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From YouTube: Equity Series: Equity in Workforce Development
Description
Mayor Peduto joined officials from the City of Pittsburgh Office of Equity and Partner4Work and discussed workforce development, up-skilling, and how cross-sector efforts put our city and region in a position to build on successes with current and additional partners at the local, state, and federal level.
A
A
Hello
there
good
morning
and
happy
monday.
Thank
you
so
much
for
joining
us
for
the
latest
in
our
equity
series
here.
For
those
of
you
not
familiar
really.
Since
cobin
we've
convened
a
series
of
videos
and
conversations
with
different
leaders
within
the
city
of
pittsburgh
and
with
partners
to
talk
about.
B
A
Realities
of
the
time
to
explore
the
concept
of
equity
and
to
really
just
talk
about
what
work
looks
like
in
pittsburgh.
Today,
we
have
a
really
great
opportunity
to
talk
about
a
very
important
topic:
workforce
development,
something
that
people
hear
a
lot
about,
but
we
have
experts
and
principals
on
with
us
today
that
can
really
help
us
take
the
time
to
unpack
it,
to
talk
about
what
this
work
has
looked
like
here
in
pittsburgh
and
in
the
region,
what
we're
looking
at
moving
forward
and
what
the
future
of
this
work
looks
like.
A
As
always,
we
have
some
asl
interpreters
along
for
the
ride
for
us
today,
iris
and
you
will
see
logan
later.
We
want
to
thank
them
for
their
time
and
helping
make
this
conversation
more
accessible
for
those
of
you
tuning
in
on
facebook,
we
will
have
parts
team
members
of
ours.
Looking
for
your
questions
and
sharing
links
that
you
can
learn
more
about
the
important
and
impressive
work
we're
going
to
cover
on
the
call
very
excited
about
this.
A
I'd
like
to
start
this
conversation
with
a
dose
of
gratitude
to
all
of
you
for
taking
the
time
it's
a
it's
a
timely
conversation
without
further
ado,
let's
begin
with
introductions
and
then
we'll
really
start
to
unpack
from
a
high
level
the
terms
and
the
important
concepts
within
this
realm.
What
I'd
like
for
you
to
do
of
my
friends
is
to
introduce
yourself
how
you'd
like
and
speak
just
a
little
bit
to
your
history
with
this
topic,
why
it's
important
and
why
you
think
people
should
care
about
it.
B
When
we
began
our
administration
in
2014,
we
really
didn't
have
anything
that
was
a
program
or
a
policy
regarding
workforce
development,
although
we
realized
that
the
economy
was
growing
and
there
was
a
pipeline
that
was
needed.
City
government
was
not
a
partner
in
that
through
a
number
of
different
programs,
we've
been
able
to
work
with
organizations
that
have
long
been
a
part
of
pittsburgh's
workforce
development
and
to
be
able
to
empower
them
to
do
even
more.
C
D
Good
morning,
everyone,
my
name,
is
earl
buford.
I
am
the
chief
executive
officer
at
partner
for
work,
which
is
the
workforce
board
in
greater
pittsburgh
area.
I
spent
the
past
25
years
in
workforce
development
and,
what's
interesting,
is
that
how
much
has
changed
but
but
how
much
has
not
changed
so
new
programs,
new
initiatives,
new
strategies
have
have
all
come
full
circle,
but
one
thing:
that's
consistent
is
it's
still
about
two
major
customers,
our
citizenry
as
job
seekers
and
employers?
D
E
Hey
thanks
so
much
for
having
me
josiah
and
the
city
team.
I'm
susie
pushkar,
I'm
the
chief
program
officer
with
partner
for
work,
and
I
think
workforce
development
is
incredibly
vital
for
a
number
of
reasons,
but
because
the
people
that
live
in
a
community
are
one
of
its
greatest
assets
and
resources
and
businesses
within
communities
need
help
building
their
talent
pipelines.
A
Well,
thank
you
so
much
so
mayor,
peduto
and
deputy
chief
lane
I'd
like
to
start
the
conversation
with
you.
Can
you
help
us
frame
how
we
should
be
thinking
about
this
mayor?
You
mentioned
when
you
first
came
in
with
the
administration.
The
city
wasn't
actively
involved
in
in
this,
and
yet
it
has
been
now
for
several
years
and
now
in
this
present
moment
we're
in
the
middle
of
a
global
pandemic
and
there's
been
a
lot
of
economic
fallout.
That's
that's
come
along
with
that.
B
Yeah
eyeball
they're
tied,
I
mean
it
actually
has,
I
think,
as
majestic
was
saying
a
direct
correlation
not
only
to
equity,
but
to
where
we
are
right.
Now
with
covid,
we
see
a
greater
need
in
understanding
what
works
going
to
look
like
in
the
next
couple
of
years.
Some
companies
have
been
able
to
adjust,
others
haven't,
but
with
the
bottom
of
it
is
the
workers
who
are
in
a
precarious
situation.
B
Later
in
life,
now
you
throw
in
the
flexibility,
that's
absolutely
needed
with
the
uncertainty
of
covid
and
you
have
a
new
set
of
challenges
again.
This
is
not
something
that
a
city
government
is
created
to
be
able
to
handle,
but
with
city
government
assistance
we
can
greatly
aid
those
that
are
trained
and
empowered
to
basically
help
our
citizens
to
find
gainful
employment.
A
Thank
you,
chief
elaine.
I
wonder
what
you
would
add
and
and
especially
given
the
context
of
partnerships.
You
know
what
is
the
importance
there
and
how
do
we
communicate?
How
do
we
think
about
communicating
around
this
theme
with
partners,
but
also
with
with
the
end
user,
so
to
speak
with
people
that
might
be
in
need
of
services
who
want
to
upskill
or
take
advantage
of
a
ladder
to
opportunity.
C
However,
dealing
with
the
21st
century
city
and
especially
dealing
with
me
the
challenges
that
are
happening
in
our
communities.
Now
city
government
has
to
play
a
leadership
in
a
clear
put
out
the
clarion
call
and
really
be
that
kind
of
partner
that
can
push
things
forward.
Acknowledging
that
the
the
quality
of
how
people
live
in
the
city
has
everything
to
do
with
how
the
city
functions.
C
Often,
you
will
hear
people
talk
about
some
of
our
affordable
housing
challenges
and
everything
like
that,
and
I
often
say
to
people
that
that
challenge,
although
very
real,
would
deter
the
amount
of
housing.
That's
available
is
also
an
income
gap.
It's
also
a
wealth
gap
and
many
of
those
income
gaps
and
wealth
gaps
are
are
exacerbated
by
the
the
you
know:
lack
of
workforce
opportunities
for
people
in
our
neighborhoods
to
have
good
jobs.
C
And
I
would
say
right
now,
more
than
ever,
I
think
we
have
a
group
of
people
and
we
have
a
set
of
stakeholders
who
are
interested
in
really
making
sure
that
we're
just
not
getting
people
jobs
for
the
sake
of
jobs,
but
getting
people
jobs
again
that
that
are
that
are
skilled,
labor
right
now
that
pay
well
right.
Now.
That
also
will
pay
well
in
the
future,
because,
having
that
flexibility
to
understand
that
we
are
going
into
unclear
waters,
we're
going
into
a
space
where
we
haven't
been
prior.
C
But
how
do
we
make
sure
that
you
know
we're
prepping
and
partnering
right?
So
I
look
at
preparing
folks
for
the
future
and
partnering
with
people
to
be
able
to
see
it
and
and
and
being
able
to
use
those
partnerships
and
those
relationships
to
really
make
sure
that
everyone
in
our
our
city
and
region
feels
that
a
workforce
and
a
job
is
within
their
reach.
A
D
Well,
first
and
foremost,
just
echoing
the
mayor's
voice
and
also
deputy
chief
lane,
the
opportunity
in
front
of
us
now
is
is
not
just
about
training
talent,
prepared
talent
which
is
equal.
It's
important.
Let's
also
look
at
the
quality
of
of
jobs,
the
equity
of
employers,
but
also
have
employers
at
the
table
advising
us
on
how
that
works
within
their
fed
industry
or
sector
or
or
or
company,
so
really
important
time
to
have
those
conversations
in
a
very
real
time
to
have
those
conversations.
D
So
that's
been
the
probably
the
most
awakening
thing
for
me
and
this
of
the
past
four
months
is
having
the
ability
to
talk
very
frank,
with
employers
and
hearing
from
employers
in
return.
So
the
definition
of
what
a
workforce
board
is
so
so
for
every
part
of
every
designated
area.
This
country
is
a
designated
workforce
area
which
is
governed
or
steward,
it's
rooted
by
a
workforce
on
board.
D
A
D
And
education
partners
as
well,
whether
it's
local
school
districts
or
also
our
higher
education
partners-
that's
not
unique,
but
I
think
each
one
of
us
does
it
differently,
and
so
you
know
being
fairly
new
to
to
pittsburgh.
I've
been
just
so
pleased
at
the
amount
of
openness
by
the
various
industry
partners,
again
whether
it's
education
and
philanthropy
business
community,
our
neighborhood
partners,
public
sector
partners,
all
across
the
board.
D
So
I
think
we've
been
able
to
really
have
a
chance
to
sit
down
and
have
meaningful
conversations
and
meaningful
strategic
conversations
about
what
can
happen
and
the
nice
part
about
my
job.
Is
I
get
a
chance
to
have
all
these
great
conversations
and
think
of
a
lot
of
great
ideas,
but
they
have
a
partner
like
susie
pushkar.
Who
can
who
can
choose
our
chief
architect
to
make
it
happen,
is
also
outstanding
to
have
talented
people
around
to
make
sure
that
this
can
happen.
A
E
Already
been
said,
you
know
one
of
the
things
that
we
do
is
we
connect
those
job
seekers
in
need
of
skills
and
in
need
of
those
connections
with
employers
who
are
in
need
of
talent.
There's
been
a
lot
of
talk
recently
about
the
skills
gap
and
about
how
we
need
to
train
job
seekers
in
order
to
be
able
to
meet
the
needs
of
businesses
within
our
community.
E
But
learn
and
learn
is
really
just
the
first
step
in
someone's
career
and
so
at
partner
for
work.
We
work
with
other
partners
within
the
region
to
advance
everyone's
career
along
the
pathway
and
meet
them
where
they
are.
So
we
have
programming
for
out
of
school
youth,
that's
students
who
have
dropped
out
of
high
school
who
need
help
connecting
in
with
what
comes
next
or
to
get
their
ged
or
high
school
equivalency,
and
we
have
programming
for
adults
and
dislocated
workers.
A
I'd
like
to
keep
it
with
learner
for
a
quick
second
america.
I
wonder
if
you'd
help
share
about
the
history
of
this
idea,
a
point
of
privilege
being
the
facilitator
one
of
the
first
times
I
remember
seeing
you,
sir,
was
when
I
was
working
for
life's
work
of
western
pennsylvania
and
uptown
near
duquesne,
and
I
was
working
on
a
we.
A
I
think
it
actually
had
transferred
to
a
we
of
program
paid
internships
for
youth
and
stuff,
like
that,
and
you
came
through
that
facility
to
do
like
the
learning
of
recap-
and
I
remember
thinking
this
is
pretty
cool.
Like
you
know
the
mayor
of
the
city,
walking
down
the
hallway
and
there's
a
bunch
of
young
people
and
as
you
passed,
you
were
just
asking
them
like
how
was
this
like?
How
did
this
go,
and
I
thought
what
a
level
of
micro
attention
for
like
a
mayor
to
be
so
tied
in?
B
B
I
believe
it
was
south
by
southwest
and
baltimore
was
talking
about
the
program
that
they
were
putting
together
to
help
provide
summer
jobs
to
their
youth
and
the
ability
to
be
able
to
do
it.
For
hundreds
of
youth-
and
I
I
remember
in
the
city
of
pittsburgh,
we
had
a
program,
but
we
never
had
more
than
150
and
we
did
it
in
a
silo
of
the
city
by
ourselves.
B
They
were
cutting
grass
and
painting
fences
and
doing
important
work,
but
if
we
could
partner
and
find
organizations
to
help
administer,
we
thought
that
we
may
have
an
ability
to
raise
money
in
order
to
be
able
to
expand
the
program.
Last
year
over
1700
area
youth
participated
in
good
quality
jobs,
and
you
know
when
I
asked
those
kids,
especially
in
the
early
years.
You
know
what
was
the
best
thing.
I
always
had
this
thought
in
my
mind
that
I
already
knew
the
answer
that
the
answer
was
going
to
be.
B
B
We
can't
do
it
as
a
silo.
We
it
needs
everybody
involved.
It
needs
those
companies
that
are
saying
yes,
we're
going
to
take
youth
in
and
we're
going
to
have
them
work
within
our
company
and
they're
going
to
get
a
very
strong
experience
from
it
and
we
need
other
companies
and
foundations
and
others
to
say,
we'll,
write
the
check.
B
A
Susie,
could
you
help
us
just
with
some
of
the
the
fundamentals
of
the
program
so
and
we
have
the
mayor,
we
have
the
the
city,
we
have
the
county,
some
foundation
partners
and
then
corporations,
and
now
there
are
there's
the
the
the
standard
or
the
original
six
week
experience
and
so
and
longer
ones.
Now
too,
could
you
just
high
level
summary
of
what
learner
it
is.
E
Just
as
a
subset
of
things,
and
one
of
the
things
that
we
find
out
through
learn
earn
is
that
for
some
youth
they
start
their
career
pathway
in
learn
and
earn,
and
what
they
think
they
wanted
to
do
is
what
they
end
up
doing
when
they,
you
know,
eventually
go
and
graduate
from
high
school
go
on
to
college
and
for
other
youth
when
they're,
14
or
15.
They
do
a
summer
with
learner
and
they
find
out.
E
So
the
corporate
program
fills
this
gap
both
for
students
who
are,
in
a
two-year
degree
program,
college,
freshmen
and
sophomores,
and
for
out-of-school
youth.
So
those
youth
who
have
dropped
out
of
high
school
or
gotten
their
ged
and
haven't
gone
on
to
college.
That
eight
week
program
gives
them
additional
skill,
building
and
professional
development
better
connections
into
local
businesses
and
helps
create
this
opportunity
network
for
those
older
youth.
In
order
for
them
to
be
able
to
succeed
after
the
summer
is
over.
A
E
Sure,
in
a
typical
year,
a
little
over
50
percent
of
the
learned
earned
participants
are
14
and
15
years
old,
it's
their
first
job.
For
the
most
part.
This
year
our
age
range
skewed
a
little
bit
older.
There
were
a
lot
of
things
that
were
different
this
year,
given
covid.
We
also
this
past
year.
Well,
every
year,
learn
earn
is
a
program
that
is
subsidized
by
state
dollars.
It's
subsidized
by
the
city
and
the
county
contribute
to
the
program.
A
Thank
you
so
much.
You
know,
chief
lane,
we
have
a
lot
of
conversations
around
equity,
as
you
might
say,
writ
large
right,
and
sometimes
this
conversation
can
remain
ambiguous
for
lack
of
a
better
word.
You
have
an
example
here
where
there
there
is
impact
with
populations
that
folks
will
consider
to
have
been
left
behind,
and
yet
the
question
might
be.
How
do
we
build
on
that?
How
do
we
communicate
what's
possible
here
and
what's
working?
Where
does
your
mind
go?
C
Well,
I
think
one
it's
if
there's
two
levels,
one
is
a
communications
issue,
just
in
the
sense
that
in
some
senses
many
folks
take
for
granted
that
people
are
working,
that
young
people
are
working
in
the
summer,
and
you
know
they
may
have
a
proverbial
municipal
like
tooth
fairy
that
they
may
not
know
how
that
comes
to
pass
right.
They
just
see
kids
working
and
assuming
somebody
did
it
not
knowing
that
it
took
resources.
C
It
took
local
state
and
federal
resources,
as
well
as
philanthropic
resources
and
corporate
support,
to
create
that
opportunity
to
create
that
societal
opportunity
and
for
folks
to
agree
that
that's
important.
I
think
one
thing
that
the
mayor
is
speaking
on,
but
it's
important
to
say
when
everyone
acknowledges
that
young
people
having
the
opportunity
to
work
one
fundamentally
for
access
to
money
right
but
two
for
access
to
opportunity
and
to
be
you
know
to
be
connected
into
an
opportunity
network.
C
I
think
susie's
saying
that
was
really
important,
because
that
is
the
one
of
the
pathways
to
equity
that
we're
talking
about,
because
people
when
young
people
find
themselves
now
getting
exposed
to
work,
knowing
what
they
like.
Knowing
what
they
don't
like,
having
the
options
meeting
other
people
who
are
like
them,
learning
that
they
can
save
money,
then
learning
that
they
can
come
back
next
year
and
get
on
the
track
to
have
another
kind
of
job
meeting
a
partner,
a
non-profit
partner
or
a
corporate
partner.
That
could
be
someone
that
could
change
their
life.
C
C
What
we're
trying
to
do
is
how
do
we
foster
those
networks
as
a
city
as
a
region,
to
really
do
that,
especially
for
the
young
people.
We
know
for
a
variety
of
social
and
structural
reasons.
Don't
have
that
and
actually
look
to
create
this
and-
and
I
want
to
you,
know
the
second
part
of
that
is
the
conversation
around.
C
C
You
are
participating
in
an
equitable
activity
and
I
think,
learn
and
earn
an
amazing
example
of
working
to
do
that
and
being
very
purposeful
to
do
that
by
the
one,
the
access
to
resources
for
young
people
and
then
two,
the
broader
networks
and
the
relationships
that
we're
fostering
and
creating
for
them.
And
in
the
third
part
of
this
that
I
think
we
may
talk
about
a
little
bit.
But
I
think
it's
important
is
the
corporate
component.
C
I
had
the
privilege
last
year
to
be
at
the
corporate
component
of
this,
and-
and
this
is
you
know
my
my
hats
off
to
to
earl
and
susie
the
entire
team
and
partner
for
work,
as
well
as
a
lot
of
our
partners,
that
the
corporate
participation
has
really
really
enhanced,
really
gone
up.
And
whether
it's
you
know
the
city
that
actually
hired
someone
coming
out
of
the
corporate
internship
process
and
other
organizations
actually
hired
people.
So
this
is
not
a
theoretical
idea.
This
is
not
equity
on
a
piece
of
paper.
C
This
is
actually
people
are
getting
opportunities
because
we're
being
thoughtful
and
being
intentional
and
want
to
continue
to
scale
up
both
the
opportunities
young
people
are
having
on
their
most
basic
levels.
But
then
also,
we
want
to
scale
up
that
high
level
opportunity
where
young
people
get
a
chance
to
you
know,
come
back
from
college
work
over
the
summer
at
a
corporation
and
possibly
stay
last
thing
I'll
say
is
one
of
the
challenges
in
pittsburgh.
C
Now
is
that
we
acknowledge
that
for
a
long
time
there
was
a
brain
drain
from
our
region,
and
we
made
the
appropriate
steps
to
do
that
and
now
we
know
and
understand
that,
there's
a
there's,
a
black
brain
drain,
and
in
that
there
you
know
the
young
people
who
are
going
to
college
and
graduating
from
college
and
going
out
of
out
of
the
state
or
out
of
the
region.
They're
often
not
coming
back
and
they're
going
to
areas
where
they
perceive
that
opportunities
are
more
open
to
them.
A
You
know
this
is
it's
great
to
kind
of
build
out
our
mental
model
for
how
part
of
work
can
be
a
partner
with
folks
just
starting
their
work
experience
or
just
getting
into
the
careers
of
their
choice?
But
workforce
development
is
a
concern
on
a
regional
level
for
adults
as
well.
What
is
the
role
of
workforce
development
for
adults
that
may
want
to
or
need
to
upskill
or
reskill
for
this
current
economy?
And
how
does
it
all
tie
in.
D
Yeah
great
great
question:
I
want
to
go
back
something
deputy
chief
lane
said
when
you
use
it
thoughtful
and
intentional.
I
think
everything
that
we
are
working
towards
now
is
very
thoughtful
and
very
intentional,
whether
it's
again
executing
a
summer
program
like
we've,
described
earlier,
developing
our
industry
partnerships
with
our
with
variety
of
employers.
D
In
most
cases,
those
individuals
have
skills
but
they're
looking
for
direction,
they're
looking
for
information,
so
they
know
where
to
go
and
also
to
alleviate
stress
on
everything
everything
else
going
on
around
them,
so
that
thoughtful,
intentional
intentionality
aspect
comes
into
what
conversation
do
we
have
with
employers,
develop
the
right
program
for
someone
to
walk
into
what?
What
are
we
talking
telling
our
job
seekers?
So
they
know
where
to
go.
D
I
know
I
didn't
talk,
I'm
talking
more
generalities
and
more
strategy
there
we
can
go
down,
we
can
take
it
a
full
hour
ourselves
and
just
talk
about
the
different
programming
and
partners
we
work
with.
You
know
the
40
plus
agencies
we're
contracting
and
funding
with
it's
just
there's
a
whole
ecosystem
here
that
we
can
spend
a
lot
of
time
talking
about,
but
I
still
really
like
the
way
chief
lane
laid
out
that
thoughtful
intentionality
aspect
of
how
we
are
looking
at
workforce
development.
A
That's
terrific,
so
I
wonder
you
know,
regardless
of
you
know,
next
year
the
the
federal
government
is
likely
to
have
a
high
sense
of
priority
for
this
exact
topic,
because
covet
has
been
a
forest
fire
in
so
many
ways
and
there's
been
a
lot
of
economic
fallout.
If
you
were
to
describe
what
success
looks
like
for
what
we
have
going
on
here
at
scale,
what
would
that
look
like
and
how?
How
can?
How
can
those
connections
become
more
salient,
and
how
can
there
be
better
outcomes
over
time.
D
Yeah,
no,
the
ever
loose
of
scale
definition
workforce
development.
I
think
they're
still
trying
to
try
to
define
that
throughout
this
country.
But
it's
a
great
question,
I
think
scale
is
a
couple
things
I'll
start
with
numbers.
So,
in
terms
of
you
know
putting
people
to
work,
you
know
if
we
can
ever
get
to
the
point,
we're
talking
thousands
of
of
individuals
going
through
really
upscaling
their
rescaling,
their
programs.
That's
that's
a
scalable
number
right
now,
we're
usually
talking
hundreds
to
to
eat
small
small
numbers.
They're.
D
D
D
How
do
we
have
more
companies
saying
that
they
they're
they're,
finding
and
upskilling
staff
and
and
folks
in
the
region,
and
also
when
you
look
at
learning
tradition,
we
have
like
1800
to
2000
students,
but
if
we
can
even
ramp
those
numbers
up,
that
would
be
fantastic,
but
scale
is
scale's
a
tough
one
to
answer,
because
it's
either
large
numbers
or
it's
effectiveness.
I
want
both
I'm
greedy.
That
way.
A
D
Yeah,
you
really
just
answered
that
for
me,
so
because
so
it's
all
those
things.
Yes,
it's
it's
a
multitude
of
of
players
coming
together,
so
it's
more
resources
which
is
now
even
as
a
workforce
board.
We
have
some
resources
and
we're
in
our
conversations
with
our
philanthropic
partners,
with
our
corporate
partners
with
our
national
partners
as
well.
D
You
know
we're
always
looking
to
bring
resources
back
to
this
area
from
from
outside
of
this
area,
to
support
the
great
work
that's
happening,
but
yeah
more
employers,
better
neighborhood
relationships,
so
we
can
get
more
people,
you
know
coming
out
of
their
comfort
zones
into
into
new
situations
and
new,
getting
new
jobs
new
pathways.
So
it's
all
those
things
and
we're
in
the
cusp
of
all
of
this.
That's
the
beauty
of
what
of
this
conversation
is
we're
in
the
cusp
of
a
lot
of
of
this.
This
scalable
approach,
this
blended
funding
approach.
D
All
these
different
things
are
at
a
at
all
time.
The
opportunity
is
great,
especially
as
I
come
out
of
this
pandemic
because
you
know:
what's:
what's
still
it's
a
term,
never
lose.
You
never
never
lose
the
opportunity
for
crisis
to
make
improvements.
Make
changes.
You
do
things,
you
hadn't
thought
about
or
things
you
thought
about.
You
never
felt
like
you
could
do
it.
I
think
we're
in
the
midst
of
those
conversations.
D
I
think
the
deputy
chief
lane
would
support
me
on
that
and
and
just
back
to
your
original
question
about
scale
again,
I
want
to
see
big
numbers
of
of
all
this
come
together
and
you
know
we
can
brag
and
go
talk.
You
know
shove
the
rooftop
about
the
effectiveness
of
these.
These
initiatives,
not
just
programs
but
initiatives
and
partnerships.
C
And
I
just
wanted
to
just
jump
in
really
fast
to
you
know
I
had
the
honor
of
serving
on
the
board
representing
the
mayor,
and
I
want
to
say
that
the
response
that
the
board
collectively
and
the
leadership
of
earl
and
susie-
and
so
many
has
really
been
laudable
and
admirable
to
really
pull
people
to
the
to
the
table,
to
one
have
the
conversation
about
the
covet
challenge
and
how
it
shifts
the
future
of
work
right.
I
think
part
of
this
conversation.
C
You
can't
have
it
with
acknowledging
that
there's
certain
jobs
that
are
going
away,
that
we've
all
become
accustomed
to
now,
whether
we
should
have
become
accustomed
to
the
pay,
whether
we
should
have
become
accustomed
to
how
long
they
had
to
work
and
how
far
they
had
to
go
was
a
different
conversation,
but
some
of
those
jobs
will
be
gone.
At
the
same
time,
there
are
opportunities
to
create
new
jobs.
That
will
be
the
things
going
forward.
C
That
then
made
us
have
another
conversation
about
the
equity
involved
in
how
the
workforce
system
is
working,
which
also
came
out
during
covey
right,
and
so
I
think,
the
the
the
board
and
the
organization
has
really
begun
to
pivot.
In
a
way
that
is
going
to
be
able
to
provide
structural
leadership
for
how
we
think
about
these
things
before
equity
may
have
been
there,
but
with
earl's
leadership
and
the
board's
leadership.
It
is
now
much
more
of
a
central
thought
than
it
ever
has
been,
as
well
as
a
whole
host
of
programs.
C
Again,
we
would
be
all
day
kind
of
talking
about
things
like
bank
works,
and
you
know
I
do
want
to
make
sure
we
spend
time
and
and
talk
to
the
mayor
and
earl
about
the
trades
program,
because
I
think
it's
important
for
people
to
really
understand
that
program
in
particular.
But
there's
so
many
examples
of
industries
that
we're
now
creating
opportunities
for
and
partnerships
with
industries
and
partnerships
and
fields
that
we
were
not
before.
A
And
this
to
me
seemed
like
a
really
fascinating
and
beneficial
idea,
because
it
kind
of
helps
people
visualize.
What
success
looks
like
within
that
specific
realm,
so
tell
us
a
little
bit
more
about
these
industry
partnerships
and
and
what's
available
in
the
trades.
Now
that
perhaps
wasn't
in
the
past.
D
Yeah,
I
believe
it
was
president
obama
on
the
on
24
2013
2014,
as
they
were
reauthorizing
the
workforce,
innovation
opportunities
act,
the
law
that
governs
workforce
systems
and
the
things
we
do.
You
said
the
days
of
training
and
praying
are
over,
and
you
know
for
all
those
all
those
who've
been
in
the
workforce
over
the
world.
That
was
something
that
was
just
part
and
parcel.
How
business
was
done?
You
trained
a
lot
of
people
and
then
you,
you,
pray
like
heck.
D
That
employer
would
come
pick
them
up
so
back
to
that
whole
thoughtful,
intentional
phrase.
Earlier
you
know,
we've
really
taken
it
to
heart
as
a
workforce
system
to
make
sure
that
we're
having
those
tough
conversations
with
employers,
but
also
developing
these
signature
initiatives
with
a
guarantee
or
near
guarantee
of
a
placement
at
the
end
of
a
program.
D
So
probably
the
most.
The
signature
program
that
that's
been
touted
is
our
program
with
the
with
the
trades
and
contractors
called
intro,
the
trades.
Where
now
we
are
probably
the
lead
investor,
but
the
trades
have
agreed
that
when
someone
completes
that
six
week,
training
program,
it
could
be
eight
weeks.
D
Obviously
the
apprenticeship
is
a
career
pathway
piece
and
the
journeyman
classification
is
at
a
minimum
of
23
an
hour
position
in
most
cases,
so
to
get
industry
is
as
tough
to
get
into
as
a
trades
and
say
you
know
what
we
we
have
such
a
need
right
now
and
we
have
such
desire
for
this
this
level
of
talent,
development.
We
are
guaranteeing
something
that's
unheard
of
in
this
country,
let
alone
this
region
and
then
no
and
we'll
get
to
more
detail.
D
But
most
our
programs
are
not
taking
that
tone
so,
on
the
front
end
of
our
negotiations
or
development
with
said
industry,
we're
asking
for
there
and
in
some
cases,
really
pushing
hard
that
they
that
the
intentionality
of
that
guarantee
or
near
guarantee
and
really
like
it,
I
used
to
call
it.
The
our
job
to
job
seekers
should
win.
D
The
lottery
at
the
end
of
a
program:
they
should
know
that
at
the
end
of
this
program,
there's
something
there
for
them
because
they're
hard
work,
but
also
because,
what's
where
they
want
to
go
with
their
career,
especially
when
you
have
employers
in
industry
that
have
such
needs,
and
so
we
try
to
melt
those
things
together.
I
don't
know
if
susie
from
anything
that
I've
just
articulated.
E
E
Is
investing
in
me
and
it
changes
the
relationship
when
you
know
this
country
was
founded
and
after
labor
unions
were
created,
businesses
invested
in
their
talent,
businesses
invested
in
their
employees
that
started
to
go
away
in
the
80s
and
90s,
and
now
we're
seeing
and
a
relationship
with
an
employer
was
was
really
a
one-way
street.
The
employer
paid
you
and
you,
as
the
job
seeker
or
the
employee,
worked
for
that
employer.
E
There
was
less
investing
in
internal
talent,
but
what
we're
starting
to
see
is
businesses
really
stepping
up
and
saying
in
order
to
help
meet
our
own
talent
needs
in
order
to
invest
in
our
communities.
We
have
to
be
partners
at
this
table,
and
so
I
really
do
want
to
commend
the
construction
industry,
the
financial
services
industry.
E
The
healthcare
industry
is
really
moving
in
this
direction
because
without
their
partnership,
none
of
this
works
and
without
job
seekers
too
saying
this
is
the
kind
of
program
that
I
need
in
order
to
be
able
to
make
this
work
for
my
family,
because
we
can't
run
a
program.
That's
40
hours
a
week
for
12
weeks
for
most
job
seekers
and
not
give
them
a
stipend
or
something
along
those
lines.
They
can't
make
it
work.
E
People
can't
take
12
weeks
off
of
employment
in
order
to
get
their
next
job,
so
the
job
seeker
voice
in
developing
this
trainings
is
incredibly
important
and
something
that
we
hold
dear,
as
well
as
the
employer
voice
and
making
sure
that
that,
if
someone
goes
through
the
training
program,
there
is
going
to
be
an
opportunity
for
them.
At
the
end,.
A
So
I
wonder
in
terms
of
of
communication,
you
know
how
you
think
about
sharing
best
practices.
Here
I
was
in
a
meeting
where
someone
who
works
in
an
hr
capacity
for
for
pnc
was
talking
about
the
success
of
their
internship
program
and
the
way
that
she
framed
this
was
that
what
they
were
finding
after
you
know,
years
of
doing
this
from
a
data
perspective,
was
that
folks
that
had
any
kind
of
introductory
experience.
D
Well,
I
I'll
answer
differently.
I
think
the
the
best
best
mouthpiece
for
success
is
what
I
call
a
friends
and
family
plans,
and
we
have
great
constituents
that
have
gone
through
something
successful.
They
tell
their
friends,
they
tell
their
neighbors,
they
tell
their
cousins,
they
tell
everyone.
That's
that's
to
me.
That's
the
best
marketing
communication
initiative
we
we've
ever
seen
and
will
ever
have
because
it's
about
real
people
talking
to
real
people,
about
something
successful,
something
that
that
actually
worked.
Something.
That's
that's
real
and
in
front
of
them.
D
So
I
made
a
department
question,
but
I
just
wanted
to
make
sure
that
point
was
expressed
because,
no
matter
how
smart
we've
become
about
communicating
and
and
having
these
great
meetings
and
advisory
groups,
none
of
this
works.
If
we
don't
have
people
who
buy
into
it
and
we'll
want
to
talk
about
it
and
want
to
tell
the
best
way
to
move
forward.
So
I
just
want
to
express
that.
C
And-
and
I
think
to
to
to
earl's
point
when
we're
looking
at
programs
like
bank
works
and
the
trades
programs,
it's
the
example
of
everyone.
Looking
to
kind
of
focus
on.
You
know
the
overused
term
of
when
went
right
because
you're
saying
fundamentally,
businesses
are
getting
the
people
that
they
need
in
order
to
do
what
they're
doing,
but
they're,
actually
getting
people
opportunities
that
may
not
have
had
them
before
to
be
able
to
take
care
of
themselves
and
their
families
to
actually
be
able
to
benefit
their
communities
right.
C
So
the
thing
about
workforce-
and
we
know
this
with
equity.
Generally,
it's
not
siloed
right.
When
people
are
working,
they
aren't
doing
other
things
when
people
are
working,
they're
able
to
pay
their
bills
able
to
spend
more
time
with
their
family
when
people
are
working,
they're
able
to
foster
stronger
community
networks,
stronger
personal
networks
and
stronger
city
networks.
C
So
that's
really
the
the
best
practice
that
we
see
is
that
when
we
allow
people
to
get
opportunities,
put
them
in
that
opportunity
network,
whether
it's
young
people
or
adults,
then
that
becomes
such
of
a
rolling,
cascading
kind
of
domino
effect.
That
starts
to
impact
everybody
and
everything.
When
people
have
said,
I
went
through
this
program.
C
Here's
my
job,
then
the
best
practice,
that's
the
best
practice
right,
because
now
the
person
next
to
them
says
okay,
I
want
to
go
into
a
program
right
right,
so
now
that
ramps
up
the
the
money
that
partner
work
has
to
raise
every
year,
but
it's
based
on
success.
It's
based
on
actually
being
able
to
provide
that
option,
provide
that
opportunity
and
in
the
case
of
what
I
wanted
to
come
back
to
in
regard
to
the
trades
program,
which
I
think
we
could
easily,
it
can't
be
understated
right.
C
We
know
that
for
years,
the
construction
industry,
generally
speaking,
has
been
besieged
by
ethnic
protectionism
right
and
we
know
that
particular
backgrounds,
particular
communities
and
ethnicities
were
able
to
be
the
people
who
had
the
opportunity
to
do
what
they
needed
to
do,
and
the
fact
that
we've
been
able
to
partner
with
the
trades
to
say
anyone
that
can
do
these
things.
We
are
allowed
the
men
and
then
partner
for
work.
Saying:
okay,
now
we're
going
to
try
to
help
get
you
the
support.
C
On
the
other
side
that
you
need
becomes
so
so
so
so
very
important
as
we
think
about
how
this
goes,
and
it's
really
a
national
model
and
something
that's
never
really
been
seen
where
you
could
do
this,
where
even
the
trades
are
saying,
we
acknowledge,
there's
some
racial
challenges
and
some
racial
issues
and
some
equity
issues
to
the
billions
of
dollars
that
are
coming
through
to
do
work
and
we're
going
to
partner
with
a
able
organization
to
change
that.
I
just
think
we
have
to.
We
can't
understate
the
power
of
what
that
looks
like.
D
I
just
want
to
add
on
to
chief
lane
and
soon
again
back
then
with
the
the
real
hard
numbers,
but
I
believe
over
the
last
the
year
and
a
half
or
two
years
that
for
that
program,
where
and
a
high
eighty
percent
african-american
men
are
in
that
or
have
graduated.
That
program
have
been
placed
in
the
industry.
That's
when
it
makes
that
point.
E
Those
are
right
numbers
and
the
other
thing
that
I
would
add
to
this
conversation
josiah
to
get
to
your
question
too,
is
large
corporations
generally
don't
change
out
of
the
goodness
of
their
own
heart.
They
change,
because
there's
a
financial
incentive
for
them
to
change,
right
or
or
there's
a
community
incentive
and
their
customers
are
telling
them
there's
a
business
case
for
them
to
change,
and
that
is
not
to
say
that
any
of
our
our
partners
aren't
amazing
and
ethical
and
and
really
want
to
build
better
systems.
E
But
it
is
to
say
that,
because
we
have
such
sustained
partnerships
with
the
trades,
because
we
have
such
sustained
partnerships
with
banks
and
and
other
financial
industry
partners,
then
what
those
partners
are
doing
is
they're
telling
their
peers
and
individuals
within
or
businesses
within
their
supply
chains.
Here's
how
we're
able
to
source
talent
and
here's
what
it
means
for
our
bottom
line
by
investing,
then
what
we're
doing
is.
E
But
there
are
real
business
cases
for
smaller
businesses
too.
If
you
can
shorten
the
time
it
takes
for
you
to
hire
someone
and
your
business
is
only
10
people,
then
the
other
nine
people
on
your
staff
no
longer
have
to
do
two
jobs.
If
you
can
get
someone
in
quicker,
and
so
that's
another
kind
of
component
of
the
work
that
we
do
through
the
pa
careerlink
system
here
locally
is
help.
Those
smaller
businesses
really
recruit
the
talent
that
they
need
in
a
in
a
much
quicker
turnaround
time.
A
I'm
wondering
in
term
so
we're
still
in
the
midst
of
covid.
I
know
that
there
were
some
pivots
with
learner,
but
I
imagine
there
are
implications
for
this
work,
just
in
general,
moving
forward
the
importance
of
virtual
experiences
addressing
basic
needs
in
terms
of
like
a
digital
divide,
for
example.
E
So
I
think
one
of
the
things
that
that
we
see
and
our
so
the
pa
careerlink
offices
have
been
providing
services
virtually
online
since
the
start
of
the
pandemic.
Just
last
week
they
reopened
to
in-person
appointments,
but
we
think
that
virtual
work
is
going
to
be
a
huge
part
of
what
we
do
for
the
the
very
long-term
future
and
meeting
people
where
they
are
getting
them
to
be
able
to
get
services
without
having
to
leave
their
homes.
E
That
has
been
a
really
unexpected
silver
lining
of
the
pandemic,
we'll
say,
but
we're
also
hearing
from
our
employer
partners
that
the
way
that
they
think
of
businesses
and
what
they
do
is
changing.
We've
heard
from
call
centers
who
have
said
I
sent
everyone
home
in
march
to
work
from
home
and
I'm
not
ever
going
to
bring
them
back.
E
When
you
don't
have
your
co-worker
right
next
door,
who
you
can
ask
a
question
of
so
that's
an
important
tool
that
we're
really
training
job
seekers
on
the
other
thing
that
that
job
seekers
are
all
going
to
have
to
contend
with,
is
that
there
are
fewer
in-person
interviews
now
than
there
were
this
time
last
year,
and
so
the
skill
set
of
being
able
to
interview
over
the
phone
or
on
a
zoom
call,
and
it
is
a
different
set
of
skills,
and
so
that's
all
going
to
change.
What
we're
doing
we're.
E
The
skills
that
you
developed
pre-covered
into,
and
a
great
example
of
that
is
that
individuals
who
have
retail
experience
or
food
service
experience
with
cash
handling
do
really
well
in
the
financial
services
industry,
because
they
know
how
to
deal
with
the
general
public.
They
know
how
to
deal
with
a
lunch
rush.
They
have
that
cash
handling
experience
and
really
getting
into
a
job
at
the
financial
services
industry
opens
you
up
to
any
number
of
other
career
pathways
there.
A
You
know
how
do
we,
how
do
we
signal
boost
these
realities
and
these
opportunities?
You
know
I
recall
working
in
the
nonprofit
space
here
in
pittsburgh
and
when
learner
was
coming
up.
You
know
there
was
a
matter
of
flyering
of
handing
out.
You
know
paper
materials
at
community
meetings
and
things
like
that
to
meet
people
where
they're
at
you
know,
gathering
around
a
topic
or
an
event
or
something
like
that,
but
for
the
foreseeable
future
at
least
until
covid
is
behind
us,
we
might
not
be
able
to
take
advantage
of
those
settings.
A
D
Well,
that's!
That's!
That's
yeah!
It's
a
digital
divide
issue
that
that
we're
all
dealing
with
I
mean
school
districts
are
dealing
with
it.
Obviously,
at
the
workforce
level,
community
partners
are
dealing
with
that.
It's
one
of
the
for
those
who
who've
heard
of
heard
their
launch
of
the
ibm
reignite
the
economy
conversation
recently,
one
of
one
of
the
one
of
the
major
efforts
within
that
in
ibm's
effort
to
kick
off
here
in
pittsburgh
is
one
more
more
skills
to
job
seekers,
but
also
more
more
capacity
to
non-profits.
D
So
they
can
help
with
this
with
exactly
this
conversation.
So
there
are
a
variety
of
conversations
we're
having
with
with
some
of
the
larger
nonprofits,
but
we're
hoping
to
expand
and
launch
that
into
some
of
the
smaller,
more
neighborhood-based
non-profits.
To
really
help
get
get
really
help
with
this
divide
conversation,
and
so
then,
of
course,
how
do
you
transition
that
into
a
job
and
workforce
on
this
conversation?
D
That's
where
they're
also
that's
where
the
job
seeker
training
comes
in,
but
also
the
articulation
with
employers
that
we've
kind
of
talked
about
throughout
this
entire
conversation,
so
they're
tr.
So,
within
that
whole
initiative,
there's
all
those
moving
parts,
but
it's
really.
How
do
we
do
the
digital
divide?
D
How
do
we
get
more
more
skills
to
job
seekers
and
how
to
get
more
employers
the
table
to
again
identify
and
articulate
how
these
credentials
and
skills
are
something
looking
forward
and
a
job
seeker
coming
into
the
coming
to
the
workforce
with
that
particular
company?
So
but
there's
a
long
ways
to
go,
as
the
chief
line
said
earlier,
I'm
gonna
be
more
intentional
about
that
divide
issue
as
well,
which
makes
virtual
learning
more
a
bigger
tool
than
than
even
how
even
how
it
worked
out
this
summer.
A
Yeah-
and
I
think
I
think,
tools
write
word
there
and
I'm
stepping
a
little
bit
outside
of
my
role
of
a
facilitator
by.
I
wonder
what
you
all
think
about.
I
think
we're
actually
on
the
way
here,
and
I
think
actually
social
media
gives
us
an
enormous
opportunity
too.
The
realities
of
the
digital
divide
cannot
be
understated.
It
makes
a
lot
of
sense
to
try
to
bridge
that
wherever
wherever
necessary.
A
We
know
they
spend
time
on
these
platforms,
sometimes
in
many
cases
since
kobit
more
than
ever,
and
there
might
be
additional
ways
to
do
targeting
where,
where
we're
getting
messages
in
front
of
folks,
where
they're
likely
to
see
them
much
as
you
must,
as
you
would
in
a
traditional
sense-
and
I
think
conversations
like
this
really
can
help,
because
it
lets
people
kind
of
encounter
these
ideas
over
time
and
figure
out
where
they
might
where
they
might
play.
I'd
like
to
bring
this
conversation
to
a
close.
Thank
you.
A
I
mean
it's
just
such
an
extraordinary
opportunity
to
have
so
much
time
with
you
all
a
point
of
clarification.
The
mayor
got
called
away
onto
something
in
the
north
side,
so
he
had
to
to
leave
us,
but
I
I
want
to
mention
him
because
for
this
final
portion
of
the
conversation-
because
this
is
really
another
question
about
success
chief
lane-
I
need
your
help
here
with
with
some
of
the
framing.
The
mayor
has
notably
called
for
an
american
marshall
plan.
He
was
quite
frankly
talking
about
this
before
cobit
started.
A
C
Then,
over
time
you
get
these.
You
know
kind
of
rust,
belt
areas
and
appalachia
and
other
places
that
start
going
through
very
many
of
the
same
challenges
that
were
happening
in
the
urban
core,
maybe
20
years
prior
right
and
we
had
a
whole
bunch
of
different
industrial
complexes
arrived
to
kind
of
prop
up
appalachia.
C
We
had
a
whole
bunch
of
political
politicals,
saying
they
were
going
to
do
things
to
save
jobs
when
they
weren't,
and
so,
if
you
know
for
everyone,
that's
familiar
with
the
book,
hillbilly,
elegy
and
and
other
ideas
there's
just
this
broader
conversation
on
what
is
the
future
of
like
these
rust
belt
areas
that
now
have
been?
Let
they've
been
left
aside
by
industry
and
innovation
so
because
pittsburgh
is
the
paris
of
appalachia.
C
You
know
the
mayor
has
often
talked
about
what
is
the?
What
is
the
plan
to
really
deeply
engage
these
areas
that
industry
has
left
behind
and
that's,
like
a
marshall
plan
of
sorts
right?
What
the
work
that's
happening
here,
I
think,
is
good
because
it
actually
blends
all
those
things
like
pittsburgh
is
an
example
of
a
place
with
an
urban
core
and
suburbs
that
have
challenges.
You
know
one
of
the
things
that
we
constantly
work
with
at
partner
for
work
and
think
of,
and
I
think
about
it.
C
My
role
is
the
equity
of
transportation,
and
when
it
you
have
a
job
center,
that's
30
minutes
from
the
city,
but
you
have
willing
employees
in
the
city,
but
there's
no
transportation
system
to
get
there.
So
this
kind
of
broader
marshall
plan
is
really
going
to
be
the
infrastructure
to
create
and
spur
the
innovation
and
spur
the
opportunities
that
are
there,
but
need
to
be
connected
and
the
partnership
of
partners.
Work
is
central
to
that
right
when
new
jobs
come
to
the
area
because
of
because
amazon
is
coming
in.
C
C
A
D
Well,
if
I'm
talking
to
national
national
officials,
national
leaders,
workforce
development
at
this
time,
I'm
asked
for
flexibility
asking
for
greater
flexibility
and
how
a
local
area
localizes
its
work
and
it's
in
its
needs
and,
as
you
could
say,
make
make
more
efficient
efficacy
of
what
it
does.
It's.
It's
really
about
flexibility
of
flexibility,
how
you
use
resources,
flexibility
on
your
reporting.
Things
like
that.
E
And
so
there
are
broad
strokes
that
work
across
the
commonwealth
for
workforce
development,
employer
engagement
and
making
sure
that
there's
clear
outcomes
at
the
end
of
things,
but
the
the
industries
that
drive
our
economy
here
in
pittsburgh.
The
specific
needs
of
residents,
the
transportation
equity
issues
that
deputy
chief
lane
talked
about.
All
of
those
are
maybe
not
unique
to
pittsburgh,
but
they
are
different
in
pittsburgh,
and
so
the
the
broad
challenges
are
very
similar
across
the
the
commonwealth.
E
A
So
it
sounds
like
it
would
make
sense
to
talk
about
where
investment
in
in
the
environment,
so
to
speak.
The
like
the
infrastructure,
addressing
things
like
the
digital
divide,
making
sure
that
the
fundamentals
are
in
place,
good
transportation
options,
access
to
to
quality,
internet,
etc,
are
ways
that
they
can
invest
and
also
flexibility
at
the
local
level,
so
that
funds
can
be
used
in
the
most
efficient
way
possible.
Perhaps
increased
support
so
that
you
know
it'd
be
great.
A
You
know,
increase
resources
could
make
a
difference
there,
but
then
really
looking
at
the
importance
of
cross-sector
collaboration,
realizing
that
industry
has
a
role
to
play
across
the
board
local
philanthropy,
to
the
extent
that
you
have
it
and
can
engage,
it
has
a
role
to
play
education
partners,
university
partners,
but
also
community
colleges,
trade
institutes-
you
know
other,
you
know,
apparatus
that
can
help
with
the
upskilling
help
with
the
workforce,
development,
the
certifications
etc.
You
know
all
of
this
is
a
really
compelling
puzzle.
A
D
A
Yeah
yeah:
well
I'm
just
listening
to
to
these
wonderful
leaders
on
the
call
well.
Thank
you
so
much.
You
know
my
friends
for
taking
the
time
to
have
this
conversation
I'll
open
it
up
one
last
time,
any
final
encouragements
you
have
for
folks
that
are
watching
anything
you'd
like
them
to
take
away
from
this
conversation
about
the
state
of
workforce
development
and
in
the.
D
Oh,
oh
well,
for
my
two
quick
points,
one
at
the
local
level,
how
it's
been
just
great
to
come
into
a
market
where
the
collaboration
level
is
an
all-time
high,
particularly
the
mayor's
office
between
chief
lane,
the
the
mayor,
but
also
the
rest
of
their
staff.
It's
been
for
work
for
a
system
like
ours.
D
It's
been
just
just
a
joy
to
work
with
them
and
and
push
the
envelope
on
things
like,
as
I
think
we
said
earlier,
we're
all
trying
to
do
some
things
that
haven't
done
before
and
so
to
have
that
partnership
and
flexibility,
and
also
leadership,
has
been
just
outstanding.
So
with
that
said,
with
the
listeners
out
there,
I
think
susie
mentioned
right
now
we
are
recruiting
again
for
the
next
bankworks
class.
So
please
check
out
us
on
facebook
and
check
out
our
web
website
and
all
those
things
and,
lastly,
we're
just
getting
started.
C
I
I
would
just
say
I
would
echo
earl's
statements
and
one
really
celebrate
his
leadership
and
the
leadership
of
him
and
all
of
his
executives
at
really
being
able
to
take
what's
happening
in
the
city
to
another
level.
To
do
what
we
do
well
here
already,
but
also
to
bring
other
ideas
and
other
possibilities,
and
I
think
you'll
see
some
really
interesting
things
from
a
equity
level
and
workforce
coming
into
partnerships
that
the
city
and
the
county
and
partner
for
work
as
well
as
other
stakeholders,
will
be
doing
soon.
C
Really
taking
it
to
heart
that
you
know,
people's
ability
to
work
and
take
care
of
themselves
and
be
able
to
see
possibilities
is
the
lifeblood
of
how
families
function
and
when
you
don't
have
that
and
when
you
don't
have
folks
at
the
table
being
a
part
of
that,
then
your
region's
going
to
suffer,
and
I
think
that
we're
really
in
a
in
a
really
good
place.
So
we
always
can
be
better
and
kovit
is
going
to
lay
bears
some
real
challenges.
C
However,
I
think
we're
doing
really
good
with
the
leadership
and
putting
equity
really
at
the
center
and
putting
communities
that
traditionally
have
not
been
thought
about,
with
with
the
workforce,
development
and,
more
importantly,
to
kind
of
bring
susie's
point
up.
Fostering
those
opportunity
networks.
E
I
would
just
close
by
saying
thank
you
to
you,
josiah
and
you
deputy
plane
and
the
mayor
for
inviting
this
conversation
and
for
your
partnership
and
also
by
putting
out
a
call
to
action
and
saying
to
any
businesses
that
are
listening.
If
you
want
to
be
involved
in
this
solution,
please
reach
out
to
us,
and
let
us
know
please
help
us
move
all
of
these
conversations
forward
and
let
your
industry
be
the
next
one
that
develops
a
signature
program
that
really
is
working
to
serve
job
seekers
and
and
help.
A
Thank
you
so
much.
You
know,
I
hope
the
folks
that
are
watching
feel
encouraged.
Having
heard
from
the
leaders
about
what's
happening
and
a
really
good
example,
I
think
of
the
pittsburgh
way
of
doing
things,
and
I
want
to
echo
that
encouragement.
If
you
are
someone
who
who
thinks
you
would
like
to
get
started
on
your
own
career
journey,
I
think
partner
fork
has
something
for
you.
This
realm
has
something
for
you.
A
There
might
be
resources
that
you
may
not
have
known
you
can
take
advantage
of
if
you're,
an
organization
or
business
that
wants
to
lean
in
this
is
a
great
time
to
do
it.
Part
of
work
is
ready,
willing
and
able,
and
it's
not
about
a
one
size
fits
all,
but
it's
about
everyone
bringing
what
they
can
to
the
table
and
figuring
out
what
success
looks
like.
Thank
you,
everybody
for
for
tuning
in,
for
watching
this
on
the
internet
after
the
fact
stay
tuned.