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From YouTube: Pittsburgh City Council Budget Hearing (Department of Innovation & Performance) - 12/7/21
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A
Good
afternoon
and
welcome
to
the
reconvening
of
the
city
council
budget
hearings
for
budget
year
2022,
my
name
is
erica
strasberger
and
I
will
be
chairing
the
department
of
innovation
and
performance
so
welcome
city,
council,
budget,
director,
biller
banik
and
welcome
innovation
performance
director,
heidi
norman
with
us
today,
and
I
want
to
turn
it
over
to
director
urbanic
to
go
over
some
numbers
for
this
department.
Sure.
B
Thank
you.
Today
we
have
the
department
of
innovation
performance.
The
mission
of
the
department
is
to
elevate
the
work
of
the
city.
Government
inp
continues
to
focus
on
developing
and
strengthening
the
core
it
infrastructure
of
the
city,
including
the
network
hosting
endpoints
and
applications.
The
department
of
innovation
and
performance
is
divided
into
the
following
general
areas.
I
t
operations,
that's
where
you'll
find
our
help
desk
it
technology,
which
supports
all
the
software
for
the
city,
security
and
risk,
which
does
all
the
cyber
security
risk
assessment
project
management
office.
B
You
have
also
the
administration
which
is
responsible
for
the
budget,
the
finances,
human
resources,
the
department,
and
then
you
have
communications,
which
includes
the
3-1-1
response
line,
print
shop,
communications
and
also
david
finer's,
fine
management
of
the
cable
folks.
Here,
the
city
channel.
Also,
you
have
the
department
of
the
bureau
of
innovation,
the
function
of
innovation,
supports
city
staff
through
performance,
improvement,
expertise,
data
analysis
and
business
relationship
management
through
the
city
on
the
financial
end
of
things.
B
The
total
budget
for
the
department
of
innovation
performance
for
2022,
as
proposed,
is
18
million
754
794.
That's
an
increase
of
approximately
1.5
million
dollars
or
8.8
percent
total
full-time
positions
are
72.,
that
is
a
decrease
of
two
positions
from
the
2021
budget.
B
Salary
changes
in
positions
of
note,
senior
manager,
service,
desk
and
devices
has
been
eliminated.
That's
a
ninety
thousand
thousand
dollar
reduction
print
shop
coordinator
was
also
eliminated.
That's
a
approximately
a
sixty
thousand
dollar
reduction
in
in
salary.
B
One
of
two
enterprise
application
administrators
were
converted
to
data
service
engineers
with
the
same
pay
rate.
So
there's
no
change
for
those,
but
a
change
in
title
and
operations.
Innovation,
performance,
non-salary,
subclasses,
changed
across
13,
separate
line
items
for
net
increase
of
1.238
million
or
eleven
percent.
The
larger
changes
are
computer
maintenance
increase
by
1.5
million
dollars.
B
This
line
item
hosts
over
30
technology
contracts,
payroll
processing
decreased
by
305
thousand
dollars,
mainly
because
the
sorting
payroll
contract
has
been
moved
to
human
resources,
who
will
speak
with
tomorrow,
telephone
decreased
by
335
000
net
pittsburgh
net
pgh.
I'm
sorry
that
pgh
broadband
fiber
decreased
from
300,
000,
printing
and
binding
increased
by
200
000..
The
citywide
amcon
printer
contract
is
included
in
that
machinery
and
equipment
increased
by
eleven
hundred
and
eleven
thousand
dollars.
B
B
Innovation
and
performance
revenues
and
be
talking
about
this
one
on
wednesday
council
will
the
cable
bureau
revenue
is
projected
to
be
four
million
two
hundred
ninety
two
thousand
dollars,
that's
the
same
as
twenty
twenty
one.
B
Next
you'll
see
innovation,
performance,
capital
projects,
capital
projects
contained
in
the
capital
budget,
240
000
will
be
for
information
systems.
Modernization
and
183
thousand
dollars
goes
into
systems.
Information
systems,
modernization,
183,
000
of
the
arp
money
for
tech
upgrades
to
three
separate
recreation.
Centers
innovation
performance
also
has
a
few
trust
funds.
First,
two
here
are
related
to
the
cable
function,
comcast
trust
fund,
current
balance
in
the
comcast
funds
fund,
603
thousand
dollars,
verizon
trust
fund.
B
Current
balance
is
372,
000
technology,
modernization-
trust
fund
was
just
created,
as
you
know,
and
the
one-stop
pgh
permitting
technology
trust
fund
was
also
just
created.
There's
been
no
activity
in
those
trust
funds
in
the
for
the
technology,
modernization
trust
fund.
There
is
a
line
item
in
the
budget
of
1.4
million
dollar.
A
C
This
is
just
a
short
presentation
to
expand
a
little
bit
upon
what
mr
organic
was.
Speaking
of
with
regard
to
the
budget
for
department
of
innovation
and
performance
for
next
year,.
C
So
some
of
the
really
important
things
that
the
department
accomplished
this
year
are
in
five
particular
areas
in
our
it
infrastructure
area.
I'm
sure
the
council
is
familiar,
that
we
moved
to
a
cloud
infrastructure
that
was
very
successful.
80
percent
of
our
infrastructure
is
now
in
the
cloud
we
also
installed
new
cat6a
wiring,
which
is
the
high
standard
for
the
industry
on
ethernet,
cabling
and
wi-fi
throughout
ccb,
as
well
as
partnered
with
a
company
for
managed
network
services
in
cyber
security.
C
We
implemented
multi-factor
authentication
and
also
installed
hard
drive
encryption
on
the
vast
majority
of
devices
in
the
city,
and
we
are
monitoring
what
devices
are
on
the
network
and
what
they're
doing
all
of
this
is
to
make
sure
that
pittsburgh
remains
a
hardened
target
to
deter
any
theft
or
other
threats
that
might
be
coming
in
our
direction
in
data
services.
This
week
we
are
launching
dashboard
to
better
inform
the
public
of
services
provided
and
fiscal
management
of
the
city.
C
It's
something
that's
a
long
time
coming
and
we're
very
excited
about
our
devices
team
has
done
a
remarkable
job
with
our
tech
refresh
program
for
computers.
We
have
replaced
all
of
the
windows
7
computers
by
the
beginning
of
2022
and
over
the
course
of
this
year
we
have
deployed
about
650
windows,
10
computer,
so
that
that
was
a
pretty
big
effort.
C
As
you
know,
we
came
back
many
of
the
departments
into
the
office
in
the
middle
of
2021,
and
so
the
shift
from
almost
full
remote
working
for
many
office
staff
to
a
hybrid
telecommunity
situation
really
made
it
necessary
for
our
devices
team
to
not
only
refresh
those
computers
and
make
sure
that
folks
have
the
the
right
technology.
C
They
need
to
be
able
to
do
their
job
successfully,
but
also
so
that
they
were
set
up
to
do
their
jobs
in
a
mobile
format
where
they
could
be
working
in
the
office
or
from
a
remote
location
and,
finally,
two
really
significant
updates
and
service
expansion
for
two
of
our
enterprise
applications
are
the
jd
edwards
application,
which
is
the
erp
system
for
the
city
as
well
as
arcgis,
which
is
the
geographic
information
systems
that
underpin
so
many
of
the
other
software
systems
in
the
city.
So
those
were
two
really
big
accomplishments
for
our
applications.
C
Team
that
we're
super
proud
of
next
year,
imp
is
going
to
continue,
focusing
on
on
building
the
foundations
of
a
really
strong,
reliable
and
fiscally
responsible
I.t
environment
to
benefit
residents
and
city
staff,
and
we've
got
six
priority
focus
areas
on
devices.
We
are
going
to
launch
our
mobile
tech
refresh
program
for
phones
and
tablets.
Those
devices
will
be
refreshed
approximately
every
three
years
to
make
sure
that
the
devices
remain
strong
and
resilient
for
our
staff
that
are
using
them.
C
Our
it
infrastructure
team
is
going
to
begin
the
rollout
and
construction
of
the
net
pgh
wide
area
network,
something
that
we're
very
excited
about
and
continue
our
work
on
facilities,
rewiring
and
wi-fi
with
our
prior
high
priority.
One
facilities
outside
of
ccb.
C
Our
data
services
team
launched
a
data
governance
effort
this
year,
but
we'll
really
be
expanding
upon
that
with
our
data
governance
committee,
as
well
as
the
ability
to
provide
expanded
analytics
across
all
of
our
operating
departments.
So
something
super
important
that
I
think
many
of
the
directors
are
going
to
be
really
excited
about
for
next
year.
C
Our
service
desk
is
launching
march.
1St
is
our
target
date.
Our
new
inp
customer
service
center,
that
includes
a
new
technology
system,
called
an
it
service
management
system,
along
with
our
service
catalog,
so
that
we
are
better
responding
to
requests
from
our
colleagues
across
the
departments
and
are
are
able
to
respond
quickly
to
incidents
that
are
reported.
C
Our
applications
team
is
going
to
continue
with
the
software
roadmap
that
was
started
in
2019
and
replacing
custom
apps
with
cots
is:
is
commercial
off
the
shelf
software
and
continuing
to
digitize
what
are
currently
manual
workflows
so
because
our
applications
are
maintained
and
updated
by
the
vendors
that
have
sold
them
to
us
that
a
lot
that
frees
up
some
of
the
applications
team
time
to
work
with
departments
to
use
the
software
we
have
in
a
fuller
way
and
actually
start
to
digitize.
C
C
We
hope
to
have
that
certification
in
the
first
half
of
next
year
and
are
really
looking
forward
to
celebrating
with
all
of
you.
There
are
a
lot
of
departments
that
have
been
working
very
hard
to
to
meet
those
high
standards
and
its
exciting
progress
and,
finally,
project
management
training.
C
So
here
is
a
a
slightly
different
breakdown
from
what
mr
urbanic
showed
you
in
terms
of
our
operating
budget.
You
can
see
that
in
2022
our
operating
budget
is
going
to
be
18.75
million
dollars.
C
C
The
capital
budget
is
where
we
really
start
to
improve
on
some
things,
and
this
is
dedicated
to
that
improvement
in
the
facilities
where
we
are
going
to
be
installing
wi-fi
and
upgrading
the
wiring
and
the
security
of
those
hard,
those
hard
assets
in
additional
facilities
beyond
ccb
next
year,
and
then
the
I.t
modernization
fund,
I
think
of
that,
is
where
the
city
really
begins
to
look
at
our
services
that
we
provide
to
the
public
and
where
we
begin
to
transform
those
services.
C
You
me
just
to
remind
you.
The
it
modernization
fund
is
relatively
new.
What
it
is
intended
for
is
projects
I.t
projects
that
are
new,
that
the
departments
have
requested
and
have
been
approved
to
move
forward
with
next
year.
That
modernization
fund
is
only
to
be
spent
on
those
projects
which
have
been
approved
for
the
departments
in
their
first
year
of
implementation.
C
C
So
let's
dive
in
a
little
bit
into
the
budget.
So
for
our
operating
budget,
the
proposal
is
18.75
million
dollars,
and
you
can
see
on
this
chart
that
when
you
include
both
operating
capital
budget,
that
inp
has
the
ninth
largest
budget
among
the
major
departments
in
the
city,
so
that's
kind
of
where
we
stand.
C
In
addition,
when
we
compare
how
much
is
spent
in
the
inp
budget
to
other
cities
which
have
budgets
of
approximately
the
same
size,
we
are
directly
in
line
with
those
other
cities.
On
average,
other
cities
with
a
budget
of
our
size
spend
about
3.2
percent
on
their
it
departments,
and
we
are
obviously
right
there
with
them,
as
you
can
see
on
the
the
documentation
that
mr
urbanic
shared.
C
This
is
a
breakdown
of
our
budget
and
sort
of
the
percentages
that
are
being
spent
out
of
the
operating
budget
itself
and
I'd
like
to
go
into
a
little
bit
more
detail
on
each
one
of
these
wedges
on
our
on
our
pie.
Chart
on
our
personnel
budget
33
of
our
operating
expenses
go
toward
personnel,
both
their
salaries
and
wages,
as
well
as
their
benefits
programs.
C
As
mr
orbanek
said,
we
have
three
divisions
in
the
department.
Information
technology
is
certainly
our
largest
division
with
43
staff
members
in
that
division,
as
well
as
communications
and
innovation
in
the
project
management
office
of
those
43
staff
members
that
are
designated
specifically
to
information
technology.
Each
one
of
them
right
now
is
expected
to
support
72
end
users,
and
that
is
a
37
increase
over
five
years
ago.
C
Further,
the
percentage
of
our
budget
that
is
spent
on
staff
has
been
reduced
from
and
from
five
years
ago,
in
2016,
from
45
to
the
34
that
we're
spending
today,
and
it
is
important
to
note
that,
while
no
new
staff
positions
were
were
approved
for
next
year,
in
fact,
we
lost
two
staff
positions.
C
On
professional
and
technical
services,
we
spend
37
percent
of
our
budget
on
those
services.
We
are
the
top
of
the
line
in
terms
of
the
other
departments
in
on
the
percentage
of
services
that
we're
spending
in
this
particular
account
line
item
the
services
that
we
purchase
in
that
line
item
include
things
like
our
server
hosting
our
cloud
storage,
all
of
the
software
licenses
for
the
wide
variety
of
software
that
we
purchase
and
our
software
as
a
service
subscription.
So
both
of
the
the
final
two
bullets
are
both
software.
Just
two
different
types.
C
I
mean
that's
why
that
other
budget
line
wedge
is
so
large
property
expenses.
We
are
very
close
to
the
top
of
of
all
of
the
departments
in
terms
of
that,
as
well
as
a
percentage
of
our
budget,
it
represents
10
percent
of
our
operating
expenses
and
within
that
budget
line
includes
machinery
and
equipment.
So
things
like
computer
leases,
our
wi-fi
access
points,
the
mdt
toughbooks
that
are
in
police
cars.
A
Thank
you,
director
norman,
and
let
the
record
reflect
that.
We've
been
joined
by
councilwoman
deb
growth
and
councilman,
anthony
coghill,
and
I'm
happy
to
turn
it
over
to
my
colleagues
I'll
go
in
order
of
appearance.
I
also
wanted
to
note
that
council
president
kale
smith
did
join
us
by
zoom
for
a
little
while
to
listen
in
and
had
to
depart
for
a
meeting.
D
It's
nice
to
know
that
where
your
department
stands
with
other
departments
and
what
you're
doing
could
you
expand
on?
I
think
the
I
think
the
the
system
that
picks
up
what
you
say
and
puts
it.
What's
that
called
the
closed
captions,
the
caption
hearing,
I
think
it
I
think
I
heard
you
right.
You
said
dashberg.
C
It
is
going
to
be
launched
on
thursday
of
this
week
and
it
is
going
to
show
the
information
to
the
public
in
a
transparent
way
about
the
operations
and
the
services
that
are
being
provided
to
the
public,
as
well
as
the
financial
management
of
the
city.
So
it
will
have
items
on
it,
such
as
information
about
3-1-1
requests
and
how
many
tickets
have
been
opened
and
closed
in
each
of
those
types
of
categories.
C
9-1-1
calls
and
the
services
provided
by
our
public
safety
bureaus.
It
will
have
information
on
how
much
money
is
budgeted
versus
spent
for
the
different
departments
and
lines
of
service
information
like
that.
D
Interesting
in
the
closed
captioning
recorded
as
dashboard,
what
is
dashberg
dashberg
yeah.
I
like
that.
I
like
that
I
kept
repeating
it
in
my
head,
as
you
were
talking
so
all
right.
So
it's
going
to
show
like
people
who
work
for
the
city
closed
internal
tickets.
C
Yeah,
this
is
for
the
public,
so,
for
example,
people
in
your
district
would
be
able
to
go
on
to
dashberg
and
if
they're
interested
click
on
their
neighborhood
and
see
what
311
ticket
requests
have
been
submitted.
What
types
of
tickets
so.
D
B
D
C
C
Abandoned
vehicles
have
been
requested
to
be
removed,
and
you
know
how
many
litter
pickups
or
you
know,
cutting
cutting
grass
things
like
that
that
are
coming
through
3-1-1
and
how
many
of
those
tickets
have
are
currently
open
and
how
many
of
them
have
been
closed
by
the
departments
for
service.
D
Okay,
interesting
well,
don't
show
them
the
data
that
says
how
many
abandoned
vehicles
we
take
off
a
private
property
where
we
can't
contact
the
property
owner
and
they're
just
having.
They
just
have
like
a
junkyard
on
their
property
and
they
live
in
like
mount
lebanon
or
something
those
are
the
worst,
because
we
need.
D
To
go
on
the
property:
let's,
let's,
let's
hide
that
data
because
we're
not
no
one
does
well
on
that.
Right.
Sorry,
it's
been
bad
civic
joke.
So
anyway,
what
are
the
30
different
contracts
that
we
have
for
technology
technology
contracts?
I
know
it's:
a
million
five
computer
maintenance
increased
by
a
million
five
thirty
different
technology
contracts.
Could
you
help
me.
C
Understand
I
can
expand
on
what
some
of
those
are,
so
some
of
the
contract
I'll
try
and
name
some
of
the
things
that
you're
probably
more
familiar
with.
C
C
We
have
contracts
for
autocad,
which
a
number
of
folks
who
are
in
facilities
and
need
to
do
designs,
architectural
type,
designs
or
engineers
who
need
to
do
architectural
type
designs.
That's
a
type
of
software
that
they
use
specialized
for
them.
C
D
So
I
just
want
to
interrupt
so
every
different
contract
that
we
enter
in
every
different
software
that
that's
just
another.
It's
just
it's
just
another.
D
D
With
the
contract
we
already
have:
okay,
thanks
for
that
clarity.
Okay,
so
I
see
stuff
was
moved
over
to
hr
for
ceridian
payroll.
What
about
our
ability
to
do
time?
Cards
online.
B
E
B
D
Police
fire
ems,
other
departments
have
it,
but
I
mean
I
just
just
curious
where
we're
at
with
getting
the
software
to
do
time.
Cards
online.
C
C
Right,
so
that's
that's
exactly
where
those
time
clocks
will
be
going
in
and
the
time
clocks
are
actually
attached
to
a
computer,
and
so
the
installation
of
those
is,
I
believe,
planned
over.
Oh.
C
D
C
No
I'm
talking
about
if
a
worker
goes
into
a
division
and
there
will
be
a
time
clock
where
they
say
I'm
here,
I'm
on
the
job,
I'm
on
the
clock
right
and
at
the
end
of
their
shift
they
will
log
out
and
that
time
clock
will
enter
that
information
into
the
payroll
system
in
seridia.
C
Most
departments
have
payroll
clerks
and
they
have
they
enter
in
folks
times.
D
C
F
D
C
E
So,
thank
you,
director,
norman
for
your
presentation.
I
concur.
That
is
an
you
always
give
excellent
presentations,
no
matter
whether
the
topic,
especially
at
the
budget
hearings-
and
I
think
it
was
illuminating
to
see
you
break
down
your
department
budget
by
the
service
level
that
your
employees
are
providing
that
what
it
looked
to
me
like
it
was
double
the
number
of
people
that
they're
serving
definitely
double
the
number
of
devices.
Maybe.
E
Right,
okay,
yeah,
so
that's
significant,
and
but
yet
you
you
have
fewer
personnel.
E
Right
so
that
that
concerns
me-
and
I
wanted
to
give
you
an
opportunity
to
talk
about,
I
think
there's
like
that.
Maybe
a
help
desk
person
that
position
that's
being
eliminated
and
so
what
is
changing
and
how
you're
continuing
to
provide
service
to
employees.
C
C
I
think
the
challenge
for
me
is
not
in
the
keeping
the
lights
on
right,
so
so
we
we
really
do
have
it
covered
when
it
comes
to.
You
know
continuing
to
maintain
everything
that
we
have
today
in
the
I.t
section
of
the
department.
C
C
You
know,
move
those
projects
forward
or
do
we
push
those
projects
back
or
cancel
them,
because
we
simply
don't
have
the
human
bandwidth
to
take
on
the
extra
responsibility,
because
it's
not
just
I
mean
one
of
the
harder
things
is
there's
a
lot
of
work
when
you're
trying
to
introduce
and
implement
a
new
system
right.
There's
a
huge
bolus
of
work
and
lots
of
people
from
multiple
teams
would
need
to
work
together.
C
But
then
there's
the
ongoing
like
how
do
you
administer
these
systems
and
maintain
them
and
make
sure
that
they
are
running
as
we
begin
to
move
them
out
of
the
modernization
fund
and
over
into
the
operating
fund
and
moving
from
transform
into
now?
We
just
have
to
run
them
so
that
it
is
a
challenge,
and
it
is
something
that
I
expect
to
work
very
closely
with
the
mayor
elect
and
you
know,
and
the
team
my
committee
chair
next
year.
E
Am
I
right
to
imagine
that
as
departments
looking
for
new
software
packages,
and
am
I
wrong
to
also
jump
to
the
conclusion
that
it's
because
they
are
looking
for
greater
analytics
about
their
department,
business.
C
So
it's
it's
actually
a
wide
variety
of
things.
In
some
cases
it
is
actually
brand
new
software
or
replacement
software,
where
they're
they're
moving
away
from
a
system
that
really
wasn't
serving
them
well
and
they
want
to
provide
better
services
in
a
more
automated
fashion
for
the
residents
of
pittsburgh.
C
In
other
cases
it
is,
they
are
requesting
expansion
so
where
we
might
have,
for
example,
gps
tracking
for
one
department
or
a
division
within
a
department.
They
want
to
expand
and
have
gps
tracking
for
another
division
or
a
new
department
in
their
fleet
of
vehicles
and
in
other
cases
it's
literally
working
on.
You
know,
requests
for
network
or
hardware.
C
You
know,
I
think,
department
of
mobility
infrastructure,
of
course,
has
a
traffic
management
network
and
a
smart
spines
project,
and
they
currently
have
no
one
to
oversee
those
projects
from
a
technical
end
and
imp
has
never
been
responsible
for
that
network
or
those
projects,
and
I
I
literally
don't
have
any
one
I
I
have
to.
I
would
have
to
have
another
network
engineer.
I
would
have
to
have
another
network
technician
in
order
to
be
able
to
really
assist
in
the
way
that
those
projects
need.
C
So
that's
something
again
that
I'm
going
to
be
working
with
the
director
of
domi
and
making
sure
that,
in
order
for
them
to
move
forward
that
they're
probably
going
to
have
to
hire
consultants
to
actually
leave
that
work.
Because
I
don't,
I
don't
see
any
way
of
us
being
able
to
cover
it.
E
C
C
Of
course,
the
traffic
lights
on
those
smart
spines
will
be
networked
and
we'll
have
that
call
that
come
back
into
the
city's
network
and
so
we'll
need
people
in
my
department
leading
that
or
technical
people
leading
those
efforts,
and
I
I
I
literally
have
no
one
to
be
able
to
do
that
right
now.
So
that's
something
that
it
can
be.
It
can
be
managed.
C
You
know
in
these
kinds
of
things,
there's
there's
two
sides
to
the
scale
right,
there's
who's
going
to
work
on
these
and
it
can't
the
answer
can
be
staff,
full-time
staff.
It
can
be
consultants,
it
can
be
managed
network
services.
There
are
a
variety
of
things
you
can
do
or
the
number
of
projects
right
and
so
figuring
out.
What
the
right
balance
is
is
something
that
I
think
that
we're
just
still
working
on,
but
it
is
challenging
so.
E
I
I
like
to
think
myself
as
neither
like
a
technologist
nor
a
total
luddite,
but
that
in
our
job
at
this
table,
we
want
to
be
pragmatic
about
the
data
work
that
we
do.
Certainly
there's-
and
I
always
say
this:
when
we
have
these
discussions,
there
is
a
huge
upside,
I'm
really
kind
of
like
a
data
enthusiast.
E
E
It
is
still
a
human
resources
issue.
We
have
to
know
what
problems
we
are
trying
to
solve,
what
questions
we're
trying
to
answer
in
order
to
design
the
right
tool
and
not
pay
too
little
or
not
pay
too
much
and
have
the
people
who
can
actually
execute
and
implement
it,
and
so
that's
one
of
the
things
I
always
appreciate
about
your
presentations.
E
I
just
said
in
in
the
human
resourcing
and
knowledge
building
and
skill
building
inside
the
departments
in
order
to
actually
take
advantage
of
the
money
that
council
has
allocated
and
and
get
the
most
out
of
it
and
at
worst,
we've
spent
money
that
went
down
a
black
hole
right
and
we
know
there's
some
very
notable
public
examples
where
that's
happened
in
the
past,
and
so
we
just
don't
want
to
do
that
moving
forward,
and
so
I
think
we've
we've
said
this
many
times
different
times
at
the
table,
but
it's
almost
like.
E
We
need
a
kind
of
retrospective
on
what
our
data
expenditures
have
been
and
kind
of
what
we've
gotten
out
of
them
in
the
various
departments.
You
know
over
the
years
what
we've
all
sat
here
we
voted
on.
It
seems
like
it's
always
a
million
dollars
here
or
a
million
dollars
there.
You
know
law
department
needs
software,
our
city
clerk
needs
software,
our
you
know,
imp
needs
software.
The
pli
needs
software
well
weight.
Now
they
need
a
different
software
and
then
the
other
departments
need
the
same
software
now
so
it
can
coordinate.
E
You
know
cartograph
or
something.
So
we
can
talk
across
gis
systems,
which
I
support,
but
I
feel
like
we
again
have
have
stumbled
somewhat
and
it
seems
like
we're
always
kind
of
just
not
quite
in
rhythm
with
the
personnel
assigned
and
really
clear
specifications,
and
I
think
this
is
why
you
wanted
us
to
create
that
trust
fund
that
we
did
pass
for
you
recently
and
I'm
hoping
that
that
staffing
and
the
technology
council
kind
of
thing
that
you've
got
convened
maybe
needs
to
report
back
out
to
council
in
a
little
more
detail.
E
So
we
can
be
more
confident
in
our
allocations,
moving
forward
and
I'll
just
leave
it
at
that,
and
we
can
talk
about
the
traffic
management
and
smart
spine
investments,
possibly
another
another
time
in
depth.
I
I
am
I'm
really
glad
I've
said
this
before
in
these
kinds
of
hearings.
I'm
really
glad
that
we
are
doing
the
investments
in
hardware,
it's
really
truly
out
of
date.
I've
given
the
examples
before
where
I
opened
a
closet
at
one
of
our
city-owned
buildings,
and
it
was
literally
full
of
like
telephone
wire.
E
It
was
like
a
giant
bundle.
You
could
barely
wrap
your
arms
around
it
and
it
was
part
of
the
backbone
of
our
9-1-1
system.
Now
I'm
talking
like
1980s
telephone
wire,
and
it
was
it's
really.
It
was
really
really
really
scary
and
and
not
just
that
it's
looked
like
a
hazard
and
it
was,
I
think,
just
forgotten
that
it
was
there
and
it's
you
know
it's
not
just
that
it's
about
9-1-1.
E
It
could
have
been
other
kinds
of
communication
backbone
that
was
in
there
as
well
and
it's
it
was
just
really
really
decades
out
of
date.
E
So
when
we're
giving
people
devices
to
work
with
it's
no
good,
if
they
really
aren't
getting,
you
know
connected
the
way
they
need
to
be
connected,
and
so
it's
it's
great
that
you're
they're,
even
on
our
city,
council
hall,
you've
you've
rebuilt
the
backbone
on
the
city
council
hall,
I
think
with
finally
with
fiber-
and
I
want
to
thank
you
publicly
for
that,
because
I've
gone
through
days
of
my
office
being
down
and
not
being
able
to
access
their
computers
at
all
over
the
years.
E
This
entire
day
is
just
being
offline,
so
we
won't
hopefully
have
that
anymore.
E
I'm
gonna
need
to
just
spend
a
couple
more
minutes,
asking
you
about
something
since
we're
at
the
end
of
the
year
here
and
we're
end
of
the
end
of
the
mayoral
administration,
and
so
I'm
going
to
bring
up
a
slightly
touchy
subject
from
earlier
this
year,
which
was
the
zen
city
software.
That
council
voted
on,
and
I
opposed
and
council
members
re-upped
the
contract
for
12
months,
and
I
had
a
series
of
questions
about
that
contract
that
you
don't
have
the
answers
to
in
front
of
you
probably.
E
But
I
specifically
was
asking
the
administration-
and
I
have
the
email
from
may-
that
that
was
the
surveillance
software
that
the
mayor
only
the
mayor's
office
has
to
surveil
social
media
in
the
city
and
citizens,
and
that
I
felt
we
needed
to
have
more
control
and
constraints
over
and
in
that
email,
which
I'm
kind
of
scrolling.
My
phone
lost
it.
E
I
asked
I
wanted
to
see
specifically
which
devices
had
access
to
that
software
and
which
personnel
are
supposed
to
have
access
to
that
software
and
how
that
transition
is
going
to
be
made
so
that
people
aren't
walking
out
the
door
with
citizens.
Data
in
their
possession
so
can
you
can
you
speak
to
that.
E
Thank
you.
I
appreciate
that
I've
got
when
I
find
the
email
I'll
make
sure
I
forward
it
back
to
you
it's
from
may
of
this
year
and
I
never
got
a
response
from
I
would
like
some.
I
would
appreciate
the
responses.
Thank
you.
Thank
you.
That's
all
I
have.
Mr
chairman,
I'm
chair.
F
Thank
you,
madam
chair
and
hello
to
you,
heidi,
thank
you
for
being
here
and
thanks
for
your
presentation,
just
a
couple,
quick,
small
things
for
me,
heidi
when
it
comes
to
your
department,
I
noticed
cable
bureau
revenue.
F
C
Yes,
so
we
have
a
franchise
agreement
with
both
comcast
and
verizon.
They,
that
is
a
result
of
the
city,
owning
the
rights
of
way
and
those
companies
having
equipment
and
fiber
lines
in
our
rights
of
way.
So
we
receive,
we
do
receive
monies
into
those
trust
funds.
F
C
Yeah,
it's
the
it's
usually
within
the
the
conduit,
that's
under
the
streets
and
sometimes
it's
wire.
That's
hung
on
our
poles.
F
B
Agreements,
you
know
what
they've
been
in
the
past
as
part
of
the
the
old
federal
cable
bureau
act
or
cable
act,
which
nationwide
it's
five
percent
for
municipalities
as
part
of
the
front
as
part
of
creating.
Oh.
B
You
do
every
ten
years
you
go
and
you
negotiate
with
the
particular
cable
provider.
We
had
a
single
cable
provider
for
years
and
then
a
few
years
back
well
10
years
ago,
we
added
verizon
to
compete
alongside
yeah,
so.
B
Right
now
and
that's
that's
direct
money
that
gets
booked
to
the
general
fund,
there's
also
two
other
agreements
that
were
so
well
negotiated
this
time
again
that
provide
money
for
both
pctv
and
for
for
our
cable
bureau.
Okay
and.
B
From
where
the
cable
bureau
goes
into
a
trust,
so
we've
created
two
trust
funds,
one
for
each
of
those,
those
contracts,
one
for
verizon
and
one
for
comcast.
And
if
I'm
right
heidi,
I
think
the
verizon
agreement
will
come
up
next
year.
B
Sit
there,
what
do
we
do
with
that?
Those
trust
funds
are
regulated
by
by
the
original
federal
act,
which
they
can
only
be
used
for
specific
instances,
typically
only
for
capital
expenses
for
our
purposes,
so,
in
other
words,
upgrades
to
to
our
cameras
to
the
things
in
the
chamber
to
the
control
center.
So.
B
Yes,
we
utilize
it.
A
percentage
of
the
money
is
also
given
to
pctv
for
their
operations
in
the.
B
Have
that
on
the
bottom
of
the
page,
there
there's
603
thousand
dollars-
and
I
don't
know
where
we're
at
with
payments
to
to
pctv
on
that
or
whatever
else
we're
buying
right
now,
but
currently
603
000
to
comcast
in
the
comcast
trust
fund
and
372
000
in
the
verizon
trust
fund.
Now.
F
F
So
we're
collecting
a
little
bit
of
money
from
it.
It's
gaining
for
us
a
little
bit.
I
mean
very,
very
slow,
very
slightly
right
right,
but
it's
like
getting
interest
from
a
bank,
basically
yeah,
so
we
don't
want
to
touch
the
balance
of
that.
We
can't
invest
that
so
it's
almost
a
million
dollars
now
between
the
two.
We
we
need
that
money
to
have
on
hand
to
pay
for
the
things
that
you
were
pointing
out.
That's.
B
I
can't
remember
if
it's
a
quarterly
payment
or
a
annual
payment
on
heidi
may
know
that
offhand,
but
we
have
a
agreement
with
them
which
takes
the
bulk
of
the
money
out
and
then,
of
course,
we
have
expenses
for
the
cable
bureau,
regular
expenses
for
upgrades
of
equipment
and
for
other
things
that
they
may
need
yeah.
F
I
mean
if
we're
utilizing
it,
that's
one
thing,
but
I
guess
if
a
trust
fund
keeps
growing
and
growing
and
we
have
a
million
dollars
there
and
I
think
about
the
money
we
can
gain
on
that.
If
we
invested
it
properly
rather
than
just
had
sit
there,
but
the
answer
is
we
utilize
it?
We
need
to
have
access
to
it.
F
Okay
and
heidi
phillips
park,
I
believe,
is
a
rec
center
is
one
of
the
three
rec
centers
you're
you're,
going
to
be
up
putting
upgrades
at.
C
Is
that
for
the
for
which
thing
the
digital
hub?
So
whatever
you
want
something
else.
C
I
think
that
that's,
I
think
that
that's
if
it's
from,
if
it's
through
us,
that's
probably
something
that
dpw
would
be
able
to
help
me
answer.
C
We
would
we
would
organize
that
with
the
facilities
group
division
out
of
dpw,
but
I
can
check
and
get
back
to
you
with
it.
F
And
that
my
last
question
is
4
12:
do
you
have
a
scheduled
move-in
date
there
or
how's
how's,
that
for
your
department.
C
So
we
we
won't
be
moving
into
that
into
that
building.
I
that's
something
that
the
facilities
group
within
public
works
would
need
to
answer
when
that
building
is
opening,
but
imp
imp.
As
far
as
I'm
aware,
is
going
to
remain
in
city,
county
building.
F
Oh
okay,
so
it
was
pli,
it
was.
Do
you
know
that
bill?
Do
you
know
the
three
agencies
that
are
moving
in
the
412.
B
The
ura
ura
the
housing
authority,
housing
and
then
different
city
to
front-facing
city
departments.
So
the
one-stop
permit
shop
supposed
to
be
there
and
a
couple.
Other
entities
that
are
probably
determined.
F
And
and
heidi,
I
know
your
budget
hair
is
18
little
over
or
almost
19
million
dollars.
So
when
the
police
department,
this
might
go
back
to
what
councilwoman
gross
was
saying
earlier,
I'm
not
quite
sure,
but
when
the
police
department
needs
new
computers,
say
that's
included
in
this
number
or
do
that.
F
Okay,
that's
it
for
me,
madam
chair,
thank.
A
You
thank
you
councilman,
director,
norman,
thank
you
again
for
for
being
here
and,
as
always
as,
as
others
have
said,
for
your
excellent
presentation.
It
was
informative
and
helpful
for
all
of
us,
and
you
know
I
wouldn't
expect
anything
less
from
the
department
of
innovation
performance
to
have
an
excellent
presentation.
A
The
fact
that
so
little
of
it
is
is
personnel
relative
to
other
departments,
but
so
much
of
it
is
you
know,
in
property
or
in
the
different,
the
different
kind
of
categories
that
you
broke
down
serving
other
departments
and
their
technology
needs
and
our
cyber
security
needs
and
programs
and
applications.
A
So
drilling
down
into
the
discussion.
We
were
having
related
to
the
questions
that
councilwoman
gross
brought
up
about
employees
and
the
the
ability
to
carry
out
and
follow
through
with
the
number
of
services
and
applications
that
we're
that
you
will
be
providing
first
question
is:
is
that
is
it?
Is
it
a
sheer
number
of
positions
needed?
I
think
I
know
the
answer
to
this,
but
I
just
wanted
to
ask
it:
is
it
positions
necessary?
C
Well,
we
do
have
some
open
positions
right
now,
we've
had
we
have
had
some
turnover
people
promoted
into
other
positions,
some
folks
left
and
moved
away
once
the
covert
pandemic
began
to
seed
for
at
least
for
a
little
while
they
moved
to
new
locations.
C
So
we
do
have
some
positions
that
are
open,
but
the
the
type
of
what
I'm
really
talking
about
that
that
is
it's
just
becoming
something
that's
quite
challenging
is
there
is
a
need
across
all
of
the
departments
and
a
real
desire
to
upgrade
the
services
that
they
provide
to
the
residents
of
pittsburgh
and
in
many
cases
it
is.
These
are
services
that
the
software
may
be
end
of
life
or
don't
doesn't
really
provide
what
the
public
is
asking
for.
C
In
other
cases,
it
may
be
that
devices
you
know,
network
equipment,
those
types
of
things
are
end
of
life
and
need
to
be
upgraded.
C
That's
where
my
department
is
getting
super
stretched,
because
you
know,
if
you're,
if
you're,
holding
the
number
of
people
steady
or
shrinking
it
in
my
case
and
you're
asking
like,
and
I
need
these
15
new
service
areas
in
some
cases
just
for
the
implementation.
In
other
cases,
it's
both
implementation
and
ongoing
maintenance
of
those
systems.
C
That's
where
we're
getting
a
little
bit
stretched.
So
it's
it's
going
to
be
an
ongoing
conversation.
I
believe
next
year
and
trying
to
figure
out
like
when
we're
talking
about
new
things,
expanded
services,
new
services,
upgraded
upgrades,
that's
where
we're
going
to
have
to
have
some
pretty
serious
conversations
around,
not
just
what
can
we
afford,
but
what
can?
C
How
can
we
together
figure
out
a
way
to
have
enough
people
skilled
people
to
implement
those
new
systems
and
then,
if
it's
needed
to
maintain
those
systems
in
an
ongoing
manner?
That's
where
it's
just
becoming
a
little
bit
difficult?
It's
not
surprising!
You
know.
Every
organization
I
will
say
has
this:
has
this
issue
right
I.t
is,
as
you
said,
is
a
service
to
all
of
the
other
departments
in
the
city
and
all
of
the
other
departments.
C
Absolutely
want
they
want
new
things,
they
need.
You
know
even
council.
In
the
clerk's
office,
there
are
certain
things
that
are
really
needed
in
order
to
be
able
to
run
the
business
of
council
in
in
a
modern
and
sustainable
fashion.
And
those
are
you
know
we
are.
We
are
going
to
become
more.
I
t
driven
more
automated,
not
less
over
the
years
and
so
having
fewer
positions
to
be
able
to
help
the
departments.
C
Do
those
things
it's
just
it's
something
that
is,
that
is
a
challenge
and
and
one
that
I
think
it's
something
that
we
just
need
to
be
working
really
closely
over
the
next
couple
of
years
and
figuring
out
how
we're
really
going
to
manage
this
imbalance,
balance
out
the
needs
versus
what
we
can
actually
handle.
A
Or
understood
that
makes
perfect
sense
and
the
way
that
I
envision
it
in
my
head
or
sort
of
picture
it
in
my
head.
I
know
how
organized
you
are
and
your
department
has
projects
assigned
to
people
broken
down
by
priority
update.
You
know
your
v,
you
know
you
have
these,
you
know.
What's
coming,
you
know
what
you're
working
on
you
know
what's
coming?
A
A
I
know
that
in
the
technology
council
meetings
when
it
comes
to
budget
priorities,
there's
the
urgency
versus
importance
kind
of
metrics
that
you
use-
and
you
know
these
are
the
ones
where
we
think
we
only
need
additional
capacity
for
the
startup
period,
not
so
much
for
maintenance.
Here's
where
we
need.
A
You
know
this
is
the
kind
of
project
we
need
for
startup
plus
maintenance
to
help
prioritize,
whether
it
is
a
consultant,
a
management
service
or
a
full-time
employee
that
we
need
to
hire
because
I'm
sure,
as
all
of
us
agree,
the
last
thing
we
want
to
do
is
hire
an
employee
who
is
really
helpful
for
half
a
year
to
a
year
and
then
you
know,
isn't
actually
there's
so
there's
such
a
niche
within
their
field
that
they're
not
as
helpful
afterwards
so
they're
not
as
necessary.
A
Do
you
have
that
framework?
Do
you
have
that
sort
of
visualization
charted
out
yeah
thanks.
C
For
asking
so
we
do
in
terms
of
we
have
a
software
roadmap
we
are
aware
of
when
contracts,
for
example,
are
coming
due,
because
we
have
to
work
back
at
least
two
years
to
begin.
Looking
at,
like
you
know,
do
we
need
to
replace
these
really
large
systems
so
for
to
a
certain
extent,
and
even
in
network
and
infrastructure?
C
We
definitely
have
you
know,
two
or
three
years
out
we're
looking
down
the
road
in
terms
of
what's
needed,
even
for,
for
example,
the
upgrades
to
all
of
the
facilities
in
terms
of
the
wiring
and
wi-fi
and
making
sure
that
all
of
that
is
upgraded.
The
way
we
have
done
for
ccb.
Thank
you,
mrs
gross,
for
acknowledging
the
the
hard
work
that
the
team
did
there.
C
However,
what
we
can't
always
anticipate
is
the
demand
from
the
departments
right,
so
you
know
public
safety,
one
of
the
bureaus
the
police
bureau
may
need
something
or
decide
that
they
really
want
to
go
in
a
direction
where
they
need
a
new
type
of
software
or
they
need
something
and
they
need
inp's
help
in
order
to
acquire
it,
implement
it
and
maintain
it.
C
We
don't
always
know
about
those
things,
two
and
three
years
ahead
of
time
right.
What
we're
doing
is
our
business
relationship
managers
work
with
the
executives
teams
in
each
of
the
departments,
and
we
do
try
and
get
a
handle
on
during
the
the
summer
time
we
try
and
get
a
handle
on.
What
do
they
see
coming
down
the
pike
in
terms
of
what
they
think
their
needs
are
and
ask
them
to
help
make
the
business
case
so
that
the
technology
leadership
council
can
really
determine
you
know
who
who's
going
to
get
to
go
next?
C
C
So
I
really
appreciate
the
the
consistent
work
and
effort
that
all
of
the
department,
leaders
and
department
directors
and
chiefs
and
the
department
liaisons
have
put
into
beginning
to
work
together
and
really
understanding
the
landscape
of
it
across
the
entire
organization
and
figuring
out
like
what
exactly
is
going
to
make
the
biggest
impact.
And
how
can
we
afford
to
do
it.
A
Along
those
lines,
so
you
do
have
it,
you
can't
always
anticipate
departmental
needs
or
urgent
requests
understandable,
and
unless
we
had
just
spare
business
relationship
managers,
you
know
ready
to
go
at
any
given
moment.
That's
you
know,
that's
going
to
be
difficult
to
anticipate,
but
I'm
glad
that
you're
thinking
about
that
and
that
the
the
teams
are
working
together
as
part
of
the
council.
A
C
You
know
that
can
happen.
Sometimes
what,
where.
A
Is
it
cut
off
before
it's?
You
know,
you
know
at
the
past
before
it
gets
out
of
the
council
into
accounts
into
the
technology
council
and
over
to
city
council
right
we've.
C
C
I
will
say
that
I
think
in
the
case
of
particularly
the
traffic
management
center
network
and
the
smart
spines
project
that
that,
in
particular,
you
know-
I
had
long
conversations
with
director
rex
in
the
early
part
of
the
summer
where
she
was
really
asking
for
help-
and
I
was
saying
okay
but,
like
I
literally
don't
have
anyone
to
help
you
I'll
need
to
ask
for
those
positions,
and
I
and
I
didn't
obviously
didn't
get
them
so
I'm
gonna
have
to
work
with
the
new
director
of
domi
to
determine
like
what
can
be
done.
C
C
A
A
I
guess
one
last
question:
hopefully
an
easier
question
is
off
the
shelf.
Moving
from
manual
to
you
know,
digitized
or
you
know,
non
non-manual
is,
is
obviously
a
benefit
and
a
cost
saver,
a
time
saver.
All
of
that
move
from
off
the
shelf
and
move
from
kind
of
homegrown
applications
to
off
the
shelf.
Can
you
elaborate
on
the
benefit
there?
A
C
Happy
to
some
of
this
originates
actually
from
council,
so
I
hope
you
guys
don't
shutter,
but
I
will.
I
will
invoke
the
name
of
b3.
C
That's
an
organization
that
the
city
has
been
working
with
for
a
number
of
years
and
part
of
the
reason
that
we
that
we
have
needed
to
work
with
them
is
because
many
of
the
systems
that
our
departments
rely
on
in
public
safety
and
police,
finance
and
other
systems
were
originally
created
as
custom
applications
in-house
by
the
city
and
they're.
They
are
so
old
and
out
of
date
that
some
of
those
the
original
applications
like
there
is
no
documentation
on
the
applications,
and
some
of
them
are
written
in
languages.
C
A
So
in
some
cases
we
might
be
paying
more
because
we're
getting
built-in
staff-
and
you
know
whatever
it-
is
maintenance
and
support
for
those
applications,
but
we're
probably
saving
time.
Energy
and
training
people
around
a
homegrown
system
and
probably
probably
other
benefits
as
well
cost
savings
as
well
that
that
equal
out
in
the
end
so
is
that
is
that
basically
right,
I
mean
cost
wise.
It
might
be
a
little
bit.
C
A
C
C
We
simply
do
not
have
the
level
of
salaries
and
ability
to
attract
software
engineers
away
from
the
private
sector
within
the
city
of
pittsburgh.
It
that
it's
really
at
this
point
in
time
in
the
world
of
I.t,
it's
really
a
non-starter
most
organizations
today,
including
governmental
organizations,
do
not
create
custom
applications.
C
A
We're
understood
former
employer
of
mine
not
to
be
named
had
a
in-house
system
that
we
that
was
built,
probably
in
the
80s
or
90s,
that
I
was
using
as
late
as
you
know,
the
early
2000s
that
relied
on
it
was
a
contact
system
database
system
that
relied
on
dos
technology,
so
I
can
certainly
appreciate
the
need
to
upgrade
for
employees
benefits
and
also
not
to
build
our
own
for
the.
A
For
other
reasons
that
you
elaborated
on
as
well,
I
have
no
further
questions
any
further
questions
from
council
members
think
we
are
about
to
wrap
up.
Thank
you
director
for
your
time,
for
your
energy
and
for
your
presentation
today
and
all
the
good
information.
Thank
you
to
council
colleagues
and
I
am
about
to
move
to
recess.
I
want
to
make
a
couple
of
meeting
announcements.
E
I
just
had
to
acknowledge
that
off
camera
we
were
over
here
as
old
people,
joking
about
the
software
languages
that
might
have
been
used
in
all
of
these
homegrown
things
and
just
just
feeling
the
pain
and
joking
about,
like
you
know
the
software
being
literally
decades
old
that
was
homegrown
and
being
written
in
like
fortran,
and
things
like
that.
So
it's
just
like
not
anything,
people
actually
use
anymore.
So
anyway,
we
were
just
having
a
good
day.
A
Yes,
dracula
lived
through
it,
so
exactly
as
I
was
saying
that
the
old
contact
database
for
my
old
employer
employer,
which
relied
on
dos
technology,
so
oh
yeah,
it
was
yeah,
it's
always
good
to
upgrade
for
the
benefit
of
everyone.
A
Meeting
announcements-
our
next
budget
hearing
will
be
tomorrow,
wednesday
december
8th
at
1
30
pm
the
department
of
human
resources
chaired
by
councilman
krauss
thursday
december
9th
10
am
department
of
mobility
and
infrastructure
chaired
by
councilman
coghill,
and
with
that
I
will
motion
to
recess.