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From YouTube: City of Pittsburgh Department of Innovation & Performance State of the Department - 2/22/16
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A
Thank
you,
everyone
and
welcome
to
our
second
state
of
the
Department
for
a
department
of
innovation
and
performance.
Last
year
we
celebrated
our
first
day
of
the
department
by
acknowledging
the
bill
that
brought
us
here
through
a
unanimous
vote
by
City
Council
under
Mayor
William,
peduto's
leadership.
A
The
first
question
posed
is
to
think
about
how
best
we
can
provide
top
customer
service
at
the
end
of
the
day.
Our
core
origin
story
is
IT
operations
and,
depending
on
whether
it
is
just
a
software
change
or
a
install
on
a
software
or
our
password
change
or
an
install
on
a
software
or
something
more
complex.
In
terms
of
our
networking,
we
are
the
first
point
of
contact.
A
This
is
an
example
of
a
process
map
that
takes
you
from
a
challenge
to
resolution,
and
you
don't
have
to
be
too
knowledgeable
or
familiar
about
this
to
know
that
this
is
actually
pretty
complex
and
it
can
be
very
frustrating
at
times
for
the
customer,
the
end
user,
that
wants
to
just
essentially
have
the
problem
addressed
and
the
solution
done.
So
we've
worked
really
hard
within
the
past
year
to
try
to
systematically
address
these
and
address
these
pain
points.
A
So
at
the
end
of
the
day,
weather
is
a
very
simple
problem
or
a
more
complex
problem
is
addressed
in
terms
of
streamlining,
both
the
number
of
steps
that
are
involved,
the
people
that
are
involved
and
the
time
it
takes
to
go
through
each
step.
One
of
the
really
good
ways
to
track
whether
this
streamlining
has
has
been
very
effective
with
us
has
been
volume.
A
The
total
number
of
tickets
have
been
resultant
in
this,
so
in
2014,
we've
closed
close
to
15,000
tickets
and
then
in
twenty
sixteen
or
twenty
fifteen
we've
we've
closed
check
out
how
tom
is
very
smug
in
terms
of
closing
tickets.
We've
closed
close
to
17,000
and
these
numbers
in
terms
of
the
aggregate
of
really
important
to
me,
because,
first
of
all,
with
the
same
team
and
the
same
number
of
people,
we've
addressed
three
thousand
more
tickets.
A
It
means
that
on
a
day
to
day
basis,
as
we
as
the
city
move
forward
in
terms
of
more
complex
technologies,
greater
dependencies
we've
had
to
do
more
issues.
The
other
thing,
though,
that's
reviewing
this
is
that
people
have
come
to
West
more
often
before
there
was
a
certainty
level
of
frustration
that
you
know
our
department
couldn't
handle
this.
So
therefore
I'm
just
not
going
to
deal
with
it.
I
won't
report.
A
The
problem
I
won't
report
the
ticket,
but
because
we've
slowly
built
and
rebuilt
that
trust
we've
slowly
try
to
regain
address
in
a
number
of
different
tickets
and
that
volume
with
the
same
number
of
team
in
the
same
time
period
has
really
shown.
But
beyond
the
volume,
there
are
two
different
goals
or
targets
that
I'm
starting
to
look
at
that
we
are
all
starting
to
look
at,
and
this
is
reviewed
in
our
KPIs
right.
So
if
you
look
at
the
left
hand
side,
there
are
two
main
goals
and
targets
that
we
look
at
the
first.
A
A
A
majority
of
them
are
answered
in
addressed
at
the
helpdesk
level,
and
this
is
a
really
powerful
statement,
because
that
means
we've
spent
the
past
year,
really
building
the
documentation,
the
knowledge
and
the
training
to
provide
the
helpdesk
representatives
that
type
of
service
that's
provided
at
the
customer
level.
The
second
KPI
or
target
I
look
at
is
the
number
of
days
it
takes
to
close
a
ticket.
At
the
end
of
the
day.
Not
everything
can
be
dealt
with
at
that
first
concert
point
of
contact,
but
if
it
can't,
how
quickly
can
it
be
resolved?
A
You
know
we
want
this
to
be
resolved
in
a
very
timely
fashion,
and
we
want
to
be
able
to
count
the
number
of
days
that
can
pet
and
again
we've
kind
of
really
move
forward
when
trying
to
close
the
number
of
days
each
of
the
tickets
are
resolved.
But
on
the
flip
side,
it's
not
enough
that
we
think
that
the
ticket
is
resolved
or
we
are
satisfied
with
it.
What
does
the
end
user?
What
does
the
customer
think
you
know?
Are
they
satisfied?
Are
they
happy
with
our
service
and
performance?
A
A
It
was
if
it
was
closed
on
time
and
how
we
can
feel
how
we
can
learn
from
that
particular
experience
and
obviously
there's
a
lot
more
room
that
we
can
do
in
terms
of
survey
responses,
but
the
people
that
have
responded
when
they
have
submitted.
The
survey
have
been
very
happy
with
over
for
satisfaction
in
terms
of
closing
and
in
terms
of
time.
A
Throughout
the
years
we
spent
over
a
hundred
thousand
dollars
in
toners
alone,
let
alone
the
printers
themselves
and
we've
really
moved
forward
in
terms
of
replacing
these
personal
printers
to
printers
that
are
shared
within
a
community
or
a
team
space
and
really
moving
forward
in
terms
of
default
settings
on
duplex
copy
and
black
and
white.
This
is
a
really
good
example.
I
want
to
highlight
of
our
teams
working
together.
A
So
what
seems
like
a
really
strong
tech
project
in
terms
of
just
getting
their
printers
installed
and
replaced
and
also
moving
forward
in
terms
of
default
settings,
is
actually
one
that's
combined
with
our
sustainability
T.
So
it's
thinking
before
you
print
thinking
about
the
train
in
thinking
about
the
sustainability
the
paper
costs,
so
our
tech
team
works
very
closely
with
our
sustainability
team
and
trying
to
drive
that
office
behavior
and
that
change
of
culture
going
forward.
A
Another
project
that
you
don't
normally
notice
in
the
back
end
is
that
we
really
saw
to
systematically
replace
a
lot
of
the
network
switches
and
replace
them
with
that
and
do
upgrades
with
a
maraki
wireless
devices.
What
this
means
is
that,
at
an
individual
level,
I
can
now
see
internet
usage,
bandwidth
and
access
on
a
day-to-day
basis
and
be
able
to
shape
and
control
Internet
bandwidth
through
this
dynamic
sequence,
so
we're
not
only
just
needing
to
purchase
additional
bandwidth
at
the
peaks
were
able
to
kind
of
see
where
the
low
points
are
and
adjust.
A
A
That's
working
twenty-four/seven
address
in
a
lot
of
issues,
many
of
which
you
don't
realize
or
don't
know,
because
they
are
just
doing
it,
they're
just
doing
their
job,
and
you
won't
notice
until
something
happens
that
there's
a
lot
of
good
things
that
are
happening
day
in
and
day
out,
in
which
they're
addressing
an
Internet
bandwidth
and
network
monitoring
is
a
really
good
example
of
that.
Our
business
intelligence
is
also
moving
forward.
A
/,
the
mayor's
vision,
we've
really
moved
for
centralized
IT
operations
so
before
what
you've
seen
is
that
a
lot
of
departments
were
just
purchasing
software,
their
own
accord,
and
there
wasn't
a
lot
of
collaboration
and
cost
savings
resulting
in
different
pieces
of
software.
In
some
cases,
we
underutilized
software
in
other
cases,
we've
forgotten
about
it
and
we
sought
this
year
through
business
intelligence
to
really
consolidate
software.
So
it's
in
one
centralized
point
where
we
know
each
software
has
a
corresponding
piece
of
legislation.
A
It
has
the
contract
as
the
contact
details
of
both
the
vendor
and
the
users,
and
we
know
how
the
software
is
used.
What
problems
or
challenges
the
software
has
and
going
forward
how
best
to
maintain
the
software,
whether
to
keep
it
whether
to
replace
it
with
a
new
RFP
or
whether
other
departments
can
use
it
as
well.
So
we
really
sought
to
systematically
control
our
software
and
really
apply
it
and
take
it
to
the
next
level.
Now,
when
software
expires,
it's
not
something
that
we're
reactively
trying
to
deal
but
we're
trying
to
deal
with
it.
A
Six
months
ahead
of
time
and
working
with
the
departments
on
what
how
best
to
address
it,
311
remains
our
core
customer
service.
External
point
of
contact,
as
you
all
know,
is
the
heart
of
their
model
in
terms
of
how
best
to
help
you
and
our
external
city
residents,
and
you
can
see
how,
at
the
end
of
the
day,
despite
the
different
increased
emphasis
that
we
put
on
social
media
and
increase
a
sophistication
in
terms
of
our
web
portal.
At
the
end
of
the
day,
people
still
like
to
listen
and
call
someone
and
hear
a
phone.
A
Listen
to
a
voice
speak
to
somebody,
and
our
311
team
has
been
able
to
address
this
through
answering
the
sheer
call
volume
that
you've
seen
between
2014
and
2015,
and
despite
this
high
call
volume,
our
dropped
call
rate
has
remained
under
one
percent.
That
means,
at
the
end
of
the
day,
from
7am
to
7pm,
when
you
want
to
reach
someone
yoel,
take
you
16
seconds
to
get
ahold
of
someone
and
the
chances
of
you
not
get
in
a
hold
are
less
than
1
percent.
A
So
we
realize
that
the
people
that
watch
City
cable
might
not
be
the
same
people
that
tweet
or
that
even
within
the
same
person,
we
might
use
different
communication
mediums
in
the
morning
when
I
watch
through
the
cable
channel
versus
in
the
evening
when
I
want
to
go
through
the
website.
We
want
to
be
able
to
provide
that
type
of
information
across
any
platform
and
be
very
consistent
about
it.
A
So
from
the
city,
cable
channel,
you've
seen
that
we've
really
moved
forward
on
improving
the
number
of
hours,
increasing
the
number
of
hours
that
have
come
on
the
city
cable
channel,
but
also
really
push
a
unique
programming
over
200
different,
independent
original
programming
that
has
come
across.
You
don't
necessarily
need
to
live
in
the
city
of
Pittsburgh
to
watch
our
city,
cable
channel.
You
have
live
streaming
and
also
our
YouTube
channel.
That
means
that
you
can
watch
one
of
the
most
popular
YouTube
segments
have.
A
It
has
been
the
Greenfield
bridge
implosion
with
over
eight
thousand
views
followed
by
the
Pirates
playoff
rally.
These
are
things
that
go
beyond
Council
hearings
or
meetings,
but
really
are
a
testament
to
the
cable
team.
Being
out
there
covering
news
events
covering
what's
going
on
in
Pittsburgh,
subsequently,
our
save
the
department
rounds
out
within
the
top
five
in
terms
of
YouTube
views.
So
thank
you
all
for
watching
and
re-watching
the
city
cable
channel
and
my
mom
is
not
the
only
one
watching
it.
So
it's
good.
A
So
what
the
cable
also
is
undergoing
a
lot
of
major
renovations
that
are
happening.
We've
really
wanted
to
move
forward
from
the
circa
1980s
cable,
that
team
that
you
might
have
been
familiar
in
your
high
school
AV
class
to
really
as
moving
forward
in
terms
of
a
21st
century.
Cable
t.
You
know
where
you
can
do
the
editing
where
you
can
do
the
productions
where
what
you
expect
and
watch
another
program
and
is
happening
in
our
city,
cable
channel
and
that's
kind
of
upgrade.
A
That's
happening
not
only
on
city,
council
chambers,
but
on
the
9th
floor
is
happened
in
a
phenomenal
pace
and
we're
really
excited
on
the
back
end,
though,
of
this
is
a
lot
of
this
equipment
that
you
see
that
were
was
used
by
the
city.
Cable
channel
is
not
just
being
thrown
out,
it's
actually
being
auctioned
off
through
our
city
auction
site
through
gov
deals
and
we're
being
able
to
transfer
a
lot
of
those
funds
back
into
the
general
operating
fund.
A
What
we've
seen
in
terms
of
some
of
the
most
engaging
are
ones
that
really
reflect
our
Pittsburgh
culture
in
our
heritage,
ones
that
you
know
talk
about
Fred,
Rogers
or
the
police,
or
actually
reflect
some
of
the
bigger
partnerships
that
we
have
like
our
inclusive
innovation
roadmap
or
some
of
these
bigger
conferences
and
events.
But
you
know
potholes
still
remain
very
popular
in
terms
of
our
311
output
for
social
media.
A
A
You
know
we
want
to
make
sure
that,
as
we
move
forward
on
third
generation,
that
this
website
is
going
to
be
mobile
friendly
because
that's
where
they're
getting
their
information
from,
and
so
with
that
we
moved
into
the
third
question:
how
best
that
we
can
leverage
our
partnerships.
This
is
both
internally
within
the
city
locally
within
our
community,
but
also
nationally
internationally.
Where
are
these
partnerships
coming
from
and
how
can
we
really
utilize
and
harness
these
partnerships
to
better
the
city
at
the
most
basic
level?
A
We
are
very
blessed
with
in
the
city
of
Pittsburgh
to
have
some
really
great
local
universities
and
students
that
have
a
very
strong
civic
pride
and
trying
to
help
support
city
government
operations.
This
past
year
we
had
seven
different
projects,
sponsored
both
by
the
University
of
Pittsburgh
and
Carnegie
Mellon,
to
look
at
a
slew
of
different
essential
operations
to
help
us
everything
from
addressing
digital
equity,
to
drones,
to
trying
to
puncture
our
website
in
terms
of
security,
something
that's
been
very
important
to
us
recently
to
looking
at
renewable
energy
or
bringing
out
your
own
devices.
A
You
know
this
type
of
work
is
really
helpful
in
terms
of
trying
to
move
the
needle
forward
in
a
lot
of
these
day-to-day
operations.
I
spoke
last
year
around
about
our
Metro
21
project.
In
a
relationship
with
Carnegie
Mellon,
we
have
a
very
unique
partnership
with
Carnegie
Mellon,
which
allows
us
to
fulfill
the
mayor's
vision
of
making
Pittsburgh
and
urban
laboratory
and
really
moving
forward
on
trying
to
pull
the
latest
and
greatest
research
and
technology
trials
into
the
urban
scale
and
and
figuring
that
out.
A
A
This
is
the
floor
map
of
this
sixth
floor
and
looking
at
air
quality,
you
will
be
happy
to
know
the
air
quality
in
this
room
is
very
good,
so
you
should
be
very
very
pleased,
but
you
know
this
is
some
of
the
stuff
that
we've
been
trying
to
test
at
a
very
micro
level
and
if
successful
we
can
scale
this
out
into
the
rest
of
the
city,
county
and
facilities
or
other
areas
within
the
city.
The
Metro
21
partnership
with
Carnegie
Mellon
has
been
so
successful.
A
We
ended
our
partnership
with
code
for
america
in
November,
but
I
have
to
say
it's
been
one
of
the
most
successful
Code
for
America
city
partnerships.
That
year
Code
for
America
fellows
came
in
with
a
very
explicit
purpose
to
support
us
in
the
year
of
procurement
reform,
and
we
still
utilize
a
number
of
the
different
tools
and
thinking
that
they've
been
able
to
instill
in
us.
One
of
them
being
beacon.
Vegan
allows
us
to
open
up
the
city
opportunities
to
a
greater
degree
of
transparency
before
beacon
came
about.
A
If
you
had
to
find
opportunities
to
work
for
the
city
or
with
the
city,
it
was
pretty
difficult.
It
was
hard
to
find
the
information
hard
to
speak
to
the
people,
but
now
with
beacon.
It
gives
you
those
opportunities
through
notifications
that
are
automatically
sent
to
you
and
you
can
choose
to
track
the
track.
The
status
apply
for
those
contracts
and
move
forward,
especially
something
very
compelling
with
some
of
the
local
businesses
that
are
within
the
city,
as
well
as
women
and
minority-owned
businesses
that
have
been
here
green
garages.
A
So
this
is
a
very
interesting
partnership
that
came
about
by
changing
two
lines
in
city
code
through
a
unanimous
vote
by
City
Council.
We
were
able
to
install
LED
lighted
in
our
garages,
so
this
was
something
that
we
worked
with
the
URA
and
the
Pittsburgh
parking
authority
on
then,
by
having
the
policy
framework
laid
out,
we
were
able
to
leverage
about
a
half
a
million
dollar
grant,
with
a
Pittsburgh
Department
of
Energy
and
the
green
building
Alliance
to
then
install
LED
lighted
through
six
garages
across
the
city.
A
A
To
then,
do
the
install
we've
been
able
to
really
generate
some
substantial
cost
savings
in
terms
of
our
day-to-day
operations
in
our
garages
throughout
the
city,
we've
been
blessed
to
be
part
of
the
second
cohort
of
Rockefeller
Foundation's
100,
resilient
cities
and
I'm
sure
you've
heard
a
lot
about
resilience
and
building
resilience
in
the
team
and
whatnot
we've
been
very
happy
to
have
additional
capacity
in
terms
of
our
team
really
focused
on
resilience.
But
what's
great
about
this
process
is
the
stakeholder
engagement?
A
That's
been
involved,
so
over
700
people
have
been
involved
in
Rockefeller
Foundation's
our
resilience
plan.
There
were
two
major
deliberative
democracy
forums
that
compose
of
over
150
different
people
from
the
community
trying
to
input
in.
So
when
I
talk
about
partnerships,
it's
not
just
the
shiny,
national
or
international
level
partnerships.
There's
partnerships
happenin
at
the
local
level,
with
the
community
every
day
that
we
are,
we
are
trying
to
impact.
A
This
gives
us
an
additional
5
million
dollars
in
technical
assistance
that
we're
able
to
leverage
in
terms
of
bringing
additional
consultancies
additional
software
additional
hardware
to
help
build
citywide
resilience.
But
knowing
that
that
partnership
is
based
on
direct
input
from
the
community
day
in
and
day
out,
we
launched
the
regional
data
center
in
this
past
October
with
Allegheny
County
and
the
University
of
Pittsburgh,
and
today
we
have
a
regional
data
center
that
is
actually
spearheaded
and
host
by
a
steering
committee.
A
That's
composed
of
nonprofit
leaders
throughout
the
city
and
county
to
input
in
our
regional
data
center
has
over
a
hundred
different
data
sets,
50
of
which
are
composed
of
the
city,
but
what's
great
about
the
regional
data
center.
Is
that
it's
not
just
a
forum
to
host
data?
It's
actually
been
very
engaged
with
the
community
in
terms
of
how
we
can
utilize
that
data
data,
so
it
only
as
important
as
its
application.
There
have
been
85
separate
meetings
that
the
regional
data
center
has
hosted
or
have
been
part
of.
A
Some
of
our
most
popular
city
data
sets
within
the
50
that
we've
released
are
31,
which
is
updated
on
an
hourly
basis
right
now
on
the
regional
data
center,
as
well
as
City
Planning
and
some
of
the
police
data.
That's
up
there
and
we're
looking
forward
to
releasing
the
next
set
of
data.
In
the
end
the
comment
quarter.
A
Finally,
the
last
question
I
like
to
pose
is
how
best
we
can
serve
and
protect
the
city.
One
of
the
I
think
best
ways
we
can
look
at
that
is
through
our
inclusive
innovation
roadmap
and
again,
as
everyone
knows,
we
originally
were
more
of
just
the
backend
reactive
IT
department,
through
the
transformation
of
innovation
and
performance.
We
really
have
this
external
role
in
terms
of
servicing
the
residents
and
driving
innovation
leadership
across
city.
This
is
the
strategic
framework
that
allows
us
to
do
this.
A
Some
of
the
most
innovative
cities
across
the
country
are
actually
some
of
the
most
exclusive
and
one
of
some
of
the
ones
that
have
real
inequality,
challenges
and
reflect
a
lot
of
the
disparity
that
we
see
and
/
the
mayor's
vision.
We
were
very
conscious
of
if
we
are
going
to
move
forward
on
innovation.
If
we
were
going
to
be
the
drivers,
we
need
to
take
everyone
and
we
need
to
really
push
forward
on
what
that
means.
In
terms
of
concrete
actions,
however,
one
of
the
focus
area
is
in
inclusive
innovation.
A
The
fourth
one
focuses
on
internal
capacity
building
and
training.
When
I
reflect
on
the
question
of
how
best
we
can
serve
and
protect
the
city.
I
go
back
to
our
team
and
our
staff
and
I
ask
myself:
do
we
have
the
right
resources,
the
right
training?
Are
we
providing
the
right
environment
and
ecosystem
in
order
to
actually
serve
and
protect
the
city?
A
And
through
those
questions
we
have
been
very
active
in
building
up
us,
the
team
we
can't
serve
and
protect
the
city
if
we
can't
first
do
it
and
help
ourselves
so
we've
been
moving
forward
on
you
know
trying
to
push.
You
know
our
work
out
in
terms
of
quarterly
presentations,
a
lot
of
the
newsletters,
ensuring
that
we
are
accountable,
that
we
are
able
to
get
feedback
that
you
are
involved,
but
also
in
terms
of
providing
a
lot
of
online
and
data
training.
That's
out
there
over.
A
And
finally,
it's
it's
one
of
these
new
new
projects
that
we've
piloted
but
really
defy
how
best
we
can
serve
and
protect
the
city.
At
the
end
of
the
day,
any
of
the
changes
and
improvements
that
we're
trying
to
make
come
from
us
come
from
us
actually
wanting
and
having
the
resources
to
implement
and
making
that
change.
A
At
the
very
start,
the
pilot
project
is
going
to
end
and
march
and
we're
looking
forward
to
having
the
next
class
start
in
may,
but
I
have
in
the
same
kind
of
principles
in
terms
of
empowering
subject
matter,
experts
to
be
the
very
ones
to
be
asking
the
questions
on
how
best
do
you
think
we
can
improve
upon
this?
You
know
this
better
than
anyone
else.
A
Please
tell
us
so
I
end
with
those
four
questions:
how
to
provide
top
customer
service,
how
to
engage
with
the
user,
how
to
really
leverage
partnerships
and
how
to
best,
serve
and
protect.
The
city
noticed
that
I
didn't
really
outline
any
individual
team
as
much
as
I
did
last
year,
because
at
the
end
of
the
day,
it
really
doesn't
matter
how
we
internally
are
structured,
whether
it's
this
manager
overseeing
us
or
this
deputy
overseeing
us
or
our
day-to-day
administrative.
A
These
questions
cross
all
of
our
different
subunits
in
our
teams,
and
it's
really
important
that
our
work
is
reflected.
That
way,
it's
really
important
that
we
are
thinking
not
only
in
terms
of
essential
operations,
value-added
projects
in
terms
of
moving
those
essential
operations
forward,
but
also
internal
operations
versus
external
engagement.
You
know
that
common
matrix
that
keeps
circulating
is
really
important
in
terms
of
how
we
address
this
going
into
year.
A
A
Don't
want
us
to
think
that
the
work
is
done,
but
I
think
I
think
it's
important
to
spend
a
little
bit
of
time
to
celebrate
all
the
work
that
we've
done
within
this
past
year
and
reflect
a
little
bit
upon
that
I'm.
Going
to
end
with
this
short
video,
and
probably
this
two-minute
video
does
a
much
better
job
summarizing
what
I
just
said
in
the
past
hour
or
half
an
hour,
but
I
think
it's
important
for
us
to
see
this
for
ourselves.
This.
B
Februari,
the
Department
of
innovation
and
performance
will
celebrate
its
second
birthday
within
these
two
years.
So
much
progress
has
taken
place
and,
with
each
passing
day,
we'll
get
one
step
closer
towards
fulfilling
our
vision
of
transforming
pittsburgh
into
a
world-class
city
through
intersections
of
technology,
sustainability
and
performance,
and
foster
a
culture
of
people,
centric,
innovation
and
accountability
at
all
levels
and
sectors
of
society.
That
vision,
however,
is
just
words
on
paper,
without
a
hard-working
team
to
bring
it
to
life.
B
The
Department
of
innovation
and
performance
is
clearly
made
up
of
over
70
people
from
client
relations
to
financial
systems,
to
data
and
analytics
our
team
support
city
operations
day
in
and
day
out.
Our
help
desk
is
the
first
point
of
contact
for
all
IT
support
and
took
it
over
16,000
service
requests
in
2015.
B
Our
administration
team
covers
everything
from
the
purchase
of
equipment
to
payroll
and
our
cable
teams
coverage
was
comprised
of
over
500
hours
of
City
channel
Pittsburgh
programming,
including
the
production
of
211
new
and
original
independent
programs,
Raging
Bull
City,
Council
meetings
to
various
city
events
and
activities.
Several
key
initiatives
were
launched
this
year,
including
the
roadmap
for
inclusive
innovation,
the
city's
strategic
plan
to
drive
equitable
access
to
innovative
ideas,
technology
and
services
throughout
the
city.
B
The
Western
PA
regional
data
center,
which
makes
public
information
easier
to
find
and
use
since
its
launch
in
October
over
50
data
sets
have
been
released.
Our
code
for
america
fellows
created
a
few
applications
support
our
year
of
procurement
reform,
including
vegan,
which
tracks
to
the
opportunities
for
businesses
from
particles
to
snow.
It
took
the
311
team
around
16
seconds
to
answer
a
call
with
a
less
than
1
percent
drop
Kali.
B
We
are
honored
to
be
one
of
Rockefeller
Foundation's
100
resilient
cities,
as
well
as
a
founding
member
of
the
Metro
lab
network,
forging
closer
University
to
city
partnerships,
2016
promises
to
bring
even
more
exciting
prospects,
challenges
and
opportunities.
This
is
just
the
beginning,
happy
birthday,
I,
MP,
numerous
game.
Yet
one.
A
C
You
know
the
whole
idea
of
government
IT
department
is
basically
going
to
be,
as
antiquated
as
a
VHS
tape.
The
concept
that
a
department
basically
serves
to
be
able
to
handle
the
technical
hardware
and
software
of
a
city
has
basically
been
replaced,
and
there
are
a
few
cities
in
this
country
and
in
this
world
that
have
understood
that
and
Pittsburgh
is
one
of
them
because
of
the
work
that
you
guys
are
doing.
The
concept
of
combining
technology,
sustainability
and
performance
is
unique.
C
You're,
the
only
department
in
this
country
that
I
know
of
that
has
basically
taken
on
the
three
challenges
and
put
it
together
to
be
one
mission,
asking
the
questions
of.
Not
only
are
we
providing
the
best
service
back
to
the
customer,
but
are
we
doing
in
a
way
that's
sustainable
and
in
a
way
that
allows
us
to
be
on
the
21st
century?
It's
part
of
the
DNA
of
the
city.
C
Now
it's
not
only
within
city
hall,
but
throughout
Pittsburgh
you're,
starting
to
see
that
change
and
why
companies
are
starting
to
look
at
this
city
as
a
global
innovation
city.
So
I
just
wanted
to
come
by
to
say.
Thank
you
to
make
sure
that
you
understand
what
you're
doing
is
being
looked
at
around
this
country
and
around
this
world
mayors
and
other
city
governments
want
to
try
to
get
a
better
understanding
of
how
it
is
that
you're
able
to
pull
it
together.
C
It's
definitely
a
team
effort
and,
as
each
of
you
play
a
different
role
within
it,
it
sort
of
comes
together
to
provide
that
final
product.
You
know
you
study
in
school.
The
the
role
of
government
is
to
be
able
to
provide
services
to
people
were
the
largest
public
service,
part
or
social
service
agency
within
this
city,
and
the
three
es
are
always
what
we
want
to
hit
right.
C
We
want
to
be
efficient,
we
want
to
be
effective
and
we
want
to
be
equitable,
making
sure
that
if
it's
delivered
for
one
its
delivered
for
all,
what
you
guys
have
done
is
taken
it
to
a
whole
different
level.
It
have
made
sure
that
not
only
are
the
three
es
bidding
hit,
but
are
we
doing
it
in
a
way
that
will
be
there
for
the
long
term?
Are
we
thinking
about
the
future
and
are
we
creating
the
technology
to
be
able
to
deliver
it
so
happy
birthday,
folks
celebrate
so.
A
So
everyone
has-
and
this
is
this-
is
the
mayor's
hoodie.
So
he
is
going
to
be
wearing
innovation
and
performance.
You
can
see
how
sleek
is
and
it's
black
and
what
gold.
So
you
know
so
the
mayor
will
have
his
own
very
own
innovation
and
performance
hoodie,
as
well
as
all
of
you
to
celebrate
this
year.
Jean.
Yes,
thank
you
so
much.