►
Description
The City of Pittsburgh was named a new member of the Rockefeller Foundation 100 Resilient Cities Network. An event marking the award included Mayor William Peduto, Innovation & Performance Chief Debra Lam, and Sustainability Manager Grant Ervin.
A
A
A
Applications
were
equally
amazing
in
their
diversity
and
scope.
They
represented
90
countries
on
six
continents,
with
populations
ranging
from
50,000
to
well.
Over
10
million
applications
were
written
in
seven
different
languages,
and
notably,
seventy
percent
came
from
the
developing
world.
Once
again,
we
faced
a
very
tough
decision
and
working
once
again
with
the
distinguished
panel
of
judges.
A
final
winning
group
of
35
cities
emerged,
so
35
city
is
out
of
330,
quite
strong
applications.
So
I'd
like
to
announce
the
city's
Pittsburgh
United
States.
B
B
C
You
cheap
Debra's,
being
a
little
bit
humble
she
before
she
came
to
work
for
the
city
was
a
consultant
to
global
cities
around
the
world,
they're
mainly
the
c40,
the
largest
40
cities
in
the
world,
where
she
actually
worked
with
the
Rockefeller
Foundation
in
helping
those
cities
to
achieve
this
once
they
were
awarded
it.
There
was
a
first
round
of
resilient
cities.
33
cities
were
awarded
a
few
years
ago.
This
is
the
second
round.
Rockefeller
Foundation
is
spending
100
million
dollars
to
be
able
to
work
within
100
cities
to
create
models
of
resiliency
for
Pittsburgh.
C
C
On
the
next
several
years,
our
combined
sewer
overflow,
how
we
address
the
issue,
how
we
build
the
systems
out
for
our
waterways,
how
we
deal
with
the
crisis
that
we
still
have
within
our
air
quality
and
how
we
deal
with
all
the
issues
around
it
collectively
by
working
with
the
team
here
in
Pittsburgh
and
now
being
at
the
vanguard
of
cities
around
the
world.
In
one
of
the
33
cities
chosen
and
working
on
a
global
basis.
To
address
these
issues,
we
have
a
seat
at
the
table
on
a
global
stage.
C
C
Now
they
have
the
ability
to
to
work
on
it
on
an
international
basis,
but
I
have
to
give
a
lot
of
thanks
to
our
sustainability
manager,
Grand
Irvin,
because
he
quarterback
this
effort
and
found
the
talent
throughout
this
city
to
put
together
one
of
the
most
impressive
applications
out
of
331
that
Rockefeller
saw
and
with
that
I
just
want
to
introduce
and
let
you
walk
through
a
little
bit
of
what
we
can
expect
over
the
next
few
years.
Our
sustainability
manager
grant
Irvin
one
last
thing
before
grant
comes
up.
D
Thank
you
Thank
You
chief
and
thank
you
mayor
and
thank
you
for
all
being
here
today.
It's
a
great
honor
and
a
great
pleasure
and
and
I
can't
extend
off
really
to
thank
you
both
because
it's
really
your
leadership
that
has
allowed
us
to
be
courageous
and
to
find
the
opportunity
to
pursue
these
types
of
global
initiatives
and
be
a
part
of
a
global
stage
where
Pittsburgh
really
deserves
to
be
a
participant
and
to
be
a
leader.
D
So
with
that
I'm
grateful
and
very
thankful
I'd
also
like
to
thank
the
people
here
in
the
room,
so
for
the
media.
Some
of
the
people
that
you
see
here
are
part
of
the
team
that
helped
develop
this
application.
Members
of
the
private
sector,
the
leading
members
of
our
business
community,
nonprofit
leaders,
design
and
architecture,
our
university
sector,
our
nonprofit
sector
and
city
employees.
D
Resilience
is
really
an
interesting
thing.
It's
a
new
term
for
us.
We,
whenever
you
know
you,
bring
up
the
topic,
people
ask
well
what
is
it?
What
is
resilience
and
I've
always
had
the
challenge
of
explaining
sustainability
first
and
foremost,
and
now
we
have
a
new,
a
new
term
that
we
have
to
introduce
to
Pittsburgh.
When
we
talk
about
sustainability,
we
really
think
about
endurance,
it's
the
core,
the
root
of
the
word,
it's
about
how
we
can
become
an
enduring
city,
but
resilience
is
another
step.
D
It's
really
thinking
about
being
stronger,
being
able
to
adapt
to
take
whatever
challenge
comes
our
way
and
not
only
bounce
back
but
to
bounce
forward.
The
Rockefeller
challenge
really
provides
us
an
opportunity
to
initiate
that
conversation
here
in
Pittsburgh
for
the
first
time
in
our
history,
but
what's
interesting,
being
resilient
is
a
key
piece
of
our
history.
It's
a
core
of
what
it
means
to
be
a
pittsburgher.
We
know
what
it
means
to
be
able
to
endure.
D
So
now
it's
about
a
conversation
that
we
can
share
and
we
learn
from
which
is
really
exciting.
Rockefeller
gives
us
also
the
opportunity
to
kick-start
this
initiative
by
hiring
a
chief
resilience
officer
by
coordinating
and
directing
staff
capacity
that
will
allow
us
to
dedicate
greater
resources
to
sustainability
and
resilience
within
the
city
of
Pittsburgh
and
our
operations,
but
also
with
our
partners.
D
It
also
gives
us
the
opportunity
to
access
technical
resources,
the
time
and
talent
of
some
of
the
leading
firms
and
institutions
around
the
world
that
can
help
us
address
some
of
the
issues
that
the
mayor
mentioned.
So
we're
not
floating
alone
any
longer,
but
instead
we're
bringing
together
some
of
the
greatest
around
the
world
in
terms
of
urban
development
in
terms
of
research,
capacity,
returns
of
Finance
and
returns
of
the
human
experience.
This
is
one
of
the
things
that
we
learned
in
our
roundtable
several
months
ago
that
helped
build
this
application.
D
Was
it's
really
about
people,
it's
about
people
that
make
a
stronger
place
and
how
we
can
build
that
foundation
to
a
greater
future
for
Pittsburgh.
So,
once
again,
I
thank
the
leadership
that
we
have
here.
I
thank
everybody
in
the
room
and
we're
on
our
way.
Now
this
is
a
journey
and
it's
going
to
be
exciting.
E
D
This
initiative,
just
putting
a
bunch
of
great
words
on
a
piece
of
paper,
isn't
exactly
it
it's
because
of
the
leadership
team
that
the
mayor
has
been
able
to
form
it's,
because
the
initiatives
that
our
University
and
private
sector
and
nonprofits
you
know
that
Pittsburgh
story
has
been
a
part
of
what
is
championing
this
application
in
its
success.
You
know
so
that
the
simple
question
is:
it's
been
a
team
effort
in
order
to
get
us
to
the
point
where
we're
out
today.
D
The
next
step
is
really
about
a
planning
initiative,
so
understanding
how
we
could
use
the
resources
through
the
Rockefeller
Foundation
in
the
100
resilient
cities
to
design
a
game
plan
that
allows
us
to
take
what
they
consider
the
challenges,
the
shocks
so
think
in
terms
of
weather-related
events
like
a
major
storm
or
a
flood.
How
do
we
address
those
issues
as
a
local
government
as
a
community
as
a
private
nonprofit
sector,
but
it's
also
about
the
stresses.
D
So
these
are
the
long-term
issues
that
we
confront
so
think
about
issues
like
poor
air
quality
or
poor
water
quality
that
we
have
engaged
with
over
years
that
we
might
turn
a
blind
eye
to
just
because
it's
something
that
is
in
the
background.
We
know
it's
an
issue,
but
it's
something
that
doesn't
need
to
be
addressed
today.
It's
not
a
crisis,
but
if
we
don't
address
those
Christ,
those
issues
that
are
long-term
stress,
they
become
a
crisis,
and
that's
really.
What
this
is
about
is
to
help
us
to
figure.
You
know
as
a
community.
D
How
do
we
address
those
near
term
impacts
that
could
be
major
catastrophes
that
we
can
address
from
our
homeland,
our
bureau
of
Homeland
Security
and
Emergency
Management?
How
are
we
prepared?
How
do
we
guide
resources
and
direct
those
resources
so
that
we
mitigate
the
impacts
of
those
shocks?
But
it's
also
about
how
do
we
to
put
the
policy
in
the
investment
in
place
to
address
those
long-term
stresses,
so
they
don't
undercut
the
work
that
we're
trying
to
do
across
the
city.
So.
B
Just
to
add
that
quickly,
so
I
mean
at
the
at
the
end
of
the
day.
There
are
things
that
we
already
know
about
in
terms
of
shocks
and
stresses
identified
risk
that
we
can
predict
and
know,
and
these
are
the
flood
risk
that
Grant
talked
about
some
of
the
other
things
related
to
extreme
weather
impacts.
But
there
are
other
things
that
we
can
predict.
We
won't
be
able
to
know
every
single
thing
that
could
put
Pittsburgh
at
risk.
B
What
Rockefeller
and
what
resilient
cities
does
is
provide
a
framework
that
allows
us
to
not
only
respond
accordingly
but
acknowledge
a
certain
level
of
unpredictability
and
be
able
to
respond
and
recover
and
continue
to
bounce
forward
to
promote
the
longer-term
vision
around
our
social
economic
impact.
So
this
framework
in
this
thinking
really
helps
us
plan
for
this
certain
level
of
unpredictability.
So.
E
D
You
so
one
of
the
things
that
we
identifying
the
development
of
our
application
was
kind
of
three
things:
the
ability
to
convene,
coordinate
and
communicate.
So
this
is
one
some
of
the
things
that
we
heard
from
the
community
in
terms
of
what
a
CRO
or
a
chief
resilience
officer
would
do
so.
It's
the
ability
to
convene
different
sectors
to
work
across
sectors
to
create
avenues
where
collaboration
can
occur.
D
It's
about
communicating
it's
about,
educating
what
resilience
is
what
sustainability
is
and
how
in
whether
it's
your
individual
business
model
or
your
organization,
how
you
could
structure
your
operations
to
be
both
more
sustainable
and
more
resilient,
but
it's
also
about
keeping
that
story
together
in
coordinating
the
city
towards
a
higher
purpose.
So
looking
to
address
some
of
the
long-standing
challenges
that
we
have
in
a
community
fashion,
jumping.
C
With
that,
so
it
doesn't
take
away
from
what's
already
there,
but
it's
not
a
public
safety
position.
We
already
have
emergency
operations
that
works
on
a
public
safety
sector,
for
it
it's
more
like
a
planner,
but
it
will
be
housed
in
innovation
and
performance
so
that
we're
measuring
in
working
in
developing
and
planning
and
measuring
and
working
to
make
the
city
as
resilient
as
it
possibly
can
be.
C
So
we'll
look
at
the
big
items,
the
big
items
being
the
ones
that
are
the
long-term
risks
and
there
have
been
the
same
long-term
risk
in
the
city
since
David,
Lawrence
and
RK
melon
created
the
allegheny
conference,
the
first
environmental
organization
in
Pittsburgh,
and
that's
right.
It
was
because
its
job
was
to
clean
the
air
and
clean
the
water,
and
now,
with
this
role,
will
be
is
to
continue
with
that
legacy,
but
in
a
whole
new
way.
C
We
want
to
create
systems
around
it
in
order
to
be
able
to
mitigate
how
much
water
has
to
go
into
those
pipes,
and
now
we
have
a
person
who
can
work
and
plan
with
that
with
the
people
that
are
in
this
room,
you
don't
have
people
who
are
strictly
trained
in
public
safety.
You
have
people
that
are
planners
and
designers,
that
are
architects
and
those
that
work
on
resiliency
issues
with
public
safety
too.
C
Now
we
have
a
quarterback
to
bring
all
those
people
together
and
partner
with
cities
around
the
world
and
say
what
are
you
doing
about
this
problem?
How
are
you
solving
that
and
working
to
get
best
interests
in
a
very
small
fraternity,
the
Rockefeller
100
and
we're
in
that
second
tier?
So
there's
only
66
of
us
and
right
now
we
get
to
work
in
to
be
a
part
of
that
and
this
person
gets
to
be
a
point
person
of
pulling
all
those
things
together.
C
So
although
the
resiliency
comes
to
mind
in
ways
that
we,
we
protect
the
public,
if
we
think
about
the
problems
that
we've
faced
in
the
past
and
when
we
did
the
interview
with
Rockefeller,
we
talked
about
this
with
the
problem
of
Washington
Boulevard.
The
solution
that
we
have
right
now
is
to
put
a
gate.
Our
resiliency
officers
job
will
be
to
figure
out
how
to
make
it,
so
the
gate
has
never
needed.
So
we
never
have
flooding
like
that
that
when
it
rains
really
hard,
people
won't
die.
E
C
D
So,
that's
that's
yet
to
be
determined,
so
we'll
get
resources
to
help
on
the
staffing
side,
but
the
other
piece
that's
really
interesting,
and
it
goes
to
Bob's
question
also,
which
is
the
amount
of
technical
and
private
sector
capacity
that
will
now
be
at
our
disposal.
So,
for
example,
the
finance
industry
and
the
reinsurance
industry
are
lending
their
efforts
to
support
the
Rockefeller
Foundation
as
well.
D
So
this
brings
in
you
know
large
firms
like
Prudential
and
swiss
re
and
microsoft
that
will
be
at
you
know
at
our
call,
with
regards
to
questions
that
we
might
have
with
everything
from
IT
security
to
infrastructure
and
design
and
construction.
So
it's
that
technical
capacity,
in
addition
to
the
staffing
support
that
we'll
be
able
to
leverage
as
well.
D
E
D
Right,
that's
right
and
that
that's
what's
kind
of
the
interesting
piece,
so
one
of
the
first
things
that
will
do
with
with
Rockefellers
as
chief
lamb
had
mentioned,
is
this
planning
component
so
understanding
within
our
current
context?
What
are
some
of
the
threats
and
shocks
that
we
face?
We've
already
identified
some
spoken
about
a
couple,
but
like
the
economic
issues,
what
what
is
the
undercurrent
with
regards
to?
How
do
we
create
a
more
diverse
economy?
D
So
if
a
component
of
our
regional
economy
were
to
collapse,
let's
say
like
we've
already
experienced:
how
do
we
address
that?
So
how
do
we
diversify
economically?
The
other
issues
could
be
you
know.
London
is
a
good
example
that
I've
learned
about
as
the
second
cohort.
Their
application
was
really
geared
around
cyber
threats,
so
understanding
the
challenges
that
we
have
in
a
connected
world.
How
do
we
protect
ourselves
if
an
IT
issue
comes
abreast,
so
these
are
some
of
the
things
that
will
be
evaluating
and
our
first
phrases
phases
the
framework.
E
C
So
we
sat
down
with
the
Rockefeller.
It
was
not
only
the
application,
but
there
was
a
two-hour
interview
with
them
as
well,
and
one
of
the
things
that
they
liked
about
the
application
was
the
fact
that
we
were
looking
at
our
legacy
of
a
post-industrial
city,
but,
looking
to
how
do
we
change
that
for
our
future?
C
So
in
a
way,
I
think
that
they
look
at
Pittsburgh
as
a
model
that
can
be
used
in
the
Rhone
Valley
in
Germany
or
in
other
industrial
parts
of
Turin
in
Italy
or
different
other
cities,
and
how
we
address
the
legacies
of
air
quality
and
water
quality,
which
was
part
of
our
application,
is,
can
be
a
model
for
other
cities
around
the
world.
So
I
don't
think
that
they
looked
at
it
and
said
because
you
realize
other
cities
have
volcanoes
and
they
applied
for
how
they
become
resilient
to
volcanoes.
C
Other
cities
have
earthquakes
and
they
did
it
for
earthquakes.
What
we
did
is
we
looked
at
sustainability
of
creating
systems
that
will
last
of
putting
in
place
different
types
of
operations
that
realize
that,
as
we
go
through
climate
change
and
all
these
other
things
that
we
have
to
be
prepared
for
it,
and
we
don't
have
the
capacity
right
now
with
our
infrastructure
or
other
things
to
be
able
to
handle
it.
Long-Term
planning
can
help
get
us
there.
Yes,
is
that
everybody,
water,
probably
part
of
what.
C
D
Was
one
of
the
major
things
that
we
came
up
with
recognizing
the
history
that
we've
had
and
a
lot
of
the
current
challenges
that
we're
working
to
address
right
now
with
regards
to
air
and
water
quality,
the
Marid
mentioned
the
CSO
issues,
also
a
lot
of
work
that
we've
been
doing
with
partners
like
the
breathe
project
and
others
around
trying
to
improve
Pittsburgh's
air
quality.
These
are
things
that
we
know
of
like
Chief
Liam
mentioned,
there's
things
that
we
don't
know
of
that.
D
B
Thing
to
add
is
that,
at
the
end
of
the
day,
I
think
what
makes
our
the
application
stand
out.
Something
that
the
mayor
cares
deeply
about.
Is
all
these
different
shocks
and
stresses
impact
people
differently
in
terms
of
your
level.
Vulnerability
and
something
we
need
to
ensure
is
that
some
of
the
most
vulnerable
neighborhood,
some
of
the
most
vulnerable
areas
and
sectors,
is
something
that
we
need
to
focus
on
on
building
holistic
resilience
rather
than
certain
pockets
or
sectors.
F
E
D
It's
a
great
question:
a
lot
of
artwork
in
this
first
year
as
the
Purdue
de
administration
has
been
establishing
bass
lines
from
a
sustainability
perspective,
really
understanding
things
like
our
energy
consumption,
our
water
consumption,
different
investment
levels
and
different.
You
know
Economic
Opportunity
Zones,
so
where
we
can
target
resources
to
be
strategic
with
issues
like
combined
sewer,
overflows
or
understanding
places
to
make
investments
in
our
transportation
infrastructure,
so
understanding
that
information
collecting
that
information
you're
exactly
right.
D
One
of
the
things
that
catalyze
this
this
conversation
with
some
work
that
carnegie
mellon
had
championed
through
an
undergraduate
class
in
terms
of
first
and
now,
the
first
analysis
ever
on
adaptation
and
mitigation
in
pittsburgh,
so
understanding
the
challenges
that
we
face
with
regards
to
increase
precipitation,
as
well
as
potential
heat
or
swings
in
temperature,
I
mean
last
winter.
We
all
experienced
the
polar
vortex.
The
big
question
our
group
around
the
table
asked
what,
if
that
happens
more
frequently
what
if
we
get
more
increasing
rain,
how
do
we
address
those
systems
in
first
place?
D
C
This
could
be
its
own
press
conference
now,
Deborah
addressed
it
if
need,
but
that's
why
we
ask
Debra
to
create
this.
They
had
this
new
Department
of
innovation
and
performance.
I've
said
it
often
that
up
until
last
year,
our
information
capacity
danced
to
an
8-track
of
Duran
Duran
I
mean
it
was
way
out
of
sync
the
was
siloed.
It
was
all
over
the
place,
some
of
the
programs
that
some
of
our
departments
had
were
created
specifically
for
that
department
and
some
of
the
companies
were
just
local
companies
that
it
didn't
even
coordinated.
C
So
since
she's
come
on
board
and
we
put
similar
people
in
li
holler
at
Public,
Works
was
a
consultant
with
deloitte
master's
degree
from
Carnegie
Mellon
he's
now.
The
assistant
director
of
public
works
I
mean
the
position
is
always
held
by
a
democratic
party
war
chair.
You
know
not
someone
from
deloitte,
but
he
works
directly
with
Carnegie
Mellon,
on
upgrading,
all
of
those
systems
being
able
to
utilize
technologies,
and
then
it
all
goes
through
develo.
So
it's
become
seamless,
Maura,
Kennedy
who's
earning
her
masters
at
the
wardens.
C
It
is
upgrading
all
of
what
used
to
be
called
the
Bureau
of
Building
Inspection
into
permits
and
licensing
and
getting
it
to
all
be
online,
but
it
has
to
come
back
through
Deborah
so
that
it's
seamless,
even
our
authorities
in
the
parking
authority.
We
now
use
handheld
cell
phones
in
order
to
do
the
ticketing,
but
that's
all
coordinated
so
that
it
can
all
operate
together.
You
know
worldwide.
Cities
are
on
the
cusp
of
something
huge
in
technology.
We
don't
even
know
where
it
is.
This
puts
us
at
the
table.
C
This
is
why
we
wanted
to
have
this
department
and
now
we're
being
recognized
for
it.
In
the
beginning,
it
be
rewarded
by
being
a
part
of
all
the
cutting
edge
stuff.
That's
going
to
be
happening.
You
have
somebody
who's
working
with
in
city
government
that
can
make
sure
that
what's
happening
in
Asia
or
in
Africa
or
in
Europe,
is
going
to
be
able
to
be
known
within
a
part
of
pittsburgh
city
government.
C
F
D
E
C
D
Part
of
it
he's
got
the
marshmallow
anyway,
I
think
a
part
of
it
is
being
a
part
of
this
network.
Really,
you
know
already,
in
the
past
two
days,
I've
had
the
opportunity
to
experience
what
other
cities
thought
in
their
applications,
so
learning
what
is
on
not
just
the
cuspid
learning
from
different
portions
of
the
world.
What
are
their
challenges
and
how
they're
addressing
them
is
a
key
piece
of
building
our
own
knowledge
base.
D
You
know,
in
the
last
several
months
I
mean
we
are
learning
curve
has
grown
rapidly
with
regards
to
an
outward
focused
participation
in
national
and
international
organizations,
which
creates
our
knowledge
capital
allows
us
then,
to
take
that
knowledge,
disseminate
it
and
apply
it
here
locally,
and
that's
probably
one
of
the
best
things
I
could
say
in
terms
of
forecasting.
What's
coming
down
the
pike
we
don't
know,
but
if
we
have
an
idea
of
another
city
has
experienced
these
same
types
of
activities.
E
D
Yes,
I
mean
this
is
all
going
to
be
a
part
of
the
evaluation
that
will
do
with
rockefeller
and
understanding
like.
Currently,
we
have
a
really
strong
executive
and
managerial
team,
so
part
of
it
is
going
to
be
understanding
how
we
can
build
that
team
out
by
providing
technical
expertise
and
leveraging
what
we
already
have
here
locally
at
the
municipal
level,
but
also
with
other
partners.
So
having
that
conversation
with
the
community
is
going
to
be
really
critical
so
that
we
can
apply
it
to
the
the
nonprofit
and
private
sectors
as
well
and.
E
B
They're
hired
by
the
Rockefeller
Foundation
to
provide
expertise,
and
you
know
they're.
You
know:
designers,
engineers,
architects,
urban
planners
of
wealth
of
financial
advisors,
around
insurance,
just
a
wealth
of
different
expertise,
dependent
on
what
the
specific
issue
the
city
needs.
So
you
know
if,
for
example,
of
the
city
has
you
know
earthquakes?
You
know
they'll
hire
some
of
the
best
systemic
engineers
to
to
look
at
it
and
work
with
the
resilience
officer
to
build
capacity.
B
D
Financial
grant
is
two
years,
so
it's
a
two-year
commitment
on
behalf
of
the
Rockefeller
Foundation,
but
really
that's
looking
just
to
kind
of
kick
start
this
initiative.
We
would
hope
that
and
they
hope,
as
part
of
the
grant,
that
this
is
something
that
gets
woven
through
city
government.
So
the
idea
that
resilience
is
not
a
one-time
effort
but
really
becomes
an
enduring
anna
lasting
part
of
how
we
conduct
business
at
the
city
of
Pittsburgh.
C
They're
going
to
work
under
inp,
so
they're
gonna
have
to
make
less
than
the
director
we
I
don't
have
a
salary,
that's
that's
in
place,
yet
they
would
be
hired
as
a
high
level.
Administrative
official,
our
salaries
are
lower
than
other
comparable
cities,
so
I
think
we'll
be
able
to
bring
them
on
board
for
a
pretty
decent
price
and
have
some
money
left
over
to
hire
consultants
and
others
to
help
them
to
do
their
job.
I
didn't.
D
B
I
think
your
question
is
really.
We
really
hope
that
resilience
can
be
institutionalized
into
the
city
and
institutionalizing
terms
of
the
thinking
in
terms
of
the
decision
making
process,
and
we
will
work
during
this
course
of
the
period
in
thinking
about
how
to
institutionalize
it
going
forward.
Normally,
your.
D
The
next
step
is,
it
will
execute
the
grant
agreement
with
the
Rockefeller
Foundation
and
then
in
early
2015
will
begin
working
with
the
foundation
to
create
a
scoping
and
an
agenda
which
will
allow
us
to
incorporate
the
team
that
we've
already
assembled
to
help
build
the
application.
So
the
people
that
have
been
around
the
table
will
continue
in
that
will
exponentially
grow
as
well.
All
right
thanks.
Everybody,
oh
good
great
thanks.