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From YouTube: Pittsburgh City Council Budget Hearings - 11/16/22
Description
Department of Human Resources & Civil Service
Pittsburgh Partnership
Department of Innovation & Performance
Department of Permits Licenses & Inspections
Office of Management & Budget
A
A
So
what
I'd
like
to
do
first
is
invite
those
from
Human
Resources
joining
us
today
up
to
the
table,
after
which
we
will
hear
a
brief
overview
from
our
Council
budget,
director,
Peter
McDevitt,
and
then
we'll
turn
it
over
to
those
from
if
you
were
joining
us
from
Human
Resources
to
give
their
update
on
their
Department's
proposed
2023
budget,
as
well
as
the
Pittsburgh
partnership
good
morning.
Thanks
for
joining
us,
I'll
turn
it
over
to
our
Council
budget
director.
B
So
the
department
of
human
resources
and
civil
enables
the
city
of
Pittsburgh
to
meet
its
employment
initiatives
by
providing
skills
and
expertise
in
the
areas
that
are
imperative
to
successful
business
operations.
The
department
is
committed
to
developing
a
highly
functioning
workplace
with
respecting
individual
dignity,
promoting
and
celebrating
diverse
population,
upholding
applicable
laws
and
regulations
and
molding
a
positive
corporate
culture.
B
A
position
summary
for
the
2023
budget,
there's
four
new
full-time
employees.
Three
additional
Talent
acquisition
coordinators
going
from
two
to
five
there's
a
subtraction
of
one
HR
Manager
for
employee
wellness
and
development;
one
new
employee
relations
coordinator,
one
new
DHR
investigator,
and
an
upgrade
of
one
payroll
coordinator
to
lead
payroll
coordinator.
So
this
gives
an
overall
increase
of
166
thousand
seven
hundred
thirty
dollars
or
seven
percent.
B
And
overall,
a
1.82
million
increase
in
non-salary
increases.
However,
most
of
this
is
because
of
all
the
retiree
health
insurance
is
housed
in
this
department.
Specific
increases
include
retiree
health
insurance
for
a
1.4
million
dollar
increase
or
six
percent
and
Willis
Towers
Watson
40
40,
000
increase
or
22
percent
in
health
benefits,
Consulting
contract
Ceridian
for
payroll
processing,
an
increase
of
one
hundred
and
thirteen
thousand
dollars
or
32
percent,
and
one
hundred
thousand
dollars
for
both
fire
and
police
promotional
exams,
which
were
not
budgeted
in
2022
and
103
000
for
fire
barrier
study.
B
Also
in
the
capital
budget,
HR
is
receiving
two
hundred
and
ten
thousand
dollars
in
cdbg
funds
from
neighborhood
employment,
centers,
two
hundred
and
forty
thousand
dollars
in
cdbg
money
for
the
Pittsburgh
Employment
Program
and
since
you're
up
here,
I'm
just
gonna
go
over
the
Pittsburgh
partnership,
real
quick
too.
The
mission
for
the
Pittsburgh
partnership.
B
It
provides
employment
and
training
services
designed
to
help
City
of
Pittsburgh
residents
become
attached
or
reattached
to
the
labor
force.
The
Pittsburgh
partnership
trust
fund
is
used
to
administer
these
Services.
The
fund
was
previously
known
as
the
job
training,
Partnership,
Act
trust
fund
and
the
workforce
investment
act,
trust
fund
and
the
comprehensive
employment
and
training
act.
Trust
fund.
The
Pittsburgh
partnership
is
funded
by
the
Pittsburgh
partnership
trust
fund,
which
is
authorized
by
resolution
432
of
1974
and
amended
every
year.
B
Revenues
come
from
in
the
form
of
Grants
from
the
U.S
Department
of
Labor
and
the
PA
Department
of
is.
The
partnership
also
receives
cdbg
funding,
all
costs
related
to
the
employment
and
retention
Network
program
and
the
learn
and
earned
summer
youth
program
initiative.
There's
22,
total
positions,
no
changes
from
2022
and
no
other
Personnel
budgetary
changes,
and
with
that
I'll
turn
it
over
to
folks
from
Human
Resources.
C
Okay,
so
first
I
would
like
to
talk
a
little
bit
about
the
new
positions
we
have.
As
mentioned
an
employee
relations
coordinator
coordinator
and
a
DHR
investigator,
which
is
discrimination,
harassment,
retaliation,
investigator
and
both
of
those
the
mayor
mentioned
in
his
budget
address
the
other
day
about,
of
course,
building
and
reinforcing
a
safe
and
welcoming
workplace,
which
is
what
HR
is
all
about
as
well
and
the
employee
relations
coordinator.
C
So
just
a
little
bit
of
a
summary
for
that
position,
and
then
the
discrimination,
harassment,
retaliation,
AKA
and
DHR
investigator
will
primarily
investigate
the
claims
and
they
will
be
over.
The
employee
relations
coordinator
will
oversee
them,
but
of
course,
they
will
work
jointly
in
investigation
as
well,
but
their
primary
responsible
responsibility
will
actually
be
investigating
those
claims
and,
as
far
as
the
talent
acquisition
coordinators,
we
are
in
dire
need
of
a
robust
recruitment
team,
as
you
probably
have
heard
from
other
departments
or
will
be
hearing
from
other
departments.
C
D
D
C
But
allowing
us
to
have
these
three
additional
will
be
a
great
great
asset
to
the
city
from
the
terms
of
there
are
a
lot
of
hard
to
fail
positions,
technical
positions
with
the
city,
and
it
will
enable
an
intentional
and
focused
recruitment
effort.
So,
of
course,
these
five
individuals
will
be
working
together
to
Serve
All
City
departments
and
be
the
boots
on
the
ground
out
there
actually
getting
into
communities
hbcus
traveling
when
necessary
to
fund
the
talent
that
is
needed
by
the
city
covers
the
new
positions.
Any
questions
on
any
of
this
then.
E
C
F
C
F
E
C
So
I
think
a
couple
things
first
off.
I
think
that
we
have
to
do
a
better
job.
All
of
us,
but
especially
those
out
recruiting
selling
the
city
as
itself
are
the
Total
Rewards
package
right
benefits,
plan,
training
and
development,
different
things
that
we
do
offer
tuition
reimbursement
and
do
a
good
job
of
selling
those
items
so
yeah
the
salaries
may
be
a
little
less,
but
this
is
what
we
have
to
offer
you
and
also
the
whole
service
aspect.
C
I
think
getting
the
word.
It's
also
going
to
get
us
out
there
further
right.
We
do
a
lot
of
local,
recruiting
and
most
of
our
positions
are,
you
know,
be
or
become
for
City
residency,
which
means,
of
course
you
can
live
across
the
country
and
come
work
for
us,
and
so
we
need
to
look
at
different
areas
like
technical
schools
where
to
help
fill
those
hard
to
feel
you.
D
F
E
F
G
G
A
A
C
Well,
I
think
the
fact
that
it's
a
standard
and
National
test
they're,
for
instance,
if
there
are
so
many
agencies
using
the
test
and
they
have
had
more
success
in
those
areas,
so
we're
counting
on
the
statistics
there
I
don't
have
anything
in
front
of
me.
I
could
certainly
provide
those
to
you
at
a
later
date,
but
just
based
on
other
agencies
using
the
cpat
and
the
fact
that
it
is
the
standard
and
you
know
approved
by
the
International
Association
of
firefighters.
C
So
we
feel
confident
that
it
that
it
will
help
also
there
have
been
since
it
is
offered
so
many
places.
There
have
been
many
applicants
that
have
taken
it
before
and
are
familiar.
Of
course,
they
would
be
required
to
take
it
again,
but
so
I
feel
that,
based
on
those
reasons
and
like
I
said,
I
can
get
you
more
information
too.
That's.
A
C
A
Great,
that's
great
I
think
that
we
can
really
obviously
I
think
we
hear
most
in
the
media
about
Bureau
of
police,
but
I
know
that
there's
a
I
mean
the
the
Bureau
of
fire
wouldn't
have
conducted
this.
This
barrier
study,
if
they
didn't
think
that
was
very,
very
important
I-
would
love
to
see
all
of
our
bureaus
within
Public
Safety
improve
in
that
regard.
A
I
think
I
think
we
can.
You
know
I
know
that
we
can.
We
have
the
talent
here
and
we
have
the
talent
from
elsewhere,
who
I
think
would
want
to
live
in
Pittsburgh
and
be
part
of
these.
If
we
can
do
it
right,
my
guess
is
it's
not
just
about
recruitment.
It's
about
a
culture
shift
which
sounds
like
your.
The
new
two
new
positions,
plus
existing
positions
could
also
be
helpful
with
yes,
definitely
great.
Thank
you
I'll.
Just
please
continue.
I
just
wanted
to
check
on
her
yeah.
C
Yeah
just
a
couple
other
areas
to
point
out,
so
we
also
oh,
the
benefits
module.
So
I
just
wanted
to
mention
that,
because
actually,
the
payroll
processing
line
to
under
professional
and
Technical
Services,
that
increase
is
just
due
to
the
benefits
module
being
shifted
from
the
computer
maintenance
line
to
that
so
ceridian's
all
in
the
same
line.
So
just
explain
that
shift
there,
but
right
now
there
it's
in
the
testing
phase
and
it's
been
for
a
little
while,
but
it
is
to
go,
live
January
3rd.
C
So
that
will
be
exciting
because
there
will
be
obviously
self-service,
which
is
huge
with
that.
So
I
wanted
to
make
sure
I
pointed
that
out
and
just
yeah
some
of
the
other
areas.
Health
insurance
increase.
Of
course
claims
cost,
but
also
you
know,
labor
agreements
determine
calculations
in
that
area
and
retiree
health
insurance
was
mentioned
in
the
overview
and,
of
course
those
increases
are
based
on
claims
as
well.
H
C
The
last
the
last
item
I
really
wanted
to
cover,
unless
you
have
additional
questions
for
me
and
then
I'll
turn
it
over
to
Deidra.
To
talk.
Give
a
little
info
on
Pittsburgh
partnership
is
the
of
course,
workers,
comp,
there's
and
there
are
increases
there,
and
that
also
has
to
do
with
increased
claims,
but
also
has
to
do
with
lost
time.
A
On
that
is
what
kind
of
training
do
our
departments
who
are
in
the
field,
who
are
more
more
prone
to
workplace
injuries?
Go
through
to
create
that
culture
of
safety.
I
know
that
you
know
there
are
some
say:
utility
companies
that
we'll
have
meetings
with
before
every
meeting.
Even
if
you
know
they're
talking
to
City
Council,
Members,
they'll,
say:
okay,
here's
our
safety
moment
and
they'll
kind
of
it's
very
clear
to
me
even
to
an
outsider
that
they
have
a
culture
of
safety.
C
F
F
E
C
System
time
clocks,
so
actually
that
has
to
do
with
the
one
promotion
of
the
lead
benefits
coordinator,
because
the
person
that
was
promoted
to
that,
that
is,
the
time
system,
is
she's.
The
lead
on
that
system,
as
well
as
other
things,
but
so
I
actually
recently
got
an
update.
It
is
still
the
goal
is
still
full
implementation.
It
is
slow
going.
C
You
know
due
to
a
few
reasons,
but
primarily
there
are
some
departments
had
concerns
with
it,
just
with
the
locations
of
the
workforce.
The
way
the
workforce,
like
not
everybody,
reports
to
a
physical
office
so
now
we're
working
with
the
whole
mobile
and
you
know
implementing
the
mobile
portion,
but
also
everybody
needs
a
smartphone
to
do
that.
So
we're
just
working
through
some
things
to
to
be
able
to
work
with
concerns
of
that
the
Departments
have
put
forward.
C
Some
of
the
Departments
we
do
have
actually
HR
and
pli
are,
are
utilizing
the
system,
as
well
as
the
time
away
from
work,
module
or
feature
which
is
part
of
that,
and
we're
also
looking
to
have
that
implemented
throughout,
and
that's
just
of
course
anytime.
You're
off
you
make
the
request
through
the
system,
and
it's
approved
that
way,
so
we
have
good
record
keeping.
F
D
F
C
So
I
will
have
to
get
back
to
you
on
that
because
there,
as
I
said
we're
working
through
some
things.
There
are
some
moving
forward
and
because
we
just
sent
out
more
updates
and
and
there's
so
there's
constant,
regular
correspondence
between
departments
and
our
lead
benefits
coordinator.
That's
the
lead
of
that.
So
I
can
talk
with
her
and
yeah.
E
E
Asked
the
Ura
how
how
it's
you
know
what
the
system
is
over
there
and
it's
it's
like
you
know:
they're
living
in
the
20,
the
21st
century,
understood
apparently
yeah
so
but
I.
We
will
get
I'm
happy
to
support
anything
to
move
all
that
forward,
because
I
just
think.
It's
critical,
sorry
folks,
we'll
use
to
have
that
option.
Yeah.
C
And
we
will
also
be
implementing
the
onboarding
feature
too,
which
will
also
be
great.
It
should
also
help
eliminate
any
data
entry
errors
that
occur
because
it
will
talk
to
our
or
the
hope
is
that
it
will
talk
to
our
applicant
tracking
system,
and
so
when
someone
is
higher
than
that
data
gets
uploaded
into
Ceridian
so
summer.
C
D
C
Think
lack
of
applicants
and
I
think
that
we
need
to
start
earlier
in
the
recruitment
for
lifeguards,
which
we
are
doing
this
year.
Okay,
so
I
think
I
think
that
will
be
helpful
to
get
the
word
out
a
couple
months
sooner
because
then
there's
you
know
they
go
through
different
training
too.
So
it's
just.
It
needs
to
be
not
as
condensed
process
all.
F
G
G
Can
you
clarify
that,
and
if
so,
are
you
going
to
allow
certain
people
in
certain
situations,
I,
guess
and
if
they
can,
you
know,
perform
their
duties
as
well
from
home
as
they
can
being
here,
which
I'm
a
big
Advocate
is
being
in
person
myself,
but
but
these
certain
cases
I
felt
like
they
had
a
legitimate
reason
without
getting
into
names
and
in
the
in
the
situations.
But
what
what
do
you
think
of
that.
G
Glad
to
hear
that
back
to
the
swimming
pools,
real
quick,
you
know
I
know
we
did
increase
salaries
for
for
our
lifeguards,
which
was
a
big
deal.
I
arranged
the
I
had
an
arrangement
with
Dormont,
which
is
you
know,
Mighty
big
pool
if
you're
familiar
with
it.
I
know,
and
you
know,
the
first
thing
we
ran
into
was
a
lifeguard
there.
We
visited
it.
First
thing
we
ran
into
was
a
lifeguard
there
and
she
said:
I
used
to
work
for
the
city
and
I
said.
Is
that
right?
G
G
Right,
no
because,
like
you
said
attracting
the
talent,
it
was
really
the
applicants.
I
mean.
First
of
all,
we
didn't
have
all
our
pools
open,
but
we
are
anticipating
I,
hope
to
open
most
of
our
polls
this
year
and
I.
Think
it's
very
important.
You
know:
Carrick
didn't
have
their
pool
open
this
year
and
you
know
that's
where
I
spent,
my
childhood
I
will
tell
you
so:
okay,
yeah
I
think
it's
maybe
18
an
hour
and
I
think
that's
important.
F
A
J
The
Pittsburgh
partnership
is
a
grant
funded
program
and
we
receive
we
run
three
programs,
three
different
programs.
We
have
the
earn
program
which
stands
for
employment
advancement
and
retention,
Network
that
works
with
the
public
assistance
office.
Most
people
previously
was
the
Department
of
Public
Welfare,
but
now
it's
the
Department
of
Human
Services.
J
We
also
have
the
nacs,
which
are
the
neighborhood
employment
centers,
and
we
also
assist
with
the
learn
and
earn
program
in
2022.
The
Pittsburgh
partnership
served
over
150
individuals
in
the
earned
program
we
employed
813
City
of
Pittsburgh
youth
in
the
summer,
learn
and
earn
program,
and
we
assisted
2192
participants
in
six.
Maybe
six
partnering
neighborhood
employment
centers
our
fiscal
year
runs
a
little
differently.
It
runs
from
July
1st
until
June
30th
and
we
haven't
received
our
allocation
yet
for
next
year,
but
we
it's
pretty
much
the
same
every
year.
J
It
might
be
maybe
a
little
bit
off,
but
it's
pretty
much
the
same
every
year
and
the
iron
program
is
fully
funded
by
the
Department
of
Human
Services.
That
doesn't
we
don't
there's
no
contribution
from
the
city
for
that
and
we
currently
have
21
City
staff
members
and
contracted
staff.
We
have
some
staff
who
are
contracted
through
a
contract
with
Goodwill,
but
they
actually
are
housed
in
our
office
on
Wood
Street.
J
J
J
J
We
have
a
a
partner,
it's
what's
one
of
the
schools
and
they
were
trying
to
like
get
up
get
clients
to
come
in.
But
the
problem
with
our
earned
program
is
you
can
only
get
referral
like
we
can't
recruit.
The
referrals
have
to
come
from
the
Department
of
Human
Services,
so
we
can't
go
out
and
find
people
they
have
to
send
people
to
us
so
once
they
send
them
to
us.
J
We
have
certain
activities
that
they're
that
they
can
participate
in
and
the
problem
with
some
occupations
is
the
training
may
be
longer
than
six
months
and
the
trend
like
we're,
limited
to
between
six
to
12
months,
to
provide
training,
and
it
depends
on
how
much
money
we
have
in
that
particular
budget
and
then
the
state
they
have
restrictions
on
what
training
you're
allowed
to
provide
like
they
have
to
approve
everything.
So
it's
kind
of
hard
to
to
do
that,
but
now
we're
going
to
start
to
work
with
Careerlink.
That's
something!
That's
new!
J
J
Well,
what
we
try
to
do
is
when
our
clients
come
in,
we
meet
with
them
to
see.
Okay,
we
give
all
my
interest
test
to
say:
hey
what
are
you
interested
in
and
then
we
also
do
like
partial
testing
to
see
like
okay
you're
interested
in
this.
But
can
you
do
this
and
then
we
check
the
career
link?
They
have
a
site
and
they
have
a
list
of
approved
programs
and
they
go
with
on
What's
On
Demand
in
our
area,
and
they
do
that
research.
J
F
B
Further
imp
engages
and
partners
with
colleagues
across
all
departments
to
drive
Innovation
process
Improvement
and
operational
excellence
across
the
city
on
behalf
of
the
residents
of
Pittsburgh,
the
department
of
innovation
and
performance
is
divided
into
the
following
general
service
areas:
I.T
operations,
reliability,
I.T,
Business,
Technologies
security
and
risk
project
management,
office,
administration
and
Innovation.
Some
changes
to
the
budget.
There
is
a
total
of
57
full-time
positions,
which
is
a
decrease
of
15..
B
It's
an
overall
decrease
of
866
thousand
dollars,
which
is
a
reduction
of
17.8
percent.
But
most
of
that
comes
from
moving
all
of
those
positions
to
the
mayor's
office
and
some
summaries
of
non-personnel
changes.
The
there's
an
overall
of
1.4
1.14
million
increase
in
non-personnel
expenses.
Many
IT
projects,
Citywide,
are
included
in
imp's
operating
budget.
B
Specific
increases
include
Workforce
training
for
city
employees,
an
increase
of
82
800
cyber
security
training
for
twenty
six
thousand
five
hundred
dollars,
which
was
not
budgeted
in
2022
ITIL
certifications
was
a
new
budget
item
for
twenty
five
thousand
dollars.
It's
a
required
certification
for
all
imp
employees,
an
increase
of
1.5
million
in
computer
maintenance
and
amcom
printing
contract
for
450
000,
less
budgeted
for
2020
from
2022,
which
is
53,
didn't
decrease.
A
D
D
A
K
K
Without
the
presentation
I'm
going
to
review
some
of
the
key
highlights
of
what
we've
accomplished
this
year,
the
things
that
we
are
going
to
be
focused
on
with
our
goals
for
next
year.
Oh
fantastic!
Thank
you
second
slide,
please
and
an
analysis
of
the
proposed
2023
budget
and
what
I'll
do
is
sort
of
at
each
section.
I'll
stop
and
take
you
know,
take
any
questions
that
you
may
have
so
that
you're
not
having
to
wait
until
the
very
end,
all
right
next
slide.
K
Please
so
I'd
like
to
talk
first
about
what
the
department
accomplished
in
2022
and
we
have
actually
quite
a
lot
to
celebrate
with
you.
Our
Innovation
team
helped
to
guide
Pittsburgh
over
the
past
two
years
to
achieve
silver
certification
in
Bloomberg
philanthropies.
What
works
cities
program,
which
designates
Pittsburgh
as
a
well-managed
city
that
makes
decisions
based
on
factual
data
and
delivers
results
for
our
residents.
K
In
addition,
we
partnered
with
Allegheny
County
and
more
than
20
Community
organizations
to
help
launch
the
Pittsburgh
digital
Equity
Coalition,
which
is
working
to
close
the
digital
divide
across
the
county
within
five
years.
So
this
is
a
really
important
Community
work,
particularly
coming
out
of
the
pandemic.
That's
desperately
needed
our
it
operations.
Reliability
team
initiated
the
total
overhaul
of
the
city's
I.T
infrastructure
to
create
a
modern
Network
that
we
call
netpgh.
K
K
Right
now
we
are
down
three
positions,
two
of
which
have
been
open
since
the
summer,
and
we
have
been
unable
to
recruit
candidates
to
even
interview
into
those
positions,
and
it's
in
large
part,
because
many
young
people
simply
don't
know
the
positions
exist
so
having
those
additional
recruiters
within
Human
Resources
is
going
to
be
of
enormous
benefit
and
I'm
I'm.
Very
much
looking
forward
to
that.
K
Our
security
and
risk
team
also
accomplished
two
very
significant
things.
This
year
they
established
the
technology
leadership
council's
cyber
security
committee,
which
is
helping
to
coordinate
any
incident
responses
that
are
required
and
to
improve
the
overall
oversight
of
security
and
risk
across
all
departments
and
even
into
Council
and
the
controller's
offices.
K
A
G
You
director
I,
appreciate
you
being
here.
Thank
you
team.
You
know
we
had
a
lengthy
conversation
with
officer
Shaq
yesterday
about
cameras
throughout
the
city,
and
you
know
after
the
meeting
I
had
another
conversation
with
him.
I
wanted
to
know
how
many
cameras
are
in
my
district.
Where
are
they
at
basically,
you
know
now
he
hadn't
mentioned
to
me
that
we're
lacking
the
capacity
to
operate
these
or
to
whatever.
Can
you
speak
to
that
I'm,
not
sure
exactly
what
we're
lacking
I
know
is
we
were
lacking
something
as
to
like
you
said.
K
Absolutely
so
there
were
many
years
about
a
dozen
years
that
we
were
under
State
oversight
and
during
that
period
of
time,
the
city
invested
nothing
in
our
I.T
infrastructure.
What
that
means
today
is
that
we
have
buildings
with
wiring
that
this
is
a
technical
term,
but
it's
called
cat
3
wiring.
This
is
equivalent
to
1970s
technology.
It
simply
cannot
even
handle
some
of
the
modern
applications
in
terms
of
the
speeds
and
the
bandwidth
that
are
required.
K
Much
of
our
Network
equipment,
again
a
technical
term
switches
and
routers,
but
think
of
them
as
pieces
of
equipment
that
are
the
traffic
cops
of
our
Network
telling
us
which
way
data
packets
can
go,
are
past
end
of
life
and
need
to
be
replaced.
In
addition,
the
fiber
network
is
actually
made
up
of
multiple
vendors,
all
of
for
whom
we
do
not
have
any
visibility
into
their
networks
when
things
are
going
wrong.
K
K
That
sum
up
what
I'll
be
talking
about
so
this
year,
a
number
of
things
have
happened
so
think
of
net
pghs
requiring
basically
three
separate
things.
One
is
the
fiber
right
and
we
are
now
under
contract
with
a
vendor
partner,
to
establish
an
entirely
new
fiber
Network
for
the
city.
It
will
take
between
one
and
two
years
for
that
full
installation
that
is
beginning
at
the
beginning
of
2023..
The
second
piece
is
the
wiring
within
each
of
our
facilities,
and
we
have
120
facilities
across
the
city.
So
that's
a
lot.
K
We
have
begun
the
work
on
much
of
the
rewiring
and
I
believe
that
by
the
beginning
of
2023
we
will
have
I,
think
85
or
88
facilities
left
to
fully
rewire.
The
third
component
is
what
we
call
the
network
equipment,
so
these
are
Optics
the
switches,
the
routers
that
direct
the
traffic.
They
are
what
connect
that
fast
fiber
from
the
between
the
buildings
that
come
from
the
outside,
with
the
good
wiring
on
the
inside
and
connects
them
together.
K
K
I
anticipate
that
everything
will
be
complete
within
two
years,
so
by
the
end
of
2024.
Not
only
should
we
be
modern,
but
we
should
be
expanded
and
then
I
will
be
able
to
support
all
of
not
just
the
public
safety
cameras,
but
honestly,
the
the
Departments
really
need
modern
application
systems,
and
right
now
we
have
facilities
that
literally
cannot
run
them
because
the
requirements
have
simply
gone
beyond
the
technology
that
they're
expected
to
to
run
on.
G
Thank
you,
not
my
area
of
expertise
by
any
means,
but
you
have
a
way
of
you
know.
Making
me
understand
in
simpler
terms,
so
I
appreciate
that,
so
you
have
the
funds
you
feel
like.
You
have
the
resources
in
order
to
bring
this
all
up
to
speed
within
two
years.
Yes,
okay,
that's
great,
because
I
know
I
just
had
a
camera
up
at
Phillips
Park
in
Carrick
and
I,
don't
recall
if
it's
you
know
up
and
running
or
not.
I
know
there
were
some
technical
issues
on
it.
G
K
But
imagine
trying
to
run
to
be
a
a
student
who
is
trying
to
take
a
class
remotely,
and
all
you
have
is
a
smartphone
or
a
computer,
that
there's
a
single
computer
in
the
household
and
there
are
four
students
that
all
need
to
be
on
remotely
at
the
same
time
right
so
access
to
those
devices.
The
third
is
understanding
how
to
and
training
for
how
to
use
the
devices
how
to
connect
to
the
internet,
how
to
do
those
things
safely.
K
K
Do
you
have
a
help
desk
and
access
for
troubleshooting
and
maintenance
of
the
devices,
and
so
those
four
aspects
really
comprise
the
digital
divide,
so
the
city,
the
county
and
these
these
Community
organizations
are
coming
together
to
ask
the
question
not
what's
missing,
but
how
can
we
we
have
seen
over
the
course
of
the
pandemic,
families
struggle
and
all
of
these
organizations
have
done
amazing
jobs
at
trying
to
fill
the
gaps.
The
reality
is
once
the
pandemic
went
away
as
sort
of
the
cause
celeb,
the
money
went
away.
K
They
had
to
go
back
to
their
regularly
scheduled
programming
and
their
staff
were
unable
to
keep
many
of
these
programs
going,
and
so
we
decided
that
this
was
not
the
time
to
allow
that
particular
problem
to
go
and
for
people
to
try
and
do
this
on
their
own,
but
to
come
together
and
say.
This
is
what
we
learned
over
those
two
and
a
half
years
and
now,
based
on
what
we've
learned
and
what
we've
and
the
folks
that
we've
partnered
with
in
the
community.
L
G
Really
enjoy
it
I'm
trying
to
help
my
social
media
game
and
all
that,
but
because
I
just
didn't
integrate
like
the
rest
of
the
world,
and
you
know,
I
come
from
the
private
sector
and
I
really
didn't
feel
like
I
needed
a
yeah
I
needed
to
be
in
the
you
know,
have
all
these
devices
and
things
like
that.
But
now.
F
K
F
G
So
so
you
know,
I
really
didn't
even
have
a
computer
in
my
office
until
until
I
decided
to
take
lessons-
and
it's
been
well
not
even
a
month
now
so
so
now,
I'm
enjoying
it
I
I'm.
It's
like
a
whole
new
world
to
me,
and
you
know
I'm
like
looking
forward
to
coming
into
the
rest
of
the
21st
century
here,
because
again,
there's
so
many
things
that,
like
other
council
members
catch
and
do
and
I'm
like
where'd.
G
You
know
so
so
so
you
know
I
hope.
I
could
you
know
continue
to
progress.
My
teacher
tells
me
I'm
pretty
good
student.
So
far,
so
you
know
I'm
advancing
so
so.
Thank
you.
So
much
for
that
and
the
other
question
I
had
was
digital.
When
we
say
access
to
devices,
do
we
actually
Supply
computers?
Do
we
find
ways
to
put
these
devices
in
homes.
K
G
K
K
Computer
rich
is
part
of
the
document,
Equity
Coalition
and
we're
very
happy
to
have
them.
They
are
a
leader
in
our
community
in
terms
of
providing
refurbished
computers
and
equipment
to
people
who
are
in
need
and
may
not
be
able
to
afford
the
fancy
new
things
that
that
many
folks
can
at
the
store,
and
so
they
are
going
to
be
absolutely
part
of
the
solution.
Great.
G
A
F
A
E
A
I
can
I
just
ask
a
question.
Well
I'll,
say:
first,
one
I
know
that
the
closing
the
digital
divide
is
a
is
both
a
professional
and
a
personal
commitment
of
yours
and
your
team.
So
thank
you
for
that.
It's
incredibly
important,
two
I
mean
that
is
like
what
it
means
to
be
an
equitable
City
in
part.
So
I
really
appreciate
all
that
you're
going
you're
doing
and
going
above
and
beyond
to
do
in
that
regard,
two,
it
sounds
as
if
netpgh
really
is
the
key
to
unlocking
everything
else.
We
can
to
do
so.
A
Security
cameras
is
one
great
example,
but
even
basic,
like
level
of
service
applications
just
serving
the
public
in
a
basic
way,
and
then
on
top
of
that
maybe
Smart
City.
You
know
applications
and
technology
that
we
can
then
add
on
to
it,
but
it
just
even
unlocking
the
ability
to
give
the
public
the
service
that
they
deserve.
K
It
makes
it
enormously
difficult
for
them
to
provide
the
services
that
our
residents
need
when
they
need
them,
and
that
is
something
that
we
are
working
very
hard
to
correct
and
I
have
to
say.
I
really
appreciate
council's
word
on
this.
You
all
have
been
very
supportive
in
making
sure
that
we
have
the
the
funds
that
we
need.
K
I
will
say
it
infrastructure,
a
not
sexy,
B
really
expensive,
but
C.
If
we
have
continued
to
Kick
the
Can
down
the
road
on
paying
for
it,
it
is
equivalent
to
we
have
traffic
lights
that
don't
operate,
but
you
want
more
traffic
on
the
streets
right
and
that's
where
we
are
starting
to
run
into
that
rock
in
a
hard
place,
and
there
we
have
no
more
time.
A
You
know
in
a
conversation
with
our
our
soon
to
be
your
newest
council
member
Barb,
Warwick
I
know
that
there's
a
concern
about
paying
for
all
of
this
as
well,
so
I
want
to
give
credit
where
credit's
due
you
know
in
in
conversations
with
her,
would
have
you
heard
anything
about,
say
our
big
four
non-profits
or
other
non-profits
in
a
payment
in
lieu
of
taxes
or
other
pilot
program
being
interested
in
in
this
particular
funding.
This
particular
item-
that's.
K
A
Certainly
something
that
I
know
the
mayor's
office
taking
the
lead
on
and
wanted
to
make
sure
that
that
got
brought
up
in
the
public
sphere,
because
I
do
think
that
that
is
I
agree
that
that
could
be
a
really
valuable
and
a
really
relevant
expense.
For
for
that
purpose,
you
know,
if
they're,
really
looking
to
spend
money
in
the
Public's
interest,
the
other.
The
only
other
thing
that
I
saw
here
that
I
just
was
curious
about
no
the
fully
automated
publishing
GIS
records.
A
K
K
So
instead
of
you
know
once
a
day
or
once
an
hour
or
once
a
week,
updating
the
data
to
various
maps,
not
just
City
Planning,
but
we
use
geographic
information
systems
as
an
underpinning
for
many
many
many
of
our
application
systems
from
cartograph
and
asset
management.
Where
is
this
asset?
You
know
if
I
wanted
to
look
at
a
map?
Where
is
the
front
loader?
You
know
in
this
division
things
like
that.
K
All
the
way
up
to
you
know
where
are
where
are
crimes
happening
and
looking
at
the
real-time
crime,
data
and
statistics.
This
makes
those
maps
live
and
updated
as
close
to
real
time
as
possible,
because
it's
all
live.
That
is,
takes
us
from
the
what
I'll
call
sort
of
latent
updating
on
a
particular
schedule
to
something
that
is
instantaneous.
A
I
know:
there's
a
group
out
there
that
is
frustrated
with
the
number
of
say,
police
or
Public
Safety
incidents
that
are
in
the
miscellaneous
column
until
they
are
well
I.
Guess
this
isn't
much
as
much
of
a
GIS,
but
I
know
that
some
of
these
incidents,
whether
they're
crashes
or
whether
they're
Public
Safety
related
you
know,
rely
on
manual
updating
from
either
our
analyst
or
from
someone
at
say,
PennDOT
or
how.
K
It's
coded
which
category
it
comes
in
and
I
know
that
delays
on
the
categorization
in
some
cases
are
a
result
of
further
investigation
in
order
to
determine
precisely
which
category
it
should
go
in
so
you're
correct.
It
doesn't
have
anything
to
do
with
GIS.
It
really
has
to
do
with
how
we
go
about
categorizing
those
and
when
the
the
public
safety
feels
comfortable
publishing
that
as
like.
This
is
the
correct
category,
but.
A
K
K
K
F
K
And
then,
finally,
if
you've
ever
noticed,
latency
or
delays
in
your
internet
speeds
I
know
I
have
from
time
to
time.
Imp
is
also
going
to
be
implementing
what
is
called
quality
of
service
Technologies
and
that
will
enable
our
Network
to
dependably
run
high
priority
applications
and
traffic
under
even
limited
network
capacity
situations.
So
good
news
for
us
as
we're
rolling
out
netpgh.
K
With
our
department
colleagues,
our
applications
team
will
complete
the
multi-year
effort
to
replace
our
Legacy
software
applications
that
are
currently
managed
by
an
external
partner,
with
modern,
commercially
available
Enterprise
applications
to
enable
our
departments
to
keep
records
and
deliver
services
in
line
with
our
residents
expectations
I'm
going
to
stop
there,
because
what
I
mean
by
our
Legacy
software
applications
that
are
currently
managed
by
an
external
partner.
For
those
of
you
who
have
been
here
for
a
couple
of
years.
K
K
K
And,
finally,
we
are
going
to
implement
key
best
practices
in
cyber
security
that
have
been
recommended
by
the
western
Pennsylvania,
all
hazards,
Fusion
Center,
to
continue
building
those
safeguards
and
protections
for
our
for
Pittsburgh's
Network
and
our
data
assets.
So
those
comprise
the
key
goals
for
next
year.
I'll
stop
there
for
questions
about
what
any
of
that
may
mean.
G
G
A
Just
going
back
to
human
resources
for
a
minute,
I
can't
think
of
a
better
way
to
empower
our
employees
at
all
levels
of
government
or
all
levels
within
our
city
government
and
help
with
retention
than
to
like
Empower
them
to
take
their
learned,
experiences
and
lived
experiences
on
the
ground
and
apply
it
to
something
that
can
then
be
heard
and
listened
to
and
implemented,
Citywide
or
department-wide.
So
I
think
in
terms
of
like
retention
of
Staff.
It's
a
really
helpful.
K
Thank
you.
Thank
you,
yeah
we're.
We
are
very
proud
of
it
and
I
think
once
once
any
of
our
staff
learn
these
tools
and
techniques
they
take
it
with
them
for
the
rest
of
their
career.
This
is
until
one
and
done
because
in
the
course
of
the
program,
they're
not
only
trained
how
to
use
these
tools
and
techniques,
but
they
actually
apply
them
to
achieve
something
really
cool
in
their
jobs.
H
H
I
have
also
interested
in
your
your
last
slide
about
sorry.
Can
you
hear
me
I'm
interested
in
your
last
slide
about
the
new
open
data
improvements
and
expansions
and
you're
probably
aware
that
on
the
gender
Equity
Commission
and
under
that
ordinance
we
are
to
be
pursuing
gender
and
intersectionally
disaggregated
data
by
departments?
K
So
it's
it's
work
that
has
already
begun
and
I.
Think
I
think
my
team
is
really
eager
to
work
even
more
closely
with
not
just
the
mayor's
office,
but
the
the
commission
itself
in
being
able
to
provide
those
kinds
of
open
data,
sets
that
folks
are
able
to
view
as
part
of
our
journey
toward
better
transparency.
H
Thank
you,
I
think
we
will
extend
an
invitation
for
you
to
come
and
speak
to
the
commission
sometime
soon
at
your
convenience.
But
let
me
ask
a
follow-up
question.
Then
I
often
Ponder,
not
just
how
we're
doing
with
Equity
internally,
which
is
a
you
know,
a
kind
of
first
line
question
that
we're
trying
to
correct
in
City
departments,
but
then
also
how
we're
doing
in
outcomes
in
the
city
in
the
public
right
so
recently,
at
a
post
agenda
for
the
Stop,
the
Violence
fund
and
in
talking
to
the
Outreach
workers.
H
I
asked
them
about
gender,
like
what
are
girls,
the
violence
actors
that
you're
trying
to
match
and
do
Outreach
to
or
when
you
say
families.
Is
it
two
parents
or
is
it
mainly
female,
headed
households?
And
then
so?
How
do
you
kind
of
match
that
and
I
don't
know
exactly
I
think
through
all
of
the
city
departments?
H
But
you
know
we
know
in
some
countries
we're
they're
looking
at
equity
and
even
the
built
environment
like
hey
in
a
hypothetical
city
or
country.
If
we
only
plow
to
know
on
cities,
streets
and
mostly
car
drivers
are
men
and
most
mostly
sidewalk
and
Transit
users
are
women
or
in
a
specific
neighborhood.
Even
you
know
what
would
equity
and
services
look
like
any
thoughts
to
a
kind
of
deeper
level
analysis.
K
H
K
A
I
I
But
city
council
created
the
cable
Bureau
for
us,
and
so
a
lot
of
the
members
are
having
a
lot
of
concern
about
that
and
I
mean
it's
probably
something
we're
not
willing
to
do
and
separate
with
one
of
the
things
I
want
to
say
is
that
I
mean
we
appreciate.
There
needs
to
be
a
Communications
office,
especially
nowadays
with
Twitter
and
social,
all
the
social
media,
things
that
are
available
to
a
an
elected
official,
and
we
definitely
want
the
mayor
to
have.
You
know
his
office
that
he
wants.
I
We
are
separate
and
so
we're
not
willing
to
give
up
anything
that
we
also
oversee
we're
willing
to
work
with
them
and
creating
what
they
need
and
I
wonder
if
you
see
any
opportunity
for
like
a
division
with
the
cable
Bureau
and
the
rest
of
imp
or
some
kind
of,
was
it
always
under
the
cable
I.
Don't
remember
where
it
was
before
that.
K
I
I
know
that
council
members
are
going
to
work
with
the
administration,
but
there
are
certain
things
that
we
are
just
not.
You
know
ready
to
give
up
and
that's
one
of
the
things
because
it
was
actually
created
to
serve
city
council
and
so
I'm
wondering
if
you
think,
there's
a
need
just
create
something
for
the
mayor's
office
and
what
that
would
look
like.
If
so,
something
separate.
I
We
would
keep
the
cable
Bureau
and
maybe
even
possibly
move
it
under
the
clerk's
office.
It
was
something
that
we
discussed
or
solicitor,
but
I
don't
know
if
we
can
do
that.
No
okay,
so
keep
the
cable
Bureau
and
then
maybe
shared
that
that's
we
do
it
now
we
share
the
service.
Now,
yes,
I,
don't
think
there
would
be
anything
different
than
if
we
didn't
move
it
under
the
clerk's
office.
I
Okay
and
so
I
want
to
make
sure
I
didn't
know,
I
had
to
look
at
our
solicitor
and
he's
shaking
his
head
no
now
because
it
was
something
we
discussed
earlier,
but
okay,
but
I
just
want
to
make
sure
that
that's
concerned
and
the
same
with
the
print
shop.
I
mean
those
are
things.
Those
are
things
tools
we
use
for
communication
and
as
much
as
we
want
to
work
with
the
administration,
we
don't
want
somebody
controlling
our
communication
as
well.
I
K
Great
next
slide,
please
all
right
so
now
I'm
going
to
turn
to
the
budget
itself
as
as
indicated
earlier,
our
operating
budget
for
next
year
is
18.9
million
dollars.
That
represents
a
decrease
of
about
17
percent,
with
no
new
staff
positions
and
the
primary.
The
reason
that
that's
changing
is
because
of
the
the
change
in
the
communications
division.
K
Our
capital
budget
has
increased
significantly
from
the
current
year
and
the
all
of
that
money
is
dedicated
to
the
rewiring
and
installation
of
that
modern
Network
equipment
that
we
discussed
in
relation
to
netpgh
and
then
finally,
there's
the
technology
leadership.
I.T
project
trust
fund
that
fund
the
money
there
are
will
be
used
for
the
new
IT
projects
that
were
requested
by
departments
and
approved
by
the
technology
Leadership
Council.
K
K
Next
slide,
please,
if
we
look
at
specifically
the
operating
budget
at
18.9
million
dollars,
that
represents
the
sixth
largest
operating
budget
in
the
City,
compared
to
other
departments,
for
the
remainder
of
the
slides,
I'm,
really
going
to
focus
on
the
operating
budget
and
look
at
the
the
different
sort
of
classical
categories
that
we,
when
we're
looking
at
budgets
with
Council
next
slide,
please
to
compare
the
size
of
inp's
operating
budget
to
other
cities
of
similar
size.
Our
operating
budget
for
our
department
represents
2.9
percent
of
the
overall
City
Bud
operating
budget.
K
K
Next
slide
with
the
planned
movement
of
the
communications
division
into
that
unified
office
of
communications,
we
can
now
see
more
clearly
that
our
I.T
staff
is
actually
undersized
compared
with
the
average
U.S
government.
I.T
Department
Personnel
spend
in
most
government
I.T
organizations
in
the
in
the
U.S
they
spend
about
41
of
their
operating
budget
on
Personnel.
K
A
Well,
this
is
the
benefit
of
sharing
two
committees
at
the
moment
where
I
could
see
HR
and
imp
together,
but
no
I
mean
just
to
make
the
point
that
I
make
try
to
make
every
year,
which
is
that
you
serve
all
other
departments
and
so
any
need
it's
kind
of
like
a
council
office.
Right
like
we
have
needs
throughout
our
whole
district
and
City
any
need
that
comes
to
you
from
any
other
department.
Public
Safety
dummy
you're
trying
to
serve
them
so
that
they
can
serve
the
city.
G
K
K
We
also
see
that
in
comparison
to
other
entities
that
where
we
may
be
competing
for
talent,
you
know
a
large
number
of
folks
who
are
in
I.T
want
to
work
in
the
private
sector,
but
I
think
that
brings
me
to
the
third
point.
There
are
absolutely
people
who
are
skilled
in
I.T
that
want
to
work
in
service
to
the
public,
but
they
don't
even
know
that
our
positions
are
available.
K
That's
why
having
sourcing
and
recruiting
in
HR
is
so
incredibly
important
to
us
as
much
as
we
all
try
to.
You
know
tell
people
on
LinkedIn
and
Facebook
and
like
we
try
to
do
our
own,
recruiting
efforts,
but
that
isn't
our
bailiwick,
and
so
we
only
can
do
what
we
can
do
and
I
think
if
we
had
more
targeted
sourcing
and
recruiting
at
universities
at
technical
schools
in
other
Arenas
and
really
helping
to
get
the
word
out
that
these
jobs,
these
really
great
jobs,
are
available.
G
K
K
I
K
Not
going
to
touch
that
one,
that's
okay!
All
right!
Next
slide!
Please
all
right!
So
now
we're
going
to
talk
about
professional
and
Technical
Services,
so
you
can
see
that
at
48,
we're
almost
at
half
of
our
operating
budget
is
spent
I'm,
no
surprise
to
anyone
on
our
professional
and
Technical
Services.
We
are
by
far
the
top
Department
that
spends
money
on
professional
and
Technical
Services.
So
that's
not
of
any
of
any
surprise
to
anyone.
It's
about
nine
million
dollars
out
of
our
18
million
dollar
budget
next
slide.
K
What
those
nine
million
dollars
go
for
is
really
a
benefit
to
all
of
the
Departments
across
the
city.
As
councilwoman
strasberger
mentioned,
the
services
that
we
purchase
on
behalf
of
all
of
our
departments
include
server
hosting
cloud
storage.
Our
Enterprise
software
applications,
software
licenses
software
as
a
service
subscriptions.
D
K
We
also
actually
spend
16,
which
is
again
the
top
of
the
the
list
for
departments
on
what
are
called
other
expenses
on
behalf
of
our
sister
departments
in
inp's
terms,
that
translates
into
Communications.
So
next
slide
are
three
million
dollars
allocated
to
other
expenses
includes
paying
for
data
plans
for
City
staff,
for
cell
phones
and
those
Computing
devices
which
have
cellular
service
are
desk
phones.
We
actually
pay
leases
on
all
of
the
desk
phones
in
our
in
the
city.
All
of
the
internet
services
that
are
saved.
K
All
right,
our
final
next
slide,
please,
our
final
category
is
our
property
expenses
and
once
again,
imp
tops
the
list,
and
these
These
are
property
expenses
that
we
pay
money
about
two
million
dollars
a
year
again
on
behalf
of
the
other
departments.
Next
slide
property
expenses
for
inp
include
machinery
and
equipment.
The
computer
leases
for
our
devices.
Wi-Fi
access
points
licenses
our
MDT
tough
books.
K
G
K
Next
slide,
please,
so
that
is
the
summary
of
my
presentation.
Thank
you
for
bearing
with
me
you
know
as
one
of
the
primary
service
departments
in
the
city.
We
we
clearly
we
spend
the
vast
majority
of
our
operating
budget
to
benefit
everyone
toward
our
mission
to
elevate
the
work
of
city,
government
and
I.
Just
really
want
to.
Thank
you
all
for
your
time
and
interest
in
what
it
is
that
we
do
and
any
additional
questions
comments.
We.
M
K
Right
yeah
right
so
the
network
they
have
the
office
of
Neighborhood,
Services
and,
quite
honestly,
I
think
it's
going
to
be
a
great
merger,
because
right
now
the
way
311
has
operated
in
the
past
is
what
I
like
to
think
of
as
sort
of
the
front
door
for
residents
to
request.
City
services
and
the
office
of
Neighborhood.
Services
has
taken
that
and
sort
of
expanded
upon
that
idea
with
tremendous
Outreach
into
the
community.
A
G
Council
I
just
want
to
sum
it
up:
Sylvia
Jackie,
Gwendolyn,
director
excellent,
excellent
presentation
today,
so
I
was
able
to
follow
everything.
You
said
I
kind
of
squirm
when
it
comes
to
inp,
and
you
know
but
I'm
able
to
understand
everything
and
you
made
it
very
legible
for
me.
So
thank
you.
Thank.
I
I
want
to
thank
you
as
well
too,
because
the
same
thing
here
I
mean
I
know
a
little
bit,
but
not
sometimes
when
we
get
into
the
nuts
and
bolts
of
some
of
the
stuff,
it
is
overwhelming
and
it's
constantly
changing.
So
you
know
when
I
first
came
here.
I
was
like
really
like
surprised
how
far
behind
we
were,
and
now
I'm
you
know,
since
2009
I'm
shocked
at
how
far
we've
come
and
how
important
this
is,
because
I
worked
for
Pittsburgh
Public
Schools,
which
has
an
amazing
tech
department.
I
I
Absolutely
because
she's
amazing,
we
have
an
amazing
dream
team
is
what
we
call
them,
but
anyway,
I
want
to
thank
you
all
for
your
work,
but
I
know
that
we'll
have
some
additional
questions
as
we
go
through
the
budget
a
little
bit
more
and
we
have
the
meeting
with
the
or
the
hearing
with
the
mayor's
office
and
go
through
some
amendments
and
then
maybe
we'll
we'll
be
back
in
touch.
Thank
you.
Thank
you.
Thank
you
all
for
your
work.
A
A
A
To
do
this
exit
that
memory
I
also
want
to
thank
you
for
your
work,
you're
a
lean
and
mean
Team,
which
you
know
I
know,
means
that
you
have
to
put
in
extra
hours
and
extra
time
and
effort
and
I
really
appreciate
it.
So
thank
you
for
a
very
Illuminating
and
informative
presentation
and
for
the
work
you
do
and
I
have
no
further
questions,
but
to
thank
you
oh
very
much.
Thank
you.
A
I
I
A
A
E
Welcome
back
everyone
to
the
City
Council
budget
hearings.
We
just
had
a
five
minute
recess-
maybe
maybe
10
minutes,
but
anyway,
it's
great
to
be
back.
We
are
joined
by
our
budget
director,
Peter
McDevitt
and
also
specifically,
the
reason
why
we're
here
we're
also
joined
by
the
director
Sarah
kinter
from
the
Department
of
permits,
licenses
and
inspections,
otherwise
known
as
pli.
E
B
Us
off
sure
the
mission
of
the
Department
of
permit
licenses
and
inspections
is
to
improve
the
safety
and
quality
of
life
for
residents
of
the
city
of
Pittsburgh
through
the
administration
and
enforcement
of
Pittsburgh
building
code,
zoning
code
and
the
regulation
of
contractors
and
trade
licenses
and
various
business
licenses,
as
prescribed
by
the
Pittsburgh
business
licensing
code.
The
department,
the
the
Department's
mission,
is
also
to
provide
a
high
level
of
customer
service
to
Residents
and
developers
alike,
as
they
do
business
with
the
Department.
B
The
department
of
pli
is
separated
into
three
divisions:
the
Construction
Division
Operations,
Division
and
Licensing
and
administration.
They
have
a
total
of
110
full-time
positions,
which
is
an
increase
of
12..
There's
five
new
inspectors
combined
residential
construction,
one
additional
lead
technician
for
permits
and
Licensing
one
new
administrator,
two
one
technician:
accounting:
two
additional
permitting
supervisors
from
one
to
three
one:
additional
inspection
supervisors,
increasing
it
to
eight
total
one.
Additional,
combined
electrical
inspections,
increasing
from
five
to
six
and
an
upgrade
of
Data
Solutions
Architects
for
systems
operations
supervisor.
N
Well,
thank
you.
Thanks
for
having
me
I
appreciate
being
here,
I
do
have
a
short
presentation
about
pli
for
folks
that
are
watching
at
home
and
to
touch
on
what
we've
done
in
last
year
and
what
we
plan
to
do
in
the
2023
budget
with
Council
verbal
I
also
want
to
take
a
moment
to
really
thank
the
administration,
mccollik
and
chief
chintalopoly
for
working
with
pli
to
help
us
fulfill
our
needs
as
a
department
and
improve
our
service
to
the
public.
N
N
When
we
build
structures
in
our
communities,
they
are
here
to
stay
for
decades,
sometimes
centuries,
though
how
we
build
them
and
how
we
maintain
them
matters,
and
it
has
a
direct
connection
to
our
quality
of
life.
Investments
in
pli
through
this
operating
budget
mean
improving
our
built
environment
that
includes
enforcing
Energy,
Efficiency
standards,
improved
access
for
persons
with
disabilities,
structural
resilience
against
floods
and
landslides
and
private
Development.
N
Building
safety
systems
in
cases
of
emergency
for
our
public
and
for
our
First
Responders
and
the
ability
to
bring
structures
that
are
out
of
compliance
into
compliance
and
I
do
also
want
to
thank
Council
for
their
advocacy
to
increase
funding
for
much
needed
demolitions.
There's
a
lot
of
unsafe
structures.
N
N
This
is
our
good
old
organizational
chart
that
we
show
each
year.
Very
briefly.
Pli
has
three
divisions:
a
Construction
Division,
an
Administration
and
Licensing
Division,
and
a
code
enforcement
division.
Pli
is
responsible
for
the
administration
enforcement
of
the
building
codes,
the
property
maintenance
code,
and
we
also
enforce
the
zoning
code.
On
behalf
of
our
our
sister
agency,
City
Planning.
N
We
have
over
90
positions
in
pli,
moving
to
over
100
positions
in
pli,
hopefully,
and
all
of
our
positions
work
in
support
of
our
mission
to
improve
the
built
environment
and
carrying
out
that
mission
requires
having
a
robust
construction,
permitting
team
to
enforce
the
construction
code
requirements
for
our
safety
in
a
robust
code
enforcement
operation
team
to
issue
citations
and
get
to
compliance
for
structures
to
meet
those
minimum
safety
standards.
We
pride
ourselves
on
our
technical
knowledge
in
the
building
codes
and
code
enforcement.
N
Nearly
every
employee
that
you
see
on
that
chart
has
passed
examinations
to
onboard
into
the
department
and
we
are
obligated
to
obtain
continuing
education
to
maintain
those
certifications
and
our
expertise
and
pli
staff
are
highly
qualified
and
they
are
hard-working
public
servants
for
the
city
to
talk
a
little
bit
about
our
code
enforcement
division.
That
includes
the
inspectors
who
enforce
the
property
maintenance
code
and
the
zoning
code.
N
That
division
also
includes
our
fire
and
life
safety
inspection
unit,
who
inspect
High
occupancy
structures
and
ensure
that
the
annual
and
quarterly
maintenance
and
testing
requirements
for
Fire
and
Life
Safety
Systems
are
met.
That
division
also
includes
our
vacant
property
inspectors
who
respond
to
condemnable
vacant
and
abandoned
buildings.
Vacant
property
inspectors,
work
to
continuously
monitor
condemn
buildings
in
the
city,
and
they
help
identify
structures
eligible
for
city-funded
demolition
or,
as
pli
is
responsible
for
demolishing
eminently
dangerous
and
unsafe
structures
is
a
matter
of
public
safety.
N
In
the
last
year,
from
November
2021,
through
October
31st
2022
pli
received
over
19
000
complaints
routed
through
3-1-1
3-1-1
to
this
code
enforcement
division.
In
addition,
pli
code
enforcement
inspectors
self-initiated
over
6
000
cases
of
violations,
while
they
were
working
out
in
their
warrants
for
violations
that
they
saw
going
about
their
their
day.
Those
complaints
translate
to
over
48
000
inspections
through
the
standard
code
enforcement
process.
When
our
code
enforcement
team
receives
a
complaint
and
conducts
an
inspection,
61
percent
of
the
time,
a
violation
is
issued.
N
I
think
it's
important
to
note
and
I
reiterate
this
often
that
inspectors
do
have
limitations.
We
need
to
ensure
that
we
have
proper
right
of
entry
and
we're
not
intruding
on
anyone's
Fourth
Amendment
rights,
so
we
have
to
gain
entry
with
the
authorization
of
the
owner
or
the
tenant,
or
the
violation
has
to
be
viewable
from
a
public
right
away.
N
Etc
of
those
inspections
that
results
in
violation
58
of
the
time
the
violations
are
corrected
or
abated
before
we
get
to
court
and
then
an
additional
32
percent
are
abated
after
we
get
to
court.
So
typically,
the
code
enforcement
process
compels
owners
to
get
to
abatement,
which
is
what
we
want.
We
want
to
raise
the
safety
standard.
N
Those
10
percent
of
cases
that
remain
open
or
unabated
are
a
really
difficult
this.
They
can
be
what
we
call
dead
end
cases
where
we
find
the
owner
or
the
responsible
agent
is
deceased.
We
have
to
pull
those
off
of
that
code
enforcement
cyclist.
They
could
be
owners
that
want
to
do
the
right
thing
and
they
are
just
struggling
and
working
to
get
resources
to
come
into
compliance,
and
then
there
are
some
cases
that
are
indeed
Bad
actors
and
nuisance
properties.
N
We've
seen
a
lot
of
great
Partnerships
in
the
last
year
in
the
last
several
months
to
help
us
through
those
difficult
cases,
both
from
the
office
of
community
health
and
safety,
who
have
helped
us
connect,
tenants
and
owners
to
social
workers,
to
connect
them
to
Mental,
Health
Resources
and
also
through
the
Law
Department.
Who
has
helped
us
prosecute
Bad
actors
more
effectively.
N
Turning
back
to
condemned
buildings
for
a
moment,
there's
over
1800
condemned
properties
in
the
city
of
Pittsburgh-
and
you
can
see
here
spatially
where
they're
located
condemnation,
means
that
there's
conditions
in
that
structure
that
they're
unfit
for
human
occupancy
eight
over
eighteen
hundred
again
the
condemnation
means
unfit
for
human
occupancy
that
could
be
not
having
water
service
or
it
could
be
catastrophic.
Fire
pli
is
responsible
for
demolishing
and
in
2020
we
adopted
a
scoring
system
to
continually
assess
condemned
structures
and
appropriately
anticipate
the
need
for
demolition.
N
But
what
we
found
through
our
is
that
our
staffing
complement
of
three
vacant
property
inspectors
is
not
sufficient
for
annually
scoring
condemned
properties
with
the
rigor
that
we've
built.
So
in
2022
we
were
only
able
to
perform
inspections,
inspections
scores
for
Condemned
buildings
on
a
little
over
a
thousand
condemned
properties.
So
we
are
seeking
to
modify
the
code
enforcement
division
to
better
assess
condemn
properties
in
the
2023
budget
and
we're
asking
all
code
enforcement
inspectors
to
perform
condemn
Building
Inspections,
rather
than
segregating
out
those
code
citations
from
the
property
maintenance
code
that
we
enforce.
N
E
H
N
Deconstruction
in
2021
Council
passed
legislation
asking
pli
to
perform
a
pilot
program
to
complete
deconstruction
demolition
on
city-owned
properties.
That
program
is
also
managed
by
the
code
enforcement
division.
Deconstruction
is
that
demolition
process,
where
you
take
out
elements
of
the
structure
with
the
intent
to
reuse
or
recycle
them
and
pli,
is
working
with
Construction
Junction
right
now
on
the
demolition
of
two
city-owned
condemned
properties
that
are
occurring
and
we're
focusing
on
the
ReUse
of
brick.
H
All
of
all
of
the
construction
supply
costs
have
gone
up
so
much
so
I
I
think
the
brick.
You
know
we
during
the
pandemic.
It
was
Lumber
right,
everybody
was
in
short
supply
and
you
know,
prices
went
Sky
High,
but
Rick
is
similarly
very
expensive
right.
So
are
you
actually
getting
money
or
is
the
city
getting
money
or
just
giving
away
the
brick.
H
N
You
thank
you,
yeah,
we're
about
to
find
out.
So
that's
the
purpose
of
the
pilot
on
the
lead
safety
front.
Last
year,
the
code
enforcement
division
played
a
key
role
in
enacting
and
enforcing
the
2021
LED
safety
law,
which
was
a
sweeping
ordinance
that
addressed
unsafe
conditions
due
to
lead-based
paint
hazards.
N
The
inspectors
in
the
code
enforcement
division
obtained
an
EPA
lead
dust,
wipe
technician,
certification
to
appropriately
identify
lead
hazards,
pli,
configured
and
rolled
out
a
child
occupied
facility
registry
in
2022,
as
required
by
the
lead
safety
law,
and
we
are
working
with
over
400
Child
Care
Facilities
to
register
with
pli
by
the
December
31st
2022
deadline
following
registration.
Our
code
enforcement
inspectors
perform
the
lead
dust
wipe
test
and
ensure
that
child
care
facilities
that
are
subject
to
the
ordinance
are
indeed
LED
safe.
N
Those
same
pli
code
enforcement
inspectors
have
also
begun
performing
the
lead
dust,
wipe
inspection
on
city-owned
facilities
that
are
open
to
children
to
ensure
that
cities
facilities
are
LED
safe
in
partnership
with
our
Department
of
Public.
Works
Eli
also
updated
our
city-funded
demolition
requirements
in
2022
to
ensure
that
the
city
demolitions
occur
in
a
lead-safe
manner.
N
Okay,
all
right.
Moving
on
to
our
Administration
and
Licensing
unit.
That
unit
really
supports
the
functions
of
the
full
Department.
Our
clerical
staff
work
to
send
out
violation
letters
to
ensure
proper
legal
noticing
to
owners
that
have
code
violations
at
their
properties.
They
also
send
out
licensing
reminders.
They
maintain
our
departmental
records.
They
respond
to
hundreds
of
right
to
know,
requests
each
year.
They
handle
Court
scheduling
for
the
department
and
they
perform
permit
Revenue
collection
work.
N
We
also
have
some
non-union
roles
in
this
division
that
support
our
technology
efforts
and
systems,
ongoing
record
retention
projects,
Personnel
equipment
needs
and
then
continuing
education
management.
This
unit
has
been
key
in
helping
the
department
digitize
our
Legacy
documents,
so
we
can
truly
be
a
paperless
Department
in
the
budget.
We
have
respectfully
requested
additions
to
the
administration
unit,
including
an
administrator
2,
and
an
accounting
technician
position
to
have
appropriate
Staffing
levels
to
support
pli's
growing
staff
and
this
ongoing
work.
N
N
The
licensing
and
administration
unit
also
includes
two
key
positions:
a
project
coordinator
and
Data
Solutions
architect,
who
provide
Technology
support
improvements
to
our
One
Stop
PGH,
permitting
system.
Plis
is
asking
for
parity
increases
to
these
roles
in
2023
to
re,
expand
the
responsibilities
and
improve
support
to
the
permitting
system.
In
the
last
year,
those
positions
were
responsible
for
configuring
and
rolling
out
system
requirements
so
that
pli
could
launch
the
new
storm
water
permit.
N
Because
of
our
deep
knowledge
and
use
of
the
permitting
system,
we
have
been
able
to
successfully
support
customers
and
our
staff
to
improve
day-to-day
functions
and
workflows
and
reports
in
2023.
Those
roles
will
be
responsible
for
rolling
out
a
continuation
of
improvements
on
our
roadmap
in
coordination
with
Chief
chintalapally.
N
Our
licensing
and
administration
unit
also
includes
application
technicians
who
serve
as
the
Public's
first
point
of
contact
and
customer
service
for
pli.
They
pass
a
permit
technician
test
in
order
to
onboard
into
their
positions.
Here
you
can
see
our
application
statistics.
In
the
last
year,
pli
application
technicians
are
responsible
for
checking
applications
for
completeness
and
ensuring
that
they've
met
requirements
in
order
to
issue
licenses
and
registrations,
and
they
perform
those
completeness
checks
on
construction
and
development
applications
before
they
get
reviewed
by
pli
plans,
examiners
or
DCP
reviewers.
N
So
they
are
responsible
for
issuing
permits
as
well
once
they're
approved
and
fully
paid
for
this
group
has
performed
almost
48
000
application
actions
in
the
last
year
on
behalf
of
both
pli
and
DCP,
and
they
take
in
thousands
of
customer
calls
and
chats
annually.
We're
looking
to
add
one
additional
team
lead
position
in
2023
to
this
unit,
as
we
continue
to
work
to
improve
our
customer
service
skills
and
provide
customers
with
holistic
guidance
to
get
through
the
development
process.
At
the
time
of
application.
N
On
the
plan
review
front,
yet
again,
we
see
improvements
to
our
construction
plan
review
times.
Plan
review
is
that
part
of
the
permitting
process
where
our
in-house
Architects
our
Engineers
review
construction
drawings
to
make
sure
that
they
conform
with
the
construction
code.
The
volume
of
reviews
has
remained
relatively
stable
over
the
years
at
about
10
000
reviews
we've
committed
to
service
level
agreements
with
our
customers
so
that
they
can
depend
on
a
complete
review
consistently
on
time.
N
By
and
large,
we
provide
that
initial
response,
almost
two
working
weeks
faster
for
both
residential
and
Commercial
customers.
In
March
of
2022,
we
launched
an
accelerated
plan
review
program.
This
program
allows
customers
to
pay
an
extra
fee
for
pli
to
complete
plan
review
outside
of
normal
business
hours
during
voluntary
overtime.
N
and
then
in
October
of
2022.
So,
just
last
month
we
launched
a
new
plan
review
meeting
program
to
allow
applicants
to
meet
with
pli
plan
reviewers
prior
to
the
submission
of
a
process
of
a
project.
Excuse
me
to
help
ensure
a
successful
application
that
meeting
opportunity
has
been
long
requested
by
customers
for
a
very
long
time
and
we're
happy
to
be
in
a
position
to
offer
that
new
service.
N
N
In
the
construction
inspection
world,
the
the
busiest
staff
that
we
have
in
a
year
time
frame,
our
construction
inspector
has
completed
over
32
000
construction
inspections.
In
addition
to
the
scheduled
inspections
that
our
request,
our
customers
requests.
They
also
performed
inspections
related
to
code
violations
related
to
the
construction
code.
N
I
N
Right,
commercial
customers
are
savvier
power
users
of
our
One-Stop
PGH
program
and
they
typically
book
Out
Inspections
and
push
residential
customers
down
the
queue
for
inspection.
Residential
customers
have
requested
more
guidance
and
typically
need
assistance,
closing
out
projects,
and
we
want
residential
customers
to
receive
quicker
inspection
services
and
not
wait
in
line
behind
commercial
projects.
N
With
the
addition
of
the
new
unit,
pli
is
also
looking
to
launch
a
virtual
inspection
program
in
2023
for
minor
alteration.
Residential
work
inspectors
would
rely
on
remote
video
access
provided
to
the
residential
customer
to
perform
the
required
inspections.
The
program
will
allow
inspectors
to
perform
increased
volume
of
inspections
due
to
the
elimination
of
travel
time
and
for
homeowners
who
self-perform
renovation
work.
The
virtual
inspection
program
gives
greater
flexibility
to
schedule
and
close
out
jobs.
N
N
Related
to
licensing
or
excuse
me
related
to
the
permit
process.
Pli
also
runs
a
licensing
program
to
ensure
that
permits
are
obtained
by
contractors
and
trade
license
holders
who
are
qualified
and
connected
to
businesses
that
pay
their
city
taxes
and
have
proper
insurances
to
work.
In
the
city
we
see
a
steady
population
of
about
900,
General,
Contractors
licensed
in
the
city
and
a
consistent
number
of
trade
license
holders
each
year
following
the
passage
of
the
lead
safety
law
that
I
spoke
about
earlier.
N
General
contractors
are
now
also
required
to
obtain
the
EPA
renovation
repair
and
painting
certification
to
ensure
that
construction
is
happening
in
a
lead-safe
manner.
Pli
did
work
with
women
for
a
healthy
environment
in
our
OMB
team
to
provide
low-cost
trainings
to
General
Contractors.
So
far,
367
contractors
have
completed
the
trainings
since
May.
We
have
an
additional
62
that
are
scheduled
to
get
that
training
the
next
two
months.
N
N
N
When
we
look
at
the
reported
value
of
construction
of
permitted
jobs
in
the
city,
we
see
a
similar
Trend.
We
had
1.2
billion
dollars
of
permitted
work
in
newly
issued
permits
in
2021,
and
we
project
that
we're
just
going
to
get
over
the
1.4
billion
Mark
by
this
year's
end.
When
all
this
new
work,
when
all
this
new
work
meets
the
standards
and
the
code
requirements
that
pli
enforces,
it
improves
our
quality
of
the
built
environment
and
again,
that
means
improved
Energy,
Efficiency,
accessibility,
resiliency
and
safety.
H
H
With
paper
piled
up
to
the
ceiling
like
I,
went
and
kind
of
just
stood
there
for
about
20
minutes
and
just
watched
everybody
and
then
so.
We
started
kind
of
like
where
we
were
in
time
and
every
new
application
was
done
digitally,
but
there
was
no
retrospective
digitization.
So
now
we've
accomplished
that.
So
how
far
back
have
you
gone?.
N
So
we
have
scanned
all
of
our
licensing
documents
for
getting
through
permitting
there's
old,
permitting
papers
that
are
housed
in
boxes
that
we're
still
getting
through
and
I
will
be
frank.
The
the
categorization
of
those
is
the
unclear
you
sort
of
have
to
open
the
box
and
find
out
what's
in
there,
attempt
to
know
I'll
also
note
that
a
lot
of
things
are
hand
written.
N
It
exactly
so
that
if
it
goes
into
on
base
we've,
given
it
an
address-
and
now
you
can
search
by
that
address
so
I
can't
tell
you
exactly
how
far
back
we've
gone,
because
it's
sort
of
scattered
throughout
whatever
boxes
were
available
to
us
as
we
move
things
around
but
yeah
we
are
getting
through
it.
It's
a
very
big
project,
so.
H
That
we're
able
to
see
as
a
council
just
kind
of
like
how
much
more
pla
is
doing
and
up
until
this
point,
there's
been
almost
no
increase
in
Staffing.
For
each
of
this
function,
so
I
mean
I.
Think
at
one
point
I
remember
it.
It
haven't
gone
up
the
workload
of
like
five
thousand
percent
and
I
just
want
to
note
that
you
are
your
department
is
taking
on
more
City
functions.
It
feels
like
every
year.
H
You
know
you
can
continue
to
streamline
and
meet
goals
for
reducing
plan
review
time,
which
has
been
a
complaint
and
I
I've
been
wishing.
We
would
create
a
kind
of
accelerated
track,
but,
as
you
know,
I
put
it
in
my
one
of
my
resolutions
for
reporting
back
I
think
on
the
possibility
of
Expediting
reviews
for
something
like
accessory
dwelling
units
and
you
and
I
have
talked
about
it
before
for
kind
of
like
concierge,
for
small
businesses
or
help
desk.
H
So,
while
I
understand
that
for
our
city
Revenue,
we
always
lean
on
pli
to
cost
out
and
match
the
fees
to
the
work,
I
think
we're
being
inequitable
in
charging
only
having
accelerated
review
for
a
higher
fee.
So
one
of
the
other
things
I've
asked
the
director
about
over
the
years
is
kind
of
like
you
know,
if
I
I
have
so
many
small
businesses
in
my
district,
that
I
get
a
lot
of
complaints,
especially
for
women-owned
businesses.
H
No
I
have
a
lot
more
women
doing
businesses
than
any
other
city.
Council
District,
but
I've
wondered
if
there's
a
way
in
that
our
systems
are
set
up
so
that
they
are
not
inclusive
by
race
or
by
gender,
and
so
we've
talked
about
the
before
we've
even
tried
to
do
some
limited
studies
that
haven't
been
able
to
really
kind
of
I
think
dig
into
the
data
adequately.
H
If
we've
created
this
system
and
we
meaning
city
council
right,
we've
allowed
that
to
to
be
our
system,
then
we
need
to
address
it,
and
so
I
would
like
to
maybe
I
know
it's.
It
has
budgetary
impact
to
say
like
well.
That
should
be
the
lower
cost
desk
for
people
who
have
less
ability
to
pay,
but
I'd
love
to
have
that
conversation,
I,
don't
know
and
I
don't
expect
you
to
have
the
numbers
on
the
spot.
But
you
know,
if
you
just
happen
to
know
numbers
that
would
be.
N
Yeah
I
think
it's
a
good
point.
I
think
the
one
distinction
I'd
want
to
make
is
that
the
the
fee
for
the
permit
is
indeed
a
barrier
but
I
think
the
fee
for
getting
the
expertise
is
a
bigger
barrier,
so
the
The
Architects
and
the
engineers
and
the
folks
that
are
creating
the
construction
drawings
are
going
to
the
Planning
Commission
or
doing
that
work.
I
think
that
programmatic
Gap
is
a
harder
issue
to
get
your
arms
around,
but
I
think
the
issue
that
would
help
small
businesses
get
through
the
process.
N
But
we've
asked
for
in
our
budget
this
year
is
to
have
our
additional
permitting
supervisors
work
to
construction
project,
manage
to
get
a
completed
or
approved
permit
to
completion.
What
we
find
is
that
people
stumble
they
they
get
their
architecture,
their
engineer.
They
submit
the
drawings
and
they
didn't
realize
that
they
also
needed
an
electrical
permit.
Then
they
didn't
realize
that
they
needed
to
request
the
inspection
before
they
got.
The
final
inspection.
N
We're
hoping
this
position
to
do
is
to
do
check-ins
constantly
and
make
sure
that
the
order
of
operations
in
the
sequence
are
appropriate
so
that
we
can
close
out
projects
in
an
appropriate
manner.
I
do
agree
with
you
that
there's
there
is
a
barrier
to
the
cost.
Accelerated
review
right
now
is
is
a
luxury
right.
It's.
It
is
overtime,
work
for
our
reviewers
who,
right
now,
during
the
work
day,
it's
first
in
first
out
and
but
I
think
there's
there's
room
to
talk
about
a
different
process
to
elevate
and
assist
projects
just.
H
For
the
listener
and
for
Council
Members,
you
know
what
the
stories
in
my
mind,
aren't
you
know
a
300
unit
apartment
building,
it's
it's,
you
know
a
shopkeeper
who's
trying
to
put
in
you
know
a
cooking
surface
just
to
like
heat
and
serve
tea
or
a
front
door.
You
know
the
kind
of
barrier
front
door
barrier
for
Ada
access
or
you
know
a
a
building.
You
know
a
small
commercial
building
owner
who
wanted
to
rent
that
apartment
upstairs.
But
now
is
there
a
firewall?
Is
there
an
escape?
H
Is
there
again
there's
the
electrical?
What
sequencing
and
so
they're
not
massive
projects?
Some
of
them
are
very
minor,
but
they
still
are
a
new
construction
project
and
we
have
to
have
safety
review,
but
the
sequencing.
It's
not
like
one
person
is
with
you
from
the
city
through
the
life
of
your
project.
You
have,
as
you
noted,
probably
10
touches
between
people
and
that
you've
got
to
have
that
expertise
at
carrying
you
through,
so
so.
H
You
know
they
still
look
like
little
historic
buildings,
but
we
know
that
they're
controlled
by
a
single
interest.
So
it's
something
that
we
want
to
make
sure
that
we're
not
disempowering
our
citizens
to
kind
of
maintain
control
and
ownership
of
their
own
neighborhood.
So,
and
thank
you
for
for
continuing
that
conversation
and
seeing
how
we
can
close
that
Equity
Gap.
H
Another
question
that
I
have
to
ask
because
I've
had
on
it,
doesn't
really
so
indulging
me
here.
Council
members,
it's
not
super.
It
is
kind
of
relevant
to
a
budget
discussion,
but
I
have
a
a
prop,
a
large
commercial
apartment
operator
in
my
district
who's,
creating
a
pattern
of
being
a
bad
actor
right.
Multiple
violations,
multiple
properties,
now
safety
hazards
and
the
director
has
been
really
really
responsive.
H
You
just
indulge
me
a
little
bit
here
because,
like
it's
hard
to
suss
out
in
a
budget
conversation
but
like,
where
does
that
fit,
and
how
are
we
resourcing
that
safety
function
again,
acknowledging
that
nine
years
ago,
when
I
got
here
eight
years
ago,
on
my
first
budget
season,
there
were
far
fewer
constructions
objects
happening
anywhere
in
the
city
right,
and
so
we
didn't
have
to
ask
that
question,
but
now
that
there
really
still
is,
as
you
say,
a
pretty
consistently
high
level
of
new
construction.
This
is
like
a
relatively
new
problem.
H
N
N
H
Time
yeah
it
just
recurs
to
me
again
and
I.
Won't
you
know
we
can
continue
this
in
another
conversation,
but
we've
put
policies
in
place
here
at
Council
for
people
who
were
like
going
for
their
contractors
permit.
But
if
we
find
that
they
are
dumping
constantly
illegal
on
our
hillsides,
they
don't
get
to
have
that
permit
or
let's
say
they
violate
the
lead
ordinance
repeatedly
right.
Then
they
have
a
different
barrier
to
their
licensing.
H
It
is
slightly
different
and
I'm
sure
it's
in
a
different
part
of
code,
but
it
makes
me
wonder,
but
should
we
be
looking
and
seeing
if
this
is
something
that
needs
our
attention
so
again,
yeah
I
don't
want
to
take
up
with
these
are
long
budget
hearings.
But
thank
you
for
for
answering
the
question.
I
think
that's
all
I
have
Mr
chair.
Thank
you.
A
Thank
you,
Mr,
chair,
I,
will
follow
up
on
councilwoman
gross's
question
about
the
the
improvements
that
have
already
been
made
and
the
improvements
that
I
think
will
be
made
further.
After
you
have
say,
additional
construction
supervisors
splitting
out
the
residential
inspection
unit
from
others
right,
but
the
whole
idea
that
we
have
someone
taking
you
know
helping
whether
it's
a
residential
customer
who
is
seeking
construction
permits
or
needing
a
plan
review
to
from
Soup
To
Nuts
to
the
very
end
means
I
think
is
going
to
make
a
huge
difference.
A
A
N
No,
that's
a
great
question.
I
think
that
in
our
conversations
with
director
Abrams
and
with
Chief
gentilopoly,
we
all
recognize
that
there's
a
need
for
touch
points
at
every
step
of
the
application
to
get
a
full
and
comprehensive
application
into
the
system.
That
includes
at
the
time
of
intake
through
the
construction
project
management.
Ultimately,
pli
is
not
issuing
that
certificate
of
occupancy
until
all
of
our
requirements
and
our
sister
Department
requirements
are
met.
A
Yeah
and
something
I'll
raise
when
I
think
the
mayor's
team
is
here
as
well,
because
it
just
you
know
you
only
have
you
can
only
control
so
much
right.
You
can
work
with
the
other
departments,
but
whether
it's
planning,
whether
it's
Domi,
whether
it's
pwsa
right
You,
can
only
control
your
own
department.
So
I'd
like
to
raise
that
question
with
the
mayor's
office
too,
to
see
if
it's
worth
exploring,
perhaps
not
for
this
next
year's
budget,
but
perhaps
for
the
future
Year's
budget,
even
a
a
a
position
that
cuts
across
all
these
departments.
A
Do
you
think
that
that
would
I
don't
want
to
ask
a
leading
question
but
I'm
going
to
because
I'm
just
very
curious
at
this
point
like
do
you
think
that
that
would
help,
or
do
you
think?
Actually
it
would
be
helpful
if
every
department
just
had
its
own
equivalent
to
the
construction
supervisor
position
exactly.
A
A
The
other
position
that
I'm
curious
about
that
I,
don't
see
here
and
I'm
wondering
your
thoughts
on
it.
I
mean
you
are
incredibly
responsive.
Your
staff
is
incredibly
responsive.
That
said,
I
don't
necessarily
see
someone
who's,
not
you
being
able
to
be
out
in
the
field.
You
know
educating
Community
groups
about
all
the
tools
that
you
have.
A
N
That's
a
great
question:
we
talked
about
this
a
lot
I
have
to
say
that
I
really
appreciate
Rebecca
Ronaldo's,
Neighborhood,
Services
team
and
the
communications
press
secretary,
Montano
all
the
help
and
support
and
work
that
they've
done
to
understand,
pli
and
Rebecca,
and
her
team
to
inform
residents
when
they
reach
out
what
pli
does,
and
so
the
move
of
the
3-1-1
system
to
Neighborhood,
Services
I
think
is
helpful
in
educating
residents
about
what
pli
does
you're
filing
a
complaint.
Here's
what's
going
to
happen
and
they've
been
really
great.
A
A
Office
and
that's
you
know
so
I'm
really
glad
to
hear
that.
Okay,
how
does
the
interaction
with
OC
with
the
office
of
community
health
and
safety
typically
work?
Everyone
I'm
imagining
three
on
one,
it's
routed
to
you,
but
then
maybe
one
of
your
inspectors
recognizes
that
maybe
pulling
an
ochs
would
help.
Does
that
work,
yeah.
N
A
hoarding
situation,
I'm
really
worried
about
this
I've
been
out
there
so
many
times,
and
the
supervisor
is
connecting
with
me
and
I'm,
connecting
with
ochs
you're
someone
who
could
show
up
to
court.
Is
there
someone
who
can
go
to
this
house
and
they
have
an
intake
process
because
they
have
their
own
sort
of
set
of
rules
and
requirements
to
use
their
their
limited
services.
But
in
the
instances
where
we
have
used
their
services,
we've
had
some
really
great
interactions
and
success.
N
So
it's
been
a
really
new,
but
wonderful
partnership
and
I
really
would
love
to
see
their
team
grow
in
the
way
that
they
support
pli,
because
that
is
a
huge
stressor
for
inspectors.
Right
they're
there
to
issue
violations
and
get
folks
do
compliance,
but
for
someone
who
is
experiencing
a
mental
health
crisis,
they're
not
equipped
to
handle
that
crisis
and
they
need
support
and
they've
provided
really
wonderful
support.
A
I,
don't
think
people
from
in
the
general
public
necessarily
think
about
that,
because
you
know
the
media
largely
covers
well,
it's
not
in
a
say:
Public,
Safety
officers,
role,
police
officer's
role
to
dress
any
underlying
trauma
or
public
or
mental
health
concerns.
In
any
case,
in
any
specific
case,
at
that
respondents
wise
inspectors,
right
pli
inspectors
are
not
necessarily
trained.
Nor
is
it
their
job
position
to
to
do
that.
So
I'm
I'm
also
very
grateful
to
ochs
and
and
glad
to
see
that
they're
expanding
I
don't
have
any
further
questions.
A
I
just
have
to
thank
you
and
your
team
for
all
the
work
that
you
do
and
like
I
mentioned
before.
Not
only
are
you
credibly
responsive,
but
you
always
get
back
to
me
with
exactly
the
level
of
detail
that
I
need
to
serve
and
my
office
needs
to
serve
our
residents
and
constituents
and
I
just
have
to
compliment
you
on
the
implementation
of
the
lead
safety
law
that
you
know.
Initially,
we
had
thought
that
we
would
have
to
convene
a
whole
working
group
to
help
nudge
on
implementation,
because
we
know
how
everything
you
know.
A
It's
easy
for
things
to
get
buried
and
we
haven't
had
to
do
that
once
because
you
have
just
taken
the
reins
and
run
with
it
and
and
implemented
it
and
and
held
to
your
own
deadlines
in
our
own
deadline.
So
thank
you
for
all
the
work
you've
done
so
far
and
you
know
fingers
crossed
as
soon
as
we
can
Implement
and
take
action
on
rental
registration.
Then
we'll
fully
be
able
to
implement
that
that
piece
of
it
and
really
make
some
differences
in
people's
lives.
So
and
thank
you.
G
Yep,
thank
you.
Mr,
chair
just
to
piggyback
on
councilwoman
strasbarger
you're,
the
most
responsive
director.
We
have
okay,
I've,
you
always
are
responsive
to
me.
You
get
back
to
me
quickly
in
most
cases
whether
it's
somebody
building
a
deck
or
you
know
somebody
building
a
skyscraper.
They
need
to
know
they
want
to
know
right
away.
So
I
commend
you
for
that
that
and
that
to
me
is
so
important
out
of
it.
G
Just
start
with
a
few
things
the
occupy
the
number
one
calls
I
get
in
my
office
are
occupancy
permits.
I
can't
get
the
occupancy
permit.
No,
they
just
touched
on
something.
For
me.
You
said
you
have
to
wait
for
all
other
departments
to
be
satisfied
or
complete.
Is
that
why
I'm
getting
all
the
calls
on
occupancy
pyramids
I
mean
what
what
is
it
I
mean?
Why
is
it
occupancy
works
I'm,
trying
to
figure
out.
N
We
are
inspecting
for
construction
code
conformance
and
then
zoning
code
conformance
as
well
and
yeah.
We
you're
not
going
to
issue
that
certificate
of
occupancy
until
all
those
obligations
are
met,
so
I
think
in
the
inspector
out
in
the
field
is,
is
you
know
they
have
their
checklist
and
they're
saying?
Have
these
things
been
met
and
if
they
haven't,
we
can't
move
forward
in
that
process.
Well,.
G
N
Just
to
be
clear,
so
you
know
in
the
zoning
and
development
review
application.
They've
said
this
is
what
we've
approved
and
then
our
expectation,
our
inspector's
expectation,
is
yes
indeed,
that
actually
happened
out
in
the
field.
You've
met
that
requirement,
so
we're
not
necessarily
waiting
for
the
Department
we're
waiting
for
the
applicant,
the
permit
holder
to
do
their
part
and.
G
F
E
F
G
Right,
you
know
the
most
frustrating
thing
is
to
me
when
somebody
lets
their
grass
grow
High.
You
know
we
have
these
LLCs,
they
own
properties
throughout
my
district
I
think
they
buy
them
and
they
figure
well
they're,
going
to
be
worth
something
someday,
they're,
not
worried
about
the
upkeep
right
now.
You
know
they're
worried
about
cashing
in
in
five
years
when
carrick's
property
values
go
through
the
roof.
In
the
meantime
they
let
it
deteriorate
we
get
on
them,
we
find
them.
You
know
we
do
our
due
diligence,
but
typically
we
don't
half
of
them.
G
We
don't
I,
don't
think
they
get
their
citations.
I
think
some
are.
You
know,
they're
everywhere
from
Israel
to
China
who
own
these
properties,
whether
it's
an
LLC
or
a
private.
You
know
business,
but
so
that's
very
frustrating
to
me.
I
will
tell
you
I,
don't
know
how
we
can
streamline
that
to
try
to
you,
know,
be
more
effective
and
have
them
bring
their,
whether
it's
just
to
cut
the
grass
or
broken
windows
or
things
of
that
nature.
But
you
know
I
I,
I'll
tell
you
this.
G
The
the
only
effective
way
I
found
out
was
through
accident.
We
had
condemned
the
place
and
I
had
somebody
who
knew
that
owner
and
I
just
whispered
to
that
person,
which
is
true
I,
said
when
that
place
becomes
unsafe,
we're
knocking
it
down.
Okay,
Boom
the
next
day
the
place
was
like
on
the
market
sold.
They
didn't
want
to
lose
their
problem
because
it's
their
value,
they're,
losing
you
know,
half
of
more
than
half
the
value
of
their.
G
N
So
our
score
is
from
zero
to
sixty
things
that
are
over,
like
40
are
ones
that
we
identify
for
demolition
to
your
sort
of
earlier
point.
The
rental
registration
ordinance
does
address
some
elements
of
your
concern,
and
that
includes
having
a
local
responsible
agent
that
we
can
take
to
court
and
who
can
be
responsible
for
addressing
the
violations
that
we've
issued
at
their
property,
but
we're,
you
know
sure.
G
Sure,
okay,
let's
get
into
the
licensing
State
versus
City,
you
know
I
know
I'm.
A
general
contractor
I
have
to
be
licensed
with
the
city,
because
I
have
three
license
with
the
state.
What's
the
difference
in
criteria
there
I
mean
why?
Why
can't
we
just
look
at
the
state
and
say
you
know
what
he
meets.
All
the
he's.
Insured
he's
got
his
necessary
documents
and
things
of
that
nature.
Why
is
there
a
separate,
City
versus
state
license?
That's.
N
The
General
Contractor
License
is
for
commercial
folks
as
well
right,
so
I'm
not
sure
how
much
you
cross
from
residential
to
commercial
in
your
work,
but
certainly
all
the
general
contractors
that
are
working
on
Commercial
work,
which
is
everything
that's
not
a
single
or
two
family.
They
need
that
General
Contractor
License.
The
other
thing
is
the
difference
in
Insurance
limits
so
that
HIC
license
insurance
is
much
lower
because
it
is
just
for
residential
work
than
the
General
Contractor
License,
which
is
a
little
bit
higher
again
you're
working
on
professional
buildings
right.
G
Gotcha
lead
safety,
training
class.
You
know
I'm
a
big
Advocate,
you
know,
of
course
you
know,
I
want
everybody
to
be
educated
on
it,
but
you
had
said
there
was
900
registered
general
contractors
in
the
city
of
Pittsburgh
that
work
within
the
city
of
Pittsburgh
I.
Guess
right,
correct,
not
in
the
city
of
Pittsburgh.
At.
N
G
Work
in
the
city
of
Pittsburgh,
okay,
367
have
taken
that
class
since
May
I
am
one
that
is
scheduled
to
take
in
next
month.
I
think
yeah
next
month.
I
think
this
this
month
actually
end
of
this
month
on
computer
class
yeah
that
in
computer
classes
that's
right.
No,
no!
You
know,
of
course,
I
want.
You
know,
lead
safety
is
very
important.
I'm,
not
degrading
that
okay
I
know
it's
high
level
importance.
G
N
G
G
I
will
say
this:
you
know
when
we
got
there.
I
got
the
initial
card
in
the
I
was
like
a
five
by
three
by
five
or
by
six
card
yeah
right
right
and
then
it
said
you
know
there
was
no,
and-
and
this
is
just
a
concern
of
mine
and
I'm,
looking
at
your
numbers,
367
and
with
900
general
contractors,
it
was
like
very
tiny
number.
One
and
I
think
it
said
something
like
you
know
we're
offering
this.
You
know
and
if
you're
offering
it
that's
great,
it
didn't
say
we're
requiring
it
now.
G
I,
knowing
whether
I
work
here
is
required
had
I
not
taken
this
job
on
I
would
have
saw
that
and
been
like
you're
offering
it.
Well.
That's
great
I
appreciate
that,
but
I
knew
what
that
is,
and
you
know
what
it
encompasses
and
you
know
how
to
dispose
of
it
properly,
so
I
wouldn't
have
taken
you
up
on
that.
I
would
have
been.
Thank
you,
but
no
thanks,
especially
knowing
it's
a
nine
hour
course,
and
we
had
talked
about
that
with
the
lead
people
and
I
thought
they
said.
G
Oh
we're
going
to
try
to
split
it
between
two
days.
Two
four
hours
yeah
either
way
to
take
somebody
who
works
for
themselves
out
of
the
field
as
important
as
lead
safety
issues.
Are
it
costs
138
dollars,
I?
Think
for
me
to
go
there,
but
that's
not
it.
The
cost
is
really
and
if
I
were
still
active
out
there,
like
I
used
to
be
I,
can't
even
put
a
number
on
it.
You
know
to
take
me
out
of
the
field
for
a
whole
day
so
and
I've
been
getting
kind
of
promotional.
G
N
That's
a
great
point
point
taken:
we
can
sort
of
change
our
Outreach
on
that
it
is
the
slower
season
right.
There's
construction
will
be
slower
in
the
winter.
We
would
like
for
as
many
people
to
take
it
during
the
winter
season
as
possible.
So
I
think
it's
a
good
idea
to
do
a
renewed
Outreach
effort
remind
folks
that
is
indeed
required
and
not
just
offered
I.
G
F
G
G
G
F
G
I
think
you're
gonna
have
to
provide
those
classes
ongoing.
Because
again
somebody
like
me
I,
don't
pay
attention
to
something
from
the
city
of
Pittsburgh.
Had
I
not
worked
there
I
should
say,
and
I
would
have
just
gone
right
in
my
garbage.
Can
I
will
tell
you
until
I
realized
when
I
went
to
apply
for
a
permit.
I
got
notice
from
you
saying:
oh
well,
you're
not
you're,
not
eligible,
because
your
City
License
is
not
eligible
anymore
because
you
didn't
take
the
lead
safety
class.
I.
Think
I.
G
G
G
F
N
G
That's
it
for
me,
you
know,
thank
you.
So
much
I
think
you
do
a
really
great
job.
It's
a
challenging
job.
I
know
you
know
it's
the
nature
of
the
beast
in
your
business
that
you're
gonna
I
get
complaints.
You
get
complaints
because
people
want
to
build
and
they
don't
want
to
go
through
any
red
tape.
But
so
thanks,
thanks
for
all
you
do
I,
really
think
you
do
a
great
job.
Thank
you
all.
E
N
E
N
And
the
expectations
from
both
the
applicant
and
our
team,
so
the
applicant
might
come
in
and
say
I
think
we
want
to
do
a
phased
approach
here.
Does
this
make
sense?
I
think
we
want
to
occupy
this
first
and
then
the
second
okay?
Here's
how
you
should
do
your
permits
occupy
this
first
and
the
second.
E
There's
but
the
permits
are
still
multiple
different
permits
right
yeah,
because
in
some
cities
there
are
a
combined
construction
permit
right
where
you
don't
have
to
get
your
you
would
know
the
names
of
them.
If
I
want
to
do
HVAC
electrical
and
building,
you
know,
I,
don't
know
if
I
want
to
lay
block.
You
know,
like
all
that,
so.
N
There's
still
going
to
be
a
split
of
permits,
but
at
the
end
of
this
pre-application
meeting
we
give
you
a
document.
It
says,
based
on
what
you
were
trying
to
do:
here's
all
the
permits
that
you're
going
to
need
to
get
and
here's
guidance
on
how
to
apply
for
them
and
if
you're,
going
to
do
a
phase
approach
here
is
guidance
on
that.
E
N
I
I
think
it
went
well
that
we
had
good
feedback.
Our
assistant
director
of
Construction
and
building
code,
official
Dave
green
and
our
permitting
supervisor.
Joe
Leopold
have
been
involved
with
creating
this
program
and
are
going
to
be
involved
with
the
meetings
as
they
come,
so
that
we
can
just
make
sure
we
have
our
arms
wrapped
around
it.
N
F
E
N
N
Hopefully
they
can
just
go
through
one
and
then
they're
like
I
get
it
and
they
can
move
forward,
but
no
I
think
it
is
helpful
to
get
feedback
from
people
who
have
gone
through
that
process,
especially
since
it's
brand
new.
There
are
certainly
things
that
we
can
always
improve
on,
but
yeah
it
was
a
an
ownership
and
a
developer
and
their
designer
all
together
saying.
How
are
we
gonna
do
this
thing.
N
Right
well
so,
we've
had
12
construction
plans,
examiner
positions
that
have
been
fully
filled
for
three
years
and
we're
just
finally
getting
we
just
got
a
retirement,
so
we
have
an
opening
there.
So
we
have
a
really
solid
group
of
plan
reviewers
who
are
going
to
be
part
of
these
meetings,
who
have
a
wonderful
knowledge
base
and
they
are
just
they're
all
rock
stars.
N
That's
why
we
blow
our
slas
out
of
the
water,
but
that
team
is
great,
but
we
wanted
to
make
sure
that
we
were
able
to
handle
that
new
meeting
that
we
were
going
to.
We
wanted
to
create
system
functionality
to
apply
for
the
meeting.
So
there's
all
these
sort
of
steps
that
we
wanted
to
put
in
place
before
launching
this
we're
going
to
provide
the
service.
E
N
N
The
new
skill
set,
so
the
extra
Staffing
there
has
helped
us
launch.
The
child
occupied
facility
regulation
perform
the
lead
dust,
wipe
test
on
the
DPW
facilities
and
some
of
these
other
pieces
of
the
lead
safety
program
that
we
wanted
to
carry
out
in
2022
and
they'll
continue
that
work
as
we
continue
to
enforce
law
and
safety
process.
N
N
N
N
It's
you
know:
you're
you're
swiping,
an
area
you're
putting
it
in
a
tube.
You
can't
contaminate
it.
It
goes
to
the
lab.
You
get
some
lab
responses
back.
You
have
to
learn
how
to
read
them.
So
it's
pretty
complex,
located
process
in
comparison
to
your
normal
violation
process,
where
you're
really
just
viewing
the
violation
and
issuing
the
citation.
E
N
E
Right
I've
learned
a
lot
from
the
questions.
I
already
asked
so
I
appreciate
your
time
appreciate.
You
know,
obviously
the
everyone's
commenting
on
your
responsiveness.
I
know:
I
always
appreciate
that
implementing
the
lead,
ordinance
sticking
with
us
on
the
rental,
reg
and
just
any
sort
of
you
know,
recommendations
you
have
for
making
your
department
better.
I
can
I
can
always
be
rest
assured
you're,
gonna,
Reach,
Out,
and
let
us
know
what
you
need.
So
thanks
a
lot
any
other
questions.
B
B
Omb
is
organized
into
the
following
core
teams:
to
strengthen
Citywide
financial
and
Grant
Management
as
a
management,
division,
capital
and
asset
management,
Community,
Development
block
grant,
operating
and
special
revenue
and
procurement.
There's
a
total
of
32
full-time
employees,
which
is
an
addition
of
three
two
new
management
analysts.
B
So
that
comes
to
an
overall
increase
of
271
000
700
752
dollars,
or
an
increase
of
12.2
percent,
a
summary
of
non-personnel
changes
and
overall
of
1.9
million
or
a
12
and
a
half
percent
increase
and
for
capital
budget.
There
is
175
000
in
cdbg
funds
for
cdbg
administration,
the
ESG
grants
for
1.2
million
dollars,
the
housing
opportunities
for
persons
with
AIDS
1.15
million
dollars,
the
neighborhood
Economic
Development
500
000
in
cdbg,
cdbg
Personnel
for
a
million
dollars
and
Urban
League
housing
counseling
for
a
hundred
thousand
dollars
in
cdbg
funding.
B
O
L
Thanks
deputy
director
Patrick
Cornell,
a
lot
of
the
position
shifts
that
Peter
walked
us
through
for
the
general
fund
aspect
to
the
operating
budget
for
OMB.
Some
of
these
are
related
to
mid-year
position
swaps
that
we
actually
implemented
earlier
this
year.
They
were
budget
neutral.
As
mayor
Gainey
came,
you
know
into
office
and
director
paulak
kind
of
reorganized,
the
structure
of
OMB.
F
L
For
residents
with
our
services,
city-wide
are
any
specific
questions
about
those
happy
to
answer
on
the
non-personnel
side.
I
can
also
walk
through
some
of
the
increases.
The
biggest
one
is
fuel.
I
was
at
the
table
earlier
this
year
to
discuss
fuel
with
Brandon
and
Jen,
and
that
was
the
biggest
one.
There
are
also
additional
line
items
related
to
some
Property
Management.
On
behalf
of
the
city,
the
you
are
a
rakti,
the
our
cap
fees
that
I
was
at
the
table
for
earlier
this
week.
P
Generally
speaking,
I
think
the
on
the
non-personal
Personnel
line
items
the
shifts
are
due
to
inflationary
cost
adjustments.
The
2022
budget
was
adopted
at
the
end
of
2021
and
then
in
March
of
this
year.
Of
course,
we
saw
both
the
initiation
of
a
war
in
Ukraine
and
fed
Open
Market
Committee
meeting
that
began
an
increase
in
interest
rates,
both
of
which
have
led
to
significant
commodity
cost
increases
that
were
not
anticipated
at
the
time
the
2022
budget
was
adopted
for
understandable
reasons.
Neither
of
those
circumstances
were
foreseen
at
the
time.
O
L
O
F
O
B
The
Community,
Development
or
CD
trust
fund
was
established
to
facilitate
the
receipts
and
disbursements
of
the
programs
that
are
funded
by
the
U.S
Department
of
Housing
and
Urban
Development.
The
fund
supports
activities
that
improve
the
quality
of
life
to
low
and
moderate
income
persons
living
in
the
city
of
Pittsburgh,
as
well
as
administrative
costs.
B
The
cdbg
office
is
funded
by
the
Community
Development
trust
fund
revenues
come
from
HUD.
All
expenditures
are
projects
specific
to
individual
contract
agreements,
as
indicated
in
the
capital
budget.
There's
a
total
of
12
positions,
which
is
no
changes
from
two
and
the
overall
increase
is
six
thousand
dollars
was
transferred
from
other
services
from
transportation
to
Workforce
training,
an
additional
two
thousand
dollars
in
computer
maintenance.
P
M
No,
the
Community
Development
Department
will
continue
to
operate
as
we've
been
doing.
You
know
very
well
that,
with
the
public
service
grants
they're
approved
by
city
council
into
your
your
districts,
so
you're
definitely
involved
with
that,
and
we
want
to
say
thank
you.
It's
been
a
long
process
to
get
us
here,
but,
but
still,
even
with
that,
once
again
to
say
thank
you
for
your
help
and
also
the
councilman's
help
all
of
council's
help
in
regards
to
getting
these
grants
allocated
and
getting
them
legislated.
P
I'll
just
add,
as
a
note
in
the
proposed
fiscal
2023
budget,
we,
the
mayor
and
his
administration,
have
proposed
a
shift
of
the
discretionary
funds.
The
council
deploys
in
response
to
community
needs
out
of
the
cdbg
program
into
a
general
fund.
Revenue
supported
program
within
the
Council
budget
office.
P
I
think
that
that
is
a
reflection
of
the
fact
that
the
two
that
funding
source
and
the
imminently
reasonable
need
for
council
members
to
have
some
funds
to
deploy
within
their
districts
for
acute
needs
had
been
in
a
bit
of
a
forced
marriage
between
cdbg
requirements
and
District
level
needs
for
a
number
of
years
due
to
the
city's
period
of
financial
oversight.
As
we
emerge
from
that
episode,
it's
our
goal
and
intention
to
deploy
those
CD
BG
funds
in
a
way
that
is
easily
connectable
to
the
established
criteria
of
the
program.
P
All
at
the
same
time
deploying
other
funds
to
meet
the
general
needs
that
emerge
at
a
district
level,
and
so
we're
proposing
that
the
public
service
grant
program
and
the
neighborhood
economic
development
program
be
realign
with
cdbg
allocation
requirements
at
well.
At
the
same
time,
providing
the
necessary
funding
for
Council
directed
requests.
P
There's
a
there's
a
there's,
a
new
line
item
in
the
Council
budget
office
budget
that
equates
to
the
value
the
overall
value
of
neighborhood,
Economic,
Development
and
PSG
out
of
general
fund
dollars
and,
as
a
result,
we've
trimmed
those
out
of
the
CD
budget.
So
there's
no
change
in
the
overall
level
of
spending
in
either
category,
but
rather
the
sort
of
somewhat
complicated
interaction
of
those
two
requirements
is
eliminated.
In
this
proposal.
O
L
All
right
also
just
for
you
know
anyone
who's
watching
residents
that
the
list
of
proposed
CD
allocations.
You
know
all
of
our
HUD
funded
projects,
which
includes
the
Community
Development
block
grants.
Let's
see
if
I
can
do
it.
Esg
is
emergency
solution.
Grandson
is
housing
opportunities
for
person
with
with
AIDS
and
home
I.
Don't
know
what
homestein
no.
P
And
I'll
just
further
add
that
it
is
a
unfortunate
reality
that
the
federal
investment
in
HUD
funding
through
cdbg
or
other
related
programs
continues
to
decline
and,
as
such,
we
as
a
city
are
forced
to
stretch
those
dollars
further,
which
produces
necessary
under
those
circumstances,
but
nonetheless
difficult
choices
about
how
we
can
most
effectively
and
directly
invest
those
funds.
So
OMB
and
in
particular,
the
CD
team,
are
focused
on
ensuring
that
we
achieve
the
Maximum
Impact
for
City
residents
in
a
declining
Revenue
environment
around
those
programs.
F
O
Something
yeah,
thank
you,
so
significant
decrease
in
terms
of
what
the
city
used
to
get
and
what
we
get
now.
In
addition
to
that,
the
federal
government
has
tightened
up
their
belts
in
terms
of
how
we
can
even
deploy
those
dollars
and
they're
sort
of
much
restrictor
uses
on
how
we
can
deploy
those
dollars.
We
have
one
question
because
I
just
ran
into
this
problem:
I
used
to
do
it
all
the
time
in
deploying
our
cdbg
dollars,
sometimes
well.
I'll
speak
for
myself.
O
F
O
Four
thousand
dollars
for
whatever
purpose
now
we
can
no
longer
do
that
if
they
have
not
formally
on
the
front
end
applied
for
the
dollars,
we
can
no
longer
say.
Oh
here's,
a
four
thousand
dollar
need
on
the
back
end.
I
know
they
haven't
applied,
but
can
you
please
provide
them
an
application,
so
they
can
apply
for
the
dollars?
What
I'm
just
is
that
just
part
of
what
the
federal
government
has
done
and
tightened
up
with
regulations,
I.
M
Can
take
it,
you
can
add
it
to
it.
No,
it's
just
something
we
wanted
to
do
internally,
if,
for
instance,
for
an
example,
if
I,
if
I
can,
if
you
had
an
organization
who
did
not
apply
for
2022,
and
you
wanted
to
give
them
fun
funds,
let's
say
they
had
applied
for
2021
and
your
office
had
some
2021
funds
that
you've
allocated
you
could
have
given
them
those
funds,
but
yes,
but
if
they
did
not
apply
in
a
specific
year
where
you
wanted
to
reallocate
those
funds,
you
could
not
give
them
those
funds.
L
P
In
any
event,
this
exact
scenario
was
a
huge
part
of
the
rationale
in
separating
those
Council
directed
community-based
funds
from
cdbg
requirements
and
part
of
our
thinking
in
in
establishing
now
that
we
have
the
resources
to
do
so.
A
distinction
between
the
ways
in
which
we
spend
cdbg
funds
or
home
funds
or
other
related
programs
which
have
very
specific
and
particular
Federal
requirements
from
the
discretionary
dollars
that
Council
can
deploy.
O
B
P
It's
our
intent
with
this
revision
to
separate
those
processes
from
the
prior
entanglement
the
councilman,
the
councilmanic
process,
and
to
make
them
straight
sort
of
down
the
line.
Hud
compliance
allocation
programs.
We
may
likely
be
seeking
a
Administration
requested
Amendment
to
the
exact
allocations.
We
didn't
have
all
of
that
firmly
pinned
down
by
November
14th,
but
through
the
course
of
this
process,
we
may
spread
some
of
that
money
around
across
a
number
of
other
programs,
but
in
creating
the
community
needs
program
within
the
Council
budget
office.
B
Yeah,
that
was
my
follow-up
or
statement.
Question
I,
don't
know
how
this
is
going
to
end
up
that
we're
actually
Council,
as
the
million
dollars
in
council's
body
is
actually
fifty
thousand
dollars
more
than
they
had
between
PSG
grants
and
Ned
grants.
So
council
is
being
more
than
made
whole
from
the
2022
budget
for
those
kind
of
Grants,
and
you
kind
of
talked
about
about
this.
Will
there
be
any
guidance
from
OMB
on
how
that
million
dollars
in
Grants
needs
to
be
distributed?.
P
We're
happy
to
provide
any
guidance
requested
by
Council
as
a
body,
but
that
would
be
appreciated
again
we're
happy
to
work
with
you
on
that,
but
ultimately
those
determinations,
as
articulated
in
the
budget
for
ultimately
resolve
it
at
council's
pleasure,
but
any
any
support
or
requests.
You
have
we'd
be
happy
to
accommodate
and.
B
O
H
I
am
I
was
listening
from
the
back
and
and
but
in
between
kind
of
like
television
cameras
on
my
way
in
here,
I
might
have
missed
a
little
bit.
What
I
thought
you
were
discussing
was
that
we
have
traditionally
had
kind
of
we
used
to
call
them
USL,
and
now
we
call
them
PSG
that
we
could
use
I,
always
think
of
them
in
like
the
vocabulary
that
we're
now
comfortable
using
because
President
Biden
has
been
talking
about
it,
the
kind
of
social
infrastructure
of
districts
right.
H
So
not
just
you
know,
we're
allowed
to
use
Community
Development
block
grants
for
art
infrastructure.
Some
cities
might
use
it
for
fire
suppression
or
road
building
or
something
for
blighted
neighborhoods.
But
what
you're
saying
what
I'm
hearing,
which
is
different
than
I've
understood
it
for
a
long
time,
is
that
our
general
fund
is
now
more
flexible
than
the
cdbg
funds.
I've
always
thought
the
city
beach
funds
were
more
flexible.
Is
that
what
I
heard
you
saying
when
we
came
in
the
room.
P
Yeah,
that's
that's
absolutely
correct.
General
fund
resources
are
certainly
more
flexible
from
a
compliance
point
of
view
than
cdbg
funds,
which
is
why
we
have
proposed
in
this
budget
a
in
consultation
with
with
the
council.
President
I
should
just
note
a
new
allocation
of
general
fund
dollars
in
the
Council
budget
to
essentially
meet
and,
as
director
sorry
I
say,
yeah
McDevitt
excuse
me.
Apologies
noted.
It
slightly
exceeds
the
prior
allocation
under
Ned
and
PSG
to
to
fully
replace
that
funding
in
general
fund
support.
H
So
my
first
year
here
that
was
the
75
000
allocation
per
office.
Now
we've
had
about
five
percent
inflation.
We
had
eight
percent
inflation
in
the
last
two
years.
We
had
this
is
say
easy.
Three.
You
know
it's
probably
more
than
three.
For
the
last
few
years,
I'm
just
gonna
add,
like
you
know,
I'm
going
to
try
a
30
inflation
since
2014.,
but
I
keep
typing
it
wrong.
75,
000
times,
1
points
three,
so
that
would
bring
us
close
to
a
hundred
thousand
dollars
if
we
were
keeping
up
with
inflation.
K
P
H
P
H
P
Could
watch
the
game?
This
is
the
question
that
director
McDevitt
was
asking,
as
you
came
into
the
room:
okay
gotcha,
the
the
allocation
is
in
the
the
council
Council
as
a
body
budget
and
as
such,
while
we're
both
prepared
and,
in
fact,
happy
to
provide
whatever
guidance
is
requested.
Those
funds
would
ultimately
be
expended
in
whatever
way,
Council
chose
to
articulate
for
its
expenditure,
obviously
consistent
with
what
the
controller's
office
would
expect
on
an
internal
controls
basis.
P
But
Our
intention
here
was
to
produce
a
program,
that's
financially
equivalent
to
what
had
been
executed
in
previous
years
without
the
entanglement
of
cdbg
federal
criteria,
so
that
at
the
same
time
as
we
see
declining
Revenue
from
the
federal
government
through
cdbg,
we
can
on
a
basis
that's
consistent
with
those
rules
most
effectively
deploy
the
cdbg
funds
through
the
processes
already
established
in
the
Community
Development
Division
of
OMB.
So
no
one
loses
an
opportunity
towards
discretion,
but
then
we
can
ensure
that
those
things
that
are
funded
with
cdbg
funds
meet
the
necessary
criteria.
H
So
I
know
that
we've
had
lengthy
conversations
at
the
table,
but
also
not
at
the
table
about
those
cdbg
reporting
requirements
and
it's
really
about
the
compliance.
As
you
mentioned,
that
is
burdensome
to
the
office
and
thank
you
to
the
office
for
sending
me
I
was
like
I'll
read
them.
I
haven't
read.
F
H
That
means
like
tracking
the
dollars,
even
after
they've,
been
dispersed
right
and
so
they're
reporting
back
to
the
federal
government
kind
of
trying
to
gather
up
all
of
the
data
from
all
of
the
various
different
lines
and
get
the
kind
of
reporting
out
on
outcomes
and
and
making
sure
it's
followed
through
is
is
burdensome
I
see
that
is
being
proposed
to
basically
go
instead
to
the
urban
Redevelopment
Authority.
Is
that
kind
of?
Why
notes
for
my
staff
are
there's
an
increase
by
five
hundred
thousand
dollars
of
cdbg?
P
P
P
P
We
may
be
coming
to
council
with
a
proposed
amendment
before
the
end
of
the
hearing
process,
for
a
slight
adjustment
to
those
categories
as
we're
still
working
on
some
new
criteria.
Any
proposed
increases
to
the
Ura
were
separately
received
and
acknowledged
by
us,
so
to
the
extent
that
they
have
similar
figures
associated
with
them.
That's
coincidental,
but
we're
we're,
there's
no
intentional
shift
in
that
direction.
You.
H
Can
follow
up
after
this
hearing,
because
tomorrow
is
the
array,
budget,
hearing
and
I'll
be
cheering
and
I
I'll
ask
the
same
questions,
but
Peter
and
I
were
going
to
do
our
homework
before
then.
It
was
supposed
to
be
before
this
hearing
for
tomorrow,
but
we're
running
over
time
so
feel
you
know
we
can
reach
out
by
email
if
you've
got
any
additional
information,
that's
not
relevant
here,
but
would
be
relevant
for
tomorrow.
Okay,
so
that's
all
I
have
Mr
chair,
I,
appreciate
it
everybody
for
being
here.
F
E
E
P
Yeah
sure
so
so
so
those
two
positions
are
staff,
support
to
Chief,
Operating
and
administrative
officer,
Lisa
Frank
and
chief
economic
development
officer,
Kyle
chintalapali,
to
provide
a
basic,
administrative
and
subject
matter,
support
to
their
work
in
in
overseeing
the
day-to-day
operations
of
the
city
departments
assigned
to
them
under
the
current
Administration
structure.
So
those
are
new
positions
aimed
at
providing
research
and
Analysis
and
ongoing
work
to
assist
them
in
in
the
execution
of
those
duties.
P
The
third
new
position
I
believe
you're
referring
to
is
that
new
Fleet
position.
It
comes
from
a
repositioning
of
a
prior
budget
administrator
position
that
was
eliminated
in
the
course
of
this
budget
to
expand
the
fleet
team,
acknowledging
that
both
the
day-to-day
operational
administration
of
the
city's
Fleet
of
vehicles,
as
well
as
the
financial
support
for
that
work,
really
requires
a
slightly
larger
team
than
we
presently
have
given
the
size
of
the
fleet
and
the
complexity
of
those
financial
engagements.
B
The
equipment,
leasing,
Authority
or
Ela
was
incorporated
in
1980
to
serve
as
a
financing
mechanism
enabling
the
city
of
Pittsburgh
to
make
major
equipment
purchases
primarily
Vehicles.
The
ELA
would
issue
bonds,
but
the
vehicles
hold
title
to
the
and
buy
the
vehicles
hold
title
to
those
vehicles
and
Lease
them
to
the
city.
The
lease
payments
amortize
the
bonds
since
its
incorporation,
the
ELA,
has
continued
its
role
as
the
city's
Central
player
and
Fleet
acquisition,
maintenance,
repair
and
replacement.
B
The
ELA
is
comprised
of
five
members,
three
appointed
by
the
mayor
and
two
appointed
by
city
council
president,
currently
councilman
coghill
and
councilman
Lavelle
reside
on
the
ELA
board.
The
ELA
has
been
allocated
six
million
dollars
in
Pago
and
1.8
million
dollars
from
the
parks
tax
trust
fund
for
2023
I'll
I'll.
Let
you
get
into
the
the
deliverables
of
of
all
that,
but
that's
what
I
have.
B
L
Police
vehicles
that
is
correct.
There
is
an
operating
amount
in
public
safety
administration
for
police
cruisers,
as
they
do
not
fully
meet
the
capital
requirements,
as
well
as
a
few
budget
Lines
within
OMB
related
to
Professional
Services
for
the
ELA
accounting
the
goal
and
then
not
fully
managed
by
the
ELA
managed
by
the
city.
It's
the
the
actual
Fleet
maintenance
contract
with
an
OMB
as
well.
H
I
always
want
I,
always
kind
of
forget
the
actual
name
of
the
kind
of
vehicle
that
I
asked
about
last
year.
It's
the
kind
that
we
would
be
using
for
cleaning
or
clearing
still
on
bike,
Lanes
or
city
sidewalks
I.
Think
I
had
a
picture
last
year
that
I
showed
councilman
cogcall
of
one
I,
think
it's
owned
by
West,
Penn,
Hospital
and
as
I
was
driving
by
I
saw
they
have
two
of
them
and
I
think
it
might
be.
H
Peterbilt
I'm,
not
sure
the
brand
they're
little
they're,
like
the
width
of
a
sidewalk,
and
you
can
swap
out
the
tools
on
the
fronts
and
the
backs
of
them.
They're,
amazingly,
and
we're
all
they're
like
a
huge
fan
of
them
for
everyone
living
around
West,
Penn
Hospital,
because
sometimes
they
additionally
kind
of
clear
additional
sidewalks-
and
we
talked
last
year
moving
money
into
Eli
to
to
to
do
so.
H
We
could
do
better
at
clearing
both
bike
lanes
and
also
in
my
district
I'm,
most
familiar
with
the
city
on
sidewalks
that
are
on
bridges,
for
example,
and
so
the
ice
is
horrible,
because
it's
even
worse
than
on
regular
roads.
Right
so
think
about
South
Millvale,
where
it
crosses
kind
of
from
Bloomfield
over
the
hollow
to
the
other
part
of
Bloomfield
along
Baum,
and
it's
a
really
high
traffic
sidewalk,
because
there's
other
bus
routes
on
you
know
bomb
and
Center
than
there
are
where
people
are
walking
to
Oakland.
H
Q
Walton
senior
manager,
Fleet,
we
did
discuss
the
need
or
the
the
want
to
have
something
to
clear
bike
as
well
as
sidewalks.
We
don't
currently
have
anything
and
there
hasn't
been
anything
added
to
the
budget.
I
did
show
former
director
biller
Bannock
a
piece
of
equipment
that
was
interesting.
That
might
be
a
decent
price,
but
we
hadn't
had
a
chance
to
move
on.
H
P
I
I
do
agree
with
you
councilwoman
that
this
is
the
type
of
equipment
that
we
need
to
incorporate
into
the
fleet
for
maximum
effectiveness
or
those
reasons
that
the
mayor
articulated
in
his
budget
address
and
his
September
30th
preliminary
budget
address
announcement.
We
we
have
some
fiscal
I,
don't
want
to
call
them
challenges,
because
the
state
of
the
city's
finances
overall
are
very
strong,
but
we
have
some
time
specific
limitations
that
have
caused
us
to
prioritize
a
bit
in
the
short
term,
specifically
the
expiration
of
arpa
funding.
P
At
the
end
of
2024
and
a
roughly
equivalent
reduction
in
our
debt
service
requirements
at
the
end
of
2026,
that
means
we've
sort
of
had
to,
while
the
the
long-term
projections
are
very
positive
plan
for
a
temporary
constriction
for
two
fiscal
years.
So
so
we've
had
to
pinch
some
pennies
if
you
will
in
The
Five-Year
Plan,
and
so
there
are
a
lot
of
things
that
we
all
acknowledge
our
necessary
Investments.
That
we're
trying
to
find
the
right
time
to
slot
in
overall.
But
I
can
speak
to
exactly
where
that
funding
went
and.
H
H
P
H
H
H
We
know
that
we
we
we're
told-
and
you
know
you
can
see
it
in
the
hearing
if
you're
want
to
look
up
last
year's
hearing,
if
you
remember
the
public,
that
we
were
just
way
way
behind
in
these
kinds
of
things
like
the
rat,
Packers
and
agricultural
tractors
and
the
dump
trucks
and
we're
still
tipping
away
trying
to
get
current
on
this
on
those
fleets,
one
of
the
things
that
I
always
ask
about
because
I
voted.
No,
are
these
compressed
natural
gas
trucks?
Q
Q
P
H
I'll
say
it
a
little
differently.
The
plan
was
to
get
up
to
at
least
10
of
the
compressed
natural
gas
vehicles.
In
order
that
we
not
take
a
net
loss,
I
still
say
we
could
have
cut
our
losses
and
run.
So
that's
me
right,
and
the
decision
was
made
some
number
of
years
ago,
because
we
were
losing
money
way
up
until
we
got
to
at
least
10
vehicles
and
that's
I
think
the
six
that
I
see
here
was
we
already
had
bought.
H
H
Q
P
Right,
in
particular,
in
an
environment
where
we've
seen
very
dramatic
escalations
in
the
price
of
gasoline
and
Diesel
this
year,
I
I
I
from
an
environmental
point
of
view.
I,
don't
disagree
with
your
point
at
all
councilwoman,
but
as
a
sort
of
management
of
a
long-term
set
of
assets.
I
think
that
this
has
an
environmental
and
fiscal
benefit,
but
moving
forward.
H
H
I,
don't
think
it's
for
the
2022
budget.
So
again
you
don't
have
to
do
this
on
the
spot,
but
I
will
follow
up
because
and
I
can
be
convinced
that
my
memory
is
wrong
here,
but
in
this
case
it
looks
like
it
did
actually
happen.
So
thank
you
to
my
staff,
Thanks
James.
That's
all
I'll!
Stop
there
Mr
chair!
Thank
you.
Thank.
E
P
Vehicles
I'll
take
that
one
we
have
a
variety
of
Fleet
needs
in
the
city
and
one
of
the
end
users
of
the
fleet
with
dedicated
vehicles
are
the
parks,
maintenance
divisions
spread
across
the
city,
who
are
responsible
for
maintaining
our
Parks.
They
have
since
in
the
lead
up
too,
and
certainly
During
the
period
of
financial
distress
that
the
city
experienced
been
the
last
to
receive.
New
investments
in
vehicles
and
maintenance
capability
in
our
Parks
have
suffered
as
a
result.
So
our
proposal
to
invest
in
vehicle
upgrades.
P
There
is
pointed
at
the
fact
that,
within
the
scope
of
generally
available
general
fund
revenues,
we
of
course
necessarily
have
to
prioritize.
Excuse
me
prioritize
Public
Safety,
facing
users,
which
I
don't
simply
mean
the
Department
of
Public
Safety,
but
also
those
DPW
streets
and
domey
vehicles
that
keep
our
roadways
open
and
accessible
in
extreme
weather
events,
and
that
has
necessarily,
over
a
period
of
essentially
decades
at
this
point,
meant
that
the
needs
of
our
Parks
maintenance
Crews
have
suffered
as
a
result
of
that
sort
of
budgetary
impulse.
P
So,
by
using
revenues
that
are,
by
definition,
dedicated
only
to
parks,
to
update
and
refresh
and
sort
of
bring
our
Parks
maintenance
Vehicles
up
to
a
higher
level
of
service
than
we
would
be
able
to
do
from
general
fund
revenues.
We
can
improve
the
service
level
in
our
Parks,
that's
exemplified
by
the
fact
that
they're,
using
some
of
the
oldest
vehicles
in
that
portion
of
the
fleet
and
that
results
in
maintenance
costs
and
delays
in
their
ability
to
deploy.
P
E
P
I,
don't
believe
it's
an
increase
in
the
total
amount
of
vehicles.
I
believe
there
might
be
a
marginal
increase
there,
but
it's
mostly
the
replacement
of
vehicles
that
have
reached
the
end
of
their
useful
life,
correct
Brandon
yeah.
So
this
is
this
is
replacement,
not
replacement
of
vehicles
that
are
well
beyond
their
useful
life.
Not
addition.
E
P
Yeah,
the
criteria
for
the
trust
fund
are
is
that
the
Investments
must
support
our
parks
and
that
it
supplement,
rather
than
supplant
general
fund
expenditures
for
the
parks
and
I.
Think
that
all
of
the
expenditures
we've
proposed,
whether
they
be
for
capital
projects,
investments
in
equipment
or
for
Staffing
are
all
things
that
we
know
we
would
not
have
been
able
to
include
within
a
general
fund.
So.
E
Q
E
Q
Very
high
percentage
of
2005
through
2008,
Parks,
pickup
trucks
and
dump
trucks.
A
lot
of
them
are
failing
inspection
due
to
rust
issues
with
frames,
things
that
can't
be
repaired
at
this
point
safely,
so
some
of
these
vehicles
are
coming
in
long
after
their
vehicles
have
been
decommissioned
or
starting
to
replace
vehicles
that
are
end
of
life.
Now.
P
As
a
general
rule,
we
target
10
years
as
the
useful
life
of
these
vehicles
so
when,
when
Brennan
says
that
we
have
Parks
vehicles
that
are
2005
to
2008
they're
well,
outside
of
that
10-year
cycle,
that
we'd
like
to
maintain
we're
not
able
to
maintain
that
with
100
efficiency.
Yet
that's
our
goal
so
I'm
not
suggesting
that
there
aren't
older
vehicles
in
other
parts
of
the
fleet
as
well,
but
there's
a
disproportionate
constant
tradition
of
those
older
vehicles
in
Parks
maintenance
which
we're
trying
to
rectify
here.
E
E
E
A
D
C
O
Thank
you,
I
do
have
one
question
and
this
is
sort
of
an
open-ended
question
and
you
feel
free
for
anyone
to
respond.
You
mentioned
investing
in
the
electronic
charging
infrastructure
for
the
city.
Use.
Are
you
referring
to
the
ELA
doing
the
investment?
Are
you
referring
to
the
city,
doing
the
investment.
Q
P
P
If
I
could
drive
the
distinction,
councilman,
the
Investments
that
we're
making
presently
in
charging
infrastructure
are
Chargers
of
a
capacity
designed
to
charge
things
like
a
fully
electric
refuse
vehicle
right
and
essentially
an
industrial
vehicle.
That's
wholly
part
of
our
Fleet,
so
that
we
can
keep
those
Vehicles
charged
and
and
available
for
service.
P
It's
in
it's
in
the
same
category
as
the
city's
refueling
station
and
its
net
compressed
natural
gas
refilling
station
meant
to
service
our
Fleet,
given
that
we
have
a
very
large
Fleet
that
has
dedicated
needs,
I
I
think
you
make
an
excellent
point,
as
it
relates
to
publicly
available
charging
infrastructure
for
private.
You
know
non-commercial,
like
individual
Vehicles.
There
are
exciting
investments
in
that
direction.
Coming
through
the
Civic
infrastructure,
but
specifically
located
within
the
Pittsburgh
parking
authority
in
including
charging
infrastructure
in
City
garages.
P
That
I
think
are
are
encouraging
and
I
I
don't
disagree
that
we
could
expand
upon
that
I
just
wanted
to
sort
of
describe
it
as
somewhat
categorically
different
than
our
particular
infrastructure
needs
for
charging
our
Fleet,
which
includes
types
of
vehicles
that
are
not
generally
publicly
available
but
which
we
still
need
to
be
able
to
charge
in
that
circumstance.
Ela,
as
the
fleet
manager
does
make
sense
as
the
funding
source.
F
B
So
if
we
are,
if
the
city
or
Ela
is
going
to
invest
in
infrastructure
for
the
city's
Fleet,
that
is
owned
by
the
ELA
I
believe
what
councilman
Lavelle
was
going
towards
was
if
the
city
operates
the
diesel
and
gasoline
fueling
stations,
wouldn't
it
make
sense
that
they
also
the
city?
Not
the
ELA,
operates
the
electric
fueling
stations
for
the
city's
Fleet.
P
P
B
P
Q
I
could
piggyback
on
that
just
to
give
a
little
insight.
So
we
did
form
an
unofficial,
EV
task
force
over
the
last
couple
years,
which
is
headed
up
by
myself
and
assistant
director
Rebecca
Kiernan
from
the
sustainability
office.
We've
added
members
from
pli,
as
well
as
Domi
the
grants
team
and
the
procurement
team,
and
we
meet
usually
twice
a
month,
and
we
all
work
on
the
projects
together
to
make
sure
that
we
have
the
expertise
across
the
Departments
to
make
it
work.
O
All
that
is
very,
very
helpful
and
I
really
was
asking
the
question,
because
I'm
new
to
the
equipment,
leasing,
Authority
and
when
I
got
there
one
one
of
the
conversations
I
was
having
was.
Why
is
why
are
we
doing
the
investment
when
the
city
has
done
the
investment
on
the
other
side
and
then
also
just
being
honest,
we
can
clearly
say
we
underfund,
probably
most
of
our
departments
in
the
city,
but
the
ELA
is
very
underfunded.
O
In
my
opinion,
is
what
I've
come
to
quickly
learn
and
so
understanding
that
we're
already
underfunded
in
terms
of
managing
our
Fleet
and
then
are
we
now
going
to
invest
in
this
infrastructure?
It
was
just
sort
of
a
philosophical
question
of
how
this
all
going
to
get
managed
appropriately,
given
the
levels
of
or
the
lack
thereof
of
funding
it.
P
It
really
I
mean
the
the
funding
that
goes
to
the
ELA
comes
in
the
form
of
a
transfer
from
City
revenues
right.
So
as
we
I
don't
want
to
be
overly
reductive
because
it's
dependent
on
a
number
of
factors,
but
a
slight
oversimplification
would
say,
as
we
get
our
Fleet
more
current
and
as
we
transition
to
cheaper
or
more
reliably
priced
fuel
sources
in
general,
that
has
the
opportunity
to
free
up
funds
within
the
operating
budget.
That
can
then
result
in
a
reserve
transfer
to
Capital
that
can
pay
for
Capital
expenditures
at
the
Ala.
P
So
everything
is
linked
in
the
same
way
that
the
operating
and
capital
budgets
are
linked.
You
know
we
all
benefit
when
we
are
operating
on
a
reliable
schedule
for
Fleet
replacement
and
utilizing
the
most
cost
effective
and
least
volatile
fuel
sources.
So
I
would
totally
agree
with
the
point
that
I
think
several
members
have
made
today
that
transition
to
electronic
Vehicles
as
the
clear
sort
of
Industry
indication
for
the
future
is
to
the
benefit
of
the
city,
the
ELA
and
the
city
budget.
P
O
A
polite
way
to
say
it:
it's
going
to
be
a
very
slow
transition
and
unfortunately,
due
to
the
supply
chain,
where
we
are
now,
as
of
yesterday,
Mr
Watson
sent
out
a
notice
that
I
think
was
Ford
said
yeah.
We
can't
we
can't
deliver
these
two
or
three
vehicles
to
you
anymore,
so
of
course,
and
that
and
that
continues
to
happen.
O
So
we
have
a
very
aging
Fleet
that
we
can't
get
up
to
speed
in
a
sufficient
amount
of
time
and
although
we're
simply
replacing
that's,
not
Also,
let's
not
take
it
into
consideration
that
we
should
actually
be
adding
to
our
Fleet,
not
simply
replacing
so
there's
that
problem
too,
but
councilwoman
gross
wanted
to
chat
back
in
in
California
Strasburg.
So.
H
The
prospect,
the
vision
of
actually
putting
in
charging
stations
for
our
own
Fleet,
maybe
at
parking
Authority
facilities,
which
some
are
downtown.
Some
are
not
surface
Lots,
just
kind
of
raises
the
Specter
of
yet
another
utility
deployment,
and
we
were
just
bemoaning
the
lack
of
utility
coordination
and
utility
oversight.
The
other
day
and
councilman
Lavelle
said
councilwoman
I'll
be
happy
to
talk
with
you
about
that.
My
streets
are
still
torn
up.
It's
30,
you
know
it's
kind
of
too
cold
for
resurfacing
reconstruction
right
now.
H
I
have
a
lot
of
complaints
across
neighborhoods
because
of
water
main
replacement
work
that
we're
all
very
ecstatic
to
have
had.
But
it's
been
going
on
since
March
and
it's
you
know,
we
have
gaping
10
foot
by
10
foot
by
10
foot
pits
still
in
the
neighborhoods.
So
this
informal
I'm
glad
there's
been
an
informal
kind
of
group
thinking
about
EV
deployment,
but
it
really
does
seem
something
that
Council
should
engage
in,
because
we
need
to
get
to
a
higher
level
of
utility
coordination
right
that
we're
doing.
H
So
this
is
a
challenge
right,
so
all
Legacy
cities,
but
we
kind
of
need
to
just
invent
a
new
wheel.
We're
not.
We
can't
do
this.
The
way
we've
been
doing
it
and
take
advantage
of
all
the
federal
funds
for
rebuilding
infrastructure,
that's
under
the
streets
and
there
are
streets,
and
so
we
can
have
some
kind
of
control
over
them.
H
So
I
think
this
really
again
is
a
deeper
bigger
conversation
so
that
we
don't
get
to
the
point
of
where,
like
oh
look,
you
just
got
your
water
main
replacement,
all
your
lead
lines
replaced,
and
it's
great
and
now
your
street
has
finally
gotten
rebuilt.
Eight
months
later,
oh
well,
now
we're
gonna
put
in
some
kind
of
electrical
line,
so
I've
brought
it
up
before
and
I'm
I'm
just
gonna,
throw
it
out
there,
but
not
take
belaborate.
H
Today,
I
believe
we
have
the
authority
to
put
in
conduit
when
we've
opened
any
of
those
streets
or
given
permits
to
people
to
give
any
of
the
streets,
and
if
we
have
conduit
that
we've
required
people
to
put
in
then
we
can
use
it
in
the
future
for
fiber
optics.
If
we're
expanding
our
you
know,
I
would
have
Municipal
Broadband,
but
even
if
we're
not
allowed
to
have
Municipal
Broadband
or
even
these
kinds
of
I
would
expect
higher
level
electrical
lines
to
our
own
facilities
or
any
other
kind
of
public
facilities.
H
Maybe
God
knows
which
directions
is
going
to
go
and
if
we
Electrify
more
so
that's
something
that
I
would
like
to
just
kind
of
say
out
loud
and
have
that
conversation
I
think
be
elevated
instead
of
just
an
internal
working
group.
So
we
can
talk
about
that
more.
But
it's
just
a
big
big
topic
and
we
all
need
to
kind
of
have
our
own
briefings
on
it.
P
H
P
I'm
sure
so
I
think
it's
a
it's
a
wise
and
kind
of
salient
point.
I
don't
want
to
get
out
too
far
ahead
of
Domi
and
the
conversation
around
utility
coordination
generally.
But
I
will
note
at
a
high
level
that
we
made
significant
forward
progress
on
that
conversation
in
the
2022
construction
season,
as
it
relates
to
just
sort
of
bringing
all
of
the
relevant
partners
and
and
parties
together.
P
Well,
not
at
all,
that's
actually
where
I
was
headed,
but
but
what
became
clear
from
that
was
that
first,
an
earlier
start
is
needed
which
we're
endeavoring
to
do
earlier
in
the
year
than
we
did
in
2022
in
2023,
and
greater
interoperable
data
sharing
was
necessary
to
actually
coordinate
that.
So
these
are
not
new
in.