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Interview: Chris Belasco, chief data officer, City of Pittsburgh | Computer Weekly

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Interview: Chris Belasco, chief data officer, City of Pittsburgh | Computer Weekly


Chris Belasco, chief data officer (CDO) at the City of Pittsburgh, is focused on his team’s triumphs. While some data leaders might like to bask in the glory of their personal achievements, Belasco says success in the fast-moving digital age is very much about taking a collegiate approach: “The complaints should come to me, and the credit should go to the team.”

Belasco reached the CDO position by transferring his evaluation and analytics skills from academia to the public sector. He completed a PhD in public affairs and ran a unit at the University of Pittsburgh that conducted large impact evaluations on democracy and foreign assistance for the US Agency for International Development.

With a young family, he was keen to establish roots locally and joined the City of Pittsburgh in 2018 as enterprise project manager. He moved into the CDO role in 2022 and has relished the opportunity to help his organisation build data pipelines and refine its operational processes.

“I was fortunate enough to have good team members, some of whom are still here,” he said. “I’ve built the rest of the team, which has some incredibly sharp data engineering skills that I feel are a nice way to emphasise the capabilities of what the city has to offer.”

As a reflection of those capabilities, Pittsburgh achieved a higher level of Bloomberg Philanthropies’ What Works Cities Certification earlier this year. The certification recognised how the city has established data capabilities to inform policy, allocate funding, improve services, evaluate programmes, and engage residents. Belasco is proud of the achievement.

“Thirty-eight cities are either gold or platinum in the western hemisphere, and we are punching well above our weight class with the capabilities and practices that we’re able to demonstrate,” he says. “What we’re able to achieve through the work we’re doing, such as partnering with Astronomer, is pretty spectacular.”

Creating a fresh approach

As Pittsburgh CDO, Belasco manages analytic, data engineering, and software development efforts to improve the city’s operations. His team builds the connective tissue for city departments to focus on helping residents, rather than managing data infrastructure.

“My job is mainly about making sure the team has the resources they need to succeed,” he says. “I enjoy helping people make better decisions, giving them the resources they need to be able to do that, and helping to achieve transparency.”

Belasco says the other key element of his job is about ensuring data helps the city achieve its objectives, which are centred on citizen requirements: “My role is about connecting people across silos and departments in our organisation, but also the public and our partners, to make sure that they know the data assets that we have.

“I need to ensure we’re using those assets strategically and that we’re achieving the goals set out by the leadership in the city. We need to give the public some of the things they’ve come to expect from cities in this digital age. That’s about being able to advance our practices by listening to the people who say these are the things you should be working on.”

Belasco says the general direction in terms of digital transformation is towards helping Pittsburgh become a data hub. He says the city made strong progress before he arrived at the organisation, referring to a series of dynamic leaders who were eager to help the city progress in the data space.

Since becoming CDO, Belasco has continued this work. He points to the organisation’s transition to the cloud, suggesting his role in Pittsburgh’s continued digital transformation has involved connecting to best practices in other places and ensuring his team has the runway to land its work effectively.

“We’re about to launch our first open data report since 2017. We’ve been able to release open data sets and partner with our data intermediary partners to do community-driven and community-facing data projects that help equity and justice. We’ve also achieved some safety measures that feel a little unheard of in our domain,” he says.

“We partnered with human resources, the Department of Public Works, which was the pilot leader, and the Mayor’s Office, and we built both the ability to report on safety incidents and the outcome metrics. That work has reduced safety incidents and ensures that employees can go home from work safely, and that’s clearly tremendously important.”

Opening data access

Belasco and his team have also been focused on building real-time citizen dashboards that provide open access to government data. At the heart of this programme of work sits the organisation’s implementation of Astronomer technology.

The Astro platform helps Belasco’s team manage the city’s Apache Airflow data pipelines. Before implementing the platform, the team maintained its Airflow environments on Google Cloud Composer. However, the team struggled with Composer outages and spent valuable time firefighting issues when they wanted to focus on developing innovative citizen services.

Belasco and his colleagues assessed their options and believed Astro could support a digital transformation. The data team began the migration to Astro in early 2024 once they’d demonstrated the case for change to the city’s senior executives.

“I enjoy helping people make better decisions, giving them the resources they need to be able to do that, and helping to achieve transparency”

Chris Belasco, City of Pittsburgh

“We tried to come up with an estimate of how much time we would spend servicing Composer images,” he says. “We were trying to be entrepreneurial about ways that we could help free up time for our people who knew engineering but were spending time on data management. So, Astro was a force multiplier for us to take their time and move it off into something else. The executives understood that we were trying to make our processes more efficient.”

One of the most important initiatives being supported by Astro is the City’s recently launched OneStopPGH Insights tool, a web-based application that allows residents to track neighbourhood permits, code violations and zoning applications online in real-time. Belasco says the pioneering initiative is a great example of how his organisation is working to create data-enabled services for Pittsburgh citizens.

“The site will tell you all the different pieces of information related to the area you’re exploring,” he says, adding that more than 30 permit types are already tracked. “Soon, the platform will also include everything from our Department of Mobility and Infrastructure, such as information related to transportation, rights of way and street segments.”

About 99% of the city’s data activities run in Astro, which has become the city’s unified orchestration platform. The shift to Astro has involved more than four million rows of transformed data across 13 pipelines. The platform also supports the city’s open data efforts, enabling data scientists and the public to use information freely and easily.

“These technologies are the foundations for creating useful visualisations,” says Belasco.

Proving the value of information

Belasco says the work around Astro is a good example of the data-led change that his organisation is attempting to pursue. Across all stages of this initiative and other transformation projects, there’s a continual attempt to build strong bonds with line-of-business professionals.

He gives the example of how this joined-up approach has helped prove the benefits of the OneStopPGH Insights tool to the broader Pittsburgh community: “There’s a project manager in another department who is overseeing the implementation of the software that is used for this programme of work.

“They’re also the person who’s gone out to the community groups to talk to them about using and transitioning to this new software. And the people in the community have had nothing but good things to say. So, this initiative is a triumph of a handful of different teams working together to get the work done.”

When it comes to lessons for other business and digital leaders, Belasco says that modern data chiefs must ensure people across the organisation understand the value of projects that produce insights for line-of-business professionals and external clients. His team stands on the shoulders of earlier work and the recognition of the benefits of transformation in Pittsburgh.

“I feel like everything started with culture changes in technology leadership at the city, which we were able to glom onto and grow. I want to credit the CIOs and past leaders of our organisation who have helped to grow that culture across departments, so that data people in the various departments could get interesting projects moving along,” he says.

“You grow trust out at the department-to-department level and get everybody moving along in one direction as closely as you can. We’ve acted like a subcommittee to help ensure that everyone believes in our work and has a say in what we’re doing. That institutionalisation is a way that we’ve been able to achieve our targets as we’ve moved forward, and then those conversations translate over into products we create.”

Building long-term trust

The data team continues to seek new ways to exploit information. When it comes to artificial intelligence, Belasco says the aim is to explore emerging technology carefully. “We’re working on adapting our activities to ensure that our workforce has the tools to be able to do higher-order work,” he adds. “That’s our pathway.”

Belasco says successful data projects are all about communication and collaboration: “When you say, ‘OK, here’s what we need to do’, and you have someone from a line-of-business department who has a leadership role in the work you’re doing, and they’re telling you, ‘Here’s what I need to see from the project’, then you begin to work together with other people closely to achieve your targets.”

The key to data success is getting the right people from other lines of business across the organisation involved early and quickly.

“It’s all about getting visibility from teams and subject matter experts to help make sure that they have a voice and can contribute,” Belasco says. “You must build trust between your team and the line-of-business professionals and senior executives in the organisation.”



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Mark Zuckerberg Tries to Play It Safe in Social Media Addiction Trial Testimony

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Mark Zuckerberg Tries to Play It Safe in Social Media Addiction Trial Testimony


Zuckerberg repeatedly fell back on accusing Lanier of “mischaracterizing” his previous statements. When it came to emails, Zuckerberg typically objected based on how old the message was, or his lack of familiarity with the Meta employees involved. “I don’t think so, no,” he replied when directed to clarify if he knew Karina Newton, Instagram’s head of public policy in 2021. And Zuckerberg never failed to point out when he wasn’t actually on an email thread entered as evidence.

Perhaps anticipating these detached and repetitive talking points from Zuckerberg—who claimed over and over that any increased engagement from a user on Facebook or Instagram merely reflected the “value” of those apps—Lanier early on suggested that the CEO has been coached to address these issues. “You have extensive media training,” he said. “I think I’m sort of well-known to be pretty bad at this,” Zuckerberg protested, getting a rare laugh from the courtroom. Lanier went on to present Meta documents outlining communication strategies for Zuckerberg, describing his team as “telling you what kind of answers to give,” including in a context such as testifying under oath. “I’m not sure what you’re trying to imply,” Zuckerberg said. In the afternoon, Meta counsel Paul Schmidt returned to that line of questioning, asking if Zuckerberg had to speak to the media because of his role as head of a major business. “More than I would like,” Zuckerberg said, to more laughter.

In an even more, well, “meta” moment after the court had returned from lunch, Kuhl struck a stern tone by warning all in the room that anyone wearing “glasses that record”—such as the AI-equipped Oakley and Ray-Ban glasses sold by Meta for up to $499—had to remove them while attending the proceedings, where both video and audio recordings are prohibited.

K.G.M.’s suit and the others to follow are novel in their sidestepping of Section 230, a law that has protected tech companies from liability for content created by users on their platforms. As such, Zuckerberg stuck to a playbook that framed the lawsuit as a fundamental misunderstanding of how Meta works. When Lanier presented evidence that Meta teams were working on increasing the minutes users spent on their platforms each day, Zuckerberg countered that the company had long ago moved on from those objectives, or that those numbers were not even “goals” per se, just metrics of competitiveness within the industry. When Lanier questioned if Meta was merely hiding behind an age limit policy that was “unenforced” and maybe “unenforceable,” per an email from Nick Clegg, Meta’s former president of global affairs, Zuckerberg calmly deflected with a narrative about people circumventing their safeguards despite continual improvements on that front.

Lanier, though, could always return to K.G.M., who he said had signed up for Instagram at the age of 9, some five years before the app started asking users for their birthday in 2019. While Zuckerberg could more or less brush off internal data on, say, the need to convert tweens into loyal teen users, or Meta’s apparent rejection of the alarming expert analysis they had commissioned on the risks of Instagram’s “beauty filters,” he didn’t have a prepackaged response to Lanier’s grand finale: a billboard-sized tarp, which took up half the width of the courtroom and required seven people to hold, of hundreds of posts from K.G.M.’s Instagram account. As Zuckerberg blinked hard at the vast display, visible only to himself, Kuhl, and the jury, Lanier said it was a measure of the sheer amount of time K.G.M. had poured into the app. “In a sense, y’all own these pictures,” he added. “I’m not sure that’s accurate,” Zuckerberg replied.

When Lanier had finished and Schmidt was given the chance to set Zuckerberg up for an alternate vision of Meta as a utopia of connection and free expression, the founder quickly gained his stride again. “I wanted people to have a good experience with it,” he said of the company’s platforms. Then, a moment later: “People shift their time naturally according to what they find valuable.”



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The Best Bose Noise-Canceling Headphones Are Discounted Right Now

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The Best Bose Noise-Canceling Headphones Are Discounted Right Now


Bose helped write the book on noise canceling when it entered the market way back in the 1970s. Lately, the brand has been on a tear, with the goal of creating the ultimate in sonic solitude. The QuietComfort Ultra Gen 2 are Bose’s latest and greatest creation, offering among the very best noise canceling we’ve ever tested.

Just as importantly, they’re currently on sale for $50 off. Now, this might not seem like a huge discount on a $450 pair of headphones, but this is the lowest price we’ve seen on these headphones outside of a major shopping holiday. So if you missed your chance during Black Friday but you have a spring break trip to Mexico or Hawaii on the calendar, this is your best bet.

The Best Noise Canceling Headphones Are on Sale

I’ve wondered over the last few years if the best noise cancelers even needed another potency upgrade. Previous efforts like Sony’s WH-1000XM5, Apple’s AirPods Max, and Bose’s own QuietComfort 45 offering enough silence that my own wife gives me a jump scare when she walks up behind me.

Then I had a kid.

Bose’s properly named QuietComfort Ultra not only do a fantastic job quelling the many squeaks, squawks, and adorable pre-nap protests my baby makes. Now that my wife and I have turned my solo office into a shared space, I can go about my business in near total sonic freedom, even as she sits in on a loud Zoom call.

In testing, we found Sony’s latest WH-1000XM6 offered a slight bump in noise canceling performance over Bose’s latest, due in part to their zippy response time when attacking unwanted sounds. But both were within a hair of each other when tested across frequencies. I prefer Bose’s pair for travel, due to their more cushy design that lets me listen for a full cross-country flight in luxe comfort.

Upgrades to the latest generation, like the ability to sleep them and quickly wake them, make these headphones surprisingly more intuitive to use daily. The new built-in USB-C audio interface lets you listen to lossless audio directly from supported devices, a nice touch now that Spotify has joined Apple Music and other services with lossless audio support.

Speaking of audio, the QC Ultra Gen 2’s performance is impressive, providing clear and crisp detail and dialog, with a lively touch that brings some added excitement to instruments like percussion or zippy guitar tones. It’s a lovely overall presentation. I’m not a huge fan of the new spatial audio mode (what Bose calls Cinema mode), but it’s always nice to have options.

These headphones often bounce between full price and this $50 discount, so if you’ve been waiting for the dip, now’s the time to buy. If you’ve deal with daily distractions like me, whether at home or in a busy office space, you’ll appreciate the latest level of sound-smashing solitude Bose’s best noise-cancelers ever can provide.


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This Defense Company Made AI Agents That Blow Things Up

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This Defense Company Made AI Agents That Blow Things Up


Like many Silicon Valley companies today, Scout AI is training large AI models and agents to automate chores. The big difference is that instead of writing code, answering emails, or buying stuff online, Scout AI’s agents are designed to seek and destroy things in the physical world with exploding drones.

In a recent demonstration, held at an undisclosed military base in central California, Scout AI’s technology was put in charge of a self-driving off-road vehicle and a pair of lethal drones. The agents used these systems to find a truck hiding in the area, and then blew it to bits using an explosive charge.

“We need to bring next-generation AI to the military,” Colby Adcock, Scout AI’s CEO, told me in a recent interview. (Adcock’s brother, Brett Adcock, is the CEO of Figure AI, a startup working on humanoid robots). “We take a hyperscaler foundation model and we train it to go from being a generalized chatbot or agentic assistant to being a warfighter.”

Adcock’s company is part of a new generation of startups racing to adapt technology from big AI labs for the battlefield. Many policymakers believe that harnessing AI will be the key to future military dominance. The combat potential of AI is one reason why the US government has sought to limit the sale of advanced AI chips and chipmaking equipment to China, although the Trump administration recently chose to loosen those controls.

“It’s good for defense tech startups to push the envelope with AI integration,” says Michael Horowitz, a professor at the University of Pennsylvania who previously served in the Pentagon as deputy assistant secretary of defense for force development and emerging capabilities. “That’s exactly what they should be doing if the US is going to lead in military adoption of AI.”

Horowitz also notes, though, that harnessing the latest AI advances can prove particularly difficult in practice.

Large language models are inherently unpredictable and AI agents—like the ones that control the popular AI assistant OpenClawcan misbehave when given even relatively benign tasks like ordering goods online. Horowitz says it may be especially hard to demonstrate that such systems are robust from a cybersecurity standpoint—something that would be required for widespread military use.

Scout AI’s recent demo involved several steps where AI had free rein over combat systems.

At the outset of the mission the following command was fed into a Scout AI system known as Fury Orchestrator:

Fury Orchestrator, send 1 ground vehicle to checkpoint ALPHA. Execute a 2 drone kinetic strike mission. Destroy the blue truck 500m East of the airfield and send confirmation.

A relatively large AI model with over a 100 billion parameters, which can run either on a secure cloud platform or an air-gapped computer on-site, interprets the initial command. Scout AI uses an undisclosed open source model with its restrictions removed. This model then acts as an agent, issuing commands to smaller, 10-billion-parameter models running on the ground vehicles and the drones involved in the exercise. The smaller models also act as agents themselves, issuing their own commands to lower-level AI systems that control the vehicles’ movements.

Seconds after receiving marching orders, the ground vehicle zipped off along a dirt road that winds between brush and trees. A few minutes later, the vehicle came to a stop and dispatched the pair of drones, which flew into the area where it had been instructed that the target was waiting. After spotting the truck, an AI agent running on one of the drones issued an order to fly toward it and detonate an explosive charge just before impact.



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