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A
Today,
marks
the
first
time
that
we
have
gone
outside
of
our
own
Police
Bureau
to
hire
a
new
chief
there's,
a
couple,
big
things
that
we
really
need
to
address.
First,
we
need
to
restore
trust
with
our
community
and
second,
we
must
be
able
to
rebuild
the
morale
within
the
bureau,
and
that
means
within
the
rank-and-file
Pittsburgh
needs
a
police
chief
who
will
number
one
and
most
importantly,
lead
by
example,
to
create
a
new
era
of
community
policing.
A
B
Thank
you.
It's
tense
furniture
for
outstanding
and
I
appreciate
that
I
appreciate
that
a
lot.
Thank
you
for
coming.
I'm
very
excited,
please
thrilled
to
be
here
in
the
city
of
Pittsburgh,
there's
a
crisis
in
American
policing
right
now
that
it's
playing
out
right
here
on
the
streets
of
the
city
of
Pittsburgh
in
a
free
democratic
society,
the
role
of
police
is
to
reduce
crime,
fear
and
disorder
in
all
of
the
communities
that
we
serve.
If
we
are
failing
by
these
measures,
then
we,
the
police,
are
failing
all
across
this
nation
right
now.
B
Today,
police
executives,
law
enforcement
leaders
with
the
best
intentions
in
the
world
are
engaging
in
law
enforcement
tactics,
meant
to
fight
crime
and
bring
criminals
to
justice
and
to
create
a
safer
community
and
all
across
this
community
at
this
all
across
this
country.
At
the
same
time,
a
lot
of
those
communities
policed
in
that
manner
are
perceiving
the
police
tactics
to
be
overbearing,
abusive
and
even
even
oppressive,
but
for
some
reason
police
leaders
fail
to
react.
They
fail
to
recognize
the
outcome
of
their
policing
efforts,
it's
so
bound
by
tradition.
B
They
continue
to
place
the
same
way
using
the
same
tactics
and
obtaining
the
same
results.
They
advertise
their
success,
talking
about
arrest,
numbers
numbers
of
citations
issued
and
by
talking
talking
about
the
evidence
of
how
hard
they're
working,
but
at
the
same
time
the
impact
on
the
community
is
not
changing.
B
B
The
Pittsburgh
Bureau
of
police
may
have
lost
its
legitimacy
in
the
eyes
of
some
of
the
communities
we
serve,
and
the
site
is
sad.
Irony
of
this
is
the
fact
that
it
doesn't
have
to
be
this
way.
We
know
a
smarter
way
of
policing.
We
know
a
better
way
of
policing.
I,
don't
need
to
come
to
the
city
of
Pittsburgh
to
taint
to
change
its
inherent
value
systems.
Okay,
we
already
know
what
needs
to
occur
to
cause
the
police
to
work
in
partnership
with
our
communities.
B
B
We
must
work
with
the
good
members
of
the
communities
in
such
a
way
that
they
trust
us
enough
to
tell
us
who's
driving
the
crime,
who's
driving
the
disorder
in
the
communities,
because
when
they
know
us-
and
they
understand
our
motives,
there
will
be
willing
to
work
more
more
readily
with
us
and
when
we
do
that,
we
avoid
the
collateral
damage
that
causes
the
brakes
causes
a
separation.
Okay,
there's
chief
of
police.
My
job
will
be
to
close
the
gap
between
the
community
and
the
bureau.
The
bureau
police.
B
If
we,
as
the
Bureau
of
police,
are
to
earn
back
our
legitimacy,
we
have
to
police
like
these
words
mean
something
they
can't
step.
They
can't
simply
be
be
words
on
a
board.
We
have
to
be
willing
to
hold
ourselves
accountable
for
reducing
crime,
fear
and
disorder
in
all
of
the
communities
that
we
serve.
As
chief
my
number
one
responsibility,
my
number
one
priority
is
going
to
be
to
restore
the
legitimacy
of
the
Police
Bureau,
the
Police
Bureau.
B
We
are
going
to
have
to
do
dozens
of
things
in
order
to
cause
this
to
occur,
but
really
they
can
be
encapsulated
in
three
simple
steps:
number
one.
We
have
got
to
restore
the
integrity
of
the
accountability
systems.
Okay,
data
is
going
to
drive
everything
we
do.
One
of
the
things
I'm
going
to
need
is
to
get
a
good
handle
on
the
climate
within
my
organization.
B
What
are
the
ethical
issues?
What
are
the
leadership
issues
that
are
causing
this
organization
to
fail
to
adapt?
What
are
the
obstacles
that
are
getting
in
the
way
of
good
people
being
able
to
police
in
the
manner
that
we've
already
said?
We
want
a
police,
so
we'll
be
doing
internal
surveys
for
the
purpose
of
giving
me
the
information
I
need
to
recognize
where
the
Chow,
where
the
challenges
are
I,
intend
to
implement
a
model
of
disperse
ethical
leadership
within
this
organization.
B
What
dispersed
leadership
means
is
that
every
individual
within
the
organization,
every
member
of
the
Pittsburgh
Police,
recognizes
themselves
to
be
the
leaders
they
are.
They
have
a
responsibility
and
the
authority
to
help
close
the
gap
between
the
needs
of
the
community
and
the
needs
of
the
organization
to
close
the
gap
between
what
we're
providing
for
the
services
were
provided
to
the
community
today
and
what
we're
telling
everybody
we're
really
all
about.
Everybody
is
invited
to
participate
this
model
of
disparate
and
dispersed
leadership
in
a
model
of
dispersed
leadership.
B
Every
individual
is
accountable
for
their
actions
and,
more
importantly,
every
individual
holds
themselves
accountable
to
the
higher
standards
of
police
ethics
in
a
classical
climate.
The
individuals
hold
themselves
accountable.
Peers
are
unwilling
to
tolerate
unethical
conduct
because
of
the
adverse
implication
it
for
them
personally
and
the
organization
of
which
they're
so
proud
that,
in
ethical
climate,
the
leaders
of
an
organization
are
held
accountable
for
the
behavior
of
the
people
who
work
for
them.
B
Okay,
so
an
important
aspect
of
fixing
the
account
account
ability
systems
will
be
to
repair
and
make
whatever
adjustments
are
needed
within
the
leadership
systems,
because
it's
the
job
of
the
leadership
systems
to
ensure
ethical
accountability
to
our
mission,
vision
and
values.
Now,
in
order
to
do
that,
it's
there's
going
to
be
extensive.
Leadership.
Training
required
ok,
but
this
training
will
serve
as
the
framework
and
it's
the
bedrock
for
subsequent
efforts
to
improve
the
accountability
systems
and
improve
the
quality
of
services
that
we're
able
to
deliver.
I'm.
B
Accountability,
though
also
means
it
starts
at
the
top
accountability
starts
with
me.
I
am
accountable
to
holding
the
organization
to
the
lofty
standards
that
it's
identified
for
itself,
I'm
accountable
for
modeling,
the
highest
standards
of
ethical
behavior
and
I
will
hold
my
top
commanders
responsive
likewise
responsible.
B
In
order
to
have
an
understanding
of
whether
or
not
we,
as
in
a
Bureau,
are
successful,
I
have
to
hold
the
organization
accountable
for
our
mandate
to
reduce
crime,
fear
and
disorder,
and
so,
in
order
to
do
that,
I
intend
to
conduct
community
surveys
asking
about
crime
in
the
neighborhood
asking
how
people
feel
about
their
neighborhood
do
they
feel
safe?
How
do
they
feel
about
the
quality
of
the
services
they
receive
from
their
police
officers
and
that
feedback
is
going
to
be
critical?
B
Next,
the
Bureau
of
police
is
going
to
be
willing
to
adapt
partner
with
others
and
be
responsive
to
community
needs.
The
organization
needs
to
function
as
an
open
system
recognizing
itself
as
part
of
city
government,
which
is
part
of
the
community
of
Pittsburgh,
and
we're
going
to
have
to
learn
to
be
more
responsive
to
in
order
to
meet
the
needs
and
develop
feedback
loops
so
that
we
measure
our
services
doing
what
we
need
for
them
to
do
so.
Surveys
and
collection
of
data
is
going
to
be
very,
very
important.
B
My
intern,
my
internal,
my
commanders,
are
going
to
be
likewise
accountable
and
need
to
be
responsive
to
our
internal
community,
because,
at
the
end
of
the
day,
my
officers
will
treat
the
public
no
better
than
their
two
supervisors
and
their
commanders
treat
them.
Okay,
it's
going
to
be
a
top
priority
for
me
in
the
coming
days
to
go
around
to
the
station's,
introduce
myself
in
person
I'm
going
to
be
asking
people
what's
not
working.
What
can
I
do
for
you?
B
How
can
I
help,
because,
when
people
feel
valued
and
respected,
they
become
re-energized,
they
become
refocused
on
the
values
that
brought
them
into
policing
in
the
first
place
so
take.
I
will
take
the
best
care
of
the
community
by
taking
good
care
of
my
organization,
and
that
means
holding
my
supervisor
commanders
accountable
for
that
important
work.
An
important
exercise
in
transparency
and
partnership
is
going
to
be
with
the
Pittsburgh
initiative
to
reduce
crime
or
perk.
B
It's
my
intention
that
we
are
going
to
reinstitute
and
implement
perc,
because
the
shootings,
the
violence
in
our
neighborhoods
has
absolutely
got
to
stop.
The
methodology
behind
perk
is
extremely
well-researched.
It
works
consistently
everywhere.
It's
been
faithfully
implemented.
It's
my
intention
that
the
Pittsburgh
bureau
police
will
not
only
be
willing
participants
I,
intend
that
we're
going
to
help
leave
that
effort.
I
recognize
we're
going
to
have
a
lot
of
work
to
do
in
terms
of
improving
our
diversity
within
the
organization.
B
We're
going
to
be
doing
a
complete
examination
of
the
hiring
selection,
it
recruitment
processes
changing
what
needs
to
be
changed,
but
I
also
recognize
it
at
the
end
of
the
day
likely
one
of
our
greatest
obstacles
to
diversity,
recruitment
is
the
reputation
and
relationship
between
the
Police
Bureau
and
some
of
our
communities
of
color,
and
perhaps
the
best
thing
I
can
do.
We
can
do
as
a
bureau
to
help
with
our
recruitment
is
improve
the
quality
of
our
relationship
with
our
diverse
communities,
so
that
will,
of
necessity,
be
a
via
top
priority.
B
Lastly-
and
I've
alluded
to
this
a
little
bit,
we
must
rebuild
the
confidence
in
pride
in
the
great
women
and
men
who
served
in
the
bureau.
This
Police
Bureau
has
been
through
very
very
rough
seas.
You
all
know
it
I
don't
need
to
result.
I
recite
the
tough
history.
The
people
in
this
bureau
are
suffering
and
that's
not
fair.
They
deserve
they
deserve
better
I
mentioned.
My
commitment
did
professionalism
through
training.
B
If
we
want
our
police
officers
policing
better
being
able
to
serve
the
community
better,
we've
got
two
ish
ensure
that
they're
getting
the
level
of
training
they've
got
the
knowledge
and
skills
they
need
in
order
to
succeed
in
that
new
mission,
and
that's
going
to
be
in
very
important
once
they
start
realizing
this
success.
They
start
policing
with
developing
relationships
with
the
community
and
they
get
that
positive
feedback
from
the
community
that
becomes
a
self-fulfilling
loop
that
stirs
their
intrinsic
motivation
and
we're
off
and
running.
Okay.
B
It
starts
to
become
the
new
normal
and
how
we
have
we
look
at
our
job
and
when
that
happens,
their
confidence
and
their
pride
in
their
organization
will.
So
we
can
do
this.
Okay,
we
can
rebuild
that
rebuild
this
organization,
but
only
if
we
work
together,
I've
been
overwhelmed
by
the
support
I've
received
since
I've
been
here
so
far.
Thank
you.
Thank
all
of
you
for
that
I
had
no
idea.
I
was
so
interesting.
I
hope
not
to
be
this
interesting
again,
one
day
but
I.
Thank
you.
Thank
you
for
the
positive
attention
I.
B
B
It's
my
responsibility
to
ensure
they
remain
focused
on
the
highest
standards
of
police
service,
that
they
never
take
their
eyes
off
the
ball
of
the
mission
and
values
of
this
practice,
proud
organization
and
with
their
help,
we
are
going
to
restore
the
integrity
of
the
leadership
systems
of
this
Bureau
and
perhaps,
most
importantly,
restore
the
legitimacy
of
the
Pittsburgh
Bureau
of
police
in
the
eyes
of
the
community.
It
serves.
D
B
There
are
two
components
to
people
being
afraid
to
put
being
unwilling
to
talk
to
police.
One
component
is
the
fear
component
and
I.
Don't
have
anywhere
near
the
amount
of
information
to
answer
that
question.
Well,
yet
I
don't
know
what
we
need
to
do
in
order
to
ensure
our
witnesses.
Victims
are
kept
safe.
What
I
can
tell
you,
though,
is
myself
dr.,
David,
Kennedy,
and
a
lot
of
other
people
believe
that
the
reason
most
people
don't
talk
to
us
is
because
they
don't
like
us.
B
They
don't
respect
us
and
they
don't
trust
our
motives,
and
so
my
hope
is
by
building
relationships
based
on
trust.
People
will
become
more
willing
to
share
and
then
once
we
have
those
relationships,
it
might
become
easier
to
find
out
and
speak
see
what
we
can
do
to
fix
those
legitimate
safety
concerns.
Does
that
make
sense?
Thank
you
here.
E
B
You
that's
a
thank
you
for
asking
it's
an
outstanding
question.
The
source
of
the
majority
of
my
information
was
media
accounts.
I
stipulate
I
stipulate
to
that
fact.
I've
done
my
homework.
I've
done
a
lot
of
other
research
about
what's
occurred
here,
historically
with
Pittsburgh,
of
course,
but
before
I
said
yes
to
the
job.
I
looked
at
the
enabling
opportunities
and
I
see
more
enabling
opportunities
than
I
see
challenges.
Number
one
I
see
a
community
that
desperately
still
wants
to
have
a
relationship
with
its
police
department.
B
B
Number
two:
when
I
first
looked
at
the
the
job,
I
saw
that
there
was
a
community
that
was
in
a
renaissance.
If
you
will
in
a
resurgence,
I
saw
a
change
agent.
Mayor
I
saw
a
public
safety
director
saying
I
love
the
challenge
and
I
want
to
help
make
Pittsburgh
better
and
I
got
excited
about
participating
in
that
because
up
to
the
point,
I
floated
this
application.
I
had
long
since
ever
given
up
thinking
about
a
chief
job.
B
I
was
about
building
organizations
and
when
I
saw,
this
I
saw
a
lot
of
enabling
opportunities
since
I've
accepted
the
job
and
I've
been
in
contact
with
a
lot
of
members
in
the
community.
A
couple
within
the
organization
I'm
more
excited
than
ever
there's
so
many
people
who
want
to
come
to
the
table
and
help
this
that
I
think
this
is
doable.
B
I
think
this
is
something
that
we
can't
achieve
together
and
I
hope
that
rank
and
file
when
they
hear
me
talking
about
restoring
the
integrity
organization,
don't
hear
me
saying
it's
about
their
personal
integrity.
It's
about
the
integrity
of
the
leadership
system
that
failed
to
meet
the
needs
of
the
organization
and
develop
them
to
serve
effectively
chief
noted
the
first
to
be
hired
from
outside
the
bureau.
B
What
would
you
imagine
is
the
biggest
advantage
comes
with
that
and
the
biggest
disadvantage.
That's
an
EXO
question:
the
biggest
advantage
cultural
anthropologists
have
a
joke
to
the
accepted
anthropologists
are
joking,
are
funny.
They
say
they
say
that
we're
not
sure
who
discovered
water
but
we're
pretty
sure
it
was
in
the
fish
when
you
grow
up
in
a
culture.
You're
part
of
the
culture
and
elements
of
that
culture
are
completely
blind
to
you.
They
are
just
simply
normal,
and
so
you
don't
see
it
so.
B
The
greatest
advantage
I
have
and
I
will
have
for
a
very
short
period
of
time
as
I'm,
not
part
of
the
culture.
So
I
will
recognize
things
that
can
be
able
to
ask
questions.
Why
do
you
do
that?
Have
you
thought
about
this
and
I'll
be
able
to
provide
insights
that
they
may
not
have
seen?
The
biggest
impediment,
of
course,
is
likely
to
be
distrust
and
fear.
B
If
people
don't
trust,
my
motivations
that
if
they
don't
trust
that
I'm
about
developing
the
organization,
so
they
can
help
the
helpless
citizens
of
the
city
succeed
by
helping
them
succeed.
If
that
distrust
is
there,
then
it's
a
long
uphill
fight.
I
recognize
that
and
as
I
was
trying
to
decide
whether
to
say
yes
or
no
to
the
job,
I
was
looking
at
these
enabling
factors
and
right
now,
I'm
seeing
way
more
enabling
than
I
am
seeing
barriers.
B
That's
that's
an
excellent
question.
I'm
thinking
in
terms
of
three-year
increment,
a
the
national
average
for
police
chief,
is
about
three
years.
My
boss
is
going
to
be
here
for
about
three
three-and-a-half
right.
Okay,
having
said
that,
cultures
change
very
slowly,
they're
built
over
time
as
people
learn
to
develop
the
best
way
to
do
things
or
what
they
think
the
best.
So
cultures
take
time
to
change.
But
you
know
climates
can
change
very
quickly,
and
so
what
we
can
do
is
put
some
positive
elements
in
place.
B
Start
changing
the
climate
in
the
organization
for
people
to
relax,
have
fun
and
start
enjoying
the
aspects
of
the
job
that
brought
them
here
in
the
first
place
recognize
they
got
here
to
do
stuff
like
this
they'll
start
realizing,
that's
a
much
more
rewarding
place
to
be
so.
My
hope
is.
We
realize
meaningful
change.
I
also
know
it's
going
to
be
a
lot
of
hard
work,
and
if
you
do
everything
perfectly
culture,
change
could
take.
Many
many
years
have.
B
Had
a
couple
a
couple
conversations
informal
I've
got
a
great
feel
for
what
that's
going
to
be
like
I
believe
that
Union
and
management
want
the
same
thing
at
the
end
of
the
day
in
an
ethically
let
organization
leaders
are
concerned
about
achieving
the
organization's
success
by
delivering
their
people.
I
recognize
that
the
union's
objective
is
to
protect
the
interests
of
the
individual,
so
I
believe
we
want
more
things
more
things
the
same
than
we
have
different.
B
If
I
come
from
an
organization
where,
for
decades,
the
union
president
set
as
a
voting
member
on
our
department
management
team
at
so
I
would
like
to
have
effective
lines
of
communication
with
rank
and
file
with
the
Union,
so
that
we
discussed
contemplated
changes
and
be
willing
to.
You
know:
I
need
to
be
willing
to
accept
feedback.
Hopefully
they
can
be
persuaded
by
the
objectives
I
have
in
mind
and
oftentimes.
B
B
B
Have
the
working
knowledge
yet
to
answer
what
the
logistics
that
was
going
to
look
like
I
know
that
when
that
occurs,
when
there's
a
massive
exodus
of
knowledge
and
expertise
from
your
organization,
it
hurts
and
it
hurts
a
lot
and
I
know
that
it
may
be
challenging.
It
will
be
challenging
in
the
short
term
to
replace
those
and
it's
going
to
hurt
our
capacity
for
service
delivery.
So
my
hope
is.
E
A
B
I've
got
I've,
got
some
examples
of
a
leadership
in
ethical
climate
survey
that
we
used
internally
in
my
organization.
It's
modeled
after
the
International
Association
of
Chiefs
of
Police
leadership,
police
organizations,
training
model,
so
something
I
borrowed
and
tweet
from
my
department.
I
expect
that
need
to
tweak
it
here,
but
I'd
also
be
very
receptive
to
the
input
of
people
with
more
expertise
than
me
on
better
ways
to
measure
internal
climate.
B
B
But
we
would
need
to
start
over
to
make
sure
that
we're
all
on
the
same
page
and
we're
moving
forward
in
the
same
direction.
I,
don't
anticipate.
It
would
be
a
terribly
long
process
to
start
over
and
I.
Don't
anticipate
we'd
have
to
throw
out
any
of
the
good
work.
That's
been
done,
but
I
do
think.
We
would
need
to
hit
hit
reset
start
right
back
at
the
beginning,.
J
B
You
thank
you
one
of
the
one
of
this
in
preparation
for
this
job.
One
of
the
things
that
I've
been
spending
a
little
bit
of
time
with
is
examining
and
talking
to
the
leadership
of
the
Milwaukee
Police
Department
milwaukee
is
not
an
entirely
dissimilar
type
of
community
from
pittsburgh.
Industrial
history
and
the
Chiefs
they're
dealt
with
some
of
the
types
of
challenges
we
did
here
and
one
of
the
things
that
they
did,
we
did
in
Madison
I
they
do
very
very
well
in
Milwaukee,
is
use
real-time
data
collection.
B
Now,
I,
don't
know
what
we
have
in
place
right
now
in
terms
of
being
able
to
extract
real-time
data
from
the
information
that
comes
from
the
dispatch
center,
as
officers
are
sent
to
calls
they
clear
their
calls.
So
I
don't
know
what
infrastructure
is
in
place,
but
what
they're
able
to
do
is
look
on
a
day-to-day
basis.
B
What
happened
the
night
before,
where
are
the
hot
spots,
where
the
crimes
being
committed,
they're
able
to
shift
resources
to
address
issues,
they're
able
to
pull
data
in
a
more
timely
manner
to
be
able
to
alter
the
way
we
deliver
services
to
make
sure?
It's
actually
being
effective
and
I,
don't
know
what
we
have
in
place
at
this.
At
this
juncture,
I
know
I
would
dearly
love
to
have
civilian
crime.
B
C
B
I
B
Is
the
direction
we're
going?
The
Bureau
is
going
to
be
responsive
and
those
who
are
not
on
board
with
the
direction
we're
going
will
need
to
be
held
accountable.
It's
really
just
quite
that
simple.
We
don't
hesitate
to
hold
officers
who
do
something
wrong
accountable
for
what
they
do
on
the
street.
If
commanders
supervisors,
civilian
managers,
whomever
we
might
be
talking
about,
won't
follow
the
direction
the
organization.
Likewise,
they
need
to
be
held
accountable.
One
more
wasn't.
Yes,.
B
B
I'm
aiming
for
squirrel
hill
I've
got
my
iono
on
a
house
that
night
I
like
would
work
well
for
my
family.
My
mother
was
raised
a
couple
blocks
away,
so
I'm
kind
of
excited
about
being
in
that
neighborhood
again
so
keep
my
fingers
crossed
hope.
The
lease
comes
through
and
hope,
they're
tolerant
of
my
big
German
Shepherds.
How.
B
I
lived
here
from
70
about
71
to
74
lived
in
Mount
Lebanon.
Prior
to
that
my
mother
and
I
was
born
and
raised
here.
My
grandparents
were
born
and
raised
here
so
growing
up
every
year,
probably
a
couple
times
a
year.
I
would
come
to
Pittsburgh
to
visit
so
I.
Remember
the
Pittsburgh
I
first
remember
the
furthest
back
has
cobblestone
streets,
it
has
street
cars.
It
was
really
cool,
really
noisy
and
really
dirty.
When
I
first
looked
at
this
job,
I
came
to
pittsburgh
right
away.
B
To
see,
is
this
a
community
I'd
like
to
be,
and
my
wife
and
I
loved
it?
We
love
the
positive
upbeat
energy.
Well,
I
love
the
changes
that
have
occurred
here.
It's
cleaner,
that's
safer
for
a
community
of
size.
Your
crime
rate
is
surprisingly
low.
Notwithstanding
some
of
the
shooting
violence
have
been
seeing.
So
it's
a
cool,
Nicole
community
I'm.
Looking
forward
to
going
this,
my
own
thanks.