as we know it is less a product of the insight or design of the framers and more a contingent adaptation to the political world that emerged out of the first decade of the American republic. That world would change again, in the 1820s and ’30s, with the rise of Andrew Jackson, universal white male suffrage and the mass political party. The electoral system would adjust; by 1837, not willing to lose any partisan advantage, every state (save South Carolina) would adopt winner-take-all allocation of electors by popular vote. The tally of popular votes took on new significance as well: It stood, for the winner, as a symbol of popular legitimacy, even if it didn’t contribute to the outcome of the election.

There is nothing in the Constitution that says Nebraska Republicans can’t change the way the state allocates its electoral voters. At most, if they made the change, Nebraska Republicans would be violating the informal rules of American politics, which strongly discourage this abuse of the process. Again, I think Nebraska Republicans know this, which explains their immediate appeal to the supposed intent of the framers. This is something Americans do. We use the framers — or more accurately, we use the myths and folk traditions we’ve developed around the framers — to legitimize our decisions in the present day and to try to delegitimize those of our opponents.

But whether as men or myths, the framers cannot do this. They cannot justify the choices we make while we navigate our world. The beauty, and perhaps the curse, of self-government is that it is, in fact, self-government. Our choices are our own and we must defend them on their own terms. And while it is often good and useful to look to the past for guidance, the past cannot answer our questions or tackle our problems.

Novelty may disturb men’s minds, but we are still obligated to take our circumstances on their own terms, not those of an age long settled into dust.

Jamelle Bouie writes a column for the New York Times.

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Real World Economics: Econ 101 explains district budgeting dilemmas

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Edward Lotterman

The St. Paul Public School District’s need to close a projected $100 million deficit for the coming year, discussed in recent weeks, is not unique.

Similar situations prevail for school districts large and small across the state.

Moreover, the same underlying problem is hitting many other institutions, including churches, scout troops and American Legion posts.

The phenomenon is more than nationwide. Other industrialized countries face it as well, especially in Europe. For economics teachers, it illustrates at least two important introductory principles, plus several others.

One is “age structure of a population.” This deals with how all the persons in specific jurisdictions, from nations to states, cities and school districts, are divided by gender and into various age groups.

The “population pyramid,” a graphic device shaped somewhat like a Christmas tree, is a quick way to convey this demographic situation. It basically is two bar charts, male and female by age, placed back to back vertically. A quick look illustrates when there were large or small birth groups. The wider the bars, the more people there are in the population of that age, the narrower the fewer. An excellent explanation can be found by clicking here.

The second topic, that of “cost curves of the firm,” is foundational to all “production economics” dealing with how goods and services are produced, whether for profit or not.

Now, let’s apply these two principles to real-world situations.

On the first topic, consider that public school districts, congregations, rural clinics, 4H clubs and so forth all struggle with the fact that our population is aging. Even though the populations of our nation and state are higher than ever, the fractions of these populations that are of ages for schooling or for youth activities are smaller, relative to the general population, than they were a generation ago.

Do the math: In 1957, we had 4.3 million births in our nation when the population totaled 172 million. In 2022, 3.67 million babies were born to 334 million inhabitants. Births per 1,000 population were at 25 or above for most of the 1950s but are now under 14. If one excludes births to females who immigrated at any age and their first-generation daughters, that indicator drops significantly more. So as more people age, fewer people are born to replace them.

Secondly, the costs of producing almost anything: cars, corn or educated kids, are complex.

“Fixed costs” must be paid regardless of the number of “units” produced, whether bushels of corn, Sunday school attendees or high school graduates. It costs the same to light and heat a classroom whether it has five students or 40. Readers may be more familiar with it as “overhead.”

Other costs do vary with output. These “variable costs” increase or decrease based on units served or produced. Textbooks, numbers of teachers, cafeteria groceries, fuel for buses, all vary with the number of students, although not necessarily in a smooth linear fashion. Natural gas to heat a school building only becomes a variable cost when there are so few students that the building has to be shuttered. Cafeteria food costs, on the other hand, will vary greatly when more or fewer students eat lunch in a given school year.

For each of such costs, the district may want to know a per-unit-of-product amount. Say a school district needs to spend $1 million on something regardless of number of students. If there are 20,000 students, the “average fixed cost” per student is $50. Drop enrollments to 10,000 and the average fixed cost doubles to $100 per student. With 5,000 kids in the schools, each would represent a $200 share. The same calculations apply to a rural congregation dividing the insurance cost for their building or a pastor’s salary by 300 members versus 75.

Similarly, a district may want to know variable costs on a per-student basis. The number of teachers needed for an 800-student district is less than for an 8,000-student one, but the amount per student is not exactly the same. The per student cost of groceries for a 1,500-student district may be lower than for a 400-student one because of discounts for larger orders.

The problem for school districts and churches is that a high proportion of costs are fixed. One must heat buildings and periodically renew roofs whether there are 50 worshipers or 500, whether there are 800 students or 200. A classroom floor needs cleaning whether 12 kids use it or 28. Nowadays, you need a school nurse or other person qualified to manage kids’ mediations in a building with 200 or 500. Ditto for a custodian, for someone in the office answering phones, accepting deliveries and handling visitors. And you always need someone who can fix glitches with routers, servers and video projector connections.

Some “inputs,” like teachers, are “lumpy.” You can have one biology teacher or three but you cannot have 2.63. Yes, you can have half-time positions. You can have one degreed librarian cover five buildings while less-educated and less costly aides actually help students. You can teach biology every semester but offer geology or physiology only every other year. But it is not a smooth operation like gently easing up on a gas pedal. Considering whether the staffing costs are governed by a collective bargaining agreement adds a new element to the budgeting process.

Another problem is that parents and citizens in general demand certain services. Federal and state laws mandate services for special needs students who would have been shut out when I was a kid. Even in small districts, AP math  or calculus courses are demanded rather than just the algebra-geometry-trig offerings most baby-boomers got.

Yes, staffing and costs at district offices have burgeoned. For some people, including some teachers, “360 Colborne” — the street address of SPPS central administration — has become an epithet used to explain myriad problems. Bureaucracies burgeon easily but resist downsizing. A big part of St. Paul’s budget problems stem from the very predictable ending of large sums of federal funds available under the COVID-era American Rescue Plan Act of 2021. Skeptical conservatives are entirely correct when they say that “temporary” programs funded with temporary dollars inevitably become permanent to some extent because no organization wants to cut back. There always is someone who benefits from a program and doesn’t want it ended.

Don’t blame “bureaucrats” for all problems though. Every district superintendent and finance chief knows that fixed costs can be cut by closing school buildings. They also know that announcing closings of schools that have served neighborhoods for a century always touches off political firestorms. Ditto for tax referendums that could increase school funding.

The final econ idea that is useful in thinking about these challenges is that of “marginal cost,” the change in total costs with a one-unit change, up or down, in some output or input. If we lose one student, how does that change our total costs? If we added another service, how would that increase our total costs? How would it increase total costs to add one section of AP physics? How much would it decrease total costs to cut lacrosse?

Specific situations will change, but demographic changes, especially rapidly dropping birth rates everywhere, will be even more salient in this century than in the last. Knowing how economists explain what’s going on can help understand things.

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St. Paul economist and writer Edward Lotterman can be reached at stpaul@edlotterman.com.