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From YouTube: The Grant Street Experience: Andrew Salkin
Description
On this episode of The Grant Street Experience, Grant Ervin and Rebecca Kiernan talks to Andrew Salkin, the founding principal of Resilient Cities Catalyst.
A
Hello
and
welcome
to
another
episode
of
the
grant
street
experience.
I'm
your
host
grant
irvin.
We
have
a
another
fun
episode
of
the
grand
street
experience
here
for
everyone
and
for
our
listeners.
We
got
rebecca
kiernan
back
with
us
here
in
the
in
this
in
this
in
the
proverbial
studio,
rebecca
how
you
doing
good.
B
A
C
A
A
So
he
was
I'm
going
to
call
you
one
of
our
resilient
sherpas,
andrew
in
terms
of
kind
of
guiding
us
through
the
process
and
being
a
a
mentor
and
a
confidant
in
kind
of
helping
to
develop
the
city
of
pittsburgh
in
our
our
journey
and
resilience.
So
we're
really
excited
to
talk
to
you
about
that
experience,
and
you
know
some
of
the
things
that
you
guys
have
been
up
to
since
the
transition
with
100
resilient
cities,
but
maybe
while
to
get
started.
C
C
And
when
I
was
in
philadelphia,
you
know
I
grew
up
in
the
middle
of
a
city
and
I
really
enjoyed
it.
It
was
until
I
left
philadelphia
and
went
to
college
and
at
the
university
of
wisconsin
that
I
started
to
realize,
wait
a
second
I'm
a
real
city
person.
I
like
cities,
I
like
urban,
I
like
concrete
and
traffic
lights,
and
I
it
really
dawned
on
me
when
I
was
living
in
telluride,
which
is
a
ski
town
and
the
nearest
traffic
light
was
65
miles
away.
C
I
was
like
okay,
I
need
I
need
walkable.
I
need
traffic,
I
need
potholes,
so
I
moved
back
to
philadelphia
and
after
some
time
I
ended
up
going
to
graduate
school
at
the
university
of
syracuse
at
the
maxwell,
school
of
citizenship
and
public
affairs,
and
there
I
studied
government,
and
I
really
wanted
to
work
in
a
politicized
government
environment
and
I
ended
up
getting
a
job
at
a
grad
school
at
new
york
city
and
in
new
york
city.
C
C
After
that,
I
got
an
opportunity
to
run
the
taxi
limousine
commission
for
new
york,
which
is
another
regulatory
entity,
but
also
full
of
very
interesting
people
and
challenges,
and
out
of
that,
I
ended
up
working
at
the
department
of
finance.
So
at
the
department
of
finance
I
worked
on
not
just
collecting
cities
money,
but
how
do
you
leverage,
city
revenue,
collection
of
revenue
or
not
collecting
of
revenue
to
push
public
policy
and
really
achieve
some
of
the
goals
that
the
city
might
be
looking
to
achieve
through
tax
policy?
C
C
And
that's
why
we
created
resilient
cities,
catalyst,
I'm
now
a
principal
there,
one
of
the
founding
principles
and
we
work
with
urban
places,
not
just
cities,
urban
places
and
spaces,
helping
them
really
realize
their
vision
and
becoming
who
they
want
to
be
with
the
assets
and
resources
they
have
available
to
them
at
the
table.
And
it's
been
a
pretty
exciting
time
and
we're
celebrating
our
one
year
anniversary
next
week.
A
You
know
one
thing
andrew:
could
you
talk
for
folks
a
little
bit
about
the
the
100
resilient
cities
program?
We
had
jordan
fischbach,
who
was
our
partner
here
from
rand
the
rand
corporation
on
a
a
few
months
back
talking
about
it,
but
it'd
be
interesting
to
hear
from
you,
you
know,
being
a
part
of
the
organization.
A
What
was
both
kind
of
the
the
startup
and
the
you
know
the
development
of
the
program,
but
also
the
experience
of
kind
of,
as
you
were
talking.
I
was
thinking
about
my
experience.
There
is
that
all
cities
have
a
common
language
right.
You
know
whether
it's
procurement
or
you
know
water
issues
or
transportation,
but
talk
a
little
bit
about
the
evolution
of
the
program
and
and
some
of
those
unique
experiences
you
had
kind
of
working
with
each
city.
C
C
So
right
off
the
bat
it
was
like.
Okay.
How
do
we
work
with
a
hundred?
Do
you
just
start
with
100?
Are
you
do
you
get
really
involved?
Do
you
kind
of
let
the
cities
do
what
they
need
to
do
and
there's
a
lot
of
interesting
debate
about
that,
and
ultimately,
we
decided
we're
going
to
invite
cities
to
participate.
We
started
mainly
driven
by
the
press
office
they're
like
do
a
third,
so
we
kind
of
started
with
about
30
cities
in
the
first
cohort
and
then
we're
like
okay.
C
Now,
what
do
we
do,
and
many
of
the
cities
who
were
part
of
the
cohort
said
what's
resilience
and
early
days,
you
know
resilience
back
then
had
a
lot
of
different
definitions.
It
was
you
know
the
only
time
I
heard
anyone
talk
about.
It
was
usually
in
the
city.
It
was
like
the
I.t
engineers
talking
about
the
resilience
of
their
their
network
and
their
fiber
and
you're
like
okay,
that's
not
what
we're
talking
about.
C
What's
the
workout
you're
doing
so
that
you
know
no
matter
what
challenge
you
face
on
your
commute
to
work,
you
know
you're
ready
for
it,
because
you're
in
shape
you're,
stronger,
you're,
physically,
more
healthy,
and
so
we
began
to
ask
this
push
back
on
this
movement,
about
risk
reduction
and
really
trying
to
say
no
resilience
is
something
that's
a
little
different.
That
includes
risk
reduction,
but
it's
something
that's
greater.
C
It
has
to
be
of
the
city
by
the
city
for
the
city,
it's
not
of
the
rockefeller
foundation
in
new
york,
for
the
city
by
us
and
and
that
often
meant
that
things
sometimes
went
slower,
often
meant
that
prioritizations
of
the
city
trumped
priorities
that
we
might
think
that
are
important.
But
I
think,
ultimately,
that
made
the
program
much
stronger
and
the
work
became
institutionalized
and-
and
that
was
something
that
worked
out.
C
I
think
quite
well,
and
then
I
think
we
had
a
big
problem
of
well
now
that
there's
a
chief
resilience
officer
now
they
want
to
be
a
part
of
the
program.
What
is
it
that
they're
doing-
and
I
think
you
mentioned
this
idea
of
common
vocabulary
of
cities,
whether
it's
procurement,
whether
it's
budgets,
whether
it's
capital,
whether
it's
you
know,
transportation
or
water
or
whatever
it
might
be?
C
But
one
of
the
things
we
had
to
think
about
was
how
do
these
resilience
officers
begin
to
communicate
with
each
other
and
what
we
realized
is
putting
everyone
through
a
common
process,
and
this
is
one
of
the
big
things
we
had
early
fights
with
cities.
This
is
like
they're
like
we're
in
charge
of
us.
Don't
tell
us
what
to
do
we're
going
to
do
it
on
our
own
and
what
our
pushback
was.
C
C
These
are
my
shocks
and
stresses
these
are
the
stakeholders
that
I'm
working
with-
and
this
is
what
I
have
resources
for-
and
this
is
what
I
don't
have
resources
for
and
then
it
allowed
them
to
begin
the
cities
to
communicate
with
each
other
across
kind
of
from
a
shared
common
understanding.
Point,
at
least
that's
what
I
thought
we
were
doing.
I
don't
know,
grant
and
rebecca
is
that
is
that
fair
to
say
and
do
you
guys
feel
that
way
and
is
it
still
playing
out
that
way.
B
B
B
So
I
feel,
like
we've,
been
a
little
bit
further
ahead
and
having
the
programs
in
place
and
the
systems
in
place
and
understanding
the
the
stresses
to
respond
a
little
bit
better,
but
yeah
I
mean
I
think
the
process
was
super
valuable.
It
got
people
thinking
about
these
issues.
We
had
a
disease
outbreak
on
our
list,
which
is
kind
of
interesting
to
look
back
on
that
it
was
a
small
one
and
it
wasn't
talked
about
much,
but
it
was
in
there.
So
I
mean
yeah.
I
thought
the
process.
B
It
was
really
tedious
at
the
time
for
sure,
but
it
got
us
out.
You
know
into
the
into
neighborhoods.
We
had
a
couple
of
community
sessions.
We
had
a
lot
of
stakeholder
engagement,
so
I
think
that
you
know
it
at
least
prepared
us
for,
like
the
language
of
you,
know
how
to
deal
with
these
things
now
grant.
I
don't
know
if
you
you
have
any
other
thoughts.
A
Yeah,
I
mean
well
just
to
follow
up
on
two
things
you
said
like
there's
for
both
of
you.
I
one
the
idea
of
going
through,
because
the
rigors
of
the
process
like
I
think
that
that
having
to
go
through.
That
is
a
good
thing
for
any
city,
because
it
allows
you
to
take
kind
of
the
introspective
look,
but
also
look
for
where
those
dots
need
to
be
connected
inside
of
an
organization.
A
So
you
can
get
back
to
kind
of
a
normal
operations
point
but
rebecca
you
just
said
something
that
was
fascinating.
The
mega
stress,
like
is
that
kind
of
where
we're
at
with
the
pandemic,
like
it
started
as
a
shock
event
right,
and
we
talk
a
lot
about
that
that
language
of
shocks
and
stressors,
you
know
the
the
long
enduring
challenges
versus
the
immediate
and
negative
impacts.
But
like
are
we
in,
and
you
just
coined
a
new
term
rebecca
a
mega
stress.
C
I,
like
I
like
it
too,
I
will
offer
I
was
doing
some
thinking.
I
was
trying
to
think
where,
in
at
least
u.s
history
is
something
like
kobit.
What's
the
most,
you
know
similar
thing
to
it
and
I
think
you
we
could
ask
what
was
the
last
mega
stress
we
really
had,
and-
and
I
and
I
came
up
with-
I
think
the
last
mega
stress
we
had
again-
I
wasn't
alive-
was
probably
world
war
ii
and
the
definition
of
omega
stress
would
be.
You
know
something
that's
caused
by
something
else.
C
We
have
the
health
issue,
but
the
response
to
the
health
issue.
The
war
has
led
to
all
these
other
systems
being
drawn
in
and
being
really
challenged
to
their
limits
and
what
makes
it
also
harder-
and
this
is
what
I
think
makes
it
a
mega
stress-
is,
while
you're
still
in
response
mode
you're
starting
to
do
recovery,
and
I'm
not
exactly
sure
recovery
is
the
right
word
here,
we're
starting
to
do
evolution.
C
It's
like
we
closed
everything
and
then
we
slowly,
we
realized
that
was
an
overreaction
or
people
become
healthier
and
we
open
up
a
little
bit.
So
that's
what
I
was
thinking
about
and
then
it's
interesting,
because
this
is
one
of
the
things
that
you
know.
If
you
think
back
to
world
war
ii
and
what
we
know,
or
at
least
we've
heard
about
at
least
I've
heard
about
world
war
ii
and
where
the
country
was.
C
And
it's
just
going
to
make
it
really
hard
to
make
that
recovery
happen
in
a
concerted
effort
and-
and
I
think
you
know
whatever
the
direction
is
that
we
should
be
going
you
you
one
would
think
we
missed
this
great
opportunity
to
be
in
this
together
and
really
get
the
most.
You
know
the
most
out
of
our
society
to
really
respond
to
this
crisis.
A
You
know
that's
interesting
actually,
for
both
of
you,
I
mean
I,
it
kind
of
flips
the
script
a
little
bit
like
everybody's,
been
talking
about.
We
just
got
a
couple
requests
for
interviews
earlier
today
about,
like
our
our
recovery
plan
right
and
and
we
had
a
guest
on
ken
thompson
who
was
part
of
our
resilience,
pittsburgh
kind
of
advisory
group-
and
you
know
he
was
he
was
commenting
about-
we
need
to
think
of
this
in
a
long
haul
like
everybody
is.
A
Is
everybody
thinking
about
this
in
too
short,
too
short
of
a
time
frame?
In
terms
of
you
know
it's
going
to
be
all
back
to
normal
by
the
summer
or
by
the
fall,
but
actually
it's
you
know
used.
I
think,
an
interesting
analogy
like
world
war
ii
there's
a
longer
time
horizon
that
we
need
to
have
within
our
our
scope.
C
C
That's
new,
so
I
kind
of
like
that
paradox
return
to
something
you
don't
know,
and
this
is,
I
think,
the
role
of
a
resilience
officer,
and
I'm
sure
these
are
things
that
you
all
are
thinking
about
in
pittsburgh,
which
is
the
problems
that
you're
seeing
existed
before
covid
some
of
them
right.
The
people
that
were
less
healthy
have
been
more
impacted
by
covet,
but
they
were
less
healthy
before
covet
your
economic
challenges
were
there,
you
know
what's
really
interesting,
I
think
about
this
particular
recovery.
C
C
It
I
think
it
twelve
percent
total,
but
it
was
thirteen
percent
for
high
wagers
and
seventeen
percent
for
low
wage
earners,
and
here
we
are,
you
know
you
know,
eight
months
in
nine
months
and
ten
months
in
and
for
the
high
wages,
the
the
moment's
almost
like
the
economy
is
already
up
yeah
for
high
wages.
There
will
be
more
jobs
than
you
had
before,
but
for
low
wage
jobs,
it's
still
down.
It's
still.
I
think
it
was
down
40.
Now
it's
at
you
know
20.
C
So
the
question
is-
and
this
is
one
of
the
things
you
know
the
mayor's
always
asked
and
he's
always
put.
You
know
pittsburgh
today
in
contact
with
pittsburgh
of
the
steel,
the
steel
industry
pittsburgh,
which
is
how
do
we
start
thinking
about
that
recovery
and
then,
if
we're
just
trying
to
return
the
normal
and
normal
means
what
we
had
before.
That
means
those
same
communities,
those
same
low-wage.
Workers
are
going
to
be
as
exposed
to
the
next
thing
as
they
were
today.
C
So
this
is
this
interesting
question
to
ask
what
we
can
do
and
I
think
for
me
the
work
we're
doing
with
cities
right
now.
It's
asking
that
question
of
okay.
Well,
your
vision
hasn't
changed.
I
think
it's
one
of
the
great
things
we
learned
about
100
resilient
cities
is,
I
don't
think
pittsburgh's
vision
is
new.
It's
what
you
had
when
you
did
the
you
know
the
thinking
and
did
the
process
and
made
the
strategy.
It's
a
it's
a
solid
vision.
C
It
doesn't
change
with
the
shocks
or
stresses
per
se,
but
the
question
is
what
you're
doing
today
and
the
opportunities
that
you
have
in
front
of
you
have
changed
and
one
of
the
things
that
this
crisis
has
done
is
it's
reintroduced
innovation
and
silo
busting,
because
we
had
to
be
innovative
and
different
right,
so
the
city
partnering,
with
restaurants,
to
put
business
to
put
seating
on
the
street
like
that.
Never
happened
before.
C
But
yet
here
we
are
rethinking
streets
as
part
of
economic
development
and
I'm
sure
your
transportation
department
has
suffered
as
much
as
every
other
transportation
department
in
the
in
the
country.
I
was
like.
We
do
cars
and
now
we're
doing
restaurants,
and
the
answer
is
well.
You
always
should
have
been
doing
that
or
been
thinking
a
little
bit
more
creatively
about
the
space
that
you
manage,
but
I
think
the
question
for
the
new
normal
is:
what
have
we
learned
and
how
do
we
take
it
forward?
C
A
You
know
one
of
the
things
that
kind
of
comes
to
me.
A
little
bit
is
you
know
just
and
this
is
you
you'll
find
this
near
and
dear
to
your
heart.
Is
that
we've
had
a
conversation
with
our
procurement
team
over
the
the
you
know,
the
last
few
weeks
around
like
developing
more
sustainable
procurement
practices,
and-
and
you
know
just
yesterday,
you
know
rebecca-
we
haven't
had
a
chance
to
kind
of
debrief
on
this,
but
we
started
to
figure
out
different
things
that
have
happened
because
of
the
pandemic
that
are
really
good
for
operations.
A
So
we
can,
you
know,
reduce
our
consumption
now
based
upon
who's
in
the
office
and
who's
not
on
high
consumption
days,
but
also
like
contracting
has
changed
so
because
everybody's
virtual
we've
been
able
to
institute
an
e-signature
process
and
it's
you
know
something
that,
like
a
lot
of
organizations
had
had
before
the
pandemic,
but
like
for
whatever
roadblock
that
was
part
of
the
bureaucracy
we
didn't
have
we've
been
able
to
kind
of
you
know,
modernize
a
lot
of
processes
that
save
money.
Save
time
you
know
become
just
more
efficient.
B
I
think
in
like
nerdy
resilient
speak
what
what
we've
been
doing
is
like
this
has
allowed
us
to
start
to
address
our
stresses
a
little
in
like
more
of
a
systematic
way.
So,
like
last
night,
you
know
everything
bubbled
up
to
the
surface
right,
obviously
of
all
the
racial
and
economic
inequities,
and
some
of
our
environmental
issues
have
bubbled
to
the
surface
the
fragmentation.
B
But
like
last
night,
I
attended
a
mobility
workshop
for
the
oakland
plan.
It
was
a
whole
workshop
about
the
impacts
of
redlining
and
think
then
making
sure
that
you
know
equity
is
integrated
into
any
of
the
mobility
planning
that
we're
going
to
be
doing
in
oakland,
which
is
like
our
downtown
or
like
our
university
center.
B
It's
like
second
to
downtown
density-wise,
but
I
think
that,
like
you
know
now
that
everybody's
sitting
at
home
and
thinking
about
all
of
these
stresses-
and
they
are
now
real
problems
instead
of
just
things
that
you
could
kind
of
push
aside
and
think-
maybe
weren't
actually
occurring.
I
think
that
this
has
allowed
us
to
to
like
create
the
systems
to
address
them
so
that
we
are
better
prepared
for
whatever.
Whatever
is
coming
next.
C
C
Is
you
know
you
guys,
chief
resilience
officers
often
get
viewed
as
tink
tinkers
you're
tinkering
at
the
markings
to
get
new
things
implemented
and
that's
not
going
to
do
it
and
often
the
place
in
the
root
of
and
at
the
core
of
many
government
processes
is
their
budget,
and
I
think
this
is
a
really
great
opportunity
and
grants
heard
me
mention
this
many
times.
I'm
like.
Let
me
talk
to
the
budget.
People
is,
if
you
want
to
achieve
some
of
these
goals,
you
need
to
rethink
your
budgets.
C
C
Well
ended
up
being
places
that
had
civic
associations
or
business
improvement,
districts
or
built-in
kind
of
assets
they
could
lever
to
kind
of
manage
the
that
that
process
of
putting
the
barriers
out
and
those
typically
were
neighborhoods
that
were
more
wealthy.
So
the
city
could
have
a
policy
now
saying
well,
it
worked
in
some
neighborhoods
didn't
work
in
others.
Let's
keep
it
in
the
neighborhoods,
it
worked
and
let's
get
rid
of
it
in
neighbors,
it
didn't
work,
that's
a
very
logical
budget
answer
or
the
city
could
say,
wait
a
second.
C
What
was
the
purpose
of
the
program?
The
personal
program
was
to
create
more
open
spaces
and
communities
across
the
city,
and
now
the
right
answer
in
my
mind
would
be
saying:
okay.
Well,
it
worked
in
these
communities
great,
let
them
do
what
they're
doing
now,
these
other
communities
where
they
need
it
and
it
didn't
work.
C
That's
interesting
enough
happens
in
the
worst
part
of
covid,
but
we
can
even
see
it
now,
as
kind
of
things
feel
a
little
bit
more
normal
we're
getting
into
our
habits.
And
this
is
this
question
of
how
do
you
not
fall
back
into
your
habits?
But
how
do
you
keep
pushing
towards
that
vision
and
keep
keep
the
innovation
going.
A
C
C
You
have
leadership,
that's
willing
to
say
if
this
is
where
we're
going,
we're
going
to
get
there,
and
so
many
cities
have
paul
like
visions,
but
they
have
no
one
actually
pushing
that
vision,
and
I
think
you
know
on
the
environmental
goals.
There's
that's
a
great
one.
I
think
over
400
500
mayors
by
this
point
have
committed
to
zero
carbon
carbon
neutrality
or
some
type
of
environmental
standard.
C
So
one
is
getting
the
vision.
Two
is
having
the
leadership,
that's
gonna
push
it
through
and
that's
all
kind
of
bread
and
butter.
100
resilient
cities.
Kind
of
stuff,
and
now
we're
talking
about
the
next
phase,
which
is
okay.
How
do
you
prioritize
budgets?
Because
that
feels
like
an
easy
place
to
go,
because
you
can
get
it
in
there,
but
I
will
tell
you
this
that
only
gets
kind
of
the
window
dressing.
The
next
level
is,
how
do
you
actually
get
it
into
implementation?
C
And
that's
why
talking
about
procurement
is
really
exciting
to
me
and
as
nerdy
as
it
can
be,
but
in
procurement
is
really
where
the
city
lays
out
its
goals
and
how
it's
going
to
spend
its
money.
So
that's
where
you
start
to
see
you
know,
literally
the
impact
hitting
hitting
the
actions.
The
second
place
you
see
it
is:
is
who's
at
the
table.
Designing
the
process
designing
the
projects
that
becomes
really
important.
C
They
actually
forget
why
they
exist,
and
I
saw
this
happen
was
at
the
taxi
and
limousine
commission,
I'm
like.
Why
do
we
exist
they're
like
we
get
licenses
for
drivers
and
we
help
the
owners
and
the
drivers
make
money.
I
was
like:
no,
we
don't.
What
do
you
mean?
That's
that's
exactly
what
we
do.
I
was
like.
C
No,
we
help
people
get
from
point
a
to
point
b
by
giving
them
qualified
drivers
and
a
licensed
vehicle,
that's
safe,
and
if
you
can't
make
the
connection
to
people
that
we've
lost
our
way
and
what
we
found
is
tlc.
When
I
worked
there,
we
had
really
lost
our
way
because
we
forgot
what
we
were
doing
and
what
becomes
hard.
When
you
add
people
and
purpose,
is
you
start
realizing?
You
need
to
redesign
what
you're
doing,
because
what
you've
created
is
something
that
looks
efficient,
sounds
good
in
a
operations
budget
tracker
report.
C
We
use
less
people
to
do
the
same
job
than
we
did
last
year.
Unfortunately,
no
one
says
that
the
job
you
were
doing
is
actually
the
wrong
thing
right
it
you
know,
and
and
that's
the
piece
that
I
think
people
get
lost,
and
now
we
have
this
great
opportunity
because
of
cobit,
where
there's
more
data
out
there
than
ever
before,
and
we
can
really
see
what
the
impacts
are
on
different
neighborhoods
different
populations,
different
way
that
people
are
moving
around
and
it
helps
add
some
color
to
that
vision.
C
So,
to
me,
it's
the
vision,
backed
by
strong
leadership.
It's
the
ability
to
take
that
vision
and
put
some
numbers
to
it
that
allow
you
to
then
make
decisions
around
budget
procurement
and
purpose,
and
it's
it's.
The
skill
set
that
you
need
within
the
agencies
to
remind
the
people
who
are
doing
the
work
that
I'm
not
just
doing
it
for
to
go
from
task
to
go
from
left
side
of
the
task
to
the
right
side
of
the
test.
C
But
I'm
doing
this
because
it's
going
to
change
someone's
life
and
that's
my
mission
and
I
and
I
think
those
are
the
things
we
try
to
do
at
resilient
cities.
Catalyst
is
by
bringing
people
together
and
putting
the
people
at
the
table
who
your
policy
is
going
to
impact
can
be
transformative
right
and
I
think
that's
one
of
the
reasons
environmental
work
has
been
so
hard
is
because
it's
it's
usually
tied
up
in
another
project,
we're
redoing
the
building,
because
it's
broken
very
rarely
and
and
it's
as
you
fix
that
building.
C
That's
great
the
environmental
friendly
piece,
but
it's
serving
a
greater
purpose,
and
this
is
the
piece
that
I
think
we
get
lost
on
is
is
connecting
those
pieces
together,
so
that
these
projects
have
greater
meaning,
and
we
do
that
because
we
don't
bring
in
the
people
or
the
people's
or
the
purpose
of
the
work
is
often
just
even
left
off
the
table
altogether.
All
right
there
was
a
good
little
rant.
A
C
C
So
so
we
spent
the
last
year
kind
of
working
and
getting
out
there
and
kind
of
re,
reconnecting
and
understanding.
You
know
what
is
this
new
body
of
work
for
a
resilient
cities,
catalyst,
that's
different
from
100,
resilient
cities
and,
and
you
know,
100
resilient
cities.
It
was
about
working
with
100
cities
and
and
kind
of
working
through
them
to
get
to
things
that
they
wanted
to
do.
And
now
this
is
catalyst
it's
more
about.
C
How
do
you
bring
resilience
to
a
whole
different
host
of
different
types
of
partners
and
working
at
different
scales?
So
right
now
our
biggest
project
is
funded
by
the
hilton
foundation.
It's
out
in
california,
and
it's
to
fund
the
california
resilience
partnership,
which
is
really
asking
this
question
of.
If
states
have
real
problems,
but
not
all
the
resources
and
regions
have
problems,
but
not
all
the
resources
and
cities
have
problems,
but
not
all
the
resources.
C
You
know
wouldn't
be
great
if
they're
all
working
together,
right,
pittsburgh,
allegheny,
county
and
state
of
pennsylvania
working
together,
so
that,
as
you
make
your
investments,
they're
common
they're,
shared
they're,
working
towards
common
purposes
and
goals,
and
often
those
goals
aren't
really
disconnected,
but
the
way
that
the
bureaucracy
communicates
through
different
levels
of
bureaucracy.
It
gets
messy.
C
So
the
work
we're
doing
in
california
is
is
going
to
be
at
a
regional
level,
communicating
up
to
the
state
through
the
state
back
to
the
regions
and
back
to
the
localities,
we're
working
with
la
and
ventura
county
to
start
in
san
diego
to
start,
and
the
original
question
in
l.a
was
if
forest
fires
are
the
new
normal,
then
what's
that
mean?
What's
the
new
normal
again
a
big
shock?
C
How
do
we
rethink
how
we
should
be?
You
know,
organizing
ourselves
and
it's
now
it's
now.
It's
forest
fires
and
economic
recovery.
In
san
diego,
it
was
a
little
bit
forest
fires,
but
really
started
around
coastal
erosion
and
thinking
about
the
asset
of
the
water.
What's
the
purpose
of
the
water,
its
proximity
to
the
water?
C
What
does
this
mean
for
the
community
in
the
competing
communities,
but
also,
how
does
that
tie
into
the
economy
and
the
big
institutions
that
are
here
to
really
create
the
san
diego
that
people
talk
about,
but
no
one's
ever
really
defined?
So
that's
how
that
work
has
started
and
our
hope
is
to
add
other
pieces
there.
C
C
For
the
1960s
and
and
right
now,
we're
fighting
to
put
potholes
in
them
against
grant
street
right.
What?
What
should
grant
street
do
for
the
city
of
pittsburgh
in
the
future
and
and
is
its
future
really
just
parking
and
and
and
cars,
and
maybe
a
bike
lane,
but
the
answer
is
probably
not.
It
needs
to
do
a
lot
more
and
how
do
we
get
there?
C
I
hope
this
analogy
plays
out
if
this
is
a
community-
and
these
are
the
silos
of
government
right,
what
happens
when
your
budget
gets
bad?
Well,
everyone
has
to
cut
back
10.
So
what
happens
if
you
cut
back
10
from
a
community,
that's
on
the
edge?
Well,
maybe
government
can
no
longer
support
that
community
because
you
pulled
back
and
that's
not
the
way
you
do
budgeting
right,
because
you
can
take
half
that
money
and
hold
up
the
community.
C
You
don't
need
to
fix
the
potholes
if,
if
it's
not
the
best
priority
thing
and
and
that's
something
that
we
think
is
missing
and
what
we
think
is
there's
a
lot
of
great
community-based
organizations.
There's
a
lot
of
great
talent,
that's
already
in
communities,
but
the
way
that
they
partner
with
government
is
missing.
The
way
that
government
partners
with
them
is
missing.
So
we're
going
to
be
working
to
help
enliven
that
you
guys
have
done
a
lot
of
that
work
already
and
proven
like
case
studies.
C
C
I
don't
know
my
analogy
is:
outside
the
you
know:
the
used
car
sales
people
there's
those
balloons
like
this
flying
around
and
maybe
they
connect,
but
they
never
really
do
so.
Those
are
the
three
things:
regional
partnerships
with
local
government
to
create
get
resilient
somewhere
between
a
new
way
of
thinking,
about
neighborhoods,
to
drive,
resilience
with
city
resources
and
partnership
and
and
ways
to
to
really
drive
those
projects
that
everyone's
already
wanting
to
do.
Moving
them
forward.
A
All
right,
you
know
it's
interesting
and
there's
two
things
that
I
I
want
to
just
before.
You
jump
in
rebecca,
because
I
want
to
pivot
to
you
real
quick
in
a
second.
There
is
a
huge
gap.
I
think
in
terms
of
the
ability
we
don't
have,
the
structures
we
as
cities
and
communities
are
not
taking
full
advantage
of
new
structures
to
deliver
on
the
projects
that
we
need
right.
You
know
so
that
that
idea
of
kind
of
silos
is
one.
A
That's
everybody
drives
and
has
a
mission
or
purpose
like
you
were
talking
about
earlier
to
drive
business
as
usual,
but
it's
very
difficult
to
develop
the
next
generation
concept.
Right
and
that's
that's
where
you
know
whether
it's
a
business
improvement
district
as
an
example
where
you
can
reformulate
the
shape
and
structure
of
a
governance
model
where
you
can
bring
community
the
public
sector
and
the
private
sector
together
to
achieve
a
common
purpose.
A
You
know
that
that's
something
that
I
think
cities
need
more
fundamental
assistance
in
helping
to
develop
and
and
the
agency
to
do
so.
Right,
like
that's
the
other
piece
because,
like
we're
seeing
this,
for
example,
in
a
lot
of
partnership
with
like
our
local
utilities,
when
you're
talking
about
issues
of
like
energy
transition,
for
example,
you
know
the
gas
water
electric
steam
utilities
are
built
to
deliver
a
20th
century
model
of
energy,
not
the
21st
century,
decarbonized
model
that
we
need
right.
A
So
how
do
you
kind
of
facilitate
that
rebecca
you're
you're,
starting
to
step
into
some
work
right
now
in
that
space,
like
in
greenways
about
looking
at
like
new
funding
models,
because
this
is
another
kind
of
example
where,
like
our
greenway
system,
for
example
in
pittsburgh?
Are
you
know
good
designated
from
a
planning
standpoint?
We
know
where
they
are.
B
Yeah
I
mean
so.
Our
greenways
system
is
like
1200
acres
across
the
city
and
basically
what
happened
was
in
the
1980s.
When
we
lost
half
our
population,
they
consolidated
a
lot
of
the
steep
sloped
hillsides
or
places
where
the
the
properties
became
vacant
and
consolidated
them
into
like
a
permanent
greenway
event.
So
for
like
recreation
or
conservation,
and
then
they
were
never
resourced,
so
it
was
just
a
way
to
then
you
could
have
stewardship
groups
come
in
and
you
know
since
1980
over
the
past.
B
What
is
that,
30
years
or
40
years,
it's
been?
Those
stewardship
groups
have
waxed
and
waned
over
time.
Invasive
vines
have
come
in
they're,
huge
properties,
so
you
know
there's
dumping
issues,
it's
just
become
totally
overwhelming
for
those
stewardship
groups
and
at
the
same
time
the
city
has
just
not
provided
any
resources
towards
those
greenways.
B
But
we're
looking
right
now
at
like,
and
I
think
that
it's
exciting
with
you
know
new
economic
models
around
around
carbon,
but
there's
an
opportunity
for
to
access
some
carbon
markets,
so
they're
in
poor
health.
You
know,
could
we
work
with
some
of
those
carbon
offsets
that
are
maybe
coming
from
you
know,
cap
and
trade
systems
like
reggie
or
you
know
other
other
companies
that
are
interested
in
carbon,
offsets
and
pump
those
into
the
greenways
to
make
them
like
the
healthy
spaces.
B
A
A
B
Yeah,
we
have
a
big
resilience
issue
there
too,
because
that's
those
are
the
properties
where
we're
having
you
know,
landslides,
which
are
then
ending
up
on
our
roads.
So
you
know,
in
addition
to
you,
know
the
air
quality
benefits
and
the
carbon
benefits
like
there's
other
safety
issues
as
well,
that
you
can
start
to
layer
in
there.
C
I
love
this
conversation
rebecca
my
only
pushback
for
you
on
on
all
those
stewardship
models,
like
that's
tinkering
right
and
now
you
have
this
new
money,
it's
tinkering
because
you're.
If
the
city
really
cared
about
the
park,
it
would
take
care
of
the
park
and
it's
great
to
have
stewardship,
but
if
you're
leaving
it
all
to
stewardship,
then
that's
in
my
mind.
Tinkering.
B
C
It
only
has
it
only,
it
can
only
go
so
far.
That's
all!
I
meant
it's
not
bad
it
just
it's
not
the
full
answer,
and
now
that
you
have
this
carbon
offset
model
and
you're
trying
to
get
money
onshore
that
money,
that's
great,
but
again
it's
not
a
va
they're
forcing
you
to
take
something.
The
city
should
be
valuing
very
high,
which
is
greenway
open
space
throughout
all
the
communities
and
you're
trying
to
find
new
money
for
it.
C
So
part
of
the
question
is
like:
don't
don't
let
your
budget
office
off
the
hook?
If
now,
in
a
time
of
covid
right,
hey
open
space
is
more
important
than
ever
and
in
some
communities
the
only
thing
they
have
is
like
we
can
close
the
street,
but
in
some
of
these
communities
we
have
these
great
parks,
but
they
are
could
be
parks.
How
do
we
really
start
to
lay
that
foundation?
And
then
the
argument
is
if
the
budget
office
being
dynamic
and
you
think
about
it
over
time.
C
You're,
strengthening,
neighborhoods
you're,
starting
to
you,
know
bring
in
people
who
are
gonna
like
respond
to
asset
investments
in
the
community.
Maybe
that
helps
fill
vacant
lots
with
new
houses
or
vacant
houses
with
new
people.
I
don't
know
so
I
like
what
you're
doing
I
also
just.
It
also
makes
me
angry,
because
this
is
something
so
important
that
the
budget
office
gets
off
the
hook.
C
C
So
there
was
like
a
cute
old
cowboy
town,
and
then
there
was
like
this
really
interesting
fancy
community,
where
like
people
like
oprah
had
in
the
house-
and
they
would
drive
this
bus
through
the
mountains
and
they
started
building
this
gondola
and
I'm
like
wait.
A
second
is
the
ghana
gonna,
take
it
to
a
new
part
of
the
ski
skill.
No
is
the
gondola
going
to
open
up
fresh
acres
of
powder?
No,
it's
going
to
take
you
from
point.
C
C
So
the
buses,
not
just
I
mean
we
weren't,
even
talking
about
environmental
issues
back
then,
but
just
the
cost
of
running
buses
to
make
it
somewhat
reasonable.
For
someone
like
oprah
to
get
on
a
bus-
and
you
know,
take
a
ride,
you
know
didn't
move,
and
so
that
was
really
interesting.
And
when
I
came
back
when
I
left
telluride,
I
was
back
in
philadelphia
and
I've
always
been
thinking
about
transportation
in
different
methods.
C
What
if
we
took
that
money
and
we
built
a
gondola,
because
it's
actually
interesting,
there's
there's
elevation
change
and
we
built
a
ghana
that
went
right
through
the
middle
of
the
world
trade
center
site
along
a
path
that
had
no
plans
to
be
reconstructed
right,
an
old
roadway
path,
and
you
built
it
right
into
the
you
know.
There
was
a
perfect
place
for
it
to
land
over
in
better
park
city
and
it
would
have
cost.
C
I
think
I
priced
it
out
like
35
million
dollars,
and
I
was
like,
let's
build
a
gondola
and
people
thought
it
was
crazy,
but
I
was
in
charge,
so
I
got
to
be
a
little
bit
crazy.
Definitely
I
lost
that
battle,
but
that
was
the
first
time
I
dabbled
with
this
idea
of
gondolas.
But
since
then
I've
really
thought
a
lot
about
urban
transportation
and
the
role
that
how
hard
it
is
to
build
subways
and
how
hard
it
is
to
change
the
roadways.
C
C
Elevated
subways
so
we're
used
to
transportation
existing
at
the
third
floor
level
or
fourth
floor
level.
So
why
not?
Why
not
think
about
gondolas?
I
started
doing
more
research
and,
as
you
all
know,
it
turns
out.
Condos
are
extremely
safe,
they're,
extremely
economically
economical
to
put
in.
They
can
move
a
lot
of
people
because
they're
constantly
running
and
they
don't
use
a
lot
of
energy.
The
energy
they
use
can
be
clean
and
it
starts
to
become.
C
You
can
start
thinking
about
gondolas
being
really
interesting
solutions
for
some
of
the
challenges
that
might
be
in
place
and
what
was
really
interesting,
they're,
so
cheap
to
run
that
they're
normally
run
like
in
parks
as
like
amusements,
but
any
place
they've
been
for
transportation,
where
real
people
use
them
and
it
takes
real
people
from
point
a
to
a
place.
They
want
to
go
and
point
b.
They
easily
make
money,
and
it's
interesting
to
think
about
it's
like
ski
slopes,
make
money.
C
C
That's
it.
I
remember
going
there,
that's
like
a
real
nice
development
there,
so
if
it
turns
out
that
it's
a
really
interesting
option-
and
I
think
one
of
the
things
we
talked
about
in
pittsburgh
is-
is
leveraging
this
opportunity
to
either
create
amenities
that
bring
people
to
parks
or
even
better.
C
How
do
you
create
amenities
that
create
bringing
people
to
parks
and
opening
up
new
park
space,
but
at
the
same
time
and
connecting
to
the
communities
that
typically
can't
get
to
those
parks,
but
also
thinking
about
ways
of
connecting
people
from
one
side
of
the
river
to
the
other,
from
top
of
hills
to
others?
It
would
really
open
up
communities
and
easily
pay
for
itself.
C
C
Self-Generating
thing
all
they
need
is
a
a
license.
Actually,
if
you
gave
a
company
the
right
to
do
that,
I
don't
know
if
you
guys
know
this.
Most
of
the
subways
in
new
york
city
were
built
by
private
companies
and
what
they
got
was
the
right
to
build
a
subway
and
manage
the
subway
for
a
hundred
years,
and
then
they
were
able
to
go
raise
the
capital.
A
C
C
B
Yeah,
I
mean
so
you
know
we
did
that
study.
What
like
two
or
three
times.
I
don't
know
time
is
a
suck,
but
maybe
three
years
ago,
with
doppelmeyer,
so
they
came
and
they
looked.
We
had
a
consultant
that
you
know
we
took
around
on
a
tour
and
looked
at
our
hillsides
and
we
thought
about
a
couple
of
different
connections
that
we
might
be
interested
in.
We
have
a
really
good
report.
That's
on
the
city
planning
website
that
outlines
what
some
of
those
options
were.
B
But
what
was
interesting
in
pittsburgh
is
like.
We
have
the
precedence
for
this,
so
we
have
two
two
inclines,
which
is
really
the
same
technology:
the
cable
transit
technology.
So
I
mean
you
know
people
are
excited
about
it.
We
talked
to
a
lot
of
people.
You
know
we
talked
to
our
mobility
department,
but
it's
still
thought
of
as
like
that
crazy
kind
of
that
like
secondary
like
oh
well,
that
would
be
really
neat.
You
know
maybe
someday
it's
very
futuristic.
B
B
B
C
C
C
C
C
C
It
was
redundant
to
a
subway
line
and
it
was
built
at
like
twice
2x
over
budget
and
it
still
makes
money.
It's
still
just
positive
operations
and
it's
able
to
raise
enough
funds
to
help
pay
for
the
capital.
So
there's
a
lot
of
really
exciting
opportunities
here,
and
I
think
you
know
I
think
pittsburgh.
You
know
very
easily-
could
have
system
like
this
and
what's
great
about
it
and
one
of
the
things
that
kind
of
you
know.
C
B
C
B
C
But
maybe,
as
we
think
about
some
of
the
neighborhoods
that
need
to
be
better
connected
or
better,
yet
thinking
about
how
people
are
now
spending
time
differently
in
chicago,
maybe
making
connections
between
neighborhoods
and
open
space
is
a
higher
priority
and
something
that
could
be
pursued.
Let
me
know.
A
C
A
A
So
we're
coming
up
on
time
here
andrew.
I
want
to
thank
you
for
for
joining
us
here
today.
It's
been
terrific
just
to
catch
up
a
little
bit
and
always
creates
a
bunch
of
notes
and
additional
conversations.
We
want
to
have
with
you,
of
course,
but
thanks
for
joining
us
here
on
the
grant
street
experience
and
we
look
forward
to
catching
up
with
you
soon.
C
Thanks
for
the
chat,
it
was
great
to
see
you
both
love
chatting
always
about
these
complicated
city
problems
and
and
always
following
the
great
work
you're
doing
the
city
of
pittsburgh,
and
so
the
mayor's
quote
the
other
day
just
like
here
we
go
again
so
so,
there's
always
more
to
do
and
there's
always
someone
fighting
against
it.
So
keep
up
the
good
work.
A
Definitely,
thank
you
so
much
rebecca.
Thank
you
as
always,
and
thank
you
to
all
you
guys
listening.
We
really
appreciate
it
and
thanks
to
the
pittsburgh
cable
team
for
your
production
capabilities,
we
will
be
talking
to
you
soon
here
at
the
grand
street
experience.
So
thanks
much
and
have
a
great
day
take
care.