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From YouTube: Internal Operations Roundtable - 2/9/17
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A
Good
morning,
everybody
thanks
for
joining
us
today.
My
name
is
Lee
Haller
and
I'm.
The
director
of
innovation
performance
for
the
city
of
Pittsburgh
I
want
to
thank
all
of
you
for
taking
the
time
out
of
your
busy
schedules
to
be
here
this
morning,
my
nail,
obviously
with
the
weather,
it
was
a
little
extra
difficult
this
morning,
so
we
have
an
intrepid
group
like
for
making
it
out
today
we're
going
to
focus
on
a
roundtable
discussion
for
city
operations
as
part
of
our
roadmap
for
inclusive
innovation.
A
So
our
agenda
for
this
morning,
first
of
all,
I'm
going
to
take
a
few
minutes
and
give
you
some
history
on
the
road
map.
So
everybody
has
some
context
for
today's
discussion.
We're
going
to
have
some
brief
presentations
about
some
of
the
actions
that
are
specific
to
city
operations
that
have
been
undertaken
over
the
last
several
years.
So
you
can
get
an
idea
about
some
of
the
things
that
we've
been
working
on
then
we're
going
to
talk
in
our
small
groups
and
one
react
to
the
presentations
that
you
heard
see.
A
If
you
have
ideas
from
how
we
can
build
on
some
of
those
initiatives
and
if
you
have
ideas
for
new
initiatives
that
we
need
to
be
working
on
to
improve
city
operations-
and
we
do
have
an
interesting
mix
of
cross,
departmental
representatives
plus
some
representatives
from
outside
organizations
that
can
provide
a
different
perspective
for
us
and
then
finally,
we're
going
to
provide
just
some
briefs.
Reflections
on
the
individual
group
discussions
and
then
on
is
going
to
talk
a
little
bit
about
next
steps
and
where
we
get
from
here.
A
So
first
of
all,
just
so
everybody's
clear.
What
is
the
roadmap
for
inclusive
innovation?
Essentially,
this
is
a
strategic
plan
for
the
city.
When
mayor
Peduto
came
into
office
in
2014,
I
think
he
correctly
recognized
that
we
have
finite
resources
that
we
can
put
towards
new
initiative
and
we
needed
to
be
really
thoughtful
and
strategic
about
how
we
were
spending
our
time
and
our
money.
So
the
idea
behind
the
roadmap
is
to
provide
that
strategic
plan
that
can
guide
our
actions
in
2014.
A
Also,
external
government
partners,
private
sector
community
organizations,
the
university's,
etc
to
talk
through
what
should
be
on
our
strategic
plan
and
what
should
be
included
in
the
roadmap
for
inclusive
innovation
and
out
of
that
discussion,
we
came
up
with
six
different
focus
areas,
as
you
can
see
on
the
screen.
The
focus
areas
are
addressing
the
digital
divide,
providing
open
data
to
Pittsburgh,
advancing
the
clean
technology
sector,
empowering
City
to
citizen
engagement,
improving
the
city's
internal
operations
and
capacity
and
promoting
local
business
environment.
A
Each
of
those
focus
areas
has
specific
goals
that
are
outlined
in
the
plan,
and
then
each
of
those
goals
is
supported
by
specific,
measurable
action
items
that
we
want
to
accomplish.
Today's
discussion,
as
I
mentioned
before,
is
solely
focused
on
city
operations.
So
that's
going
to
be
our
focus
today.
A
One
of
the
things
that
we're
most
proud
of
with
our
work
with
the
roadmap
for
inclusive
innovation
is
the
amount
of
community
support
and
engagement
that
we've
been
able
to
foster.
As
part
of
this
process,
we
have
61
different
partner
organizations
that
are
working
with
the
city
to
make
this
plan
a
reality.
They
could
be
leading
one
of
these
specific
action
items
on
the
roadmap
or
they
could
be
sponsoring
an
activity
as
part
of
inclusive
innovation
week
that
Christine
mentioned
and
I
should
mention
that
our
second
inclusive
innovation
week
is
coming
up.
A
March
31st
through
April
seventh
this
year,
so
hopefully
you'll
have
an
opportunity
to
get
involved
with
that.
So
to
give
you
some
perspective
on
our
overall
roadmap
progress,
I
mentioned
that
we
have
specific
action
items
that
were
identified
in
the
plan.
There
were
a
hundred
and
two
specific
action
items
that
were
addressed
across
identified
across
the
six
different
focus
areas.
Currently,
we
are
either
complete
or
underway,
with
76
of
those
102
action
items
for
improving
city
operations.
Specifically,
there
were
24
action
items
that
were
identified.
A
B
Thankfully
hi
everybody
good
morning,
thank
you
so
much
for
coming
I'm
pretty
excited
about
this
meeting,
because
I'm
really
excited
about
all
the
people
that
are
in
this
room.
Lots
of
good
friends,
some
new
people
and
I
think
that
we
are
set
to
have
some
really
good
conversations.
So
I'm
just
curious
can
I
see
some
hands
about
who
was
in
the
first
round,
oven
of
inclusive
innovation
meetings.
B
B
That's
in
the
middle,
which
is
an
inclusive
innovation,
road
map
and
see
for
yourself
a
little
bit
more
about
how
the
activities
that
we
are
working
on
sort
of
fit
into
the
categories
that
were
developed
as
a
part
of
this
and
maybe
get
a
little
bit
of
a
sense
of
some
of
the
activities
that
are
taking
place
with
us
as
a
part
of
the
broader
framework
and
especially
with
our
external
partners.
So
I'm
just
introducing
two
of
the
folks
from
our
team
to
90
who
are
going
to
talk
a
little
bit
about
our
projects.
B
But
I
just
want
to
frame
this
by
saying
that
I
think
we've
come
a
long
way
in
the
last
18
months
with
these
things
and
we're
now
in
a
really
good
place,
I
think
to
engage
with
you
and
to
really
think
about
how
we
can
make
sure
that
these
programs
have
the
biggest
impact
going
forward
and
really
work
for
you,
where
you
are
where
your
teams
are
to
bring
us
all
forward.
So
with
that
sure.
C
C
I
just
begin
by
asking
the
question:
what,
if
all
this
could
be
automated
and
then
we
go
towards
analyzing?
Why
not?
If
we
already
have
some
of
these
resources
that
improve
this
process
and
also
say
some
of
the
times
that
we
investing
filling
out
the
physical
form
and
try
to
improve
that
and
have
more
resources
for
other
stuff?
That
is
my
process
improvement
activity.
That
would
be
a
benefit.
C
So
if
we
look
at
all
organizational
strategy
for
any
organization
for
the
city
of
Pittsburgh,
that
could
be
provide
the
best
type
of
resources
or
services
to
the
citizens,
we
can
divide
it
in
short-term
and
long-term
objectives
for
any
organization.
Cost
reduction
is
a
very
critical
part
of
what
we
do
and
while
also
maintaining
our
customer
service
levels
as
a
long-term
objective.
C
It
is
to
improve
our
productivity
at
the
same
time
maintaining
our
customer
service
levels,
and
this
can
be
achieved
by
constantly
using
process
improvement
as
a
knight
rating
process
and
making
it
into
a
company
culture.
When
we
say
a
lot
of
resources,
beat
time
or
cost
or
quality
and
have
those
resources
redeployed,
the
other
stuff,
that's
required
those
resources
that
we
do
not
actually
have
time
to
support
right
now,
so
we
can
use
some
of
the
tools
in
process
improvement
to
affect
these
changes.
What
is
the
most
popular
and
are
highly
view?
C
My
computer,
my
documents,
my
papers,
my
friends,
everything
in
such
a
weighted
with
least
movement
possible
I
can
access
every
one
of
those
in
an
instant
and
if
I
had
to
get
a
call
from
my
supervisor
asking
what
happened
to
this
particular
RFP
or
where
do
you
keep
this
particular
vendor
request
that
we
have
to
send
out
I
can
immediately
access
it
without
time
in
a
smallest
way,
we
are
saving
some
of
our
resources.
That
is
time
and
imagine
how
many
resources
we
could
say
that
this
could
be
implemented
to
a
citywide
project.
C
Another
thing
would
be
just
do
it,
I
had
a
lot
of
problems
with
in
my
father's
like
I,
said
I
know
some
things
I
can't
we
can
immediately
start
impacting
my
process.
That
is
a
just.
Do
it
project?
Why
don't
we
just
do
it
nike
and
process
mapping,
so
for
more
complex
processes,
we
can
divide
our
operation
into
a
different
steps
and
see
what
activities
are
adding
value
on
what
activities
are
not
adding
value
so
when
I
say
not
adding
value.
That
just
means
what
the
end
user
or
the
customer
cares
about.
C
So
now
we
move
to
what
the
city
has
been
doing
in
terms
of
process
improvement,
training,
we've
actually
conducted
to
process
improvement,
boot
camps
at
20,
15
and
16,
with
close
to
40
participants
and
identified
seven
different
projects
of
which
floor
were
completed.
You
in
2015
and
three
are
being
enacted
right
now
and
oh.
This
is
centrally
managed
by
the
in-house
process,
improvement
trainer.
C
D
D
So
a
lot
of
you
have
probably
seen
our
public-facing
web
site
that
we
launched
back
in
October,
showing
you
know,
police
incidents
and
all
of
other
things,
but
what
you
might
not
know
about
that
data
adapted
for
PA,
Gus,
you're
ever
curious
about
what's
going
on
in
your
neighborhood,
but
what
you
might
not
know
is
actually
how
it
started.
So
a
bird's-eye
view
has
very
humble
beginnings
with
the
Public
Safety
Department,
specifically
with
the
Pittsburgh
Bureau
of
police.
D
There
was
an
antiquated
system
that
the
the
Police
Bureau
was
using
called
mass
death
and
we,
you
know
it
had
not
been
working
for
them
correctly
for
a
number
of
years,
and
so
we
sought
to
replace
that
with
a
different
product,
and
the
goal
of
this
was
the
show
officers
you
know
they're
essentially,
they're
beat
where
they
worked.
You
know,
you're.
There
are
three
shifts
that
they
have
every
day
and
you
can't
know
everything.
That's
going
on
and
you
know
right
away,
so
it
allows
us
to
give
them
a
map
of
you
know.
D
Instance
of
crime.
911
calls
and
then
also
you
know
some
other
information
plus
such
as
31
request
the
police
handle
traffic
accidents
as
well
as
some
them
buildings.
Now
before
you
go
into
response
times,
you
might
want
to
know
if
that's
a
safe
structure,
and
so
this
is
what
it
looks
like
currently
today
for
the
police.
D
This
application
are
actually
putting
in
more
correct
addresses.
You
know,
I
376,
on-ramp
isn't
actually
a
location
that
you
know
any
mapping.
Software
can
recognize
so
we've
seen
that
that's
been
improving,
so
I'm
going
to
show
you
a
couple
of
screenshots
of
the
police
data
on
the
public
one.
So
what
they're
able
to
do
is
go
in.
D
You
know
click
on
and
into
actually
get
information
on
that
and
for
them
we
also
let
them
go
right
into
their
narrative
police
report
here,
where
there's
a
CTR
number
four
police
officers,
they
can
click
on
there
and
get
an
actual.
You
know
in-depth
description
of
the
incident
that
an
officer
saw
in
a
curtain,
so
they
can
get
no
more
information
than
just
the
general.
You
know
what
offense
happened
and
other
utr
hierarchy
and
actually
bird's
eye
view
is
involved
evolving
even
more
for
for
the
police.
D
So
we
have
a
joint
project
with
on
the
CMU
to
identify
hotspots
for
both
climb
and
violent
property,
so
but
the
Intel
unit,
you
know,
we've
been
working
with
CMU
for
them
to
do
predictive
analytics
on.
You
know
where
they
think
crime
hotspots
are
that
police
officers
need
to
go
to,
and
so
we're
working
with
zone
5
to
determine
these
areas
that
you
know
the
police
are
going
to.
D
You
know:
go
to
and
they'll
be
identified
on
the
map,
so
we'll
they'll
go
in
for
what's
called
a
park-and-ride,
go
in
get
on
the
ground
and
hopefully
you
know
prevent
crimes
before
they
happen.
Now
we
don't
have
minority
reports
with
type
of
technology,
but
we're
at
least
trying
to
make
sure
the
police
officers
in
areas
that
we
know
these
violent
and
property
crimes
are
occurring
and
the
Public
Safety
version
is
not
the
only
version
of
bird's
eye
view
that
exists.
D
So
there's
a
few
of
you
in
here
that
we've
actually
been
working
on
there's
a
finance
version
that
we're
working
on
with
with
Ed
Barca
and
we've
worked
with.
Both
the
city
council
has
their
own
version
of
the
map,
as
well
as
the
fire
department,
and
we're
working
on
one
with
pli
DPW
has
one
showing
the
31
request
in
their
locations
as
well,
and
hopefully
you
all
can
see
them
determine
from
this
picture
now,
which
which
one,
which
bird
is
yours
right.
D
So
here
I'm
just
going
to
show
a
quick
screen
cap
at
the
latest
version
of
the
finance
one
that
we're
working
on
this
one's
really
really
neat.
It's
very
different
from
the
other
version
of
bird's
eye
view,
actually
maps
out
the
locations
of
each
property
parcel
in
the
city
and
when
you
click
on
it,
you'll
get
information
as
well
as
we
pull
from
the
county
real
estate
website.
D
The
image
of
that
parcel
as
well,
which
is
pretty
pretty
neat
so
where,
as
you
can
see
down
here,
there's
a
nice
little
key
that'll
show
you
so
we're
showing
for
the
clients
they
can
easily
see.
You
know
which
properties
are
abated,
which
ones
do
the
URA
own,
which
ones
do
they
own,
as
well
as
who
is
delinquent
on
their
taxes.
So
we're
working
to
make
this.
You
know
even
more
useful
for
a
just
a
different
view,
besides
tables
and
spreadsheets
for
finance,
so
that
you
can
get
an
idea
of
the
health
of
a
community.
D
I
might
pick
downtown,
because
you
know
it's
pretty
so
again
dated
a
pittsburgh.
Pa
gov
is
where
you
can
see
that
public
version,
but
for
each
of
you
you
know
each
department
we're
working
to
make.
You
know
a
tailored
version
of
bird's
eye
view
that
you
know
helps
with
their
business
processes
and
how
they
can
do
things.
D
So
you
know
for
the
fire
department,
when
they're
big
things
is
having
the
amount
of
time
that
it
took
for
them
to
respond
to
a
call
so
they're
able
to
filter
and
look
you
know
when
did
it
take
us
more
than
eight
minutes
to
respond
to
something
that
sort
of
thing
so
for
each
department?
You
know
we've
customized
it
and
a
lot
of
those
things
have
made
their
way
to
the
public
space
conversion,
and
this
is
timing
to
this
whole
open
data
side.
So
the
public
version
of
bird's
eye
view.
D
It
pulls
all
this
information
from
the
western
Pennsylvania
region
that
regional
data
center,
which
has
been
a
big
you,
know,
focus
of
our
team
and
getting
information
out
there.
Because
it's
you
know
the
city
data
is
public
information.
People
should
have
quick
and
easy
access
to
it.
We've
been
going
out
to
community
meetings
these
past
few
weeks
and
it's
been.
D
You
know
very
interesting
to
hear
the
concerns
with
people,
and
you
know
we've
heard
that
you
know
people
are
using
bird's
eye
view
a
lot
in
their
community,
but
there's
also
more
information
that
they'd
like
to
get
from
everyone's
department
here
and
so
I'm
doing
a
little
plug
for
ourselves.
You
know
come
to
us
if
you
think
that
you
have
information
of
people
out
there
want
to
see
come
because
it's
going
to
be.
D
You
know
something
that
I
know
we're
also
working
with
Owen
beyond
getting
capital
projects
up
on
here
very
shortly
and
which
would
be
really
interesting
to
see
people
you
know
where
are
we
investing
in
their
community?
Not
just
you
know
what
they
hear
on
the
news.
I
think
one
of
the
biggest
problems
for
the
city
is
us
telling
our
story
to
the
citizens
and
I.
A
E
E
These
important
so
we're
going
to
start
talking
about
the
strategic
investment
maintenance
plan.
So
it's
two
parts.
The
first
part
is
the
facilities
optimization
plan,
which
is
kind
of
split
up
into
three
different
parts,
into
a
physical
conditions
assessment
we
hired
massero
corporation
to
go
in
and
look
at
all
of
our
roofs,
all
of
our
HVAC
systems,
all
the
foundations,
everything
in
all
of
our
buildings
and
grade
them
and
tells
us
what's
wrong
with
them.
E
We
know
that
all
of
our
buildings
are
in
bad
shape,
but
we
need
to
know
specifically
what
we
need
to
work
on
they're,
also
going
to
do
a
programmatic
assessment,
so
they're
going
to
look
at
all
of
our
buildings
of
what
we
do
with
them.
What
are
the
program
is
going
on
there
do
we
have
a
rec
center
or
Senior
Center
in
the
community
that
should
be
flip-flopped?
How
many
warehouses
do
we
have?
How
many
storage
facilities
are?
We
not
utilizing
those
so
well,
and
part
of
asset
management?
E
Isn't
just
maintaining
your
assets,
but
it's
utilizing
your
assets
to
fill.
Those
programmatic
needs
that
you
have
they're
also
going
to
do
a
marketability
and
disposition
analysis.
We
have
a
lot
of
buildings
that
we
don't
use
and
instead
of
just
keeping
those
active
that
we
don't
use,
we
can
we
can
get
rid
of
them.
We
can
take
them
off
of
our
portfolios,
one
less
thing
to
worry
about,
and
we
could
then
use
those
funding
that
we
get
from
the
disposition
of
a
facility
to
put
into
other
facilities
that
needed
so
phase.
E
Two
is
everything
out
all
of
our
sidewalk,
all
of
our
streets,
all
of
our
playground
over
ball
fields,
everything
so
the
first
thing
we
need
to
do
is
confirm
our
inventory.
We
talked
about
facilities
and
we
didn't
have
a
complete
list
of
them.
We
had
several
different
lists,
but
also
for
everything
else.
We
don't
have
with
walls.
We
don't
have
a
list
of
fences.
We
just
need
to
confirm
what
we
have
and
then
we're
going
to
complete
a
condition
assessment
of
everything
to
see
what's
wrong
with
it.
E
E
So
why
are
we
doing
this
anjuna
2015?
The
mayor,
put
out
an
executive
order,
saying
that
we
need
to
complete
the
street.
You
can
investment
in
maintenance
or
city
owned
facility,
so
we
started
with
facilities
and
then
all
of
our
other
assets
in
2014
act.
47
said
you
need
to
invest
in
your
facilities
and
assets
that
you
have
now.
It
doesn't
make
sense,
just
have
a
short-term
saving
and
let
things
crumble
and
fall
apart
and
then
have
to
invest
way
more
money
later
on
just
to
bring
them
back
up
to
be
usable.
E
So
you
need
to
it
doesn't
make
sense.
You
know
not
change
the
oil
in
your
car
regularly,
because
I
know
need
an
entirely
new
engine.
It's
much
cheaper
to
enjoy
a
loud,
so
just
to
use
that
as
an
example
of
everything
else,
we
should
be
patching
ribs.
We
should
be
maintaining
HVAC
systems
and
boilers
on
a
regular
basis
instead
of
waiting
until
they
fall
apart
and
then
spending
a
lot
more
money
to
fix
them.
E
So
this
is
the
direction
that
we
want.
A
head
in
on
the
left
is
where
we
were,
and
the
right
is
what
we
want
to
be
where
somewhere
in
the
middle
right
about
now.
I
won't
talk
about
all
these,
but
my
favorite
ones
are
the
multiple
versions
of
multiple
lists.
I
talked
about
facilities,
I
had
about
six
different
lists
of
facilities
that
had
different
information
on
all
of
them,
so
we
didn't
have
a
single
source
for
all
that
information
same
with
walls
and
bridges
and
steps.
E
We
don't
have
those
inventories
and
we
have
multiple
lists.
Even
within
departments,
they
would
have
multiple
lists
as
a
working
awesome.
We
need
one
place
that
everybody
in
the
whole
said
you
can
go
and
utilize
right
now.
We're
reactive,
then
wait
until
a
roots
start
leaking
for
falling
in,
rather
than
going
out
and
patching
them
before
that
stuff
happens,
we
wait
until
it
boil
them.
E
First,
until
we
replace
it
in
a
Senior
Center,
we
need
to
make
sure
we're
doing
regular
maintenance
on
those
things
and
planning
ahead,
so
that
we
know
we
need
to
replace
the
roof
at
the
Morningside
Senior
Center
in
10
years.
So
we
have
that
in
the
budget
10
years
from
now
that
money
is
already
set
aside
for
we're
not
scrambling
to
find
it
and.
E
We
have
too
many
facilities
and
assets
that
are
important,
critical
condition
and
the
portfolio
constructors,
the
city,
with
significantly
more
population,
so
our
city
was
built
for
over
six
hundred
thousand
people
at
is
peace.
We've
almost
half
that
now
we
don't
need
as
many
wrecks
senior
centers
swimming
pools,
storage
facilities,
because
we
don't
have
the
people.
We
don't
have
the
tax
base
to
pay
to
upkeep
of
the
things
we
need
to
right-size
our
portfolio
and
we
need
to
improve
the
conditions
and
the
facilities
that
people
work
in.
F
Alright,
so
that's
where
we
were
so
how
do
we
get
to
where
we
want
to
be?
Well,
that
would
be
Carta.
Graphs
would
be
one
of
those
tools
that
help
us
get
there.
This
is
kind
of
a
snapshot
here
of
what
we
can
do
in
car
DeGraff.
So
these
are
a
bunch
of
assets,
mapped
on
our
software,
so
I'm,
showing
here
some
of
our
more
high-ticket
items
like
parks,
playgrounds
facilities,
bridges,
signalized
intersections,
so
on
so
forth.
So
they're
all
mapped
right
here.
F
This
is
an
asset
overview
of
what
we
currently
have
inventoried
with
in-car
graphs.
Each
of
these
are
different
levels
of
maturity,
of
how
we're
using
them.
So
some
are
a
complete
inventory
with
inspections
and
work
orders
being
assigned
to
them,
but
others
were
still
working
on
the
inventories,
inspections
and
so
and
so
forth,
and
this
is
actually
just
a
snapshot
of
how
many
assets
the
city
you
maintained.
So
DPW
is
responsible
for
the
physically
owned
assets
in
the
city.
On
top
of
all
these
things
that
you
see
here,
we
also
have
sidewalks.
F
This
example
that
you
see
in
front
of
you
here
is
a
set
of
steps
in
one
of
our
neighborhoods
and
we've
deployed
iPads
to
our
field
users,
so
our
construction
crews
to
go
and
repair
these
steps
are
actually
assigning
work
directly
to
that
set
of
steps.
This
applies
to
all
the
assets
that
we
have
put
in
here,
so
this
is
similar
to
our
buildings.
This
is
similar
to
our
parks,
playgrounds,
so
on
so
forth.
At
that
level,
they're
saying
who
worked
on
it?
What
equipment
was
used
on
it?
F
What
material
was
used
on
it
and
that
all
rolls
up
to
the
asset
record?
As
a
result,
we
can
quickly
run
reports
on
things,
so
we
can
say,
for
instance,
this
is
how
much
we've
spent
in
a
council
district
on
just
steps,
or
this
is
how
much
we
spent
on
facility
improvements,
which
allows
a
lot
more
reporting
than
we
were
ever
able
to
do
in
the
past.
In
addition,
this
is
kind
of
the
inspection
side
that
we
were
alluding
to.
This
is
a
pretty
simple
example
of
our
pavement.
F
We
actually
contracted
with
car
graph
to
do
an
inspection
of
every
pavement
segment
in
the
city,
which
is
about
17,000
individual
segments.
Here
we
have
two
different
condition
categories.
We
can
wait
the
condition
category
differently
so
other
one,
so
some
can
have
more
value
than
others,
and
then
that
would
calculate
a
score
for
that
segment.
This
information
can
then
be
used
to
determine
how
we
should
invest
so
before
we
had
our
crews
going
out
and
specting
and
entering
that
into
an
older
pavement
management
system.
F
But
now
we
can
actually
use
this
map
it
and
do
exercises
to
build
scenarios
to
show
how
should
we
invest
our
money
to
get
the
biggest
bang
for
our
buck
and
this
can
be
applied
to
all
assets.
So
we're
also
applying
this
to
our
facilities.
There's
a
lot
more
condition
raised
for
our
facilities,
which
is
why
they'd
use
that
as
an
example,
but
we've
contracted
with
another
outside
company
massero
to
do
in
a
to
do
this
value
of
our
facilities
and
enter
that
into
carta
graph.
E
Ok,
so
we
want
to
utilize
Carter
graphs
to
make
data-driven
decisions.
We
don't
want
to
just
have
people
saying
there's
a
Senior
Center
in
my
neighborhood
that
needs
some
loving.
There
are
streets
in
Viscount,
the
districts
that
haven't
been
touched
in
years
and
really
touched.
If
we
gather
all
that
information
and
cartographic
and
then
make
data-driven
decisions,
we
can
see
the
conditions
of
it
and
we
can
see
how
much
they
we
utilize,
those
with
our
programmatic
segments,
and
we
can
then
feed
that
information
to
budget
to
prioritize
what
we
need
to
do.
E
We
can
also
take
the
trends
of
how
much
money
to
be
put
in
sidewalks.
How
much
money
did
we
put
into
playgrounds
and
then
build
out
long-term
plans
for
that
I,
seeing
this
is
how
much
we
need
to
spend
to
maintain
these
things
every
year.
So
we
want
to
use
kar
de
Graaff
to
help
us
make
data-driven
too
soon.
F
So
what
are
the
next
steps
to
getting
there?
One
is
to
continue
to
validate
our
inventory
so,
as
I
mentioned
different
assets
and
there
are
different
levels
of
usage,
we
have
a
lot
of
work
to
do.
Peter
mentioned
that
we
have
numerous
list.
Well,
we
have
communiversity,
and
sometimes
even
when
you
combine
those
lists,
that's
still
not
everything.
So
there's
a
lot
of
work
to
do
to
validate
what
assets
are
actually
out
there.
In
addition
to
giving
our
operations,
crews,
the
ipods
that
helps
create
a
feedback
loop.
F
F
Lastly,
we'd
like
to
expand
other
departments,
so
clearly
we're
working
with
OMB
and
BBW,
but
we
would
also
like
to
work
with
city
planning,
which
we
have
some
uncertain
projects
or
inp.
So
we
are
working
with
Jeffrey
to
put
the
capital
projects
in,
but
we
see
some
benefit
to
perhaps
expanding
more
within
those
apartments
or
even
to
other
departments,
and
that's
pretty
much.
What
we're
here
to
discuss
with
you
all
today.
Thank.
A
A
Ok,
so
next
up
we're
going
to
talk
in
small
groups
as
part
of
our
breakout
sessions,
but
to
set
the
context
for
those
discussions.
I
just
wanted
to
reiterate
why
we
brought
you
all
together
here
one.
We
wanted
to
share
some
updates
on
key
projects
that
we
were
working
on
as
part
of
the
city
operations
area
of
the
roadmap.
So
you
heard
from
some
of
those
folks
today
in
our
small
groups,
discussion
I'm,
hoping
that
you
can
provide
ideas
about
how
some
of
those
specific
projects
can
be
expanded
and
maybe
built
upon.
A
You
can
highlight
things
that
are
ongoing
in
your
departments,
maybe
things
that
you've
started,
that
weren't
on
the
original
roadmap,
or
maybe
new
ideas
that
you
have
about
ways
that
we
can
use
open
data.
We
can
use
technology
to
improve
city
operations
and
for
those
of
you
who
aren't
city
employees
and
our
part
of
a
partner
organization
that
might
work
with
the
city.
We
really
want
your
perspectives
in
working
with
the
city
on
ways
that
we
can
make
it
easier
and
more
collaborative
working
with
you
on
a
number
of
different
projects.