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From YouTube: City of Pittsburgh Department of Innovation & Performance State of the Department - 2/20/15
Description
Debra Lam, the Chief of I&P, reports on the department's growth as it celebrates its first birthday. Special appearance by Pittsburgh Mayor William Peduto.
B
C
B
Also
reflect
a
little
bit
in
terms
of
how
well
we've
done
and
how
much
more
we
have
to
go
so
I'm,
just
I
just
have
a
couple
of
slides
to
share
with
us
today,
but
just
I
like
to
just
thank
you
all
of
you
for
for
doing
just
a
wonderful
job
and
for
maintaining
the
highest
standards
and
representing
us
within
the
city
and
throughout
so
on.
Our.
B
We
became
embedded
into
a
city
code
and
we
were
no
longer
just
within
the
mayor's
office
which,
as
great
as
that
is
that
means
at
any
point
future
mayor
could
have
disavow
at
any
point
in
time,
and
it
didn't
institutionalize
to
the
same
extent
that
we
have
a
real
budget.
We
have
real
obligations.
We
have
real
accountability
within
city
government,
so
it
was
really
important
that
we
became
part
of
Bill
53,
and
this
is
the
reason
why
we
have
to
celebrate
this
and
makes
us
a
full-fledged
apartment.
B
B
For
the
most
part,
we
have
the
same
number
of
people
in
our
team
in
the
same
services,
so
that
meant
that
it
meant
to
you
expanding
your
horizon.
Expanding
your
job
portfolio
to
really
take
us
forward.
We're
still
not
perfect,
there's
still
a
lot
of
things
that
we
still
have
to
do,
but
this
was
a
major
step
in
terms
of
that
institutional
change.
In
terms
of
that
cultural
change,
so
we
started
off
when
we've
made
the
department
change
to
just
establish
in
the
baseline.
You
know
what
was
done.
How
was
it
done?
Who
did
it?
B
You
know
understanding
just
a
baseline
portfolio
in
terms
of
our
inventory,
our
process,
our
people
and
our
knowledge,
and
then
we
set
about
this
question
and
basic
assumptions.
Why
is
it
done
this
way?
Just
because
it
was
done
this
way?
Does
it
mean
that
always
has
to
be
doing
doing
this
way?
That
kind
of
thinking
allowed
us
to
push
a
little,
and
with
that
we
change
what
needed
to
be
changed
and
we
kept
what
needed
to
be
kept
the
same.
B
We
didn't
change
just
to
change
and
that
allowed
us
to
really
move
forward
around
three
objectives
and
one
vision.
These
three
objectives
that
I'm
going
to
go
through
next
was
a
collection
of
retreats
that
we
had
with
our
management
team
over
the
course
of
the
year.
It
wasn't
just
a
thought,
a
blush
by
me
as
an
eye
just
dictated
it.
It
was
something
that
our
management
team,
by
a
collection
of
all
of
you,
really
honed
in
two
and
really
owned
by
the
end.
The
first
one
was
around
technological
advancement.
B
Many
of
you
are
familiar
with
this,
but
this
is
a
key
point
as
it,
because
we
started
with
City
information
systems.
It
was
a
recognition
that
technology
was
seen
more
as
a
means,
rather
than
it
ends
you
weren't
just
having
a
silver
bullet
solution
or
you
weren't,
just
buying
a
software
to
drive
magic
or
change.
It
was
really
thinking
what
was
the
most
suitable
technology
and
what
kind
of
technology
could
really
drive
the
solution,
and
with
that,
the
first
area
that
we
looked
at
was
client
relations.
B
This
is
an
area
that
was
led
by
Christine
rice
and
sante
Turner,
whether
it
was
through
public
safety
or
the
other
departments.
It
was
us
trying
to
support
citywide
departments
into
improving
their
process.
A
couple
things
that
I
like
to
note
you
can
see-
and
you
probably
felt
it
through
the
course
of
the
year-
that
the
number
of
ticket
requests
that
we
had
even
within
the
course
of
the
year,
has
expanded.
B
The
first
thing
that
we
did
was
expand
our
helpdesk
hours,
and
that
was
a
credit
to
that
helped
us
we
expanded
for
12
hours
from
6am
to
6pm
again,
not
because
we
added
more
people,
but
because
the
team
of
four
people
just
negotiated
and
stagger
their
time
into
working.
What
was
needed
for
those
hours.
It
was
them
empowering
themselves
to
decide
who
needs
to
work
when
in
order
to
support
the
system.
The
second
thing
we
did
was
really
trying
to
provide
first
level.
First
degree
support.
B
B
The
another
thing
that
we
really
started
to
instill-
and
this
is
also
with
311-
is
that
the
calls
could
be
transferred,
it
could
be
monitored
and
it
could
be
recorded
and
that
really
empowered
us
to
look
our
customer
service
that
empowered
us
to
look
at
the
qual
quality
and
the
volume.
And,
finally,
all
this
documentation
and
training
led
into
better
and
more
efficient
and
faster
service,
we're
still
not
perfect.
We
still
have
to
improve
in
terms
of
our
completion
rate
dates.
B
The
second
area
is
led
bike.
One
more
in
financial
systems:
this
is
actually
what
I
think
Reggie
does
when
he
tells
me
that
he's
he's
working
on
telecommunications,
I
think
he's
doing
this,
but
in
all
honesty
it's
it's.
What
we
did
was
pretty
and
remarkable
feat
in
terms
of
you
know:
the
networks,
the
telecommunications,
the
telephone
lines,
all
that
was
done
basically
by
one
person
for
the
very
very
long
time,
and
we
really
needed
to
support
and
document
that,
and
not
only
did
we
do
that
with
telecommunications.
B
We
started
doing
that
with
software
inventory
each
year
the
city
spends
about
10
million
dollars
in
software.
The
problem
was
that
different
departments
would
buy
software.
They
would
use
six
modules,
but
by
30
they
would
have
licenses
for
30,
but
then
only
have
two
people
that
know
how
use
it
and
then
one
person
would
leave
their
custody
and
there
was
just
a
disparate
connect
in
terms
of
especially
system
since
citywide
enterprises
in
terms
of
what
can
be
done
to
support
software
and
through
Gwen's
leadership,
we've
really
started
to
consolidate
that.
B
So
before
we
buy
software
now
you
actually
have
to
go
through
us
in
terms
of
what
software
is
available.
Is
that
actually
the
best
way
to
solve
it?
Is
there
another
thing
out
there
that
we
already
have
that
could
help
us,
and
that
starts
the
process
in
terms
of
department
consultant
when
your
computer
is
broken.
Is
that
what
should
we
just
replace
the
computer?
Or
is
there
another
way
to
solve
or
meet
your
needs?
B
We
implemented
online
training
so
that
there
will
be
continuous
feedback
to
develop
and
improve
on
the
types
of
training
and
the
quality
of
training
that
was
given,
and
it
was
more
efficient
ultimately-
and
we
just
finished
our
first
class
of
microsoft
training
earlier
this
month,
which
really
sets
the
standard
for
future
online
training
resilient
networks.
Sylvia
Harris
is
the
one
who's
leading
this,
and
it's
with
her
team
of
network
analyst
three-dollar,
actually
work,
24-7
around-the-clock
supporting
our
system
supporting
our
networks.
B
If
things
go
down
there,
the
first
point
of
contact-
this
includes
things
that
go
down
in
the
middle
of
the
night
includes
things
that
go
down
during
weekends
holidays,
everything
you
have
a
team
of
three
people
supporting
citywide
networks
and
not
only
supporting
city
by
wide
networks.
During
the
course
of
this
year,
they
have
substantially
increased
the
storage
space
and
the
bandwidth
of
our
systems
they've
expanded
into
Wi-Fi,
especially
you
see
here
on
the
sixth
floor
and
on
the
fifth
floor,
without
additional
costs
and
they
upgraded
the
data
center
as
part
of
our
resilient
network.
B
If
anything
happen,
if
this
building
should
melt,
how
quickly
can
the
city
government
function
and
bounce
forward?
This
part
of
resilience
plan
is
something
that's
critical,
as
we
think
about
our
systems
and
operations
and
something
that
Sylvia
and
her
team
have
been
working
very
closely
on
going
forward.
A
B
Second
area
that
we
focus
on
is
performance
excellence.
This
is
a
new
area,
obviously,
but
it's
a
real
growing
point
to
the
fact
that
we
are
using
data
and
it's
driven
by
thoughtful
analysis
and
public
engagement
and
that
leads
to
quality
of
life.
An
improvement
overall
in
terms
of
our
point,
Stacey
Hill,
is
on
the
front
line
of
this
in
terms
of
managing
that,
along
with
James
sloths,
really
thinking
about
how
to
service
and
support
and
just
keep
the
department
function
in.
This
is
something
that
you
might
not
think
about
every
day.
B
But
if
something
happens,
you
will
feel
it
bills
get
paid.
You
get
paid.
Department
is
just
running
smoothly
because
our
administration
team
is
is
all
around
and
doing
everything,
but
even
with
that,
they've
done
a
lot
of
things
in
terms
of
pushing
administration
process.
Wise
they've
updated
our
procedures,
many
of
which
were
adopted
citywide
after
we
adopted
them
within
our
department
from
our
waste
policy
to
our
recycling
policy
to
our
electronic
communications
policy.
A
B
Also
streamlined
our
organization,
as
you
know,
we've
allowed
for
more
development
trucks.
So
now,
if
you
join
the
helpdesk,
you
can
move
on
to
a
network
endless
one,
then
a
network
analyst
two
and
then
a
network
analyst
three.
That
kind
of
streamline
of
career
development
track
was
unimaginable
before
and
we're
starting
to
do
that
with
the
rest
of
the
different
positions,
as
we
move
forward
rewrite
in
different
job
descriptions,
which
is
tedious,
but
something
that's
necessary.
B
One
of
the
things
I
also
need
to
give
you
credit
for
is
that
we
mandated
within
this
department
that
every
employee
take
online
training
class,
regardless
of
whatever
the
classes.
You
need
to
take
it
on
your
own
time
during
your
lunch
breaks
during
your
other
breaks,
but
you
are
required
to
work
with
your
manager
to
take
a
class
and
we
buy
a
subscription
in
order
for
you
to
do
that
and
I
commend
all
of
you.
So
we
at
least
have
sixty-three
percent
completed
an
online
class
at
this
point
in
time.
B
And
finally,
we've
done
some
additional
features
in
terms
of
our
hardware
inventory
calculated
our
technical
assets.
You
know
how
best
to
not
only
buy
them,
use
them,
but
also
dispose
them
through
the
online
auction.
We've
made
several
transfers
through
the
online
auction
and
then
has
supported
the
general
fund
and
we
started
calculating
our
carbon
with
our
travel,
where
the
first
department
to
start
calculating
carbon,
that's
associated
with
travel.
B
311
with
Wendy
Urbanek
as
the
manager
and
leading
the
lead
leading
the
team,
these
tube
charts
are
something
that
I
think
is
really
resonates
with
the
team
and
where
we're
going
with
the
team.
So
clearly
you
can
see
that
between
2013
and
2014
there
has
been
a
huge
increase
in
the
number
of
service
requests
that
have
come
through
311,
that
includes
emails,
phone
calls,
tweets,
voicemails,
etc
that
have
really
galvanized
the
team
into
picking
up
more
service
requests.
B
However,
that
quality
our
service
has
not
decreased,
because
the
call
abandoned
rate,
the
number
of
calls
that
we
aren't
able
to
accept
because
we're
busy
have
actually
decreased
to
under
five
percent,
which
is
a
target.
So,
despite
increases
in
the
service
request,
the
call
abandon
rate
or
our
service
to
provide
residents
has
deke
has
increased
or
improved
over
time
and
going
forward.
That
would
only
improve
with
our
new
crm,
which
is
going
to
come
and
play.
This
will
allow
for
a
more
mobile
application.
It
will
allow
for
better
reporting
and
reply.
B
But
it
basically
meant
that
we
wanted
to
integrate
the
web
team,
the
cable
team
and
really
push
forward
around
social
media
and
print.
So
you
have
unified
communications,
knowing
that
the
demographics
of
pittsburgh
are
different
and
reflect
that
the
people
who
tweet
are
not
the
same
people
that
watch
the
cable
channel,
and
so
we
as
the
city
when
we
send
out
communications
and
needs
to
be
consistent
and
unified
across-
and
this
is
great
things
have
been
happening
in
this
area.
B
Our
web
team,
which
is
a
power
of
three,
have
been
really
moving
forward
in
terms
of
third
generation
websites
and
upgrades.
You
might
not
know
that,
in
addition
to
our
city
of
Pittsburgh
website,
pittsburgh,
PA
govt,
they
manage
other
authorities
websites
as
well,
and
so
there's
a
lot
of
traffic
in
terms
of
not
just
the
maintenance
of
it,
but
the
content
and
the
quality
control
that
comes
with
it
and
they're
going
to
move
forward
on
third
generation,
with
better
user
design,
experience
and
more
integrated
service
for
our
residents.
B
Our
cable
team
has
been
moving
forward
in
terms
of
not
only
upgrades
around
our
equipment
but
more
independent
programming,
and
pretty
soon
we
will
have
more
independent
new
programming
within
the
first
two
months
or
first,
two
or
three
months
of
2014
or
2015.
Then
all
of
2014-
and
this
is
pretty
remarkable,
given
the
amount
of
different
shootings,
the
diversity
of
students
that
the
web
or
the
cable
team
have
had
to
do,
and
we've
been
down
staff
through
the
first
couple
months.
B
B
We
play
second
in
the
green,
worse
workplace
challenge,
which
is
pretty
remarkable
and
we
hope
to
beat
the
county
this
year,
actually
who
are
first
place
last
year
we
are
moving
forward
into
the
third
version
of
the
climate
change
action
plan
and
the
greenhouse
gas
inventory.
What
this
means
is
the
previous
to
climate
change
action
plans
were
a
collection
of
stakeholders
from
the
community,
the
universities
etc.
B
B
Further
work
on
round
internal
education
in
practice,
you
can
see
it
even
within
this
floor
in
terms
of
how
you're
now
separating
waste
at
different
points
scattered
throughout
and
then
just
our
broader
external
engagement
from
the
different
nonprofit
groups
from
the
different
Community
Foundation's.
This
has
been
really
a
driving
force.
I
mean
sustainability.
That
has
never
happened
to
this
level
or,
to
this
extent,
before.
B
Another
aspect
is
the
partnership
very
close
partnership
that
we've
had
with
the
county,
as
well
as
as
with
Carnegie,
Mellon
and
University
of
Pittsburgh,
to
really
launch
the
regional
data
center.
So
it's
not
owned
by
anyone
entity
and
really
moves
into
that
collective
ownership,
not
only
to
release
the
data,
but
actually
you
see
how
the
data
can
be
applied.
Data
like
technology
I
think,
is
really
useful
tools
but
tools
in
which
it
will
only
be
useful
if
you
can
apply
it
and
take
it
forward.
B
So
it's
not
just
releasing
the
open
data
just
to
release
the
open
data,
it's
the
application
of
it
both
in
terms
of
the
raw
data
for
development,
but
also
for
public
consumption,
to
change
decision-making
or
to
drive
decision
making.
We
were
also
very
lucky
and
to
be
one
of
the
Code
for
America
cities
this
year,
which
was
allowed
us
to
bring
three
fellows
here,
the
three
of
which
are
here
this
month
to
look
at
procurement
reform
and
to
really
drive
how
to
make
doing
business
in
Pittsburgh,
easier,
better
and
more
efficient.
B
All
these
different
managers
doing
amazing
work.
At
the
end
of
the
day,
we
do
a
lot
of
just
essential
operations
that
don't
get
recognized,
that
aren't
you
know
in
newspapers
or
whatnot,
but
it's
just
work
that
we're
doing
because
we
are
professional
and
because
it
needs
to
get
done.
So
this
is
Reggie
at
6am.
B
You
know
I
mentioned
a
few,
but
we
work
with
every
single
Department
and
they've
been
very
helpful
from
the
director
level
down
in
supporting
us,
as
we
are
a
very
young
department
and
us
not
only
working
in
partnership
with
many
of
these
projects,
but
guiding
us
along
the
way-
and
that's
that's
a
credit
to
them
as
well.
A.
B
Obviously,
with
the
Department
of
Public
Works,
we
launched
the
snowplow
tracker
with
Public
Works
in
city
parks.
We
have
our
shelter
permits
online
shelter
permits,
so
we
no
longer
have
to
wait
in
line
in
the
city
county
building
on
one
Saturday
to
get
permits.
We
can
just
do
it
online
and
pay
by
credit
card
working
closely
with
a
controllers
office
and
OMB.
We
launched
this
go
focus
Pittsburgh,
which
allows
you
to
see
the
budget
in
at
different
visualizations
and
search.
B
Accordingly,
we
have
PGH
streets
that
we
supported
with
steel
city
code
fest
as
one
of
these
apps,
where
you
can
check
dependent
on
what
your
address
is.
The
trash,
pickup,
recycle
and
pick
up
and
yard
pick
up
easily,
depending
on
the
day.
All
of
these
you
know
some
of
these.
We
are
leading
some
of
these
we
are
supporting,
but
at
the
end
the
vision
is
still
the
same.
We
are
supporting
greater
and
better
city
services
and
helping
to
support
the
public.
This
side
reports
some
of
the
stuff
that
we
are
been.
B
We
have
been
leading
on
next
door,
which
we
launched
earlier
last
year
at
this
point
has
been
signed
up
by
over
10,000
residents
across
79
neighborhoods,
which
means
that
and
we've
sent
over
700
notices,
both
at
the
citywide
level
and
at
the
neighborhood
level.
You
know
so
our
ability
to
communicate
to
our
residents
and
our
ability
to
have
the
residents
in
gay
with
each
other
was
just
helped
a
little
bit
better
through
next
door.
Engaged
Pittsburgh
was
our
online
social
media
platform,
which
allowed
us
to
just
ask
questions
and
feedback.
B
Obviously,
you
may
have
heard
that
I
talked
about
Twitter
a
few
times
between
PGH
IP,
our
department,
Twitter
and
PGH
3
11,
which
is
our
311
Twitter.
We
have
almost
4,500
followers
and
of
the
311
Twitter
handle
about
1500
service
requests
were
taken
on
311
through
Twitter
311
has
released
about
4,600
tweets
over
the
course
of
the
year.
B
You
know
that
level
of
engagement,
even
PGH
IP
over
the
course
of
the
last
28
days,
has
had
sixty
two
thousand
impressions,
and
so
what
that
means
is
that
the
amount
of
tweets
that
were
just
releasing
is
one
thing.
But
the
amount
of
tweets
then
then
calculating
that
engagement
rate.
That
interaction
with
the
public
is
really
moving
forward
to
unprecedented
levels,
and
so,
between
this
outward
service,
continuous,
asking
questions
and
engagement
and
then
just
given
information
out,
we've
really
gone
out
in
terms
of
civic
engagement
and.
B
I
think
at
the
end
of
the
day,
through
our
management
team
and
then
through
all
of
you
every
week
or
so
almost
were
we're
out
we're
out
in
the
community.
Judging
that
a
hackathon
host
in
a
small
business
fair
go
in
and
doing
mentoring
with
our
students
and
education
around
sustainability,
though
we're
out
there
and
it's
a
credit
to
us,
because
this
is
stuff
outside
of
work.
This
is
just
us
getting
out
there
in
the
community
and
being
part
of
the
community
and
supporting
accordingly.
B
B
Really
really
good
support
with
our
university
partnerships.
This
is
one
of
those
things
that
would
have
never
happened
without
our
strong
local
universities
and
the
presence
that
they
have
in
the
city
we've
signed
mo
use
with
both
CMU
and
Pitt.
To
start
that
engagement
and
they've
provided
capacity
support
we've
been
lucky
to
have
a
number
of
interns
support
us
during
the
course
of
the
year,
but
they've
also
been
able
to
provide
some
consultant
services.
We
had
some
capstones
and
systems
projects
that
supported
us
on.
B
You
know
a
public
feasibility
on
our
community
Wi-Fi,
clean
technology,
a
property
database,
ongoing
work
in
terms
of
evaluating
our
systems.
Our
operations
work
that
we
wouldn't
be
able
to
do
if
not
for
a
dedicated
team
of
students.
In
order
to
do
that,
through
CMU's
Metro
21
funds,
we've
been
able
to
pull
in
about
1.5
million,
that's
dedicated
towards
faculty
and
staff
research
to
help
us
in
terms
of
our
city,
operations
and
services,
and
through
that
we've
also
been
able
to
attract
some
talent
and
investments.
B
B
A
little
bit
on
our
budget
I
mean
at
the
end
of
the
day,
as
you
know,
because
we
are
under
fiscal
distress
and
there's
limitations
in
our
budget.
We
really
have
very
limited
resources
with
our
funding
and
I've
shown
you
in
some
different
pie,
charts
through
the
different
quarter
presentations,
but
at
the
end
of
the
day,
most
of
our
budget
goes
into
citywide
services
and
functions
very
little
goes
towards
technology,
professional
services
and
support.
B
So
we
have
to
be
very
lean
when
it
comes
to
this,
but
we've
been
very
fortunate
in
terms
of
secure
and
fellowship
funding
for
staffing
and
we've
contributed
or
LED
in
terms
of
grant
funding,
almost
2
million
that
we've
been
able
to
secure,
as
well
as
pro
bono,
consultancy,
travel,
support
and
really
tapping
into
national
and
international
memberships
all
across
and
then
it's
the
team.
Our
team
compared
to
I,
did
an
evaluation
from
other
technology
departments
and
I
did
an
evaluation
and
we
are
a
very,
very
lean
team.
B
B
B
Thank
you.
I
also
like
to
thank
the
new
staff
that
have
joined
us.
Almost
a
fifth
of
the
people
here
are
new
staff
and
have
been
able
to
embrace
this
new
culture
and
change
and
have
been
able
to
learn
and
and
meet
the
folks.
We've
also
done
a
series
of
promotions
from
within,
which
is
something
that
we
really
strive
for
as
we
move
towards
a
career
development
track,
and
this
is
shown
as
we
do.
B
In
turn
to
staff
development,
we
have
a
couple
people
here
that
started
off
as
interns
and
have
since
risen
up
through
the
ranks,
which
is
a
huge
credit
and
then
there's
people
that
we're
looking
through
throughout
the
city.
You
know
we're
looking
at
a
survey
right
now,
just
to
ask
the
our
other
colleagues
and
peers.
How
are
we
doing?
What
do
you
think
we
should
do
better.
That
feedback
is
really
important
to
us
as
we
develop
and
grow.
B
B
Once
we
we
get
our
wheels
running
and
I
think
this
is
just
a
credit
for
all
of
us
to
celebrate
our
success,
but
know
that
we're
not
done
and
know
that
we
still
have
a
lot
more
to
go,
and
so
with
that
I
leave
you
with
our
final
vision,
which,
as
all
of
you
know,
is
to
transform
pittsburgh
into
a
world-class
city
through
the
intersection
of
Technology
sustainability
and
performance
and
to
foster
a
culture
of
people,
centric
innovation
and
count
ability
at
all
levels
and
sector
of
society
all
right.
Thank
you.
A
D
If
I
can
scoop,
I
got
well
guys,
happy
birthday,
yeah,
it's
a
you
know
nearly
half
the
people
in
this
room
or
either
new
to
this
department
or
have
been
promoted
from
within
this
department
to
a
new
role,
and
there
was
a
lot
of
transition
that
was
occurring
during
that
first
year,
while
at
the
same
time
trying
to
think
of
how
we
could
really
create
something
special
and
that's
what
you've
done.
You've
raised
the
bar
beyond
the
expectations
of
what
could
be
done
in
a
year.
D
You
are
this:
the
gears
of
this
whole
operation
of
city
government,
every
single
Department
is
reliant
upon
the
work
that
you
do
not
only
to
be
able
to
provide
services
to
the
residents,
but
to
do
it
effectively
efficiently
in
equitably,
meaning,
if
we're
doing
it
for
one
we're
doing
it
for
all,
and
you've
raised
the
bar
on
that
as
well.
The
combination
of
sustainability,
advanced
technology
performance
and
putting
it
all
into
a
department
is
unique.
Other
cities
are
now
looking
at
Pittsburgh
in
the
work
that
you're
doing
and
saying.
D
How
can
we
do
it
like
this?
In
their
cities,
the
new
mayor
of
Washington
DC,
before
taking
the
oath
of
office
traveled
to
study
this
department,
she
had
been
in
Pittsburgh
before
as
a
younger
woman,
whoever
she
went
to
chatham
university,
but
she
was
following
what
was
happening
here,
not
just
because
it
had
a
new
name
of
innovation
of
the
performance,
but
because
you
guys
were
actually
doing
it.
Those
gears
that
are
your
symbol,
like
I,
said:
that's
what
you
are.
You
keep
the
city
rolling
and
a
lot
of
times.
D
People
don't
even
know
that
it's
happening,
but
they
know
this.
They
know
that.
There's
a
what
I
call
a
quotient
of
happiness,
meaning
that
city
government
should
try
to
operate
to
make
people's
lives.
Happy
and
I
have
never
will
agree
to
that,
because
the
less
a
government
can't
make
me
happy.
You
can
only
make
me
upset,
but
they
know
when
they
call
311
they're
getting
better
service.
D
They
don't
know
that
two
years
ago,
when
they
called
311,
they
would
type
it
in
and
then
pick
up
a
phone
and
call
a
division,
and
then
a
division
would
put
the
phone
down
and
then
type
in
and
then
it
would
get
called
to
a
truck.
And
then
the
call
would
go
back
to
the
division
and
then
they
would
type
it
in
and
then
they
call
311
and
through
one
would
type
it
in
for
every
single
pot
hole.
D
But
they
know
now
that
you've
been
able
to
create
a
system
that
meshes
it
completely
and
that
in
the
next
couple
of
years,
that
are
simply
going
to
be
able
to
do
this,
and
it's
going
to
go
directly
to
the
truck
you're,
the
ones
that
make
that
happen.
In
the
beautiful
thing
about
it.
We
don't
have
to
copy
any
other
city
you're,
creating
it
you're
doing
it.
D
You
know
we
have
a
visionary
leader
in
chief
Liam,
inter
concerns
are
not
only
on
how
we're
going
to
do
all
of
this
to
be
able
to
create
that
that
system
to
create
that
type
of
a
department
that
other
cities
want
to
look
at.
But
how
will
it
affect
the
other
parts
that
we
created,
the
Bureau
of
neighborhood
empowerment,
the
neighborhoods
that
have
been
left
behind?
And
how
can
this
in
that
meat?
Because
when
we
get
that
to
happen,
watch
out?
That's
when
the
full
potential
this
city
will
happen.
D
When
city
government
becomes
the
full
partner,
so
one
year
in
you've
knocked
it
out
of
the
park,
which
means
I
expect
so
much
more
in
your
to
the
collaborations
that
you've
been
able
to
create
and
that
you've
been
able
to
do
not
just
with
the
larger
institutions,
not
just
with
the
county
and
Carnegie
Mellon
and
the
University
of
Pittsburgh,
but
getting
out
in
the
communities
and
partnering
with
neighborhoods
and
people
in
organizations
and
small
startups.
In
all
the
other
ways
that
your
department
has
done.
D
It
is
what
we
need
to
do
in
every
department,
from
public
safety
to
public
works
and
you've
led
that
example
as
well.
The
new
department
may
have
been
born
a
year
ago
that
this
city
was
waiting
for
it
for
quite
a
while
I
just
wanted
to
stop
up
today.
Not
only
get
to
see
this
presentation
take
a
moment
to
thank
each
of
you
personally.
You've
done
a
great
job.
Look
forward
to
working
with
you
in
the
future.