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From YouTube: CEOs for Cities #5: Lightning Round - 6/12/15
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A
B
Moderate
this
lightning
round
we
have
Tracy
certo,
who
is
a
longtime
member
of
cos
for
cities,
the
founder
and
publisher
of
next
Pittsburgh,
which
is
a
phenomenal
online
magazine
that
you
should
all
be
subscribing
to
whether
you
live
in
Pittsburgh
or
not,
and
Tracy
will
introduce
our
lightning
round
speakers
and
make
any
comments
she
likes.
Tracy
certo.
C
Thank
You
Lee
and
hello,
everybody
and
thankfully,
for
those
kind
words
about
next
Pittsburgh
I
hope
you
won't
regret
them.
After
what
I
say
about
you,
but
but
I
did
want
to
mention
that
last
week
we
had
a
conference
call
scheduled
to
get
together
for
this
fabulous
panel
and
I
got
on
a
few
minutes.
Late
and
Lee
was
in
midstream.
C
While
Dave
presented
his
ID,
it's
a
very
good
one
and
cannot
wait
to
hear
more
about
it,
and
then
I
said
hi
guys,
I'm
on
the
call
and
Lee
said
Tracy
our
moderator,
whom
I
don't
consider
to
be
a
speaker,
or
else
I
would
have
said
you're
the
best
speaker
on
the
panel
very
good
recovery.
A
few
minutes
later,
Deborah
lamb
gets
on
the
call
and
Lee
doesn't
skip
a
beat
Deborah
lamb,
the
best
speaker
on
the
panel
thanks
for
joining
our
call.
C
C
D
Great
thank
you.
I
also
run
a
thing
called
the
new
economy
initiative,
it's
135
million
dollar
effort,
put
together
by
12
funders
with
the
purpose
of
energizing
the
entrepreneurial
economy,
grassroots,
to
high-growth
we've
spent
about
90
million
dollars
in
that
space,
mostly
on
the
support
system.
That's
been
put
in
place
for
entrepreneurs
and
a
lot
of
stimulus
work
along
the
way,
one
of
the
programs
that
we
put
in
place-
and
this
is
not
the
one
I'm
going
to
talk
about.
It's
called-
accelerate,
Michigan
innovation,
competition.
A
D
E
D
That
doesn't
look
much
like
Detroit,
so
we've
been
very
concerned
about
this
notion
of
the
startup
community,
looking
very
different
from
the
bin
up
community,
to
complicate
that.
We
built
this,
this
tool
of
the
service
providers
that
actually
provide
any
service
to
entrepreneurs,
and
what
we've
noticed
is
the
startup
community
uses
it
and
the
bin
up
community
never
felt
welcome
to
use
it.
So
the
question
we
had
is:
how
do
we
recognize
the
benefits?
D
The
scum
Panisse
that
anchored
neighborhoods
paid
their
taxes
made
things
happen
in
those
areas
that
they
do
business
for
years,
and
so
we
started
a
program
called
any
ideas
supporting
your
ideas
for
business
growth
focused
on
existing
businesses,
at
least
three
years
old
in
the
Detroit
footprint.
If
you
were
under
seven
hundred
and
fifty
thousand
dollars
in
gross
revenues,
you
qualified
for
one
of
30
$10,000
prizes
to
implement
your
idea.
D
If
you
were
750
25
million
dollars
in
gross
revenues,
you
qualify
for
one
of
two
two-hundred-thousand-dollar
prizes
to
implement
your
idea,
and
the
focus
was
let's
get
into
the
neighborhoods
to
those
been
ups
and
we
partnered
with
Detroit
economic
growth
corporation
to
get
out
on
the
streets
and
make
this
happen.
Now
we
were
told
by
experts,
no
one
will
come
because
they
don't
believe
you
they
don't
trust
you
you're
seen
is
the
startup
community,
the
Downtown
and
Midtown
startup,
and
it
won't
work.
So
it
took
us
a
year
to
design
this
competition.
D
The
right
way
an
ambassador
team
was
put
out.
25
ambassadors
sites,
street
teams
were
put
out.
We
translated
into
from
English
into
Arabic
Spanish
indan
golly.
We
papered
the
community
and
here's
what
happened.
Six
hundred
applications
came
in
from
across
the
city,
existing
businesses
and
what
we
found
was-
and
here
was
the
trick
we
were
going
to
give
away
the
prizes,
but,
more
importantly,
all
600
needed
to
be
open
to
this
new
ecosystem
and
finding
support.
D
So
all
600
have
been
offered
technical
assistance
and
Spencer
Olynyk
from
ddc
is
here
Spencer
spanic
standing
room
only
at
every
technical
assistance
session,
we've
seen
the
cohorts
of
these
groups
actually
start
networking
and
doing
business
together
and,
more
most
importantly,
look
at
the
demographics.
Seventy-Three
percent
of
the
winners
were
people
of
color.
Sixty
percent
were
women.
Fifty
percent
we're
both
here
is
the
age
of
the
businesses
we
range
from
three
years
to
69
years
in
age.
J
J
G
C
E
E
E
We
had
two
years
ago,
bank
began
to
do
an
inventory
to
determine
their
length,
the
land
use
and
what
could
happen
with
those
properties
that
word
were
taken
down?
The
residents
did
not
want
another
garden
community
gardens,
they
did
not
want.
They
did
not
want
people
from
the
fifth
floor
or
the
22nd
floor
of
Government
Center
telling
them
what
they
wanted
to
do.
E
Government
is
called
team
ACOG,
and
this
is
a
group
that
works
dealing
with
issues
of
Transportation
environmental
issues,
water
issues
as
well,
and
so
this
working
with
the
residents
to
plan
for
green
infrastructure
and
they
were
able
to
receive
a
grant
to
just
begin
the
planning
process
to
determine
what
to
do
with
stormwater
runoff,
the
neighborhood.
The
residents
determined
that
one
of
their
big
problems
was
flooding
when
there
was
a
rainy
than
the
storm.
E
Water
system
would
not
work
properly,
and
so
there
were
two
backups
into
their
homes,
their
basements
with
blood,
and
so
how
do
they?
And
they
decided?
This
was
a
major
issue
that
needed
to
be
addressed,
and
so
the
project
was
the
gun
and
last
in
July
of
2014,
and
it's
going
to
end
this
practice
coming
december
and,
as
you
can
see,
the
goal
was
to
engage
the
community
in
developing
their
strategies
for
how
they're
going
to
address
this
particular
issue.
E
It's
not
working,
oh,
so
why?
The
junction
neighborhood
I
kind
of
said
the
junction
neighborhood
decided
that
they
wanted
to
control
their
own
destiny
as
a
district
councillor
person
when
I
first
started
I
would
go
and
they
would
ask
the
number
of
questions
about
city
services.
How
do
we
get
those?
How
do
we
get
those
things
to
happen?
After
working
with
the
nonprofit
United
Way
working
with
some
of
our
city
departments?
They
now
know
where
they
need
to
go
and
they
were
organization
that
was
in
a
community
that
had
organized
themselves.
E
The
junction
is
a
living
and
learning
community.
This
is
what
they
determine
themselves
to
be
and
that
it
was
to
address
the
safety
blight
vacancy
and
economic
concerns
in
the
junction
area.
As
your
district
council
person,
it
was
important
for
me
to
understand
and
to
represent
them
and
to
be
their
voice
in
City
Hall,
as
well
as
other
places,
and
these
are
the
partners
of
this
committee
that
worked
together
for
this
particular
project.
E
Community
engagement.
This
is
what
they
determined
through
various
Tourette's
and
having
opportunities
for
people
to
come
in
and
make
decisions
about
how
the
greening
of
your
of
this
particular
neighborhood
would
be.
They
did
a
survey.
They
have
had
ongoing
community
engagement
with
people,
young
people,
old
people,
businesses,
everyone
to
get
a
representative
advisor
committee.
E
Now
this
is
one
of
the
areas
where
land
bank
has
come
in,
and
this
is
the
only
structure
that's
left
in
this
block,
and
so
the
plan
is
for
this,
and
this
is
a-
and
this
is
another
view
of
this
point
of
this
particular
area,
and
this
is
adjacent
to
a
elementary
school.
We
have
schools
as
hubs
for
those
of
you
where
the
school
is
to
be
an
anchor
for
that
neighborhood
and
so
picket
school.
E
One
of
those
choose
that
the
community
faced
was
the
lack
of
safety.
So
what
they
wanted
was
to
make
sure
that
they
had
intentional
ways
in
which
that
they
can
teach
the
children
as
well
as
the
adults,
how
we
can
live
peacefully
with
in
this
particular
neighborhood
long-term
plans
self-explanatory,
but
but
the
thing
that
I
would
like
for
you
to
understand
is
that
this
was
not
something
that
government
put
together.
This
was
not
something
that
the
experts
put
together.
C
A
K
Got
it
thank
you.
I
was
not
on
the
call,
so
I
tried
to
get
onto
the
call,
but
it
didn't
work
so
you'll
see
that
I'm
technology
challenged
here,
I'm
also
a
little
colorblind.
That
is,
that
the
green
button,
that's
the
green
button,
all
right.
Thank
you
great
to
be
here.
It's
really
exciting
to
be
in
a
room
for
a
couple
of
days
with
with
folks
who
are
really
wrestling
with
the
whole
notion
of
inclusion
and
and
and
moving
things
forward
in
a
just
way.
K
K
We
expose
proven
problem
solvers
to
the
issues
that
that
need
addressing
in
our
region
and
we
introduce
them
not
not
only
to
the
issues,
but
we
introduce
them
to
the
experts
who
can
provide
them
with
wise
counsel,
and
then
we
send
them
out
on
over
a
period
of
six
weeks
on
what
we
call
learning
journeys
where
they
actually
roll
up
their
sleeves
and
get
involved.
With
these
issues
at
first
hand.
K
Now
the
learning
journeys
that
our
leadership
classes
have
undertaken
have
run
the
gamut
of
things
from
human
trafficking
to
electronic
medical
records,
but
I'll
get
into
some
of
that
in
a
few
minutes.
When
I
talk
about
data
and
supplying
our
leaders
with
data
that
goes
to
the
core
of
you
know.
The
second
thing
that
we
do
in
that
that's
research.
We
do
annual
indicator
reports.
We
try
to
put
together
reports
that
establish
you,
know
good
and
solid
data
that
everyone
can
agree
on
and
use
as
a
platform
for
moving
forward.
K
We
specialize
in
nine
topic
areas.
These
are
areas
that
we
think
are
important
to
our
region
and
Ryan.
We
talk
about
Houston,
we're
talking
about
a
nine
county
metro
area,
that's
actually
about
the
same
size
as
New
Jersey,
it's
an
enormous
region,
but
we
look
at
you
know:
health
and
education
and
arts
and
culture
and
civic
vitality,
and
we
circle
back
to
these
issues
on
a
regular
basis
and
all
of
our
data
and
all
of
our
reports
are
available
online
at
a
site,
joosten
indicators,
dot,
org,
I
suggest
everybody
take
a
look
at
it.
K
You
can
get
in
there
and
really
crunch
data
in
interesting
ways
when
it
gets
to
solutions.
We
have
three
primary
ways
that
we
approach
solutions.
We
do
all
the
usual
things.
We
convene
people
we
twist
arms,
we
sometimes
butt
heads
and
conk
heads,
but
we
have
three
approaches
when
it
comes
to
solutions
and
those
are
what
we
call
the
burr
under
the
saddle,
the
catch
and
release
method
and
that
we
can
do
it
method.
Now.
An
example
of
the
burr
under
the
saddle
would
be
our
work
with
early
childhood
education.
K
13
years
ago,
the
center
published
a
report
about
early
childhood
education
called
preschool
for
all.
You
know
it
made
a
few
ripples,
but
didn't
get
that
much
traction,
but
the
key
to
a
lot
of
these
issues
is
you
have
to
stay
in
the
game
you
have
to
keep
after
it.
You
get.
You
get
points
for
persistence,
so
you're
kind
of
a
pain
in
the
neck.
Maybe,
but
you
know
over
the
years
we've
we've
stayed
on
this
issue.
We
were
there
for
the
creation
of
a
group
called
collaborative
for
children.
K
We
helped
put
together
some
some
some
some
rules
for
the
road
on
early
childhood
education.
We
were
part
of
some
business
and
civic
collaborations
and
we're
still
not
where
we
need
to
be,
but
when
we
started
the
only
you
know,
early
childhood
education
where
we
live
was
you
know,
half
day
of
kindergarten,
and
we
knocked
one
little
victory
this
spring.
When
the
Texas
Legislature
passed
House
bill
for
which
expanded
funding
for
for
for
preschool,
you
know
pre
pre
kindergarten.
So
that's
that's
one.
K
One
little
victory
our
catch-and-release
approach,
and
this
is
something
we
probably
try
to
do
more
often
than
not-
is
help
launch
an
idea
and
then
hand
it
off
to
someone
else
we're
a
small
organization.
We
can't
do
it
all
ourselves,
so
we
try
to
be
the
catalyst
and
this
idea
came
up
in
one
of
our
learning
journeys
from
our
Leadership
Forum.
Someone
identified
the
problem.
All
the
different
hospital
systems
have,
you
know
different
electronic
platforms.
There's
you
know
they
don't
talk
to
each
other.
K
Someone
said
why
don't
we
get
everybody
on
the
same
platform
and
we
helped
incubate
that
idea.
Over
a
period
of
about
three
years,
we
helped
write
the
bylaws,
we
helped
recruit
a
board
and-
and
today
this
is
an
independent
501c3
called
the
Greater
Houston
health
connect.
It
connects
health
records
across
20
counties.
It
serves
more
than
six
million
people
if
you're
from
Galveston
and
you
get
in
a
car
crash
in
Liberty.
You
know
they
can.
K
They
can
access
your
health
records
even
if
you're
knocked
out-
and
you
can
see
some
of
the
ways
the
this
connects.
You
may
be
surprised
to
see
the
jail
on
that
on
that
chart,
but
in
fact
the
jail
in
Houston
is
is
one
of
the
biggest
medical
providers
in
our
area,
particularly
for
mental
health.
Finally,
the
we
can
do
it
approach
is
when
we
say:
okay,
let's
do
it
ourselves
in
an
example
of
this
would
be
our
participation
in
the
talent
dividend
which
is
CEOs
for
cities
program.
K
We
launched
the
the
Houston
version
of
that
and
you
know
when
we
wound
up
the
program.
We
had
thirty
three
percent,
more
associate's
degrees
than
when
we
started
I.
Think,
fourteen
percent
more
bachelor's
degrees
we're
continuing
this
work
under
our
own
name,
which
we
call
it
my
degree
counts
and
we're
really
focused
on
on
persistence
and
on
access.
So
let
me
just
jump
quickly
to
wrap
up
to
our
latest
report.
We've
got
some
copies
of
it
out
on
the
table.
K
It's
on
civic
vitality
and
I
wanted
to
mention
it
because
it
so
closely
aligns
with
what
we're
talking
about
here.
This
weekend
you
know
we
looked
at
politics,
we
looked
at
building
neighborhoods
and,
as
I
think
Tony
said
earlier.
You
know
a
lot
of
it
has
to
do
you
find
out
with
with
ownership
and
not
just
you
know,
owning
a
house
but
owning
the
process.
K
You
know
when
we
talk
about
Civic
vitality.
We
mean
a
lot
of
different
things,
but
primarily
we
mean
all
the
ways
we
connect
with
our
communities
all
the
ways
we
look
out
for
one
another,
as
our
mayor,
parker
put
it
recently.
You
know
talking
about
it.
We
expect
one
another
to
put
Houston
first
and
in
the
payoff
she
said.
Is
a
city
that's
prepared
for
the
future.
We
like
that.
K
Thirty-Eight
percent
I
mean
it's.
It's
a
big
big
swing
there
and
we
are
in
the
process
of
reaching
out
and
trying
to.
You
know,
explore
some
some
ways
to
study
this,
we're
going
to
make
a
real
effort
on
learning
more
about
income
segregation.
That's
one
of
our
particular
problems
in
Houston
people
who
can
afford
it
have
chosen
to
live
in
walled
communities.
We
know
that
that's
not
good
for
everyone
else.
It
if
you're
not
exposed
to
people
who
are
successful.
K
That's
not
good
for
your
kids,
and
this
is
something
that
was
recognized
in
Houston
many
years
ago,
Jesse
Jones,
who
was
probably
the
leading
Civic
entrepreneur
of
the
20th
century
in
Houston,
was
Franklin
Roosevelt's,
chairman
of
the
reconstruction
Finance
Corporation,
set
it
back
in
nineteen,
thirty-seven
and
I
think
it
really
captures
the
issue
to
the
fleet.
Asst
goes
the
race,
but
we've
all
got
to
eat
that
that's
our
challenge
is
making
sure
that
we
provide
for
everyone.
Final
thought
here
is
that
you
know
we
brag
a
lot
about
our
diversity
in
Houston.
K
It's
not
only
a
strength,
that's
a
challenge,
because
you
know
the
group
in
our
city
that's
most
underrepresented,
that
has
the
least
social
capital,
is
the
fastest
growing
and
is
about
to
be
the
major
major
part
of
our
city.
So
we've
picked
up
a
lot
of
really
wonderful
and
interesting
ideas
here.
I
keep
thinking
about
the
whole
notion
of
the
just
City
and
you
know
who's
responsible
for
building
the
just
City
I.
Guess
it's
just
us
just
all
of
us.
So
anyway,
thanks
very
much.
C
L
Hello,
everyone
thank
you
again
and
again
welcome
to
our
city.
I
just
want
to
talk
to
you
briefly
about
you
know
our
innovation
roadmap.
The
mayor
briefly
touched
upon
it
yesterday
with
the
vision
around
inclusive
innovation
and
I'm,
just
going
to
give
you
a
little
bit
background
around
inclusive
innovation
and
how
we
got
there,
because
that's
the
vision,
but
what's
the
process
in
terms
of
what's
behind
it,
I
think
a
lot
of
you
know
at
this
point
that
inclusive
innovation,
innovation,
inclusive
diversity,
is
not
an
end
state.
L
L
So
we
started
this
process
for
all
mostly
over
a
year
ago,
in
terms
of
an
extensive
stakeholder
engagement
process,
reaching
out
to
the
innovation
community
in
Pittsburgh
and
to
other
stakeholders
in
Pittsburgh
in
terms
of
asking
them
what
were
their
challenges?
What
were
their
plans?
What
were
they
already
doing
around
innovation?
We
then
sought
over
40
cities
around
the
world
in
terms
of
benchmarking
in
terms
of
best
practices
in
terms
of
that
process,
but
also
in
terms
of
the
outcome.
And
finally,
we
took
a
look
at
ourselves
and
did
an
extensive
SWOT
analysis.
L
We
went
back
to
basics
and
sought
to
see
what
our
strengths
weaknesses
and
opportunities
and
threats
were.
What
were
what
were
the
things
that
were
motivating
us
that
were
challenging
us
and
then,
through
this,
we
identified
six
main
focus
areas
that
were
the
basis
of
our
inclusive
innovation
goal
and
vision.
The
first
one
focused
on
digital
infrastructure.
L
Then
the
next
thing
that
we're
going
to
be
doing
is
providing
some
training
on
top
of
it.
So
it's
not
that
you're
just
connected
that.
You
actually
know
the
tools
in
terms
of
skyping
to
your
grandkids
or
building
a
resume
online,
finding
a
job
etc.
The
second
focus
area
that
we
also
focused
that
we
worked
on,
whereas
about
citizen
city
engagement.
How
best
can
the
city
engage
with
its
citizens?
L
No
one
that,
at
the
end
of
the
day,
again
looking
at
the
tools,
the
the
people
that
might
attend
a
town
hall
meeting
are
not
the
same
people
that
tweet
and
that
we
as
the
city
need
to
be
proactive
and
reach
in
all
types
of
communication
going
forward.
Thirdly-
and
we
talked
about
open
data,
so
ensuring
that
open
data
is
not
only
accessible,
but
people
know
how
to
apply
it
into
their
day-to-day
decision-making.
It's
not
enough
for
me
to
just
release
Excel
sheets
for
everyone.
You
need
to
know
how
to
apply
it
and
use
it.
L
So
we
have
that
illness
in
terms
of
trying
to
ensure
that
the
data
that
we
release
is
searchable,
measurable
and
visually,
compelling
that
really
incorporates
your
day-to-day
decision-making
forth
and
I.
Think.
Actually,
this
area
is
a
focus
area.
That's
the
toughest
because
we're
focusing
on
our
city
internal
capacity
in
our
workforce.
How
can
we
ensure
that,
within
the
city
that
we
can
actually
service
all
residents
and
citizens
throughout?
How
can
we
ensure
that
our
workforce
has
the
tools
and
the
training
and
the
mechanisms
and
process
to
really
service
city
residents?
L
A
very
good
example
that
we
just
did-
and
we
just
launched
it
with
urban
innovation,
21
chatham
Google-
is
to
ensure
that
small
business
owners
have
a
digital
presence,
making
sure
that
they
know
how
to
build
a
website
collect
online
payment,
do
social
media
and
to
really
promote
their
small
business
beyond
just
the
corner
shop
that
they
have
in
their
neighborhood.
How
can
we
engage
them?
These
are
things
that
might
just
be
natural
for
a
startup.
L
That
is,
you,
know,
part
of
an
accelerator,
but
that
might
not
be
as
something
natural
for
the
rest
of
the
business
community
and
we
need
to
make
sure
that
we
have
the
tools
to
do
that.
So,
with
these
six
focus
areas,
they
actually
translate
to
over
90
actions
that
we're
actually
working
on
and
and
I
would
say,
there's
just
three
three
major
categories
of
these
actions.
L
But
it's
really
driven
by
city
leadership,
and
so
that's,
basically,
the
brief
summary
of
the
innovation
roadmap
I'm
happy
to
talk
to
you
more
about
it,
but
it
really
is
the
process
that
all
of
you
actually
are
already
engaged
in
from
entrepreneurship,
to
green
infrastructure,
to
health
and
education
and
I'm
actually
going
to
pull
some
of
these
best
practices
from
these
cities
into
the
innovation
roadmap
to
support
Pittsburgh
as
well.
Thank
you.