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From YouTube: Equity Series: Operations, Facilities, & Infrastructure
Description
Officials from Mayor Peduto's Office, the Department of Mobility & Infrastructure, the Department of Parks & Recreation, and the Department of Public Works will discuss what role equity plays in city operations and developing public infrastructure.
A
A
A
So
what
we're
gonna
do
is
start
with
a
round
of
introductions
and
then
we're
gonna
jump
right
in
and
you're
gonna
get
a
chance
to
learn
right
alongside
me
and
about
all
the
cool
stuff
that
these
folks
do.
As
some
of
you
who
pay
attention
to
these
series
will
know,
we
usually
have
a
couple
of
asl
interpreters,
along
with
us
they're
on
the
way
we're
trying
to
use
closed
captioning
to
ensure
that
there
is
accessibility
with
this
conversation,
but
you
may
see
other
heads
join.
A
Thank
you
for
your
patience
as
as
we
work
in
that,
in
fact,
I
think
I
see
one
of
them
just
now
nicholas
who's
playing
us.
Thank
you,
sir,
for
being
here.
Okay,
so
my
friends,
what
I'm
going
to
do
is
just
go
around
the
horn
here.
If
you
would
your
name
your
role
and
title
and
how
you
came,
or
rather
the
perspective
that
you're
bringing
to
this
work
from
from
that
role,
kenzie
casey,
we'll
start
with
you.
B
Hi
everybody
I'm
kinsey
casey,
I'm
the
chief
operating
officer
in
mayor
peduto's
office.
It
means
I
work
with
three
departments
in
the
city
of
pittsburgh
and
that
is
the
department
of
public
works,
the
department
of
mobility
and
infrastructure
and
council
rec.
I
also
work
with
the
pittsburgh
water
and
sewer
authority
and
the
parking
authority.
So
those
are
the
departments
I
work
with
so
that
really
what
that
means
actually
is
everything
from
you
know:
trash
collection
to
potholes,
to
you
know
the
karina
who
is
from
domi.
You
know
there
are
bike
lanes.
B
There
are
all
kinds
of
interesting,
you
know
slow
streets
and
all
kinds
of
stuff
that
she's
doing
in
response
to
covid
and
ross
is
the
head
of.
I
don't
get
interruption
but
parks
and
rec.
So
all
the
programming
that
happens
and-
and
you
know,
chris
works
with
facilities.
So
I
work
with
all
of
these
guys,
including
you
know,
the
pittsburgh
water
into
a
party
and
the
parking
authority.
B
B
B
That
there
are
not
actually
that
many
appointments
throughout
the
administration
there's
only
about
two
thousand
to
twenty
five
hundred,
which
seems
like
a
lot,
but
when
you
think
of
the
entire
federal
government,
it's
not
that
many
and
one
of
the
things
that
we
very
much
focused
on
in
the
administration
was
making
sure
we
had
a
good
diversity
of
perspective.
So
we
had.
You
know,
candidates
from
all
walks
of
life
whatever
that
meant,
because
we
thought
that
they
would
bring
a
real
diversity
of
perspective
to
their
jobs.
B
So
it
was
something
we
focused
on
very
deeply.
So
I
did
that
for
a
couple
of
years
and
then,
most
recently,
I
was
in
san
francisco
working
for
an
organization
that
recruits
and
trains
women
to
run
for
office
because,
as
you
probably
know,
there
are
not
that
many
as
many
women
in
elected
office,
and
so
our
goal
was
to
train
women
to
actually
run
and
win
their
elections,
and
that
organization
had
a
real
focus
on
particularly
women
of
color,
who
are
very
underrepresented
in
elected
office.
B
B
Just
because
you
know
by
nature.
You
know
we
had
a
lot
of
white.
Ladies,
that
worked
there
and
a
lot
of
white
ladies
running
for
office,
and
we
wanted
to
shift
the
organization
to
be
very
inclusive.
So
we
did
a
lot
of
work
with
several
different
organizations
and
I'm
proud
to
say
that
now
the
organization
is
run
by
a
black
woman
and
has
a
very
diverse
board
of
directors,
so
certainly
in
a
good
place
now,
so
that's
sort
of
how
I
come
to
this
work.
B
The
other
thing
that
I
will
just
point
out
and
mention
is
that
operations,
as
you
may
have
guessed,
is
a
bit
male
dominated,
particularly
in
the
city
of
pittsburgh.
I
actually
just
came
from
a
you
know,
very
rare
in-person
meeting
where
there
were
about
a
dozen
people,
and
I
noticed
these
things.
I
was
the
only
woman
and
of
the
dozen
people.
B
There
are
only
two
people
of
color
in
the
meeting,
so
it's
something
that
I
notice
daily
and
it
is
you
know
something
that,
as
a
woman
working
with
a
lot
of
men
has
been,
you
know
in
my
past.
Certainly
I
did
spend
three
years
at
the
department
of
homeland
security
in
the
obama
administration
working
with
predominantly
men,
even
though
our
secretary
was
a
woman
at
the
time,
so
something
I
noticed
and
certainly
something
that
I
think
everyone
should
notice
and
sort
of
keep
in
mind.
C
So
we
are
responsible
for
operating
capital,
maintenance,
programming
and
use
of
the
public
rights
of
way,
which
is
essentially
everything
from
property
line
to
property
line,
often
including
the
sidewalks,
the
roadways,
traffic
signals,
crosswalks
trails
and
other
kinds
of
of
the
commuting
trails.
I
should
say
less
so
than
the
park
trails
that
are
in
our
region.
So
I
come
to
this.
So
the
mission
of
the
department
of
mobility
and
infrastructure
is
one
that
was
really
inspired
by
some
work
that
harvard
university
did
a
few
years
ago,
where
they
looked
at.
C
What
were
the
factors
that
allowed
families
to
escape
poverty?
Essentially,
and
so
they
looked
at
quality
of
schools
and
crime
statistics
and
lead
in
the
water
and
housing
quality
and
all
kinds
of
other
factors
and
somewhat
surprising
to
me
what
they
concluded
was
that
the
single
largest
factor
in
the
ability
of
families
to
escape
poverty
and
change
their
economic
status
was
how
long
their
commute
was
and
how
reliable
that
commute
was
to
take
so
the
the
time,
duration
and
the
time
variability
in
their
commute.
C
And
so
it
turns
out
that
physical
mobility
is
the
most
important
factor
in
economic
mobility,
for
people
that
have
more
challenges
and
are
more
vulnerable
communities.
And
so
we
take
as
the
mission
of
the
department
of
mobility
and
infrastructure
to
provide
the
physical
mobility.
That
is
necessary
for
the
economic
mobility
of
all
pittsburghers.
C
C
They
are
soft
human
bodies
operating
in
a
world
of
hard
heavy
metal,
and
so
those
people
have
much
more
dire
and
difficult
consequences
and
oftentimes.
Those
are
people
who
don't
are
not
able
to
afford
the
luxury
of
a
private
automobile.
So
we
look
at
safety.
We
look
at
the
ability
to
get
to
fresh
fruits
and
vegetables
within
a
reasonable
time
and
without
the
requirement
of
a
private
automobile.
C
We
look
at
the
affordability.
Transportation
is
the
second
highest
household
cost
other
than
housing,
and
when
housing
prices
go
up,
it
is
incumbent
on
us
to
make
sure
that
transportation
costs
go
down.
So
you
know
we
look
at
it
through
through
all
of
these
things.
How
did
I
come
to
be?
I
think
about
this?
I
don't
know
I'm
I
was
raised
in
the
midwest.
C
A
D
D
So
we
have
infrastructure
kind
of
investment
opportunities
that
we
look
at.
We
work
closely
with
the
department
of
public
works
for
that
stuff,
but
our
mission
is
to
first
and
foremost,
look
after
those
folks
that
are
in
neighborhoods
and
communities
where
we
have
a
rec
center,
a
senior
center.
Perhaps
a
swimming
pool
all
of
those
city
assets
whereby
we're
engaging
people
all
day
in
some
way
shape
or
form,
depending
on
the
season
for
365
days
a
year,
so
impact
relative
to
scales
of
economy,
access
to
resources,
roads,
bridges,
food
pros.
D
Those
are
all
things
that
impact,
what
it
is
that
we're
able
to
do
and
how
we're
able
to
connect
with
people
so
I'll
save
a
little
more
context
and
information
for
the
deeper
dive,
but
we're
in
the
business
and
the
mayor
has
said
it
just
this
way:
people
and
and
programs.
So
we
are
parks
and
rec,
but
we
don't
do
a
lot
as
far
as
it
relates
to
the
physical
green
space.
We
program
in
parks,
but
we
don't
maintain
the
trails.
D
We
don't
maintain
the
tree
canopy,
that's
the
function
of
the
department
of
public
works
again,
but
we
have
people
everywhere
in
parks
on
trails
and
then
probably
if
this
was
not
a
very,
very
unusual
unprecedented
summer,
that
is
coveted.
We'd
have
folks
in
over
50
facilities
on
on
this
very
day
today
and
and
every
day
in
the
summer.
D
A
Thank
you
so
much
director
yeah,
it's
a
great
place
to
talk
about
some
of
the
pivots
that
have
taken
place
in
city
government
in
this
covet
area.
To
your
point,
looking
forward
to
that.
Last
but
not
least
chris
same
thing
for
you,
sir
role,
and
how
you
how
you
describe
it,
how
you
come
for
this
work.
E
Yeah,
so
I'm
chris
hornstein
assistant,
director
of
public
works
in
charge
of
the
bureau
of
facilities.
I
like
to
explain
that
the
bureau
of
facilities
is
the
city's
construct,
one
of
the
city's
construction
arms.
If,
if
the
department
of
mobility
and
infrastructure
is
responsible
for
everything
in
the
right
of
way
and
everything's
transportation
related,
then
the
department
of
public
works,
pure
facilities,
is
pretty
much
responsible
for
everything
else.
So
that
would
be.
E
E
I
come
to
the
city
from
a
a
slightly
different
background,
similar
to
carina.
I
was
a
private
contractor,
working
primarily
with
department
of
defense
department
of
energy
for
12
years
or
so.
Prior
to
that
I
was
doing
construction
myself
in
a
variety
of
parks
and
in
the
american
south.
So
I
kind
of
bring
those
two
pieces
with
me
to
the
city.
I
came
to
the
city
approximately
three
four
years
ago,
as
a
fuse.
E
C
E
Was
in
act
47,
it
was
bankrupt.
We
probably
just
didn't,
have
enough
funding
to
take
care
of
things
properly,
as
we
should
have,
and
so,
but
with
that,
I
think
also
comes
in
opportunities
opportunities
to
re-envision
things.
So
some
of
our
goals
in
the
bureau
of
facilities
are
are
centered
around
equity
related
pieces,
such
as
accessibility,
and
that's,
not
just
persons
with
disabilities,
but
any
person
it
could
be
language
related.
E
It
could
be
a
physical
disability,
it
could
be
a
psychological,
emotional
or
economic
disability.
You
know
we,
so
we
partner
with
departments
likes
city
parks
like
domey,
like
public
safety,
to
kind
of
figure
out.
You
know
what
can
we
do
with
a
piece
of
infrastructure
to
kind
of
make
it
more
sustainable,
more
accessible
for
both
city
staff
and
the
general.
A
A
You
mentioned
this
idea
of
operations
and
kind
of
all
things
operations,
kind
of
falls
on
your
plate
to
a
certain
extent,
and
you
engage
directly
with
a
number
of
departments
specifically,
but
also
broader
kind
of
to
the
points
that
the
other
directors
are
making
about
how
this
happens
in
partnership
both
internally
and
externally.
I
wondered
if
you
could
start
by
giving
us
just
a
definition
of
operations.
From
your
perspective,
what
does
operations
mean
in
the
context
of
local
government-
and
I
know
we've
talked
a
little
bit
about
it.
B
So
I
would
describe
it
as
it
is
everything
practical
that
happens
in
the
city,
the
things
that
you
see
and
sometimes
the
things
you
don't
see.
So
that
means
if
your
trash
gets
picked
out.
Somehow
that's
the
city.
There's
some.
You
know
the
streets
get
plowed
in
the
winter
when
it
snows
that's
the
city.
You
know
anything.
That's
on
the
roads,
including
those
terrible
potholes
fixing
those
that's
the
city.
So
it's
anything
that
is
the
practical
that
happens,
there's
a
lot
of
things.
B
You
don't
notice
and
frankly,
there's
a
lot
of
things
that
I
probably
wouldn't
have
noticed
prior
to
even
starting
this
job.
So
things
like
you
go
to
a
park,
and
you
know
in
this
weird
summer
of
covet,
a
lot
of
people
have
been
utilizing
our
parks.
You
might
notice
that
there
are
trash
cans
there
and
you
assume
somehow
somebody
picks
those
up.
That's
the
city,
but
what
you
might
not
notice
is
the
grass
gets
cut
the
you
know
the
the
trees
are
trimmed.
The
branches
are
picked
up
after
a
storm.
B
All
of
that
is
responsible
of
this
responsibility
of
the
city,
so
making
sure
those
playgrounds
are
safe,
making
sure
that
and
chris
knows
this
well
making
sure
when
those
basketball
courts
need
some
love
and
attention
they
get
the
love
and
attention
that
they
need.
You
know
there
are
picnic
tables,
there
are
shelters.
All
of
that
is
part
of
the
city.
So
there's
a
lot
of
things.
I
think
that
people
don't
realize
you
know
in
the
parks
and
rec
department.
B
They're
I
mean
the
pools
are
not
open,
unfortunately,
this
summer,
but
there
are
18
pools,
they're,
all
city
run.
You
know
there
are
rec
centers,
there's
programming
rust.
Does
some
amazing
programming.
You
know
that.
Are
it's
open
to
anyone?
You
know
some
other
rec
centers.
Have
you
know
gyms?
All
of
those
are
open
to
anyone
that
belongs
to
the
city
so
or
is
it
a
resident
of
the
city?
B
That's
part
of
the
city
karina
knows
it
well,
knowing
where
they
are
knowing,
if
they're
working
or
not
that's
all
part
of
the
city,
so
things
you
might
not
even
see
that
is
sort
of
just
part
of
generally
keeping
the
city
running
day
to
day,
so
that's
sort
of
a
way
of
describing
operations.
It's
a
lot
of
stuff,
a
lot
of
stuff
that
I
didn't
even
realize
when
I
started
this
job.
A
Yeah,
it
seems
like
it,
and
you
mentioned
earlier,
how
I
mean
and
how
you
described
it
emphasized
this
even
more:
the
layers
of
equity
that
are
at
place,
you're
talking
about
specific
facilities,
upkeep
in
and
say
parks,
or
even
down
the
level
of
like
benches
or
or
trash
cans.
I
wonder
in
this
covet
era
what
what
pivots
you've
seen,
because
these
are
all
the
things
you
might
you
may
want
you
may
do
in
an
average
summer,
but
covet
has
presented,
I
think,
some
cases
of
unique
challenges
and
opportunities.
B
Well,
you
know
at
the
beginning
we
we're
trying
to
be
very
equitable
in
terms
of
our
essential
workers
right.
A
lot
of
our
employees
in
operations
are
essential.
The
trash
still
has
to
get
picked
up.
You
know
the
the
parks
still
need
to
be
maintained,
particularly
now
that
they're
seeing
high
usage,
and
so
at
the
very
beginning.
B
You
know
when
there
were
stay-at-home
orders,
we
were
trying
to
be
flexible
in
terms
of
making
sure
that
we
were
ensuring
the
safety
of
our
city
employees,
so
that
meant,
you
know
making
sure
we
were
distancing
at
the
very
beginning.
We
honestly
had
skeleton
cruise
on
so
that
we
weren't
bringing
so
many
people
into
a
building.
B
At
the
same
time,
you
know
once
the
mask
order
came
out,
we're
making
sure
that
everyone's
wearing
masks-
and
I
will
say
you
know
there-
are
some
people
who
can
do
this
very
simply
and
some
people
who
cannot,
I
think
at
the
beginning,
particularly
if
you
had
small
children,
you
know
and
you
you
weren't
utilizing
family
or
anyone
else
to
watch
them.
That
was
really
hard
for
a
lot
of
people,
and
I
you
know
because
we're
if
you
can't
send
the
kids
to
grandmas
and
they're
not
in
school.
B
You
know
that
obviously
meant
some
of
the
things
that
we
do
on
a
day-to-day
basis
for
the
first
month
or
so
were
were
put
on
hold,
which
meant
that
over
the
summer
we
really
had
to
work
to
catch
up,
and
you
know
some
of
it
we're
still
a
little
lagging
behind.
But
we
are,
you
know,
trying
very
hard
to
catch
up
on
things,
particularly,
I
mean
weirdly.
It
hasn't
rained
a
lot
in
pittsburgh
this
summer.
B
So
a
lot
of
the
things
that
usually
get
delayed
because
of
rain
are
we're
now
able
to
catch
up
on
a
little
bit.
But
you
know
covent
has
made
it
very
interesting.
You
know
I
will
say:
transportation
is
another.
One
and
kagurina
can
probably
talk
about
this
a
little
bit
more,
but
if
you're
an
essential
worker,
you
have
to
get
to
work
if
you're
not
comfortable
taking
the
bus.
B
B
There's
some
people
who
never
use
our
rec,
centers
and
didn't
even
know
they
existed
same
with
our
senior
centers,
but
for
those
who
do
and
ross
could
talk
a
little
bit
about
our
meal
distribution,
it's
it's
been
really
hard
and
it's
really
hard
to
keep
it
equitable
as
well,
because
you
know
some
of
our
our
you
know,
residents
who
are
in
greatest
need.
We
have
to
be
creative
of
different
ways
that
we
can
serve
them
in
this.
Weird
time
of
code.
A
It's
also
about.
How
are
you
using
that
touch
point
to
check
in
with
folks
and
to
see
how
they're
doing
meeting
other
basic
needs
advising
them
on
to
participate?
Things
like
the
census
or
upcoming
opportunities
get
involved
in
other
ways?
Could
you
could
you
speak
to
what
reality
has
been
via
covid,
sir,
and
and
what
pivots
you've?
Seen
from
from
your
position.
D
Yeah,
the
the
challenges
are,
you
know,
they've
been
personal,
I
mean
I'm
chief
casey,
I'm
one
of
those
parents
that
has
a
young
person
very
young
person.
First
grader
this
week
here,
that's
in
school.
So
when
the
announcement
came
for
the
stay
home
order,
it
was.
It
was
a
challenge
for
us
just
to
manage
the
household
three-year-old
and
a
six-year-old.
Well,
then,
five-year-old
what
it
has
done
is.
D
It
has
has
allowed
it's
kind
of
facilitated
this
really
strange
creative
process
to
take
shape,
so
that's
kind
of
what
the
department
has
had
to
do
and
everyone
in
it
to
see
how
we
could
respond
to
this
kind
of
pandemic.
This
crisis,
but
still
have
some
engagement
with
folks,
you
mentioned
senior
centers,
of
which
we
have
13
rec
centers,
which
we
have
10.
I
think
it
was
only
it
was
the
same
week.
D
I
think
in
around
mid-march
that
we
all
kind
of
abandoned
our
offices
and
those
of
us
who
could
telework
more
at
home
or
still
at
home
teleworking.
That's
not
the
case
for
everybody,
as
chief
casey
and
others
have
mentioned,
some
people
are
required
to
go.
Get
the
trash
to
go
cut
the
grass,
so
my
world's
a
little
bit
different
theirs
was
different,
still
different,
but
not
maybe
as
different,
but
for
the
department.
D
We
weren't
really
offering
things
virtually
all
of
our
senior
activities,
our
youth
engagement
activities.
Those
are
congregate,
activities
where
people
are
together.
That's
what
it's
about.
It's
like
bringing
people
together
and
how
do
you
get
them
to
share
with
each
other,
and
you
know
kind
of
have
this
kind
of
common
thread
of
of
community
in
and
around
what
we're
able
to
offer.
D
But
with
that
I
think
the
first
week
we
started
to
we
were
able
to
re-kind
of
launch
in
a
way
our
meal
distributions
for
seniors
and
kids.
It's
not
congregate,
they're,
grab-and-go
meals,
a
lot
of
things
in
and
around
food
service
for
kids,
whether
it's
the
summer
food
service
program
or
the
after
school.
Those
are
federal
programs.
So
there's
a
host
of
guidelines.
We
have
to
follow
so.
Fortunately,
some
waivers
came
down
from
the
usda
and
they
move
weirdly
through
the
department
of
education
at
the
state
they
hit
us.
D
We
work
very
closely
with
the
public
schools
and
we
have
a
really
wonderful
relationship
with
them
and
their
food
program,
folks
that
we
were
able
to
launch
meals
for
kids
and
meals
for
senior
and
seniors
in
that
first
week
I
just
looked
at
a
real,
quick
snapshot
of
data
on
friday
and
it's
not
cumulative.
It
doesn't
capture
all
of
the
donations
that
have
come
in
as
well
as
a
lot
of
the
partner
sites.
The
city
kind
of
we
kind
of
work
with
to
distribute
meals
to
kids,
but
we
were
over.
D
So
there's
a
lot.
That's
been
going
on
in
around
just
this
kind
of
core
staple
of
service
that
we've
delivered,
because
it's
it's
something
that
is
critical.
There's
a
lot
of
families
and
seniors
that
depend
upon
those
that
service
that
we
provide.
So
we
we've
did
we've
done
that
successfully.
That's
ongoing
and
it'll
be
ongoing.
D
As
the
chief
mentioned
yeah,
our
senior
centers
are
closed.
It's
a
vulnerable
population
since
we
are
contracted
kind
of
by
the
county
and
we
do
get
some
federal
funds
to
support
the
senior
program.
There's
no
timeline
for
reopening
there.
I
think
everybody
wants
to
know
that
we
can
reopen
in
a
really
safe
and
and
and
kind
of
this
new
way
that
we
would
have
to
do
business.
How
do
we?
How
do
we
do
it
if,
if
the
whole
operation
is
based
on
kind
of
congregate,
service,
delivery,
yeah?
D
That's
not
something
we
had
in
place
prior
to
covid
the
arts
and
enrichment
program
team,
which
is
heavily
kind
of
kind
of
heavily
lives
in
the
arena
of
stem
steam
stream
learning
they're.
The
roving
art
cart
folks,
and
they
do
a
whole
bunch
more
than
that.
They
also
have
a
really
good
relationship
with
the
school
districts.
D
They
created
these
kind
of
take-home
kits
where
they
basically
gave
kids,
this
fun:
educational
arts,
enrichment,
sports,
related
program
kit,
a
physical
kit
that
folks
could
pick
up.
We
were
able
to
create
produce
five
of
them
each
week.
Chief
casey
actually
helped
construct
some
of
these
things
and
volunteered
some
of
our
time.
D
Thanks
g
for
that,
but
we
were
able
to
distribute
those
for
six
or
seven
weeks
this
summer,
with
with
unbelievable
success,
so
folks
would
come
out
not
just
for
the
meals
but
for
the
meals
and
the
kids,
these
take-home
kids,
or
sometimes
just
for
the
kids.
So
we're
we're
still
in
the
position
where
we
have
to
keep
re-engineering
this.
D
But
what
it's
doing
I
think,
is
it,
allow
it's
allowing
us
to
put
this
other
resource
in
place
that
we,
I
think
in
an
ideal
scenario,
we'll
offer
both
once
we
reopen,
and
there
is
a
postcode
or
there's
this
new
way
for
us
to
do
business
with
covid.
That's
just
always
around
us
and
that
could
very
well
be
the
case.
D
We're
going
to
have
a
different
way
that
we
can
connect
to
people
we're
going
to
be
able
to
do
it
in
person
like
we
have
done
it
like,
like
all
of
these
people
that
are
out
there
every
day,
doing
what
they're
doing
and
providing
meals
and
other
services
we're
going
to
be
able
to
do
that.
But
we're
also
going
to
have
this
other
repository
of
things
that
we
can
offer
and
in
those
things
I
think
help
address.
D
Some
of
the
other
things
that
that
might
we
might
have
been
missing
out
on
is
folks.
You
know
having
access
to
centers,
not
everybody
can
go
to
a
rec
center,
not
everybody
has
access
to
transportation
or
even
personal
access.
Their
own
mobility
may
be
impacted,
so
this
has
allowed
us
to
think
about
ways
in
which
we
can
have
some
impact
and
try
to
communicate
with
people
that
maybe
are
at
home,
and
they
don't
have
a
choice
right.
So
it's
it's
weirdly
been
this
very
strange
breath
of
fresh
air.
D
I
probably
shouldn't
even
use
that
term
or
whatever
that
phrase,
but
it
really
has
been,
and
so
all
the
credit
goes
to
the
folks
that
I
work
with,
because
we've
been
able
to
shift
gears
in
a
way
that
I
did
not
think
was
possible.
So
how
much
longer
we're
in
this
holding
pattern?
Who
knows?
But
we
have
some
really
really
good
ideas
as
to
what
we're
going
to
continue
to
offer
in
the
fall
in
the
upcoming
months.
So.
A
An
encouraging
story-
and
I
can
certainly
say
from
personal
experience
that
there
was
a
lot
of
you
know
it's
not
a
scientific
term,
perhaps
but
good
vibes
too,
at
the
food
distributions
that
I
was
able
to
take
part
in
because
you
just
had
folks
kind
of
getting
together,
and
for
that
brief
moment
you
mentioned
it's,
it's
it's
picking
up
the
meals
you're
not
sitting
there.
It's
not
congregating,
but
even
just
in
that
brief
couple
of
minutes
just
to
check
in
how
you
doing.
Thank
you
that
the
next
one
will
be
on
this
date.
A
Hey
public
safety
gave
us
all
of
these
new
ppe
materials.
All
of
these
new
masks
take
as
many
as
you.
You
know,
people
that
need
more
take
as
many
as
you
need.
We
have
plenty
come
back
on
tuesday
come
back
on
wednesday,
whatever
the
case
may
be,
and
it
was
comforting
through
the
lens
of
parks.
You
know,
which
I
thought
was
really
personally
gratifying,
chris
and
karina,
I'm
wondering
what
you
would
tell
us
about
the
realities
related
to
the
different
parts
of
infrastructure
that
your
work
focuses
on
yeah.
A
A
C
C
Obviously,
businesses,
small
businesses
have
been
dramatically
and
adversely
impacted
by
this
dining
and
food
service.
Because
of
the
you
know,
you
you
can't
wear
math,
you
know,
while
you're
eating
and
so
there's
been,
you
know
lots
of
restrictions
around
deconcentration
of
tables
and,
what's
going
to
happen,
it's
such
a
small
margin
business
anyway
to
be
include
the
restaurant
business
or
food
industry,
and
so
we
have
allowed
many
many
establishments
to
spill
out
into
the
streets
and
to
take
over
some
of
the
public
rights
of
way
as
an
extension
of
their
business.
C
You
know
I
want
to
be
a
little
bit
provocative
and
hopefully
not
offensive,
but
there's
a
great
sense
of
entitlement
about
public
rights
of
way,
and
that
entitlement
is
not
surprisingly,
by
people
who
have
the
privilege
of
owning
and
operating
their
own
private
vehicle.
There
is
a
sense
of
entitlement
that
the
parking
spaces
on
the
streets
are
theirs
and
should
be
theirs.
C
I
hope
that
we
will
continue
to
understand
that
this
space
is
precious
for
a
number
of
other
uses,
including
people
traveling
by
foot
or
people
traveling
on
bicycle
or
people
traveling
in
buses
or
in
shared
mobility
or
in
other
kinds
of
things,
that
we
can
really
look
at
these
precious
public
rates
of
way
that
we
have
and
look
and
see.
How
can
we
use
them
to
serve
the
most
number
of
people,
but
also
best
serve
people
who
may
not
have
as
many
choices
in
their
travel
abilities?
C
E
Yeah
thanks
karina,
I
think,
that's,
I
think,
that's
a
really
great
perspective
and
I'm
kind
of
following
up
with
some
of
the
things
that
that
ross
and
kenzie
and
karina
have
brought
up.
You
know
for
us
in
the
beginning
of
covet
it,
it
produced
a
couple
challenges,
some
which
I
think
you
know
I
give
my
team.
E
Knowing
that
it's
they're
not
easily
changed.
Right,
like
we
live
in
this
infrastructure
environment
that
it
takes
a
long
time
to
raise
the
funds
and
do
the
necessary
technical
work
to
make
a
change
as
simple
as
like
making
a
change
like
a
restroom,
maybe
accessible,
but
we
realized
in
with
covid
that
you
know
that
absolutely
in
the
public
realm
had
to
be
a
priority
for
us
going
forward
right.
E
E
What
we're
gonna
see
is
that
there's
gonna
be
a
lot
more
people
that
are
gonna,
be
struggling
right
so
like
where
and
how
those
things
play
out.
It's
going
to
be
critical
for
us
as
we
make
investments
and
one
of
that's
what
I'm
seeing
is
one
of
my
biggest
challenges
going
forward.
Is
you
know
how
can
we
be
equitable
with
investments,
knowing
that
this
is
a
you
know,
a
dynamic
changing
situation.
A
Yeah,
I
I
have
a
question
there.
You
mentioned
this
idea
of
in
first
to
era
this
era
of
infrastructure
and
how
it
takes
time
to
raise
funds
and
things
like
this.
I
wonder
if
we
could
explore
a
specific
example.
I
haven't
been
on
the
team
super
long
well,
maybe
coming
up
on
18
months
here
and
one
of
the
first
things
that
I
heard
was
the
announcement
of
work
being
done
for
jefferson,
rec
center.
A
Is
this
a
can
we
explore
kind
of
the
equity
considerations
for
for
that
project
between
you
and
and
director
chapman
chris,
because
I'm
wondering
it
seems
like
a
good
example
of
speaking
to
what
you're
talking
about
where
there's
a
timing
element
you're
trying
to
raise
funds
you're
also
trying
to
weigh
investments
and
infrastructure
compared
to
other
needs
and
you're
making
a
choice.
You
know
serve
a
community.
Can
you
walk
us
through
that
youtube.
E
I'd
be
happy
to
yeah,
so
from
my
perspective,
you
know
the
first
thing
that
happens
is
you
know,
I
need
to
inform
the
city
leadership
of
what
it
is
that
we're
trying
to
accomplish,
and
then
how
much
is
that
going
to
cost
and
those
costs
can
vary
wildly
based
on
what
you're
trying
to
do
so
we
sit
down
with
ross
and
his
team
to
kind
of
figure
out.
What
makes
sense
here,
but
also
we
would
sit
down
with
the
community
to
figure
out.
E
E
E
So
we
have
to
spend
a
lot
of
time
figuring
out.
What
is
it
that
the
city
wants,
and
so
a
lot
of
that
is
working
with
ross
and
his
staff,
who
help
inform
us
about
what's
appropriate,
and
then
we
look
at
it
from
the
technical
perspective
of
what's
achievable
on
this
site,
you
know
place
like
jefferson
park
is
really
challenging
because
it's
fairly
steeply
sloped,
it's
very
constrained
by
streets,
there's
just
not
a
lot
of
wiggle
room
to
do
a
lot
of
things.
No,
no.
A
Ross,
can
you
talk
to
us
about
the
community
engagement
part
of
that
one
of
the
first
things
I
did
with
max.
He
got
a
shout
out
earlier
max
dennison,
who
does
the
coding
clubs
and
is
a
great
guy,
and
I
encourage
people
to
look
up
the
wreck-to-tech
edition
of
two
that
he's
been
involved
with
with
a
cross-sector
group
of
folks
here
locally,
it's
a
national
thing,
but
we
went
to
jefferson
rec
center
and
we
spoke
with
the
staff.
A
D
Yeah
and
also
like
before
I
forget,
because
I
will
forget
chris,
mentioned
something,
and
I
think
we
we
talked
about
it
briefly
last
week,
just
kind
of
being
data
informed
versus
being
kind
of
data
responsive.
I
guess
in
a
way-
or
you
know,
aggregating
numbers
for
this-
for
the
the
necessity
to
make
really
critical
quickly
informed
investment
decisions,
so
yeah
jefferson's
unusual
in
a
lot
of
ways
in
that.
D
If
we
reflect
a
little
bit
about
what
chief
casey
said
earlier,
some
some
of
our
rec
centers
have
gyms
some
have
weight
rooms,
some
have
activity
spaces,
some
have
the
space
where
we
can
build
out
a
recto
tech,
e-learning
center,
which
we're
working
with
chris
and
others
on
on
those
kinds
of
things.
Jefferson
doesn't
have
any
of
those
asset
features.
It
just
doesn't
have
it
right.
So
it's
been
a
community
of
kids
there
that
come
from
not
just
that
upper
north
side
area
but
from
all
over
and
have
have
gone
to
that
center.
A
D
It's
it's.
It
speaks
to
kind
of
chris
mentioned
of
act,
47,
limited
resources
and
deferred
maintenance,
jefferson
kind
of
is
in
that
bucket
right,
where,
where
there's
no
doubt
that
the
consensus
amongst
community
members
staff
city
leadership,
is
that
something
needs
to
happen
for
those
families
and
those
kids
in
and
around
that
area
and
whoever
uses
that
facility.
D
How
do
you
make
it
happen?
How
do
you
get
there,
so
I
start
knocking
on
chris's
door
pretty
frequently
and
saying
chris.
How
can
we
secure
some
funds
and
we
talked
to
the
grants
team
mayor's
office?
We
we
talked
to
the
council
members,
so
there's
a
lot
of
people
that
get
involved
in
trying
to
understand
what
the
need
is,
and
then
we
try
to
vet
that
as
best
as
we
can
with
the
community
members,
we
kind
of
know
what
the
kids
want.
We
know
what
we
want.
D
We
know
that
the
the
wish
list
isn't
we
can't
check
off
everything
on
the
wish
list,
but
there
is
there's,
there's
definitely
a
need
to
go
through
that
type
of
process
in
and
around
any
physical
kind
of
asset
whereby
you're
engaging
the
public.
I
mean
it's
all
part
of
the
process
that
speaks
to
what
is
it
that
we're
really
doing
and
putting
out
there?
How
are
we
making
these
investment
decisions
based
on
what
it
is
that
we
want
and
have
sure
kind
of
sort
of?
But
what
is
it
the
community
wants?
D
D
What
are
these
partnering
organizations
is
out
there
that
can
help
us
do
this
stuff,
so
it
gets
to
be
a
little
complex
right,
but
it
kind
of
starts
with
a
core
interview
of
of
the
folks
that
I
work
with
chris's
experience,
team,
architects
and
designers
and
project
managers,
and
then
it
we
pull
in
the
administration.
You
know
we
start
to
see
what
we
can
do
to
to
build
some
momentum
behind
it,
so
some
projects
aren't
as
kind
of
large
in
scope.
Some
are
smaller,
but
the
impact
can
be
just
as
great.
D
I
will
tell
you
firsthand
that
if
you
put
in
a
new
floor
in
one
of
our
centers
that
hasn't
had
a
new
floor
in
there,
they
maybe
they
have
this
old
vinyl
tile
or
something
that's
been
in
there.
For
20
years
you
put
in
a
new
floor,
people
will
kind
of
lose
their
minds
because
of
what
it
does
to
change
that
physical
space
for
them
right.
D
This
small
impacts
can
or
small
changes
and
small
investments
can
sometimes
have
huge
impacts,
so
we're
hoping
for
a
big
splash
with
jefferson
and
not
just
jefferson,
but
we're
looking
at
every
single
facility,
and
I
got
more
stuff
on
chris's
docket
than
I'm
sure
he'd
like
me
to
have.
But
it's
it's
all
in
there.
Really
it's
all
about
trying
to
look
at
what
hadn't
been
looked
at,
maybe
as
critically
or
perhaps
it
had
been
and
there's
just
reasons
why
it
couldn't
be
fulfilled.
D
C
Hey
josiah
can
I
jump
in
because
ross
said
something
that
it
just
sort
of
spurred
in
me.
You
know
one
of
the
real
challenges
I
think
for
for
all
of
us
and
for
all
of
our
departments
is
trying
to
see
the
negative
space.
If
you
will-
and
what
I
mean
is
that
you
know
for
for
domey
and
the
department
of
public
works.
We
are
really
complaint
driven,
I
hate
to
say,
but
you
know
we
3-1-1
and
the
calls
to
the
mayor's
call
center.
C
There's
a
lot
of
people
who
don't
or
who
don't
believe
that
there's
going
to
be
any
response,
that's
going
to
happen
on
the
basis
of
them,
picking
up
the
phone
and
calling
into
that
3-1-1.
And
so
we
really
are
doubling
down
and
trying
to
make
an
extra
effort
to
see
that
negative
space
to
see
the
space
where
the
unreported
calls
are,
because
we
know
that
our
neighborhoods
aren't
perfect.
We
know
that
there
are
crosswalks
that
are
needed
in
those
areas
we
know
there
are
you
know
traffic
calming
that's
needed
in
those
areas.
C
We
know
that
there's
old
signals
that
aren't
working
anymore
in
those
areas
and
just
because
we're
not
getting
the
311
calls
or
we're
not
getting
the
mayor's
call
center
complaints
and
ross.
You
were
just
sort
of
reminding
me
talking
about
sort
of
this.
You
know
maybe
a
quieter
rec
center
that
that
doesn't,
you
know,
kick
up
a
lot
of
dust
about
their
needs,
but
it's
really
essential
to
that
community
and
trying
to
really
be
aware
of.
That
is
something
that
we're
trying
very,
very
hard
to
refocus
on.
D
Direct
thank
korean,
I'm
so
glad
you
jumped,
and
I
meant
to
say
that
early
on
to
please
I
I
I
love
when
he
was
just
a
con.
It's
really
conversational,
but
I'm
so
glad
you
said
that
because
that's
exactly
it
there,
we
see
a
similar
thing,
probably
not
anywhere
near
to
the
extent
that
your
department
does,
but
there
are
people
that
are
really
good
about
getting
their
their
messaging
across
as
to
what
their
needs
are
based
on
their
needs
or
their.
D
You
know,
perhaps
a
position
of
others
in
their
in
and
around
their
immediate
community
what
their
collective
needs
are,
but
it
doesn't
represent
everybody
it
just
doesn't.
So
there
are
some
that
are
out
there
doing
their
thing,
pounding
the
pavement
or
doing
whatever
they're
doing
and
they
kind
of
go
unnoticed,
and
they
just
keep
doing
it
and
they
just
keep
delivering
and
they
just
so.
D
It's
important
that
I
think
we
we
we
uncover
those
stones,
and
we
look
at
that,
and
I
think
that
the
relationship
that
I
have
to
a
lesser
extent
with
you
just
because
of
the
nature
of
what
your
focus
area
is
to
a
much
larger
extent
with
chris
and
his
team
and
to
some
extent
public
workers
as
a
whole.
It's
it's
there's
some
critical
things
that
we
have
to
get
done
so
aligning
internal
city
services
and
so
that
we're
we
all
have
this
dependency
upon
one
another.
D
It's,
whether
it's
I.t
or
you
know,
support
from
council
mayor's
office.
I
think
aligning
those
internal
kind
of
positional
attitudes
and
unsiloing
things
allows
us
to
get
a
lot
more
stuff
done,
and
I
think
that's
what
chris
and
and
I,
whatever
the
department,
the
departments
have
been
successful
in
getting
a
lot
of
this
stuff
done,
is
because
we're
sharing
information
that
maybe
wasn't
shared
in
the
same
way.
D
The
mayor
has
prioritized
this
kind
of
work,
he's
fully
behind
everything
that
we're
doing,
and
I
feel
lucky
to
be
in
a
position
where
I
kind
of
can
totally
relate
to
where
he
comes
from
when
it
gets
to
people
and
programs
the
impact
he
he
wants
us
to
have
so
we're
just
trying
to
deliver
it
as
best
we
can
so
yeah.
Thanks
for
saying
that
here
it's
awesome.
A
C
Yeah
I
mean
the
philosophy
is,
is
just
simply
that
you
know
we
know
that
crash
has
happened.
We
don't
really
use
the
term
accidents
because
oftentimes
you
know
there,
there
was
some.
There
was
a
decision
made
on
one
or
the
other
actors
part
that
led
to
that
to
that
crash,
and
the
principle
is
not
that
no
crashes
occur.
C
The
faster
in
particular
motor
vehicles
are
traveling,
the
more
deadly
those
kinds
of
crashes
occur
and
the
speed
differential
is
not
as
great
as
people
might
think
vehicles
if
a
person,
a
pedestrian,
is
struck
by
a
vehicle
traveling
at
25
miles
an
hour
which
is
the
default
speed
limit
on
almost
all
of
our
city
streets.
If
a
person
is
struck
by
a
vehicle
traveling
at
25
miles
an
hour,
they
have
about
an
80
chance,
70
to
80
percent
chance
of
surviving
that
crash.
C
A
C
A
Thank
you
so
much
for
that.
I
I
love
it
because
you
know,
instead
of
so
I've
been
doing
a
lot
of
work
with
some
of
our
our
our
team
members
in
the
area
of
violence,
prevention
and
intervention
and
a
lot
of
this
activity
here
locally,
but
also
broadly
like
in
the
city
in
the
region
and
then
nationally.
A
What
you
most
often
hear
is
this
idea
of
reducing
violence
like
we
want
to
reduce
it.
Sometimes
they'll
say
we
want
to
have
it
or
something
like
this,
but
here
you're,
saying
zero
is
our
goal
and
that's
how
I
feel
about
that
space
and
I
think
it's
achievable
and
I
think
we're
on
in
some.
We
have
been
at
times
in
many
cases
on
the
right
track
there,
but
instead
of
this
idea
of
like
oh
we're,
just
gonna
we're
gonna
chip
away
at
it
like
no,
like,
let's
be
clear,
our
vision
is
zero.
A
Our
vision
is,
is
is
having
a
year
where
we,
as
a
community
experience,
no
loss
of
life
because
of
say,
gun
violence,
and
in
this
case,
because
of
transportation
violence,
I
just
wanna
our
transportation
in
general.
I
just
want
to
highlight
two
things
that
you
said
for
folks:
the
safe
routes
work
really
incredible
worth
people
taking
a
look
at.
In
fact,
I
was
just
with
the
safe
routes
coordinator,
a
nice
little
full
circle
moment
here
and
some
folks
city
parks
and
our
healthy
ride.
A
Another
thing
I
first
encountered
when
I
worked
at
the
homewood
children's
village-
really
cool
stuff
for
folks
to
do
a
deeper
dive
on
in
their
own
time
to
learn
about
how
you
can
systematize
this
thought,
and
it's
not
just
about
a
bike
lane.
It
can
also
be
about
tree
cover.
It
can
be
about
the
the
materials
that
the
streets
are
made
and
it
can
be
about
informing
those
decisions
through
community
input
and
design,
which
is
all
really
terrific,
so
good
things
for
folks
to
to
take
a
look.
A
I
appreciate
that
director
one
last
question
for
all
of
you
and
I
wonder
I
can
see
if
you
could
start
with
this.
I've
been
really
enjoying
these
conversations
and
these
and
these
equity
series,
but
something
I'm
noticing
in
this
call,
is
you
all
seem
like
friends.
You
all
seem
like
people
that
get
along
with
each
other
and
that
know
about
what
each
other
does
and
you're,
even
in
this
conversation
you're
referring
to
each
other,
and
they
do
this
and
we
do
this
together.
A
B
Well,
you
know,
I
think
that
people
and
relationships
is
actually
what
makes
a
difference.
Frankly,
you
need
to
be
able
to
communicate
and
work
well
with
your
colleagues,
and
you
know,
we
have
we're
so
fortunate
to
have
a
good
team
who
all
work
well
together
for
operations,
because
it
is
very
it's
very
practical.
It's
the
stuff
that
has
to
happen,
and
you
know
there
are
things
that
one
department
has
to
rely
on
another
department
in
order
to
make
happen.
B
So
you
know
when
karina
and
her
department
are
working
on
street
modifications
for
restaurants,
they
have
to
rely
on
the
department
of
public
works
to
help
deliver
some
of
the
barricades.
You
know
ross
does
a
lot
of
the
all
the
programming,
but
he
has
to
rely
on
public
works,
and
you
know
chris
to
make
sure
that
the
facility
is
up
and
running
and
the
toilet
works.
B
You
know
so
it's
we
all
rely
heavily
on
each
other,
and
so
you
know,
I
think
you
know
largely,
and
you
know,
under
the
leadership
of
mayor
peduto,
you
know
the
goal
is
that
we
all
are
working
collaboratively
together
to
make
sure
that
the
city
can
run,
and
we
are
very
fortunate
to
have
an
awesome
team
who
actually
do
that.
So.
A
That's
really
great:
okay,
folks,
we'll
bring
this
to
a
close,
any
final
encouragements
for
folks
this
could
be
a
project.
That's
come
up!
That's
upcoming
or
ongoing.
That
you're
excited
about
this
could
just
be
a
general
health
and
wellness
tip
for
folks
that
are
that
are
watching
or
or
anything
to
be
paying
attention
to
we'll
go
we'll
go
around
the
horn
here,
director
chapman,
we'll
start
we'll
start
with
you,
man,
any
final
encouragements
for
the
folks
on
the
call.
D
One
comment,
and
that
is
specific
to
you,
my
friend
great
job,
facilitating
these
and
also,
I
think
it's
you
should
provide
a
little
framework
in
and
around,
and
you
may
have
on
other
series
these
series
around
what
you
do.
What
your
focus
is
around
mbk
initiatives,
that's
another
thing,
but
that
would
be
really
helpful
because
it
ties
into
all
this.
The
comment
kind
of
specific
to
your
question
or
comment
was
we're
all
in
the
business
of
wellness.
D
It
doesn't
matter
if
it's
a
street
a
right
away,
a
building,
a
toilet,
it's
garbage,
it
doesn't
matter,
it's
all
about
wellness,
our
physical
wellness,
the
environment's
physical
wellness
and
how
and
what
we
do
in
and
around
what
it
is,
we're
tasked
to
do
and,
more
importantly,
kind
of
driven
to
do
and
how
we
make
improvements
in
those
areas.
So
I
think
that
when
I
hear
others
talk
about
wellness
and
mayor,
purdue
has
talked
about
it.
A
lot
and
we've
done
some.
That's
what
we
do.
That's
who
we
are!
D
That's
what
all
of
us
do
together
and
I
think
that
I
want
to
thank
not
just
my
colleagues
on
a
call
but
everybody
in
the
city,
because
I
have
to
say-
and
I'm
not.
This
is
not
a
pat
on
my
back,
but
you're
not
going
to
get
work
done
unless
you
have
good
relationships
with
people
inside
and
outside.
So
this
is
a
little
corny,
but
I
might
have
learned
it
at
carnegie
mellon
at
the
software
engineering
institute.
D
Maybe
I
don't
know
somewhere,
but
you
know
you
have
to
treat
everybody
as
your
first
customer
and
that's
not
to
say
that
they're,
just
a
customer
there's
a
commodity
they're
buying
something
you
say:
okay,
have
a
nice
day
come
back
and
get
this
bagel
tomorrow.
So
I
can
stay
in
business
as
karina
mentioned.
That's
a
real
problem
right
now,
unfortunately,
for
a
lot
of
folks,
but
you
have
to
treat
everybody
in
a
way
that
there's
something
there
to
be
shared
and
to
be
gained
right.
So
it's
not
just.
Let
me
get
my
agenda
done.
D
D
It's
just
non-stop,
you
know,
but
it's
worth
it
and
I
don't
get
to
do
it
as
much
as
I'd
like
to,
but
I
think
everybody
on
my
team
and
I
think
them
all
they're
they're
experts
at
what
they
do.
You
know
they're
experts
in
engaging
with
seniors
and
kids
and
families
and
what
they
do
so
all
they
really
deserve
all
the
credit,
I'm
just
behind
the
scenes
supporting
them.
D
A
A
You're
focused
on
this
idea
of
like
investments
and
stuff
like
this,
and
you
mentioned
this
idea
of
the
of
the
infrastructure
era
that
we're
in
what
does
it
look
like
to
be
in
a
different
infrastructure
area
like
who
would
we
need
to
talk
to
so
that
chris's
life
gets
a
whole
lot
easier
because
they're
saying
like
investment
in
infrastructure
at
a
scale?
That
would
let
things
like
the
jefferson
rec
center
project
happen,
know
with
a
greater
frequency
or
even
greater
quality
over
time.
E
I
mean
a
while:
that's
not
that
in
of
itself
is
probably
like
an
hour-long
conversation,
but
what
I
would
say
is
because
there's
a
lot
of
there's
just
there's
a
lot
of
steps
in
the
process.
Like
I
I
always
say
you
know,
in
order
to
build
something
for
the
city,
it's
probably
like
150
steps
right
and
it
takes
several
years,
and
some
of
those
steps
could
probably
be
reduced
but
require
a
lot
of
effort
from
a
lot
of
different
people,
not
just
here
on
this
call.
E
E
E
E
E
Those
are
hugely
exciting
projects.
I
wish
we
could
do
all
of
those
they
kick
people
in
time,
but,
like
those
things,
are
really
difficult
to
happen,
I
think
pre-coded
and
pre.
You
know
previous
equity
focus,
but
I
think
now
going
forward.
I
think
it
opens
everybody's
eyes
up
to
the
opportunity
that,
like
hey,
we
can.
We
can
re-envision
this
stuff.
We
can
because
we're
going
to
have
to
change
the
way
we
live.
I
mean
there's
just
no
way
around
that
it's
changed.
It's
already
happened,
yes,
and
it's
now
we
have
to
do
it.
E
It's
really
it's
kind
of
a
really
exciting
time
for
infrastructure
for
me,
so
I'm
actually
kind
of
I'm
one
of
the
crazy
people.
That's
really
looking
forward
to
like
the
next
three
years,
because,
like
now
we're
going
to
see
something
things
that
are
really
new
and
different.
I
mean
it's
going
to
change
mobility
for
certain.
E
E
Makes
it
easier
when
I
have
people
like
karina
and
ross
and
kenzie
to
work
with
they're
so
easy
to
work
with?
And
it's
always
this
share
of
ideas?
It's
not
somebody's
personal
agenda.
It's
about
it's!
It's
principled,
based
on
you
know
what
we
feel
needs
to
happen
professionally
and
ethically
it's
not
about
you
know
somebody's
grand
idea
that
they're
trying
to
try
to
execute.
A
Yeah
yeah,
it
certainly
isn't
that
way,
and
thank
you
for
sharing
that
I
come
from
the
nonprofit
growing
the
city.
We
used
to
call
it
nonprofit
gang
banging.
You
know
some
folks
would
have
like
their
camp
and
they
were
the
leader
and
it
was
their
idea
and
their
vision
and
that's
how
it
would
be,
but
that's
not
the
case,
and
you
know
certainly
with
the
folks
on
the
call
here,
but
that
I've
encountered
in
the
city.
A
C
Well,
I'm
just
very
encouraged
in
general,
based
on
the
team
that
we
that
we
have
here
ross.
Dr
chapman
deserves
more
than
a
pat
on
the
back
he's,
always
just
a
positive
kind
of
forestry.
You
know,
you
know
always
kind
of
shining
the
spotlight
on
others
and
taking
it
away
from
himself
and
really
as
a
model
in
that
way,
and
chris
also
just
really
looking
at
ways
to
do
things
better
organize
ourselves.
You
know
we
do
collaborate
and
look
to
each
other.
C
A
lot
for
inspiration
and-
and
it's
a
great
great
cabinet
that
the
mayor
has
assembled
here.
Kinsey
has
been
an
amazing
addition,
so
we're
really
glad
to
have
her
here.
Also,
you
know
I
mean,
I
think
my
sort
of
closing
thought
would
be
there's
a
lot
of
conversations.
Obviously
right
now
about
racism
with
regards
to
public
safety
with
regards
to
policing-
and
you
know
I
always
kind
of
think
like
that-
is
so
profoundly
unfair-
to
lay
that
mantle
on
public
safety
alone.
C
C
My
department
is
no
less
culpable
in
sort
of
the
racial
tensions
that
we
have
now,
and
so
you
know
really
understanding
each
one
of
us
and
our
role
that
we
play
in
that
is
how
we
can
build
back
a
community
that
really
starts
to
deconstruct
that
structural
racism,
that
endemic
racism
and
and
build
it
back
in
something
that
really
has
a
fighting
chance
of
serving
all
people
of
our
city
and
a
more
inclusive
one.
And
so
I'm
grateful
for
the
the
inspiration
that
all
these
people
lend
and
we'll
do
more.
A
B
Yeah,
no,
I
I
think
rosten
and
chris
and
karina
said
it
well.
You
know
this
is
an
unusual
time
not
just
because
of
covet,
but
we
have
a
huge
social
justice
movement
going
on
across
the
country,
and
I
think
that
gives
us
every
reason
to
not
do
things
the
way
we've
always
done
them.
You
know
I'm
relatively
new
to
the
city,
and
there
are
certainly
it
was
a
lot
of
well.
This
is
like
what,
when
I
asked,
would
ask
a
question:
why
is
it
we
do
it
this
way?
B
A
Absolutely
well,
thank
you
all
so
very
much
and
just
a
personal
note
of
gratitude
to
each
of
you.
I
have
rarely
enjoyed
one
of
these
conversations
more
and
felt
more
of
a
friendliness
vibe
during
that
and
in
the
midst
of
all
of
these
all
this
moment.
That
is
very
welcomed.
Encouragement
to
me-
and
I
also
want
to
say
that
you're
encouraging
me
to
be
to
be
better
and
your
remarks
around
the
importance
of
community
and
getting
along
with
colleagues
and
investing
in
relationships
are
ones.
A
I
want
you
to
let
you
know
that
are
well
taken,
I
think.
Sometimes
I
can
have
a
bit
of
a
lone
wolf
approach
to
things,
but
when
you're
surrounded
by
such
excellence,
you
know
it
just
seems
like
such
a
great
indicator
on
what
better
can
look
like
and
I'm
going
to
aim
at
it
myself.
So
thank
you
for
inspiring
me
to
be
a
better
person
and
thank
you
to
all
those
that
have
watched
this
broadcast
or
finding
on
the
internet
after
we
really
appreciate
the
chance
to
kind
of
unfold
and
unpack.
A
Some
of
these
things
do
deeper
dives
and
really
set
a
table
to
let
folks
learn
about
what
realities
in
the
city
look
like
and
also
the
people
that
are
here
at
this
time,
working
together
on
it.
I
hope
we
hope
that
it's
encouraging,
but
we
also
hope
that
it's
authentic,
we
don't
do
a
great
deal
of
prep.
For
these.
We
really
just
try
to
have
a
free-flowing
conversation
and,
let's
let
the
expertise
shine
through,
and
I
think
this
conversation
is
a
good
example
of
that.
Please
keep
an
eye
out
for
upcoming
equity
series.
A
Installments
the
next
one
as
of
right
now
is
on
monday
we're
going
to
do
a
bit
of
a
deeper
dive.
I
know
I
keep
saying
that,
but
it's
still
true
with
some
of
our
city
planning
folks,
so
looking
forward
to
that
to
getting
in
some
of
the
details
of
community
engagement
and
other
things
like
that.
In
the
meantime,
please
take
the
very
best
care
of
yourselves
and
we'll
see
you
next
time.