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From YouTube: Mayor William Peduto's First Year in Office
Description
Katie O'Malley sits down with Pittsburgh Mayor William Peduto to talk about his first year in office and what he sees for the future.
A
Hello,
everyone
and
welcome
once
again
inside
mayor
william
peduto's
office,
I'm
katie
o'malley
for
city
channel
pittsburgh,
and
it
is
my
pleasure
to
be
joined
by
mayor
william
peduto
on
his
first
year
anniversary
in
office.
Mayor
welcome
to
the
program.
How
does
it
feel
to
finally
hit
the
one-year
mark.
B
So
no
it's
been
a
good
run.
We
have,
I
would
say
this,
the
difference
between
the
first
100
days
and
where
we
are
right
now
you
can
see
it
in
the
staff
meetings
where
we
had
so
many
people
come
in,
who
didn't
work
in
city
government
before
and
they
were
waiting
for
directions.
What
is
it
that
we
need
to
do
this
month?
What
was
it
that
we're
trying
to
get
done
in
the
next
couple
of
months?
B
B
A
B
I
think
the
first
is
that
we
have
a
whole
new
city
government.
I
mean
every
single
director
other
than
chief
jones,
that
fires
new
every
assistant
director
is
new.
All
of
our
boards
and
authorities
and
commissions
are
new.
We
brought
in
a
whole
new
group
of
people
who
didn't
come
up
through
the
political
chain,
but
came
up
through
a
search
that
we
created.
B
We
also
created
a
system
of
chiefs
so
that
we
didn't
just
silo
departments
like
we
had
in
the
past,
but
having
people
who
were
able
to
coordinate
the
efforts,
and
then
we
took
and
moved
departments
so
that
it
made
more
sense.
Building
inspection
had
always
been
under
public
safety
with
police
and
fire,
but
it
really
has
more
of
a
function
of
zoning
and
planning
and
redevelopment
and
neighborhood
development,
and
we
move
that
over
to
here.
B
We
did
the
same
thing
with
our
budget,
which
had
already
always
been
under
finance,
and
we
took
it
out
and
we
made
it
its
own
entity
so
that
the
finance
part
where
the
money
is
and
how
we
get
the
money
is
separated
by
how
we
spend
it
and
there's
accountabilities
that
are
created.
When
you
do
that.
So
we
have
created
a
city
government
structure
that
is
more
conducive
for
what
pittsburgh
is
today
in
the
pittsburgh.
We're
trying
to
build
tomorrow
than
what
we've
had
in
the
past,
which
was
a
pittsburgh
of
yesterday.
When.
A
You
stepped
foot
in
this
office.
First,
you
only
had
a
handful
of
people
at
your
side,
and
now
you
have
an
entire
fleet.
Is
this?
Is
this
staff?
Are
we
seeing
your
vision?
You've
had
a
lot
of
time
to
think
about
the
people
that
you
wanted
to
work
for
you,
the
way
that
you
wanted
things
to
be
structured
are
we?
Are
we
realizing
your
vision
now,
yeah.
B
So
my
job
isn't
to
micromanage
that
my
job
is
to
set
an
agenda
of
where
I
believe
this
city
can
be
and
then
to
hold
those
directors
and
those
chiefs
accountable
to
get
us
there
and
the
nice
thing
about
it.
If
you're
building
any
type
of
a
team,
I
feel
we
have
the
talent
in
order
to
be
able
to
to
do
it.
B
We
got
that
in
the
middle
of
march,
and
by
may
we
had
a
new
budget
director,
a
new
finance
director,
a
new
assistant
finance
director
in
a
whole
new
team.
By
june
the
end
of
june,
we
had
passed
not
only
a
new
budget,
but
a
new
five-year
plan.
By
september
we
had
ripped
that
budget
apart
and
found
where
there
had
been
holes,
basically,
revenues
that
didn't
exist,
expenses
that
were
never
covered,
and
every
year
we
wouldn't
hire
enough
police
officers
or
enough
building
inspectors
in
order
to
make
up
those
holes.
B
We
said
we're
going
to
tear
the
bandit
off
and
we're
going
to
show
what
the
budget
really
is.
We're
going
to
hire
the
people
to
fill
the
positions
that
the
people
of
pittsburgh
need,
and
we
did
that
we
went
through
a
battle
in
october
and
november,
with
the
other
oversight
board,
and
in
september
and
december,
the
city
council
passed
the
budget.
The
oversight
boards
approved
the
budget,
and
now
the
city
is
on
a
financial
trajectory
over
the
next
five
years.
A
B
I
think
that
when
we
came
in,
we
knew
that
we
had
to
do
a
lot
within
public
safety
and
it
wasn't
just
healing
the
relations
between
the
police
bureau
and
the
neighborhoods
and
rebuilding
the
morale
within
the
police
bureau
itself,
but
it
was
really
understanding
that
our
entire
public
safety
apparatus
needed
to
be
overhauled.
So
we
created
a
department
of
public
safety
and
we
it's
no
longer
just
one
person
and
a
secretary,
but
it
actually
involves
all
the
different
components
of
making
sure
our
neighborhoods
are
kept
safe
in
its
own
department.
B
We
hired
a
person
for
that
position
who
headed
counter-terrorism
for
the
fbi
for
the
entire
united
states,
somebody
who
would
have
applied
for
that
position
for
los
angeles
or
new
york,
but
we
were
able
to
bring
them
home.
We
took
the
office
of
municipal
investigation
out
of
the
police
bureau,
so
the
police
aren't
policing
the
police
and
we
put
it
under
the
law
department
and
we
hired
a
person
to
head
the
law
department.
Who
was
a
former
federal
prosecutor
in
miami
in
the
1980s
under
the
drug
cartels?
Remember
miami
vice.
B
You
know
this
is
the
person
who
is
fearless
in
going
after
that.
Lord
is
sanchez
rich
and
we
hired
a
new
omi
chief
somebody
who
walked
the
beat
of
a
police
officer
for
the
university
of
pittsburgh
for
over
20
years,
but
also
chaired
the
citizens
police
review
board
to
head
omi.
So
we
had
independence
in
our
investigations.
B
Once
we
had
all
of
that
in
place.
Once
we
had
that
foundation,
we
then
went
out
to
find
a
visionary
to
become
our
police
chief
and
for
the
first
time
in
the
city's
history,
we
hired
somebody
from
outside
the
police
bureau
to
head
it
and
now
cam
mcclay
is
hiring
all
the
assistant
chiefs
and
all
the
commanders
and
all
the
rest
of
his
command
staff
based
upon
merit
to
build
a
model
of
the
police
force
in
pittsburgh.
A
Talked
about
the
budget
talked
about
public
safety.
A
lot
of
buzzwords
that
we've
heard
throughout
the
year
are
resilience:
sustainability,
innovation,
transparency,
accountability,
you're,
accessible
and
you're
proactive.
We
hear
that
a
lot
we've
heard
that
locally
and
we've
even
heard
that
nationally.
What
do
you
want
to
talk
about
some
of
your
experiences
outside
of
the
city?
Some
of
the
work
that
you've
done
outside
of
pittsburgh
to
put
pittsburgh
on
the
map
again.
B
So
coming
in
with
the
job-
and
you
talk
to
mayors-
and
you
realize
that
this
is
really
true-
you're,
both
chief
ambassador
and
chief
salesman
for
your
city,
which
means
just
like
the
guy
who's
selling
pepsi
cola
to
giant
eagle,
doesn't
just
send
a
letter
and
hope
that
they
get
good
shelf
space.
They
visit
the
store
manager
and
they
make
sure
they
get
good
shelf
space.
B
My
job
has
been
to
go
to
washington
and
to
go
to
harrisburg,
and
when
we
apply
for
grants
some
grants,
we
had
never
applied
for
before
to
put
the
person
behind
it
to
meet
with
the
people
who
are
making
those
decisions
in
order
to
be
able
to
win
them
and
we
have
been
winning
them.
We've
received
around
40
million
dollars
in
grants
this
year,
30
million
for
one
alone
to
create
the
largest
scale,
affordable
housing
initiative
in
the
city's
history,
in
doing
it
in
the
neighborhood
of
larimer.
B
That
has
seen
no
development
in
over
50
years,
but
we
also-
and
my
job
is
also
to
spread
the
message
of
pittsburgh
to
let
people
know
that
this
isn't
the
city.
They
think
it
is.
But
this
is
the
city
that
is
the
underdog
city
in
the
city
that
has
been
able
to
rebound
in
the
resilient
city,
and
that
were
are
not
just
a
model
that
we
tried
to
be
about
a
post-industrial
city.
But
we
are
a
model
of
a
21st
century
city.
B
So
I've
had
the
opportunity
to
speak
to
be
a
part
of
panels
to
have
the
city's
story
told
in
newspapers
and
in
television
shows,
and
I've
had
that
opportunity
to
be
able
to
get
that
message
out
about
what
this.
What
this
next
pittsburgh
is
going
to
be
looking
like,
but
here's
the
important
part
for
so
many
people.
That's
all
they
think
they
don't
realize
that
we're
already
there,
and
so
my
job
becomes
absolutely
critical
of
explaining
to
people
where
the
city
is
right.
Now.
A
A
B
B
Google
has
a
major
presence
in
the
city.
I
got
to
meet
with
the
ceo
to
make
sure
that
that
presence
continues
to
grow,
but
from
all
of
those
I'm
more
proud
of
the
work
we
did
in
creating
mayor's
night
out
and
going
to
neighborhoods,
like
allentown
belts
hoover
over
in
the
north
side
in
homewood,
our
mayor's
night,
in
where
people
were
invited
to
come
into
the
mayor's
office
and
meet
with
everyone.
B
Our
mayor's
night
on
air,
where
we
talked
about
public
safety
with
the
chief
with
community
leaders
and
had
that
open
dialogue
that
other
cities
can't
have
and
our
mayor's
night
online,
which
got
international
coverage,
is
the
first
of
its
kind
in
utilizing
technology
to
give
people
direct
access
with
the
decision
makers.
So
the
national
part
is
important.
A
B
The
ones
that
come
to
mind,
unfortunately,
aren't
the
ones
that,
like
that
they're
the
ones
that
are
the
more
tragic
it's
the
call,
the
first
homicide.
Last
january,
when
we
first
took
office,
it
was
learning
that
one
of
our
refuse
workers
had
been
tragically
killed
in
spending
the
afternoon
at
his
mom's
house,
with
his
mom,
it
was
going
up
when
officer
rocco
was
killed
through
the
gauntlet
of
officers
who
had
tears
in
their
eyes.
B
Those
are
the
ones
that
come
to
mind.
First
they're
also
balanced
with
the
email
I
received
yesterday
morning
at
five
in
the
morning
about
a
deadly
fire
in
homewood,
where
it
was
believed
that
as
many
as
five
people
had
died,
only
to
find
out
two
hours
later
that
our
firefighters
had
saved
every
person,
including
a
10
month
old
infant.
A
B
I
think
you
have
yeah
well,
I
think
that's
it.
You
have
to
find
a
balance
you
have
to.
You
have
to
find
a
balance
between
dealing
with
homicides
and
the
spikes
that
we
saw
over
the
summer
and
then
again
towards
the
early
autumn
and
trying
to
understand
what
it
is
that
you
can
try
to
do
in
order
to
stop
it
with
the
ability
to
be
it
ground,
breakings
and
ribbon
cuttings.
And
if
you
dwell
on
one
too
much,
then
you
really
lose
the
balance
of
what
the
job
requires.
B
I
know
that
there
were
people
who
would
ask.
Why
would
you
even
go
on
undercover
bus?
Well,
I
got
to
help
four
people
and
that
that
really
was
one
of
the
major
reasons.
The
other
is
for
one
hour.
The
world
got
to
look
at
pittsburgh
in
a
different
lens
than
what
they
think
about
it
as
but
the
other
two
was
that
balance.
I
work
a
lot.
I
I
averaged
last
year.
B
I
think
it
came
out
to
five
days
off
per
month.
That
includes
weekends.
So,
there's
a
lot
that
I
put
in
and
I
put
in
long
hour
days,
but
I
do
when
I
one
of
my
goals.
My
resolutions
for
next
years
is
to
be
able
to
balance
that
with
a
little
bit
less
because
it
doesn't
help
anyone-
and
I
always
tell
my
staff,
if
you're
burned
out
so
everything's
a
balance,
there's
a
lot
that
you
feel
if
you
put
yourself
out
there
and
that
you
really
care
that
can
really
bring
you
down.
B
But
there's
also
so
much
good.
That
happens
in
being
at
the
opening
day
of
little
league
in
brookline
or
being
able
to
work
over
in
a
food
kitchen
in
the
north
side
and
being
able
to
help
people
and
see
the
joy
that
they
get
from
just
your
presence
and
being
there
really
re
it
recharges
the
batteries.
A
Did
you
realize,
when
you
took
office
that
you
were
going
to
be
invited
not
just
around
the
country
around
the
city,
the
state,
the
country,
but
around
the
globe?
You
were
invited.
You
participated
in
conferences
in
germany,
denmark
and
canada
this
past
year,
but
were
invited
also
to
israel,
portugal,
italy,
france,
england,
china,
turkey,
croatia,
cuba,
ukraine
and
morocco.
B
Know
in
almost
all
the
ones
that
you
said
the
three
that
I
did
go
no
taxpayers
money.
It
was
all.
I
was
asked
to
to
be
a
keynote
on
some
different
things:
one
with
carnegie
mellon
university
to
germany,
one
with
the
green
lane
project
to
denmark,
in
which
we
actually
got
a
quarter
of
a
million
dollars
from
my
going
and
then
another
in
canada
in
toronto.
B
What
it
is,
there's
there's
two
parts:
one
is
the
obvious
part
which
is
pit
the
world
is
now
starting
to
view
pittsburgh,
and
this
country
is
starting
to
view
pittsburgh
as
the
comeback
city.
We
have
the
potential
to
be
the
next
it
city
and
so
those
that
work
in
city,
government,
urban
affairs,
new
urbanism,
it's
already
front
and
center,
and
they
want
to
hear
the
story
from
the
mayor.
I
get
that
part
of
it.
Second
part
of
it
is
for
so
many
of
the
organizations
that
are
making
these
requests.
B
These
are
policy
wonk
egg-headed,
guys,
like
me,
talking
about
urban
issues
in
a
way
that
we
get
really
excited
about
how
we
can
actually
change
an
effect
and
have
change
happen
and
the
same
issues
that
we
deal
with
in
pittsburgh
are
being
dealt
with
in
detroit
and
los
angeles,
but
they're
also
being
dealt
with
cities
around
the
world.
There's
this
whole
big
movement,
that's
happening
about
open
government
and
technology,
and
innovation
and
pittsburgh
is
on
the
map.
A
Right,
partnering,
with
code
for
america
working
with
bringing
pittsburgh
now
to
the
21st
century
of
technology.
Like
you
often
mentioned
you
know,
we've
been
maybe
a
little
bit
behind
with
some
of
our
processes.
Maybe
we
didn't
have
everything
as
up
to
date,
as
we
could
have,
and
you've
really
been
committed
to
that.
Why
has
that
been
such
a
sort
of
paramount
focus
for
you,
because.
B
But
if
you
were
to
get
your
car
repaired
or
if
you
were
to
go
to
see
a
doctor
or
if
you
wanted
to
have
someone
do
any
type
of
work
for
you
if
they
were
doing
it
the
same
way
as
the
1980s,
you
wouldn't
hire
them.
So
what
we
have
to
do
is
basically
upgrade
all
of
our
systems,
not
just
buying
new
software.
That's
that
isn't
what
we're
doing.
B
What
we're
doing
is
we're
looking
at
creating
seamless
systems
that
then
open
the
information
up
to
anybody
and
everybody
anything
that
we
have
belongs
to
the
public
and
the
public
should
be
able
to
see
it
and
then
partnering
with
different
organizations
both
here
and
around
the
country
and
around
the
world
to
create
models
of
how
to
deliver
services.
Our
goal
on
delivering
services
are
three
things:
that's
done
effectively
that
it's
done
efficiently
and
that
it's
done
equitably
so
that
if
it's
there
for
one
person,
it's
there
for
all.
B
So
we
have
a
lot
of
work
to
do.
We're
not
going
to
be
able
to
do
this
like
turning
on
a
light
switch,
but
we've
already
changed.
Building
inspections,
we've
already
changed,
so
you
don't
have
to
stand
in
line
around
this
building
to
get
a
permit
to
get
a
shelter
and
you
can
just
go
online
and
what
you'll
see
and
what
people
will
see
over
the
course
of
the
next
three
years
is
a
city
government
structure
that
is
based
upon
them
to
make
it
easier
for
them.
I
call
it
the
quotient
of
happiness.
A
B
We're
stripping
we're
stripping
down
everything
and
then
building
it
back
up.
We
wanted
people
to
know
when
that
plow
truck
was
on
their
street
and
we'd
want
them
to
be
able
to
get
that
information
directly
on
their
computer.
We
want
to
have
systems
to
determine
what
streets
are
going
to
be
paved,
and
so
people
can
see
over
the
course
of
the
next
few
years
and
at
the
same
time
understand
exactly
how
that
decision
was
being
made.
So
it
doesn't
seem
as
if
politics
had
a
heavy
hand
in
that
decision,
making.
B
We
want
all
the
different
parts
of
parks
and
recreation
to
be
upgraded
for
our
kids
and
our
seniors,
so
that
anything
from
the
tomato
sauce
that
we're
using
to
the
programming
that
we're
creating
is
being
done
in
a
way
that
lifts
it
up
and
we
want
the
whole
system
that
operates
all
of
these
different
things
to
be
seamless
and
be
able
to
work
together.
Those
are
extremely
lofty
goals.