Strategies for Change
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Stronger Than Ever PROMISE SCHOLAR STORIES Annual Report 2017-18
Annual Report 2017-18 Stronger than ever PROMISE SCHOLAR STORIES Annual Report 2017-18 A single scholarship can produce a Stronger thousand stories. Many studies show that college- educated communities experience reduced poverty, crime, unemployment, than ever and hopelessness, while they also see an PROMISE SCHOLAR STORIES increase in opportunity and volunteerism. Education is an access point that lifts individuals into sustainable and thriving economies and communities. Hope is what a scholarship provides: a vision for what can be despite what is. Art Direction/Design: A to Z Communications The Pittsburgh Promise 2017-18 Annual Report 3 Doing right SIMONE QUINERLY RECEIVED ONE OF THE FIRST SCHOLARSHIPS Simone always intended to go to college, but with two older sisters in school at the same time, her family was unsure how they’d manage to pay for it. Fortunately for Simone, The Pittsburgh Promise was 2008 announced her senior year of high school. first scholarships In the fall of 2008, Simone went to Edinboro University, where she majored in finance. Her transition from high school to college was are given bumpy during her first semester. The cultural changes and academic rigor challenged her, and she had the grades to prove it. Simone committed herself to improving her grades. She asked for help and found services on campus like study groups and tutors. By her second semester, Simone’s grades had improved significantly. This experience VOICES inspired her to expand her involvement on campus which led to several leadership opportunities. Simone served as the Black Student Union president, president of the Student Government Association, treasurer for the dance team, and as a resident assistant. -
2012 Annual Report
2012 AFETY S OLICE UBLIC P P ITTSBURGH EPORT EPORT P R UREAU OF UREAU ITYOF B C EPARTMENTOF D NNUAL A 2 Mission “Our mandate is the continued protection and enhancement of our diverse neighborhoods by working in partnership with our citizens to creatively solve problems always remaining sensitive to the authority with which we’re entrusted. It is our challenge to provide committed service through accountability, integrity and respect .” Values We believe in the value and worth of all members of the Bureau of Police. We believe our integrity is not negotiable. We believe we are individually accountable for upholding the values of our organization. We believe we can best earn respect by first respecting the rights of others. We believe in striving to achieve the highest moral, ethical and professional standards. We will adapt to the changing future by maintaining partnerships built upon accountability, integrity and respect. 3 Table of Contents: The Pittsburgh Bureau of Police----------------------------------------------------------------------4 Bureau of Police Leadership ---------------------------------------------------------------------------7 Certification of Compliance ----------------------------------------------------------------------------8 Bureau Accreditation ----------------------------------------------------------------------------------- 12 Organization Chart--------------------------------------------------------------------------------------- 14 Distribution of Officers--------------------------------------------------------------------------------- -
2013 Annual Report
City of Pittsburgh Department of Public Safety Bureau of Police Annual Report 2013 A NNUAL R Accountability Integrity A PLEAC Accredited Law Enforcement Agency Respect 2 Mission “Our mandate is the continued protection and enhancement of our diverse neighborhoods by working in partnership with our citizens to creatively solve problems always remaining sensitive to the authority with which we’re entrusted. It is our challenge to provide committed service through accountability, integrity and respect. Values We believe in the value and worth of all members of the Bureau of Police. We believe our integrity is not negotiable. We believe we are individually accountable for upholding the values of our organization. We believe we can best earn respect by first respecting the rights of others. We believe in striving to achieve the highest moral, ethical and professional standards. We will adapt to the changing future by maintaining partnerships built upon accountability, integrity and respect. 3 Table of Contents: The Pittsburgh Bureau of Police ---------------------------------------------------------------------- 4 Bureau of Police Senior Leadership ----------------------------------------------------------------- 6 Bureau of Police Branches ----------------------------------------------------------------------------- 7 Certification of Compliance ---------------------------------------------------------------------------- 8 Bureau Accreditation ----------------------------------------------------------------------------------- 12 Organization -
Securing Today to Build a Sustainable Future 2017 Annual Report Table of Contents
Securing Today to Build a Sustainable Future 2017 Annual Report Table of Contents CHAIRMAN’S LETTER 1 FRONT COVER Over three and a half million acres of critical habitat have been protected since the inception of the Richard King Mellon Foundation's American CONSERVATION 5 Land Conservation program. Along with The Conservation Fund, this partnership has helped protect key parcels in all 50 states—from Civil War battlefields to expansive landscapes. As part of The EDUCATION 15 Conservation Fund's Working Forest Fund program, over 22,700 acres spanning New York, Vermont, and Massachusetts were acquired in 2017. HUMAN SERVICES 23 Photo: Carl Heilman for TCF REGIONAL ECONOMIC DEVELOPMENT 33 APPROPRIATIONS & FINANCIAL STATEMENTS 47 NOTES TO FINANCIAL STATEMENTS 50 REPORT OF INDEPENDENT AUDITORS 56 POLICY & GRANT GUIDELINES 57 TRUSTEES, OFFICERS & STAFF 58 Richard King Mellon 1899 – 1970 RICHARD KING MELLON WAS BORN IN PITTSBURGH, Pennsylvania, on June 19, 1899, the son of Richard Beatty Mellon and Jennie King Mellon. Mr. Mellon served his country in both World Wars and in peacetime, attaining the rank of Lieutenant General, United States Army Reserve, and receiving the Distinguished Service Medal. Mr. Mellon was the dominant figure in the financial, industrial, and civic life of his community for many years. He was president of Mellon National Bank and for twenty years Chairman of the Board of Mellon National Bank and Trust Company; as a director, he aided the growth of many of the nation’s leading enterprises, particularly Gulf Oil Corporation and Aluminum Company of America. Mr. Mellon, President and Governor of T. Mellon and Sons, inspired and led the rebirth of a great American city. -
Pittsburgh, PA Previous GTCA City 2013
Pittsburgh, PA Previous GTCA City 2013 Contact: Tom Piccone ([email protected]); Andy Wang ([email protected]) The Church of God in Pittsburgh The Church of God in Pittsburgh was originally established as the Church in Pittsburgh in 1983, primarily through a migration of saints mainly from Ohio. Some years after a turmoil, the Church of God in Pittsburgh was incorporated in 2017. The church does not presently have a meeting hall, but meets on university campuses and in various saints’ homes. Approximately 40 currently gather on Lord’s Day mornings, including four children. The racial composition of the church is 59% Chinese and 16% Caucasian, with the remaining 25% a mix of Korean, Vietnamese, Black, and Indian. The current church life in Pittsburgh focuses primarily on campus work at the University of Pittsburgh (Pitt) and Carnegie Mellon University (CMU), though the need to gain more families is of equal priority (and not necessarily separate). Each year, the Lord adds remaining fruit to His Body through the saints’ labor on the campuses to gain college and graduate students, and sometimes university staff. In the past 12 years of campus work, dozens have been gained, but most have moved away. Only a handful of them have not been Asian. While the saints in Pittsburgh welcome all who would like to move here, we particularly see a need for young American families to migrate to the Pittsburgh area in order to share the burden of shepherding and gaining some from the population of American students and families for the strengthening of His testimony in this locality and region. -
2016 Annual Report”
“2016 ANNUAL REPORT” A Message from Chief Scott E. Schubert As Chief of Police, I am honored to serve the neighborhoods that reflect the diversity and varied cultures throughout the City of Pittsburgh. In my leadership role, I proudly oversee some of the finest and most professionally trained police officers in the region. My officers embrace their role as public servants and each day are dedicated to protecting and serving the citizens of our great city. In addition to our mission statement and core values, my directive to the Bureau is: “Protection, Respect, Integrity, Dedication, and Excellence; together, the first letter of each of these attributes forms the word PRIDE. We, collectively, as the Pittsburgh Bureau of Police, operate on these five principles, devotedly.” During 2016, we have made tremendous strides in addressing the needs and concerns of the communities we serve; you spoke and we listened. We assigned additional officers to work in identified neighborhoods to assist with community problem solving, our community outreach efforts exceeded expectations, our training was enhanced, overall accountability became a priority, and we established new community partnerships. Additionally, in 2017, the Bureau will bring on board an Outreach Team (Family Life) and a Group Violence Intervention Coordinator to help us focus on the reduction of violent crime in the City of Pittsburgh, using a focused deterrence model which concentrates primarily on individuals responsible for violent behavior. With the help of our community and law enforcement partners, coupled with the outstanding police work demonstrated daily by our police force, there is no significant increase in violent crimes and we continue to observe a decrease in the historic crime rate. -
REMAKING TOMORROW What Comes Next?
REMAKING TOMORROW What Comes Next? Insights & actions to shape a post-pandemic future of learning that is just, equitable, and learner-centered In partnership with KnowledgeWorks & PA Department of Education REMAKING TOMORROW: WHAT COMES NEXT WHAT COMES NEXT? IT'S UP TO US. If the future of education felt uncertain along long-standing racial and class lines. before COVID-19, it feels downright opaque Or wherever teachers, parents, and today. After a year that has challenged caregivers rally together like never before to nearly every archetype, requirement, and nurture young people. Whenever a school so-called standard of our education system, re-prioritizes its learners, their basic needs, even our definition of innovation feels and their mental health. And whenever we different. collectively acknowledge every caregiver's essential role as an educator and every So many of us are asking: Where do we go educator’s undeniable role as a caregiver. from here? What comes next? A better tomorrow isn't guaranteed, but it is possible Yet, as the end to the pandemic draws if we act today. closer, the temptation to return to "normal" remains strong. It’s felt most by those in All around us, educators, learners, and positions of power and privilege. And it is families are calling for change. We hear it this pull that threatens our progress toward every time remote learning breaks down Drafting a Blueprint for Tomorrow CAPTURE UNDERSTAND STRATEGIZE SHARE In spring 2021, Remake Learning, post-COVID learning, organizers conducted KnowledgeWorks, and the Pennsylvania 21 role-specific listening sessions with Department of Education came together to nearly 200 classroom teachers, school deeply investigate pandemic-era teaching administrators, out-of-school time and learning in western Pennsylvania and providers, early learning educators, parents, across the state. -
2015 Annual Report
A Message from Chief Cameron McLay There are a great many things going well in Pittsburgh today. We have been selected as one of six pilot sites for President Obama’s National Initiative for Building Community Trust and Justice. This provides us with training and research support from the best minds in the nation, making us the envy of forward-thinking agencies everywhere. While many cities our size are experiencing dramatic escalations of violence and strong divides between police and the communities they serve, our trends are more moderate. Our violent crime rates have not seen post-Ferguson escalations. In other cities, tensions between police and communities of color run high. In many cities, for example the Black Lives Matter movement seems to be divisive in some places; but not here. At the Pittsburgh Urban League, 2015 “Black Lives Matter” conference, the discussions were a call to action to all community members to stop the violence creating a disparate impact of victimization on young black males. “If black lives matter, what are we (the African-American community) doing to help our Chief be successful keeping us all safe?” was the discussion. There was no anger with police, just passion to make Pittsburgh a “Most Livable City” for all! It was a moving experience, instilling me with an even greater sense of mission. This is a passion members of the Pittsburgh Bureau of Police share. We are proud to protect. We are proud to serve. Our Vision Statement reflects that pride: Through our commitment to professional service all our communities, the Bureau of Police is a source of pride for our City, and a benchmark for policing excellence. -
CPP Teach-In 07-16-2020.Pdf
Predictive Policing in Pittsburgh CAPP-PGH (Coalition against Predictive Policing) Why we are Predictive policing in Pittsburgh holding this teach-in? Predictive policing was officially tested without public input from 2017 to 2019 Continuing the use of this technology will itself be a continuation of the city’s and country’s racist policing legacy Fitzpatrick, D., & Gorr, W., & Neill, D. (2018) Hot-spot-based predictive policing in Pittsburgh: A Controlled Field Experiment How Predictive Policing Works In Pittsburgh Generates a map of “hot spots” each week Pittsburgh Metro21 Police are deployed model collects 911 calls on extra patrols to & past crime data hot spots Find patterns in data: geographic & temporal How did Predictive Policing Come to Pittsburgh? 2009: Prof. Daniel B. Neill develops CrimeScan, a predictive policing model, for Chicago Police Department 2014: Pittsburgh Police Chief Cameron McLay Pittsburgh Police Chief Cameron McLay: an “unbiased” form of policing Saw predictive policing as an “unbiased” form of policing 2016: Homewood as an initial pilot zone 2016: Partnership between Metro21, PBP, 2017: Full deployment funded by Richard King Mellon Foundation Oct 2016: Homewood becomes the pilot area for Pittsburgh CrimeScan, trial expands to city in 2017, and ended in 2019 From hotspot paper: ● “Beginning on February 20, 2017, we began a pilot period in which we initiated hot spot selection for one of the six police zones in Pittsburgh. By May 1, 2017, we had expanded the program to all six police zones, and upper level command staff from all zones were involved in directing proactive patrols to hot spots selected by the forecasting models” ● “The experimental phase of the field study has been running for 16 months (May 1, 2017 through August 31, 2018) and is ongoing” (written in Oct 2018) https://www.dropbox.com/s/pxbolwptrpd6b71/hotspot_paper.pdf?dl=0 CMU’s “Urban Laboratory” “Our partnership with Carnegie Mellon has actually gone to the next stage. -
Pittsburgh Quarterly | Spring 2 0 1 6 75
*PQ_spr16_46-113.qxp_Layout 1 2/16/16 10:05 AM Page 75 PITTSBURGH TODAY PITTSBURGH TODAY & TOMORROW REGIONAL ANNUAL REPORT n order for citizens to make the best possible decisions about the future of their region, they need a foundation of reliable information and a clear understanding of the issues. Providing that information—through statistical comparisons and in-depth journalistic reports—is the mission of Pittsburgh Today, one of the nation’s oldest regional indicators Iprojects, which is part of the University of Pittsburgh’s University Center for Social and Urban Research. In this special annual report—Pittsburgh Today & Tomorrow—we assess how Pittsburgh is doing compared with 14 other regions in key economic and quality of life measures. We also examine key 2016 issues affecting Pittsburgh, and we’ve asked a group of leaders to offer an idea they believe will improve our region. To view Pittsburgh Today’s regional indicators and journalistic reports, visit pittsburghtoday.org >> pittsburgh quarterly | spring 2 0 1 6 75 2 *PQ_spr16_46-113.qxp_Layout 1 2/16/16 10:05 AM Page 76 TO DAY TOMORROW PITTSBURGH & 8 BY THE NUMBERS: Unemployment Unemployment rate, by MSA 1) minneapolis 3.2 2) denver 3.4 benchmark avg 4.6 11) pittsburgh 5.0 14) baltimore 5.5 15) detroit 5.9 0%1 2 3 4 5 6 data source: Bureau of Labor Statistics, seasonally adjusted rates, November 2015 they include the intermediate activities that allow companies to do business. Accounting, legal services, engineering servic- ECONOMY es, computer systems design, and business financing are just a subset of the services tallied in this sector. -
DOG 2012.Xlsx
Day of Giving 2012 Allegheny County Organizations Pittsburgh Symphony Orchestra $ 247,323.98 Jewish Federation of Greater Pittsburgh$ 216,921.60 Pittsburgh Cultural Trust, The $ 192,786.92 Greater Pittsburgh Community Food Bank$ 178,204.97 Pittsburgh Opera, Inc. $ 152,930.80 Community Day School $ 151,322.18 Rodef Shalom Congregation $ 145,250.32 Reformed Presbyterian Theological Seminary $ 139,481.88 Pittsburgh Public Theater $ 134,663.55 Central Catholic High School $ 134,105.11 Pittsburgh CLO $ 105,934.35 Carnegie Library of Pittsburgh $ 97,916.00 Aquinas Academy $ 97,280.08 Ellis School $ 94,757.94 Jewish Community Center of Greater Pittsburgh (JCC)$ 92,446.69 Yeshivath Achei Tmimim of Pittsburgh $ 91,470.76 Carnegie Museums of Pittsburgh $ 84,955.58 Hillel Academy of Pittsburgh $ 84,189.47 City Theatre Company, Inc. $ 83,804.26 North Hills Community Outreach Inc. (NHCO)$ 77,848.60 WQED Multimedia $ 72,149.03 Pittsburgh Promise, The $ 61,037.18 Western Pennsylvania Conservancy $ 55,080.44 City of Asylum Pittsburgh $ 52,761.66 St. Margaret Foundation $ 52,751.98 WESA ‐ Essential Public Radio/Pittsburgh EPM Inc. (Formerly WDUQ) $ 52,430.25 WYEP ‐ Pittsburgh Community Broadcasting Corporation$ 52,164.48 Phipps Conservatory and Botanical Gardens $ 51,788.96 Coalition for Christian Outreach (CCO) $ 51,483.37 Pittsburgh Ballet Theatre $ 50,953.98 St. Edmunds Academy $ 49,964.06 Pittsburgh Zoo & PPG Aquarium $ 49,888.74 Animal Friends, Inc. $ 44,954.20 Saint Joseph High School (St. Joseph High School)$ 44,428.04 Animal Rescue League of Western Pennsylvania$ 44,044.98 Denis Theatre Foundation, The $ 43,934.16 Hillel Jewish University Center $ 43,706.04 Womens Center and Shelter of Greater Pittsburgh$ 41,791.84 Salvation Army, The $ 41,590.63 Tickets for Kids Charities $ 41,232.32 Bike Pittsburgh (Bike PGH) $ 40,890.15 Western Pennsylvania Humane Society $ 39,570.98 East End Cooperative Ministry $ 39,420.34 Society for Contemporary Craft $ 38,865.12 Frick Art and Historical Center, Inc. -
Elected Officials
UNIVERSITY OF PITTSBURGH Office of the Chancellor Institute& of Politics retreatelected officials The Social and Political Economy of Poverty and Mass Incarceration in America: Causes and Consequences September 10 and 11, 2015 UNIVERSITY OF PITTSBURGH OFFICE OF THE CHANCELLOR and INSTITUTE OF POLITICS welcome you to the NINETEENTH ANNUAL ELECTED OFFICIALS RETREAT The Social and Political Economy of Poverty and Mass I ncarceration in America—Do Costs and Consequences Provide Cause for Change? September 10-11, 2015 Sheraton Hotel Pittsburgh at Station Square If you have questions about the materials or any aspect of the program, please inquire at the registration desk. 1 Table of Contents About the Institute 3 Director’s Note 4 Program Agenda 6 Biographies 10 Program Criteria and Strategies 24 Board of Fellows List 27 Policy Committee Lists 30 For Further Reading 44 Evaluation Instructions 50 2 About the Institute MISSION The Institute of Politics delivers timely information about the great issues affecting our region to elected officials and community leaders—and the public whom they serve—and provides a neutral forum where that knowledge and associated diverse viewpoints are discussed, digested, enriched, and applied to the goal of promoting an improved quality of life, government efficiency, and economic vitality in Western Pennsylvania. VISION The Institute of Politics will be recognized as the region’s most effective partner in the development of enlightened public policy that promotes the vitality of Western Pennsylvania to the benefit of individuals, institutions, and businesses. ELECTED OFFICIALS RETREAT STATEMENT OF PURPOSE The March 7, 1997 Institute of Politics Board of Fellows meeting produced a request that the University of Pittsburgh host a retreat for public officials from different levels of government in Western Pennsylvania.