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A
A
A
A
You've
had
a
lot
of
phone
calls
from
a
lot
of
members
and
a
lot
of
text
messages
and
everything
and
emails
regarding
snow
removal,
and
I
just
want
to
thank
you
for
promptly
answering
and
giving
members
updates
constantly
throughout
the
storm.
So
I
want
to
thank
you.
I
think
that
was
really
helpful
in
your
response
with
that
said,
I'm
going
to
turn
it
over
to
you
first
to
see
if
there's
anything
you'd
like
to
say
and
then
we're
going
to
turn
it
over
to
council
members,
starting
with
councilman
burgess.
B
Sure,
thank
you
very
much
council
president
kale
smith
and
to
the
members
of
council
for
convening
today's
hearing
and
thank
you
councilwoman
for
your
kind
words
regarding
the
administration's
efforts
around
snow
removal.
I'm
very
excited
to
be
here
today
and
to
continue
a
discussion
that
we
really
initiated
this
morning
in
standing
committee.
B
So
I
don't
want
to
rehash
too
much
of
what
was
said
then
other
than
to
say
that
again,
I'm
you
know
as
a
lifelong
pittsburgher,
deeply
I'm
proud
and
honored
to
have
been
nominated
by
mayor
gainey
to
serve
as
director
of
management
and
budget.
In
response
to
some
questions
that
reverend
burgess
raised
at
the
table
this
morning,
I
have
prepared
a
very
brief
presentation,
but
I'm
happy
to,
depending
on
the
pleasure
of
counsel,
show
those
slides
first
or
wait
and
do
so
in
response
to
questioning,
but
otherwise.
A
A
B
I
mean
it
will
be
very
quick
and-
and
hopefully
it
will
just
address
some
of
the
questions
that
members
raised
so,
and
this
was
provided
to
council
a
few
hours
ago.
If
you
haven't
had
a
chance
to
see
it,
it's
just
a
couple
of
quick
organizational
charts
that
speak
to
some
of
the
questions
that
reverend
burgess
raised:
the
proposed
executive
branch
structure
of
the
guinea
administration
first
I'll
start
with
the
office
of
management
and
budget.
This
is
you
know
the
the
larger
of
the
two
changes.
C
B
As
it
relates
to
the
code
and
will
be
discussed
further
in
the
next
couple
of
standing
committee
meetings,
as
it
relates
to
a
couple
of
small
budgetary
adjustments
necessary
to
effectuate
this.
But
as
you
see
here,
this
slide
shows
the
office
of
management
and
budget
divided
now
into
two
divisions:
one
division
of
budget,
which
would
be
headed
by
a
deputy
director.
B
Of
course,
that
position
has
not
yet
been
budgeted
and
thus
is
not
currently
filled,
but
we
would
envision
we
are
proposing,
I
should
say
the
addition
of
that
position
in
order
to
put
someone
there
to
oversee
the
scope
of
work
that
falls
within
the
office's
remit
currently,
which
is,
of
course,
the
cdbg
team,
the
capital
fleet
and
asset
management
team,
the
operating
grants
and
special
revenues
team
and
the
procurement
team.
I'll.
B
B
But
you'll
see
that
at
the
moment
that
position
is
not
filled
and
so
assistant
director
hutchinson
is
overseeing
that
team
for
the
time
being
in
general,
I'll
just
say
that
in
the
short
time
that
I've
been
in
this
position
in
a
designated
category
status,
I've
been
extremely
grateful
to
the
the
three
current
assistant
directors
for
their
hard
work
and
helping
me
get
up
to
speed
and
in
managing
these.
These
processes.
During
this
transitionary
period,.
C
B
In
building
out
some
of
these
other
staffing
positions,
the
other
new
piece
excuse
me
of
the
puzzle
here
would
be
the
creation
of
a
division
of
management.
As
we
discussed
this
morning,
we
did
not
anticipate
a
deputy
director
of
management,
because
really
that
division
would
have
two
heads
the
the
chief
operations
and
administrative
officer,
which
is
a
position
currently
occupied
by
lisa
frank
who
came
in
with
the
guinea
administration
on
day
one
and
a
planning
and
development
team
that
would
be
headed
by
the
chief
economic
development
officer.
B
That
position
is
not
presently
filled,
but
we
expect
to
be
making
a
an
announcement
on
that
in
short
order
and
how
look
forward
to
an
opportunity
to
introduce
our
selection
there
to
council.
At
present,
those
two
positions
are
situated
within
the
mayor's
office,
so
this
is
simply
moving
them
into
this
new
structure.
B
In
our
budget
amendment,
we
are
proposing
some
small
changes
to
the
support
staff
within
the
department
to
ensure
that
they
have
adequate
administrative
support,
but
I
would
describe,
as
I
think
I
said
earlier
today,
in
response
to
a
question
from
council
person
strasberger
this
as
a
perhaps
one
might
call
it
a
pilot
phase
of
this
management
structure.
You
know
really
more
focused
on
adding
a
few
supports,
but
mostly
reorganizing
existing
pieces
on
the
board,
with
an
eye
toward
potential
future
expansion,
as
we
work
through.
B
This
is
a
I
guess
what
I
would
call
a
simplified
version
of
that
for
the
purposes
simply
of
illustrating
today's
conversation,
and
what
I'd
like
to
point
out
here,
just
to
underscore
a
point
that
I
made
this
morning
is
that
as
required
by
code-
and
you
know,
as
has
long
been
the
practice
in
city
government
for
chain
of
command
purposes,
you
know
the
heads
of
major
administrative
units.
Department
directors
will
still
continue
to
report
directly
to
the
mayor,
as
they
always
have
in
the
past.
B
Of
course,
different
mayor's
offices
have
structured
the
delegation
of
responsibility
on
a
day-to-day
basis
differently.
You
know
many
members
of
council
are
familiar
with
an
orientation
which
the
mayor's
chief
of
staff
handled
a
lot
of
those
day-to-day
managerial
functions.
We're
simply
reallocating
that
and
putting
maybe
some
additional
organizational
energy
into
into
those
tasks.
B
Coordinating
and
facilitating
communication
between
departments
on
an
interdepartmental
and
interdisciplinary
basis
and
serving
you
know
in
the
day-to-day
sense,
perhaps
as
the
mayor's
proxy,
but
not
in
any
way,
removing
the
direct
direct
line
of
communication
between
the
mayor
and
the
directors
of
the
various
departments.
So
I.
B
Because
I
think
you
know,
hopefully
this
illustrates
that
in
a
clearer
way
than
perhaps
had
been
understood
before
that
being
said,
you
know
we
intend,
as
I
said,
on
a
functional
basis,
to
give
you
up
responsibilities
within
the
division
of
management
along
the
lines
of
what
the
titles
imply.
You
know
those
those
departments
that
have
a
primary,
primarily
operating
function,
dpw,
domi
etc,
will
be.
B
You
know,
working
closely
with
the
chief
operating
administrative
officer
to
facilitate
process
improvement
on
behalf
of
the
mayor
and
those
that
serve
a
planning
and
development
function
like
the
department
of
city
planning,
like
coordination
with
some
outside
agencies
or
quasi-governmental
agencies
like
the
ura,
will
be
more
in
the
portfolio
of
the
the
chief
economic
development
officer.
There
are
some
cross-cutting
functions.
You
know
there
are
aspects
of
the
work
of
domi
that
are
primarily
operating
and
others
that
are
more
related
to
development
review.
The
same
could
be
said
for
pli.
B
B
A
E
B
Sure
so
so
that
is
something
that
the
the
mayor's
office
team
is
is
evaluating.
Presently,
and
obviously
there
are
a
number
of
positions
that
have
traditionally
been
there.
You
know
the
the
executive
assistants
to
the
mayor,
the
chief
of
staff
and
assistant
chief
of
staff,
of
course,
the
communications
team,
the
office
of
equity.
I
didn't
show
it
on
this
slide,
but
those
positions
you
know,
fall
within
that
kind
of
space
as
well,
as
is
traditional.
B
You
know
there.
There
is
discussion
within
the
team
about
adjusting
some
of
those
positions.
We'll
certainly
come
to
council.
If
any
of
that
has
a
budgetary
ramification
that
would
require
amendment.
That's
an
ongoing
process
at
this
time,
but
the
the
the
positions
that
the
only
positions-
let
me
maybe
say
this
in
a
way
that
makes
it
simpler.
The
only
positions
that
we
are
moving
that
are
presently
in
the
mayor's
office
or
have
been
in
the
mayor's
office
in
the
previous
administration
are
the
coao.
E
B
B
E
E
F
F
F
So
I
want
to
thank
you
for
that
when
you,
when
you,
how
do
you
see
your
role
as
the
director
in
terms
of
overseeing
the
department
of
management
and
the
department
of
budget?
Do
you
do
you
see
yourself
taking
a
a
day-to-day
role
in
each
of
them?
I
know
we've
created
new
positions
to
lead
each
of
the
departments.
Is
your
role
going
to
be
more
of
an
oversight
of
the
new
positions
that
we've
created?
Could
you
kind
of
give
us
a
sense
of
how
you
see
it
operating.
B
Sure
I'd
be
happy
to
do
that.
I
should
just
clarify
because
the
legislative
process
here
is,
of
course
you
know
there
are
multiple
pieces
of
legislation,
so
I
should
just
note
that
earlier
today,
council
preliminarily
approved
a
broad
code
text
change
to
broaden
the
scope
of
responsibility
of
the
office
of
management
and
budget.
There
are
still
two
budgetary
amendments
pending
before
council.
B
Has
proposed
the
creation
of
of
three
new
positions
to
our
support
staff:
administrative
assistants
to
just
support
the
some
of
the
reorganization
here,
the
more
significant
change
is
the
creation
of
a
deputy
director
of
budget.
The
the
deputy
director
of
budget's
role
and
responsibility
would
be
to
manage
and
coordinate
the
work
of
the
existing
assistant
directors
within
the
assistant
director
positions
within
the
the
office
has
currently
constituted.
B
There
are
three
to
date:
capital
fleet
and
asset
management,
operating
grants
and
special
revenues
and
procurement,
and
then
there
is
a
fourth
position
that
was
authorized
in
last
year's
budget
has
not
yet
been
posted,
but
we
intend
to
proceed
to
hiring
with
soon
that
would
manage
the
cdbg
team.
So
you
know,
I
would
imagine
that
some
of
what
have
historically
been
the
day-to-day
responsibilities
of
the
director
would
pass
to
that
deputy.
B
In
terms
of
you
know,
direct
management
of
some
of
the
teams
taking
on
some
of
those
projects
process
flow,
but
I
would
imagine
us
being
close
collaborators
and
partners
in
and
would
you
know,
would
fully
intend
to
con
still
maintain
some.
You
know
direct
day-to-day
oversight
of
the
city's
fiscal
affairs
and
the
budgetary
process,
but
but.
B
A
the
perspective
of
a
manager,
not
not,
as
you
know,
a
deep
technical
expert
again,
I
I
believe
I
have
strong
qualifications
in
public
finance
broadly,
but
there
are
areas
of
specific
technical
expertise
that
are
plentiful
within
the
department
and
within
the
office.
Excuse
me,
and
it
would
be
a
question
of
managing
those
technicians
and
experts
to
achieve
the
results
that
the
mayor
and
the
city
are
looking
for,
rather
than
you
know
doing.
B
Forecasting
myself,
certainly
the
other
two
major
changes
here
are
not
creation
new
positions,
but
just
the
relocation
of
them
from
one
functional
group
or
in
the
budget
to
another,
the
positions
of
chief
operating
and
administrative
officer
and
the
positions
of
chief
and
the
position
of
chief
economic
development
officer.
Those
two
positions
are
presently
budgeted,
they're
budgeted
in
the
office
of
the
mayor.
Under
this
proposal
they
would
move
into
and
would
sort
of
co-lead
a
division
of
management.
B
It
would
not
have
extensive
staff,
at
least
that's
not
what
we're
proposing
at
this
time,
as
I
mentioned
this
morning,
that
may
be
something
that
we
would
look
to
discuss
with
council
in
the
future
if
this
model
proves
as
beneficial
as
we
think
it
could
be.
But
at
the
present
moment
our
intention
there
is
to
have
them
continue
to
function
as
they
are
now,
which
is
as
coordinators
and
collaborators
with
department
heads
to
ensure
strong,
cross-departmental
and
interdisciplinary
coordination.
On
behalf
of
you
know
the
mayor's
leadership.
B
I
would
therefore
say
that
the
core
leadership
team
in
omb
would
be
constituted
by
the
deputy
director
of
budget,
the
c-o-a-o,
the
sido
and
led
by
myself.
So
if
that
maybe
helps
you
understand
both
what
we're
proposing
from
a
structural
point
of
view
and
the
role
I
would
play
in
it,
I
hope
that's
helpful
and
I
think
if
I,
if
I'm
I
don't
mean
to
get
ahead
of
your
lineup
questioning
councilman.
But
I
think
a
point
that
I
made
earlier.
But
I'll
recap.
As
I
know,
some
additional
members
have
joined
the.
A
B
The
way
we
anticipate
that
functioning
within
the
executive
branch
broadly
is
reflected
on
the
second
slide,
which
I
just
showed
to
underscore
and
and
prevent
any
misconception
that
this
change
would
cut
off
the
direct
line
of
communication
that
exists
presently
between
department,
heads
and
the
mayor.
That's
not
the
case,
but,
as
has
been
true
in
most
administrations
in
the
past,
you
know
the
mayor
has
on
on
a
day-to-day
basis
and
to
varying
degrees,
sort.
B
The
the
the
department
heads
would
continue
to
report
directly
to
and
have
their
communication
with
the
mayor,
and
I
think
if
you
asked
I
I
can't
say:
oh
we've
only
been
up
in
office
two
weeks
and
there
have
been
some
pressing
matters
in
public
safety
and
public
works
that
have
probably
led
to
a
greater
degree
of
time
spent
together
there.
But
certainly
if
you
ask
the
acting
directors
of
those
departments,
I
think
you'd
find
that
the
mayor
is
very
directly
engaged
with
them
on
a
regular
basis.
B
F
F
F
So
we
what
we.
I
say
that
to
say
we'd
like
to
work
very
closely
with
you
on
these
matters,
and
we
would
appreciate
your
willingness
to
do
so
so
that
we
can.
We
can
continue
to
to
keep
to
the
commitments
that
we
have
made
in
terms
of
fiscal
responsibility
and
and
financial
stability,
and,
if
you'd
like
to
speak
on
that
in
some
way,
I'd
invite
you
to
do
so
sure.
Absolutely.
B
You
know
now
is
not
the
time
to
make
any
major
changes
to
those
processes
or
practices
that
you've
articulated.
Nor
again,
were
we
contemplating
them
at
any
point
in
the
future,
but
just
to
draw
a
very
maybe
to
double
underline
that
it
would
be.
You
know
problematic
at
this
time
I'm
happy
to
report,
and-
and
I
know
all
of
you
know
this,
but
for
the
benefit
of
the
public.
You
know
that,
as
you
said,
councilman
the
financial
footing
of
the
city
is
strong.
B
The
bond
rating
has
been
on
a
continual
positive
trajectory
over
the
last
several
years.
That
is
owed
to
prudent
management
by
this
council
and
previous
administrations.
To
ensure
that
that's
been
the
case,
you
know
the
projected
revenues
are
strong.
The
projected
net
operating
results
at
the
end
of
this
year.
Presuming
we
remain
on
budget
and
revenues
perform,
as
expected.
F
Outside
forces
can
can
play
havoc
with
it
and
we
need
to
be
prepared.
We
need
to
have
the
rainy
day
fund
if
you
will,
and
and
responsible
fiscal
policy,
consistent,
responsible
fiscal
policy
that
keeps
us
one
step
ahead
of
what
could
possibly
what
the
future
could
possibly
bring
to
us.
We
have
great
leadership
on
the
council.
We
have
councilman
devels,
our
finance
chair,
who's
elected
to
a
second
term,
who's,
doing
a
great
job.
Councilman
burgess
is
our
our
deputy
deputy
mayor
alma,
said.
E
F
Our
president,
pro-tem
and
councilwoman
kale
smith,
is
our
president
and-
and
I
you
know,
I
appreciate
your
commitment
and
your
willingness
to
work
closely
with
us
on
matters
of
of
finance
and
fiscal
responsibility.
It
truly
is
without.
Without
that
that
firm
foundation
all
is
for
naught.
We
we
can
ask
for
all
kinds
of
things
that
we
want
to
see
happening
within
our
council
districts.
There
ain't
money
in
the
bank
we
going
to
be
able
to
do
it
so
on
to
the
next
subject.
F
F
She
will
be
under
the
division
of
management
and,
as
we
spoke
a
little
bit
earlier
today,
council's
desire
to
see
follow
through
through
on
code
and
ordinance
enforcement
and
and
things
that
we
take
very
seriously
that
we
labor
about
at
the
table
and
ultimately
pass
and
then
hand
off
to
administrators
to
implement.
So
lisa
will
have
a
very
important
role
in
the
administration,
and
I
was
just
curious
as
to
what
your
thoughts
or
interpretation
would
be
of
that
role
in
her
responsibilities.
B
Yeah,
I
I
thank
you
for
that
question.
Councilman
I
mean
I
think,
that
the
the
key
objective
within
this
framework
for
us
is
performance,
improvement
and
utilizing
both
frankly
of
those
those
two
positions
within
the
division
of
management
as
being
leaders
working
closely
with
folks
in
the
departmental
level.
B
There's
certainly
also
a
very
strong
and
capable
team
within
omb
that
can
assist
in
process
improvement
on
the
financial
and
then
with
an
imp
on
the
sort
of
business
process
and
right
both
through
technology
and
simply
through
observation
and
recommendations
about
in
ways.
We
can
make
things
work
better
right.
B
It's
a
primarily
a
forward-looking
position.
You
know
one
that
is
charged
with
ensuring
you
know
collaboration
and,
as
I've
said,
a
couple
times,
cross-departmental
cooperation
around
major
initiatives
or
just
how
to
fix
things
that
aren't
working.
Frankly,
lisa
has
been
at
the
table
with
myself
acting
director,
hornstein
and
mayor
gainey,
a
lot
to
talk
about
ways.
B
I
I
I
would
hate
to
make
this
whole
conversation
about
snow,
because
I
know
we
have
a
lot
of
work
yet
to
do,
but
I
just
wanted
to
again
that
that
was
that's
the
nature
of
the
kind
of
work
that's
being
done
there
so
again,
the
the
directors.
I
want
to
stress
this,
as
I
stressed
earlier,
that
they
will
continue
to
have
a
direct
line
of
communication
with
the
mayor.
B
C
Thank
you.
Thank
you,
madam
president,
and
jake
good
to
I
I
feel
like
I
haven't,
talked
to
you
for
like
20
minutes
already,
so
you
know,
for
I
say
that
jokingly
because
you
know
I
want
this
council
to
know
through
this
past
storm
the
seriousness
that
this
administration
took
this
storm
and
how
they
dove
into
it.
With
me
and
jake,
and
I
were
on
the
phone
at
least
a
dozen
times,
I
would
say
over
the
last
two
days
identifying
the
problems.
Just
you
know
you
know
reaching
out.
C
We
both
were
kind
of
beat
up
called
me
sunday
morning
or
monday
morning.
I
think
it's
seven
o'clock
said
what
do
you
hear
and
I
was
like
not
my
alarm
yet
so
you
know,
but
you
know
jake.
I
just
wanted
to
take
this
opportunity
to
publicly
thank
you,
for
you
know
how
attentive
you
were
through
that
storm.
You
know,
honestly.
C
I
am
very
confident,
even
though
we
have
a
long
way
to
go
with
public
works
very
confident
in
the
future,
specifically
because
of
this
administration
and
how
they
just
jumped
in
here
and
even
before
the
mayor
jumped
into
the
snowplow
truck.
He
was
down
at
the
divisions
you
know
kind
of
giving
them
a
pep
talk
and
telling
them
how
important
they
are
to
the
city.
So
so
I
just
really
wanted
to
take
that
opportunity
to
thank
you
publicly
jake.
You
know.
C
I
think
this
is
going
to
be
a
positive
for
for
us
in
the
end,
it's
hard
to
believe
right
now,
but
I
I
have
confidence
in
that
and,
as
far
as
you
know,
what
this
meeting
is
about
today,
I
tend
to
you
know:
you're
the
new
administration.
If
this
is
how
you
feel
you
know
you
needed
to
switch
things
around
and
do
things
I'm
you
got
my
full
confidence,
so
I
have
a
meeting
at
2
30..
Can
I
register-
and
I
vote
now-
is
that
no?
No?
It's
not
the
agenda
till
tuesday.
C
B
H
Thank
you,
madam
president,
and
hi
jake
good
to
see
you
again.
I
just
had
a
couple
questions
about
the
org
chart
here,
really
just
about
the
notes
that
you
have.
Maybe
I
missed
it
because
I
showed
up
a
little
late.
You
have
the.
I
understand
how
it's
split
up
now,
with
the
two
divisions
the
the
deputy
director
says,
propose.
Is
that
already
something
that's
been
sent
over
or
is
that
already.
E
H
B
B
Frankly,
that's
the
chief
operations
and
administrative
officer
and
the
chief
economic
development
officer,
so
I'm
showing
division
of
management
there
to
give
a
sense
of
the
organizational
structure,
but
noting
that
we're
now
proposing
a
position,
a
new
position
there,
just
moving
to
positions
that
currently
exist
into
this
structure.
Okay,.
H
B
H
You
know
we
saw
in
the
times
of
covet
and
and
and
more
that
that
the
public
that
there
is,
you
know
a
public
interest
to
be
the
desire
to
be
more
engaged
with
the
budget
process,
and
so
even
though
the
previous
administration
has
done
from
my
understanding.
I
wasn't
here
for
15
years,
but
from
my
understanding
is
that
there
has
been
so
many
trends
so
much
more
transparency
around
the
budgetary
process
and
I'm
just
curious
as
we
move
forward
like
how
you'll
continue
to
improve
on
that
and
engage
the
public.
H
H
I
just
want
to
get
down
the
the
brass
tacks
and-
and
I
got
let's
see
all
these
projects
out
there
from
you
know
I
heard
about
a
project
manager.
That's
not,
I
left
the
city,
and
so
I
want
to
like
revisit
that
like
I
could
just
go
through
my
laundry
list
and
I
am
I'm
gonna
make
an
appointment,
so
we
can
go
through
that
and
I
believe
that
you
and
I
will
work
very
closely
together
and
all
that
and
make
sure
it's
it's
working
and
running.
B
Based
on
current
forecasts,
you
know
we're
expecting
strong
revenues
and
you
know
a
sound
financial
position
with
a
secure.
You
know:
reserve,
fund
balance
and
operating
result
at
the
end
of
this
year.
But
changes
in
you
know
things
like
employment,
taxes,
receipts
or
other
economic
impacts
of
the
ongoing
pandemic
can
threaten
that.
B
I
think
there
are
valuable
safeguards
in
place
as
I
was
discussing,
or
we
were
discussing
in
response
to
council
councilman
krause's
question
that
that
we're
in
well
positioned
to
weather
that
storm,
but
we
need
to
continually
be
mindful
of
it,
and
we
have
strong
reason
to
believe
that
the
bond
rating
improvements
that
we've
seen
in
the
past
will
you
know,
be
preserved
and
continued
that
trajectory
regarding
the
budget
process.
Again,
I
agree
you
know
there
are.
B
There
is
a
growing
desire
within
the
public
to
be
engaged
and
perhaps
engaged
in
new
ways
about
this
process.
I
I
completely
agree
with
you
that
the
city
has
made
enormous
leaps
forward
in
the
past
decade,
as
it
relates
to
the
transparency
of
the
budget,
but
there
you
know
there
are
always
new
technologies,
new
emerging.
B
I've
had
some
preliminary
conversations
about
that
with
the
internal
teams
at
omb,
who
have
a
number
of
really
interesting
and
exciting
ideas
about
that
and
was
able
to
facilitate
a
conversation
between
them
and
the
mayor
about
some
of
those
new
ideas
too,
to
just
begin
developing
some
proposals
there.
I
don't
have
anything
fully
baked
if
you
will
to
bring
to
council
in
the
short
term,
but
it
is
an
area
of
early
focus.
A
G
You
know
come
up
to
speed
and
and
able
to
fully
represent
the
organization
that
you're
or
the
or
the
office
that
you're
working
for
not
everyone
in
the
public
has
the
opportunity
to
like
we
do
to
kind
of
review
your
resume
or
maybe,
if
they,
if
they
do,
they
haven't,
looked
at
it
yet
and
to
see
that
some
of
your
background,
one
question
I
wanted
to
ask
for
for
our
benefit,
for
the
public's
benefit.
Is
your
management
experience?
B
Sure,
thanks
thanks
for
that
question,
council
person
yeah,
I
have
you
know
over
the
course
of
my
career,
managed
both
offices
and
organizations
of
various
sizes
and,
with
you
know,
various
budgets
and
and
staff
capacities.
This,
of
course,
will
be
the
the
largest
of
those
and
a
a
challenge
for
sure,
but
one
that
I
think
I'm
prepared
for
I've
managed
a
non-profit
foundation
that
makes
grants
in
the
the
democracy
advancement
space
which
had
rather
complicated
financial
operations.
B
In
order
to
execute
on
that
mission,
as
you
mentioned,
I've
managed
teams
of
various
sizes
and,
and
both
you
know,
in
direct
or
collaborative
ways
right.
So
in
my
work
at
pwsa,
I
managed
a
team
in
the
public
affairs
shop
in
the
ura.
My
charge
was
more
and
similar
to
some
of
the
aspects
of
this
work,
not
not
so
much
managing
a
large
team
directly,
but
fostering
collaboration
and
cooperation
across
the
internal
divisions
within
the
ura
to
further
policy
and
planning
objectives.
B
Of
course,
as
you
mentioned,
I
was
the
chief
of
staff
to
state
senator
and
manage
the
entire
staff
there.
You
know
so
I
think
you
know
if
they
run
the
gamut
in
sort
of
size
and
shape
and
complexity,
but
have
extensive
management
experience
with
various
types
of
public
sector
organizations
or
civic
organizations
managing
both
people
and
budgets.
B
To
that
end,
I
will
say
that
I
think
I
will
benefit
greatly
in
this
position
from
the
extremely
strong
team
within
the
existing
office
of
management
and
budget
and
the
great
work
that
my
last
several
predecessors
have
done
in
professionalizing
and
building.
You
know
strong
processes
and
work
culture
within
that
office,
and-
and
so
I'm
just
very
excited
to
be
leading
such
a
capable
team.
G
Great
thank
you
that
I
don't
have
any
other
questions.
I
you
know
my
colleagues
have
council.
Colleagues
have
covered
a
lot
of
it
and
I
too
look
forward
to
getting
the
opportunity
to
sit
down
for
a
longer
meeting
going
over.
Some
of
you
know,
priorities
or
kind
of
my
my
view
from
council
and
where
we
can
continue
to
work
together
and
building
off
of
what
in
the
work
we've
already
done,
and
and
also
to
what
councilman
wilson
brought
up
earlier
as
well.
I
Thank
you,
madam
president.
Thank
you,
so
welcome
actor
going
to
say
almost
director
pollock.
Now,
I'm
not
sure
what
your
official
title
will
be,
or
director
nominee,
pollock
and,
as
others
have
said,
thank
you
for
already
serving
and
for
your
diligence
and
attention
during
our
snowfall
in
the
last
almost
week
or
so
it's
it
was
also.
I
have
to
say,
also
really
helpful
to
get
the
phone
calls
and
updates
and
even
for
you
know,
the
invitation
for
feedback
which
I'll
just
also
welcome,
and
just
like
the
other
members.
I
I
had
the
pleasure
of
working
with
you
in
your
other
government
roles,
especially,
and
I
also
think
that
those
roles
have
you
know,
led
you
to
this
one.
I
found,
I
think
other
members
have
said
similar
things
that
working
with
you
as
the
ura
government
representative,
so
that
you
are
our
first
point
of
contact
to
our
ura
was
a
probably
positive
turning
point
from
my
relationship
with
the
ura
right.
I
So
I'm
I'm
looking
forward
to
seeing
how
your
being
in
a
specific
position
you
know
leads
to
to
that
outcome,
and
since
I
I
was
sitting
now
for
it's
been
almost
an
hour.
Listening
to
my
questions
from
the
other
members,
I
won't
repeat
some
of
those,
but
I
had
the
opportunity
to
go
back
and
look
at
previous
budgets
in
the
city
of
pittsburgh
because
it's
all
very
nicely
arranged.
I
If
you
go
far
enough
back
where
inside
of
each
department,
they
kind
of
had
their
own
budget
functions,
and
so
we've
you
know,
are
now
in
a
a
place
where
we've
we've
taken.
Those
outs
from
under
directors
and
kind
of
grouped
the
budget
functions
all
together,
and
I
really
want
to
say
that
was
a
change
that
kind
of
happened
over
these
last
eight
years,
and
so
this
is
consolidating
both
not
just
the
budgeting,
but
also
the
administration
and
management
in
this
office
too.
I
So
I
just
wanted
to
kind
of
just
say
that
again,
because
it
is
a
different
model
than
20
30
40
years
ago.
Certainly,
but
it's
one
that
we've,
I
think
gotten
comfortable
too
at
city
council
that
there
is,
I
think
you
can.
You
can
just
eyeball
the
actual
budget
documents
and
it
lends
credit
credence
and
it
justifies
the
office
of
management
and
budget,
I
think,
being
in
existence,
because
certainly
the
budget
documents
themselves
to
kind
of
echo
back
to
what
councilman
wilson
was
just
getting
out
or
maybe
councilman
strasberger
about
participatory
budgeting.
I
It's
a
better
document
these
days
than
it
was.
If
you
look
back
at
the
you
know,
typewritten
copies,
not
just
about
the
graphics
and
the
layouts,
but
the
amount
of
information
is
really
much.
I
think
there's
much
more
information
in
today's
budgets
and
it's
much
easier
and
inviting
for
the
citizen
to
be
able
to
see
how
government
is
working.
I
I
I
mean
that
the
responsibility
is
still
a
direct
line
to
the
mayor,
but
different
different
mayors
organize
the
actual
like
day-to-day
communications
differently,
and
so
I'm
comfortable
with
you
know
supporting
not
just
your
nomination,
but
also
the
legislation
that
we
voted
provisionally
changing
the
amendment
that
we
voted
provisionally.
Income
changing
and
rearranging
those
functions
on
the
org
chart,
and
there
wasn't
a
question
there.
Yet
I
feel
like
I
should
give
you
a
question.
B
I
can
I
can
address
it
pretty
quickly,
at
least,
and
then,
if
there
are
follow-up
questions
that
we
want
a
table
for
another
time,
happy
to
discuss
those
as
well
the
the
first
of
all
there.
There
is
nothing
proposed
in
this
set
of
actions
that
the
administration
has
placed
before
council
that
would
change
that
relationship
between
the
finance
department
and
the
office
of
management
and
budget.
B
Estate
disposition
process
so
the
or
the
real
estate
inventory
so
so
no
proposed
changes
there.
You
are
correct
about
the
the
broad
strokes
of
that
functional
relationship,
finance
money
in
omb,
money
out
and
then
there's
shared
responsibility
as
it
relates
to
debt
issuance
and-
and
you
know,
the
management
of
the
city's
debt
service
and
borrowings
through
the
capital
budgeting
process
and
I've
been
working
closely
with
acting
director,
gula
and.
B
The
capital
team
on
coordinating
around
that
the
past
few
weeks
to
your
question
about
the
position
of
treasurer.
I
don't
recall
precisely
when
so
forgive
me.
I
don't
remember
whether
it
was
in
which
of
the
last
say
three
budgets.
It
was,
but
the
the
distinction
between
the
position
of
treasurer
and
finance
director
was
eliminated.
Code
permits
either
configuration
and
in
fact
there
is
a
specific
provision
within
code
that
says
that
one
person
can
wear
both
hats
or
they
can
be
separate
there.
I
E
F
F
The
difficulty
in
clearing
titles,
dead-end
properties,
properties
that
need
to
be
demolished,
the
cost
of
of
demolishing
a
property
so
forth,
and
so
on
that
that
is
a
meeting
in
and
of
itself,
so
just
to
introduce
the
topic
to
you
and
the
importance
of
it
to
this
council
in
terms
of
our
responsibility
to
manage
our
vacant
properties
is
just
curious.
What
your
thoughts
might
be,
some
initial
offering
that
you
might
have
is
how
you
might
approach
it.
So
I.
B
You
know,
one
of
which
is
reorganizing
somewhat
internally,
where
the
you
know,
the
frontline
sort
of
maintenance
function
sits
within
the
department
of
public
works
and
and
councilman.
We
had
an
opportunity
in
the
course
of
discussing
a
project
update
on
the
fourth
division
earlier
today
to
discuss
a
bit
about
what's
being
explored
there
in
terms
of
you
know,
a
a
plan
for
improving
response
to
the
clean
and
lean
process.
Now
you
know,
once
we've
got
some
operational
efficiencies
achieved
from
reopening
the
fourth
division
facility.
B
C
B
Know
to
maybe
expedite
the
process
or
update
some
things,
although
much
of
that
as
you've
alluded
to
is
dependent
on
the
courts
and
so
finally,
another
major
way
in
which
we
can
influence.
That
process
is
through
pursuing
state
legislation
which
has
already
been
introduced
by
state
senator
wayne
fontana
in
cooperation
with
the
ura,
to
improve
process
there
and
give.
B
Process
than
in
conjunction
with
the
land
bank
can
resolve
some
of
those
issues.
It's
not
an
easy
fix.
I've
just
given
you
the
highlights
as
to
the
sort
of
options
that
are
on
the
table,
and
I
think
we
need,
as
you've
said,
to
come
together
with
a
concrete
plan
about
that.
But
we've
got
some
irons
in
the
fire
so
to
speak.
Yeah.
F
I
don't
even
know
how
many
many
years,
but
it
has
always
been
a
very
deep
desire
of
me-
and
I
believe,
every
member
of
this
council
to
present
our
city
in
the
best
light
that
we
possibly
can
and
to
get
ahead
of
of
of
of
those
who
don't
want
to
see
that
vision
come
to
fruition.
You
know,
and
and
and
I
can
tell
you
each
and
every
one
of
our
offices
wrestle
with
these
calls
every
day
and
they're
they're
they're
they're
you.
B
F
I
was
thinking
of
them.
They
are
I
apologize
for
interrupting
you.
They
are
an
amazing
operation,
amazing,
one
of
the
finest
departments
in
the
city
with
a
commitment
to
professionalism.
Unlike
anything
I've
ever
seen,
I
had
the
opportunity
to
chair
the
public
works.
A
committee
when
I
first
came
on
spent
some
time
going
into
environmental
services
to
meet
with
them,
and
I
I'm
telling
you
just
the
the
the
the
consummate
professionalism
of
that
apart
department.
F
Just
blew
me
away,
really
just
fine
fine
workers,
one
other
thing
I
would
like
to,
and
I
promise
I'm
gonna
stop
just
to
take
it
one
steps
further
under
the
lead
of
councilwoman
strasburger,
the
plastic
band.
We
even
hate
to
call
it
a
band,
but
the
re
re-imagining
of
how
we
use
single-use
plastics
and
the
importance
of
understanding
how
to
to
do
that.
F
I
I
truly
believe
the
only
way
we
ever
get
ahead
of
the
waste
management
problem
is
is
really
through
reduction
right.
The
first
step
has
to
be
reduction.
The
second
step
has
to
be
reuse
or
reimagine.
The
third
step,
then,
is
recycle
right
and,
and
I
applaud
councilwoman
strasberger
and
the
forward.
F
D
D
I
want
to
say
one
question:
I
want
to
do.
First,
let
I'll
start
off,
but
let
me
know-
and
let
me
do
it
backwards
so
as
I've
said
when
everyone
anyone
who
listened
that
from
my
religious
background,
I
believe
god
sends
messengers
to
earth
to
signs
and
wonders
for
its
people,
and
I
believe,
perhaps
that
the
election
of
ed
gainey
is
providentialist,
god
moment
a
sign
to
bring
hope
to
his
people.
D
I
believe
that,
and
I
believe
that
being
the
first
african
mayor
of
the
city
is
incredibly
difficult
and
so
in
order
to
be
successful,
he'll
have
to
surround
himself
with
high
quality
people,
and
so
we
hope,
as
a
council,
we
believe-
and
I
think
I
speak
on
behalf
of
all
the
council.
We
believe
in
a
strong
mayor
and
that
a
strong
mayor
and
a
strong
council
will
make
a
stronger
government
when
I
first
in
2017
began
to
talk
about
a
city
for
all
and
the
city
for
all
agenda.
D
F
D
Exactly
right,
yes,
and
that
that
was
what
we
were,
that
has
been
our
our
goal,
and
so
we
look
to
we
we
hope
to
work
with
you,
I'm,
along
with
mr
krauss.
We
are
the
old
man
on
council
right.
I
think
my
job
is
to
do
two
things.
One
is
to
serve
counsel,
sometimes
ask
me
to
help
it,
and
I
will,
and
if
to
extend
the
mayor
asked
me
to
help.
D
D
D
I
do
have
so
so
so
so
I
don't
really
have
don't
have
my
questions
are
pedantic
or
little
things
most
of
our
conversations
we've
already
had
in
in
private.
So
the
one
thing,
though
I
do
think
I
want
to
at
least
suggest,
and
I'm
really
grateful
for
the
organizational
chart,
because,
even
though
talking
to
you,
it
wasn't
clear
to
me
as
to
how
we
were
organizing
government.
D
D
Even
though
omb
has
an
overarching
role
now,
it's
still
a
department
in
terms
of
our
city
code
and
so,
if
you're
taking
people
out
of
the
mayor's
office
and
putting
them
in
underneath
a
department,
regardless
of
what
title
they
are
they're,
essentially
directors,
assistant
directors.
That's
the
functions.
Are
they
function,
whether
you
call
them
that
or
not
whatever?
You
call
them?
D
I
think
that
we'll
now
subject
them
to
council
interview,
if
council
so
chooses-
and
I
want
you
to
get
your
thoughts
on
it-
that's
sort
of
my
thoughts
having
looked
at
it
last
night
and
and
you
know,
because
in
essentially
we
are
actually
creating
a
new
job
for
them.
They
are,
they
are
no
longer
when
they
move
just
like.
D
If
I'm,
if
I'm
the,
if
I'm
the
secretary
of
public,
works
right
right
and
I
transfer
and
become
the
secretary
in
law
department,
even
though
I'm
still
a
secretary,
I'm
literally
in
a
new
job,
and
if
we're
going
to
move
them
from
the
mayor's
office,
even
though
they
may
function
the
same,
they
may
even
be
in
the
same
space
logically,
but
in
terms
of
the
structure
of
government,
we're
literally
moving
them
from
one
job
to
another
job.
And-
and
so
I
I
that's
what
I
think
I'm
I
don't
know
that
we've.
D
But
we
can
talk
about
that
offline,
but
that's
kind
of
my
thinking
again
and
the
reason
and
and
and
I've
said
this
over
and
over
again
the
reason
that
I
I
maybe
even
before
I
asked
the
question.
I
probably
should
say
this.
I
believe
the
mayor
should
have
great
latitude
on
who
he
hires.
That's
really
not
my
issue,
but
at
the
same
time,
in
order
for
me
to
be
effective
as
a
counsel
person,
I
need
to
have
a
relationship
with
those
those
those
deputy
directors.
D
D
B
Yeah,
I
I
I
would
like
to
apologize.
I
would
like
to
well,
I
guess
I'll
first
say
that
I
you
know
speaking
myself
as
the
director
designate
and
if
these
changes
are
approved,
you
know
their
supervisor.
I
would
always
encourage
us
a
strong
and
open
relationship
with
council
and
that
kind
of
collaboration
and
and
so
have
no
objection
in
that
regard.
You
know.
I
think
this
was
in
response
to
a
question
that
council
person
strasberger
asked
this
morning.
B
You
know
that
that
crosswalking
right
that
migration
of
the
positions
against
the
legislation
the
council
passed
at
the
end
of
last
year-
I
I
haven't
seen
you
know
kind
of
a
legal
opinion
on
that.
I
suppose,
but
but
no
full
willingness
on
our
part
to
comply
with
the
interview
process,
if
desired
by
council
and
you
know,
as
warranted
as
we
move
those
positions.
D
It
is
managing
a
billion-dollar
organization
when
you
take
the
city
and
all
of
its
authorities
and
the
workforce
and
the
personnel
issues
and
the
press
issues
and
the
constituents
issues
and
the
interpersonal
relationship
issues
when
you
put
all
that
together
on
this
giant,
we
call
city
government
is
enough
to
hurt
four
or
five
people,
let
alone
one
young
man,
and
so
I
do
want
you
to
know.
On
a
private
note-
and
I
mean
when
I
say
this
as
I
pray
for
our
mayor-
we
do
that
in
church
every
sunday
have
been
for
a
while.
B
Thank
you
reverend.
I
really
appreciate
that
and
your
prayers
and
the
prayers
of
your
your
congregation,
and
I
just
going
back
to
your
original
observation.
I
just
wanted
to
say
that
the
guinea
administration
and
myself
included
is
certainly
very
much
committed
to
the
same
type
of
servant.
Leadership
that
you
described
very
eloquently
earlier
that
has
been
you
know
my
life's
work
and
the
mayors
and
most
of
the
members
of
our
team
in
one
way
of
shape
or
form,
and
certainly
a
standard
that
we
hold
ourselves
to.