►
Description
Department of Parks & Recreation / Office of Community Health & Safety
A
Good
afternoon
and
welcome
to
pittsburgh
city
council's
reconvened
budget
hearing
meetings,
I
am
councilman
reverend
ricky
burgess,
I'm
doing
with
councilwoman
erica
strasberger
councilman
bobby
wilson,
councilman
david
lavalle,
councilman,
corey
o'connor,
and
that's
all
that
I
see
at
the
moment
this
afternoon
we
will
be
reviewing
information
concerning
parks
and
urban
parks
and
recreation,
we'll
turn
it
over
at
first
to
our
able,
capable
and
excellent
budget
analysts
bill
orbanek
who
will
give
us
an
overview
of
the
department.
B
Councilman,
the
mission
of
the
department
of
parks
and
recreation
is
to
seek,
enrich
and
enhance
the
lives
of
the
city
of
pittsburgh
residents
by
fostering
lifelong
learning
through
programs,
social
connections,
healthy,
active
living
and
cultural,
diverse
recreational
and
educational
opportunities
within
all
of
the
city's
community.
Recreational
facilities,
parks
and
program
spaces.
B
B
Approximately
20
decrease
total
full-time
positions,
35.5,
that's
a
reduction
of
11
positions.
The
reductions
in
the
first
six
months
of
the
year
are
one
of
two
administrative
aides
are
eliminated.
One
of
two
fiscal
contracting
coordinators
eliminated,
one
of
ten
community
center
directors
eliminated,
seven
of
21
recreational
leaders
eliminated
non-salary
expenditures
have
been
reduced
by
a
hundred
and
nineteen
thousand
dollars,
there's
no
budgetary
reductions
to
any
of
the
part-time
positions,
such
as
wrecked
leaders,
lifeguards
etc.
B
At
this
juncture,
also,
the
my
brother's
keeper
coordinator
has
been
transferred
to
the
office
of
equity
anticipated
july
1st
workforce
reductions.
If
we
do
not
receive
some
assistance
or
other
revenue,
opportunities
are
two
hundred
and
twenty
six
thousand
two
hundred
and
twenty
three
dollars,
based
on
average
salaries
and
benefits
of
the
thirty
four
time
positions
that
equals
the
elimination
of
approximately
seven
employees
or,
if
applied,
to
part-time
positions,
no
lifeguards
and
other
seasonal
things
such
as
pools.
B
The
summer
food
program,
55
000,
remains
the
same
as
prior
years
meeting
room
rentals,
twenty
one
thousand
six
hundred
dollars,
that's
the
seven
percent
decrease
and
the
regional
asset
district
salaries
benefits
reimbursement
is
budgeted
at
87
000,
that's
actually,
a
three
percent
increase
parks
and
recreation
also
has
several
capital
projects
which
are
being
implemented
through
the
department
of
parks
and
recreation.
B
In
there,
a
couple
of
deliverables
include
the
warrington
rec
center
robert
e
williams,
community
center,
the
brighton
heights
senior
center,
oliver
bathhouse
window
rehabilitation,
jefferson,
recreation,
center
and
west
end
health,
health,
active
living
center
acquisition,
344
000,
volunteer
fields.
Upgrades
are
also
listed
as
some
of
the
capital
improvements,
also
within
the
department
of
parks
and
recreation
under
community
development
block
grants
is
the
senior
community
program
and
that's
listed
at
750
000,
of
course,
as
we
know,
doesn't
equal
what
the
expense
is,
but
that
amount
is
the
same
as
prior
years.
B
Parks
and
recreation
also
has
several
trust
funds
and
that's
the
regional
asset,
district
trust
fund
for
parks
and
recreation.
Beginning
balance,
988
000
anticipated
2021
revenue,
1.2
million
position,
changes
that
are
within
that
trust,
fund
skating,
rink
personnel
transferred
from
dpw's
a
reddit
fund,
there's
no
net
additions.
B
Mellon
park,
tennis
trust
fund
projected
beginning
balance:
2.3
million
dollars
anticipated
2021
revenue,
390
000,
there's
no
changes
to
staffing,
2.9,
full-time
employees
and
or
non-salary
expenses,
senior
citizen
program.
Trust
fund
projected
beginning
balance:
37
000
anticipated
2021
revenue,
1
million
511,
000
position,
changes,
elimination
of
recreation,
support,
specialist
and
referral
specialist,
there's
a
34
reduction
to
non-salary
expenses.
B
We
also
have
the
special
summer
food
service
trust
fund
projected
beginning
balance:
123
000
anticipated
2021
revenues,
525
000,
there's
no
changes
to
staffing,
two
full
there's
two
full-timers
or
non-salary
expenses.
We
also
have
the
frick
park.
Trust
fund,
beginning
balance
there,
one
million
six
hundred,
fifty
nine
thousand
anticipated
revenue
for
2021
is
858
500.
B
The
trust
fund
no
longer
used
for
maintenance
of
frick
park
now
is
solely
a
pass-through
for
the
parks
conservancy
and
the
environmental
center
chevrolet
park.
Rink
trust
fund
projected
beginning
balance.
Eight
hundred
and
four
thousand
dollars
anticipated
2021
revenue,
160
000,
there's
no
changes
to
budget
expenses
staff
is
housed
within
the
a
ride
budget
we
mentioned
previously.
B
We
also
have
the
fips
conservatory
trust
fund
current
balance.
Seventy
thousand
dollars
as
trust
funds,
are
funded
by
dedicated
revenues.
They
do
not
contain
an
anticipated
july
1st
workforce
reduction
that
appears
in
the
general
fund
and
operating
budgets.
The
parks
trust
fund
is
still
on
the
table.
Right
now,
it's
not
clear
of
how
this
would
affect
the
departments
of
parks
and
recreation,
and
with
that
I'd
like
to
hand
it
back
to
you,
reverend
burgess.
C
Thank
you,
reverend
council
members
for
having
us
here
today,
ross
chapman,
director
of
parks
and
recreation
city
parks.
Alongside
me
are
our
assistant
director
of
senior
programs.
Luanne
haran
went
to
the
department
for
quite
some
time
and
newer
to
the
team,
but
I
don't
know
after
a
year,
catherine,
if
we
can
say
you're
still
new
but
assistant
director,
catherine
vargas,
who
kind
of
resides
over
and
supports
programs
that
are
specific
to
community
wreck,
food
programs,
the
rink
and
other
operations
so
yeah
this
we've
we've
had
to
scale
back
operations
this
year.
C
Accordingly,
we've
made
do
we've
had
some,
I
think,
tremendous
impact
in
the
areas
of
food
distribution
for
kids
and
seniors,
just
totaled
up
some
some
data
recently
that
I
think
went
on
in
a
press
release.
Just
yesterday,
we've
served
over
100
over
350
000
meals
to
kids
and
seniors,
probably
tens
thousands
in
excess
of
that
in
reality,
because
so
many
donations
have
come
come
through
for
seniors,
and
so
we've
had
people
like
the
police
bureau
and
the
united
way
and
parkhurst
and
others
support
us
since
the
inception
of
the
pandemic.
C
Really
we
were
maybe
three
days
behind
the
kind
of
the
force
closure
when
we
got
things
up
and
running
for
food
distribution
for
kids
and
seniors.
So
we've
been
able
to
do
that
successfully.
We
still
do
that
weekly.
We
also
have
made
some
pretty
significant
strides,
which
we
will
continue
even
post
covid
in
the
arena
of
virtual
programming,
we've
started
our
own
city
parks,
youtube
channel,
which
we're
putting
virtual
videos
out
there
for
families
and
for
youth.
C
I
was
on
a
call
earlier
with
another
staff
member,
not
in
my
department
but
in
another,
and
they
take
advantage
of
the
of
those
kits
as
well,
because
they're
really
informative
and
they
make
they've
made
some.
Some
families
really
really
happy
to
have
something
that
is
tangible
and
yet
can
they
can
map
to
kind
of
a
virtual
experience
as
well
that
supplements
what
their
children
may
be:
learning
at
pps
or
other
hybrid
or
remote
learning
kind
of
centers
right
now.
C
C
It
impacts
in
and
as
the
budget
director
as
bill
mentioned,
it
all
comes
from
basically
just
one
area
of
six
of
our
funding
pool,
so
it
will
affect
community
recreation
and
the
community
enrichment
program
and
perhaps
aquatics
directly,
where
the
other
programs
will
remain
untouched.
So
we're
hopeful
that
there
is
additional
revenue
and
or
aid
that
that
comes
into
the
city,
that
that
can
kind
of
wash
away
some
of
those
anticipated
stresses
and
strains.
C
Let's
hope
it
doesn't
get
worse
on
july
1st,
but
we,
I
think,
we've
done
a
pretty
tremendous
job
while
having
people
out
there
daily
doing
the
work
to
feed
families
and
and
educate
kids
and
support
families
as
best
we
could.
C
So
it's
been
a
learning
experience
for
for
all
of
us,
and
but
my
hat
is
truly
off
to
the
staff
who
you
know
who
do
the
work
to
all
of
those
that
have
supported
us
into
lou
and
catherine,
who
are
out
there
with
their
respective
teams,
making
sure
that
that
we're
that
we're
maximizing
the
impact
based
on
the
resources
available
to
us
and
just
one
other
thing,
and
then
I
can
turn
it
over
to
lou
or
kv.
C
If
they
want
to
say
anything,
we
r,
we
were
acquired
the
schenley
ice
rink
again
this
year.
I
think
we
got
it
was
returned
back
to
city
parks
just
right
before
the
pandemic
hit
the
rink
opened
kind
of
quietly
on
monday,
it's
been
so
this
is
day
four.
We
have
a
like.
We
do
at
the
mill
and
tennis
facility.
C
We
have
a
pretty
intensive,
coveted
plan
in
place.
The
operation
is
going
pretty
well,
so
we've
been
able
to
kind
of
reabsorb
that
program
area
with
so
far
great
success.
The
team
is
excited
so
we're
hoping
that
we
can
have
a
pretty
good
ice
rink
season,
even
though
the
capacity
is
limited,
because
it's
the
one
of
the
things
that
we
feel
like
we
can
safely
offer.
C
So
we're
happy
to
have
that
that
asset
back
and
manage
those
that
program
arena
like
we
do
other
program
arenas
and
just
a
a
tip
of
the
hat
too
to
director
gable
and
assistant
director
hornstein,
because
it's
almost
like
we
live
in
within
public
works.
All
of
the
facilities
related
work
that
we
do
there's
so
many
projects
bill
went
through
a
few
of
them
that
are
part
of
the
2021
capital
project
list
for
next
year,
but
there's
a
lot
of
work
that
we
do
with
them
and
we
couldn't
do
it
without
them.
C
So
there's
been
a
lot
of
work
and
a
lot
of
support
made
by
council,
maybe
by
the
administration,
to
to
get
a
lot
of
improvements,
renovation,
work
done
and
we're
all
grateful
for
that
and
all
of
our
patrons
and
constituents
and
consumers
and
participates
participants
that
come
through
our
doors
or
through
the
gates
or
whatever.
They
can
see
that
and
it's
really
tangible
and
it's
really
significant.
So
thank
you
all
for
all
the
support
that
you've
given
us
to
to
to
realize
that
lou.
I
don't
know
if
you
or
catherine
wanted
to.
D
Say
hi
good
afternoon,
everyone.
This
is
luanne
haran
assistant,
director
of
the
senior
program.
I
I
just
want
to
touch
base
a
little
bit
on
what
director
chapman
had
to
say
about
our
staff,
beginning
on
friday
march
20th,
when
the
we
all
left
the
building.
We
left
the
building,
I
believe,
maybe
two
days
before
the
city
county
building
when
coving,
okay
on
friday
march
20th
the
staff
at
the
senior
center,
and
I
played
the
rec
center
as
well
in
city
parks.
D
We
were
up
and
running
and
serving
meals
to
this
residents
of
the
city
of
pittsburgh.
There
was
no
questions
asked
when
we
called
upon
our
staff
at
city
parks
if
they
would
come
out
and
serve
meals
to
residents
of
the
city.
They've
been
there
since
march
20th,
serving
meals
to
the
people
and
the
residents
of
the
city.
D
D
They've
been
doing
it
since
day,
one
and
they're
still
doing
it,
and
the
one
thing
I
want
to
say
is
whatever
steps
we've
put
in
place.
We've
been
so
fortunate
that
we've
kept
everybody
safe,
we've
not
had
a
case
of
clothing.
I
don't
want
to
knock
code
him
saying
that,
but
we've
not
had
a
case
of
cover.
We've
kept
our
all
party
safe
in
doing
this,
we're
providing
all
these
meals
and
then,
on
top
of
that,
we've
also
worked
with
global
links
to
provide
mass
adult
hygiene
products.
Sanitizers,
no
one
could
get
mass.
D
It's
just
been
wonderful
to
see
all
the
cooperation
of
everyone
to
make
this
work,
so
everyone
had
a
meal
when
they
couldn't
get.
They
couldn't
go
out
to
get
the
meals.
They
were
scared
to
leave
their
homes,
some
just
came
to
get
a
meal
and
they
went
back
in.
We
talked
to
our
seniors
and
they
can't
wait
for
the
day
when
we
can
open
back
up
because
they
truly
miss
each
other.
D
They're,
really
lonely
in
their
homes
in
some
cases,
but
they
are
so
thankful
and
one
other
program
that
we've
recently
had,
which
has
been
really
marvelous
for
the
seniors.
We've
been
working
with
allegheny
county
and
we
were
able
to
provide
laptops
for
laptops
and
wi-fi
connections
with
seniors
who
qualify
as
being
participants
of
our
centers.
So
we've
been
handing
out
and
delivering
laptops
to
the
people
that
applied
through
a
application
process
and
if
they
qualified,
they
were
able
to
get
free
laptops
that
are
not
on.
They
are
now
theirs
to
keep
they
own
them.
D
Now,
so
that's
been
able
that's
been
a
really
good
program
as
well.
We
have
had
a
lot
of
people
sign
up
sign
up
at
the
senior
centers
that
are
members
of
our
senior
centers,
and
now
they
have
laptops
now
they
can
maybe
talk
to
each
other,
we're
going
to
find
a
way
to
for
the
ones
that
don't
know
how
to
use
them
to
get
them
training
on
them
as
well.
So
that's
been
a
very
good
outlet,
some
outlets
for
the
seniors
as
well.
D
So
I
just
want
to
end
by
saying
hats
off
to
our
staff.
They
are
the
best
they're
wonderful
and
they
just
can't
thank
them
enough,
as
I
always
do.
They
are
park
trumac
and
our
director
and
our
leader
ross
you're
the
best
I
thank
you
all
the
time
you
always
support
us.
So
thank
you.
E
Great
I'll,
just
I'll
just
add,
you
know,
lose
100
right
right
when
covet
hit.
It
was
clear
that
you
know
all
of
our
team
are
very
front.
Front-Facing
first-line
workers
out
there
engaging
with
folks
every
day
whether
it's
making
recreation
safe
like
we're
doing
at
at
the
ice,
rink
or
passing
food
out
in
meals,
and
that's
been
from
day
one.
I
do
sincerely
appreciate
all
of
the
support
that
we've
had.
E
I
think
you
know
rossly
and
myself
to
be
able
to
make
sure
that
safety
is
a
first
priority
for
all
of
our
team.
That
has
definitely
been
loud
and
clear,
something
that
the
administration
has
been
very
focused
on
and
is
trickled
down
to
our
everyday
concern.
E
Number
one
is
safety
for
our
workforce
and
then
also
for
our
patrons,
and
so
that's
been
a
really
great
experience
to
have
that
support,
especially
given
that
this
is
a
whole
new
situation
for
all
of
us,
and
I
think
that
the
other
thing
that's
been
really
impressive,
that
our
team
has
been
able
to
do
is
not
just
continue
to
provide
services
that
we've
typically
been
providing,
but
also
helping
to
meet
the
basic
needs
of
individuals
who,
particularly
in
a
moment
of
of
that
initial
crisis,
like
really
needed
that
outlet
for
for
meals
for
masks,
we
had
a
lot
of
different
partners
who
helped
to
donate
items.
E
You
know
the
school,
lunches
and
school
meals
that
we
do,
but
also
weekly
family
dinners
have
become
a
part
of
our
food
distribution
service
for
families,
and
so
even
on
thanksgiving
those
families
who
have
been
coming
to
us
across
our
rec
centers
for
meals
all
received.
You
know
turkey,
dinners,
turkey,
thanksgiving
family
style
dinners
through
that
support.
E
So
it's
been
a
really
wonderful
to
see
how
the
community
has
stepped
up
and
worked
with
us
to
to
better
serve
our
residents,
and
the
only
other
thing
I
also
want
to
mention
is:
I'm
extremely
excited
that,
even
though
our
main
focus
is
on
what
we
can
do
right
now
in
this
covid
period
to
support
community
residents,
there's
been
a
lot
of
really
exciting
projects
that
are
still
moving
forward.
One
in
particular,
is
rec
to
tech.
E
You
know
our
announcement
that
we
have
received
the
national
science
foundation
grant
and
are
able
to
work
with
the
city
of
baltimore
and
digital
harbor
foundation.
To
really
start
to,
you
know
think
through
how
technology
education
can
really
look
and
be
activated
in
our
rec
centers.
You
know
I
think
this
project
has
been.
You
know
right
now,
setting
us
up
for
success
for
the
future.
E
You
know
in
their
future
and
really
help
them
amplify
what
it
is
else
that
they
maybe
have
an
interest
in
or
learning
to
have
an
interest
in,
and
I
think
our
centers
really
are
are
continuing
to
develop
to
be
a
place
where
that
that
kind
of
learning
can
happen.
So
I'm
excited
about
that.
But
I'll
I'll
leave
that
to
say
it's
been
a
great
year.
It's
been
a
challenging
year.
I
think
I've
spent
more
of
my
year
during
covid
than
and
during
normal.
A
Well,
if
that's
your
presentation,
I
will
now
we
have
been
also
joined
by
councilman,
anthony
coghill,
councilwoman,
deborah
gross,
and
so
I
will
sort
of
go
down
in
the
order
in
which
I
see
the
members
to
see
if
they
have
any
questions
and
or
concerns,
and
then
I
will
asked
I
have
at
least
one
question
that
I'll
ask
at
the
end
of
of
their
remarks.
So
in
terms
of
my
screen,
the
first
person
I
see
is
erica
health,
woman,
erica
strasberger.
F
Thank
you
reverend,
mr
chair.
I
don't
actually
have
any
questions.
I
want
to
thank
you
for
the
work
that
you
do
and
the
way
that
you
were
able
to
pivot
in
this
difficult
time
I
mean
more
than
any
other
department
I
can
think
of.
You
are
the
department
that
is
interfacing
with
the
public
and
really
interacting
with
people
on
a
day-to-day
basis,
and
it
sounds
like
you
did
so
remarkably.
F
So
thank
you
for
your
work
day
in
and
day
out
and
and
I'll
I
might
be
able
to.
I
might
have
some
questions
after
I
hear
my
colleagues
questions,
but
I'll
defer
to
them
for
the
time
being.
Thank
you.
Thank
you.
G
G
My
very
first,
you
know
yep,
really,
the
chairs,
you
always
have.
G
Heart-
and
I
really
did
feel
through
the
two
years
that
I
spent
with
you
and
you
know,
we
were
very
involved
in
some
some
events
that
we
had
up
in
carrick
and
other
places,
but
you
really
do
a
really
great
job
and
you
know
I
know
your
budget's
not
one
to
really
write
home
about
what
what
what
actually
is
your
total
budget?
I'm
sorry,
if
I
missed
some
of
this,
while
I
was
away.
C
Under
four
million
dollars
for
2021-
that's
just
the
operating-
I
mean
you
know,
we
have
the
bell
and
tennis
trust
fund
and
there's
we
have
the
a
red
trust
fund
that
pays
for
park
rangers
and
helps
support
some
of
those
initiatives
in
the
rad
parks.
And
then
we
have
the
senior
program
trust
fund.
But
you
know
what
we're
talking
about
specifically
in
those
areas
that
will
be
most
significantly
impacted
and
have
been
are
those
things
that
fall
in
the
general
operating,
which
is
community
recreation
pools
and
our
community
enrichment
programs
largely
so.
G
Yeah
when
I
look
at
the
budgets
and
what's
been
in
front
of
us
to
this
point,
you
know
and
do
I
understand
this
right-
you
are
projected
to
cut
one
million
dollars
from
your
budget.
C
C
In
addition
to
the
supervisor,
the
community
enrichment
program
team
has
a
supervisor
and
two
full-time
staff
people,
so
we've
been
making
do
with
what
we
have
if,
if
there
are
additional
cuts
that
are
necessary
mid-year
next
year,
they're
all
going
to
hit
the
same
program
area
so
structurally
it
gets
pretty
difficult
and
challenging
to
think
about
operating
in
the
way
that
we
have
done
so
in
the
past,
without
some
additional
resources.
C
So
we're
trying
to
think
strategically
again
about
americorps
keys
youth,
and
can
we
afford
to
do
that
and
volunteers
to
help
us
launch
any
programming
that
that
we
think
we
can
implement
that
is
safe
to
implement?
C
I
mean
we're
already
talking
with
the
boys
and
girls
club
and
the
pittsburgh
pirates
about
what
can
a
baseball
season
look
like
next
year,
so
we're
just
starting
those
conversations
now
not
knowing
having
no
idea
what
it'll
look
like,
but
I
think
it's
important
to
do
the
planning
all
the
planning
and
all
the
homework
right
now,
so
that
if
we
can
go
and
we
get
green
lit,
then
that's
what
we'll
do.
Yeah.
H
G
It
sure
does
sound
like
and
that's
the
first
thing
that
stuck
out
to
me
and
if
there's
you
know,
when
you're
talking
about
shutting
rec
centers
down
you're
talking
about
kids,
I
mean
you
know
our
rec
centers
are,
I
would
say,
what
close
to
100
percent.
It's
kids
that
come
and
you
know,
do
the
activities
or
join
in
things
at
the
rec
centers.
So
if
I
look
at
two
departments,
you
know
through
all
these
budget
hearings
and
we
still
have
a
few
more
to
go.
G
But
you
know
I
look
at
yours
and
I
think
jeez
I'd
hate
to
see
you
take
a
million
dollar
cut,
that's
crippling
to
a
budget.
That's
not
so
robust,
I
guess
to
say
the
least.
G
I
would
say
you
know
your
budget
and
I
would
love
to
work
with
other
council
members
on
this
and
we
were
talking
the
other
day
about
the
you
know.
Pli
also
you
know
pli
is
you
know
going
to
suffer
serious
cuts
that
I
don't
think
they
can
afford
to
to
do
so.
G
So
those
two
are
the
ones
that
stick
out
to
me
and
I
don't
know
if
my
council
members
will
get
together
and
we'll
try
to
figure
out
a
way
how
to
save
you
know
your
departments
from
such
drastic
cuts,
but
you
know-
and
I
understand
it's
hard
because
you
know
everybody's
taking
cuts,
but
you
know
so
you
know
that's
it
for
now
I
may
come
back.
You
know
I
would
love
to
hear
from
the
other
members,
and
you
know
maybe
chime
and
I
just
ran
in.
G
I
wanted
to
make
this
because
you
know
as
parks
and
record
near
to
dear
near
and
dear
to
my
heart.
So
so
listen
thanks
for
being
here.
Just
judging
by
what
I
saw
in
my
first
two
years.
You
all
do
a
fantastic
job
and
you
couldn't
be
happier
with
the
services
you
provide
and
I
just
hope
we
can
provide
the
the
you
know,
the
funding
that
you
need
in
order
to
keep
going.
So
that's
it
for
me.
Councilman
burgess,.
I
I
We've
all
seen
the
people
waiting
in
line
for
food
distributions
I've.
You
know
I've
seen
them
in
stanton
heights,
I've
seen
them
in
bloomfield,
I've
seen
them,
and
I
know
we
have
pantry
kitchens
popping
up
all
over
the
place
because
neighbors
are
trying
to
provide
for
neighbors
and
if
there's
something,
I
think
that
we
need
to
find
money
to
fund
it's
to
even
more
robust
food
distribution
right
so
that
if
we
have
the
we
clearly,
your
team
has
the
capacity
and
the
know-how.
I
I
So
what
I
don't
have
in
front
of
me
that
I'm
curious
about
is
the
kind
of
actual
budget
from
2020.
So
I
don't
know
what
the
costs
were
right.
So
how
do
how
to
find
what
additional
costs
are?
I'm
sorry,
mr
chair
you're
and
mr
clauco,
both
your
I
think
your
mics
are
on.
So
it's
it's
kind
of
shifting
to
you
it'd
be
helpful
for
you
to
mute
your
mics.
I
I
think
thank
you
that
so
what
the
when
you
know
like
five,
even
though,
let's
just
start
small,
the
500
camp
art
based
camp
kits
a
week,
is
there
a
you?
Do
you
have
a
cost
like
a
regular
cost,
a
weekly
cost
or
kit
good
cost
per
kit,
or
something.
E
We've
been
making
those
kits
at
approximately
seven
dollars
and
fifty
cents,
a
kit
we've
been
really
very
frugal
with
it,
and
it's
been
pretty
amazing,
so
the
overall
cost
you
know
like
we
for
the
summer
time
it
was
about
like
85
per
family
that
participated
because
they
get
it
over
a
period
of
time.
Yeah.
I
That
is,
that
is
I'm
fascinated
by
that.
I
have
a
third
grader
in
my
house
who
kind
of
you
know
has
been
trying
to
entertain
himself
since
march,
and
that's
tough
right.
Sometimes
when
you
see
me
turn
my
camera
off
or
turn
away
from
you.
It's
because
there's
someone
hovering
right
outside
the
frame
of
the
picture
here.
I
You
know
because
he's
not
getting
adult
supervision,
while
I'm
with
you
for
sure,
and
so
that's
that's
huge,
because
again
I
like
to
emphasize
and
council
members
have
heard
you
say
this:
a
million
times
that
we
know
that
70
of
the
truly
poor
households
in
the
city
are
female-headed
households
with
children
and
so
we're
when
we're
all
struggling
with
the
same
thing
that
they
know,
kids
kind
of
need,
need
something
to
do
and
need
someone
to
do
it
with,
and
it's
something
that
I
think
about
a
lot,
how
we
can
do
more
for
those
households,
and
so
that
brings
me
also
to
the
kind
of
food
I
feel
like
there
were
several
categories
of
meals
but
correct
me.
H
C
Through
the
area
agency
on
aging,
that's
the
allegheny
county,
so
basically
they
were
able
to
tap
their
food
service
vendors
that
we,
that
kind
of
the
long-standing
partners
that
they
use,
that
facilitate
the
meals
for
us
in
normal
operations
and
they
just
flipped
the
switch
and
we
were
able
to
tap
into
them.
In
the
same
way
we
that
we
had
but
for
a
grab
and
go
style
meal,
so
that
that
funding
and
those
meals
are
made
possible
by
the
county.
D
C
Ahead
thanks,
no
thanks
and
yeah
public
safety.
The
police
bureau
specifically,
has
has
had
an
ongoing.
I
think
it's
twice
weekly
for
senior
programs
fresh
produce
distribution
made
available
too,
so
there's
been
kind
of
an
influx
and
council
president
kale
smith's
in
her
district
there's
been
a
lot
of
support
that
came
through
the
west
end
senior
center
early
on
and
in
mid-cycle
as
well.
So,
yes,
that's
kind
of
one
funding
stream
bucket
of
food.
C
The
other
is
basically
the
federal
government
through
the
state
which
is
through
the
pennsylvania
department
of
education,
believe
it
or
not,
and
then
it
comes
through
to
us,
through
the
public
schools
system,
with
our
long-standing
contract,
with
pps
to
provide
summer
meals
or
after
school
meals.
So
we've
been
basically
operating
a
summer
food
service
program
because
the
federal
government
said:
okay,
you
can't
have
congregate
meals.
C
All
of
these
different
covert
related
implications,
so
we've
operated
that
program
as
close
to
normal
as
we
can
under
all
of
this
strict
guidance,
but
that
is
yet
a
separate
pool
of
money
and
that
hits
the
trust
fund.
That's
the
food
program,
trust
fund,
so
the
operation
is
similar.
The
funding
stream
is
the
same.
C
The
partnerships
are
the
same,
but
the
model
had
to
be
revamped
for
covid
and
and
catherine
had
mentioned
earlier,
that,
alongside
of
that,
have
been
a
myriad
of
other
donations
by
way
of
united
way
collaboration
with
parkhurst
and
there's
been,
I
don't
know
how
many
others
too,
that
have
been
in
and
out
along
with,
not
just
our
rec
centers
that
have
served
as
distribution
sites,
but
the
salvation
army
locations,
and
I
think
we
have
17
or
18
other
facilitators
of
distribution
that
are
kind
of
in
our
network,
but
are
not
our
core
team
that
have
been
giving
out
meals
to
the
children
and
family,
and
you
know
we're
doing
distribution
a
few
days
a
week.
C
I
And
what
is
the
volume
there
in
meals
and
then
you
might
have
said
it
earlier,
but
I
think
I've
missed
it
and
then
the
cost
per
meal,
although
it
sounds
like
it's
just
for
us
administratively,
because
the
the
program
costs
itself
are
all
passed
through
from
federal
funds
and
then
some
supplemented
from
united
did
I
understand
that
right.
C
We
were
able-
I
mean,
usually
we
probably
on
board
25
to
30
seasonal
people
to
help
with
summer
food
distribution,
because
we
would
have
80
plus
food
sites
all
over
the
city
partner
sites
and
and
that,
but
that
trust
fund
supports
that
program
entirely
and
we
have
a
there's
a
kind
of
a
model
of
reimbursement
per
meal
that
we
have
to
work
through
and
come
to
an
agreement
in
a
contractual
way
each
year,
so
that
every
meal
that
we
distribute,
we
have
to
make
sure
that
that
meal
gets
eaten
or
we
will
not
get
this.
C
We
will
not
get
credit
for
that
meal.
So
there's
a
stringent
paperwork
just
like
there
is
with
the
senior
program
there's
a
lot
of
administrative
work
that
goes
into
proving
that
we're
giving
out
the
meals
to
the
folks
that
need
them
and
being
able
to
show
that
quantifiably.
Some
of
it
goes
into
well.
All
of
it
goes
into
one
or
two
county
or
state
databases,
and
all
of
this
stuff
is
then
reviewed,
and
it's
all
audited
either
by
the
state
department
of
aging
for
the
seniors
department
of
education
for
food
programs.
C
If
we
had
more
staff
and
more
resources,
we
could
definitely
do
more.
There's
there's
no
doubt
about
it,
because
the
need
is
so
great.
I
guess
you
know
in
a
way
fortunate
for
us,
the
public
schools,
at
least
during
the
summer
months.
C
They
also
were
able
to
provide
food
service
in
and
out
of
some
of
their
school
locations,
so
we
were
kind
of
as
we
always
are,
but
kind
of
in
parallel
with
them,
and
they
were
in
a
different
model
than
they
would
typically
be
because
they
were
also
working
to
feed
the
families
that
we
typically
feed
and
all
the
others
that
were
coming
to
to
knock
on
our
doors
for
food.
C
C
So
we
not
the
same
funding
stream,
that's
general
fund
money,
but
we
tried
to
to
give
those
families
that
were
coming
in
for
meals
and
anybody
else
that
registered
for
this
number
of
kits
that
we
could
put
together
that
opportunity
to
have
that
educational
and
art
base
kind
of
tangible
materials
for
a
take-home.
So
we
kind
of
join
that,
along
with
our
food
program
for
for
families
and
kids.
I
So
I've
written
down
that
you
know
the
the
only
the
limit
here
is
our
budget
staff
allocation
that
we
could
do
more
food.
If
we
allocated
more
staff
yeah.
C
I
mean
we
councilman,
we
want
to,
we
run
a
shoestring
operation
and
we
make
it
work,
and
it's
not
been
easy
this
year
with
people
having
to
quarantine
or
you
know
whatever
it's
just
it's
been
really
challenging,
but
like
lou
and
catherine
said
this,
the
team
will
do
about
anything
and
they've
been
out
there
from
the
get-go
and
have
not
been
afraid
to
to
you
know.
It's
me.
That's
stuck
in
the
house,
I'm
here
with
my
daughter
on
she's
on
the
computer
in
first
grade
all
day
and
I'm
working
here
and
trying
to
support
everybody.
C
But
those
are
the
folks
that
are
out
there
every
day,
passing
out
meals
and
doing
whatever
is
necessary,
loaning
all
of
our
fleet
vehicles
to
public
safety.
Everything
that
we
can
do
to
support
the
operations,
not
just
across
our
department
but
across
any
department.
That's
that's!
That
has
a
need
that
we
can
help
to
fulfill.
So
it's
it's
weird
to
say
this,
but
this
has
been
a
really
really
tremendously
busy
year
and
having
catherine
aboard
and
being
able
to
work
so
heavily
in
all
of
the
wonderful
programs
in
that
canada.
C
Community
recreation
arena
has
allowed
me
to
just
stay
in
that
operational
administrative
kind
of
capacity,
because
I
think
that's
where
I
perform
well,
but
that's
where
I
think
the
need
is
too
just
to
make
sure
the
resources
are
coming
to
the
team
as
best
as
I
can
afford
to
do.
It
we've
been
slammed,
we've
been
absolutely
slammed
so,
and
public
works
keeps
us
pretty
busy
too,
but
a
tremendous
effort
all
around,
but
more
money
means
more
meals.
I
Can
you
point
me
to
a
place
that
not
here
that
you
we
have
kind
of
more
details
about
the
meal,
distribution
and
the
and
how
you
kind
of
dovetailed
with
the
families
with
kids,
they
got
the
activity
kits
as
well.
I'm
just
really
curious
about
that
and
see.
I
If
we
can
lend
you
any
more
resources,
you
know
it's
I'm
incredibly
grateful
that
you
served
our
network
really,
especially
like
seniors,
who
are
already
kind
of
members
of
the
senior
centers
families
and
kids
that
were
kind
of
coordinated
with
the
schools
it
sounds
like,
but
I
still
see
people
who
are
not
connected
to
our
distribution
right,
and
so
I
I
want
to
see
again.
I
think
we
should
talk
as
a
council
about
how
to
do
more
of
this
and
not
less
of
this
at
this
time.
All
right,
the
crisis
is
not
over
yet.
C
C
I
think
it
would
be
great
to
have
funding
to
be
able
to
provide
a
meal
to
whomever,
however,
needs
it
doesn't
matter
if
they're
a
member
doesn't
matter
if
they
came
in
the
center,
and
he
said
it
doesn't
matter,
let's
just
feed
that
person
as
best
we
can.
We
don't
really
have
a
mechanism
to
do
that.
We
do
for
any
child
or
family
that
would
come
up
to
a
rec
center
for
a
meal.
We
can
do
that
for
them,
but
for
seniors
it's
a
little
different.
C
C
We
could
use
a
little
more
money
from
the
county,
they're
extremely
supportive,
but
it's
there's
a
kind
of
a
performance
metric
now
that
it's
not
in
place
currently
because
of
code,
but
typically
we
have
to
perform
at
a
certain
level
to
maximize
the
contract
amount
because
they're
moving
away
from
just
giving
you
a
lump
of
cash
and
saying
okay
have
at
it
do
what
you
have
to
do.
I
Thank
you,
I
think
that's
a
great
goal
right:
let's
feed
anyone
who's
hungry,
especially
during
this
crisis-
right,
if
not,
if
not
always-
and
we
certainly
know
they're
more
and
that
will
help
a
lot
of
households
stabilize
what's
going
on
so
that
maybe
they
can
pay
their
rent
because
we're
helping
them
out
with
food.
We
know
that
people
are
forced
into
these
choices,
and
I
just
keep
hearing
about
the
impending
threat
of
evictions.
People
are
falling
behind
on
their
rent
and
some
of
them
are
being
faced
with
eviction.
I
Even
though
we
have
these
supposed
moratoriums
in
place,
and
we
see
again,
we
see
the
people
in
lines
for
food
and
we
we
have
again.
This
is
these
details
that
you're
giving
me
are
wonderful,
because
I
I've
said
it
before,
but
to
have
this
level
of
evidence
that
we
have.
This
is
a
capacity
we
have
right,
we're
not
asking
a
city
department
to
do
something
that
it's
not
doesn't
know
how
to
even
begin.
I
You
clearly
not
only
have
the
the
you
know
the
outreach
centers
you've
added
satellite
locations
that,
where
I've
called
them
the
extra
locations
above
and
beyond
the
rec,
centers
and
the
senior
centers,
and
then
you've
got
donor
networks
as
well.
So
this
is
phenomenal.
Like
you've
got
the
structure
in
place,
can
we
just
make
it
more
robust
and
if
it
doesn't
seem
like
it,
would
it's
a
significant
lift
to
reach
more
hungry
people.
C
E
C
To
assist,
we
just
need
to
to
figure
out
what
that
looks
like
from
a
procurement
standpoint
and
all
those
other
kind
of
administrative
details
and
get
those
things
in
place.
I
mean
we
just
have
to
build
the
foundation,
and
I
think
once
we
establish
that
it's
going
to
be
easy
to
add
those
additional
pieces
of
brick
and
mortar
or
whatever,
to
make
it
work.
H
I
As
well
as
vehicles
and
warehouses
and
like
we,
that's
that's
a
capacity
that
we
bring
to
the
table
above
and
beyond,
or
in
addition
to
what
the
other
groups
are
doing.
So
I
think
this
is
a
wonderful
opportunity.
I'd
like
to
shift
to
one
of
the
notes
I
did
read
from
director
urbanic.
I
think
you
have
his
memo
also
when
he
has
the
parks
and
rec
trust
funds.
You
know
you've
heard
me,
be
a
critic
about
the
perks
conservancy
and
about
how
you
know
20
years
ago.
I
They
were
writing
checks
and
giving
them
to
the
state
treasury-
and
I
have
you
know,
said
like
wait.
You
know
you
shouldn't
be
trying
to
take
city,
public
tax,
money,
away
from
the
taxpayers
or
general
fund
to
your
organization,
so
I'm
just
going
to
have
to
mia
culpa
here
a
little
bit
because
I'm
looking
at
the
frick
park,
trust
fund
and
the
way
bill
writes
it
is
that
the
anticipated
revenue
into
that
trust
fund
is
200.
2021
revenue
is
858
500
and
he
said
it's
basically
a
passive
for
the
parks
conservancy.
I
So
I
just
have
to
say
like
is
that
the
parks
conservancy
giving
city
operations
money
that
I
didn't
know
about.
C
I
no
counsel,
no,
so
the
way
that
trust
I
lou
is
kind
of
more
of
a
subject
matter,
expert
with
the
whole
of
that
trust
fund.
But
a
trust
fund
was
obviously
established
years
ago
in
support
of
frick
park,
those
the
monies
that
were
coming
in
through
that
trust
fund
with
additional
operating
and
capital
mines
that
the
city
had
at
one
time.
I
guess
helped
build
the
new
environmental
center
right
now
that
that
frick
park
trust
fund.
We
don't
support
staff
any
of
our
staff
directly
with
that
money
there
are.
C
There
is
usually
some
monies
outside
of
that
pass-through
money
that
goes
directly
to
ppc
in
support
of
their
operation,
for
some
maintenance
in
and
around
frick
park.
Frick
park
needs
that
is
usually
made
known
to
us
via
public
works,
they
say,
can
do
you
guys
have
any
trust
fund
money
specific
to
this,
this
frick
park
need.
I.
I
C
C
D
A
little
bit
raw
a
little
bit
a
little
bit,
there's
there's
a
a
wealth
trust
fund
over
at
melbourne
bank.
Over
a
million
bank.
It's
been
there.
It's
a
frick,
it's
frick's
endowment
left
to
the
city
back
in
his
will
of
two
million
dollars.
D
D
They
operate
the
environmental
center,
so
we
give
them
x
amount
of
dollars
to
operate
the
environmental
center
based
on
the
amount
of
money
that
we
get
from
them
bank.
Okay,
so
they
get
that
85
of
the
annual
income.
That
comes
in
from
the
money-
okay,
it's
usually
about
800
thousand.
I
guess
somewhere
around
there,
seven
hundred
and
eighty
five
thousand
dollars
we
funnel
through
over
the
pete
to
the
ppc,
so
they
can
operate.
It
pays
for
their
salaries.
D
It
pays
for
their
supplies
to
operate
the
environmental
center.
This
is
done
through
an
agreement,
so
we
have
a
contract
for
15
years
that
they
operate.
We
still
earn
it,
but
they
operated
for
the
next
10
15
years.
I
don't
know
how
many
years
are
left
on
it.
I
think
it
was
done
around
I'll
guess
2011.
D
So
we
are.
We
are
in
an
agreement
for
them
to
operate
like
this.
We
function
like
this.
Okay,
we
bought
into
it.
We
paid
5.2
million
dollars
because
we
saved
a
lot
of
money
at
one
point
when
we
went
into
this
agreement,
I
don't
know
who
decided
to
write
the
agreement,
but
it
was
decided
that
it
was
going
to
work
this
way
so.
K
K
That
conversation
councilwoman,
so
when
when
the
environmental
center
was
being
built,
it
was
roughly
about,
I
want
to
say,
a
five
and
a
half.
I
know
this
is
eight
years
ago
now,
but
it
was
about
a
five
and
a
half
million
dollar
project
and
the
city.
D
K
Million,
that's
what
it
was
yeah,
sorry,
so
we
contributed.
We
contributed
5
million
to
it
and
to
bridge
the
gap.
The
parks
conservancy
went
out
and
raised
the
extra
seven
whatever
it
turned
out
to
be
so
then
from
there
to
maintain
and
operate
the
facility
with
the
education
plus,
I
believe,
an
additional
20
plus
acres
of
the
park,
if
not
more,
for
maintenance,
I
think
it
actually
might
be
50,
but
I
can
double
check
on
that.
K
The
frick
park,
trust
which
we
were
using
for
public
works
at
frick
park,
then
went
to
the
conservancy
to
maintain
about
again.
I
think
it's
close
to
50
acres.
I
can
ask
director
gable
because
this
happened
under
director
ashley
at
the
time,
so
this
dates
pretty
far
back
to
when
that
occurred.
But
but
that's
where
that
money
went
so
they
do
maintain
parts
of
it.
But
I
I
clearly
understand
what
councilman
gross
is
talking
about.
K
You
know
having
private
partners
that
operate
the
park
and
actually
get
some
of
our
trust
fund
is
interesting
conversation
to
have,
but
I
I
can't
remember
how
long
the
agreement
is
off
top
my
head,
but
that's
where
that
funding
sort
of
trickles
to.
I
hope
that
clarify.
K
D
H
K
E
D
And
so,
and
and
why
there's
so
much
money
still
there
is
there's
been
a
lot
of
savings
too,
as
well.
We
didn't
give
them
everything,
so
there's
been
savings,
so
it's
sitting
the
extra
additional
money's
been
sitting
there
for
many
years,
so
it's
accumulated
so
there's
like
1.7
million
sitting
still
in
our
part
of
the
trust
fund
is
the
first
part
trust
fund,
that's
city,
money.
I
That
we
were
that
were
lost.
I
remember.
D
Or
something
when
the
frick
family,
they
called
in
the
frick
fire
family
back
in
that
with
wayne
ashley
and
myself
and
marty
ellicon
the
chief
controller.
At
the
time
we
worked
on
all
the
steel.
We
had
all
this
money
to
build
an
environmental
center.
The
frick
family
was
called
in
joshua
permission
and
they
were
slowly
surprised
that
we
still
had
this
money
sitting
there.
They
were
in
shock.
So
it's
really
a
great
story
because
it.
I
So
anyhow,
I'm
not
going
to
apologize
then,
because
I
was
going
to
apologize
because
I
really
was
looked
thinking.
I
was
reading
that
the
parks
conservancy
was
putting
money
in
to
the
city
treasury,
but
it
is
not
so
that
it's,
it
just
says
so.
You're
saying
that
they
get
about
eight
hundred
thousand.
They
take
about
eight.
D
I
Each
year,
that's
in
a
co-op
agreement
so
that
stack
of
code
agreements
I
had
I
hadn't
read
that
one.
Clearly
I
read
a
lot
of
them
we're
going
into
the
shelley
park.
One
specifically
because
remember
like
the
city
city,
taxpayers,
pay,
the
gas
city,
taxpayers
pay
the
internet,
the
taxpayers
pay
the
electricity,
but
then
the
parts
conservancy
charges
the
restaurant's
rent
and
keeps
all
the
money,
but
does
it
you
know
they're
not
paying
as
landlords
they're,
not
the
city.
Taxpayers
are
kind
of
subsidizing,
their
master
tenant,
the
landlord
status.
I
So
there's
that
and
then
there's
this
one
which
I
did
not
catch
before.
So
that
is
definitely
something
to
look
at.
D
If
you
want
more
than
that
councilwoman
I
could
give
you
more
information.
When
I
get
back
in
the
office,
I
can
show
you
they
see
they
usually
at
the
beginning
of
the
year.
Kathy
qureshi
will
send
me,
you
know
what
they've,
what
their
costs
are
as
a
little
budget
and
then
she'll
send
me
an
invoice
and
then
I'll
transfer
the
money
through
the
controller's
office
to
them.
So
it's
I
mean
I
can
show
you
a
copy
of
the
agreement.
If
you
don't
have
that
and
show.
H
H
C
Yeah-
something
I'm
not
sure,
but
I
think
camilla
the
education
director.
I
think
they
have
been
doing
a
myriad
of
virtual
programs
too.
I
don't
know
in
and
around
how.
H
D
H
D
A
D
H
I
I
do,
and
so
again
I
just
wanted
to
clarify,
because
bill
urbanic,
your
memos
in
the
departments
usually
says
you
know
the
july
first
workforce
reduction,
it's
very
clear
here,
but
when
you're
talking
about
the
decrease
of
947
709,
that's
january
1st,
so
it
doesn't
actually
say
january
1st.
So
I
just
want
to
make
sure
because
sometimes
in
your
memos
it
has
like
the
january
first
reduction
like
it
was
really
clear
at
pli.
That's
why
it
caught
my
eye.
Jane
is
a
january
1st.
I
B
There's
an
additional
seven
positions
as
of
july
first
and,
of
course,
it's
kind
of
tough
to
do
the
the
trust
funds,
because
the
funding
stream's
different
so
we're
looking
at
the
operating
budget.
I
Right,
okay,
I'll
stop,
then
thank
you
for
being
able
to
answer
my
questions
and
for
the
hard
work
that
you're
doing.
I
would
love
to
support
more
especially
around
the
food
distribution.
Mr
chair,
that's
all
I
have
thank.
L
Thank
you
chair
and
thank
you,
director,
chapman,
and
your
staff
for
coming
and
going
over
everything.
I
really
appreciate
it.
I
want
to
ask
a
couple
things.
One.
C
Yeah,
yes,
so
there's
kind
of
two
avenues
of
permitting-
or
I
guess
more
than
two
technically,
but
we
city
parks,
kind
of
manages
those
internal
permits
which
there
have
been
really
none
in
2020
due
to
the
closures
of
the
centers.
But
that's
a
permit
process.
That's
based
on
the
legislated
scheduling
fees
and
around
use
of
a
space,
a
party
room
or
whatever
the
shinley
rink
room.
C
So
those
things
are
tied
to
the
fee
schedule
for
anything
that
falls
outside
of
one
of
the
program
or
one
of
the
facilities
that
we
would
program
out
of
that
hits
public
works,
so
that
would
be
fields
and
anything
related
to
that
external
thing
or
special
events
activities.
That's
a
separate,
permitting
process,
but
also
formalized.
C
We
have
a
few
agreements
with
community
partners
that
occupy
kind
of
co-share,
some
of
the
rec
center
spaces
that
we
that
we're
in
that
we
have
agreements
with
that
are
where
we
have
to
go
through
council
we'll
be
coming
to
you
guys
soon
for
those
the
solicitor
has
kind
of
changed
how
she
wants
those
to
be
handled.
I
think
finance
has
had
an
omnibus
piece
of
legislation
called
facility
usage
agreements
whereby
someone
can
pay
a
fee
per
se
and
have
a
formal
kind
of
it's
like
a
mini
lease
per
se.
C
I
think
we
talked
about
this
one
time
not
too
long
ago
when
we
came
to
council
we're
we're
still
going
to
engage
our
community
partners
and
we're
going
to
have
a
specific
agreement
for
those
engages,
but
that's
not
part
of
the
formal
permitting
process.
What.
H
C
Don't
have
in
place
is
the
rec
pro
system
that
we
do
utilize.
It's
a
database
system
that
public
works
utilizes
heavily,
that's
what
they
use
to
facilitate
the
permits
for
shelters
and
all
those
things
we
don't
have
that
tied
into
our
rec
center
spaces,
because
it
just
it
can't
work
that
way
for
us.
So
you,
our
department,
has
pushed
forward
and
put
out
their
2021
goal
that
was
2020
and
even
before
that,
to
kind
of
start
to
aggregate
data
in
and
around
equitable
distribution
of
resources.
C
L
Yeah
thanks
for
clarifying
that
I
just
want
to
get
some
further
clarification
on
that,
so
I'll
follow
up
on
on
some
of
those
something
else
I
was
wondering
is,
as
I
continually
see-
and
you
alluded
to
this-
about
the
the
senior
centers
that
that
have
the
frozen
meals
and
the
difference
between
that
and
in
the
stuff
for
children.
L
M
L
That
was
me
I
was
just
going
to
continue.
Oh
sorry,
because
I
just
want
to
have
my
question.
I
just
want
to
be
direct
about.
The
question:
is
that
the
senior
center
one
is
that
you
said
that
there's
a
I
wrote
it
down
the
area
agency
on
aging
and
they're,
the
ones
that
are
making
those
decisions
on
where
and
what
facility.
C
No,
no
sir,
so
they're
the
area,
that's
a
division
of
allegheny
county
they're
under
department
of
human
services
triple
a
as
you
know,
everybody
calls
them
they're
the
kind
of
contracted
entity
that
we
work
with
and
have
worked
with
serve
for.
I
don't
know
how
many
years
that
provides
the
kind
of
the
capacity
for
us
to
operate
our
centers.
So
we
are
considered
one
of
the
many
providers
in
allegheny
county
under
the
aaa.
We
just
happen
to
have
13
senior,
centers
versus,
say
vintage
in
east
liberty.
That
has
one
location
that
they
operate
so.
H
L
Yeah
because
because
I
you
know,
I
just
I
keep
track
of
that
and
I
had
thought
I
was
trying
to
get
an
answer
on
this,
but
I
thought
that
it
was
like
a
state
program.
They
were
making
decisions
on
where
the
distribution.
G
L
Go
and
because
I
just
always
had
a
concern
about
that.
Brighton
heights
didn't
have
a.
We
have
a
senior
center,
but
they
weren't
cho
they're
never
chosen
as
as
as
the
place,
and
we
can
talk
offline
about
this.
But
I
just
wanted
to
that's
good
to
know
that
we're
in
the
decision-making
process
on
that.
So
I'll
follow
up
with
you
on
that.
But
you
know
feel.
D
D
I
I
can
answer
your
many
information
we
had
started
on
the
beginning.
We
chose
the
best
six
centers
to
distribute
the
meal
by
talking
to
everyone,
and
then
we
decided,
as
we
knew,
that
this
was
going
to
be
taking
a
little
longer
with
the
coven.
We
opened
up
to
nine
centers
and
I
asked
all
the
staff
at
that
time
who
wants
to
serve
the
meals
and
at
that
time
they
felt
that
brighton
heights
felt
that
sheridan,
I
believe,
was
handling
their
people.
D
They
were
going
there
already
to
pick
up
their
meals,
so
they
felt
that
there
wasn't
a
need
to
over
brighten
heights
as
well
to
serve
meals.
So
that's
how
that
came
about
why
people
already
going
to
sheridan,
so
they
felt
that
that
was
okay,
but
they
didn't
need
to
open
bright
heights
as
well.
The
staff
determined
that
from
talking,
because,
let
me
tell
you
we-
our
people-
call
all
the
members
at
least
once
a
week
and
they
speak
to
them,
so
we
always
make
contact.
D
L
D
L
All
right
great,
I
will
I'll
follow
up
with
you
on
that.
H
L
Continues
it
would
be
good
too.
You
know
as
we
talk
about
meal
distribution,
so
I
appreciate
that
I
have
no
further
questions.
Thank
you,
chair.
Okay,.
J
Thank
you
reverend.
Thank
you.
Everyone,
robert
you're,
doing
a
good
job,
cheering
the
committee.
Thank
you.
I
just
there's
so
much
to
say
with
everything
that
you've
been
doing.
I
just
want
to
first.
Thank
you
all,
because
you
have
made
the
centers
so
available
and
you
have
reached
out
to
people
that
we
have
never
reached
in
our
district
and
I
don't
want
to
lose
the
site
and
share
it.
I
just
want
to
say
that
so
if
we
can
add
the
brighton
heights,
that's
great.
J
My
son
lives
in
bright
nights,
but
not
a
senior
anyway,
but
I
would
just
say
that
there's
so
much
that
you've
done,
we
were
able
to
do
food
distributions
in
our
district
because
you
did
make
your
centers
available
and
then
your
staff
volunteered,
and
then
they
called
seniors
to
make
sure
that
they
were
reaching
out,
and
I
know
that
that's
part
of
our
responsibility
as
elected
representatives
to
make
sure
that
we're
reaching
our
constituents
and
telling
them
about
the
services
that
we
have
available.
J
It
is
so
difficult
during
this
time,
because
you
can't
knock
on
doors.
You
shouldn't-
and
it's
just
in
a
lot
of
seniors,
are
not
on
social
media,
although
more
and
more
arms.
J
Surprisingly,
and
so
I
I
just
think
that
it's
it's
if
it
had
not
been
for
your
department
and
your
employees,
who
were
so
amazing
and
not
only
helping
us
in
for
distributing
the
distributing
the
food
for
a
day
like
we
thought
it
was
gonna,
be
ended
up
being
weeks
and
they
were
there
every
day
I
mean
every
day
helping,
and
so
I
just
want
to
thank
all
of
you
for
making
that
available,
because
that
would
not
have
happened
for
weeks
over
here
and
because
of
that,
it
put
us
on
the
radar
for
everybody
else,
because
now
we're
doing
a
another
distribution
coming
up
with
a
food
bank
in
our
district,
and
we
did
one
recent
and
not
too
long
ago,
and
it
was
something
that
we
just
didn't
do
over
here,
other
than
the
produce
to
the
people,
which
is
huge
for
our
district.
J
J
So
I
want
to
thank
you
for
that,
but
then
I
also
want
to
thank
the
pittsburgh
police
because
they
do
distribute
some
of
these
meals
with
you
correct,
so
they're
helping
you
a
lot
so
when
you're
getting
the
food
out
to
the
people,
they're
actually
side
by
side
with
you-
and
I
know
that
officer
costa
is
always
making
sure
her
officers
are
everywhere,
they
can
to
help
distribute
food
and
do
whatever
they're
doing
that's
one
of
the
problems.
J
If
we
ever
cut,
funding
for
police
we'd
probably
lose
so
I
just
want
to
make
sure
that
that's
known
and
the
art
card,
I
think
the
art
card
is
always
always
distributing
things
and
giving
people
stuff.
J
So
I
want
to
thank
them
for
that
as
well,
and
then
I
just-
and
I
really
want
to
thank
also
the
people
that
are
helping
us
with
the
food
and
that
you
know
giant,
eagle
and
eaton
eaton
park,
and
I
don't
know
if
there's
anybody
else
that
you
want
to
mention,
but
I
just
want
to
say
you
know
we
talk
a
lot
about
businesses
and
I
think
our
businesses
in
pittsburgh.
J
We
would
not
have
made
it
through
this
crisis,
had
it
not
been
for
some
of
them
and
what
they've
been
doing
I
mean
it's,
I
think
almost
every
bit
of
food
has
been
donated
for
the
food
bank
that
we
did
and
and
other
areas.
I
know
that
they've
done
and
they
don't
even
want
recognition,
but
I
should
so-
I
probably
shouldn't
say
it,
but
giant
eagle
has
donated
almost
all
that
and
they
don't
donate
expired
food.
Like
some
places.
Do
they
donate
fresh?
J
C
Yeah
the
we've
been
working
closely
with
the
united
way
as
well.
There's.
J
J
H
J
Thing,
but
I
do
want
to
I
like
that,
they're
doing
the
wrecked
attack
as
as
well
as
we
talked
about
that
before.
I
would
like
to
see
us
do
more
coding
classes,
but
I
think
you
were
rethinking
a
lot
about
what
perks
and
recreation
is
when
I
first
was
started
in
on
council.
It
was
you
know
we
had
big
league,
we
had
a
larger
thing.
That
was
a
hard
one
to
lose.
I
want
to
be
honest
with
you.
J
I
love
that
program,
but
you're
doing
so
much
more
than
those
programs
now,
and
so
I
just
want
to
thank
you
all
for
your
work
and
I
want
to
know
what
you
see
in
the
future
parks
and
rec.
J
C
C
C
I
don't
know
that
the
city
has
ever
captured
an
nsf
grant,
but
it's
really
significant
and
it's
directly
in
support
of
the
record
tech
and
that
tech
learning
educational
delivery
system
that
we're
going
to
build
so
max.
Our
max
dennis
and
our
our
digital
inclusion
coordinator,
he's
he's
delivered
and
largely
before
school
started
up
again
and
all
the
kids
had
to
adjust
to
remote
learning,
but
he
was
able
to
deliver
virtual
coding
camps
and
we
were
reaching
kids
that
were
some
of
the
kids
in
our
network,
but
we
were
reaching
new
kids
too.
C
So
I
think,
as
as
we
look
at
these
some
of
the
support
that
we've
been
given
through
some
of
the
grants.
Some
of
the
things
that
we've
learned
in
exercising
this
new
way
of
working
due
to
coven,
we
want
to
broaden
the
equitable
distribution
of
our
services
to
everyone,
and
I
think,
back
to
the
gear
thing,
and
I
don't
want
to
get
hung
up
on
that
too
much.
C
C
It
gets
it's
easy
to
talk
about
where
these
needs
are,
but
if
we
can
prove
to
where
the
needs
are
and
show
who
we're
touching
and
who
we're
not
touching
it.
Really,
it
really
changes
the
narrative
a
little
bit.
So
I
think
that
our
one
of
our
focuses
is
to
figure
out
how
we
can
broaden
our
impact
in
the
communities
that
we're
in
and
maybe
some
of
them
that
we're
not
in
and
to
councilman
wilson's
point
covid
may
not
be
going
away
for
a
while.
Maybe
it
mutates
who
knows
what?
C
Part
of
it
is
to
build
the
internal
capacity
as
best
as
we
can,
based
on
whatever
our
resources
are
to
continue
to
kind
of
support
staff
and
offer
we're
trying
to
offer
free
professional
development,
training,
catherine's
working
on
something
through
common
threads,
whereby
we
can
get
some
of
our
staff
kind
of
these
nutritional
instructional
tools
that
they
can
then
build
programs
and
around
food
food
service
and
stuff
that
we
offer
we.
You
know
the
partnership
that
we
have
with
pps
in
and
around
our
food
program,
summer,
food
and
after
school.
C
That's
been
a
really
successful
program,
almost
100
percent,
because
of
the
work
that
carly
gedman
has
done
for
15
or
16
years
in
managing
that
those
are
things
that
we
that
we
want
to
not
just
kind
of
continue.
But
we
want
to
amplify
those
in
any
way.
That's
possible
nancy
and
the
work
and
around
the
art
cart,
there's
so
much
work
that
they
do.
That
is
just
it's
kind
of
so
behind
the
scenes
in
their
tie-in
to
community
recreation
and
us
delivering
our
summer
programs
and
our
after-school
programs.
C
We
have
a
lot
of
educators
that
aren't
really
identified
as
educators,
so
we've
been
talking
a
lot
about
kind
of
building,
an
internal
team
that
is
not
just
specific
to
city
parks,
but
it
might
have
park
rangers
in
it.
It
might
have
people
that
from
the
public
safety
viewer,
these
people
are
educators.
If
we
could
build
them
and
house
this
educational,
I
don't
think
tank
in
around
service
delivery,
whether
it's
tech
and
coding,
or
food
distribution
or
art,
and
enrichment
and
education,
and
it
can
kind
of
branch
out.
I
think
we
could.
C
We
could
really
have
an
impact
in
alongside
of
what
what
schools
are
offering,
or
maybe
what
they're
not
offering.
So
these
are
things
that
we
talked
about
and
we're
hoping
that
we're
not
too
hamstrung
in
the
next
year
or
two
or
three
with
budget
considerations,
and
that
will
be
able
to
pull
something
off
in
that
arena.
J
So
I
I
just
want
to
say:
I
know
that
you
do
a
lot
with
pittsburgh,
public
schools
and
I
mean
thank
god
you
do,
because
even
when
they
take
a
break,
you
don't,
and
so
you
make
sure
the
kids
were
fed,
even
during
the
break
when
they
canceled
their
meals.
You
picked
that
up.
So
I
want
to
thank
you
for
that,
because
that
was
important,
but
I
also
want
to
say
that
a
lot
of
our
kids
in
pittsburgh
do
not
attend
pittsburgh
public
schools
anymore.
J
I
mean,
I
think
there
are
enrollments
down
to
under
25
000,
maybe
closer
to
22.
and
and
even
identifying
those
students
has
been
a
task
from
what
I
understand.
So
I
want
to
make
sure
that
we're
not
missing
the
kids
that
don't
that
are
either
home
schooled,
go
to
private
schools,
catholic
schools,
and
then
we
have
a
lot
in
charter
schools.
J
I
just
I
just
want
to
make
sure
we're
making
making
sure
we're
just
about
using
that
as
our
way
to
reach
children,
pittsburgh
public
schools,
because
there's
just
so
many
kids
that
are
not
attending
those
schools
right
now
and
then,
actually
now
you
know
nobody's
really
in
in
the
in
the
buildings.
So
I
I
don't
want
to
leave
those
kids
behind
because
a
lot
of
those
kids,
even
though
they
may
attend
a
school
that
they
pay.
J
They
may
be
on
a
scholarship,
but
they
may
they
still
may
be
in
need,
and
so
it's
making
sure
that
we're
not
missing
those
kids
and
not
just
relying
on
pittsburgh
public
schools
for
numbers
and
are
you
doing
that?
Are
you
reaching
out
to
other
people
as
well.
E
Yeah
I'd
like
to
just
mention
that
you
know,
I
think,
while
a
lot
of
our
formal
relationships
like
between
our
rec
centers
and
the
feeder
schools
that
students
attend,
I
know,
for
example,
at
at
polson.
We
have
a
lot
of
students
who
attend
the
urban
academy
who
actually
go
to
our
after
school
programs.
E
At
a
specific
time,
we
have
a
lot
of
kids
who
attend
the
program
out
at
phillips
that
actually
go
to
propel,
and
I
think
also
jefferson,
but
what's
been
really
interesting
and
something
that
I'm
going
to
share
back
with
you
all
to
councilwoman
gross's.
A
request
on
information
about
the
kids
is
when
we
had
folks
register.
We
asked
them
what
school
is
your
child
attending?
Where?
Where
are
you
living?
And
while
those
kids
are
being
distributed
out
at
our
recreation
centers,
it
definitely
has
broadened
our
reach.
E
During
covid,
we
have
a
number
of
home
school
students
who
are
participating
in
that
which,
I
think
is
really
interesting,
because
those
might
be
families
who
hadn't
maybe
previously
come
to
our
centers,
because
you
know
we
would
typically
be
doing
after
school
and
often
times
we
would
be
tied
to
a
specific
school.
E
But
then
it
also
shows
that
there
are
a
lot
of
kids
coming
from
all
sorts
of
different
different
schools
that
are
participating,
and
I
think
that
what
covett
has
done
and,
as
I
think
about
the
future
is,
I
think
that
a
lot
of
more
families
who
maybe
hadn't
been
part
of
some
of
our
traditional
programs
are
are
more
aware
of
what
we
have
to
offer.
And
so
I
think
that
those
those
community
members
that
kind
of
audience
is
going
to
stay
with
us
beyond.
E
You
know
kind
of
what
we're
doing
right
now
during
covid,
and
I
I
think
that
to
ross's
point
you
know
we
would
want
folks
to
see
our
centers
as
a
place
where
you
know
families
could
come
not
just
for
resources,
but
for
that
kind
of
you
know
more
enrichment,
education,
exposure
to
really
high
quality
experiences
around
their
learning,
and
the
last
thing
I'll
mention
is
that
at
our
phillips
recreation
center
specifically,
I
know
that
before
covid
there
was
a
program
around
home
school
students,
their
their
kind
of
gym.
E
You
know
pe
time,
and
that
was
offered-
and
I
think
that
that's
like
an
example
of
a
way
that
we
can
help
support
a
community.
You
know
it,
you
know
maybe
across
our
system,
and
I
know
that
they
were
doing
that
there.
J
And
catherine,
I
know
that
your
your
outreach
is
amazing.
We
work
together
at
wireless
neighborhoods,
and
so
I
know
what
you
do
and
I
know
you
do
with
art,
so
I
know
you're
you're,
probably
making
an
extra
effort
to
reach
a
lot
of
people.
So
thank
you
for
for
that
work
and
I
think
that
all
of
you
are
doing
a
lot
of
what
you
do
with
a
lot
of
heart
and
a
lot
of
compassion
for
the
community.
So
I
just
want
to
thank
you
for
for
all
that.
I
really
have
no
other
questions.
H
A
Let
me
just
ask
the
question:
before
making
a
statement
ross
talk
to
me
about
you
know
we
one
of
the
things
that
we'll
have
to
consider
this
year
will
be
the
park
tax
and
perhaps
the
use
of
the
park
tax,
and
you
know
when,
when
the
spring
comes,
although
hopefully
a
vaccine
will
be
here,
we'll
still
be
social
distancing,
we'll
still
be
doing
masks,
and
I
think
the
parks
are
going
to
be
vital
and
just
your
your
perspective
on
whether
or
not
we
need
to
make
a
stronger
investment
in
our
parks.
C
I
think
for
sure
I
think
you
know
I
grew
up
in
belle,
silver
and
right
across
the
street,
for
me
was
mckinley
park.
That
was
that
was-
and
I
think
I've
said
this
to
you
all
before
some
of
you
anyway,
that
was
like
my
rad
park
that
was
like
my
frick
park.
That
was
that
was
the
same
thing.
C
I
think
that
what
could
happen
perhaps
is
a
marrying
of
ideas
and
objectives
between
the
parks
and
rec
department
and
public
works.
Who
does
so
much
of
that
kind
of
park,
infrastructure,
investment,
and
because
we
have
a
lot
of,
we
get
a
lot
of
feedback
from
folks
that
use
the
parks
and
use
the
courts
and
whatever.
C
C
C
So
I
would
love
to
see
a
process
whereby
we
could
better
vet,
not
just
data
that
maybe
had
been
aggregated
by
ppc,
but
you
know
information
from
constituents
and
others
to
make
sound
investments
and-
and
it
gets
back
a
little
bit
to
data,
but
it
doesn't
all
have
to
point
to
data
to
be
able
to
see
where
that,
where
a
need
is
and
in
a
way
to
kind
of,
facilitate
and
wisely
use
those
those
monies
to
the
benefit
of
the
area
residents.
C
So
for
sure
reverend
I
don't
know
how
that
money
will
hit
and
long
ago
when
there
were
conversations
in
around
prior
to
that,
that
being
passed,
they
were
looking
or
the
some
of
those
monies
were
looking
to
support
our
rec
centers,
our
rec
centers
are
needed.
I
mean
the
administration's
made
a
real
commitment
and
if
you
look
at
the
capital
budget,
there's
some
real
significant
investment
in
and
across
the
brick
and
mortar
structures
that
we're
in,
but
we
need
a
lot
more.
C
A
So
I
am
a
believer
in
investing
in
our
parks.
When
I
asked
about
the
environmental
center,
I
was
being
a
little
coy
right.
I
know
exactly
where
it's
at
this
believe
it
or
not.
The
cemetery
is
in
my
district.
There
are
no
voters
there,
but
the
cemetery
is
completely
in
my
voting
district
and
the
environmental
centers
right
across
from
it.
So
I
I
know-
and
I
live
in
point
breeze.
A
So
of
course
I
know
where
it's
at
the
reason,
I'm
being
coy
is
that
we
have
spent
over
the
last
20
30
years,
significant
money
on
the
rad
parks
and
in
parks
that
are
in
affluent
segregated
communities,
we're
very
proud
of
those
investments.
A
But
for
the
most
part
those
parks
and
those
investments
are
disproportionately
in
segregated
affluent
communities.
Now
it
does
not
mean
that
they
don't
bust,
cut
bus
kids
in,
of
course
they
do,
but
for
the
most
part
those
amenities
are
in
segregated
affluent
communities,
and
so
it's
time
for
us
to
rethink
how
we
invest.
A
We
can
no
longer
simply
be
proud
of
the
investments
we've
made
in
these
affluent
segregated
communities
for
the
benefit
primarily
of
wealthy
white
folk.
It's
time
for
us
now
to
take
investments
into
black
communities
and
to
help
with
poor
black
people
and
in
fact,
kovic
has
disproportionately
affected
black
people
in
this
city,
and
so
we
know
that
in
the
spring,
their
black
people
who
have
been
primarily
disaffected
by
kovic,
are
going
to
need
to
recreate
in
spaces
and
their
spaces
have
been
in
many.
A
Many
ways
have
been
abandoned
and
have
not
been
invested
in
and
have
not
been
maintained,
and
so
this
whole
idea
of
pork
equity,
I
think
given
kovic,
giving
that
the
black
community
has
been
disproportionately
affected
and
that
their
parks
are
disproportionately
neglected.
A
This
is
the
perfect
storm
and
the
reason
why
we
absolutely
have
to
raise
these
taxes
and
rebuild
these
recreational
spaces
for
this
community.
That
is
going
to
be
most
in
need
of
those
spaces,
and
so
you'll
hear
me
have
this
argument
again.
I
have
no
problem
with
the
environmental
center.
It's
a
great
resource,
but
let's
be
honest
about
what
it
is.
I
have
no
problem
with
highland
park.
A
Let's
just
be
honest,
where's
that
let's
go
through
all
the
rad
parks,
they're
great
parks,
great
amenities,
millions
of
dollars
into
them
great
places,
but
let's
be
honest
about
where
they're
at
and
who
they
primarily
serve
and-
and
I
think
we
can
have
that
honest
conversation-
it's
just
it
always
interests
me,
and
this
is
maybe
not
the
time
to
have
the
conversation,
but
it
always
interests
me
that
that
we
don't
want
to
have
that
conversation
right.
A
We
we
want
to
act
like
these
amenities
that
are
primarily
in
non-black
communities
that
that's
that
they
become
now
city-wide
access,
city-wide
amenities,
and
they
are
in
some
ways,
but
they
are
not
in
other
ways
you
know
they're,
not
necessarily
bus
friendly
places.
They
are
not
necessarily,
you
know,
places
that
are
that
are
easy
for
the
bulk
of
african
americans
to
get
to,
and
so
you
know
I
I'm
going
to
have
the
conversation
and
again
for
me,
it's
not
getting
rid
of
one.
A
I
like
the
rad
parts,
walking
them
playing
them,
you
know,
but
that
does
not.
But
but
we
need
to
be
honest,
that
we
have.
We
have
built
them
and
I
think
the
the
if
you
ask
the
the
park
conservatory.
In
fact
I've
asked
them
that
directly
they
will
tell
you
that
they
have
not
been
equitable.
They
have
not
spent
their
time
even
thinking
about
until
now
equitable
disposition
of
resources.
That
was
not
their
priority.
A
It
has
not
been
their
practice,
and
so
now
is
the
time
for
the
city,
giving
both
the
social
and
the
rest
that
we've
had
nationwide
and
the
opportunity
now
to
invest
disproportionately,
I
believe
in
those
communities.
So
that's
my
long
speech,
but
that's
I
will
be
saying
that
speech
over
and
over
again
until
I
see
I
see
our
city
make
a
commitment
to
those
parks,
so
I
I'll
stop
talking
any
other
members
have
something
to
say.
A
If
not,
I
want
to
thank
all
of
you
for
participating.
I
will
now
turn
the
gavel
over
to
councilman
laval
and
he
will
continue
our
budget
hearings,
but
for
the
folks
at
parker
recreation.
I
am
proud
to
be
a
small
part
of
your
operation
and
hopefully
I
give
you
enough
latitude
and
leeway
to
do
what
you
do
extraordinarily
well.
C
I
want
to
thank
you
personally
for
the
support
for
the
latitude.
I
hope
we're
keeping
you
informed
if
you
ever
need
anything
from
us.
Lou
catherine,
please,
reach
out.
Have
your
staff
reach
out
looking
forward
to
to
to
what's
next,
even
through
these
challenging
times,
because
I
think
there's
a
lot
of
opportunity
out
there.
We
just
have
to
tap
into
it
in
the
right
way.
So
thank
you,
everyone
for
your
time
and
for
your
support.
M
B
B
With
that
the
the
budget's
very
small
at
this
juncture,
it
is
a
new
department.
The
majority
of
the
funds
that
are
going
to
be
utilized
are
going
to
come
from
the
stop
the
violence
trust
fund,
which
is
on
page
330.
B
I
believe
in
the
budget
the
transfer
to
the
stop
the
violence
trust
fund,
which
funds
the
office
of
community
health
and
safety,
is
housed
in
the
bureau
of
police
as
a
grant
on
page
236
of
the
budget
for
section
237.02
b
of
the
city
code,
this
transfer
is
required
to
be
5
of
the
bureau
police
budget.
The
total
in
2021
is
five
million
three
hundred
and
six
thousand
dollars.
B
B
That's
a
new
position:
community
engagement
program
coordinator:
that's
a
new
position,
two
translational
public
safety
program
coordinators.
Both
of
these
are
new
community
liaison.
It's
also
a
new
position.
The
other
division
is
the
community
service
and
violence
prevention
assistant
director
public
safety.
Community
affairs
is
transferred
from
public
safety
administration.
B
B
In
addition
to
the
positions
to
stop
the
violence,
trust
fund
contains
two
million
dollars
for
professional
services.
This
two
million
includes
the
one
half
million
that
has
consistently
been
budgeted
for
gbi,
which
has
been
transferred
from
public
safety,
administration,
312,
000
and
police
150
000,
and
with
that
back
to
you,
chair
level,.
M
Thank
you.
We
have
with
us
today
miss
lindsey
powell
and
miss
laura
drakowski,
I'm
not
sure
which
of
you
want
to
go
first,
but
if
you
want
to
just
introduce
yourselves
and
whomever
would
like
to
speak,
first
go
ahead.
N
Absolutely
thank
you
so
much
councilman
lindsey
powell
assistant
chief
of
staff.
Here
again,
I
will
pass
it
on
to
my
colleague
laura,
but
just
to
kind
of
give
you
some
context
about
this
new
office
and
how
we
plan
to
operate.
I
do
initially
want
to
say
thank
you
to
council
for
creating
the
stop
the
violence
fund
that
was
instrumental
in
helping
us
to
fund
the
office
of
community
health
and
safety
and
the
critical
work
we'll
do
there.
In
addition,
thank
you
so
much
for
the
hearing.
N
N
So
the
office
of
community
health
and
safety
ochs
for
short,
really
will
be
a
way
to
ensure
that
our
first
responders
are
the
right
responders
and
that,
when
someone's
going
through
a
crisis
when
they're
going
through
issues
that
may
be
best
suited
for
a
public
health
response
that
the
city
of
pittsburgh
has
a
way
to
respond
in
kind
police
officers,
like
you
know
everywhere
else
in
the
country
are
often
asked
to
be
the
24
7,
reliable
response
to
all
types
of
crises.
N
N
What
we
plan
to
do
in
the
office
of
community
health
and
safety
and
laura
trekowski
again,
who
is
the
currently
the
office,
the
manager
of
critical
communities?
N
What
laura's
been
really
thinking
about
even
before
some
of
these
conversations
started
stemming
this
summer
and
beyond,
is
how
do
we
make
sure
again
that
we
have
that
public
health
response,
but
also
how
can
we
more
robustly
and
carefully
and
intentionally
tie
together
the
public
health
things
that
we
do
so
thinking
about
the
work
that
the
city
of
pittsburgh
does
on
overdose
prevention
responses?
Thinking
about
the
work
that
we
do
in
conjunction
with
the
county
for
those
experiencing
homelessness?
N
How
can
we
tie
it
all
together
and
package
it
in
a
way
that
is
more
able
to
be
quicker,
more
responsive,
but
also
nimble
in
responding
to
those
crises?
My
role
in
this
office,
currently
as
the
mayor's
office
liaison,
is
helping
laura
kind
of
think
through
the
how
to
put
this
foundation
together.
N
Some
of
the
policy
stuff
but
laura
will
be
transitioning
to
the
director
of
this
office,
and
I
can
pass
it
along
to
her
to
give
you
more
of
the
kind
of
meat
and
potatoes
about
what
this
office
will
do
in
the
critical
work
it
stands
to
serve.
O
Thanks
very
much
chief
and
council.
Thank
you
all
so
much
for
giving
us
the
time
today
and
also,
I
think,
for
your
thoughtful
attention
to
a
lot
of
the
the
issues
that
have
become
really
present
to
all
of
us,
whether
it's
because
of
the
global
pandemic
or
because
of
the
kind
of
reckoning
we're
having
around
the
role
that
public
safety
plays.
O
Whether
they've
been
forced
to
play
that
in
many
situations
in
in
addressing
community-based
issues,
I've
been
with
the
city
for
several
years
now,
and
one
of
the
very
first
encounters
I
had
with
public
safety
was
one
in
which
the
public
safety
professionals-
and
it
was
ems,
explained
to
us
the
types
of
situations
in
which
they
were
encountering
individuals
and
they're,
not
situations
that
have
an
easy
solution
and
they're,
not
situations
that
are
a
quick
on-scene
time
and
we
saw
public
safety.
O
You
know
whether
that
was
victims,
assistance,
support
that
was
law
enforcement,
that
was
fire,
that
was
ems,
or
that
was
public
safety
staff
really
trying
to
navigate
complex
systems
in
the
course
of
what
was
expected
to
be
a
respond
triage,
you
know,
treat
transport
interaction
going
to
the
next
call
and
in
fact
they
spent
a
great
deal
of
time
with
an
individual
figuring
out
how
to
address
an
issue
that
was
not
a
crime,
at
least
not
yet,
and
was
not
a
crisis
not
yet.
So.
O
This
was
something
that
law
enforcement
and
ems
and
fire
have
told
us
for
a
long
time.
We're
encountering
people
who
are
experiencing
a
housing
crisis
or
are
homeless.
We're
encountering
individuals
who
are
experiencing
problematic
substance
use,
and
they
are.
These
issues
cannot
be
addressed
by
transporting
someone
to
the
jail.
It's
a
it's.
It's
not
the
right
answer,
so
what
we
want
to
see
is
a
way
for
the
existing
systems.
O
You
know-
and
I
know
council
member
kale
smith
is
always
saying
there
are
robust
systems,
so
the
existing
systems
can
connect
more
meaningfully
to
public
safety,
but
also
that
we
can
intervene
before
the
point
of
a
crisis
and
that
we
can
understand
what
that
intervention
looks
like,
because
we
know
that
it's
it's
not
police
spending,
three
hours
with
a
person,
that's
not
really
changing
an
outcome.
So
what
we
hope
to
do
with
the
the
existence
of
this
office
is
value.
O
The
community's
input,
the
community
knows
the
experiences
they're
having
and
they
know
the
unmet
needs
they
have
and
value
public
safety
input.
One
of
the
really
important
points
I
think
we've
made
in
the
past
is
that
you
know
law
enforcement,
ems
and
fire
and
park
rangers.
I
don't
want
to
forget
them
as
well.
In
fact,
work
with
individuals,
work
with
families,
work
with
communities
and
then
in
fact,
know
their
their
professions.
O
They
can
integrate
all
of
that
and
very
often
tell
us
exactly
what's
the
nexus
of
a
problem
or
what's
coming
right,
and
rather
than
just
calling
over
and
over
again
until
that
ultimate
crisis
occurs.
What
are
the
steps
that
we
can
put
in
place
ahead
of
time?
Is
that
service
navigation?
Is
it,
as
chief
powell
has
said,
a
write,
responder
model
is
it
referrals?
O
Is
it
case
management,
and
that
doesn't
mean
that
the
city
needs
to
provide
all
of
that,
but
it
does
mean
that
the
city
needs
to
understand
it
and
then
either
create
those
partnerships
like
we
have
with
ahn,
like
we
have
with
foundation
of
hope
or
to
work
more
closely
with
our
partners,
whether
they're
human
services
partners,
whether
they
are
community-based
partners
to
meet
those
needs
upstream,
and
then
we
also
want
to
look
at
the
the
sort
of
after
effects
that
the
recovery.
O
So
once
someone
has
had
this
crisis
situation,
how
do
we
prevent
a
recurrence
of
that
situation?
So
we
have
four
areas
of
focus
in
this
office.
The
first
is,
you
know:
we've
referred
to
as
continuum
of
support,
so
that's
going
to
be
really
the
social
work
component,
understanding
the
exact
experiences
of
the
community
and
first
responders,
and
how
might
we
navigate
that
that
response
in
a
different
way,
whether
it's
pre-response,
whether
it's
in
the
moment
of
response
or
whether
it's
after
response
and
most
importantly,
how
do
we
do
that
safely?
O
We
don't
think
that
we
should
just
drop
social
workers
into
a
a
crisis
response,
that's
not
responsible
and,
and
frankly,
it's
not
going
to
meet
anyone's
needs.
The
second
piece
is
what
we've
called
translational
public
health
engagement.
So
we
have
examples
of
first
responders
doing
this
already
hepatitis,
a
vaccines
to
prevent
a
hepatitis,
a
outbreak
amount
among
people
who
are
unsheltered.
O
I
know
we
had
parks
on
here
just
a
moment
ago,
distributing
personal
flotation
devices
through
existing
channels
to
prevent
drowning
events
among
young
people
who
may
have
otherwise
had
access
to
guarded
pools,
but
during
the
pandemic,
don't
and
that's
something
that
ems
took
a
great
deal
of
leadership
in
providing.
So
what
are
those
upstream
public
health
interventions
that
will
prevent
a
crisis
or
a
you
know,
a
catastrophe
from
occurring?
The
third
point
is
community
engagement
and
really
we
want
to
sort
of
start
with
that,
and
that
can't
be.
I
know.
O
I've
said
this
before
that
can't
be
the
cake's
already
baked
and
we
force
feed
it
to
people
that
actually
means
that
we
need
people
to
tell
us
exactly
what
will
work
for
them
and,
and
part
of
that
is,
there's
amazing
models.
I
know
council
member
strasberger
has
brought
up
models
like
cahoots
and
denver
star.
Those
are
fantastic
models.
Those
are
models
that
reflect
the
values,
the
priorities
and
the
demographics
of
the
cities
and
the
municipalities
that
they're
in
we
know
our
city
is
different.
O
We
know
we
have
90
neighborhoods,
we
know
we
have
different
needs
in
each
of
those
neighborhoods,
so
that
community
engagement
piece
can't
be
cursory
and
it
can't
just
work
with
individuals
that
we
know
feel
really
comfortable
talking
to
us.
We
want
to
talk
to
people
who
use
drugs.
We
want
to
talk
to
people
who
have
been
criminal
justice
involved.
We
actually
really
want
to
understand
what
their
experiences
are
to
help
to
shape
what
our
responses
are
going
forward,
and
the
last
piece
is
transparency,
sustainability
and
accountability.
O
So
one
of
the
big
issues
is:
we
have
amazing
partners,
but
sometimes
the
expectations
that
public
safety
have
of
those
partners
don't
meet
the
capacity
of
the
partner
and
once
that
relationship
has
failed,
that
partner
is
no
longer
considered
a
partner
things
become
adversarial.
So
what
does
it
look
like
to
have
that
continued
engagement?
What
does
it
look
like
to
say
when
a
program
is
really
working,
that
we
find
by
any
means
necessary
a
way
to
support
it?
You
know
that's
what
we're
seeing
with
gvi
gvi
is
excellent.
O
Gvi
is
working,
that's
what
we
need
is
to
say
if
gvi
and
you
know,
gbi
will
be
under
the
office
of
community
services
and
violence,
prevention
and
partnership
with
public
safety.
But
if
a
program
like
gbi
is
working,
then
by
any
means
necessary,
we
want
that
program
to
continue
and
that's
what
we're
looking
at
is
we
pilot
our
co-responder
program
with
the
allegheny
health
network
and
that's
what
we're
looking
at
as
we
expand
diversion
from
youth
in
the
north
side
to
youth
and
adults,
ultimately
across
the
city,
keeping
people
out
of
the
criminal
justice
system.
O
So
we'll
have
these
four
pillars
and
we'll
have
staff
that
will
be
working
very
closely
on
each
of
those
in
those
areas
and
and
furthermore,
we
will
be
very
committed
to
ensuring
that
the
experiences
that
public
safety
professionals
have
are
informing
the
day-to-day
practice
of
this
office
and
that
we
are
very
transparent
about
the
results
and
the
the
progress
that
we're
making
on.
On
that
front.
M
Thank
you
very
much,
we'll
now
turn
over
for
members
for
question.
I
do
know.
Councilman
o'connor
has
some.
K
Yes,
thank
you
councilman
thanks
for
letting
me
go
first,
I
know
I'm
I'm
I'm
substituting
as
a
babysitter
today,
so
for
council
members
that
have
kids.
This
is
really
difficult.
So
just
some
follow
up
on
that
and
thank
you
for
letting
me
go
first
briefly.
I
only
really
have
four
questions.
I
think
you
touched
upon.
K
Some
of
them
is
you
know
the
the
role
that
your
office
is
going
to
take
and
we
held
the
public
hearing
for
police,
but
when
those
individuals
go
out
there,
how
are
we
going
to
ensure
that
they
are
not?
You
know
on
site,
looking
like
police
officers,
so
is
there
gonna
be
some
additional
training
that
these
individuals
are
gonna
get
when
before
they
go
out?
Have
you
guys
talked
about
something
like
that.
O
Council
member,
thank
you.
I
think
that's
actually
one
of
the
most
important
questions
we
in
in
no
way
think
that
we
should
just
be
adding
individuals
to
a
scene.
We
recognize
that
that
can
compromise
the
safety
of
everybody
involved,
so
the
first
part
of
this
will
be
establishing
norms
and
expectations
and
communication.
O
The
second
is,
we
don't
intend
to
have
right
off
the
bat.
You
know,
professionals
from
other
spheres,
moving
into
what
are
traditionally
public
safety
responses.
That's
going
to
take
you
know,
being
being
very
realistic.
O
That's
going
to
take
time
to
build
that
trust
between
those
first
responders,
those
community
members
and
those
partners,
because
we
we
have
seen
the
reticence
that
many
public
safety
professionals
have
to
this
and
and
part
of
that
is
because
they've
seen
kind
of
the
worst
case
scenarios
of
unsafe
situations,
so
that
trust
is
critical
for
this
to
not
only
be
safe
but
sustainable.
O
So
this
there's
also,
you
know
a
very
important
part
about
communication,
not
just
in
the
event
of
a
situation
but
also
afterward.
We
want
to
look
at
this
as
a
continuous
improvement
model.
So
if
a
situation
doesn't
go
as
expected,
we
need
to
learn
from
that
and
grow
pretty
quickly,
or
else
we
do
run
the
risk
of
someone
being
in
a
situation.
O
That's
unsafe,
and
finally,
we
don't
intend
to
you
know
again
not
only
just
immediately
deploy
people
to
these
scenes,
but
to
deploy
people
to
scenes
that
have
any
sense
where
there
might
be
an
unsafe
situation.
So
that's
it's
going
to
be
a
slow,
thoughtful
rollout.
It
doesn't
mean
we're
not
going
to
move
as
rapidly
as
possible,
but
we
really
need
to
balance
that
against
the
the
trust
and
the
relationship.
So
to
your
point,
council
member,
there
will
be
training,
there
will
be
relationships
building
and
there
will
be
a
constant
communication
mechanism.
K
No,
that's
great,
I
think
my
follow-up
to
that
would
be
you
sort
of
mentioned
it.
But
if
you
can
go
into
you
know
the
follow-up
from
services
after
like
are
we
going
to?
Let's
say
we
take
somebody
into
a
shelter?
Are
we
going
to
have
follow-up
on
that
individual?
Because
I
hear
so
many
time
after
time
you
know.
Well,
we
helped
this
individual
and
then,
unfortunately
they
were
back
in
the
same
situation.
K
So
is
there
gonna
be
follow-up,
and
I
guess
the
second
part
to
that
question
would
be
your
office
obviously
has
to
adjust
to
different
times.
So
are
you
gonna
have
this
these
things
available?
You
know
24
7,
because
some
of
these
individuals
that
we're
going
to
be
hiring
in
the
future.
I
mean
they're
not
hired
now,
but
in
the
future
and
I'll
get
to
my
question
with
dhs
in
a
little
bit.
But
you
know
some
of
these
crisis
that
we
talk
about
happen
at
midnight
happen
at
8,
00
p.m.
K
So
you
know
adjusting
people's
working
hours
so
that
that's
a
part
and
we
have
this
service
for
art
residents,
24
7.
and
then,
if
you
could
touch
upon
the
follow-up
to
it,
because
I
think
that's
really
important,
because
I
think
a
lot
of
council
members,
we
have
the
same
issue,
you
know.
Unfortunately,
we
see
the
same
people
in
the
same
location
one
week.
You
know
the
next
week
they're
back
again
and
something
happens.
So
what
are
we
gonna?
Do
follow-up
wise
after
you
know
you
get
there
on
scene
or
who?
Whoever
does?
N
I
did
want
to
answer
your
your
question
previously
about
uniforms
and
dress,
because
I
think
that
that's
been
asked
of
us.
You
know
a
lot
as
well.
We've
seen
in
other
cities
that
have
pieces
of
these
types
of
services
make
sure
that
the
folks
that
they
in
that
they
deploy
don't
look
like
officers.
I
think
for
a
lot
of
people
who
have
been
either
justice
involved
have
been
in
the
criminal
justice
system.
N
You
know
have
rotated
through,
maybe
homeless,
shelters
or
homeless,
homeless
services
can
feel
triggered,
can
have
a
negative
response
working
with
officers,
even
if
even
if
the
response
at
hand
is
a
good
one,
and
so
what
we've
seen
and
obviously,
we've
worked
very
closely
with
public
safety
to
make
sure
that,
however
they're
dressed,
however,
you
know
they
appear
would
be
clear
to
the
public,
but
also
clear
to
public
safety
that
this
person
is
a
part
of
the
office
of
community
health
and
safety.
So
you
know
throwing
around
ideas.
N
It
could
look
similar
to
the
way
that
civil
affairs,
you
know
is
a
very
distinct
part
of
the
bureau,
but
best
practices
from
other
cities
have
shown
that,
like
absolutely
to
your
point,
there
needs
to
be
a
visual
difference
between
an
officer,
and
you
know,
public
office
of
public
health
and
safety.
N
O
The
lord
did
you
want
to
get
to
the
tour
yeah
and
you
know
councilmember
o'connor.
I
think
that
the
point
you're
making
about
the
follow-up
is
is
one
that
we
really
want
to
acknowledge
and
honor
the
existing
direct
service
staff
that
work
across
all
of
these
continuums,
because
they
do
remarkable
work
in
this
place
and
and
oftentimes.
O
What
we
see
are
the
the
people
who
have
maybe
more
complex
issues
or
have
not
yet
had
meaningful
engagements
or
that
those
engagements
have
sort
of
fallen
apart,
so
we're
we're,
we
don't
mean
to
make
this
office
as
the
indictment
of
services,
but
rather
as
the
rounding
out
of
those
services.
So
what
are
the
gaps?
Where
are
the
ways.
K
I'm
just
simplifying
it,
so
what
you
would
do
would
be,
let's
say,
partner
with
dhs,
and
I
don't
know
how
that
partnership's
going
so
far.
I
hope
it's
going
to
go
well
and
we
can,
you
know,
tie
some
of
these
resources
together,
but
you
would
go
to
a
partner
like
dhs
more
for
that
follow-up
and
we
would
just
get
them
the
help
to
those
organizations.
O
O
I
know
we've
talked
about
it
before,
but
if
there's
a
thousand
calls
for
service
to
police
a
day,
how
many
of
those
calls
for
service
are
resulting
or
have
issues
that
are
underlying
that
could
be
addressed
by
another
professional,
even
as
a
follow-up,
and
we
just
don't
know
that
yet
so
we
need
to
figure
that
out
and
then
once
we
do,
I
think
we
do
not
anticipate
that.
We
recapitulate
the
department
of
human
services.
O
They
do
excellent
work,
there's
really
really
critical
relationships
and
partnerships
that
they
have,
but
we
would
rather
be
certain
that
we're
providing
that
information
and
that
feedback
so
that
we
can
try
to
close
some
of
those
gaps.
The
same
could
be
said
about
the
health
systems.
You
know:
how
are
we
making
sure
that
individuals
who
are
engaging
in
the
health
systems
and
maybe
leaving
with
all
without
their
needs
met,
are
in
some
way
being
connected
with
other
resources?
O
So
if
someone
leaves
a
shelter,
we
would
say,
for
example,
if
police
are
called
because
they
find
that
person
after
they've
left
the
shelter,
then
maybe
our
our
homeless
outreach
team
responds
and
we
establishes
that
connection,
that
that
person
has
with
their
existing
services
or
works
with
them
to
find
us
a
a
connection
that
would
be
more
more
suitable
to
them.
So
we,
you
know,
we
again,
we
don't
want.
O
I'm
so
sorry,
I
do
think
it
is
a
good
point,
though,
that
we
want
to
recognize
that
crises
happen,
24,
7
right
and
so,
even
if
we
have
really
robust
services
that
our
partners
are
provisioning
from
nine
to
five
or
nine
to
eight
come
nine
o'clock
at
night.
We're
back
in
the
situation
where
it's
police
fire
ems,
and
so
we
do
also
need
to
not
only
map
that
and
advocate
for
around
the
clock,
services
or
services
that
meet
those
needs.
O
But
we
may
find
that
we
have
to
identify
some
alternative
responders
during
those
times,
but
I
think
I
think
it's
the
absolute
right
question.
People's
crises
and
people's
unmet
needs
do
not
occur
on
a
nine
to
five
basis.
Nor
should
our
response
be
constrained
to
those
time
frames.
K
I
mean,
like
let's
say
you
hire.
You
know
the
individuals
that
we
move
from
public
safety
over
to
this
new
department
did
their
job
description
changed
to
where
somebody's
going
to
be
tracking
the
data
somebody
is
in
charge
of
you
know
a
mental
health
issue,
so
I
mean:
are
there?
Are
there
going
to
be
differences
in
what
they
were
doing
compared
or
what
they're
doing?
Now?
It's
compared
to
like
what
they're
going
to
do
under
this
new
department?
I
mean
they
should
be
doing
something
different.
K
Obviously,
but
is
it
just
streamlining
these
positions,
or
is
there
like
a
description
as
to
you
hire
five
new
people,
okay,
one's
in
charge
of
what
do
you
guys
have
something
written
down
like
that,
so
we
can
sort
of
follow.
Okay,
if
I
have
a
homeless
issue
in
squirrel
hill
or
hazelwood,
and
I
need
to
talk
to
somebody-
I'm
going
to
call
this
person
in
that
department
or
if
there
is
you
know
a
mental
health
issue
in
greenfield
who
do
I
call?
N
Absolutely
so
councilman
there
will
be
some
shifts
in
public
safety
to
these
initiatives,
but
we're
also,
like
you
said,
hiring
new
positions
and
once
we
have
the
job
descriptions
down
and
everything
else,
we're
still
waiting
on
hr
to
make
sure
you
know
some
of
the
more
formalities
of
pay
grade
and
all
that
other
stuff.
N
But
once
everything
is
settled
and
cleared
through
hr,
we'll
make
sure
the
council
has
a
finalized
list
of
job
descriptions
who
reports
to
who
structure
and
possibly
to
your
point,
you
know
if
this
then
so,
if,
if
you're
seeing
this
crisis,
if
you
have
this
type
of
question,
you
know
which
staff
member.
N
K
N
Yeah,
so
we're
hoping
you
know
with
the
support
of
the
stop,
the
balance
trust
fund
we'll
be
able
to
hire
these
folks.
You
know,
like
you
said:
covid
does
slow
things
down,
but
we've
thought
and
laura
in
particular,
has
really
been
the
architect
of
thinking
about.
You
know
on
a
shoestring
budget,
you
know
for
a
first
kind
of
stab
at
this
work.
What
are
the
critical
positions?
N
We
need
to
see
the
changes
that
that
you
know
the
that
council
that
the
public
that
the
mayor
wants
to
see
and
so
we'll
make
sure
again
that,
as
things
are
finalized
with
hr,
that
council
has
the
robust
list
of
job
descriptions.
You
know
staff
orientation
and.
K
Reporting
structure,
okay,
yeah
and
the
last
thing
I
just
just-
I
think
you
mentioned
it-
the
reporting
back
is
going
to
be
really
important
so
that
we
know
what's
happening
in
the
next
couple
months,
what
you've
you've
accomplished
so
that
you
know
when
funding
does
come
up.
Okay,
this
is
we
I
mean,
I
think,
talking
about
these
subjects.
We
all
want
to
invest
in
it.
Just
we
want
to
make
sure
it's
successful.
So
I'll
stop
my
question
there
councilman
level.
K
Thank
you
very
much
for
letting
me
go
first,
and
thank
you
guys
for
answering
and
for
being
a
part
of
this
project.
Thanks.
G
Yes,
okay,
thank
you
come
to
mobile
and
lindsey
and
laura
welcome.
I
first
want
to
apologize
for
yesterday.
I
completely
you
know
we
were
talking
this
morning
and
councilwoman
strasberger
and
I
were
saying:
oh,
we
don't
even
know
what
day
it
is
anymore.
We've
been
online,
it
seems
like
forever,
but
it
just
slipped
by.
So
I'm
really
sorry
that
I
that
I
missed
our
meeting
and
but
I
am
glad
laura,
you
know
with
your
new
position.
You
know
is
much
like
your
old
position.
I
feel
the
the
qualifications
that
you
had.
G
There
will
benefit
you
in
this
position
and
lindsay
you
and
I
have
not
worked
together,
but
you
know
I
look
forward
to
you
know
sit
down
with
you
and
chatting
someday,
hopefully
in
person,
so
I
just
want
to
give
you
my
thoughts,
okay
on
social
workers
and
and
how
this
is
going
to
play
out
right.
G
First
of
all,
I
don't
hear
people
talking
about
dispatching
a
whole
lot.
You
know
for
me,
that's
where
it
starts.
It's
that
person
who's
going
to
direct
who
goes
to
that
call,
and
I
talk
to
a
lot
of
people
outside
the
city
of
pittsburgh
who
have
smaller
departments
and
smaller
forces,
but
I
can't
tell
you
it's
probably
if
I
were
to
put
a
percentage
on
it
just
in
the
people.
I've
talked
to
it's
got
to
be
close
to.
You
know
over
25
that
a
call
comes
in,
for
you
know
whatever
it
might
be.
G
They
send
paramedics
there
but
turns
out
it's
a
police
call
vice
versa.
You
know
so
you
know
I
I
feel
like,
first
and
foremost
the
changes
that
and
I'm
for
changes,
and
I
do
believe
that
social
workers
could
come
in
and
alleviate
police
work
to
a
certain
degree.
For
me,
that's
the
only
way
it
could
work.
If
we
can
do
that,
but
talk
to
me
about
dispatching,
I
mean
for
me,
you
know
we
have
to
have
people
trained
in
a
new
way.
G
I
feel
I
feel,
like
you
know,
that's
where
it
starts
and
that
person
who
dispatches
whether
it's
a
police
department
or
the
emt
is
there
or
the
fire
department.
You
know,
needs
to
know.
Well,
this
sounds
like
it
could
be
something
for
a
social
worker.
Where
does
it.
N
Start
so
I
can
start
really
quickly.
I
just
want
to
say
that
you're
absolutely
right.
I
think
the
triaging
is
critical
and
for
cities
that
we
talked
to
albuquerque
in
particular
that's
trying
to
levy
their
own
similar.
You
know
crisis
non-public
safety
response,
that's
been
one
of
the
more
difficult
parts
is.
How
do
you
retrain
9-1-1
operators,
to
make
sure
that
you
know
what
they're
hearing
on
the
phone
that
they
can
dispatch
the
right
person,
particularly
here,
and
you
know
how
our
system
works?
N
Is
the
county
handles
our
9-1-1
dispatching,
and
so
we
have
to
as
always,
work
really
closely
with
them
to
make
sure
that
again,
you
know
we're
setting
them
up
for
success.
Now
we're
working
to
make
sure
that
the
either
new
dispatch
codes
that
they
need
or
the
new
training
that
they
that
may
be
necessary
is
clear
and
that
we
can
be,
as
laura
always
says,
continually
learning
that
you
know.
If
you
know
we
try
to
do
it
one
way
it's
not
working
out.
You
know
we
can
try.
N
You
know
a
different
way
to
approach
that
problem.
I
think
also
it
necessitates
a
really
close
relationship
with
public
safety
to
make
sure
again
that
they
that
they
feel
comfortable
with
either
the
new
dispatch
codes
or
what
have
you,
and
also
that
the
the
social
worker
or
the
public,
the
public
health
responder
feels
comfortable.
We
don't
ever
want
to
put
either
a
public
safety
officer
or
public
health.
N
You
know
staffer
in
the
position
where
they
would
be
harmed
or
that
the
person
that
they're
helping
will
be
unintentionally
harmed,
and
so
laura's
done
a
lot
of
digging
as
well
on
how
either
other
cities
are
dispatching
and
also
has
a
really
close
relationship
with
the
county.
To
talk
a
little
bit
more
about
the
the
nitty-gritty,
a
bit.
O
Thanks
chief
and
thanks
councilmember
you're
right,
I
I
know
that
we've
had
through
some
larger
meetings.
We've
the
city's
been
briefed
on
kind
of
the
complexity,
which
is
more
than
we
thought.
Even
so,
even
though,
like
philadelphia
receives
more
9-1-1
calls
a
day.
O
Allegheny
county
has
something
like
100
police
departments
and
75
departments
and
40
ems
services
that
have
to
be
dispatched
across
130
municipalities,
so
philadelphia.
You
know,
as
per
chief
brown
at
the
county,
has
one
police
department
and
one
joint
fire
and
ems
department.
So,
even
though
it's
a
comp,
it's
still
complex,
they're
dealing
with
two
key
entities
and
our
county's
dealing
with
250.,
so
dispatch
is,
is
extraordinarily
important
and
very
very
difficult.
O
I
think
where
we
are
is
that
we,
you
know
we're
going
to
move
in
parallel
to
some
of
the
work
that
the
county
is
doing
in
partnership
with
the
municipalities
around
that
understanding
dispatch.
We
can
still
do
a
lot
without
having
to
wait,
for
you
know
some
sort
of
transformation
of
dispatch
in
this
county
and
again
the
dispatch
does
an
excellent
job.
It's
a
very
difficult
job
and
you
know
we
recognize
that
nothing.
O
This
problem
has
has
emerged
over
many
years
and
it
doesn't
get
fixed
in
a
matter
of
days,
weeks
or
months,
but
we
know
that
within
the
city
of
pittsburgh
we
have
300
000,
you
know,
city
residents,
we
have
900
officers,
we
within
the
bureau
of
police.
We
have
infrastructure
around
supervision,
we
have
in
infrastructure
around
24
7
staffing
in
the
zones,
so
we
want
to
first
start
with
building
the
trust
with
our
public
safety
department,
building
the
trust
with
our
zones
and
working
in
a
way
that
is
potentially
more
neighborhood
based
we.
O
This
is
what
the
foundation
of
if
we
look
at
what
ems
does-
and
this
is
one
of
our
partners
from
the
sort
of
the
founder
of
community
paramedicine
was
explaining-
is
this
is
what
the
foundation
of
the
mutual
aid
and
ems
is
once
we've
been
able
to
establish
a
community
need
a
community
response,
then
how
do
we
extend
that
response
and
in
conversations
with
you
know
the
public
safety
director
and
some
of
our
our
colleagues
at
the
county?
O
What
we
do
think
is
ultimately
going
to
have
to
happen,
for
these
responses
to
grow
is
for
them
to
be
emerging
from
the
municipalities.
So
we
start
we
grow.
We
understand
exactly
what
we
need
and
we
work
in
parallel
as
dispatch
is
able
to
bring
online
our
units,
then
we
work
through
dispatch.
Ultimately,
we
don't
want
to
get
into
a
situation
where
someone
in
a
point
of
of
emergent
need
has
to
decide
what
one
of
ten
phone
calls
phone
numbers.
They're
gonna
call
that's
unsafe
for
everybody.
We
don't
want
them
to
go
shoot.
O
Do
I
call
one
one
one
or
six
one,
one
or
nine
one
one,
because
that
is
you
know
ultimately
a
recipe
for
potentially
really
harmful
situations
where
someone's
situation
escalates.
So
we
don't
want
to
overly
complicate
what
is
already
a
very
complicated
system,
but
we
also
don't
want
to
have
to
wait
until
sort
of
these
really
really
complex,
fragmented
elements
of
of
this
region
are
all
aligned,
because
that
that's
going
to
take
time
and-
and
frankly,
I
don't
think
we
have
that
time.
O
Police,
ems
and
fire
have
been
telling
us
for
many
years
that
what
they're
seeing
is
escalating
sort
of
every
day
and
they're
the
ones
you
know
this
is
this
is
the
very
difficult
thing,
and
I
know
you
know
this
council
member,
because
you
talked
to
public
safety.
It's
it's.
I
think
it's
frankly
sometimes
easy,
for
you
know
me
as
a
person
who
sits
at
a
desk
to
say,
wait
another
week
wait
another
month.
O
I
don't
think
that
the
community
members
who
are
affected
and
the
public
safety
professionals
who
are
engaged
have
that
privilege
they're
the
ones
who
have
to
look
at
a
family
who's
being
evicted
who
have
two
kids
who
have
nowhere
to
stay
and
say
I
don't
have
anywhere
to
take
you
and
then
watch
that
crisis
escalate,
watch
that
family
be
separated
and
watch
a
family
move
into
a
system
that
you
know
ultimately
may
be
very
harmful.
That
takes
its
toll.
O
I
mean
that
really
does
it
takes
its
toll
on
our
medics
who
respond
over
and
over
and
over
again
to
situations
that
are
just
continually
escalating.
We
haven't
given
them
the
tools
to
or
the
referral
power
to
address
it.
So
I
think
you
know
sorry
that
was
a
very
long
way
of
saying
it's
the
right
question.
It's
the
right
question.
G
No,
no,
you
know
I'm
glad
to
hear
you
say
that
I
was
my
next
question
was:
are
we
going
to
have
another
line?
You
know
people
know
9-1-1
and
that's
who
they
call
and
I
think
it's
hard
to
change.
It's
a
habit
and
it's
a
good
habit.
You
know
obviously,
but,
but
you
know
I
didn't
want
to
get
into
like
you
know.
Social
services
is
five
six
six.
You
know
what
I
mean,
it's,
not
something
that
we
could
change
at
this
stage.
I
don't
feel.
G
However,
I
will
say
this:
you
know
the
the
dispatchers,
no
matter
how
well
we
train
them,
you
know
and
it's
because
of
the
caller.
Whoever
might
be
calling
you
know
a
lot
of
times,
they're
in
a
panic,
they're
saying
things
that
you
know
sometimes
aren't
right.
Just
because
of
the
you
know,
fluidity
of
the
situation
and
the
chaos
sometimes
of
the
situation.
G
H
G
G
You
know
police
calls
and
emt
calls
and
all
that
thing,
but
but
for
me,
I
think
to
myself,
a
police
officer
still
will
have
to
respond
to
the
scene,
because
you
cannot
rely
on
the
caller
and
you
can't
rely
on
the
dispatcher
either.
You
know,
and
you
could
get
a
call
for
this,
which
seems
like
a
minor
thing
that
you
could
send
a
social
worker
to,
but
it's
not,
and
I
know
that
and
I've
seen
it
a
thousand
times.
You
really
never
know
what
you're
walking
into
so.
G
I
personally
and
I
won't
be
making
the
plan,
thank
god,
but
I
personally
think
a
police
officer
will
still
have
to
respond
to
9-1-1
calls.
Now,
at
that
point,
once
the
police
officer
surveys,
it
sees
there's
no
weapons
and
whether
it's
mental
illness
or
a
medical
emergency,
then
the
police
officer
contacts
the
necessary
whether
it
be
a
social
worker
or
emt
or
fire
department.
Does
that
make
sense
to
you
or
tell
me
how
you
see
it
if
it
doesn't.
N
I
think
that
there's
also
from
what
we've
seen
in
other
cities
a
lot
of
space
to
co-respond
as
well.
So
like
to
your
point,
we
we
never
want
to
put
anyone
in
a
situation
where,
like
you
said,
dispatch
accidentally
calls.
You
know
public
health
when
it
really
should
be
public
safety.
We
don't
ever
want
that
to
happen.
This
will
take
a
really
slow
ramp
up
of
trust,
I
think,
between
officers
and
in
the
office
of
community
health
and
safety,
but
also
you
know,
trial
and
error.
N
As
laura
said
of
you
know,
maybe
when
dispatch
calls
this
one,
we
should
send
an
officer
as
well.
I
think
the
initial
first,
you
know
I
don't
want
to
speak
out
of
turn,
but
the
first
few
years
of
this
program
may
have
to
be
a
correspondent
model
where
it
is
an
officer
and
someone
from
public
health
and
safety
being
able
to
show
up
at
the
same
time
and
that
if
it
is
like
you
said,
just
a
public
health
approach,
then
the
officer
is
able
to
answer
and
respond
to.
N
You
know
calls
that
are
more
suited
to
their
calling
and
their
their
training.
So
I
I
completely
hear
what
you're
saying
about
again
never
wanting
to
put
someone
in
a
situation
where
it's
dangerous,
but
we've
seen
with
time
a
lot
of
time
that
other
cities
that
have
a
similar
model
are
have
enough
trust
and
enough
experience
over
the
years
to
really
develop
a
model
where
you
know
there
are
spaces
where
just
the
public
health
responder
is
available.
G
Yeah,
that's
good
to
know
lindsay
and
I'm
glad-
and
I
figured
you
all
would
be
thinking
about
all
these
things
and
it's
good
to
hear
that
you
are.
I
will
say
that
you
know
when
you're
responding
to
a
call.
G
Now,
the
only
way
I
feel
around
that
we're
always
going
to
have
dispatch
errors,
we're
all
going
to
have
always
going
to
have
calling
errors,
we're
going
to
have
that
you
can't
get
around
it
and
a
lot
of
times.
It
might
not
be
the
dispatcher's
fault
now.
Are
they
liable
or
are
they
not
use
the
county
libel?
G
But,
regardless
of
all
those
questions
I
do
feel
the
only
other
way
is
if
we
had
a
robust
kind
of
an
army
of
social
workers
out
there
who
are
making
and
alleviating
these
calls
from
the
work
that
they're
doing
you
know
without
going
through
9-1-1,
and
if
they
can
be
out
there
on
the
street,
and
if
we
just
see
it
naturally
happen
that
they're
in
contact
with
you
know
whether
it
be
an
overdose
or
mental
health
illness.
You
know
that's
the
way.
G
I
feel
that
we
don't
have
to
get
them
involved
in
the
9-1-1
calls
and
send
them
into
those
situations.
They
notice
situations
kind
of
that
they're
going
into,
and
I
really
do
feel
like
the
social
workers
have
to
be
real
excuse.
My
french
badasses
on
the
street,
not
afraid
of
anything
pretty
much.
You
know
they
have
to
be.
You
know,
really
really
tough
people
and
to
that
question
is
is.
Is
it
decided
if
a
social
worker
is
on
a
call
that
they
are
allowed
to
carry
a
firearm
or
not
hidden?
Of
course,.
O
I
think
that
we
don't
want
to
put
social
workers
in
a
position
where
they
need
to
carry
firearms.
I
think
it
it
likely
undermines
the
role
that
a
social
worker
would
play.
If
a
social
worker
needs
to
carry
a
firearm,
then
we
really
need
to
rethink
the
approach
we're
taking,
which
means
that
that
person
inherently
feels
unsafe
in
the
role
that
we're
putting
them
in
and
therefore
that's
not
an
appropriate
role
for
them
to
be
in,
I
think,
you're.
What
you're
describing
is
public
health
in
a
nutshell
right:
it's.
O
How
do
we
actually
handle
everything
upstream,
so
it
doesn't
get
to
the
point
of
calling
911.
Because,
honestly,
what
has
happened
is
that
there
is
no
24
7
person
to
call
so
police
get
caught,
and
that
sucks.
You
know
that
sucks
for
law
enforcement,
it
sucks
for
the
community.
So
what
we
really
do
want
to
do
is
say:
okay,
we're
done
with
this
paradigm,
where
there's
no
one,
there's
no
one,
there's
no
one,
and
then
there's
police,
because
that's
that's
just
not
meeting
the
needs
of
any
of
our
par
any
of
the
people
involved.
O
It
has
to
be
done
in
a
way
where
we're
thinking
about
that-
and
you
know
I
I
think
the
other
thing
is
that
it
it.
If
we're
able
to
start
to
meaningfully
address
things
upstream
or
after
the
fact,
then
we
rely
less
on
law
enforcement,
it
doesn't
mean
we
don't
need
law
enforcement,
they're,
extremely
important
and
the
the
credit
I
especially
want
to
give
is.
You
know
I've
worked
with
enough
officers
who
have
and
medics
who
have
talked
to
me
about
the
work
that
they've
done
to
connect
people
with
services.
O
So
what
ended
up
being
a
call
that
could
have
been
very
quick
they
get
there,
they
realize
there's
no
crime
being
committed,
there's
not
a
situation,
that's
necessarily
immediately
unsafe.
They
could
leave
very
often
they
could
leave,
but
we
have
a
lot
of
officers
who
say
this.
This
is
not
right.
This
is
not
okay
for
the
person
who's
here,
I'm
gonna
call.
You
know.
O
As
director
chapman
was
saying,
I'm
gonna
call
area
agency
on
aging,
I'm
going
to
call
homeless
outreach,
I'm
going
to
call
this
drug
use,
centers
of
excellence
or
the
treatment
centers
of
excellence,
I'm
going
to
actually
serve
as
not
just
the
the
person
who
is
tasked
with
enforcing
law.
I'm
going
to
now
move
into
this
case
management
role,
and
they
they
are
working
very
hard
at
it.
I
mean
you
know
we
can
look
at
chief
kudrov
and
the
development
of
big
berg.
O
That
was
absolutely
in
response
to
the
fact
that
that
public
safety
professionals
have
been
put
in
the
position
because
of
the
interactions
they
have
with
the
community
to
help
the
community
members
navigate
systems
and
what
we're
saying
is
police
can
do
that,
but
should
they
have
to
do
that?
Why
wouldn't
we
have
as
chief
housing,
a
co-response
or
a
follow-up
response?
O
Someone
who
says
look
you
know,
officer
officer,
laura,
came
and
saw
you
sounds
like
you
know:
no,
no
needed
no
additional
need
from
law
enforcement,
but
that
you
have
a
you
know,
a
housing
issue.
So
let's
just
focus
on
that
and
maybe
that's
someone
who's
working
for
the
office,
community,
health
and
safety
or
the
bureau
of
police
or
the
public
safety,
or
maybe
that's
an
existing
relationship
that
that
person
has-
and
we
don't
need
to
recreate
that
we
can
just
reconnect
them
with
these.
These
providers
that
exist.
Maybe
it's
a
community
care
model.
O
You
know,
maybe
we
have
in
some
communities
where
they
say
I
don't
want
a
social
worker.
What
a
social
worker
associates
with
me
is
systems
involvement
and
I
don't
trust
systems
I,
but
I
will
work
with
my
neighbor.
I
will
work
with
an
advocate
who
works
here,
so
I
think
you
know
we
it's.
We
want
it
to
be
more
nuanced
than
crime
and
crisis
and
that's
and
that's,
unfortunately,
all
we're
able
to
address
right
now.
Yeah.
G
And
I'm
glad
to
hear
you
say
that
I
am
by
no
means
advocating
for
firearms
for
social
workers.
I
think
it
would
be
a
horrible
idea.
I
really
do
you
know
it's
just
an
accident
waiting
to
happen
so
and
they
will
be
put
in
situations.
I
will
tell
you,
you
know
unknowingly
and
they
will
be
in
harm's
way
at
times,
and
you
know
these
social
workers,
whoever
they
are
and
and
wherever
they
come
from.
G
You
know
they
it's
a
it's
a
heck
of
a
job
for
them
to
tackle,
but
it
does
sound
like
you
all,
are
moving
in
the
right
direction.
I
want
to
have
confidence
that
social
workers
can
alleviate
police
work
at
the
same
time,
whether
it
be
from
transferring
money
to
support
it.
If
that's
the
case,
that's
great,
if
the
police
don't
have
to
respond
to
as
many
calls
I'm
not
sold
yet
it's
gonna,
it's
a
long
road.
I
believe,
but
I'm
glad
you
all
are
working
on
it.
G
I
want
to
believe
in
it
and
you
know
I
hope
it
does
work
and
the
best
thing
I
heard
you
say
laura.
You
know
that
you
value
public
safety's
input
if
we
don't
you're
losing.
I
gotta
tell
you,
they
know
better
than
anybody,
because
they're
the
ones
responding
to
the
scene,
councilman
gross,
and
I
and
some
others
who
sat
with
the
the
top
brass
and
yes,
they
are
responding
to
everything
at
this
point
you
know
they
are
and
we
need
to
alleviate
that
how
to
get
there.
G
You
know,
I'm
hoping
you
all
come
up
with
some
dynamite
plan
and
we
get
the
stats
and
then
the
couple
years
and
yes,
it's
working
and
police
calls
are
down
and
people
are
getting
in
the
right
places
rather
than
prison,
and
you
know
so
so
I'll
hold
out
hope
for
all
the
best,
and
I
just
wanted
to
thank
you
all
for
being
here.
I
have
confidence
in
you
and
that's
it
for
me.
So
back
to
you,
chairman,
lavelle.
M
Thank
you
very
much
comment
from
other
members,
councilman
wilson
and
then
we'll
have
councilman
councilwoman
gross
after
that
councilman
wilson.
L
Yes,
thank
you
chair
and
thank
you
laura
and
lindsay
for
everything
you've
gone
over
so
far
and
your
dedication
to
this
to
the
to
the
new
office.
You
know
I
had
some
some
nuts
and
bolts
questions
at
first.
Just
quite
simply,
you
know,
I
see
twenty
thousand
dollars
that
line
item,
but
you
know
I
realized
that
there's
the
stop
the
violence
trust
fund
with
the
5.3.
L
Can
you
explain
like
why
it
would
be
so
difficult
for
someone
to
sift
through
this
this
this
budget
this
year
to
understand
where
the
line
items
are
for
the
these
offices.
N
I
can
start
that.
I
don't
think
that
it
was
intentionally
as
confusing
as
it
is.
N
I
think
you
know
to
be
frank:
we
put
together
this
office
knowing
that
it
was
the
right
thing
to
do,
and
it
was
due
time
for
something
love
response
like
this,
but
created
it
without
being
entirely
sure
of
where
the
funding
would
come
from
and
with
conversations
with
the
stop,
the
folks
that
we're
thinking
about
the
stop
the
violence,
trust
fund,
including
council
people
that
are
on
on
the
call.
Currently,
it
became
very
clear
that
what
they
were
trying
to
do
and
the
work
that
would
be
housed
within
the
stop.
N
The
violence
fund
was
deeply
aligned
with
the
office
of
community
health
and
safety,
and
so,
as
as
all
of
you
know
better
than
I,
we
really
tried
to
put
this
budget
together.
Understanding
the
you
know
unfortunate
reality
and
the
economic
impacts
of
covid
and
really
just
trying
to
make
a
dollar
out
of
15
cents,
and
really,
you
know,
stretch
our
money
here.
The
budget
wasn't
put
together
in
a
way
intentionally
in
a
way
to
confuse
people
or
to
you
know,
hide.
N
You
know
where
the
money
would
come
from
it
was
we
built
it
and
had
confidence
that
the
folks
surrounding
us,
including
hopefully
in
the
future
private
dollars
corporate
dollars,
would
would
see
the
value
in
this
office
and
in
this
work
and
find
a
way
to
fund
it
in
a
sustainable
way.
Okay,.
L
Yeah-
and
we
just
get-
you
know
a
lot
of
conversations
around
where
you
know
where
they
can
really
understand.
What's
you
know
what
this
department
will
be
doing,
and
obviously
people
want
to
look
directly
at
the
money
and
and
what's
being
put
into
it?
So
you
know
I,
you
know,
I'm
a
supporter
of
this
office
and
I'm
really
looking
forward
to
the
partnership,
and
also
I
mean
I've
already
started
to
partner
with
the
with
cornell
and
ty
lee
and
to
really
understand
where
you
know
how
that's
going
to
be.
L
L
Is
that
their
their
line
item,
or
is
that
the
full
timeline
item
for
that
program.
N
So
the
professional
services
bit
was
really
to
make
sure
within
the
soft
the
violence
fund.
There
was
an
interest
to
make
sure
that
there
were
grant
dollars
as
well,
that
were
able
to
be
given
to
community
organizations
that
to
laura's
initial
point
are
already
doing
the
work.
We
don't
at
all
want
to
replicate
duplicate
community
groups
that
do
amazing.
You
know
violence
prevention
in
their
own
communities
because
they
know
their
neighbors.
They
know
their
streets.
N
L
So
as
as
you
move
forward
with
with
with
building
this
office,
what
I
guess
I'll
talk
about
the
the
different
partnerships
we
have
with,
you
know
other
cities,
and
recently
we
had
a
sister
city
contract
to
you,
know,
keep
that
program
going,
but
we
dropped
off
some
other.
L
I
don't
know
memberships,
and
so
you
know
in
that
same
light
and
you're
talking
you're,
referring
to
different
cities
that
have
implemented
and
are
starting
to
implement
stuff
like
this
is
there
somewhere
that
you
all
can
go
and
have
this
conversation
with
other
cities
to
learn
more
and
how
we
can
grow.
N
I
can
start
laura's
also
been
working
on
a
grant
or
a
partnership
with
nlc
that
I'll
let
her
talk
about,
but
part
of
the
reason
that
I
have
been
so
closely
tied
to
this
work
is
from
the
policy
perspective.
N
Once
the
office
is
fully
stood
up,
that
person
will
live
separate
outside
of
the
mayor's
office
and
they'll
have
their
own
person
to
do
this
work,
but
when
working
really
closely
with
aura
to
do
that
research,
what
other
cities
do?
Your
point
are
doing
this
work
already?
Are
there
pieces
of
it
that
we
can
steal
that
we
can
replicate
that
we
can
pittsburgh
eyes
and
make
it
appropriate
for
for
our
reality?
Here,
we've
talked
to
several
cities,
several
program
providers
to
really
again
thoroughly
understand
what
they
do.
N
Their
landscape,
which
I
think
is
really
important,
because
pittsburgh
is
very
different
in
that
we
are
a
fractured.
You
know,
municipality.
We
don't
have
the
powers
of
the
health
department.
You
know
we
don't
have
the
powers
of
you
know
in
other
cities
where
they
have
more
of
a.
I
want
to
say,
like
connected
homelessness
care
providers.
N
N
But
if
there
are
cities
in
particular
councilmen
that
you
have
seen
programs
that
you've
heard
of
please
let
us
know,
we've
gotten
some
recommendations
from
council
folks
who
you
know
heard
about
this,
read
about
the
you
know
particular
program
and
wanted
to
make
sure
that
we
read
it
and
followed
up.
So
if
there
are
things
in
particular
you're
thinking
about,
please
let
us
know
and
we'll
be
happy
well.
L
I
just
yeah
thanks.
I
just
know
that
there
this
is
a
national
conversation
of
of
change
and
and
or
you
know,
additional
services,
so
you
know
I'm
just
curious
on
what
that
looks
like
now.
You
talk
about
in
the
next
year,
you'll,
be
you
know,
learning
and
gathering
the
information.
What
you
need
to
really
implement
the
programs
in
the
response,
will
you
be
doing?
Can
you
elude
what
you
would
be
doing
like?
Would
you
be
doing
ride
alongs
with
officers?
L
O
Thank
you,
council,
member,
and
very,
very
good
questions.
I
I
did
just
want
to
add
in
terms
of
the,
if
you
don't
mind
the
the
national
models
you're
absolutely
right,
I
think
we're
we're
trying
really
hard
to
learn
from
those
models,
but
recognizing
you
know,
and
council
member
strasbourg
had
brought
up
cahoots
in
a
different
conversation
and
that's
been
in
existence
for
30
years.
It's
a
phenomenal
program.
O
It
works
extremely
well
in
eugene
oregon,
so
we
can
learn
a
lot,
but
you
know,
I
think
she
may
have
said
like
if
we
picked
it
up
and
dropped
it
in
the
city
of
pittsburgh
with
all
of
the
existing
infrastructure.
For
many
reasons
it
still
might
not
work,
so
I
think
we're
really
trying
to
balance
what
those
national
models
are.
What's
working
with,
what
we
are
hearing
locally
and
hearing
and
seeing
locally,
and
so
to
that
end
I
think
we'll
see
on
a
on
a
true
response.
O
You
know
we
will
likely
have
our
ahn
partner
program
co-responding.
You
know
they
will
co-respond
in
the
next
year
and
so
that
will
that
will
happen.
That
is
part
of
the
relationship
that
we're
building
with
them.
O
So
that
will
happen
and,
as
we
are
developing
the
needs
assessment,
I
think
we'll
better
understand
who
the
personnel
are
that
are
either
in
this
office
or
that
are
working
with
us
in
social
service
agency
partnerships
or
community
partnerships,
and
so
I
think
it's
all
going
to
be
predicated
on
how
those
partnerships
are
evolving
and
where
how
that
trust
building
is
going.
I
think
it
would
probably
be
remiss
for
us
to
say
by
august
we
will
have
a
co-response,
because
I
think
if
police
say
we
haven't
co-trained
enough,
we
don't
have
the
relationship.
O
If
the
community
says,
we
don't
believe
that
this
is
safe.
Yet
we,
you
know,
we
we
really
do
want
to
listen.
On
the
other
hand,
we
want
to
apply
as
much
urgency
as
possible
in
terms
of
how
we're
going
to
get
that
information.
Absolutely
we're
going
to
learn
national
models,
we're
going
to
look
at
data.
We
already
have
excellent,
you
know
analytics
in
in
police.
We
are.
We
have
excellent
information
that
we
get.
We
can
get
from
the
county
from
the
health
department
and
from
our
public
safety
bureau.
O
So
we
want
to
look
at
that.
We
do
want
that
experiential
learning,
but
we
have
to
do
it
mindfully
with
covid
in
a
in
a
non-coveted
time.
Ride-Alongs
would
be
the
very
first
thing,
we'd
be
doing.
Police
fire
ems
walk-alongs
with
park
rangers
really
getting
to
know
exactly
what
that
looks
like
we're
we're
approximating
that
we're
doing
our
best.
O
We
have
you
know,
colleagues
and
police
who
are
running
focus
groups
as
it
is
now
and
trying
to
talk
to
officers
that
frankly
doubt
this
right,
because
actually
that's
who
we
want
to
hear
from,
we
don't
want
to
be
in
the
echo
chamber
of
the
people
who
think
this
is
going
to
work.
We
actually
want
to
learn
from
the
people
who
are
who
have
reservations
and
then
try
to
incorporate
those
reservations
into
the
development.
O
So,
as
we
bring
staff
on,
we
would
imagine
you
know
to
the
degree
it's
possible
co-training
and
with
whatever
that
next
academy
class
might
look
like
we
would
imagine
ride-alongs,
we
would
imagine
even
facilitated
walk-alongs,
so
art
can
people
go
on
outreach
in
a
way,
that's
safe
right.
We
don't
want
to
bring
law
enforcement
into
a
space
that
is
reserved
for
a
relationship
between
a
human
service
provider
and
an
individual
who
may
need
those
services,
but
we
do
want
to
figure
out
how
to
communicate
all
of
those
disparate
perspectives.
O
So
even
micro
credentialing,
you
know
we're
talking
to
some
partners
in
university
about
what
it
looks
like
to
micro
credential,
some
of
our
public
safety
professionals,
so
that
they
have
that
empathetic
understanding
of
what
their
partners
and
human
services
may
be
addressing.
So
I
know
that
that
doesn't
give
you
a
totally
solid
understanding.
O
I
think
we're
really
trying
to
figure
out
what
is
possible
and
what
is
safe
in
a
coded
time,
but
certainly
that
ride
along
as
much
as
possible
in
person
or
case
conferencing
type
models
through
zoom
and
experiential
practices,
as
they
become
possible.
L
Thank
you
and
when
we
had,
I
can't
remember
what
meaning
it
was
we
had.
The
tissue
were
on.
The
other
was
the
budget
hearing
and
talking
about
how
they
you
know
they
do.
L
You
know
work
with
people
in
a
crisis
situation
in
particular
he
mentioned
when
you
know
someone
is
maybe
thinking
about
committing
suicide,
and
so
you
know
you
said
a
line
earlier
that
really
grabbed
me,
which
was
you
know
you
want
to
get
more
nuanced
than
just
the
crisis.
L
So
can
you
expand
on
that
because
we
have
one
situation
where
someone
may
be
experiencing.
You
know
mental
thoughts
about
suicide,
but
then
you
also
have
you
know
where
you
know
someone.
May
you
know
that's
why
them
being
honest
with
themselves,
but
it
could
be
being
violent
to
someone
else
or
their
family
and
then
swat
shows
up
in
the
house.
O
O
You
know
we've
we've
talked
to
you
know.
I've
talked
to
enough
officers
and
I've
said
well
we'll
look
at
your
data
and
we'll
see
where
your
call
volumes
are
and
I've
had
officers
in
every
one
of
the
zones
say
we
could
actually
just
tell
you
the
10
15
20
30.
You
know
homes,
areas
where
we
know
people's
situations
are
escalating
because
we've
already
been
called
there.
We
know
that
those
situations
are
getting
worse
and
we
don't
have
the
tools
in
our
tool
belt
to
address
it.
O
So
part
of
this,
is
they
they're
like
paul
revere?
They
know
that
this
is
coming
and
we
just
have
failed
to
listen,
and
I
mean
I
want
to
say
fail
to
listen,
but
we
have
an
opportunity
to
listen.
So
some
of
it
is
the
information
already
exists.
We
can
talk
to
police,
we
can
talk
to
ems.
You
know.
Chief
penchalk
has
called
me
on
a
few
occasions
and
and
shared
that
there's
you
know
a
particular
situation
without
revealing
too
much
information,
but
there
would
be
you
know
he
would
say,
there's
a
particular
situation.
O
Someone
has
a
mental
health
crisis.
I
would
really
like
you
to
provide
me
with
some
additional
insights
into
who
I
can
call
for
this
person.
So
public
safety
knows
because
you
know
they're
in
the
community
every
day,
and
so
we
can
tap
into
that.
So
that's,
I
think,
part
of
it
and
it
gets
back
to
what
what
council
member
coghill
was
even
saying
about
that
upstream
public
health
type
intervention
before
waiting
until
it
gets
to
that
point
of
you
know
someone
attempting
suicide.
I
think
the
you
know
it.
O
We
want
to
be
really
careful
about
saying
that
we're
going
to
send
in
this
you
know
new
responder
network
into
a
situation
that
has
such
significant
implications.
So
I
you
know,
I
don't
want
to
speak
ahead
of
that.
I
swat's
role
is
really
important
in
a
lot
of
situations,
and
I
I
don't
want
to
speak
and
say
well,
we'll
send
a
social
worker
into
a
situation
where
there's
a
potential
for
a
violence.
That's
that's
just
not
what
we
can
we
should
commit
to.
O
On
the
other
hand,
if
we
know
that
a
situation
is
transpired
and
there's
been
there's,
you
know
that
there's
not
really
been
a
resolution.
That's
where
we
want
to
send
in
the
additional
follow-up
right.
So
if
someone
has
has
made
an
attempt
and
or
has
has
threatened
to
take
their
life
and
the
police
know
about
it,
and
that
person
is
back
on
the
street
in
three
hours.
Okay!
Well,
we
need
to.
We
need
to
do
something
about
that.
O
We
can't
just
have
the
officers
respond
again
and
again
and
again,
because
they,
you
know
it's
like
watching
someone
on
the
train
tracks.
You
know.
Eventually
the
train
is
coming,
and
so
I
think
that's
what
we're
focused
on
right
now,
which
is
high
utilization,
very
clear
need
and
then
that
follow-up
and
moving
toward
what
safe,
responsible
nuanced
responses,
it's
it's
absolutely
where
we
need
to
get.
But
I
you
know
I
don't
want
to
over
commit
without
having
those
community
conversations
and
without
having
that
public
safety
input.
L
O
Sure
so
it
you
know,
ahn
is
a,
is,
is
we've
so
you
know,
probably
you
all
know
his
background,
that
this
program
was
funded
through
cares
funds,
esg
funds,
and
it
was
in
response
to
a
very
real
fear
that
we're
going
to
see
mass
evictions
and,
as
a
result,
we
will
see
a
lot
of
individuals
who
have
unmet
needs
and
are
engaging
with
public
safety,
and
so
the
issue
that
we're
talking
about
now
where
public
safety
has
not
been
afforded
the
tools
to
really
assist
a
person
in
a
complex
situation.
O
Now
they
have
more
of
these
individuals
and
they
still
don't
have
the
resources.
So
that
was
the
genesis
of
this
and
then,
of
course,
there's
been
a
lot.
That's
occurred
since
so
the
ahn
program
will
work
directly
with
public
safety.
With
the
you
know,
the
zones
with
the
ems
bureau
to
work
toward
what
co-response
looks
like,
but
we'll
be
helping
to
facilitate
that
collaboration.
O
We
don't
want
to
own
a
health
care,
homelessness
response.
We
don't
want
government
to
necessarily
own
that
either.
So
I
think
we
look
at
this
as
something
that
can
can
shore
up
the
public
safety
response
and
have
a
direct
relationship
with
public
safety
and
that
we
will
just
be
there
to
help
to
bring
them
together,
but
don't
need
to
necessarily
sit
in
the
middle
and
provide
any
any.
You
know:
middle
middle
people
well,.
L
Thank
you
for
that.
Thank
you
for
that,
and
and
so
I
have
no
further
questions.
I
do
know
that
councilwoman
strausberger
has
to
get
to
a,
but
you
know
if,
if,
if,
if
she
has
any
questions
chair.
M
F
Her
absolutely
thank
you.
That's
fine!
Thank
you,
mr
chair,
and
thank
you
councilwoman.
I
appreciate
that.
I
think
other
members
ask
many
of
my
questions,
which
is
which
is
good.
I
only
have
then.
I
think
two
and
I'll
be
brief.
First
of
all,
thank
you
both
for
being
here.
Thank
you
for
the
work
you
currently
do.
Thank
you
for
the
work
that
you're
about
to
take
on.
F
In
addition
to
your
your
current
role,
I
think
a
lot
of
people
playing
off
of
what
councilman
wilson
alluded
to
see
this
see
this
budget
and
see
this
office
as
being
very,
very
small.
They
see
twenty
thousand
dollars.
That's
it!
That's
all!
That's
going
to
this
and
even
understanding
that
you
know
there's
an
additional
five
million
dollars
from
the
trust
fund
that
will
be
involved
in
helping
to
fund
new
positions
and
some
existing
positions.
F
I
think
people
might
not
understand
that
it's
not
just
operating
it's,
not
just
an
office
that
will
be
operating
by
itself
in
a
silo,
and
that's
all
that
it
has
to
bring
to
bear
that
there
are
there's
a
whole
constellation
of
other
players
out
there
and
laura.
You
mentioned
four
pillars.
I
guess
either
of
you.
If
you
could
outline
maybe
examples
of
some
of
the
other
partners.
We've
talked
about
them
a
little
bit,
ahn
ehs
of
the
county
and
the
resources
they
bring
to
bear.
F
But
if
you
could
kind
of,
you
know
outline
a
little
bit
sort
of
cohesively
how
they
fit
into
maybe
each
of
those
pillars,
or
just
in
general,
like
list
out
who
else
we're
leveraging
and
how?
Knowing,
of
course,
that
you
don't
know
exactly
what
it's
going
to
look
like,
because
you
haven't
mapped
out
all
the
different
or
fleshed
out
all
the
different
responsibilities.
O
Silo,
so
that's
a
that's.
Thank
you
for
pointing
that
out.
You
know
we
could
look
at
first
on
the
translational
public
safety
piece,
so
not
just
outside
of
government,
but
even
within
government
we've
already
been
able
to
work
with
parks
right
on
parks.
Has
this
ex
exceptional
relationship
and
access
to
young
people
into
the
community
into
older
adults?
So
how
do
we
not?
How
do
we
just
serve
those
individuals
as
well
as
possible
and
partner,
with
with
parks
to
do
so?
O
And
so
we,
you
know
in
the
past,
we've
distributed
naloxone
and
trained
seniors
to
understand
naloxone,
because
people
may
overdose
who
are
using
pain,
medication
or
they
may
have
a
family
member.
Who
is
you
know,
dealing
with
some
sort
of
substance
use
that
may
result
in
in
harm
we've,
as
mentioned
worked
with
director
vargas
around
making
sure
that
there
were
personal
flotation
devices
available.
That's
those
are
you
know,
small
examples,
but
something
that
we
can
do
on
a
very
ongoing
basis,
because
those
connections
already
exist.
O
So
there's
inside
the
government
relationships
that
we
can
facilitate,
I
mean
we
can
look
at
our
partners
in
pli,
just
like
public
safety.
We
can
say:
pli
is
going
into
homes
and
maybe
seeing
situations
in
which
a
person
has
unmet
needs
and
may
be
able
to
facilitate
a
meaningful
connection
for
that
person
that
can
preempt
additional
harm
and,
of
course,
that's
with
permission
and
with
appropriate
approach
to
it.
O
So
there's
in
the
government
existing
partnerships
that
we
can
just
continue
to
foster
outside,
you
know
we
can
think
about
the
health
department
right
so
the
health
department.
It
looks
at
a
whole
host
of
challenging
situations,
unhealthy
and
unsafe
situations
that
the
community
may
experience,
and
then
we
can
look
and
say
you've
identified
this
are
our
public
safety
professionals
engage
with
the
community
every
day?
What
is
the
way
that
we
say?
We
have
the
access.
We
have
the
knowledge
all
we
need
to
do
to
get
is
to
bring
together
the
the
resources.
O
So
you
know
police
and
then
I
don't
want
to
take
any
credit
for
this.
This
is
all
done
through
the
bureau
of
police,
but
they
know
that
there's
food
insecurity
and
we've
talked
about
it.
That's
a
public
health
intervention,
they're,
making
sure
that
individuals
are
getting
food
access,
whether
that's
parks,
whether
that's
public
safety
who
otherwise
wouldn't
have
it.
So
I
think
we
we're
really
trying
to
firmly
look
at
what
we
already
have
in
our
our
control
and
then
we
want
to
build
out.
O
So
as
the
health
department,
you
know
again
I'll
point
to
the
hepatitis,
a
vaccinations.
We
know
that
there
have
been
areas
of
the
country
where
there's
been
increases
in
hepatitis
a
we
know
that
we
have
the
opportunity,
through
some
programs
with
medics
to
actually
vaccinate
individuals.
How
do
we
partner
with
the
health
department
when
they're
having
health
fairs
in
communities
to
make
those
vaccinations
available?
We
could
look
at
resolve
crisis.
You
know:
resolve
crisis
already
works
with
the
pittsburgh
bureau
of
public
safety
department
of
public
safety.
O
How
do
we
make
sure
that
that
relationship
you
know
continues
to
strengthen
the
expectations,
are,
are
meeting
the
realities
of
what
needs
are
and
that
communication
is
strong.
So
if
you
know,
if
police
feel
that
they
want
to
have
a
more
rapid
response
and
there's
a
reason
why
that
response
may
not
be
occurring
in
the
way
that
it's
expected,
rather
than
there
just
being
a
disconnect,
how
do
we
bring
everyone
together
and
say?
This
is
why
this
is
happening,
and
this
is
what
you
can
expect.
O
So
you
know
we
envision
the
health
systems
having
a
really
critical
world.
We
envision
looking
at
things
like
jail
discharge.
We
know
if
an
individual
leaves
jail,
they're
walking
right
out
into
downtown
that's
right
out
into
zone
two
if
they
have
unmet
needs
that
may
escalate
into
unsafe
behavior.
It's
highly
likely
that
police
or
ems
may
be
called
as
a
result.
So
what
do
we
do
to
kind
of
close
that
gap?
How
do
we
continue
to
build
a
strong
relationship
with
the
jail
so
that
when
discharge
occurs,
we
have
a
partner
come
in?
O
Maybe
that's
ahn,
maybe
that's
a
dhs,
maybe
that
would
be
resolved,
but
we
we
want
to
be
able
to
make
that
need
known
and
continue
to
build
the
partnership
to
fill
that
gap.
So
it's
going
to
be
at
every
phase
and
I
think
honestly
we're
just
going
to
have
to
figure
out
what
falls
within
the
purview
and
is
appropriate
for
city
government
to
do
and
then
what
we
really
know
is
out
of
our
wheelhouse
and
can
be
done
better
by
community
members.
Community
organizations-
or
you
know,
county
government.
F
I
think
my
next
budget
season,
it
would
be
incredibly
helpful
for
us
to
have
almost
a
visualization
of
that
that,
like
I
said,
the
constellation
of
partners
and
what
their,
what
you
think.
F
As
of
that
that
snapshot
in
time
what
their
role
could
be
in
relation
to
the
office,
because
I
think
we
do
have
to
think
of
it
as
a
whole,
rather
than
just
you
know,
just
by
itself
as
as
sometimes
budgets
make
it
look
like
my
only
other
question
is
how
do
you
expect
knowing
what
you
know
now?
How
do
you
expect
this
office
to
perhaps
grow
in
the
next
five
years?.
N
Yeah
I
can
start,
I
mean,
I
think
that
the
first
few
years
will
be
a
pilot.
I
mean
not
so
much
a
pilot
but
it'll
be
a
us
continuing
to
learn
from
our
mistakes,
to
understand
where
the
gaps
are
in
these
systems
and
be
more
responsive
to
the
crises
we
see.
So
I
think
in
the
first.
Maybe
this
is
my
optimism,
but
in
the
first
you
know
two
three
years
we'll
really
be
getting
on
our
feet
and
expanding.
N
At
the
same
time,
because
I,
like
everyone
who
said
on
this
call
or
this
hearing,
there
is
a
lot
of
interest
and
a
lot
of
need
in
systems
and
programs
like
this.
N
It's
beyond
trying
to
do
something
just
to
do
it
to
see.
If
you
know
maybe
this
sticks,
people
are
really
begging
for
crying
for
alternatives
to
public
safety.
Public
safety
is
begging
and
crying
for
alternatives
to
public
safety.
We
know
that
this
office
is
going
to
be
critical
to
really
thinking
about
frankly,
inequality
in
our
city,
but
also
long-term.
N
N
This
office
will
have
its
footing,
surely
underneath
it,
but
we'll
be
expanding
in
just
in
ranks
as
well,
adding
more
first
responders
public
safety
for
public
health
first
responders
and
also
getting
more
credibility.
I
might
be
speaking
out
of
turn
here,
but
I
think
that,
if
done
well,
this
could
be
a
model
that
other
municipalities
pick
up.
Some
of
the
the
beauty
and
the
challenge
of
pittsburgh
is
that
we
are
just
one
city
of
many.
N
N
F
Approach,
thank
you
so
very
much.
That's
helpful
to
get
an
understanding
and
just
want
to
thank
you
both
again
for
for
for
for
the
work
that
you're
doing.
I
think
the
point
you
made
was
was
spot
on
that
we
can't
just
look
at
ourselves
as
a
siloed
entity
that
it's
that
our
borders
are
porous
and
that
you
know
we
need
to
be
thinking
about
the
region
because
we're
only
as
strong
as
a
region
the
region's
only
as
strong
as
pittsburgh.
So
we
really
do
need
to
be
thinking
regionally
as
well.
F
Thank
you,
mr
chair
and
I'll
turn
it
back
over
to
you.
I
Thank
you,
mr
t.
There
I
am
okay,
thank
you
for
that.
First
of
all,
like
the
other
members,
mr
krusky
and
and
director
powell,
I'm
a
huge
fan
of
your
work.
You've
been
doing
a
lot.
I've
seen
laura
in
action
in
bloomfield,
where
we
had
a
resident
with
needs,
and
so
I
know
you
already
had
this,
this
kind
of
network
developed
where
you're
able
to
coordinate
between
the
social
service
providers
and
that
you're,
starting
with
the
resident
and
their
needs
and
then
trying
to
figure
out
how
to
get
those
needs.
I
I'm
really
struck
that
this
picture
that
you
painted
that
officers
are
basically
trying
to
do
casework
themselves,
and
so
those
are
hours
on
site
where
they're
not
really
doing
policing
they're
doing
they're
doing
the
social
service
work.
Because
in
this
in
this
debate
it's
been,
I
think,
painted
the
other
way
right
that
we
don't
want.
I
The
fear
is
social
service
workers
are
doing
police
work
and
that
would
put
them
in
harm,
and
I
know
this
is
kind
of
what
mr
coghill
was
getting
to,
but
that
when
you
talk
to
our
officers
that
there's
already
so
much
of
their
time-
and
I
heard
it
from
leadership
and
you've
heard
it
from
the
officers
on
the
ground
as
well-
that
there's
so
much
policing
time
and
so
much
of
those
calls
for
service
that
we
usually
refer
to
as
911
calls.
I
I
Do
we
really
want
police
to
respond,
be
responding
to
everything
and
really
not
every
need
in
the
city
is
one
that
an
officer
needs
to
fill
frankly
right,
and
so
I
think
very
I'm
very
supportive
that
we
allocate
these
funds
to
build
out
this
system
where
we
are
able
to
just
then
kind
of
follow
up.
I've
heard
you
talk
about
the
continuity
of
relationship
with
the
resident
who's
in
need
that
that's
also
a
need
that
officers
are
just
not
able
to
fill.
I
You
know
what
do
we
have
six
zones
so
there's
like
a
hundred
households
out
there
that
we
already
today
could
start
with
and
they're,
not
always
going
to
be
the
same
households
once
you
know.
If
we
were
able
to
fill
their
needs,
there
would
be
another
10
households
per
zone
who
may
be
developing
needs,
but
that
we
can
we
can
go
out
there
and
then
we
can
release
the
officers
to
do
the
work.
I
I've
I've
also
heard
some
officers
wanting
to
shoulder
that
burden
and
say,
but
there
are
these,
you
know
these
need.
We
want
officers
to
also
do
the
good
community
work,
but
we
really
have
to
as
a
as
a
city
talk
about
kind
of
where
we
put
the
dollars
and
put
the
staff
the
staffing.
So
I
really
do
believe
that
this
is
right
to
build
up
this
capacity,
and
I
just
want
to
say
to
you
all,
because
I've
said
it
elsewhere
in
social
media
posts
and
other
things
that
this
conversation
is
still
about.
I
What
how
to
respond
to
the
after
calls
for
service.
But
what
I
heard
from
so
much
of
the
protest
over
the
summer
and
so
much
of
the
community
activism
and
the
emails
to
my
office
and
the
testimony
was
that
the
community
still
is
looking
for
dollars
to
be
invested.
I
That
are
just
in
those
things
like
the
recreation
centers,
the
food,
the
child
care
support
that
we're
talking
about
with
the
other
kinds
of
departments
right.
And
so
I
don't
want
you
all
to
think
that
I'm
not
valuing
your
work,
and
I
don't
also
want
to
fund
your
work
here,
because
I
I
think
it's
both
ends
of
the
9-1-1
call
right
like
what
I'm
really
hearing
from
so
many
residents
is
like
they
want.
They
feel
that
we've
had
so
much
disinvestment.
I
Honestly,
we
really
have
had
such
so
much
disinvestment
in
austerity
for
20
years
in
the
city
that
we've
cut
back
on
the
kinds
of
programs
that
they're
just
outright
in
the
streets,
demanding
now
that
we
support
housing,
that
we
support
public
goods,
that
we
support,
rec
centers,
that
we
support
neighborhood
development,
and
so
I
think,
we're
struggling
to
find
a
way
to
do
that
too,
because
that
is
the
part
where
maybe
maybe,
if
we
do
those
investments
that
well
raises
the
quality
of
life
for
everybody,
and
we
can
avoid
those
that
that
911
calls
over
there.
I
So
I
think
that
this
is
a
way
that
we
can
balance
out
really
how
much
hours
we
need
of
policing
per
year,
because
if
you're,
if
you're
getting
the
right
intervention,
the
right
supports.
I
must
I'd
rather
say
support
than
intervention
to
those
10
or
15
households
per
zone
that
are
in
crisis.
That's
a
significant
amount
of
hours
of
repeated
911
calls
that
just
never
happen
right
if
the
effect,
if
those
needs
are
met
and
the
crisis
is
resolved
and
then
what
we
we
all
want.
I
I
think
on
all
sides
of
this
debate
is
to
have
our
residents
succeed
right
and
to
be
to
be
able
to
be
healthy
and
well
and
and
and
create
kind
of
that
community
wealth
and
spread
it
around,
but
we
get
we
get
all
dug
into
the
details,
sometimes
and
it's
hard
because
we
have
to
make
choices
as
a
body
as
a
council.
I
I
one
direct
question
that
I
have.
That
is
a
small
detail,
but
it's
been
actually
kind
of
on
my
list
for
a
while,
and
now
I
get
a
chance
to
ask,
is
I
had
it
up
on
my
screen,
the
big
berg?
I
don't
think
this
works
that
you
can't
really
see
like
the
light
in
the
camera.
This
is
the
big
berg
app
that
you
were
referring
to.
This
is
a
great
tool.
I
I
That
was
also
related
that
full
disclosure,
one
of
my
neighbors,
I
think
very
near
within
side
of
my
house-
is
involved
when
is
as
well.
So
I
have
a
lot
of
small
groups
doing
the
kinds
of
things
that
are
on
the
screen:
creating
food,
pantries
or
hot
meals,
or
trying
to
get
financial
legal
help.
How
do
they
get
integrated
into
this
data?
I
Even
if
it's
temporarily,
like
kind
of
who
who's
monitoring
the
listing
of
resources?
I
had
the
exact
parallel
conversation
with
united
way
and
julie
design
at
the
beginning
of
the
crisis.
She
was
like
well
tell
me,
tell
us,
so
we
can
add
to
two
on
one,
even
those
little
neighborhood
efforts
that
are
happening.
O
So
I
I
wanted
to
actually
give
a
shout
out
to
the
people
that
developed
big
bird
because
it
was,
it
was
pretty
visionary,
so
it
was
you're,
absolutely
right,
homeless,
children's
education
fund,
so
joe
laganna
carlos
carter,
the
child
guidance
fund,
which
is
pam
golden
united
way
and
then
the
developer
himself
is
is
named
bob
firth,
and
so
they
worked
really
very
hard
to
try
to
understand
how
to
lift
people
out
of
these
situations
where
they
are
standing
face
to
face
with
an
officer
and
both
are
saying
you
don't
have
what
you
need,
but
we
have
no
idea
how
to
even
enter
the
front
door
of
the
services
that
that
you
require,
and
so,
if
you'd,
like
you
know,
we
can
connect.
O
After
this,
I
can
help
you
to
get
connected
with
the
developer
and
we
are
working
to
integrate
that
into
the
new
office
as
a
vista
position,
so
that
we
could
have
that
be
up
to
date.
The
one
critical
element
there's
two
critical
elements
to
to
include
three
to
being
included
on
big
berg.
The
first
is
that
the
service
has
to
be
free.
O
The
second
is
that
it
has
to
be
low
barrier,
so
there's
not
requirements
that
would
preclude
or
in
any
way
discriminated
against
users
accessing
those
services,
and
the
third
is
just
that.
It's
consistent
right.
So
if
there
is
sort
of
a
special
like
thanksgiving
dinner
or
holiday
dinner,
we
can
put
up
a
banner
that
would
say
you
know
there
will
be
dinners
across
the
city
for
the
you
know
the
end
of
december
holidays,
and
so
we
can
do
that
so
anyways.
I
can
I'm
happy
to
talk
to
you
more
about
that.
O
It's
really
important,
I
think
maybe
this
is
really
relevant
to
this
office
in
particular.
Is
big.
Berg,
though,
is
only
as
good
as
the
services
behind
it,
so
we
can
create
an
excellent
front
door,
but
if
there's
no
house,
you
know
if
we
just
have
a
front
door,
people
are
still
in
the
cold,
and
so
what
we're
even
trying
to
understand
is
when
is
the
door
locked
you
know
when?
O
When
are
we
running
into
these
barriers,
where
people
have
helped
someone
to
navigate
and
then
all
of
a
sudden
you
know
they
they
walk
in
and
there's
no
house
and
that's
not
to
put
it
back
on
any
of
our
partners.
This
is
just
again
a
reckoning,
we're
all
having
about
these
these
this
continuum
of
services
right
so
we
know
there
are
extremely
strong
partners
and
we're
actually
trying
to
find
where
the
gaps
are.
So
we
can
round
those
out.
I
I
liked
you
know
that
council
member
strasberger
said
constellation
of
services.
O
Partners,
that's
hap,
that's
actually
the
most
perfect
way
to
say
it,
and
I
think
that
the
continuity
of
relationships,
councilmember
gross
that
you
alluded
to
is
exactly
the
right
thing,
which
is
this
isn't
a
one-and-done.
We
are
actually
forming
a
commitment
and
a
partnership
not
just
to
the
service
providers
and
not
just
to
public
safety,
but
most
importantly
to
the
community,
and
it's
it's
this
recognition
that,
for
a
very
long
time,
communities
members
have
known
what
they
needed
and
that
it's
been
through
many.
You
know
missed
opportunities,
difficult
to
elevate
those
those
attitudes.
O
I
think
the
the
amazing
thing,
and
maybe
something
that
we
don't
get
to
elevate
very
often,
is
that,
even
in
speaking
with
public
safety,
they
often
tell
us
you
we
would
have
less
public
safety
calls.
You
know
drug-related
calls
kind
of
families
in
crisis
if
over
time
there
was
this
investment
in
the
well-being
of
communities.
O
You
know
in
a
community
being
able
to
thrive,
and
I
think
you
know
that's-
that's
yeah.
I
know
chief
powell's
on
the
con
so
can
speak,
but
I,
I
think,
there's
plenty
of
things
that
can
be
done
upstream,
even
upstream
of
this
office
to
ameliorate
harmful,
harmful
interactions
that
are
occurring
every
day,
because
we're
kind
of
letting
things
get
to
a
point
of
crisis.
So
it's
it's
the
right.
I
mean
that
is
truly
what
public
health
is,
which
is
we
don't
have
to?
The
analogy?
O
Is
always
people
floating
down
the
river
and
they
hit
the
rapids
and
we're
only
jumping
in
to
save
them
when
they're
at
the
rapids
and
they've
been
in
the
river
for
a
really
long
time?
So
we
don't
all
have
to
just
jump
in
at
the
rapids.
We
might
be
able
to
pull
them
out
earlier
and
you
know
less
harm
right.
O
That's
the
whole
idea
of
harm
reduction,
so
happy
to
talk
to
you
about
big
berg
spot
on
that
community
support
is,
is,
is
extremely
critical
and
I
think
we
have
you
know
a
pretty
widespread
agreement
about.
I
That
you,
I
don't
know
if
to
pop
you-
have
anything
else
to
add
but
kind
of
this.
This
idea
that
we
need
to
make
community
stronger
right,
because
it's
it's
a
you
can
look
at
the
kind
of
academic
research
right.
It's
really
isolation
and
lack
of
places
to
turn
and
get
resources,
and
that
resources,
don't
always
have
to
be.
You
know,
allegheny
county
health
or
allegheny
county
human
resources
right
sometimes
the
resources
you
need
are
just
that.
You
know
the
the
people
living
next
door
can
provide.
I
But
when
you
have
everyone
in
a
neighborhood
really
just
with
living
with
the
bare
minimum
of
resources,
then
there
isn't
enough
resources
to
share.
So
that's
really
where
I
hear
people
wanting
to
say
come
on
city
government,
you
know,
invest
in
us,
invest
in
our
people
and
our
households
and
our
neighborhoods.
N
And
I
think
that
you
know
to
that
point
that
this
is
a
piece
of
that
and
to
follow
laura's.
You
know
analogy,
I
think
what
we
really
need
to
get
are.
Why
are
people
jumping
or
why
are
people
falling
in
the
river
in
the
first
place?
N
And
while
this
is
a
a
critical
but
small
piece
of
trying
to
understand
the
foundations
of
inequality
in
our
city,
having
a
robust
and
having
a
thoughtful
public
health
response
will
help
us
to
create
those
partnerships
upstream
to
make
sure
that
people
aren't
falling
in
the
river
in
the
first
place.
So
your
point
councilwoman,
you
know
what
are
the
housing
supports
that
we
need?
What
are
the
food
supports?
N
That
we
need
where
the
child
care
supports,
that
we
need,
because
this
office
is
relational
in
nature,
that
it
depends
on
the
success
and
depends
on
the
partnership
between
public
safety,
the
mayor's
office
other
entities.
I
think
that
it
will
be
a
really
good
barometer
going
forward
of
really
trying
to
be
responsive
to
those
deeply
unequal
needs
that
folks,
that
folks
have.
I
Wonderful,
well,
I'm
I'm
eager
to
see
you
get
started.
What
actually
does
happen
not
in
the
next
five
years,
but
what
happens
in
the
next
like
five
months?
Did
you
cut?
Did
you
capture
that
part
already?
I
had
to
step
away
a
couple
of
times,
but
like
do
you
have
an
offices,
I
guess
we're
all
still
working
remotely.
N
Yeah,
so
we're
still
working
on
that
we've
got,
we,
you
know,
are
working
on
finding
a
space,
hopefully
within
the
city,
county
building.
If
and
when
we
all
come
back
with
the
passage
of
this
budget,
you
know
we've
got
budget.
Excuse
me
job
descriptions
lined
up.
We
really
want
to
hit
the
ground
running
again
because,
as
every
consul
person,
you
know
has
said
that
this
is
critically
needed.
So
we
don't
want
to.
We
don't
want
to
be.
N
We
don't
want
any
stall
to
come
from
our
ends,
so
we're
ready
to
go
laura
again,
will
be
the
director
and
the
day-to-day
manager
of
this
office,
but,
in
terms
of
you
know,
working
with
hr
to
roll
out
the
job
descriptions
hiring
where
folks
will
sit
working
with
inp
to
make
sure
they've
got
the
right
technology.
We've
been
starting
those
conversations
already
in
the
hopes
that
come
january,
we
can,
you
know,
begin
the
process
of
putting
out
job
descriptions
and
getting
people
hired
asap.
I
O
So
that
is
an
excellent
point
and
actually
the
victims,
assistance
coordinator,
who
is
part
of
chatera
murphy's
department
and
amino
works
for
director
murphy,
brought
up
the
same
point,
and
so
we
are
having
some
early
conversations
with
innovation
and
performance
about
responsible
management
of
information.
You
know,
obviously,
police
do
have
their
existing
system.
Ems
has
their
system,
those
need
to
remain
separate
because
they
have
very
specific
functions.
So
what
does
it
look
like
to
responsibly
manage
information,
but
also
recognizing
that
we
won't
be
moving
into
a
place
where
we
have?
O
You
know
350
families
that
are
relying
on
a
victims,
assistance
coordinator
in
the
city,
because,
ultimately,
that
would
probably
be
kind
of
an
irresponsible
thing
for
us
to
do,
because
we
need
to
connect
them
with
the
durable
supports
and
then
keep
building
up.
What
is
within
the
purview
of
the
city?
To
do
so,
we
we,
you
know
it's
full
disclosure.
I
I
worked
in
healthcare
where
I'm
going
to
be
extremely
attentive
to
protecting
people's
information
and
ensuring
that
that
access
is
is
responsibly
managed
and
only
available
to
people
who
have.
O
You
know
very
clear
guidelines
on
how
that
information
is
used.
So
it's
thank
you
for
asking.
I
It
yeah
absolutely,
I
mean
we
struggle
with
it
in
council
offices,
and
I
won't
take
time
here
but,
like
you
know,
maybe
you've
got
a
call
about
a
landslide,
but
you
kind
of
know.
I
know
from
my
brain,
which
is
not
a
good
enough
database,
that
the
previous
owners
at
that
same
house
had
a
landslide
six
years
ago.
Right.
I
So
I
you
know,
that's
not
a!
I
always
somebody
said
it's
not
a
good
enough
system.
We
need
to
be
able
to
you
know,
frankly,
we're
just
using
spreadsheets
and
that's
not
good
enough
before
we
did
that
there
really
wasn't
anything
but
paper
files
and
post-it
notes
that
got
thrown
away
after
the
kind
of
call
was
resolved,
and
we
know
from
working
with
residents
that
is
not
good
enough,
and
so,
when
you're
dealing
here
with
you
know,
crises
that
are
bigger
frankly
than
some
sliding
not.
But
the
house
wasn't
sliding
off
the
hill.
I
O
I
think
a
real
hazard
is
that
the
information,
the
history,
the
story
lives
and
dies
with
an
individual
in
city
government.
So
we
don't
want
it
to
be
a
situation
where
someone
isn't
able
to
access
the
resources
and
the
support
that
they
need,
because
someone's
left
city
government.
On
the
other
hand,
we
also
again
want
to
be
very
responsible,
and
we
are
government
right
and
lots
of
lots
of
people
who
have
unmet
needs
have
pretty
good
reasons
not
to
trust
us.
So
we
don't.
O
We
also
don't
want
to
put
anybody
in
a
position
where
they
feel
like
they're
being
tracked.
So
that's
going
to
take
a
lot
of
really
thoughtful
development,
and
you
know
we're
very
fortunate
to
have
one
victim's
assistance
coordinator
presently,
which
was
you
know,
director,
murphy
and
and
director
historic's.
Full
intent
was
to
bring
that
capacity
into
public
safety
and
and
building
upon
that.
So
we
have
an
ethical
responsible
approach
to
how
we're
working
with
individuals
in
the
community.
I
Great,
I
don't
want
to
keep
us
any
later,
but
I'm
glad
to
hear
that
you're
going
to
be
you're,
probably
going
to
have
to
be
coming
back,
or
maybe
this
the
the
stop.
The
violence
well
would
be
able
to
get
cover
that
expenditure,
probably
as
well
yeah,
because
you'll
you'll
need
you'll
need
a
system.
Okay,
that's
all!
Mr
chair.
I
appreciate
your
work
both
of
you
thank
you
for
coming
here
to
to
give
us
have
the
answers
to
our
questions.
G
Okay,
thank
you.
I
just
wanted
to
follow
up
real,
quick
on
on
a
couple
things.
First
of
all,
I'll
forward,
a
post-it
note,
you
know
program
just
teasing
him.
G
So,
but,
but
really
what
I
wanted
to
say
lindsay
and
laura
was.
I
understand
the
concerns
about
the
lack
of
funding
for
you
right
now.
You
know,
but
am
I
right
in
saying
that
you
might
not
need
a
lot
of
funds
right
away?
I
mean
it's
really
about
figuring
out,
what's
going
to
work
where
it's
going
to
work,
how
we're
going
about
it
and
I'm
speaking,
maybe
for
the
first
year
or
two
until
we
get
something
that
we
can
prove
out
there,
then
we
need
funding,
but
is
that
is
that
fair
to
you.
O
Well,
I
I
think,
being
diplomatic,
we,
we
will
work
with
what
we
get
recognizing,
that
this
is
an
extremely
difficult
time
for
city
government
in
general
and
that
it's
really
complicated
to
have
to
choose
between
which
services
are
most
essential
because
they
all
are.
There
is
no
shortage
of
need.
You
know
if
we
could
bring
on
10
or
15
or
20
community
based
responders.
O
We
could
do
that.
You
know
we
would
do
it
thoughtfully
and
carefully,
but
we
could
do
it.
We
could
scale
that
and
we
could
scale
it
as
quickly
as
the
communities
and
public
safety
would
be
comfortable
doing
so
I
think
you
know
I
I
again.
I
I
think
that
this
office
ultimately
will
need
the
funding
to
be
able
to
create
that
response
and
to
be
really
with
the
community
and
that
we'll
be
ready.
When
that
you
know
time
comes
and
chief
I'm
sorry,
I
want
to
defer
to
you
on
that
as
well.
No.
N
No,
I
was
just
going
to
say
very
quickly:
laura
has
been
real
scrappy
if
you've
worked
with
laura.
You
know
that
so
we've
been
really
careful
to
your
point
of
like
not
trying
to
you
know
blow
the
bank.
On
the
first
year
we've
been
really
conscious
of
trying
to
either
realign
existing
positions
or
utilize.
You
know,
resources
that
we
know
are
free
to.
So
the
budget
includes
vista
personnel.
It
includes
we
know
we're
working
on
in-kind
like
research,
we've
partnered
with
the
new
leaders.
N
Excuse
me,
the
national
league
of
cities
nlc
to
make
sure
that
we've
got
some
like
you
know
national
think
tank
like
folks,
trying
to
help
us
work
through
our
issues
and
work
through
kind
of
this
first
year.
So
you're
absolutely
right.
You
know
we'll
work
with
what
we
got,
but
we're
really
trying
to
make
sure
that
every
dollar
counts
and
that
we're
stretching
every
penny.
G
Right
and
lindsay,
I
told
laura
offline.
I
have
complete
confidence
in
her
and
listening
to
you
for
the
past
couple
hours.
Now
I
have
confidence
in
you
as
well,
and
I
told
laura
if
she
can't
do
it.
Nobody
can
not
that
they're
not
to
add
undue
pressure
to
you,
but
but
if
you
go
out
there
and
you
find
a
way
to
make
a
program,
work
to
alleviate
police
calls
and
get
the
right
calls
and
social
workers
go
on
the
right.
There
will
be
funding
for
you
and
plenty
of
it.
I
believe
so.
G
So
it's
all
in
your
hands.
You
go
out
there
and
show
us
what
you
can
do
in
the
next
year
and
we'll
make
sure
you
have
truck
loads
of
money
to
support
you
right.
Thank
you.
We
appreciate.
N
It
laura
has
been
a
whiz
and
I
I
won't
cut.
I
won't
talk
anymore,
but
I
feel
we
are
very
lucky
to
have
laura
at
the
city
because
she's
been
thinking
about
this
model.
Even
you
know,
even
before
the
kind
of
real
funding
real
alignment
game
came
about.
So
weird.
G
L
Yes
to
the
question
about
funding,
you
do
have
the
opportunity
to
look
to
the
future
the
way
the
the
legislation
is
set
up.
It
you
know,
goes
from
five
percent
to
ten
percent
over
x
amount
of
years.
L
Have
you
all
been
thinking
about
that,
and
I
mean
I
guess
you
all
I
mean
you
could
just
keep
that
in
mind
and
really
you
know
just
like
the
department
of
mobility
and
infrastructure.
You
know
they
look
10
years
now,
they're
looking
50
years
ahead,
and
so
what
are
your
thoughts
on
that?
L
So
now
you'll,
you
know
you're
starting
off
with
the
stop
the
violence
trust
fund
at
five
percent,
but
you
know
as
the
police
budget,
you
know
whatever,
wherever
it
is
now
five
percent
of
that
and
wherever
it
would
be
in
years
to
come,
there'd
be
ten
percent
of
that.
N
Absolutely
I
think
that
the
work
that
the
office
of
community
health
and
safety
will
do
the
office
that
gdi
does
is
so
critical
and
then
we
look
forward
to
in
the
future
an
expanded
budget,
but
also
again
that
we'll
have
the
know-how
and
the
background
to
make
those
smart
and
budget-savvy
choices
on
how
to
expand
the
office.
N
I
think
in
some
ways
it's
very
helpful
that
we're
working
on.
I
won't.
Let
me
make
laura's
going
to
disagree
with
me
on
this,
but
I
think
that
in
some
ways
it's
helpful
that
we
don't
have
that
full
pot
of
money
up
front.
You
know
in
order
to
get
buy-in
with
not
just
the
community,
but
with
the
bureau.
You
really
need
to
show
you
know
what
you're
talking
about.
N
You
really
need
to
make
sure
that
you
have
proof
of
concept,
that
you
know
what
you're
doing
that
you're,
not
harming
people
and
that
this
can
work.
And
so
I
think,
with
this
kind
of
scrappy
attitude,
that
laura's
got
but
as
well.
The
kind
of
gradual
infusion
of
additional
funds
will
really
be
able
to
prove
that
this
office
works
and,
and
that
this
model
is
is,
is
working.
M
Thank
you,
so
we've
had
a
a
very
fulsome
conversation,
so
I
think
any
question
that
I
was
gonna
ask
has
already
been
answered.
What
I
will
say,
though,
is-
and
I
spoke
to
the
chief
of
police
towards
the
end
of
last
year
about
this,
and
this
was
before
we
came
up
with
this
idea,
which
is
some
something
in
the
middle
between
a
social
worker
and
a
police
officer
which
is
sort
of
a
a
mentally
health
trained
social
work,
trained
police
officer.
M
I
believe
this
and
I'll
look
I'll,
find
the
information,
because
I
was
looking
into
it
last
year,
but
I
believe
it
is
in
san
antonio
texas.
They
have
what
they
call
mental
health
units
that
are
actually
police
officers,
but
who
are
trained
with
mental
health
expertise.
M
So
the
example
is
to
try
to
get
to
councilman
coghill's
example
of
well.
You
can't
necessarily
send
a
social
worker
to
a
dangerous
scene.
The
example
when
I
was
researching
it
that
they
had
was
when
a
woman
called
into
9-1-1
and
called
in
very
hysteric,
because
her
husband
had
pulled
a
gun
on
her
and
so
the
mental.
What
in
normal
cases?
M
Obviously,
we
would
obviously
have
the
police
going
out,
but
what
they
did
was
they
dispatched
the
mental
health
unit
of
the
police
force,
and
so
they
went
out
and
as
opposed
to
having
a
ton
of
police
showed
up.
It
was
just
two
officers
and
they
began
to
engage
the
gentleman
and
then
began
to
understand
that
he
wasn't
on
his
medication.
M
He
was
a
former
marine,
he
had
just
lost
his
job
and,
yes,
he
came
home
upset
something
happened
between
him
and
his
woman
and
they
were
able
to
essentially
talk
him
down
so
that
you,
wouldn't
they
weren't.
They
didn't
bust
into
the
house,
and
so
that
was
just
sort
of
one
example
of
where
no,
you
wouldn't
necessarily
want
the
social
worker
to
be
the
first
on
the
scene.
M
But
at
the
same
time
you
want
someone
who
is
trained
in
that
sort
of
a
response,
so
that
you're
not
necessarily
pulling
your
gun
out,
but
rather
he
quickly
learned
okay,
you're
off
your
medication.
Can
we
deal
with
you
and
yes,
they
eventually
arrested
him,
but
they
arrested
him
quietly.
Took
him
away,
said:
let's
go
get
you
the
help
you
need.
So
you
can
return
back
to
your
home,
so
that's
just
a
my
suggestion,
something.
M
I
also
think
that
we
should
look
into
is
sort
of
the
mental
health
aspect
for
our
officers
and
understanding
the
social
component
of
it
other
than
that.
I
have
nothing
else.
I
do
want
to
thank
you
all
for
your
wonderful
work
for
pulling
this
together
quickly,
because
you
all
have
actually
pulled
this
together
quickly
in
the
last
couple
months
and
I
look
forward
to
working
with
you
all
moving
forward
with
that
being
said,
and
I
want
to
make
sure
I
get
it
correct.