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From YouTube: Mayor William Peduto - 100 Days
Description
In April 2014, Katie O'Malley interviewed Mayor William Peduto about his first 100 days in office. This program originally aired on City Channel Pittsburgh (Comcast 13/Verizon 44).
A
Hello
and
welcome
inside
Mayor
Bill
Peduto
office
I'm
Katie
O'malley.
This,
of
course,
is
very
Bill
Peduto.
We
are
here
today
to
talk
about
the
first
hundred
days.
Mary
you
have
finally
reached
the
100-day
milestone.
It's
a
big
day.
You've
had
a
lot
going
on,
tell
us
about
some
of
the
things
that
have
been
happening
well,.
B
I
think
you
know
coming
in,
we
had
a
special
emphasis
and
it
was
really
focusing
back
into
the
neighborhoods
and
in
particular,
looking
at
neighborhoods
that
have
been
left
behind.
We
know
the
Pittsburgh
is
getting
a
lot
of
accolades
a
lot
of
the
new
economy
and
the
jobs
that
are
being
created,
but
for
a
lot
of
different
neighborhoods
in
the
city
of
Pittsburgh.
They
haven't
seen
that
ladder
of
opportunity.
So
right
from
the
very
beginning,
we
took
a
proactive
approach
to
start
to
get
them
to
have
that
same
opportunity.
Neighborhood.
A
B
We're
right
outside
the
door
we've
allocated
about
one-third
of
the
mayor's
office
to
a
new
Bureau,
the
Bureau
of
neighborhood
empowerment,
which
really
focuses
on
four
key
areas:
education,
because,
basically
any
mayor
who
gives
up
on
education
given
up
on
the
future
of
their
city.
We
want
to
have
programs
from
pre-k
all
the
way
to
work
force,
development
that
really
focus
in
on
breaking
cycles
of
poverty
through
the
best
tool
that
we
know
of
which
is
education.
Who.
A
B
One
of
the
things
that
people
have
said
is
even
though
we
have
an
elected
school
board
in
a
superintendent.
The
the
city's
rule
really
needs
to
be
more
involved
in
the
education
of
our
children,
not
only
in
the
classroom,
but
at
those
times
that
during
the
summer
and
during
the
most
dangerous
hours
for
kids
in
the
city
of
Pittsburgh,
between
three
and
six
pm
and
looking
at
our
schools
is
more
round
community
centers
than
just
a
place
where
kids
are
there
for
a
few
hours
a
day.
What.
B
What
we
want
to
do
is
in
to
encourage
home
ownership,
because
we
know
that
the
value
of
property
is
going
to
go
up
in
this
city,
then
we're
going
to
see
for
the
first
time
in
our
lifetimes,
for
many
of
us
Abu,
a
population
increase
no
longer
a
decrease
in
with
that
becomes
more
demand
for
housing
with
that
comes
higher
prices.
But
what
we
don't
want
to
see
is
anybody
pushed
out
because
of
that
success?
So
we're
really
going
to
focus
in
on
the
opportunity
to
create
home
ownership
in
neighborhoods
throughout
the
city
and.
B
We've
just
gotten
a
great
tool
by
City
Council
City
Council
through
the
efforts
led
by
Councilwoman
deb
gross
assisted
by
Councilman,
Corey,
O'connor
and
all
of
council
to
be
honest,
his
past
historic
land
bank
legislation
and
what
this
will
do
will
enable
communities
to
come
up
with
plans,
and
then
the
city
will
have
a
vital
and
critical
tool
to
be
able
to
open
up
these
properties.
To
see
redevelopment
properties
that
have
become
vacant
and
blighted
and
abandoned
will
now
start
to
see
families
back
once
again
in
them.
Now,.
A
Speaking
of
critical
tools,
one
of
your
most
paramount
and
forward-thinking
approaches
right
now
to
your
administration
has
been
the
concept
of
open
government.
What
exactly
does
that
mean
for
somebody
who's,
maybe
not
familiar
with
the
practices
you've
tried
to
put
in
place
already
look
to
put
in
place
for
you.
What
is
open,
gumborg
government,
and
what
does
that
mean
to
the
residents
of
pittsburgh
for.
B
Me
open
government
is
essential.
It's
it's
your
government,
it's
not
owned
by
the
people
who
work
here.
It
is
the
government
of
the
people,
and
the
people
should
have
access
to
all
the
information
that
we
have.
Access
to.
You
shouldn't
have
to
write
to
the
city,
requesting
a
right
to
know
request
in
order
to
be
able
to
get
information
that's
available
owned
by
the
public.
B
A
Addition
to
opening
up
the
books-
you
are
also
opening
up
yourself.
Let's
I've
done
a
little
bit
of
research
on
just
that.
What
you've
been
up
to
everybody
knows.
You
have
been
everywhere,
there's
not
a
day
where
you've
not
made
multiple
appearances,
multiple
availabilities,
so
many
things
are
happening
in
the
first
100
days,
we've
had
nearly
40
you've,
given
nearly
40
speeches.
A
You've
held
40,
scheduled
interviews
similar
to
this
one,
but
I'm
going
to
go
with
this
one's,
probably
the
best
one
meant
30
times
with
government
officials
and
that's
not
including
your
regular
meetings
with
council
and
you've
made
almost
10
trips
outside
of
the
city,
and
all
of
that
has
been
noted
and
seen
by
the
public
on
your
public
schedule.
You've
released
your
own
schedule
to
the
public.
Everybody
knows
what
you're
doing
all
the
time.
Why
is
that
been
so
important
to
you.
B
I
guess
people
should
know
where
their
mayor
is
and
what
their
mayor
does.
You
know
it's
kind
of
interesting.
A
lot
of
people
said
well,
if
you
start
putting
that
type
of
information
out,
people
are
going
to
be
showing
up
they're
going
to
be
asking
you
questions.
Good
foot
comes
with
the
job
right
right,
and
so
it's
been
great.
The
people
of
Pittsburgh
have
been
showing
up
at
the
meetings.
B
They
know
that
they
can
see
where
I'll
be
any
day
of
the
week
by
going
to
the
schedule
the
schedules
on
the
website,
but
more
importantly,
it
also
keeps
me
accountable,
because
I
know
that
my
schedule
will
be
posted.
That
makes
sure
that
I
stay
and
I
work
almost
every
day
the
week,
in
fact,
for
the
first
forty
four
days
after
Christmas
I
never
had
one
day
off
and
after
a
short
few
days
off,
I
think
I've
had
one
day
out
of
the
next
50
that
I
have
that
off
as
well.
B
I
can't
sustain
that
I'm
not
going
to
pretend
that
I
can,
but
at
the
same
time
it's
been
really
rewarding
because
there
have
been
great
opportunities
to
be
a
part
of
a
lot
of
different
discussions
and
I
got
to
tell
you.
People
are
jazzed,
I
mean
they
really
are
you
go
into
the
neighborhoods
and
people
can
feel
that
there's
a
different
tone
to
their
government
and
they
want
to
be
a
part
of
it.
B
A
You
have
started
to
set
a
tone.
You
just
said
the
pace
at
which
you're
moving
is
not
sustainable,
which
I
think
is
encouraging,
because
I,
it
would
be
a
true
detriment
to
your
health,
physically
I.
Think
if
you
kept
moving
this
way,
but
the
tone
that
you
said
and
the
impressions
that
you're
giving
people
that
you
are
here
to
listen,
you
are
here
to
effect
change.
You
are
here
to
do
things
that
maybe
have
been
neglected
or
haven't
been
done
in
the
past.
What
was
that
a
major
approach?
B
What
the
issues
are,
what
people
are
concerned
about
in
specific
neighborhoods
and
then
once
a
month
mayor's
night
in
the
people
come
right
here
they
sit
down
one-on-one
meetings
with
people,
four
minutes
with
me
and
then
directly
to
the
people
who
are
going
to
be
able
to
help
you
with
your
problem.
I
love
it
and
my
team
loves
it
too
and
I
guess
that's
part
of
the
new
approach.
If.
A
B
A
Of
people
who
are
coming
in
and
getting
their
work
done,
a
unique
approach
that
you
took,
something
that
hasn't
been
done
recently
was
using
a
tool
called
talent
City
to
help
fill
the
vacancies
in
your
staff.
They
fill
the
vacancies
of
people
who
are
going
to
be
leading,
who
are
going
to
be
developing
and
innovating,
seeing
the
vision
and
realizing
the
vision
that
you
have
for
Pittsburgh.
What
is
your
experience
been
with
talent,
city
so
far
and
I
believe
there's
already
six
positions
that
have
been
filled
so.
B
A
A
B
History
lesson:
there's
never
been
a
process
for
a
government
that
opened
up
all
the
key
positions
to
anybody
who
wanted
to
apply
and
then
use
merit
as
the
selection
to
hiring
them,
and
it's
been
amazing
I
mean
we
had
I
think
for
the
director
and
assistant
director
positions.
Nearly
2,000
people
apply
it
hold
on
a
second
okay.
Let's
just
right.
There.
B
Here
this
is
the
final
list
of
recommendations.
These
aren't
all
the
people
that
applied
for
boards
authorities
and
commissions.
So
after
we
went
through
not
not
myself
that
the
the
organization
itself
talent
city
went
through
nearly
1,500
people
from
the
city
of
Pittsburgh
who
applied
to
be
on
our
boards
authorities
and
commissions,
they
gave
us
this
recommended
list
of
the
people
for
them,
and
this
is
what
I
used
along
with
a
couple
of
other
lists
in
order
to
choose
who
would
be
on
the
boards
authorities
and
commissions.
B
B
B
B
B
Spending
over
a
billion
dollars
a
year,
the
people
that
have
the
ability
to
really
transform
the
city.
We
wanted
the
boards
to
look
like
the
diversity
of
the
city
of
Pittsburgh.
We
exceeded
it,
we
exceeded
it
with
the
majority
of
the
people
being
women,
the
number
of
folks
that
are
african-american
exceeding
the
african-american
percentage
in
the
city,
and
you
know
what
we
did.
We
did
it
with
talent
speaking.
B
We
completely
overhauled
it
right.
From
the
first
day,
the
office
of
municipal
investigations
has
been
a
hot
spot,
a
lot
of
people
in
the
community
concern.
A
lot
of
things
happen,
interaction
between
the
police
and
the
community,
and
they
feel
that
there's
not
a
fair
hearing
that
is
going
on
internally
in
the
office
of
municipal
investigation
has
historically
fallen
under
the
Public
Safety
Department,
so
it
was
police
investigating
police.
What
we
did
is
we
took
that
and
we
moved
it
to
where
it
should
be
right:
the
law
department.
B
So
now
the
oversight
of
omi
happens
by
our
city
solicitor.
Our
city
solicitor
was
the
former
solicitor
for
the
Citizens
Police
Review
Board
lourdes
sanchez
ridge,
lourdes
she's
tough.
She
was
a
federal
prosecutor
in
Miami
in
the
1980s
that
went
after
the
cocaine
cartels
and
was
able
to
prosecute
them.
So
this
is
a
woman
who
knows
and
she's
tough
and
she
is
devoutly
loyal
to
justice,
their.
B
Integrity
again,
the
person
who
we
hired
to
head
OMI,
the
former
chair
of
the
Citizens
Police
Review
Board,
and
not
only
that
but
a
former
police
officer
with
the
University
of
Pittsburgh
Police,
the
first
african-american
woman
ever
hired
by
the
University
of
Pittsburgh
police
in
someone
that
rose
through
the
ranks
not
only
to
earn
her
master's
degree
but
to
be
the
first
non
faculty
position
to
win
the
Chancellor's
award
because
of
the
way
that
she
does
her
work
and
again
integrity.
Right.
A
B
A
Of
other
departments
that
you've
made
some
adjustments
and
let's
talk
about
innovation
and
performance.
This
sounds
like
something
that
is
really
significant
to
you.
We
hear
often
about
innovation
and
performance
and
technology
and
advancement,
forward-thinking,
becoming
making
Pittsburgh
one
of
the
next
smart
cities.
Let's
talk
about
that
so.
B
Basically,
this
city
government
operates
much
in
the
same
way
as
it
did
in
nineteen.
Seventy
and
a
lot
of
the
technology
that
we
utilize
is
either
antiquated
or
completely
out
of
disk
out
of
date.
So
we
wanted
to
be
able
to
enhance
the
way
that
we
do
business.
We
wanted
to
make
it
easier
for
people
to
get
permits.
We
wanted
to
be
easier
for
people
to
file
for
their
taxes.
We
didn't
want
to
penalize
people
for
utilizing
technology,
but
sort
of
steer
it
towards
that,
but
that
only
helps
in
one
direction.
B
B
Almost
like
a
triangle:
how
can
technology
provides
services
that
are
more
efficient,
more
effective
and
more
equitable
creates
the
three
e's
while
at
the
same
time
using
performance-based
budgeting
in
order
to
be
able
to
provide
the
needed
resources
to
get
it
done
and
finally
making
sure
that
it's
sustainable
so
that
we're
doing
it
not
just
for
the
basis
of
doing
it
today,
but
that
it
will
be
there
for
tomorrow.
So
you
create
technology
performance-based
budgeting
and
sustainability
and
create
a
whole
new
department
around
it.
B
Came
to
us
through
former
Mayor
Tom
Murphy,
who
they
met
on
an
international
panel
over
in
Europe
Deborah,
was
a
consultant
to
the
c40
cities
around
the
world,
the
largest
40
cities
on
earth,
where
she
was
using
these
principles.
But
after
years
of
being
a
consultant,
the
North
Hills
native
decided
was
time
to
come
home
and
actually
see
it
get
to
work.
That's.
B
A
Maybe
we
can
have
you
know
lessons
and
we
can
do
webinars.
She
can
teach
us
we
can
have.
A
word
of
the
day
should
have
a
mandarin
word
of
the
day.
Why
not?
Okay,
now
it's
that's
a
great
transition
into
some
of
our
of
fun,
a
little
bit
more
lighthearted.
Unless
there's
some
issues
that
we
didn't
address
that
you'd
like
to
bring
up,
is
there
anything
that
we've
missed
that
you
would
really
like
to
hone
in
on
right?
Now
close
all
yours,
no.
A
So
the
fluffy
stuff,
but
it
still
it
mean
it
it's
it's
not
fluffy.
It's
still
substantive.
Let's
talk
about
it.
Why?
What's
the
best
thing
about
being
there,
I
mean
you've
worked
in
this
building
for
two
decades.
You've
walked
into
this
building
for
work
nearly
every
day
for
two
decades,
but
there
was
a
day
on
January
starting
january.
Six.
So
now
you
walked
in
is
the
mayor
of
Pittsburgh.
So.
B
B
B
There's
a
there's,
a
dilemma
in
that,
because
there's
only
so
much
you
can
get
done
and
there's
only
so
many
resources
that
can
be
extended,
but
at
the
same
time
it's
sort
of
like
watching.
Somebody
else
play
a
video
game
for
19
years
and
finally,
getting
the
opportunity
to
play
that
game
and
the
third
part
about
it
is
building
your
own
team,
bringing
in
your
own
people
having
the
opportunity
to
use
talent
city
and
these
other
opportunities
to
to
bring
in
a
lot
of
new
blood.
B
A
A
Second,
we
can
work
on
those
later.
So
my
suggestion
are
you
familiar
with
sharon
jones,
the
dap-kings,
coincidentally,
here
in
Pittsburgh
at
the
byham
theater
this
week
they
have
a
song
and
an
album
titled
100
days,
100
nights,
opening
lyrics
of
the
song
100
days,
100
nights
to
know
a
man's
heart.
Do
you
know,
do
you
think
Pittsburgh
got
to
know
a
man's
heart?
Oh.
B
A
B
A
A
Good
news
for
all
of
us
that
we
will
be
introducing
all
of
those
people
here
and
situations
just
like
this
so
mayor.
Thank
you
so
much
for
your
time
today.
Congratulations
on
making
it
to
100
days.
We
wish
you
the
best
and
came
to
see
what
comes
out
of
the
office
as
we
continue
to
progress
for
the
Mayor
Bill
Peduto
I'm
Katie
O'malley.
Thank
you
for
watching.