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From YouTube: Pittsburgh City Council Budget Hearing - 12/2/19
Description
Department of Innovation & Performance, Urban Redevelopment Authority
A
B
C
You
Councilwoman
bill
Urbanek,
City,
Council
budget
director
and
happy
Monday
everybody,
the
Department
of
innovation
in
performance.
Their
mission
is
to
elevate
the
work
of
the
city.
Government
InP
has
six
priority
focus
areas
in
2020
to
accomplish
this
mission.
Implement
a
technology
refresh
program,
invest
in
the
InP
team,
invest
in
the
city's
technical
infrastructure,
establish
a
software
applications,
roadmap
and
strategy,
follow
best
practices
and
IT
Service
Management,
invest
in
cybersecurity.
C
The
budget
highlights
for
2000
in
the
2020
proposal.
The
total
budget
for
Department
of
innovation
performance
would
be
17
million
$687,000,
that's
an
increase
of
two
million
five
hundred
and
ninety
two
thousand
dollars
or
17.2%
total
full-time
positions
are
78
in
the
proposed
budget.
That's
an
increase
of
6
from
2019
of
the
72
full-time
positions
in
last
year's
budget
30.
Seven
of
them
have
changed
new
titles,
new
rates
and
grades
and
new
responsibilities.
C
In
addition
to
the
massive
overhaul
of
existing
employees,
the
GIS
division
and
the
for
GIS
employees
were
transferred
from
City
Planning
to
I
and
P,
like
the
positions
of
the
departments.
20
non-salary,
subclasses,
18
of
them
have
changed
in
some
way
highlights
include
machinery
and
equipment
decreased
by
one
point:
six
million
dollars
due
to
completion
of
a
one-time
purchases.
From
last
year,
telephones
increased
by
1.2
million
dollars
due
to
the
FCC
ruling
regarding
when
connectivity,
computer
maintenance
increased
by
1.2
million
dollars.
In
addition
to
normal
yearly
increases
to
expenses.
C
Innovation
and
performance
also
has
some
revenue
line
items.
The
big
revenue
line
item
is
the
cable
bureau
revenue
five
million
dollars
through
every
year
of
the
five-year
plan.
That's
a
five
percent
decrease
and
to
remind
the
public
and-
and
our
members
as
well
to
there
will
be
negotiations
this
year
on
a
new
franchise
agreement.
C
Innovation
and
performance
also
has
some
capital
product,
has
a
capital
project,
a
big
one
and
that's
the
information
systems.
Modernization,
line-item,
1.5
million
dollars
in
each
year
of
2020
and
2021
in
the
five-year
plan,
Department
of
innovation
and
performance,
has
to
trust
funds
related
to
cable,
the
Comcast
trust
fund.
Current
balance
is
$100,000
and
the
Verizon
trust
fund.
With
the
current
balance
of
two
hundred
and
twenty
thousand
dollars.
B
D
So
we'll
share
with
you.
The
plans
for
2020
and
I
said
that
we
are
proposing
that
we
spend
the
money
that
we're
requesting
from
you
so
we'll
be
covering
they,
where
we
are
the
current
state.
What
are
the
things
that
we
need
to
improve
for
the
department
on
the
city
to
be
successful?
How
is
it
that
we're
going
to
get
to
these
improvements,
including
some
other
objectives
that
are
important
as
well,
we'll
share
with
the
UN
analysis
around
what
exactly
is
changing
in
our
budget?
D
D
In
the
past
few
years,
we've
seen
a
three-fold
increase
in
the
number
of
devices
in
our
network.
Again,
this
includes
tablets,
smartphones
devices
that
people
are
bringing
in
on
their
own,
their
own
laptops,
their
own
smartphones
that
they're
bringing
onto
our
network.
At
the
same
time,
the
average
age
for
computers
in
the
city
is
six
years,
and
some
of
the
computers
are
over
12
years
old.
It
is
industry
best
practice
from
a
security
standpoint
and
from
a
total
cost
of
ownership
to
limit
the
age
of
the
devices
to
about
four
years.
D
Overall,
we
spend
about
$4,000
per
employee
per
year
when
we
compared
this
to
a
benchmark
of
other
local
governments
about
our
size
between
five
hundred
thousand
five
hundred
million
dollars
in
revenue
and
1
billion
dollars
in
revenue.
Our
peers
are
spending
about
eight
thousand
dollars
per
employee
per
year,
they're
spending
about
half
of
the
the
money
in
technology
compared
to
our
peers.
D
What
we
need
to
improve
in
order
for
the
department
to
fulfill
its
mission,
to
ensure
that
we
have
a
strong,
reliable
and
fiscally
responsible
environment.
We
need
to
support
over
a
hundred
locations
that
are
distributed
across
the
entire
city.
We
support
about
2,000,
pcs
and
then
several
hundred
smart
devices,
and
we
have
over
20
major
software
applications.
These
are
critical
pieces
of
software
that
help
the
city
run
its
operations,
including
the
records
management
system
in
the
police
department
at
Drexel
criminal
activity,
the
revenue
management
system
for
finance,
the
ERP
that
manages
all
finance
and
procurement.
D
Again,
even
though
the
focus
of
our
projects
for
the
most
part
focus
on
the
technology
side,
it
is
also
important
to
remember
that
we
are
also
responsible
for
the
operation
of
the
Pittsburgh
City
channel.
We
are
the
main
entity
in
charge
of
the
cable
franchise
agreement,
the
print
shop,
the
web
site,
all
the
telephones,
3-1-1,
the
performance,
improvement
program,
innovation
programs
such
as
PGH
lab
and
inclusive
inhibition.
Let's
dig
deeper,
we'll
dig
a
little
bit
deeper
in
a
little
bit
about
the
six
core
areas
of
investment,
just
some
others
to
highlight
again.
D
Cyber
security
will
share
to
you
how
I
said
planning
on
reducing
the
exposure
to
financial
risk
and
exposure
to
operational
risk.
Just
the
reminder
that
in
Baltimore
recently,
the
city
had
to
spend
over
18
million
dollars
recovering
from
a
ransomware
attack
and
it
severely
hampered
their
up
like
their
operations
for
months
data
services,
again
investing
in
GIS
investing
and
data
infrastructure,
investing
in
governance,
investing
in
the
tools
that
allow
us
to
do
a
better
job
of
managing
privacy
and
analytics
within
the
city.
We
have
some
things
really
important.
I
know
it's
very
important
to
bill.
D
The
franchise
agreement
renegotiation-
this
is
the
agreement
that
enables
Comcast
and
Verizon
and
any
other
group
that
might
want
to
provide
cable
services
within
the
city,
and
it
governs
the
terms
of
that
permit
to
operate
performance
management.
All
of
the
work
that
we're
doing
to
try
to
keep
the
city
focused
to
make
sure
that
we're
being
transparent
that
we're
being
efficient
with
the
resources
that
were
given.
D
So
this
is
might
seem
a
little
bit
tricky
graph,
but
let
me
walk
through
this,
so
this
is
what
is
changing
between
2019
and
2020,
so
we
started
with
our
previous
budget,
which
is
about
15
million
dollars.
The
second
chart,
the
second
bar,
which
is
labeled.
This
increase
is
all
of
the
things
that
have
increasing
costs,
but
that
we're
already
paying
for
so.
These
are
all
the
things
that,
due
to
inflation
or
due
to
our
contracts,
we're
already
scheduled
to
be
more
expensive
this
year
without
us
doing
anything
early.
D
The
next
bar
that
says
new
is
all
the
new
expenditures
that
did
not
exist
in
2019.
This
includes
the
investment
in
the
network
pieces
of
dis,
highlighted
in
the
budget
brief,
the
two
million
dollars.
It's
all
of
the
things
that
were
requesting
you
to
fund
the
savings
bar
are
all
of
the
things
that
we
were
spending
in
2019
that
we're
no
long
going
to
spending
2020,
because
we've
decided
to
move
those
funds
precisely
to
fund
for
the
most
part
than
you
think.
So.
D
Overall,
the
main
messages
we've
are
working
really
hard
to
be
fiscally
responsible
to
make
sure
that
all
of
the
new
things
are,
for
the
most
part
offset
by
stopping
to
do
things
that
we
were
doing
in
the
past
and
then
there's
a
small
graph
that
shows
the
transfer
of
money
and
on
the
right.
You
have
a
graph,
a
table
that
just
shows
per
program.
What
is
the
net
increase
between
last
year
and
this
year.
D
Again,
as
we
were
talking
about
earlier,
iymp
is
really
just
a
broker
of
services,
so
we're
a
pass-through
for
the
firefighters
that
have
their
email
address
and
the
Public
Works
employees
that
have
their
computers.
We
pay
for
those
computers
and
those
email
licenses
for
that
set
for
that
software,
not
all
of
it,
but
but
most
of
it
and
just
to
show
we
iymp
only
accounts
for
about
10%
of
the
resources
that
we're
requesting
90%
of
the
resources
get
spent
by
other
departments,
including
council,
including
the
mayor's
office.
D
D
D
D
Let
me
just
explain
a
little
bit
the
new
structure,
so
we
are
proposing
creating
a
new
division
of
cyber
security.
This
is
typical
for
an
organization
our
size
and
having
a
dedicated
person,
that's
responsible
for
cyber
security,
full-time,
an
assistant
director
that
will
also
be
our
chief
information
security
officer.
D
We
are
creating
we've
restructured
to
have
an
infrastructure
division
that
is
responsible
for
the
network
and
for
the
servers
for
the
hosting
of
the
applications
and
a
service
desk
that
is
moving
away
from
a
help
desk
instead
having
case
management,
mentality
of
making
sure
that
we're
tracking
the
service
levels
of
all
of
the
services
that
we're
providing
and
ensuring
that,
when
someone
submits
a
ticket
that
the
ticket
goes
to
all
the
way
to
completion
and
we'll
talk
a
little
bit
more
about
service
management.
But
the
services
plays
a
key
role
there.
D
That's
tracking
the
contracts
that
is
constantly
looking
at
better
architectures
and
better
arrangements.
With
our
vendors
so
we'll
have
an
applications
team,
including
the
GIS
team,
a
Data,
Services
team
and
enterprise
applications
will
talk
a
little
bit
more
about
that
to
communications,
really
important.
D
D
It's
a
technology
refresh
and
we've
discussed
this
with
Council,
so
I'll
just
talk
briefly,
but
basically
we
want
to
make
sure
that
computers
are
never
too
old.
So
we'll
be
refreshing,
our
computers
every
four
years
and
we'll
be
doing
this
by
refreshing
about
one
fourth
of
our
computers
every
year
and
we've
developed
a
methodology
to
make
sure
that
we
have
the
right
computers
so
doing
an
assessment
of
what
are
the
needs
of
how
people
are
doing
their
work,
identifying
the
technology
and
then
deploying
in
and
ensuring
the
the
proper
operation
of
the
devices.
D
D
Everything
in
the
city
that
has
technology
touches
the
network,
whether
it's
in
the
cloud
or
on-premise
anytime,
that
a
device
connects
with
in
a
city
facility
and
goes
to
the
internet
or
talks
to
each
other.
It
goes
through
our
network
and
we
are
in
need
of
investing
in
really
strong
infrastructure
there.
So
we've
made
a
request
for
capital
budget,
given
the
what
we've
received
we'll
be
able
to
invest
next
year,
especially
building
the
core
components
of
the
network
and
investing
in
some
of
the
larger
network
facilities.
D
I'll
probably
do
about
three
or
four
large
facilities,
and
then
the
second
year
will
be
a
to
handle
some
other
facilities,
bringing
us
to
about
half
of
the
115
facilities
that
we
have
here:
I'm,
bringing
Wi-Fi
to
all
these
facilities
and
getting
them
ready
to
use
a
voice
over
IP
and
some
other
technologies
that
are
commonplace
in
most
organizations.
Now,
there's
the
need
for
this
next
generation
Network-
and
this
covers
the
this
item
around
the
FCC
ruling.
D
So
an
anticipation
for
that
regulatory
change
where,
since
we're
no
longer
going
to
get
this
benefit
for
free
we've
decided
to
budget
that
amount
upfront
thinking
that
we
can
get
a
better
deal
than
just
go
with
the
status
quo,
which
is
going
with
the
communications
providers.
So
we
budgeted
about
we've
budgeted
1.5
million
dollars
for
next
year.
It
might
be
about
two
million
dollars
overall
every
year,
but
what
we
think
we
can
do
is
create
a
network.
That's
far
more
resilient,
far
more
network.
D
That's
not
failing
regularly
a
network
that
is
able
to
support
growth
as
we
start
adding
body
cameras
as
we
start,
adding
public
safety
cameras
rec
to
tech.
All
of
these
things
that
increasingly
require
bandwidth
want
to
make
sure
that
the
network's,
never
the
linchpin,
that
is
preventing
progress
of
the
city
and
again,
as
you
can
see,
the
map
of
all
the
facilities
that
are
located
throughout
the
entire
geography
of
the
city.
D
D
This
is
perhaps
the
biggest
key
recommendation
from
the
Deloitte
report.
That
was
prepared
in
2016
in
2019,
we
trained
a
hundred
percent
of
this
staff
and
we
got
them
certified
in
ITIL
foundations.
This
was
a
forty
five
thousand
dollar
investment
this
past
year
and
we
also
invited
people
from
other
departments.
This
is
fundamental:
IT
service
management
and
service
management
methodology,
and
then
we're
also
requesting
some
funds
to
be
able
to
implement
a
tool
that
allows
us
to
do
a
better
job
of
again
asset
management,
tracking.
D
Software
roadmap-
I
won't
read
it
point
by
point,
but
we
are
very
rapidly.
The
city
as
a
whole.
Replacing
and
modernizing
a
lot
of
the
core
systems
of
the
cities
is
to
conduct
its
business
all
permitting
and
licensing
all
of
HR.
All
they
there's
plans
to
modernize
the
police
records
management
system.
Again.
This
is
the
investment
I
going
into
the
records
management
system
that
the
county
has
allowing
us
to
discontinue
in
the
next
couple
of
years.
D
There's
were
critically
involved
in
the
revenue
management
plan
again
another
one
of
the
main
components
of
the
b3
contract
is
the
revenue
management
system
that
brings
the
tracks
all
of
the
revenue
that
comes
to
the
city
through
the
Department
of
Finance.
That's
getting
implemented
and
the
intended
go
life
is
2021,
so
we're
involved
in
probably
the
largest
fastest
modernization
effort
that
the
city
has
seen
when
it
comes
to
software,
and
that's
why
we
also
need
the
software
applications
team.
D
There's
some
big
plant
projects-
GIS
I,
know
that
Councilwoman
grosses
yeah,
so
we're
asking
for
the
funds
to
be
able
to
ensure
an
enterprise
license
agreement
to
make
sure
that
the
people
in
the
city
have
the
right
license
to
be
able
to
do
to
run
the
software
and
we're
going
to
invest
three
hundred
thousand
dollars
improving
the
quality
of
the
data,
so
that
we
can
do
the
analysis.
Do
a
better
job
of
interfacing
with
the
county
to
get
the
information
around
who's.
D
Who
owns
what
property
and
track
all
the
parcels
and
the
central
line,
and
all
these
document
management
we
were
investing
one
hundred
and
fifty
thousand
dollars.
This
is
not.
This
is
just
the
tip
of
the
iceberg,
but
it's
the
initial
investment
in
creating
an
enterprise
document
management
system
that
encompasses
the
needs
of
the
city.
We
know
that
the
clerk
and
the
archivists
are,
as
part
of
their
strategic
plan,
have
laid
out
the
idea
of
digitizing
all
city
records.
D
D
Long
story
short:
this
is
the
same
cybersecurity
framework
that
the
federal
all
federal
agencies
are
mandated
to
use
and
about
50%
of
all
the
fortune.
500
companies
use.
This
is
the
best-in-class
we're
partnering.
This
part
of
the
idea
of
having
a
dedicated
cyber
security
team
is
to
have
people
that
are
managing
the
product.
That
program
we've
been
partnering
with
homeland
security
and
with
the
multi-state
information
security
exchange
to
get
assessments
and
vulnerability,
detection
for
free
and
we're
requesting
some
money
for
cyber
security
monitoring.
Again.
D
B
You
director
I
really
appreciate
that
very
detailed
presentation
and
walkthrough
of
all
the
different
requests,
because
I
know
there
are
some
significant
requests
for
the
2020
budget,
like
the
record
to
reflect
that
we've
been
joined
by
Councilwoman
Deb
gross
and
before
I
offer
comments
and
some
questions
that
I
have
I'd
like
to
turn
it
over
to
my
colleagues
to
see.
If
they
have
any
questions,
do
we
want
to
start
at
the
end
of
the
table
and
work
our
way
down
this
way,
Councilwoman
I
was.
E
You've
heard
me
say
this
before
when
you've
been
at
the
table
for
various
packages,
so
it's
been
department
by
department
by
department
and
it
has
looked
a
little
helter
skelter,
and
so
it's
I
think
reassuring
to
me
that
you
are
going
to
be
resourcing
and
staffing
that
monitoring
and
assessing
in
a
kind
of
like
constant
check-in
way.
I
think
that
is
exactly
what's
needed.
Are
we
paying
for
too
many
bells
and
whistles
in
law
department?
Are
we
paying
for
too
many
bells
and
whistles
in
planning
I
mean
what?
E
Where
are
the
needs
and
are
they
matched
to
what
packages
we've
contracted
for
I
have
some?
There
are
some
new
topics
that
I'm
interested
in.
It's
not
I
know
a
lot
of
members
kind
of
lived
through
cable
franchise
agreements
before
and
I
have
not
and
don't
know
as
much
about
it
as
other
members,
but
you
mentioned
that
it
has
changed
specifically
around
I
didn't
catch
the
acronym
but
I
assume
it's
that
there
was
a
mandate
from
the
FCC
for
free
government,
internet
connections
and
that's
gone.
E
You
called
it
a
Iook,
something
X
something
so
that
just
opens
an
opportunity.
I
think
I
cut
you
saying
and
that
we
have
to.
We
have
options
now
right.
So
it's
we're
not
getting
for
free
we're,
not
committed
to
doing
that
and
450
facilities,
which
range
from
recreation
centers
to
fire
houses
to
warehouses.
Right
I
mean
where
the
snowplows
are
parked,
and
so
the
DPW
facility
is
all
around
the
city.
How
are
we
going
to
get
them
connected?
E
Is
the
question
to
the
opportunity
and
the
question
right
here
so
I'm
interested
in
that,
because
one
of
the
things
that
I
have
some
constituents
who
have
questions
raised
some
good
questions
to
me
that
I
didn't
have
good
answers
for
I.
Don't
think
we
have
good
answers
as
a
city
is,
do
we
have
an
opportunity
for
municipal
broadband
in
Pittsburgh?
That's
a
very
big,
crazy
question
right
out
of
the
box
question
director
of
bannocks
already
shaking
his
head.
Forget
about
you
know
not
a
thing.
E
So
if
you
have
it's
literally
empty
PVC
pipe
as
my
understanding
right
that
you
would
have
under
sidewalk.
So,
if
we're
thinking
out
of
the
box
about
how
we're
going
to
connect
to
point
A
to
point
B
to
for
a
hundred
and
fifty
points,
are
there
places
where
there
is
already
conduit,
I
didn't
think
there
was
any.
But
then
I
was
told
by
the
the
Duquesne
University
that
there
is
some
conduit
near
their
campus.
Do
you
know
where
all
that
conduit
may
be
yeah.
D
D
And
everywhere
also
for
the
legacy
traffic
lights,
so
yeah
processes,
you're
saying
we
want
to
be
ahead
and
be
proactive
and
plan,
and
now,
with
the
resources
that
we're
requesting,
we
have
the
possibility
of
thinking
creatively
and
working
with
the
council
to
think
about
the
best
way
of
getting
this
done.
I'm.
E
E
We're
not
really
using
it
graphically
right,
yeah,
so
I
am
I.
Really
am
glad.
I
came
in
on
this
part
of
the
discussion
to
hear
at
least
those
parts.
I'm.
Sorry
I
missed
the
other
parts
of
your
discussion,
because
I'm
very
interested
in
both
of
those
topics,
so
I
would
love
to
hear
more
about
those
and
they
don't
seem
like
exorbitant
price
points
at
all,
see
I
guess
was
like
two
hundred
thousand
dollars
or
something
like
that.
E
So
to
add
the
capacity
where
we
could
actually
really
be
analyzing
to
make
smarter
decisions
is
a
very
worthy
investment,
and
so
I
would
love
to
hear
more
about
that,
because
it
doesn't
have
to
be
every
place
in
order
to
have
the
option
to
say,
like
you
know
what
this
is
our
backbone
and
so
we're
gonna
have
backbone
to
these
types
of
places.
Can
you
indulge
me
like
one
more
minute
on
that
topic?
How
does
that
overlay
with
the
mayor,
smart,
spines,
thingy,
because.
A
E
D
Going
to
do
the
deer,
that's
a
great
question
and
that's
exactly
how
we're
looking
at
this.
How
is
it
that
we
overlay
the
smart
spines
project?
They
smart
streets
lights
project
they
need
for
the
connectivity
for
all
of
our
facilities,
so
precisely
the
stage
at
which
were
at
now
and
is
precisely
planning
on
figuring
out
how
so
that
we
leverage
the
different
projects
to
try
to
build
them
together,
because
the
smart
spines
project
contemplates
investment
in
technology
infrastructure
around
most
of
the
main
corridors
in
the
city
that
encompasses
all
council
districts
all
around
the
city.
D
So
it
provides
a
great
opportunity
to
think
about
if
you
wanted
to
invest
in
the
conduit
and
invest
in
the
network.
So
definitely
that's
that's
one
of
the
ways
that
we're
looking
at
and
also
thinking
about
it
from
an
equity
standpoint
too.
So
thinking
about
how
I
said
that
we
bring
connectivity
or
what
facilities
or
what
services
can
we
bring
to.
E
D
Have
some
access
to
especially
and
there's
some
open
datasets
that
the
cable
providers
share
and
again
this
is
also
we're
also
coordinating
with
the
rollout
of
5g
and
the
small
cells.
So
we
have
some
maps
around
the
places
where
we
know
that
there's
gaps
in
coverage
and
so
we're
we're
trying
to
do
the
math
and
precisely
as
you're
saying
using
GIS
to
make
all
these
things
add
together.
Having
a
better
GIS
environment
would
help
tremendously
in
doing
that
more
easily,
but
and.
D
E
D
Working
closely
with
domi
and
with
the
other
departments
and
coordinating
the
projects
and
they've
been
where
we're
working
all
together
and
figuring
out
what
is
the
best
way
of
bringing
all
of
the
pieces
together
to
make
it
the
most
cost
efficient,
I'm
kind
of
achieving
the
equity
mission
and
I'm
not
of
the
things
to
get
there.
So
definitely
we're
we're
keeping
an
eye
on
the
ball
and
making
sure
that
all
the
moving
pieces
go
to
the
same.
I
won't.
E
E
We
feel
neglected.
Maybe
everyone
is
also
equally
neglected,
but
we
definitely
have
had
our
share
of
pain
and
misery
on
getting
our.
You
know
any
site
kind
of
software
to
function
so
appreciate
your
there
have
been
improvements
already
I
mean
I
will
joke
that.
There's
been
other
budget
ears
where
I
was
like
when
I've
been
asking
for
computer
upgrades
for
five
years,
I
kept
getting
the
same
computer
like
I,
sent
them
away.
E
I
could
go
to
Best,
Buy
myself
and
buy
a
better
computer
for
cheaper,
so
I
sent
it
away
and
you've
got
me
a
much
computer
that
doesn't
crash
when
I
tried
to
even
do
simple
analyses
in
Excel,
because
every
other
computer
I
had
until
last
year,
crashed
I,
mean
I
would
just
try
to
use
Excel
at
all,
which
you
know
I've
been
doing
for
30
years.
So
thank
you.
Having
at
least
I
have
a
functional
computer
Thank.
B
G
A
D
But
again,
there's
a
number
of
opportunities
where
we
can
thinking
about
our
recreation,
centers
and
thinking
about
some
of
the
other
assets
that
we
have,
that
we
can
use
to
alleviate
the
digital
divide
and
some
of
the
issues
that
exist.
But
it
is
the
state
law
that
prevents
us
from
being
able
to
operate
it
and
the
financial
burden
of
setting
up
a
thank.
F
D
That's
another
great
question
and
that's
exactly
Dane
ten
birthday
of
the
recta
tech
initiative.
So
the
idea
would
be
that
we
would
be
providing
very
high
speed,
very
high
quality
access
to
devices
to
if
the
students
don't
have
devices
or
for
that
matter,
any
resident
that
it
doesn't
have
a
device
if
they're
going
to
a
recreation
center
that
they
can
borrow
what
device
and
a
place
that
is
safe.
D
We've
done
in
the
past
some
analysis
with
universities
around
what
are
some
of
these
gaps
and
part
of
the
challenges
you
end
up
having
students
that
have
to
do
homework
and
McDonald's
or
in
places
where
they're
not
safe,
so
inviting
the
students
to
the
recreation
centers
in
some
of
these
spaces
that
were
designing
and
the
other
pieces
as
part
of
the
technology
refresh
program
were
also
thinking
after
four
years.
These
devices,
we
definitely
don't
want
to
keep
them
under
network,
and
we
don't
want
to
maintain
them,
but
we're
thinking
about.
D
F
E
F
F
There's
only
digital
eyes,
and
so
you
have
kids
who
are
failing
simply
because
they
don't
have
access
to
Internet
so
to
the
extent
that
we
can
one
give
the
whole
computers,
as
you
mentioned,
fully
support
that
and/or
the
wreck
detect
which
I'm
fully
supportive
of
and
I
thank
the
mayor
for
that
initiative.
Just
for
counsels,
clarity,
we're
looking
to
do
rec
to
tech
at
Jefferson
rec
center,
which
is
the
only
rec
center
on
Northside,
and
we're
also
going
to
be
looking
to
do
it
at
Amiens
rec
center
in
the
Hill
District
as
well.
F
D
So
we
can
build
the
network
that
supports
around
needs
as
a
Enterprise,
including
the
recreation
centers,
and
that
stuff
we
would
not
be
able
to
resell
our
connectivity
to
business
or
in
retail
to
individuals.
However,
we
are
planning
on
working
together
with
the
authorities
and
with
the
schools,
because
the
the
same
needs
and
the
same
challenges
that
we
have
we
all
have
PWSA
needs
to
connect
a
lot
of
facilities.
D
D
That's
for
a
bond,
that's
a
question
for
a
lot,
but
there's
the
possibility
of
doing
free
Wi-Fi
in
the
right-of-way
again,
if
we're
not
giving
it
specifically
to
people.
That's
some
of
the
some
of
the
investments
in
them
at
work
are
precisely
to
be
able
to
accommodate
all
of
that
need
and
that
growth,
so
we'll
we'll
be
investing
in
the
infrastructure
that
would
allow
us
to
provide
free
Wi-Fi
in
the
public
space
and
the
community
centers,
and
some
of
this.
H
D
D
D
That
is
the
project
that
we
are
embarking
on
in
partnership
with
a
public
works
to
install
the
snow,
plow
tracking
systems,
but
as
part
of
the
project,
we're
also
getting
and
cleaning
the
data
to
be
able
to
do
route
optimization
to
try
to
make
sure
that
the
snow
plows
are
running
the
most
efficient
routes
to
save
time
and
money
and
make
sure
that
they're
really
cleaning
the
streets
in
the
most
optimal
way.
There's
a
fair
amount
of
math
and
a
fair
amount
of
kind
of
data.
D
F
D
So
we've
made
some
investments
to
the
print
shop
in
the
past
couple
of
years
and
we
just
moved
the
print
shop
to
a
new
location
in
the
fourth
floor,
but
we'd
love
to
meet
with
you
and
understand
better.
Your
needs
I
again
part
of
the
whole
service
management
methodology
that
we're
trying
to
implement
these
have
a
better
understanding
of
what
the
customers
needs
are
and
see
how
I
said
that
we
can
fill
them.
So
we'd
love
to
have
a
conversation
about
that.
Thank.
F
B
I
I
With
the
council
so
I
think,
council,
everyone
I
think
we
all
have
concerns,
because
it's
really
difficult
to
hear.
We
hear
a
lot
of
complaints
about
how
difficult
these
microphones
aren't
here.
You
almost
have
to
you,
know,
stay
on
top
of
them,
and
so
it's
difficult
for
the
residents
to
hear
and
so
I'm
gonna
make
sure
that
we
address
that
also
in
Pittsburgh
public
schools,
when
they
have
the
speakers,
they
can
turn
the
mics
off
and
on
I
mean
they're.
I
Just
system
is
really
great,
so
I
really
wish
you'd
look
at
what
they
have,
because
they
it's
probably
schools,
I,
don't
know
whether
they
are
now,
but
they
were
went
back
when
I
worked
there
and
Councilman
Harris
was
actually
on
the
board.
They
actually
did
had
an
amazing
tech
department.
I
mean
everything
that
they
did
was
far
above
when
I
got
here.
I
was
shocked
and
you
know-
and
somebody
told
me,
the
county
was
even
worse:
I
don't
know,
that's
been
10
years.
A
lot
could
have
changed.
I
Obviously,
but
I
just
want
to
make
sure
that
you
somebody
looks
into
that.
The
other
thing
when
to
talk
about
the
digital
divide,
one
of
the
things
we
did
again
when
councilman
Harris
was
on
school
board.
Was
they.
She
made
sure
that
there
were
computers
that
were
being
refurbished
and
the
refurbished
computers
were
getting
back
out
into
the
community,
and
one
of
the
things
I
did
was
train
the
families
on
those
computers
and
so
and
how
to
use
them
how
to
access
and
follow
their
children,
how
to
help
the
kids
with
their
homework.
I
All
that
sort
of
thing
it
was
one
of
the
greatest
programs,
and
now
that
I,
that
recently
I
worked
with
computer
reach
and
computer
reaches
refurbishing
computers
and
they're
giving
them
out.
We
just
gave
200
strip
uted
over
200
working
with
salt,
save
a
life
today
and
organization
in
our
district,
but
they
are
really.
You
know
looking
for
ways,
I
think
they're
partnering,
with
Housing
Authority,
now
on
getting
some
of
the
computers
out
into
our
communities
and
they're
training.
I
D
D
I
I
You
had
to
live
in
the
city
of
Pittsburgh.
Who
was
it
so
that
was
another
way
to
bridge
the
you
know
the
digital
divide,
but
that
wasn't
it
not
only
was
that
that
had
multiple
benefits,
you
know
the
the
relation
community
relationships
building
between
the
police
and
the
kids.
The
schools
were
involved,
but
I'd
like
to
see
city
parks,
offering
that
with
you
and
partnering
with
you
and
CMU
and
and
the
police,
and
trying
to
figure
out
how
to
make
that
program
as
a
citywide
program.
That's
it
for
me.
Thank
you.
H
I
D
We
again
as
part
of
the
organizational
chart
that
we're
proposing
will
have
a
dedicated
software
applications
team
we're
developing
software
standard,
so
we're
thinking
four
major
applications
buying
the
application,
as
opposed
to
developing
in-house.
It
tends
to
be
more
cost
effective
because
then
we
don't
have
to
be
spending
all
the
money
for
the
research
and
development.
We
can
share
it
amongst
all
the
customers,
but
we
are
having
dedicated
teams
of
people
that
are
working
on
the
software
I'm
part
of
our
request.
D
D
There's
very
little
that
is
going
out
to
consultants.
Most
of
it
is
going
in
terms
of
the
if
there's
money
going
to
consultants
for
the
most
part
is
implementation
partners,
people
helping
bring
up
the
software
or
some
of
the
systems
up
and
running,
but
I
couldn't
give
you
an
answer
upfront,
but
there's
very
little,
just
kind
of
regular
consulting
work
being
done.
Proposing
the
budget.
Okay,.
H
Because
it's
seems
like
the
city,
has
you
know?
First,
they
help
you
put
the
program
and
then
they
have
to
be
there
for
any
time.
There's
problem
with
the
program,
whereas,
if
you
have
your
own
programs,
you
have
your
own
staff.
That
does
add
other
than
keep
bringing
people
in
from
the
outside,
which
or
paying
their
overhead
and
that's
what
a
concern
for
years
with
me.
The
other
concern
is
that
our
computers
don't
talk
to
each
other
and
I'll,
say
this
again,
I
think
I
say
it
every
time.
H
H
Neither
department
knows
what
the
other
ones
do
is
anything
working
that
we
would
finally
start
having
these
computers
be
able
to
at
least
be
seen
by.
You
know,
Pio,
I
and
real
estate,
and
what
we
had
when
I
was
odd
school
board.
We
could
just
look.
We
couldn't
change
any
other
numbers
or
anything,
but
we
could
see
what
was
actually
happening
in
each
one
of
the
departments
where
I
haven't
been
able
to
do
that
here.
Yet
so.
D
We'll
have
a
dedicated
team
called
the
data
services
team,
which
is
within
the
applications
team
that
is
precisely
dedicated
to
do
what
you
just
described
about
making
the
computer
suck
to
each
other.
So
building
all
of
the
integrations.
Maintaining
those
integrations
so
we'll
have
we're
proposing
I
think
two
people
dedicated
in
that
function-
that's
contemplated
as
the
first
part
of
the
reorg
and
again
using
GIS
as
this
kind
of
information
hub
for
all
the
geographical
information
of
the
city.
D
H
F
D
H
It
does
take
more
for
okay,
so
I
have
so
many
hills
under
how
things
in
my
district,
it
takes
more
to
do
a
hill
than
it
does
to
a
flat
street,
and
the
vehicles
can
be
going
up
and
down
streets
and
not
be
using
any
soul,
so
it
it
appears
that
something's
happening.
That's
not
really
happening
and
it'd
be
good.
If
we
had
something
with
the
sensors
attached
to
it
and
the
print
shop.
G
D
G
H
H
H
A
H
D
They're,
really
forcing
us
to
be
creative
about
houses
that
we
can
meet
the
needs
of
the
community,
so
we'll
be
looking
at
working
with
PC
TV,
but
also
with
some
of
the
other
players
and
the
community
television
space
in
area,
to
figure
out
hustle
that
we
can
do
the
best
job
of
providing
a
great
peg
television
environment
for
a
residence.
Well,.
H
I
mean
it's
nice
having
PC
TV
people
to
put
programming
on
it,
I,
don't
know
how
many
watch
it,
but
again
for
her,
for
the
public
site
to
be
able
to
actually
see
what's
happening
in
their
government
is
just
as
important,
if
not
more
important,
because
it's
really
coming
in
and
touching
their
lives.
As
far
as
you
know,
are
you
raising
my
taxes?
H
Are
you
spending
my
tax
money
properly
and
that
can
all
be
done
by
the
people
that
work
for
us,
so
I
really
consider
the
the
people
that
work
for
us-
and
you
know,
put
us
on
television
of
me
here
if
we
go
outside,
have
the
cameras
you
know,
so
they
can
take
different
things
in
the
community.
I
think
is
just
as
important,
if
not
more
important,
so
this
year,
how
is
the
money
being
spent.
D
A
G
H
H
H
D
H
H
We
wouldn't
have
had
either
have
a
shop
in
the
city,
but
yet
they
wanted
all
of
our
business,
and
the
people
in
Pittsburgh
are
the
ones
that
actually,
you
know,
paid
those
bills.
So
that
was
changed
very
quickly
and
we
do
have
a
shop
in
in
for
each
Verizon
and
Comcast
and
I
forget
what
what
it
was
well
anyhow,
there
were
a
number
of
different
things
that
are
important
and
I'm,
not
sure
if
you
work
in
just
in
the
office
every
day
and
and
the
council
is
out
and
about
see,
what's
really
needed
out
there.
G
B
Thank
you,
Thank
You,
Councilwoman
I
just
have
a
couple
of
comments
and
then
a
few
I
guess
questions.
After
that.
My
main
comments
are
around
the
entirety
of
the
presentation
and
the
budget
requests.
One
is
that
I
am
so
happy
that
you're
focusing
on
the
true
infrastructure
needs,
because
if
we
don't
have
strong
infrastructure,
I
mean
I,
compare
it
to
roads
and
bridges
and
water
lines.
B
If
we
don't
have
strong
infrastructure,
any
other
innovation
that
we
layer
on
top
of
that
is
going
to
be
somewhat
worthless,
and
so
I'm
really
really
pleased
that
much
of
what
we're
investing
in
is
the
cyber
security.
Is,
you
know
it
access
to
Internet
into
the
network
and
ensuring
that
we
have
that
in
our
core
places
and
in
the
sort
of
tertiary
places
as
well,
that
you
know
that's
what
we're
really
investing
in
this
year,
because
and
and
an
innovation?
B
Yes,
we're
continuing
the
innovative
projects
that
we've
launched
in
years
past
and
the
other
point
I
wanted
to
make
just
to
make
it
clear
to
my
colleagues
into
anyone
who
might
be
watching
is
that
is
just
reiterating
what
you
already
said
that
much
the
majority
of
what
InP
does
is
serve
other
departments
that
it's
very
little
relative
to
other
departments
asks
from
the
budget
goes
to.
Inp
majority
goes
to
police
and
pl/I
and
council
and
mayor's
office,
and
all
sorts
of
others.
B
So
I
think
you've
made
that
clear
with
the
numbers
that
you
show,
but
also
in
conversations
that
that
we've
had
just
how
much
of
what
we
approve
throughout
the
year.
In
fact,
are
our
agreements
or
software
upgrades
are
continuing
contracts
with
companies
that
serve
other
departments
aside
from
InP
you're
there
to
serve
just
like
councils
here
to
serve
the
public.
B
A
couple
of
comments,
the
conversation
around
around
Internet
access
and
the
sort
of
digital
divide
I
wanted
to
also
make
you
aware,
if
you
weren't
already
that
the
Carnegie
Library
pittsburgh
has
started
loaning
out
hot
spots
and
laptops
just
this
past
year,
perhaps
last
year
in
2018,
and
so
that's
a
program
that
I
wanted
you
to
be
aware
of
in
case
there's
a
partnership
there
to
be
had,
especially
with
some
of
our
useful,
but
no
longer
useful
to
the
city
equipment.
And
the
second
thing.
Obviously
we
need
to.
B
We
need
to
close
the
bridges
old
divide
we
need
to.
You
know
get
over
that,
but
in
the
meantime,
I
think
that's
a
that's
a
helpful
program,
among
others
that
Councilwoman
Cal
Smith
mentioned
and
others
that
you're
you're
working
on
recta
tech
and
others
on
the
snowplow
everybody's
favorite
issue.
Speaking
of
infrastructure.
I.
B
You
know
it's
really
important
for
us
to
understand
both
both
your
team
and
DPW
to
understand.
What's
really,
the
human
experience
on
the
ground
and
snow
plowing
is
a
perfect
example
of
that?
Yes,
we
need
to
ensure
that
our
main
arteries
are
clear
so
that
people
can
you
know
because
they're
the
most
highly
traveled
by
car
and
by
you
know,
foot
and
by
bike.
So
that's
really
important.
B
You
know
boulevard
of
the
Allies
v
v
Forbes
in
my
district,
others
in
other
districts,
but
you
know
how
are
we
factoring
in
both
on
your
n
on
dPW's
n?
The
hills
where
does
that
come
in
is
that
as
much
of
a
priority
as
our
main
arteries,
because
by
virtue
of
it
being
a
hill,
even
if
it's
a
secondary
or
tertiary
Street,
so
again,
you
know
you
feel
free
to
respond
to
that.
But
I'm
not
expecting
you
to
necessarily
today
just
hope
that
that's
being
taken
into
account.
B
The
other
thing
is
and
councilman
Councilwoman
grouse
is
on
the
gender
equity
Commission,
but
they
are
initiating
a
whole
project
to
look
at
gendered
budgeting
so
that
by
the
2021
budget,
we
are
looking
at
budgeting
through
a
gender
lenz
to
ensure
that
everything
is
that
the
status
quo
is
actually
equitable
and
and
equal,
and
one
example
I've
been
given
around.
That
is
how
we
look
at
snow.
B
Plowing
is
snow,
plowing
done
to
benefit
those
who
are
going
to
work,
or
are
we
taking
into
account
snow
plowing
to
schools
and
to
childcare
centers,
and
to
others
to
ensure
that
there
is
an
equity
there
so
that
there's
equity
they're,
not
in
equity.
So
I
look
forward
to
those
conversations
happening
as
well.
I
know
that
they
will
be
meeting
with
all
departments
and
wanted
to
just
plant
that
seed
now,
so
that
you're
ready
for
the
2021
budget
I
have
no
other
questions.
D
B
You,
director
and
deputy
director
I
really
appreciate
you
being
here:
Thank
You,
director
Urbanek.
We
are
going
to
take
a
short
recess
as
we
anticipate
the
next
hearing
with
the
URA
Housing
Opportunity
Fund
and
Pittsburgh
land
bank
that
councilman
O'connor
is
chairing
so
we'll
take
a
short
recess
and
reconvene
after
that.
Thank
you.
C
Councilman
LaValle
is
our
representative
on
the
urban
redevelopment
authorities
board
under
the
URA,
the
city
as
well.
Does
the
Housing
Trust
Fund
in
2015-2016,
the
city
of
Pittsburgh,
assembled
an
affordable
housing
task
force
to
better
understand
the
affordable
housing
needs
across
the
city.
The
task
force
recommended
the
city,
establish
a
housing
trust
fund
and
as
a
response
to
the
need
for
affordable
housing.
The
Housing
Opportunity
Fund
was
created.
C
The
Housing
Opportunity
Fund
is
overseen
by
an
advisory
board
and
a
governing
board.
The
Housing
Opportunity
Fund
advisory
board
is
composed
of
17
Pittsburgh
residents,
including
Councilwoman
Carol
Smith,
and
the
URA
acts
as
the
governing
board
for
the
Housing
Opportunity
Fund.
The
city
provides
10
million
dollars
per
year
up
to
10
million
dollars
per
year
to
the
Ouray
for
the
Housing
Opportunity
Fund.
C
Economic
impacts
and
the
2020
budget
highlights
for
the
ura.
There
is
one
you
are
a
revenue
in
the
city's
operating
budget.
That's
five
hundred
and
twenty
two
thousand
dollars
its
reimbursement
for
the
420
boulevard
of
the
Allies
building
the
there
are
multiple
ura
expenditures
in
the
operating
budget:
ten
million
dollars
in
finance
for
the
transfer
to
the
Housing
Opportunity
Fund
within
the
debt,
principal
and
interest
line
items
eight
hundred
and
seventy
one
thousand
of
that
is,
for
you
are
a
share
of
the
420
boulevard.
C
Land
bank
is
not
represented
in
either
of
these
budgets
and
has
not
been
since
2018
was
the
last
operating
expenditure
for
them.
Also,
there's
a
number:
a
ura
helps
to
do
a
number
of
capital
projects
and
there's
a
good
bit
of
money.
So
I'm
going
to
read
quickly
down
these
capital
and
Community
Development
Block
Grant
budget
line
items
the
home
investment
partnerships
program.
C
The
home
program
administration
is
two
hundred
thousand
dollars.
The
chdo
operating
is
a
hundred
thousand
dollars
the
home
program,
workforce
for
sale,
housing
is
1.5
million
dollars
and
the
home
program
workforce
rental
housing
is
three
hundred
thousand
dollars
under
the
Housing
Development
line
item.
There's
the
owner-occupied
housing
rehabilitation,
it's
four
hundred
and
eighty
thousand
dollars
residential
facade
improvements,
a
hundred
and
fifty
thousand
dollars
in
Pago
funds,
workforce
for
sale,
housing,
six
hundred
thousand
dollars,
Community
Development
Block,
Grant
funds,
workforce
for
rental.
Also,
six
hundred
thousand
dollars
and
CDBG
funds
is
being
dedicated.
C
Larmour
choice,
neighborhood
181,000
in
CDBG
funds
at
one
hundred
and
ten
thousand
dollars
in
Pago
funds
will
be
dedicated
to
larmor
choice.
Neighborhood
Center,
Avenue
rehabilitation
is
$400,000
in
pay,
go
funds.
Neighborhood
initiatives
fund
is
$600,000
of
CDBG
funds,
equitable
empowerment
program
$240,000
in
CDBG
funds,
Pittsburgh
entrepreneurial
support,
$300,000
in
CDBG
funds,
personnel
for
CDBG
administration,
compliance
for
the
Ras
$500,000
Landcare
program,
city-owned
properties,
two
hundred
and
fifty
thousand
dollars
and
land
care
program,
ura
properties,
three
hundred
thousand
dollars.
C
That's
for
a
total
of
three
million
five
hundred
thousand
dollars
in
CDBG
funds
and
1
million
two
hundred
thousand
in
Pago
funds.
There
are
2
point:
1
million
dollars
in
home
funds,
that's
a
total
of
six
point:
five
million
dollars
for
those
line
items.
Additionally,
the
62nd
Street
warehouse
expansion
project
is
being
conducted
to
allow
the
URA
to
develop
the
facility's
building
uptown,
that
is
the
67th
Street
warehouse
expansion
line
item.
That
is
one
point:
six
million
dollars
in
bond
funds
from
a
comparison
to
last
year's
mayor's
budget
proposal.
C
K
J
K
Walker,
the
deputy
executive
director
for
the
Urban
Redevelopment
Authority
I'd
like
to
thank
this
body
for
having
us
here
this
morning
to
walk
through
our
budgetary
ask
for
the
year
2020
with
me,
I
have
mr.
David
Geiger
our
government
affairs
officer
and
Miss
Holly
numa,
our
chief
financial
officer
I'm,
going
to
if
it's
okay
walk
through
the
present.
K
J
I
K
So,
as
you
are
aware,
the
URA
is
an
agency
that
is
in
transition.
We
are
going
through
a
leadership
transition
and
we
are
also
recalibrating
to
address
the
critical
needs
of
the
city
of
Pittsburgh
as
they
exist
here
in
the
21st
century.
So
our
driving
focus
has
been
to
create
a
city
of
inclusive
opportunity,
so
our
mission
statement
is
changing,
so
we
will
start
with
our.
Why
and
why
do
we
exist?
Why
do
we
come
to
work
every
day?
K
K
Revitalization,
efforts
we'll
need
to
do
this
with
a
talented
workforce
that
is
equipped
with
the
skills
of
the
future,
and
so
this
budgetary
presentation
will
sort
of
walk
through
our
work
and
how
we
deliver
on
those
five
bullet
points,
but
before
I
get
into
that,
I
want
to
walk
you
through
very
quickly
the
transition
that
the
URA
has
undergone
in
2019
in
January
or
February
of
2019
Sam
Williamson
was
appointed
as
the
you
are
a
board
chair
mr.
Kevin
Apple.
K
Instead
down
between
April
and
June
Robert
Rubinstein's
stepped
down
as
the
executive
director
he's
typically
here
with
you.
So
this
is
my
first
time
here
and
probably
going
to
be
my
last
time
as
the
new
incoming
executive
director
will
be
here
in
January
20
20
20
in
July,
the
board
appointed
me
as
the
deputy
director
and
interim
executive
director.
Until
such
time
they
could
locate
a
new
executive
director
and
I'm
happy
to
report
that
a
couple
of
weeks
ago,
mr.
K
K
Lot
of
changes
happened
here,
and
so
you
know
when
I
took
on
this
interim
director
ship.
The
board
asked
me
to
start
to
do
some
preliminary
work
to
prepare
for
new
leadership,
to
certainly
make
it
easier
for
candidates
to
understand
the
URA
and
what
they
would
be
taking
on
as
the
leader
of
this
organization.
So
we
restructured
our
work
into
three
core
focuses,
one
being
the
center
for
innovation
and
entrepreneurship.
That's
our
small
business
development,
lending
arm
of
a
Center
for
Community
and
Economic
Development.
K
We
have
cross-functional
coverage
and
that
we
sort
of
know
what's
happening
throughout
the
agency
to
create
a
better
end-user
experience
at
the
core
of
our
work.
People
has
have
reemerged
as
central
to
what
we
do,
so
that's
a
focus
on
policy
strategy,
communications,
doing
deeper
outreach
and
administrative
function
as
well
as
intergovernmental
coordination.
K
So
we
get
a
lot
of
questions
about
our
org
chart
and
how
we're
structured,
and
so
what
I've
provided
for
you
today
is
a
a
very
simplified
sort
of
org
chart
for
you
showing
our
three
functions:
the
administration
group,
the
development
group
in
the
consumer
serving
group,
and
so
our
administrative
group
is
sort
of
our
legal
HRM
finance
function.
Our
development
group,
that
is,
the
economic
development
team,
mr.
K
Robert
Rubenstein
transitioned
to
special
projects
working
with
the
economic
development
division,
real
estate
and
engineering
and
construction,
and
then
our
more
consumer
facing
groups
are
the
center
for
housing
opportunities
and
the
center
for
innovation
entrepreneurship.
So
you
will
see
a
representation
there
of
how
those
teams
sort
of
work
together
to
deliver
on
economic
development
activities
for
the
city
of
Pittsburgh.
As
the
new
the
new
executive
director
comes
in.
All
those
folks
will
report
up
through
him
and
I
will
be
managing
the
office
of
strategic
policy
and
communications.
K
So
one
thing
that
I'd
like
to
share
with
you,
so
that
you
have
a
little
bit
of
insight
into
our
operating
budget,
which
is
very
different
than
our
capital
expenditure.
So
this
is
how
we
fund
our
operations.
How
do
we
keep
the
lights
on
in
our
building
and
keep
folks
paid
to
keep
doing
this
work?
So
there
are
essentially
three
categories
where
our
monies
are
sourced,
from
that's
government
revenue,
income
from
our
assets
and
then
income
from
our
programs
and
services,
and
that's
a
total
revenue
capture
of
about
thirteen
point:
three
million
dollars.
K
So
if
you
need
another
graphical
representation,
that
sort
of
sort
of
shows
you
that
the
lion's
share
is
for
sort
of
split
between
government
revenue
and
then
our
own
income
streams,
and
as
we
look
at
financial
sustainability,
we're
going
to
try
to
figure
out
how
to
get
that
government
revenue
number
down
and
get
those
other
numbers
increased.
But
as
we're
making
that
transition,
we
certainly
still
need
the
support
of
our
local,
federal
and
state
government
and
we'll
continue
to
need
that
support.
K
So
if
you
look
at
how
so
that
was
our
sources,
those
were
our
sources.
So
if
you
look
at
our
uses,
how
are
we
spending
the
money?
So
the
lion's
share
of
our
operating
budget
is
through
our
employment
costs.
That's
wages
and
salaries,
payroll
taxes
and
fringe
benefits,
and
then
we
have
some
administrative
cost
to.
K
You
know
make
sure
that
we
have
IT
that
were
we
have
professional
development
for
our
staff
and
other
administrative
expenses
as
they
occur,
and
that
matches
to
about
thirteen
million
point
four
million
dollars,
and
so,
while
it's
very
easy
to
talk
about
our
staff
as
a
line
item
budget
abut
a
line
item
in
the
budget,
I
think
of
them
as
the
folks
that
I
get
the
privilege
to
work
with
every
day.
So
I
brought
a
picture
here,
so
you
can
see
when
I
say
the
URA.
K
These
are
the
folks
that
I'm
talking
about
these
are
the
folks
that
make
it
happen,
and-
and
so
we've
done
a
lot
of
work.
This
year
to
sort
of
drive
this
team
forward
and
prepare
for
new
leadership,
okay,
so
delivering
on
a
robust
economic
development
agenda.
So
we've
asked
for
about
twenty
five
million
dollars
in
this
budgetary.
Ask
it
takes
about
a
hundred
and
fifty
million
dollars
to
really
deliver
on
the
types
of
things
that
we
need
to
deliver
on,
to
keep
Pittsburgh
livable
for
all
and
so
I've
broken
down
those
costs
for
affordable
housing.
K
It's
about
fifty
million
dollars
for
entrepreneurship
and
small
business
development,
twenty
million
when
we're
talking
about
inclusive
growth
and
quality
job
creation,
that's
achieved
through
major
projects.
It's
about
a
sixty
million
dollar
capital
deployment,
expanding
neighborhoods
and
Main
Street
revitalization
efforts,
ten
million
and
then
developing
a
workforce
that
is
equipped
with
the
skills
of
the
future.
That's
about
ten
million
dollars,
so
those
numbers
are
based
on
some
internal
modeling
that
the
URA
did
as
we
prepare
to
submit
an
ask
to
this
body.
K
And
so,
if
you
look
at
that,
that's
one
hundred
and
fifty
million
dollars
the
URA
is
projected.
Investment
for
2020
is
about
a
hundred
and
twenty
six
million
dollars
of
capital
expenditure.
It's
pretty
much!
What
we
do
year
over
year,
our
ass
this
year,
was
for
about
twenty
four
million
dollars
to
fill
that
gap.
We
were
awarded
six
point
three.
That
leaves
us
with
a
gap
of
seventeen
point,
seven
million
dollars
to
deliver
on
the
things
that
we've
identified
as
important
for
growing
an
inclusive
economy
in
Pittsburgh.
K
K
Excuse
me,
so
we
certainly
need
funding
that
is
above
and
beyond
the
Housing
Opportunity
Fund,
and
here's
why
the
Housing
Opportunity
Fund
was
to
build
upon
the
work
and
the
investment
the
vestments
the
URA
was
already
making.
Without
that
additional
support,
we
will
not
be
able
to
effectively
leverage
the
work
at
the
Housing
Opportunity
Fund.
K
So
we've
made
some
changes
to
our
programs
this
year,
so
that
they
better
in
line
with
the
Housing
Opportunity
Fund,
and
feel
that
gaps
that
the
Housing
Opportunity
Fund
cannot
feel,
but
that
2.3
million
dollars
is
going
to
be
critical
to
delivering
on
affordable
housing
in
2020.
So
who
does
the
affordable
housing
help?
These
are
construction
workers,
office,
administrative
folks,
service
industries,
transportation,
retail,
personal
care,
support,
folks,
health
care
support
and
other
groups.
K
When
we
talk
about
workforce
housing,
those
are
our
teachers,
our
nurses,
our
police
officers,
our
firefighters,
hourly
employees,
administrative
professionals
and
skilled
laborers.
So
when
we're
talking
about
making
these
investments,
these
are
the
folks
that
we
are
investing
in
and
going
to
look
at
2009,
teens
commitment
and
closings.
If
you
look
at
this
map,
it
will
show
you
where
we've
invested
in
how
we've
invested.
G
Hi
good
morning
yeah,
so
thank
you
so
much
for
the
last
two
years
of
commitment
to
the
Housing
Opportunity
Fund.
It's
been
a
crazy
18
months
since
we
got
started,
but
we're
super
proud
of
the
stats
that
you
see
on
the
slide
there.
You
can
see
how
many
households
we've
helped
at
the
top.
The
blue
and
the
green
is
the
development.
G
The
new
development
of
units
and
and
I
can
tell
you
without
a
doubt
that
over
the
last
year,
our
phones
have
been
ringing
so
much
more
with
people
saying
I
cannot
find
a
unit
to
live
in
I
mean
we
have
gotten
this
request
time
and
time
again.
Almost
every
day,
somebody
calls
asking
us
to
help
them
find
a
unit
because
they're
looking
and
they
can't
find
anything,
that's
affordable
to
them
so
building
the
new,
affordable
units,
it's
really
critical
for
the
city.
G
The
the
study
when
the
housing
Opportunity
Fund
was
created
said
that
we
were
short
20,000
units
and
we're
definitely
feeling
that
every
day,
so
you
can
see
the
unit
counts
that
we
created
there
with
413
so
far
in
2019.
This
is
with
the
HLF
money
and
and
the
home
money
and
the
CDBG
that
we
received
last
year,
and
you
can
also
see
that
affordable
for
sale
homes
that
we
have
committed
14
and
then
the
preservation
of
existing
rental
units.
G
The
homeowner
repair
yeah
you
can,
you
can
see
it
there,
that
the
pink
and
the
dark
pink
re,
a
homeowner
repair
and
also
the
purchasing
of
new
homes
for
our
down
payment-
and
you
can
see
we
are
all
over
the
city
with
those
programs
and
we,
our
staff,
is
out
at
a
lot
of
community
meetings
and
with
with
all
of
your
help
as
well.
We've
really
been
able
to
reach
out
to
every
neighborhood
in
the
city.
With
this
we've
done.
G
The
the
dark
pink
is
the
down
payment,
closing
cost
assistance
program
and
we've
done
65
of
those,
since
we
opened
it
last
like
March
or
April,
and
then
on
the
homeowner
repair
that
didn't
get
open
until
May
and
we
have
about
15
complete
another
50
under
construction
and
another
50
right
there
in
the
queue.
So
we're
pretty
excited
about
that.
Thank,
You,
Jessica,
I'm,.
K
Gonna
talk
a
little
bit
about
how
we
encourage
more
entrepreneurship
and
small
business
development.
We
know
that
small
businesses
or
the
turbine
of
our
economy,
so
in
our
budgetary
asks
for
2020.
We
asked
for
three
million
dollars
spread
across
those
initiatives.
What
was
funded
was
this
Community
Development
investment
fund,
an
equitable
empowerment
program.
K
What
we
did
not
see
funded
was
the
micro
Enterprise,
Fund
program
and
the
street
face
facade
program
and
some
other
items,
so
that
was
five
hundred
and
forty
thousand
dollars,
and
so
we'll
talk
a
little
bit
about
our
pipeline
and
how
it's
gonna
be
challenging
to
meet
this.
This
unprecedented
pipeline
of
small
businesses,
who
want
to
revitalize
our
neighborhoods
and
need
access
to
capital
and
our
pipeline
may
exceed
our
resources
and
ability
to
lend
so
I'm.
B
L
L
So,
as
diamante
mentioned,
the
URA
has
robust
programs
to
support
small
businesses,
and
we
have
been
doing
that
in
all
of
your
districts
now
for
a
very
long
time.
Some
of
our
newest
programs
that
have
taken
off
the
micro
enterprise
program,
which
now
we're
expecting
to
do
actually
over
1
million
dollars
next
year,
were
projecting
and
lending
and
roughly
80
to
90
percent
of
those
individuals
based
on
today's
numbers
will
be
businesses
run
by
women
or
minority
individuals.
L
So
that
program
is
going
gangbusters
and
we
couldn't
be
more
proud
of
the
impact
that
it's
making
over
all
the
work
that
we
are
doing,
especially
in
the
façades
which
we
don't
get,
that
money
back.
Those
are
grant
dollars
that
go
out
and
without
additional
support
for
those
programs.
Unfortunately,
we
don't
have
the
dollars
to
put
forth
and
those
are
the
façades
you're.
Seeing
in
your
neighborhoods
you're,
seeing
in
the
Main
Street
districts,
we've
touched
on
all
neighborhoods
through
our
facade
programs.
L
It
would
also
say
that
a
lot
of
our
dollars
are
going
as
diamante
mentioned,
into
really
helping
businesses
in
the
communities,
those
small
businesses,
a
lot
of
minority
businesses.
We've
been
using
our
dollars
to
support
efforts,
for
example,
catapult
which
you
may
know
of
Annisa
Liberty.
It
is
a
robust
business
incubation
program
that
has
been
very
successful
for
its
first
cohort
in
East
Liberty
15
minority
businesses
were
helped
through
that
program
that
the
URA
has
generously
supported
to
get
it
off
the
ground.
You'll
see
there
that
they've
opened
a
storefront
on
Penn
Avenue.
L
If
you
have
not
visited,
you
should
certainly
do
so.
Many
of
the
many
of
the
businesses
that
went
through
that
program
are
not
operating
in
there
and
the
program
is
being
extended.
We're
very
excited
about
that.
We
are
looking
to
help
that
program
grow
to
other
neighborhoods
to
help
more
small
businesses.
So
these
very
tangible
things
that
we
are
doing
you
can
go
to
these
shops.
You
can
see
their
progress.
You
can
buy
their
goods,
so
it's
definitely
not
hypothetical.
These
are
on-the-ground
initiatives
that
we
are
putting
forth
Thank.
K
You
Jennifer,
so
I
want
to
show
you
our
entrepreneurs
when
Jennifer
says
that
a
lot
of
them
are
minorities
and
women.
These
are
the
faces
of
the
businesses
that
we've
invested
in
black
female
owned
electrical
company.
Who's
had
a
lot
of
work
on
you
or
a
project.
So
not
only
do
we
invest
in
these
businesses,
but
then
we
find
business
opportunities
for
them
right
there
within
the
URA
again,
this
micro
loan
program
was
not
funded
in
the
to
2020
budget.
K
It
is
something
that
the
you
is
a
mission
driven
program,
which
means
it's
not
a
revenue
generator
for
the
URA,
but
it's
certainly
important
to
ensuring
that
there's
equitable
development
and
equitable
lending
happening
within
our
communities.
So
if
you
were
to
look
at
where
the
URA
has
shown
up
between
2018
and
2019,
this
is
where
a
lot
of
our
monies
have
been
deployed.
I
K
So
revitalizing
business
districts
to
encourage
investment,
so
this
was
another
thing
that
was
not
funded
in
the
2020
budget,
but
if
we
want
to
see
the
fabric
of
our
business
districts
reknit,
we
certainly
need
to
invest
in
them
and
the
way
we
do
that
is
through
small
business.
This
was
the
catapult
program,
but
we
hope
to
be
able
to
scale
this
program
in
2020
to
other
neighborhoods.
That's
going
to
be
a
greater
challenge
because
it
was
not
funded
in
this
budgetary
ask,
but
we
will
certainly
do
our
best
Jennifer
mentioned.
The
facade
programs.
K
L
K
I'm
not
sure
what
picture
that
is
is
too
far
away
for
me
to
see,
but
it's
certainly
here
within
the
city
of
Pittsburgh,
and
so
we
look
at
the
pipe
we
look
at
the
2018
closes
closings
versus
where
we
are
here
in
November.
You
will
see
that
we,
this
program,
continues
to
grow,
it's
18
million
dollars
and
we're
not
even
to
the
end
of
the
year
a
good
portion
of
those
companies,
minority
or
women-owned.
K
So
next,
we'll
talk
a
little
bit
about
expanding
neighborhood
and
Main
Street
revitalization
efforts
in
a
manner
that
promotes
inclusive
growth
in
quality,
job
creation.
So
we
asked
for
2.2
million
dollars
in
this
budget
and
we
were
awarded
five
hundred
and
fifty
thousand
dollars,
part
in
part
for
the
land
care
program
and
then
the
management
of
vacant
structures,
and
so
our
real
estate
department
has
done
a
lot
of
work
to
look
at
our
2020
goals
and
what
we
really
want
to
focus
on
when
it
comes
to
the
assets
that
we
own
in
communities.
K
This
is
a
dot
map
that
sort
of
sort
of
shows
you,
where
we're
doing,
project
management,
where
we've
done
demolitions,
where
we've
done
some
storefront
activity
throughout
2018
to
2019
and
so
I'm.
Gonna
talk
a
little
bit
more
about
that
in
a
moment.
But
I
want
to
highlight
what
this
body
made
possible,
which
is
the
neighborhood
initiative
fund
that
was
released
in
2019,
using
2018
funds
to
drive
home.
K
Why
it's
so
important
that
we
continue
the
levels
of
investment
as
as
requested
so
the
neighborhood
initiative
funds
basically
takes
basically
takes
monies
award
it
to
the
URA
and
we
start
focusing
on
how
to
anchor
neighborhoods
and
Main
streets,
increase
jobs,
transform
vacant
lots
and
improve
access
to
community
services.
I
want
to
ask
Susheela
Nnamani
Stanger
to
come
up
and
talk
a
little
bit
about
the
neighborhood
initiative
fund
and
how
this
is
a
demonstrable
example
of
what
it
means
to
invest
in
the
URA
and
by
doing
that.
Investing
in
Pittsburgh's,
neighborhoods,
Thanks.
M
So,
as
you
know,
we
had
our
first
pilot
round
for
the
neighborhood
initiatives
fund
in
2019.
We
were
not
sure
what
kind
of
response
we
received
and
it
was
overwhelming.
We
received
47
applications
and
for
the
first
round
we
had
$850,000
available
those
47
applications,
totaled
2.4
million
dollars.
So
what
that
told
us
was
that
there's
a
real
need
for
neighborhood
funds
for
place,
making
efforts
for
public
realm
historic
preservation
and
Main
Street
activities.
M
So
what
we've
been
doing
is
real
technical
assistance
and
capacity
building
work
for
not
just
the
grants
that
we've
awarded
to
the
18
grantees,
but
the
work
that's
needed
to
get
the
other
grantees
who
we
were
not
able
to
award
funds
to
to
get
them
up
to
a
point
where
they
may
be
ready
for
a
second
round.
So
thank
you
for
penciling
in
funding
for
a
second
round
in
2020.
We're
really
excited-
and
this
this
shows
you
who
received
awards
for
the
first
round
for
tier
1
and
tier
2.
M
But
but
we
learn,
we
learned
a
lot
through
the
release
of
that
that
grant
funding
round
1
thing
that
it
did.
Is
it
really
formalized
the
technical
assistance
and
community
capacity
building
work
that
we
already
do,
but
it
put
it
in
a
a
set
of
guidelines
and
an
application
process
that
made
it
easier
for
communities
and
neighborhood
groups
to
navigate
and,
as
you
know,
the
NIF
funds
only
nonprofits.
So
we're
really
excited
about
that.
K
So
the
other
focus
is
property
stabilization.
You
know.
A
lot
of
these,
for
these
that
are
at
risk
could
be
brought
back
on
to
the
tax
rolls
if
we
invest
in
them
early
enough
and
we
prevent
them
from
needing
to
be
demolished
or
we
demolished
them
before
they
become
a
health
and
safety
risk
to
the
community.
So
our
asked
for
this
was
1.9
million
dollars.
We
were
funded
at
$300,000
and
this
shows
year
over
year
the
amount
that
we've
requested
in
the
amount
that
we've
been
funded.
K
This
house
here
was
an
was
owned
by
Hill
District
resident
and
it
was
going
to
be
demolished,
and
so
the
real
estate
team
was
able
to
work
with
the
CDC
through
their
hill
district
100
program
to
demolish
the
back
end
portion,
but
now
preserve
this
home,
which
will
be
an
affordable
opportunity
for
a
hill
district
resident.
So
we
could
do
more
of
this
with
the
right
levels
of
support
and
funding,
so
that
this
could
have
been
a
missing
tooth
on
a
historic
corridor.
K
K
And
so
our
land
care
program
I'm,
going
to
ask
Nathan
Clark
our
director
of
real
estate
to
come
up
and
talk
a
little
bit
about
the
land
care
program
and
how
this
has
become
a
Workforce
Development
Program
that
the
board
commissioned
us
to
be
more
inclusive
in
the
contracts
that
we
were
awarding
for.
The
maintenance
of
ura
land
and
so
Nathan
will
walk
us
through
that
program
in
its
evolution
and
where
we're
headed
in
2020.
Thank.
N
You
we
released
our
third
RFP
for
land
care
earlier
into
and
our
awarding
contracts
for
two
years.
So
all
of
2020
and
2021
we've
learned
some
valuable
lessons
from
going
down
this
path.
One
is
that
local
contractors,
folks
that
are
based
in
their
community
just
simply
do
a
better
job.
Maintaining
the
Lots
they
have
more
invested
in
them.
Two
is
that
using
this
method,
we've
actually
decreased.
Our
per
square
foot
cost
to
maintain
our
properties.
It's
gone
down
each
year
and
I.
Think
third
is
that
this
is
a
really
wonderful
workforce.
N
N
The
the
mayor's
budget
this
year
did
include
money
to
be
transferred
to
the
URA
for
the
maintenance
of
city
properties,
I
believe
two
hundred
and
fifty
thousand
dollars,
and
so
we've
been
working
with
city
staff
to
come
up
with
a
bundle
of
properties
that
helped
us
expand
into
areas
and
neighborhoods
that
we
hadn't
been
in
before
and
are
adding
what
we
call
bundles,
but
on
basically
two
bundles.
Due
to
that
amount-
and
you
know
are
a
lot
of
this-
neighborhood
is
well
well.
This
project
is
a
wonderful
workforce
opportunity.
It
is
administrative
heavy.
N
Our
staff
has
to
work
closely
with
these
land
care
providers,
especially
as
they're
getting
started
up
on
everything
from
the
technology
that
we
use.
So
folks
can
look
on
a
live
map
and
see
where
properties
in
your
neighborhood
have
been
maintained
to
submitting
invoices.
So
again,
we're
really
thankful
for
for
what
you've
given
us
this
year,
we're
really
happy
to
partner
with
the
city,
and
you
know
any
additional
funding
that
we
think
and
go
to
this
program
would
be
well
worth
it.
Thank.
K
You
Nathan,
we
just
have
two
slides
left
and
then
we're
going
to
open
it
up
for
questions.
This
is
the
inner
government
and
what
major
projects
ask.
This
is
the
the
bulk
of
the
the
bulk
of
the
ask.
So
there
was
a
five
million
dollar
capital
budget
request
for
2020,
projecting
out
for
three
years
for
an
eleven
million
dollar
ask
and
what
that
would
allow
us
to
leverage
186
million
dollars
in
non
city
investments.
K
You
see
that
we've
blotted
out
the
workforce
for
the
URA,
we're
going
to
do
continue
our
workforce
analysis
and
try
to
marshal
our
our
own
resources
for
this
year,
because
we
believe
that
it's
critically
important
to
reroute
some
of
those
dollars
that
could
potentially
come
to
us
for
staffing
for
capital
expenditure.
That's
not
something
that
we
can
do
year
over
year
in
a
sustainable
way.
But
we
believe
that
it.
We
are
on
the
cusp
of
something
great
when
it
comes
to
affordable
housing
and
small
business
investment.
K
I
I
Thank
you
and
I'm
going
to
open
up
to
members
we're
gonna
start
with
Councilman
LaValle,
but
I
do
want
to
remind
members
that
we
have
a
meeting
with
the
mayor
at
1:30
and
it's
about
20
after
12:00.
So
if
you
keep
your
questions
to
the
point
and
get
the
answers
really
quickly,
so
that
we
can
make
sure
we're
on
time
for
the
mayor,
so.
A
F
E
You
yes,
so
when
you
started
your
presentation,
council
in
Louisville
explains
to
me
that
the
the
things
at
the
top
of
these
budget
lines,
which
are
the
kind
of
smaller
dollar
ones
that
were
all
zeroed
out,
the
micro
enterprise,
the
storefront
renovation,
the
neighborhood
business
district
and
also
they
kind
of
I,
would
have
to
say
also
the
the
housing
development.
All
of
the
aspects
that,
for
me,
are
about
affordability
and
equity
and
also
preserving
local
wealth,
an
increasing
local
well.
So
this
is
you
know
for
years.
E
The
you
always
think
coming
here
talking
about
just
increasing
the
tax
base
and
I
have
said.
That
is
not
your
mission,
not
according
to
me,
and
so
you
know,
I
have
the
enabling
legislation
from
1945
like
on
my
desk,
guys
I
always
say,
and
that
was
not
the
mission
of
the
enabling
legislation,
but
for
many
decades
it
was
the
interpretation
with
the
URA
and
its
board
that
that
should
be
their
mission
and
I.
E
I've
always
been
concerned
with
the
last
page
here,
which
is
the
major
developments,
and
especially
since
it's
just
a
different
historic
moment.
20
years
ago
there
wasn't
any
other
developer,
building
anything
a
gas
station
building
a
single
house
that
the
URA
was
the
only
person
building
anything
in
the
city
of
Pittsburgh,
and
that
is
just
not
true
right
now
and
it
has
been
true
for
some
years.
So
what
you
didn't
say
on
this
last
page
was
what
are
these
developments
that
are
still
would
I?
E
K
K
E
M
The
naming
convention
of
major
projects,
as
a
line
item,
has
carried
with
our
budget
for
decades
and
I've
tried
to
have
this
name
changed
a
few
times
to
what
it
really
should
be,
which
is
intergovernmental
special
projects,
because
when
the
public
invest
in
a
community
asset,
the
intervention,
the
public
intervention,
is
either
stimulating
growth
or
managing
growth
and
for
the
projects
that
we've
outlined
in
the
under
intergovernmental
major
projects.
Line-Item
we're
really
preserving
a
community
asset
and
preserving
that
asset
for
the
public.
G
M
Lower
hill
and
I'll
get
back
to
that
in
a
second
and
the
hon
armory,
so
the
hon
armory
will
be
a
community
facility
in
order
to
have
it
be
a
community
facility,
the
public
does
need
to
invest
in
it
for
it
to
be
open
to
the
public.
Otherwise
it
will
be
a
private
facility
that
pencils
out
and
debt
and
equity,
but
will
be
raised.
M
But
if
it's
to
be
open
to
the
public
as
an
ice-skating
facility,
it
does
require
public
investment,
the
lower
Hill,
in
order
to
have
a
say
in
order
to
participate
in
order
to
leverage
that
private
investment
for
public
good.
There
is
a
need
for
public
investment,
Center
Avenue,
the
revitalization,
that's
really
neighborhood
and
Main
Street
revitalization.
In
an
important
corridor
in
the
Hill
District,
it's
been
talked
about
a
lot
over
the
past
month
and
a
half
and
then
the
Greater
Pittsburgh
Homewood
Coliseum.
M
We
were
lucky
enough
to
acquire
that
site
and
we
do
want
to
continue
to
maintain
that
property
as
a
public
asset,
and
we
don't
know
yet
what
it
will
be
when
it
grows
when
we
were
able
to
stabilize
it
and
redevelopment
we're
gonna
work
with
the
community
to
identify
that.
But
what
we
know
is
that
it's
an
important
community
asset
and
in
order
to
preserve
it
as
such,
we
do
need
to
have
some
sort
of
public
investment
in
them.
So
that's.
M
E
I
think
that
I
think
I
just
want
to
acknowledge
that
shift.
It's
like
to
kind
of
see
it
there.
So
thank
you
for
that.
There
is
not
just
this
emphasis
that
well
any
developer
anywhere
is
something
the
aura
should
support.
That
day
is
done.
Are
we
done?
Can
we
say
that
we're
actually
done
with
that
day
we're
transitioning,
because
we
have
had
so
many
out-of-town
developers
come
into
Pittsburgh
that
I'm
concerned
that
they're
literally
taking
away
more
than
they're
bringing
in
right?
E
Property
tax,
the
wealth
the
assets
have
left,
even
though
that
building
is
still
here
and
that's
what
I'm
seeing
too
much
of
in
my
district
and
I
know
that
my
district
is
not
the
same
as
other
people's
districts,
but
I
think
that
it's
it's
still
important
for
us
to
ask
those
questions
here.
Are
we
really
getting
the
better
end
of
the
deal
or
not?
And
it's
it's
time
for
those
questions.
I
am
very
supportive,
a
concern
that
the
budget
does
not
fund
these
projects
again.
E
A
E
Growing
minority
owned
businesses-
it's
just
it-
should
be
a
given
and
I,
don't
see
public
dollars
going
in
there.
We
agree
that,
there's
you
know
the
affordable
housing
has
been
reduced,
it's
still
substantial,
but
we
know
that
it's
our
people
that
were
housing
because
they're
here
they're
in
our
city
boundaries.
E
Now,
as
I
was
reminded
this
morning,
the
Ace
Hotel,
the
boutique
hotel
that
are
selling
five
of
them
in
the
United
States,
and
it's
really
hip
and
fancy
and
I
go
to
lots
of
events
there.
And
let's
say
they
have
a
nice
rentable
space
that
people
have
events
for
was
the
YMCA
and
that
might
have
been
very
affordable
housing
if
the
private
market
hadn't
bought
it.
You
can
live
in
these
single
room,
occupancy
'z
for
under
$400
a
month,
and
we
just
lost
one.
That
was
a
private
one
in
in
Bloomfield
where
we
had
to.
E
K
Ability
to
do
strategic
acquisition
is
greatly
limited
by
this
budget,
so
we're
the
URA
might
be
able
to
intervene
without
some
of
these
line
items
fill
back
in.
We
just
do
not
have
the
resources
to
compete
against
the
private
market
for
strategic
acquisition.
The
way
that
we
would
like
to
preserve,
affordability
and
other
assets
and
communities
I.
A
E
B
You
thank
you
so
much
for
the
work
that
you
do
and
for
your
presentation
today.
It's
really
helpful
the
way
that
you
broke
it
down
and
I
want
to
echo
Councilwoman
grosses
comment
about
how
happy
I
am
to
see
the
the
work
and
the
shift
towards
a
Reeve
refocusing
of
you
there.
You
are
Ray's
mission
and
I
look
forward
to
seeing
that
continue.
O
K
It's
decreased,
and
so
we
certainly
try
to
look
to
those
remaining
dollars
to
fill
our
operating
as
we
do
get
some
capital
deployment
from
the
states,
such
as
our
caps.
So
that's
some
of
what
you
see
in
that
150
million
dollars,
but
from
an
operating
standpoint
the
dollars
are
just
you
know.
This
is
a
very
difficult
task
to
look
at
budgets
and
figure
out.
How
do
we
keep
bodies
and
seas
to
deliver
on
the
work?
O
B
B
K
I'm
gonna
ask
Jennifer
to
come
up.
She
works
on
this
day
in
and
day
out
and
so
I
certainly
don't
want
to
misrepresent
anything
with
respect
to
the
micro
Enterprise
Fund
program.
So
one
of
the
reasons
why
we
developed
the
program
is
because
the
URA
was
doing
gap
financing,
and
so
what
we
found
was
that
there
was
a
need
for
small
business
to
have
a
primary
lender
who's
willing
to
take
a
bet
on
a
small
business.
K
And
so
we
did
some
analysis
and
sort
of
moderate
moderate
our
program
after
Detroit's
program
in
John's
towns
program
to
get
to
the
micro,
Enterprise,
Fund
and
so
I
think
the
ability
to
scale
it.
We
put
in
250
at
the
onset
to
see
how
that
performed.
It
performed
very
well,
and
so
we've
tried
to
take
some
of
the
interest
off
of
some
of
our
other
higher
performing
loan
programs
to
feed
into
this.
But
that's
not
sustainable,
because
the
repayment
from
micro
loan
in
itself
is
not
gonna
sustain
the
program.
K
L
Program
has
been
running
a
little
over
a
year
and
a
half
now
and
we've
seen
it
continue
to
increase
We,
certainly
have
some
sustainability
and
the
fact
that
we
have
gotten
our
processes
quite
tight,
and
we
have
a
lot
of
staff,
though
that
are
underwriting
this,
so
that
the
the
deployment
of
the
project
is
very
time
intensive,
because
we
are
working
with
often
first-time
entrepreneurs
who
are
at
the
very
beginnings
of
understanding
how
to
run
a
business.
So
what
we're
doing
is
we're
providing
an
opportunity
here
so
just
to
give
you
a
sense.
L
This
year
we
have
already
funded
just
through
this
program
alone.
We
funded
31,
which
is
over
$700,000,
deploying
specifically
to
these
businesses
and
87%
of
these
businesses
are
run
by
women
minorities
and
honestly,
the
vast
majority
is
african-american
women
that
we
are
funding
and
those
individuals
are,
as
you've
mentioned,
they're
creating
wealth
for
their
families,
and
that's
one
of
the
things
that
get
very
excited
about,
but
the
the
deployment
of
these
programs
and
the
assistance
to
these
entrepreneurs.
It
is
staff
intensive.
L
It
certainly
is,
but
I
believe
that,
with
the
right
support,
we
could
be
definitely
going
further.
Doubling
these
initiatives
we
could
be
providing
additional
technical
support
right
now.
We're
doing
is
we
provide
the
loan
financing,
but
we
also
have
a
pot
of
money
where
we
have
contracted
with
technical
assistance
providers
to
provide
one-on-one
support,
so
we're
actually
meeting
these
entrepreneurs
on
both
sides.
One
things
we're
doing
as
we
are
pairing
them
up
at
our
cost,
with
technical
assistance
brothers
to
help
them
get
their
materials
together.
L
K
Not
running
agnostic
as
well,
so
that's
one
of
the
programs
that
is
not
looking
at
credit,
we're
looking
at
the
strength
of
the
business
and
whether
or
not
it
can
grow
in
this
loan
review
committee
for
the
micro
loan
program
is
one
of
the
most
diverse
committees.
The
URA
has
has
employed
to
look
at
these
matters
and
give
these
entrepreneurs
a
fair
shot.
So
we.
L
Bookend
of
this
program
is
that
not
only
do
we
do
the
technical
assistance
on
the
front
end,
but
once
they
get
the
loan,
we
continue
to
help
them.
So
I
just
want
to
mention
that,
because
that's
really
critical
and
we've
had
some
businesses
come
back.
They've
been
able
to
come
back
for
a
second
one,
because
they're
still
not
in
a
place
where
they
can
go
to
the
commercial
market
and
get
a
bank
loan,
because
maybe
their
credits
just
not
there
yet
so
we're
trying
to
keep
helping
them
to
grow
that
business
to
get
there
and.
K
L
B
Really,
these
kinds
of
programs
really
are
to
make
them
successful
and
not
just
checking
a
box.
So
I
guess
my
question
is
to
scale
it
up.
Would
it
take
double
the
staff
double
the
resources
to
double
the
program
is
because
of
that
or
once
the
infrastructure
is
in
place,
can
you
double
triple
it
with
just
a
little
bit
of
an.
K
Increase
so
there
will
be
some
efficiencies
that
are
built
in,
as
you
continue
to
refine
as
Jennifer
said,
refine
the
process
and
in
how
we
deploy
the
tools.
But
the
reality
is
that
we
do
know
we
are
understaffed
in
our
lending
division.
What
we
are
being
tasked
to
do,
we
are
doing
it
in
a
manner
that
is
that
its
unsustainable.
K
So
our
three
million-dollar
asks
for
operating
support
was
to
allow
us
to
retain
the
lenders
that
loan
officers
that
we
have
and
also
bring
on
new
folks
to
deal
to
handle
the
pipeline,
because
the
thing
that
sort
of
breaks
my
heart
is
when
somebody
comes
to
the
URA
for
support
and
we
have
to
turn
them
away
simply
because
we
don't
have
the
capacity
to
address
the
need
at
the
scale
that
it
exists.
So
you
know
our
CFO
has
done
a
fantastic
job
since
December.
K
Helping
us
understand
how
we
could
address
that
need
and
address
that
concern.
I'll,
be
very
honest
with
you
that
three
not
getting
that
that
support
from
the
city
for
armed
for
more
than
just
five
hundred
and
forty
thousand
dollars
in
project
delivery
could
compromise
these
programs.
It
places
them
at
risk,
we
start
them
as
pilots,
because
we've
heard
you
and
we
take
very
seriously
what
you
ask
us
to
do
at
this
table.
K
B
B
Your
thoughts
are,
but
I
just
see
an
opportunity
with
some
of
the
facade
renovation
programs,
whether
they're
residential
or
commercial,
to
marry
them
with
energy
efficiency
retrofits
to
help
the
city
attain
its
climate
action
goals,
around
energy
efficiency
and
energy
use
and
energy
reduction,
so
to
the
extent
that
there
might
be
additional
funding
elsewhere
outside
of
the
city
government
for
those
types
of
programs
or,
if
you
see
any
kind
of
opportunity
over
and
above
what
you're
already
doing.
I
just
wanted
to
mention
that
as
a
possibility.
Thank.
K
You
we've
had
some
internal
discussions
around
steam
sustainability
and
climate
action.
The
board
has
asked
me
to
look
at
it
in
2020,
so
I'm
gonna
take
a
note
or
should
I
say
David's
gonna,
take
better
notes
than
I
do
to
look
at
that.
Thank
you
for
the
recommendation.
We
will
certainly
give
it
some
thought
and.
B
K
I
K
O
K
H
K
Okay,
I'm,
sorry,
so
so,
what's
interesting
is
that
when
you
know
we
launched
the
idea
for
the
micro
loan
program,
some
of
the
pushback
from
leadership
at
the
time
was
well
we've
done
that
before
and
it
failed
and
it
didn't
work,
and
so
what
I
asked
for
was
some
of
the
lessons
learned.
What
did
we
learn
about
failures
and
how
can
we
construct
this
program
in
a
manner
that
avoids
that
and
helps
entrepreneurs
to
be
successful,
so
Jennifer
and
Tom
have
done
a
fantastic
job
at
their
own
expense?
K
Some
very
late
nights
of
working
with
these
entrepreneurs
to
help
them
be
successful,
so
the
old
model,
its
work,
is
very
different
than
it
was
back
in
the
80s
and
90s.
When
folks
were
having
these
challenges
a
lot
of
these
african-american
women
who
are
going
into
entrepreneurship,
they
have
business
plans.
They
they.
They
they've
thought
this
through
they're
committed
to
it.
So
we've
seen
a
lot
of
success
because
the
entrepreneur
now
I
think
is
very
different
than
it
was
before.
K
We
don't
just
do
this
program
in
isolation,
we're
partnering
with
the
small
business
development
centers
with
Chatham's
Women's,
Business
Center.
To
really
ensure
that
it's
not
just
the
URA
and
there
alone
that
we
have
other
supports
in
our
ecosystem,
partnering
with
us
as
well,
and
we
and
I
think
that
that's
contributed
to
the
success
of
the
program.
Okay,.
H
G
H
H
H
K
Is
it's
constantly,
which
is
again
another
reason
why
we're
asking
for
these
dollars
to
help
us
to
be
in
a
position
to
not
have
to
respond
to
the
market
but
to
be
able
to
respond
to
community,
and
we
certainly
need
city
support
in
order
to
be
able
to
do
that.
I
have
a
personal
commitment
to
preservation
coming
from
the
hill
district
I
wanted.
You
know
those
buildings
mean
something
to
the
people
who
lived.
K
A
long
history
in
a
sense
of
nostalgia
and
meaning
for
people
who
live
in
that
neighborhood,
so
I
can't
make
any
guarantees
at
this
table
right
now
as
to
what
will
happen,
but
I
can
tell
you
that
the
thinking
and
the
goal
of
the
organization
is
to
preserve
first,
when
possible.
That's
why
we
showed
that
house
that
was
scheduled
to
be
demolished,
and
the
team
worked
very
hard
to
turn
that
into
an
affordable
opportunity.
K
K
H
Community
that
has
lived
there
for
a
very
lengthy
time.
A
matter
of
fact,
quite
a
few
I
mean
there's
one
street
in
particular
that
all
of
the
Northside
cares
about
and
that's
where
three
buildings
were
destroyed,
because
a
few
people
were
in
a
meeting
and
as
developers
were
going
in
and
there
were
two
other
developers
scheduled
to
go
in
there
the
next
day.
I
think
it
was
that
the
they
came
and
took
the
buildings
down
and
my
understanding
was
it
was
the
URA
that
did
it.
H
H
I
H
K
K
Businesses
in
any
interested
party
businesses,
nonprofits
residents,
who
might
be
interested
in
preserving
one
of
those
assets-
I
mean
it
they
have.
They
are
condemned
right
now
they
should
be
demolished
if
you
think,
look
at
a
certain
faction,
I'm
not
saying
that,
but
our
board
intervened
and
said:
there's
an
opportunity
to
do
some
aggressive
preservation,
and
in
that
that's
what
we're
doing
so.
It's
a
slow,
methodical
process.
It
requires
deep
community
engagement.
K
We've
been
on
a
listening
tour
with
hundreds
of
people
in
a
room
that
are
from
that
neighborhood
telling
us
what
they
want
to
see
on
what
their
expectations
are,
and
then
we
roll
that
data
so
that
when
we
go
to
our
board
with
a
recommendation,
the
recommendation
has
been
to
preserve
hams,
barber
shop
and
put
a
small
business
and
it
not
demolish
it.
Even
though
that's
what
certain
developers
are
certain
folks
might
want
exactly.
H
H
K
Asset
management
a
play
again:
it
requires
considerable
resources.
We
are
going
through
the
couch
cushions
at
the
URA
to
make
sure
that
we
are
able
to
do
that
more
effectively
again
and
be
responsive,
and
so
you
know
that
the
challenge
is
is
a
resource
challenge,
but
it's
also
a
creativity
challenge.
If
we
want
to
do
something
in
Pittsburgh,
we
get
it
done.
K
We
just
have
to
put
our
minds
to
it
and
really
focus
on
it,
so
in
2020,
I
hope
in
my
new
capacity
to
be
able
to
Shepherd
and
spearhead
some
of
that
stuff
and
I
know
Nathan
Clark,
our
director
of
real
estate.
He
and
I
have
had
many
conversations
around
how
to
rethink
this
and
how
to
do
a
better
job
of
it
and
we're
committed
to
doing
that.
Ok,.
H
H
They
call
it
a
Spring
Hill,
but
it
was
basically
in
City
via
don't
even
know
which
neighborhoods
are
which,
but
they
were
condemned,
properties
that
somebody
could
have
made
and
nice
low
income
home
out
of
it,
and
it
certainly
said
what
is
happening
around
the
city
like
that
and
I'm,
hoping
that
there
is
a
change
where
that
takes
place
in
it's
looking
at
the
whole
city,
not
just
part
of
the
city
in
I.
Guess
you
don't
have
nothing
to
do
with
your
board
right.
The.
H
G
H
K
I
Diamante
for
taking
us
through
this
transition,
as
you
know,
I
was
a
big
supporter.
I
wanted
II
amante
to
be
the
director
I
thought
that
it
would
be
great
to
have
somebody
from
Pittsburgh
not
having
to
teach
somebody
about
Pittsburgh,
but
it'd
be
great
to
have
somebody.
He
knows
about
Pittsburgh,
knows
about
the
areas
and
really
understands
what
it's
like
to
work
with
the
communities
at
the
helm
and
so
I
just
want
to.
Thank
you
very
much,
I'm
very
pleased
with
Sam
Williamson
I
mean
I
get
along
very
well
with
him.
I
It's
still
not
not
nearly
compared
comparable
to
what's
happening
in
the
East
End,
but
I
think
it's
also
reflective
of
the
board,
but
I
I
want
to
say
I
mean
a
lot
of
people
have
questions
and
concerns
about
the
URA.
It's
one
of
my
favorite
departments
to
work
with,
because
I
think
you
really
do
want
to
work
in
our
area.
I
think
you
want
to
help
us
out.
I
think
you
know
there's
an
absence
of
a
CDC
in
our
area,
and
so
all
of
your
staff
has
been
they've
all
been
a
tremendous
working.
I
Having
so
I'll,
be
happy
to
work
with
councilman
LaBelle
on
some
of
the
amendments,
but
I
want
a
commitment
to
that.
Some
of
these
programs
will
be
extent
extended
into
because
I
did
see
the
map
were,
you
know
some
of
the
facade
money
was
not
so
prevalent
and
the
south
west
of
the
river,
but
I
mean
even
though
there
were
some
it.
I
Just
wasn't
real
prevalent
so
I'd
like
to
work
with
him
on
that,
because
those
programs
do
help
a
lot
of
people
and,
and
they
have
been
very
beneficial,
but
one
of
the
things
I
would
I
do
want
to
ask
you
about?
Is
the
the
7000
properties
that
the
ura
has
currently?
As
you
know,
we
called
for
a
post
agenda
I
apologize
that
I
wasn't
here
for
it,
but
we
had.
I
Not
here
right
now,
but
Richard
snipe
is
working
in
Sheridan
Eliot
part
of
Crafton
Heights,
which
I
think
he
thought
was
another
area
and
part
of
beach
view
of
my
district,
and
he
has
a
core
group
of
residents
in
those
areas
that
he's
working
with
and
I
just
want
to.
Thank
him
because
it's
it
I
feel
like
he's.
Gonna
get
some
things
done
there.
So
I
want
to
thank
you
for
that.
N
Are
city-owned
properties
that
internally,
the
city
has
tagged
hold
for
ura
and
that
tag
can
mean
a
lot
of
things
most
often
what
it
means
is.
A
community
group
has
expressed
to
the
ura
that
they're
interested
in
that
parcel.
So
before
City
real
estate
staff
goes
to
sell
it.
They
check
in
with
the
ura.
We
then
check
in
with
community
group
and
say:
is
it
ok
to
release
the
whole
from
this
parcel
or
you
still
have
plans
for
it?
So.
I
I
Because
we
want
to
make
sure
that
we're
figuring
out
this
process
and
how
we're
going
to
really
move
these
properties
along
and
I'll,
be
honest
with
you
I'm,
not
a
fan
of
the
idea
of
living
community
groups,
CDC's
and
others
have
such
a
say,
because
in
our
area
the
aura
is
holding
six
boggs
Avenue
for
us,
which
we
would
like
to
see
go
through
a
public
process
and
at
the
time
the
MW
CDC
was
purchasing.
The
property
for
I
think
was
four
thousand
dollars
from
our
real
estate
department.
I
pulled
I
deleted
that
property.
N
I
I'm
not
gonna,
be
a
part
of
that
that
not
if
I
have
a
say,
I'm
gonna
delete
it,
and
so
we
deleted
that
property
and
I
turned
it
over
to
the
RA
and
said.
Please
make
sure
that
there's
a
clear
public
process
and
that
people
can
all
been
on
that
property
because,
as
it
started,
going
through
a
bidding
war,
it
went
up
to
forty
thousand
I
think
was
the
last
bid,
and
so
it
was
going
for
under
four
thousand.
So
I
want
to
say
that
was
a
concern
for
me.
I
So
when
people
talk
about
council,
not
having
say
we
are
able
to
stop
those
kinds
of
things
from
happening.
If
we
know
about
it
and
thank
God
the
residents
you
know
made
me
aware
of
the
issue,
because
I
didn't
know
that
this
whole,
you
know,
plan
and
the
reason
we
shut
down
the
CDC
and
the
West
End
was
because
there
was
properties
being
sold.
You
know
to
board
members
and
all
sorts
of
things
like
happening
like
this,
so
I
really
watch
and
pay
attention
to
this
because
of
those
issues
so
I'm
gonna.
I
Thank
you
for
your
work
on
this,
but
I
want
to
make
sure
that
I
advocate
for
council
having
a
say
and
what
happens
to
the
properties
in
our
district,
including
with
the
real
estate
department.
I
mean
right
now
we
have
that
say
between
you
know
with
them.
I
wouldn't
know
how
we
can
all
work
together
to
make
sure
that
we're
doing
what's
right
by
these
properties
and
by
the
public
I'm
not
here
to
play
games
with
in
here
for
anyone
I'm,
certainly
not
gonna,
put
my
name
on
the
line
for
somebody
selling
properties
understood.
K
And
so
we
have
a,
we
are
doing
our
20/20
work
plan,
and
so
this
is
looking
at
our
land
portfolio
between
the
city
and
the
URA
comprehensively
is
a
strategic
part
of
that
that
work
plan.
So
we
hope
to
be
able
to
have
that
done
by
the
first
quarter.
I
know
that
nathan
is
and
his
team
are
working
on
it.
It
is
if
we're
going
to
talk
about
affordability
in
home
ownership.
K
We've
got
to
look
at
the
stuff
that
we
are
and
how
and
if
it's
within
government
control
we
we
have
the
ability
to
do
what
private
developers
aren't
going
to
do
and
we
should
be
intently
focused
on
that.
So
there
will
be
a
work
plan.
That's
developed
once
the
new
IDI
comes
on
to
look
at
that
and
figure
out
a
comprehensive
strategy.
K
So
it's
not
just
this
one
off
in
that
we
can
be
responsive
in
the
neighborhood
if
you,
if
your
neighborhood
doesn't
have
a
CDC
and
we
need
rich
night
they're
working
on
behalf
of
the
PhD
C
to
fill
that
gap
and
ensure
that
you
have
the
level
of
staying
control
that
you
want,
then
that
that's
what
we
do.
We
may
move
differently
in
another
neighborhood
where
there
are
different
preferences,
but
I
think
we
can
be
nimble
enough,
but
again
that's
having
the
staff
and
the
support
that's
needed
in
order
to
do
that.
K
If
we
have
to
do
a
massive
reduction
in
force,
all
of
the
promises
that
we
talked
about
here
at
this
table,
they
become
less
feasible
to
do
so.
That's
why
this
you
know.
Thank
you
again
for
your
time
and
willingness
to
listen
and
ask
probative
questions,
it's
very,
very
important
that
we
get
this
right
and
that
we
work
cooperatively.
Thank.
I
You
and
I
just
want
to
talk
about,
wouldn't
talk
about
preservation,
I,
you
know
the
one
thing
I'm
gonna
advocate
for
is
the
Old
Stone
tavern,
second
oldest
building
in
the
city
of
Pittsburgh,
and
yet
we
still
have
no
plans
10
years
later
and
I
mean
I.
Think
a
lot
of
that
has
to
do
with
some
of
the
community
group
itself.
You
know
that
was
working
on
it,
but
I
think
right
now
it's
got
a
lot
of
attention
and
I.
Think
that
is
it
a
you
are
a
asset.
I
I
The
value
of
the
property,
so
the
more
they
talked
about
it,
the
more
more
PR
thought,
the
higher
the
price
kept
coming
and
it's
now
I
think
like
700,000,
and
so
that's
the
biggest
that's
at
that
is
the
biggest
obstacle
to
hurdle,
but
I
think
we
have
Parkway
Center
Mall
I'd
like
to
see
some
work
happening,
I'd
like
to
see
some
things
happening
there.
So
when
we're
talking
about
you
know
being
inclusive,
that's
also
geographically
and.
I
To
make
sure
that
south
west
of
the
river
is
getting
some
attention,
Parkway
Center
Mall,
no
boast
on
road
banks
ville
all
those
areas
that
need
some
attention
and
definitely,
of
course,
Sheridan
that
Shorter's
Avenue
corridor,
which
we
did
have
clarin
Healy,
was
working
on
it.
I,
don't
know
what
the
status
of
that
is
now
because
you
made
so
many
changes
there.
I
That
I'd
feel
like
that's
kind
of
falling
through
the
cracks,
so
I'd
like
to
make
sure
that
somebody's
working
on
that
and
I
really
I
know
that
there's
different
personalities
at
the
URA
and
different
things
happening,
but
I
will
say
say
that
she
was
always
somebody
I
could
call
and
make
sure
that
there
was
an
issue
that
we
wanted
to
have
an
address.
She
did
address
it,
and
so
I
want
to
make
sure
that
the
clearing
is
still
there.
K
G
G
I
K
I
And
so
that
that's
it
for
me,
I
just
want
to.
Thank
you
all
for
your
work.
I
one
of
my
favorite
departments
to
work
with
and
and
I
do
see
some
results
because
of
it
and
I
do
want
to
say
for
the
it's
difficult
to
see
results
in
our
district
because
we
have
17
neighborhoods.
So
I
just
want
to
point
this
out
real
quickly.
But
since
we've
been
in
office,
we've
had
a
stadium
built,
we've
had
Amazon
move
to
the
ferry.