Top 20 Concepts

Sprout has culled the best ideas from the Round Up and incorporated your comments and suggestions during the first online forum to determine the Top 20 Concepts that will move on to the next phase of Engage Pittsburgh. Some of the ideas have changed little, some have been edited to fit a new scope, and some are composites of many similar ideas.

Inside you will find a new book page for each of the Top 20 concepts complete with a new concept description, an outline of what the pilot project could look like, the priorities and concerns identified during the previous dialogue, and the complete history of the idea from the Round Up to now.

Sprout will be updating each concept's page as the discussion progresses to incorporate new thoughts and questions submitted in the comments.

Discussion about the Top 20 Concepts will help determine the size, scope, scale, and subject matter of the RFPs issued on March 1, 2007.

Adopt-A-Stop

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Commuter bus shelters are in need of a face lift. Many are damaged, vandalized, and tagged with graffiti. Many more feature missing or out-of-date route information. Regular up-keep and maintenance efforts by community members would keep bus shelters clean, safe, weather resistant, and up-to-date as well as inspire community cooperation.

Adopt-A-Stop would encourage participating communities to select and redesign a bus shelter to spur engagement and civic pride. Initial participants can be culled from teachers and students, local community and business leaders, artists, and activists. The project could incorporate youth/adult mentorship at every stage.

Adopt-A-Stop would provide the materials and a level of assistance in constructing the new shelters.

A pilot program could take the form of a contest, placing multiple bus shelters in competition for best re-design, best clean-up, best shelter, etc. A contest could kick-off the expansion of the project by increasing notoriety, enthusiasm and securing advertising and/or sponsorship.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

Adopt-a-Stop is from room 526. It was formerly called G.A.M.E. Stops. G.A.M.E. Stops was more environmentally oriented, introducing recycling receptacles at bus stops and utilizing green technology to make better bus stops. In its current form Adopt-A-Stop is more concerned with civic engagement.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How will interested communities be identified?
  2. How will bus shelters be selected and secured?
  3. Who will have oversight on shelter design safety?
  4. How will this project affect bus riders?
  5. Will a partnership with PAT be necessary?
  6. Will the new shelters be permanent?
  7. How will the competition be administered?
  8. How would a mentorship program work?

Alternative Transportation Day

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Decreasing fossil fuel dependence is a pressing issue at the personal level as well as city, state, and nation-wide. By engaging everyday commuters in an active search for quick and reliable alternatives to personal car use, a festival and competition for alternative methods of transportation would educate participants about new ways of getting around the city and the benefits of public transit and bike use as well as showcasing the ongoing advances in transportation technology here in Pittsburgh.

A proper festival should include an exposition of alternative fuels and vehicles, presentations on the health benefits of walking and cycling, the global effects of fossil fuel dependence, and panel discussions featuring alternative transport advocates.

A competition could be held to find the best routes between a number of Pittsburgh landmarks, followed by a scavenger hunt or road-rally with stops at sponsoring organizations. Participants would have to navigate the course by walking, biking, or riding mass transit. Checkpoints could be arranged with sponsoring businesses along the route.

A possible route could start with an exposition at the David L. Lawrence Convention Center and then a race through Pittsburgh to the Hazelwood LTV site.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

This concept incorporates pieces of Get Off the Gas from room 525 and Where to, Pittsburgh? from room 524.

Get off the Gas, led by Ann Rosenthal, Jan Held, Jessica Misken, and Peter Eberhart. They saw opportunities for partnering with community groups and organizations like Venture Outdoors, Bike Pittsburgh, and Steel City Biofuels to participate in the summit and support the promotion and implementation.

One online commenter suggested a voluntary, city-wide "car-free day" as an alternative to an all out festival.

Where to, Pittsburgh? leaders Amy Lovell, Margaret Krumm, and Katie Linkhauer thought their festival would take place during the summer. Their focus was the biking community, raising awareness and respect for it, introducing new members, and increasing bike safety.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. Where will the exposition be held and who will be invited to present?
  2. How will the event be structured and what kinds of activities will take place?
  3. Who will design the road rally and how will traffic be accommodated?
  4. How will partnering organizations be solicited and compensated?
  5. What sponsorship opportunities exist?
  6. When will the event be held?

Art Aware

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

While the Pittsburgh arts culture continues to flourish in some quarters, broad-based awareness, support, and attendance is still some distance away. Without wide reaching engagement, the artistic dialogue cannot grow sufficiently to sustain itself and innovate further. Pittsburgh is in need of arts promotion that goes beyond the already ‘art aware' and directly engages the wider community.

Art Aware would put the local art scene in the hands of Pittsburghers throughout the city by including promotional and discount tickets as well as event calendars with the purchase of bottled drinks from vending machines.

Additionally, Art Aware would buy space in vending machines to sell limited edition ‘art tubes' containing a range of possible products including art making supplies, small run printings, and other collectible pieces. Funds collected from these sales could help support artists and buskers.

Tickets and flyers could be designed by local artists. An initial run could be supported through artist & venue fundraising effort or membership.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

Art Aware comes from room 432 where it was a top priority for Candice Toman, Feb Zetts, Cally McCoy.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. What promotions will the coupons offer?
  2. What venues, events, artists, and organizations will be involved?
  3. What strategy will be used to place promotional vending machines?

Bus Stop Info Hub

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Ideas abound to improve Pittsburgh's bus transit. Improving the quality and accessibility of information provided to bus riders is a place to start.

Centralized, straight-forward and comprehensive information should be accessible at all bus stops. As a hub of activity, bus stops call for better safety and shelter and could be used as centers for the dissemination of information.

A pilot Bus Stop Info Hub project should include the posting and maintenance of comprehensive and current information at a number of key bus shelters including:

Making these info hubs electronic and interactive would allow for users to plan their routes, find the bus they need, make time and fee estimations, as well as calculate the estimated time of arrival for their bus.

An organized and supported campaign that presents compelling models for change would be within the programmatic scope of an Engage RFP.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

This concept incorporates features of Easy Rider from room 429, Go Hub from room 617, and Top Stop from room 430. These ideas feature other concepts, such as electronic bus fare payment cards, on-bus bike lockers, internet access and live news and music feeds. For context and reference consult the Big Idea Book for other bus-related ideas from the Round Up.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. What technologies are needed to make an effective interactive experience?
  2. If interactive technology is not an option, how will this project improve on the current information provided at bus stops?
  3. How will information be collected and kept current?
  4. How will the pilot sites be maintained and updated?
  5. How will the project present its work to PAT?

Carrie Furnace Green

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Pittsburgh's numerous industrial sites present opportunities for renewal.

The Carrie Furnace site on the Monongahela River should be reclaimed as a public green space complete with hiking trails, outdoor public art exhibits, a venue for concerts, parks, playgrounds and a museum dedicated to Pittsburgh's steel heritage. The site is currently owned by Allegheny County.

Examples of this kind of green revolution can be found as far away as Gas Works Park in Seattle, Washington and Landscape Park Duisburg Nord in Germany.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

The Carrie Furnace Green originated in room 433. Chuck, Lisa, Josh, Patrick, Laney, and Stevo put their names on it. During the first phase of online discussion, users mac and erin voiced strong support for the idea and provided references and links to similar parks in Germany and Boston.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. Who will own the site and who will have access?
  2. How will the site be secured and safety enforced?
  3. What activities will occur at the park?
  4. How will the park look and who will design it?
  5. How will the idea be promoted to the public, government, and other funders?


Community Exchange Club

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Pittsburgh is a city of distinct and diverse communities. Pittsburgh's neighborhoods there are dozens of communities that receive little attention. Creating a broader Pittsburgh community requires cultural exchange between neighborhoods in a common/neutral space.

The Community Exchange Club would be a traveling event, occurring monthly and visiting a new neighborhood community each month. Host neighborhoods would assemble a hospitality committee made up of community stakeholders, officials, business people and the civically engaged. Participants would receive a ‘Passport,' in advance to highlight the up-coming community of the month.

The event would take two forms:

By day, the club would be a mobile, high-tech café serving coffee and light fare. The day-long civic café would be a place for casual town-hall discussions featuring local activists, advocates, organizers, politicians, and officials in an approachable and accessible setting.

By night, the club would occupy a restaurant/lounge/community hot-spot that is unique and connected to the host community. A feature dinner would be accompanied by a cocktail hour and musical, art, or performance happening.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

This concept incorporates portions of Bob's Bean from room 523, Passport to Pittsburgh from room 341, and Progressive Pittsburgh from room 432.

Bob's Bean developed from an idea for advocating e-Democracy with a mobile internet ‘civic' café that makes stops in different communities to promote voting and political dialogue via the internet.

Passport to Pittsburgh focused on cultural exchange and encouraging people to visit new and different neighborhoods to discover local secrets and favorites.

Progressive Pittsburgh proposed a themed dining club to create an experience incorporating politics, art, culture, and food in neighborhoods that receive less notice or have poor reputations.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. What communities will be involved, how will they be solicited?
  2. How will the club travel?
  3. How often will the club meet?
  4. What programming will occur by day and by night?
  5. How will club membership function?
  6. How will club management be organized?

Community Use Space

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

A key part of a community is the commons-flexible, accessible, communal space serving a variety of functions. This need is especially important in underserved, depressed, or blighted areas.

This concept would provide for a network of multipurpose meeting spaces in underserved areas by reclaiming and repurposing vacant buildings. These sites would provide a safe space for all residents, and a starting point for building community and cooperation.

The space could hold monthly community meetings, provide space for support and discussion groups, bring culture (music, performance, art, education) and politics (dialogue, advocacy, activism, leaders) together in one space. A small staff of volunteers could respond to queries and direct people to the services, people, and institutions they need.

Support for activities could be raised by donations, fundraisers, in-house event programming, and space leasing.

A pilot site could be deployed in a test community by joining with already active groups and individuals in their community. The pilot period could be a season, during which promotional activities like workshops, concerts, community fundraisers and feasts would act as a membership drive. During the drive, the staff and organizing committee of the space would showcase the ways they will support the community.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

Community Use Space was a common idea at the Round Up with a number of models being considered.

This concept incorporates portions of Our Space from room 520 and Project Exposure from room 344.

Our Space, led by Dana, Cecelia, Tim, and Lauren, had a political component of bringing ‘Movers and Shakers' together with their constituents for town-hall discussions. Our Space was organized around ‘common goals' and the space served political ends rather than community-defined needs.

Project Exposure, led by Tanya, Brianna, and Joanne, was focused on providing a space for youth in underserved areas.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. Where will the pilot space be located?
  2. How will the project secure the selected space and who will own it?
  3. What will the hours of operation be?
  4. What programs, services and events will be housed in the space?
  5. How will the management of the space be organized?
  6. How will the model be duplicated?

Consumer Recycling Network

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Pittsburgh needs more numerous and convenient drop-off recycling centers to accept all recyclable materials. A network of branded and engaging recycling centers would encourage independent and active recycling and keep consumers/recyclers informed.

Promotion could be helped by the installation of a ‘sculptural' recycling receptacle in a convenient community location such as a grocery or convenience store parking lot.

The receptacle should be constructed of scrap/recycled materials, accept all materials currently recycled by the city of Pittsburgh, and offer straight-forward and comprehensive information and instructions to engage a non-recycling community in active recycling.

Priorities

These ideals are integral to a successful project design

Concerns

Possible difficulties, pitfalls, and obstacles to consider

Idea History

Learn more about the idea, from genesis to dialogue

This concept comes from Green Space in room 430 championed by Erin Foley and Kenny Doyno. They suggested that the receptacle be crafted out of an automobile and that the sculpture be ‘parked' in a grocery store lot, under a shady tree if possible.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How would the project seek out and partner with its host space?
  2. What are the alternatives to using commercial space/partnering with a company?
  3. How should the pilot site be designed, built and installed?
  4. Who would maintain the site and assist recyclers?
  5. Who will collect the recycled materials and where will they go?
  6. How will a successful pilot site develop into a network of similar sites?

Greater Pittsburgh Web Hub

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

A substantial web presence, made by and for the people of Pittsburgh, would bring together the many disparate groups and individuals working for a better Pittsburgh. Such a system would not only allow for greater networking, but provide a point of entry for people new to the Pittsburgh community and act as a one-stop directory for all things Pittsburgh.

Concretely, the creation of this network would improve city and regional infrastructure for better civic and business initiatives.

A Greater Pittsburgh Web-Hub would offer a number of portals with member sites linked back to the main hub:

After the initial set up, content would be kept current by participating members through posts and updates.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

This concept integrates five ideas from the Round Up: Information Gap from room 526, Knowledge Base from room 519, PGHFAQ and Pulse of Pittsburgh from room 423, and Word Up Pittsburgh from room 432.

Information Gap brought the small business element, Knowledge Base focused on increasing civic awareness and engagement, while Pulse of Pittsburgh was about linking artists, business and the public, and Word Up Pittsburgh described a user-built and maintained catch-all bulletin board and discussion forum for what has happening in a variety of realms in Pittsburgh. The Pittsburgh FAQ would answer frequently asked questions spanning all topics and was thought of as valuable to both locals and tourists.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How will staffing for the site be funded?
  2. What model will be used to collect, manage, deploy and update information?
  3. How will multiple sites be arranged around a central hub and coordinated to be user friendly?
  4. Who will manage the site?

Hot Spot Signs

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Though Pittsburgh wonders may never cease, they often go unnoticed. While city guides and promotional advertising may bring people out, Pittsburgh needs physical markers pointing the way to its many cultural and historical hot spots.

A concentration in downtown and other strategic neighborhoods could increase visitors to these places. Signs could mark locations widely known and those more out-of-the-way and off-the-map. Signs should be relevant both to the seasoned Pittsburgher, the newly arrived, and the tourist.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

Hot Spot Signs originated in room 341 and was an idea to increase tourism and create a more robust catalog of city sites.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How will the "Hot Spots" be identified, cataloged, and listed?
  2. Will the project solicit membership or act independently?
  3. What strategic areas will be included in the pilot deployment?
  4. How will the signs be designed to serve needs of visibility and practicality?
  5. How will the project raise awareness of the signs?
  6. Will the signs be permanent?
  7. How will the project expand?

Information Kiosks

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Raising public awareness of Pittsburgh's amenities and attractions as well as providing practical and timely information on demand is important to increasing the city's usability for both visitors and residents.

This concept calls for a network of interactive information kiosks, accessible 24 hours, to be placed throughout the city. The kiosks should be highly-visible and easily recognizable in centers of activity. Information could be provided through interactive multilingual touch screen street maps with points of interest, route planning and transportation info, a business directory, a calendar of events and other web capabilities. Other features could include a local news feed and weather alerts, an emergency call box, and local trivia.

A pilot deployment should be located in areas known for their high foot traffic. Preliminary suggestions include the airport, the Cultural District, the Oakland business, hospital, and college districts, the stadiums and North Side museums, and the South Side Works. An initial run could last several months with analysis and improvements made for strategic redeployment.

Additional funding could be secured through offering high-profile and low-cost advertising opportunities.

Promoting the kiosks themselves could be achieved through a tour or dedication ceremonies.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

This concept is a composite of The Shiny Red Bench from room 524 and U R Here from room 432.

Both of these ideas incorporated a sitting area into their design and focused on providing a one-stop-shop with all relevant information to getting around and enjoying Pittsburgh at users' fingertips.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. What locations will host a kiosk?
  2. How will the information be gathered, presented and updated?
  3. What will the kiosks look like and function?
  4. Who will build them?
  5. How will the kiosks be maintained?

Manchester Climbing Wall

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Pittsburgh has many opportunities for outdoor recreation. The city's combination of geography and historical structures along the rivers offers unique sites for fun and adventurous activity.

Riverfront Park, on the North Shore, is the site of a number of old stone bridge footings no longer in use. Converting one of these footings into a public access climbing wall would provide great publicity for Pittsburgh and a new and unique recreation activity.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

The Manchester Climbing Wall comes from room 429 and was championed by Sid Wiesner, Brad Spencer, and Dror Yaron. They geared their discussion towards outdoors enthusiasts and positioned the project as a way to take advantage of Pittsburgh's unique geography as well as utilize manmade objects now considered obsolete.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. What safety measures will be needed?
  2. What insurance is needed?
  3. Who owns the Bridge Footings?
  4. Who will operate the site and maintain the wall?

Mix Burgh

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

The eclectic immigrant history of Pittsburgh should be celebrated. A locally produced and publicly broadcast documentary series would investigate the histories of Pittsburgh families old and new, as well as give context to the changing composition of Pittsburgh's population by interviewing multi-generational families, new transplants to Pittsburgh, and recent immigrants.

The hosts should be young people and the target audience should range, but be family friendly.

It should be multi-cast: radio, TV, and web.

Priorities:

These ideals are integral to a successful project design

Priorities include highlighting the multicultural environment of Pittsburgh, its history and continuing importance, educating young Pittsburghers about their community, and documenting the city's changing population.

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Concerns include soliciting interviews, research, production and distribution schedules and costs.

Idea History:

Learn more about the idea, from genesis to dialogue

Mix Burgh comes from room 341 and was part of a discussion on building intergenerational bridges and grassroots historical and cultural education.

Related Ideas:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. What will the scope of the documentary be? A feature? A short? A series? A mini-series?
  2. Who will produce the program?
  3. How will interview subjects be sought and compensated?
  4. What is the target audience for this documentary?

Neighborhood Cleanup Competition

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Community cleanup initiatives have succeeded in Pittsburgh before, from cleaning the river walk trails to turning vacant lots into playgrounds and mural gardens, Pittsburghers can and do take ‘green' into their own hands. This collective behavior is beneficial to everyone and should be a common occurrence throughout the city.

Nothing gets people moving quite like a competition. By promoting, supporting, documenting and then celebrating the efforts of a community-based ‘Redd Up' competition, this concept builds community pride and environmental consciousness.

A pilot competition could be either residential or business based or both:

Residential competition:

Business competition:

The project could distribute new ‘branded' trash receptacles throughout the city as a means of promotion and enlist youth as ‘clean street guardians' to keep the sentiment of the project going.

Each participating neighborhood or business group would receive supplies and equipment for the clean up. "Before & After" pictures of each site could be taken and posted in a newsletter, presented online, or displayed at dedication ceremonies.

Priorities:

These ideals are integral to a successful project design

Idea History:

Learn more about the idea, from genesis to dialogue

This concept comes from the Redd Up Romp from room 337 and The Living Broom from room 520.

The Redd Up Romp, led by Carole, Rosey, Tanya, and Lauren, proposed the residential competition and suggested a tour to showcase the transformations.

The Living Broom, led by Dev, Marianne, and Erica, proposed the business competition to engage business owners and to clean up the most frequented parts of the community- the store-front business districts.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How will neighborhoods and/or business districts be solicited for participation?
  2. How will progress be tracked?
  3. Will the residential competition be between communities or within a single community?
  4. Will the business competition be between districts or between single shops in a district?
  5. How long would the contest last and how often would it be held?
  6. How will the contest be administered? Who judges the winners and how are they awarded?

Pittsburgh Guidebook

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

It's not just tourists and college students who need a guide to Pittsburgh's many fascinating places. As a city of distinct and often disconnected neighborhoods, there is a lot about Pittsburgh that even life-long Pittsburghers don't know. A series of guidebooks, compiled and reviewed by an independent consortium including submissions from everyday Pittsburghers, would give people a fresh perspective on their city, encourage new exploration, and reveal the hidden history and culture that unites Pittsburgh's disparate parts into one hometown.

A pilot guidebook should be suitable for use on the go: pocket-sized with quick indexing maps and descriptions. The book could be organized geographically and then by theme (i.e. "Historical places in the West End"), or several small books could be developed to cover a number of geographies and themes.

Sites, experiences, and businesses could be reviewed and rated, but should be independent from the influence of advertising. The guide should be descriptive, conscious of seasonal patterns, and offer travel directions, and suggestions for further exploration.

The guidebook should be suitable and engaging for both tourists and resident Pittsburghers.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

This concept is a composite of The Pittsburgh Factoid Book from room 524 and Where 2 Go 2 from room 523.

The Pittsburgh Factoid Book was Lucia M.'s idea for a guidebook designed specifically for young people and newcomers to Pittsburgh, her concept was to educate Pittsburghers about the hidden aspects that they might miss in their own city. She also mentioned including a ‘Jeopardy' style trivia game in the book.

Where 2 Go 2 was led by Lissa Rosenthal, Anne Lopez, Michael Pelas, Paul Stewart, and Mark Rauterkus in room 523. Their idea consisted of a series of themed and portable books geared towards Pittsburgh's new residents and tourists and included a ‘searchable online component.'

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How would information be collected and rated?
  2. Who is the target audience and how will the guidebook serve multiple audiences?
  3. How large will the pilot printing be?
  4. How and where would books be distributed? Will it be sold for money?
  5. What promotional aspects will be included? Coupons? Vouchers? Transit tickets?
  6. What will be the pilot geographic focus and theme?

Raise the Green Roof

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Green roofs are in use across the world to reduce carbon and other greenhouse gasses. Pittsburgh, known for its clean air initiatives, should become a shining example of the green roof revolution.

Raise the Green Roof would seek strategic partnerships to help influence city and county governments to offer incentives and budget allocations to make green roofs attractive investments for businesses.

The program would push for green roofs on both new developments and existing buildings by advocating zoning changes.

A traveling model or mock-up of a functional green roof could be used to campaign in the public. Another promotional opportunity would be to organize tours of existing green roofs in Pittsburgh.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

Raise the (Green) Roof comes from room 519, where everyone had a hand in it. Their original concept is envisioned as an advocacy campaign to encourage local government and business to do it themselves.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. Where are the existing green roofs in Pittsburgh?
  2. Where can a Green roof be located?
  3. Who will build the pilot roof and/or model?
  4. What kind of upkeep is associated with a green roof?
  5. What are the legal obstacles to planting a green roof?
  6. What incentives will developers have to including a green roof?

Signature Festivals

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

With events like First Night, The Three Rivers Arts Fest, The Regatta, and Light Up Night Pittsburgh has no shortage of city-wide festivities. Capitalizing on the willingness of local residents to come out in droves for a grand celebration, Pittsburgh should hold a city-wide party designed and implemented from the grassroots to celebrate nothing less than life in this city.

This concept would facilitate the coordination and execution of a number of community ‘Block Party’ festivals throughout the city on a given day, weekend, or around a holiday. Participating communities would organize a celebration of their own unique vision for the festival in their neighborhood. A guide could be published for festival goers to navigate the various events happening simultaneously throughout the city.

Finally, a culminating event highlighting the best of the festival could be held on the signature downtown bridges spanning the Allegheny River (Roberto Clemente Bridge, Andy Warhol Bridge, and Rachel Carson Bridge).

Priorities:

These ideals are integral to a successful project design

Promoting Pittsburgh is a central priority. By holding a world-class festival spectacular while maintaining the grassroots community activism that makes Pittsburgh feel like home, the city can define itself as a breed apart.

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Concerns include cost, policy, and coordination issues. An ambitious project on the whole, it may be a reasonable alternative to start small with innovative ways to encourage and support community festivals with the intention of growing to the large scale city-wide festival described. A multi-phase approach may be best.

Idea History:

Learn more about the idea, from genesis to dialogue

Building Blocks: The All City Block Party came from room 520 and was championed by Ka Woods, Sam Matthews, Andrew Macurak, and April B. They thought that providing communities with the means to organize community-building festivals would take off as the communities came together to celebrate their own unique traits.

One Commenter suggested coordinating through a wiki or similar community-built web forum.

The similarly named Bridge Fest from room 526 and Bridge Festival from room 617 described the commandeering of one or more downtown Pittsburgh bridges to hold a world-class festival celebrating Pittsburgh’s uniqueness and building bridges between its communities.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How will communities be solicited to participate?
  2. How will the project assist communities in organizing festivals?
  3. What programmatic activities will occur at the block parties?
  4. What responsibility will the project have for programming events?
  5. How will festivities be coordinated among participating communities?
  6. What legal and/or safety issues need to be addressed for a successful block party?
  7. How will the project secure the use of a major bridge?
  8. What activities will occur on the bridge?
  9. What legal and/or safety issues need to be addressed for a successful bridge festival?

Sustainable Urban Farming Initiative

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Many Pittsburgh neighborhoods are scattered with vacant lots and unused land, sitting dormant and in need of development. Reclaiming these lots for productive community-use green space addresses issues of community connection, health and nutrition, and urban decay.

Urban farms can serve a variety of community needs:

By partnering with existing community garden organizations, sustainability advocates, youth groups, schools, and CDCs, this project would develop an organization supporting a network of green sites, community gardens, and urban farms.

This organization could facilitate the sharing of best practices to develop a model for successful urban farming. This model could then be put to the test.

The project would acquire land to establish a pilot sustainable urban farm in a suitable vacant lot. The site would employ a small team of experienced community gardeners/urban farmers/sustainability advocates.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

The Sustainable Urban Farming Initiative is a composite of five ideas:

Entreperennial from room 337, Grow Your Own from room 620, and Lots of Food from room 433 all advocated the use of vacant and abandoned lots as green space for gardening and farming. These ideas described a place to bring the community together, to provide healthy and educational activity, and to supplement the limited food available in some neighborhood grocery stores.

Terroir du Pittsburgh from room 345 outlined a similar program of community-use land, but suggested an elaborate study of the grounds to customize the project to the growing capabilities of the chosen site.

Groundworks from room 523 described the development of a coordinating organization to support and unite a network of community green spaces and ideas for expansion.

For further context, consult Hop Skip Farm Kids from room 429. This idea described the production of a television documentary for children about community-run gardens and farms and the inner-city youth working on them.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How will the initiative be organized? As a business? As co-operative/collective? A community organization? A facilitation/promotion service?
  2. Where will the pilot site be located and who decides?
  3. How will the site be acquired and kept?
  4. How will the team be assembled, organized, and compensated?
  5. Who will have access/be served by the site?
  6. How will a successful pilot site develop into a network of similar sites?

Yellow Bike Project

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

Alternative transportation is attractive for many reasons, particularly the health and economic benefits of riding a bicycle. A membership based shared bicycle network would increase the flexibility and range of bicycle use.

A fleet of safe and maintained bicycles, identified by their uniform Yellow color, would be available at designated locations throughout the city. Members of the yellow bike project could obtain keys to access these bikes for time-limited use.

Membership charges would include an initial fee and a bike deposit and should be used to pay for upkeep and service costs.

Priorities:

These ideals are integral to a successful project design

Concerns:

Possible difficulties, pitfalls, and obstacles to consider

Idea History:

Learn more about the idea, from genesis to dialogue

The Yellow Bike Program was championed by one Mike Virostek in room 345. Shared-bike programs have been in use world-wide for decades and were even discussed in Pittsburgh several years ago.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. How many bikes would be available?
  2. When would they be available? 24 hours? Year round?
  3. Where will they be located?
  4. Where would the bikes be stored during off-season?
  5. How would membership be solicited and what would it cost?
  6. How would the bikes be maintained?
  7. What are the insurance/legal concerns?
  8. Will safety equipment (helmets, lights, etc) be provided?

Youth at the Table

Concept:

A summary of the idea, the needs it serves, and a description of a possible pilot program

The gap between the establishment and future leaders is an ever-pressing issue that often goes unaddressed in the public sphere or at schools. By introducing high school students to board service, Youth at the Table bridges the gap.

The project would facilitate the placement of high school students with demonstrated leadership potential on the boards of a range of decisionmaking bodies including foundations, school and hospital boards, neighborhood associations, and non-profits.

A pilot program would require a sample of participating decisionmaking boards as well as an initial pool of potential leaders drawn from a range of backgrounds and schools. Through careful matching, boards would grant full membership to students and provide a trained one-to-one mentor in the form of a current or past board member. This mentor would stay with the student throughout their tenure on the board and would require a long-term commitment to the organization and to the relationship from all involved. Incentives for student participation could be scholarship awards at the completion of the tenure, contributed to by board donation.

The program would be supported and managed by a staff and advisory board that includes recent program alumni. After the success of a number of pilot cases, the program could spread to more boards.

Priorities

These ideals are integral to a successful project design

Concerns

Possible difficulties, pitfalls, and obstacles to consider

Idea History

Learn more about the idea, from genesis to dialogue

Youth at the Table originated in room 345 and was authored by Ryan Oliver, Paige Berry, Elizabeth Perry, and Sarah Coon. The program they described included a thorough list of potential participating boards including Heinz Endowments, Pittsburgh Public Schools, Pittsburgh League of Young Voters, League of Women Voters, the Urban League, the YMCA/YWCA, the Union Project, and a number of foundations.

Related Links:

Get to know these groups, organizations, projects, and authorities, their current and past activities, the possibility for consultation or partnership, and in-roads to collaboration.

General Questions:

These important questions are asked of each idea. Try your hand at answering them as a way to explore the idea and how to make it happen. Answers to these questions help to demonstrate the Idea's strength and potential for success.

  1. What level is the idea at? (Research, Planning, Fundraising, Advocacy, Deployment, other (explain))
  2. What is a reasonable next step/phase for the concept? How can investment move the idea forward?
  3. What other resources or opportunities are available or necessary to make the idea happen?
  4. What existing activities or organizations in Pittsburgh duplicate some or all of the program components? How can this idea compete with, complement, and/or learn from these other activities?
  5. Who should be included in this discussion? Does the concept call for outside consultation or assistance from other organizations?
  6. How should the idea be promoted?
  7. How should project success be measured?
  8. What questions should be asked of a proposal for this project?

Starter Questions:

These questions address some of the anticipated programmatic concerns that come with administering small projects. Consider them test questions for model projects-- responses should be incorporated into the project's design.

  1. What boards will host Youth at the Table?
  2. How will youth leaders be selected?
  3. How will the program negotiate students’ other responsibilities?
  4. How long will youth board terms last?
  5. What responsibility will the program have to protecting the student and the host board?
  6. How will the scholarship be funded? How many youth board members will receive it?
  7. How will the program be managed and administered?