The Draft Startup Plan for Pittsburgh in 2025: [feedback needed]
Rebooting SW PA’s Entrepreneurial Future
So, in case you haven’t heard, there is a new candidate running for Mayor (reminder, the primary is basically the election in Pittsburgh), Corey O’Connor, who is the current Controller of Allegheny County, and he is listening to entrepreneurs. Does he claim to have all the answers? No, but he cares to ask the questions out in public and we thought we would help jumpstart the process. If we can collect your feedback, he’s promised to listen, and that’s already more than what’s happened in the current administration.
So, this is our attempt to share an outline of a startup plan for our city. Feel free to take this and trash it, improve it, build on it, or completely change it. The only thing we care about is that somehow, someway, your voice gets to the new leadership of Pittsburgh.
and Give feedback on the plan outline below: if you do, we’ll invite you to working sessions in the new year, and Corey has committed to showing up (a leadership trait that has been rare without a handout in the last few years).
Okay, here we go - put up or shut up as they say:
Based on experienced-based learnings from over a decade of helping to build up the regional innovation community in Pittsburgh and years in other regions, studying the best practices across the globe, and recent conversations with fellow founders, investors, and startup community leaders, the Pgh Startup News (ala RustBuilt) team has put together the below call for feedback on a guiding plan with LOTS of room for feedback, flexibility, and improvement - but hey, it’s at least a start and not something we’re seeing from the current administration.
First, Broadening the Definition of Entrepreneurship
The goal of this section is to formally recognize and celebrate AT LEAST five distinct flavors of entrepreneurship (maybe more/less as we explore or maybe different names but somewhere to start):
High-tech/high-growth
Family/main street businesses
Entrepreneurship through acquisition
Corporate innovation
Social Impact & Non-Profit Ventures
By embracing this range and shape of organizations, the city could foster a more sustainable entrepreneurial ecosystem that treats each business model with distinct and intentional efforts instead of just myopically focusing on high-tech/high growth.
We need EVERY entrepreneur to feel that their only goal is to do what they are best at and change the world into what they want it to be for the biggest benefit to the region (and, of course, themselves—this isn’t charity).
High-Tech/High-Growth refers to businesses that leverage cutting-edge technology or innovative models to scale rapidly and address large market opportunities. These ventures often focus on areas like artificial intelligence, robotics, software, or biotech and attract significant venture capital due to their growth potential. Disruptive solutions, global scalability, and a focus on exponential revenue growth typically characterize them. It’s also the biggest place that privilege plays a role in your ability to even try, so we'll need to think deeply about how we enable this at the risk of not bringing everyone along.
Family/Main Street Businesses are locally owned, community-driven enterprises that provide essential goods, services, or experiences. These businesses, such as restaurants, retail stores, or service providers, play a critical role in local economies by creating jobs, building community connections, and contributing to neighborhood vitality. Their focus is often on long-term sustainability and maintaining strong relationships with customers. Note: These businesses aren’t small by default and could include businesses in the area like Sheetz or Dick’s Sporting Goods.
Entrepreneurship through Acquisition involves purchasing and operating an existing business, often through search funds, franchising, or micro-private equity. This model allows entrepreneurs to bypass the challenges of starting from scratch, focusing instead on growing or improving an established enterprise. It’s a path for individuals seeking to revitalize existing businesses or scale their impact quickly. We don’t think nearly enough on this as we think about local procurement e.g., supporting the creation of a business we otherwise send millions to outside the region for specialized goods.
Corporate Innovation is the development of new products, services, or business models within an established company to address evolving market demands. This intrapreneurial approach enables organizations to remain competitive by fostering a culture of creativity and adaptability. It often involves leveraging existing resources while exploring emerging technologies or market trends. We also hope this includes the concept of “digital attackers,” where corporations build the next generation of companies in order to disrupt themselves before getting disrupted.
Social Impact and Nonprofit Ventures prioritize addressing societal or environmental challenges through innovative solutions. These can be nonprofits, social enterprises, or mission-driven businesses that aim to create measurable positive change alongside financial sustainability. Their success is often measured in profits and their contribution to community well-being and systemic improvements.
So, why bother? We hope the below comes true (even more than it is today):
Broader public understanding of entrepreneurship, measured through surveys and media engagement to promote more SMB to High Tech/High Growth at-bats.
Greater collaboration between entrepreneurs in different categories, resulting in cross-sector innovation.
An increase in participation from underrepresented entrepreneurial groups, measured through demographic representation in city-sponsored initiatives.
Break free of the oligarchy of economic development organizations that want to tell us how to be an entrepreneurial community without themselves being entrepreneurs
Potential Metrics for Success:
20% growth in business registrations from underrepresented sectors, monitored via the city’s registration page or similar.
Specific increase in neighborhood business creation (e.g., 10 new businesses in Hazelwood within 3 years).
Enhanced workshop participation metrics, reported through event attendance logs and surveys.
A 20% increase in applications for city programs from entrepreneurs in nontraditional sectors (e.g., social impact, main street businesses) measured via permits, registrations, or other methods TBD.
Collaboration data, such as partnerships or contracts, tracked via city or partner event participation.
Growth in the number of businesses launched or expanded in each category over a four-year period.
Economic Impact for the City:
Tangible revenue growth, such as a projected 15% boost in commercial tax revenues in revitalized districts.
Incremental gains in local economic multipliers quantified through regional spending analyses.
Enhanced neighborhood branding, attracting $5M+ in private investments annually.
Increased tax revenue from a diversified base of successful businesses.
Higher engagement in community-focused entrepreneurship leading to more local spending and reinvestment.
Strengthened city branding as an inclusive entrepreneurial hub, attracting talent and investment.
Inspiring our 90+ neighborhoods to plan with small business or entrepreneurship as a default for long-term economic sustainability.
Some Tactical Steps:
Host biannual entrepreneurial expos showcasing category-specific opportunities, with attendance and contracts tracked.
Develop targeted loan programs (with the URA) in partnership with local banks, with approval rates documented annually.
Launch a mentorship initiative, integrating local entrepreneurs with university partnerships, and measure impact through participant feedback and business success rates.
Coordinate zoning adjustments to prioritize mixed-use developments fostering co-located small businesses, leveraging EngagePgh for public input.
Host a launch event introducing the five categories of entrepreneurship, tracking attendance and media coverage as early indicators of interest.
Develop a digital campaign to showcase stories from each entrepreneurial category, measuring click-through rates, shares, and audience engagement (via la City Cable!).
Partner with universities to integrate this broader definition into business and entrepreneurship curricula, monitoring enrollment in related programs (this is already in motion as virtually all universities have neighborhood programs, but few publish detailed results and definitely not together. Imagine if EVERYONE had to report on their efforts in Homewood - we would have competition in the best possible way).
Create micro-grant programs for underrepresented categories, tracking the number of grants awarded and their impact on business creation through part-time work to subsidize becoming an industry or domain expert. People can understand how the “every person” actually works vs designing for the elite.
Organize category-specific networking events, with attendance and post-event surveys as metrics of success by neighborhood.
Collaborate with the Small Business Administration to align resources with this expanded definition and measure loan applications across categories. Nobody really knows what happens here anymore under the age of 50.
Establish mentorship programs for entrepreneurs in acquisition or intrapreneurship, tracking mentorship pairings and outcomes over time (we could lend the domain mentorships.co to start this).
Partner with an existing organization to launch a podcast series highlighting diverse entrepreneurial journeys, measuring downloads, and listener feedback.
Create a city-branded resource directory tailored to each category, tracking website traffic and user feedback to finally consolidate all the opportunistic efforts to do this with some staying power.
Include the broader definition of entrepreneurship in all city communications, measuring changes in public perception through surveys.
Inspire or Partner banks to develop financial products tailored to the needs of different categories, measuring loan approval rates - specific to entrepreneurs. You would be amazed that an entrepreneur with $200K in the bank can barely buy a house or car.
Host a quarterly “Entrepreneurship Panel,” tracking attendance and partnerships formed through these discussions to take input on this plan and others
Launch a digital storytelling campaign to track and share the journey of businesses across all five categories by neighborhood with a goal of DRIVING sales to that business, not just high-fives or likes
Fund local artists to create murals celebrating entrepreneurial diversity, tracking foot traffic to these installations acknowledging the role that entrepreneurship plays in our regional DNA and culture
Include success stories in a biannual city report on entrepreneurship, using analytics to gauge public and media reach.
Create a dedicated city ambassador program for each category, measuring outreach effectiveness through feedback forms and event participation (individuals, not organizations, to avoid performative efforts)
Partner with corporate leaders to fund scholarships for entrepreneurs pursuing intrapreneurial initiatives, tracking scholarship utilization.
Develop an interactive, gamified online tool to help anyone identify and navigate resources in the area (hello, AI agent)
Establish an advisory board representing all five categories to guide city policies. Track the implementation of board recommendations and their impact (see more at the end).
Section 1: Strengthening Entrepreneurial Foundations Across SW Pennsylvania
This section emphasizes eliminating logistical barriers for entrepreneurs by scaling resources like a OneStopPgh for comprehensive support. Initiatives include expanding access to shared working spaces, extending city-wide Wi-Fi through partnerships with ISPs, and enhancing affordable public transportation options tailored for business owners. Utilizing data-driven tools like EngagePgh, the city can streamline the entrepreneur's journey to access resources, making Pittsburgh a model for inclusive growth.
Hopeful Outcomes:
Broader public awareness of diverse entrepreneurial paths, supported by media analytics tracking impressions and engagements.
A 30% increase in cross-sector collaboration events, measured by unique partnership agreements documented annually.
A 25% rise in city-backed initiatives for minority-owned businesses, tracked by demographic reports from program applicants.
Entrepreneurs across all neighborhoods will have access to affordable, high-quality workspaces and connectivity.
Increased collaboration and networking opportunities will foster innovation and accelerate economic impact.
Improved infrastructure will attract talent and startups to Pittsburgh, including the wave of single founders and smaller teams that are being born thanks to AI's efficiency.
Metrics for Success:
Increased public Wi-Fi access, measured through usage statistics and neighborhood coverage (hey, Comcast).
20% growth in business registrations from underrepresented sectors.
Enhanced workshop participation metrics, reported through event attendance logs and surveys.
Occupancy rates and satisfaction levels at co-working hubs.
Growth in public transit use by entrepreneurs, tracked through discounted pass programs.
Economic Impact for the City:
Increased use of city-owned spaces and assets, generating revenue and reducing vacancy rates (hello land bank)
Incremental gains in local economic multipliers are quantified through regional spending analyses.
Lower startup failure rates due to reduced operational costs, resulting in greater long-term tax revenue.
Enhanced city reputation as a startup-friendly location, attracting investment and new residents (not sure how we measure, yet).
Tactical Steps:
Identify underutilized city properties and repurpose them into co-working spaces, tracking occupancy and satisfaction rates.
Partner with private ISPs to provide affordable high-speed internet in underserved areas, measuring adoption and coverage expansion.
Launch pilot co-working hubs with subsidized memberships for startups, tracking membership numbers and usage patterns.
Offer discounted transit passes to entrepreneurs, measuring program adoption and transit usage increases.
Develop conversational AI mapping resources such as co-working spaces and transportation options, measuring downloads and user retention.
Host monthly networking and coworking days at city parks, pools, etc, tracking attendance and participant feedback.
Provide grants to community centers to upgrade their facilities for entrepreneurial use, tracking grant applications and usage and the square footage of brick-and-mortar businesses that literally launch in the neighborhood.
Fund partnerships with local cafes to offer discounts to co-working hub users, measuring increased foot traffic and sales if a neighborhood doesn’t have obvious space (really any space, not just cafes, e.g., schools, churches, etc.).
Offer free workshops on setting up home-based businesses, tracking attendance and feedback. Offer incentives to be the Airbnb of coworking
Negotiate with utilities to offer reduced startup rates, measuring participation and cost savings.
Develop an ambassador program connecting entrepreneurs to resource centers, tracking engagements and success stories.
Create free technology packages and toolkits using the buying power of the city and beyond (I mean, we basically are investors in UPMC and the Pirates - why not get some of their corporate discounts)
Partner with private coworking providers to expand reach, measuring occupancy and collaboration levels for all 90+ neighborhoods.
Host “open coworking days” at public spaces to introduce new entrepreneurs to the ecosystem, measuring attendance and follow-ups.
Launch a “Resource Roadshow,” where city officials visit neighborhoods to share available resources and track attendance and registrations.
Partner with local hardware stores to offer discounts on home office setups and tracking program adoption.
Encourage local businesses to offer startup-specific discounts for lunch subscriptions, printing, etc
Provide grants to entrepreneurs to purchase internet-connected equipment, tracking grant outcomes and utilization. Hotspots at scale would be a gift, especially if they were revenue-generating for the person or the city: https://www.honeygain.com or https://pawns.app/
Create a task force to oversee and continuously improve foundational services for entrepreneurs, measuring implemented recommendations.
Publish an annual report on the state of entrepreneurial infrastructure, tracking progress and gaps.
Section 2: Generating Ideas and Companies
The goal of this section is to create vibrant ecosystems where ideas flourish and are transformed into viable businesses (and we don’t run out of ideas or just chase what another region is touting). Through ideathons, reverse pitches, and innovation competitions, Pittsburgh will foster collaboration between community members, corporations, and universities to generate hundreds of new business ideas and launch startups that address pressing challenges.
Hopeful Outcomes:
Broader public awareness of diverse entrepreneurial paths, supported by media analytics tracking impressions and engagements.
A 30% increase in cross-sector collaboration events, measured by unique partnership agreements documented annually.
A 25% rise in city-backed initiatives for minority-owned businesses, tracked by demographic reports from program applicants.
A consistent pipeline of new business ideas and startups emerging from city-hosted events.
Increased participation and collaboration among diverse groups, leading to a broader range of innovative solutions.
Enhanced visibility for Pittsburgh as an innovation leader, attracting investors and partnerships.
Tactical Steps:
Host quarterly ideathons with rotating themes such as healthcare, sustainability, and smart cities, tracking the number of participants and ideas generated - and, of course, city-specific services and challenges e.g., better 311 analysis, better snow maintenance coordination, etc.
Support the launch reverse pitch events with corporate partners presenting real-world challenges, measuring the number of solutions developed and corporate commitments to pilot projects.
Further partner with universities to amplify annual student entrepreneurship competitions, tracking participation and post-event business outcomes.
Create a city-sponsored grant program for top ideas emerging from ideathons, measuring grant utilization and business creation rates, not just more paperwork to fill out or 6+ long month evaluations to even pilot, for free.
Develop a digital platform for year-round submission and collaboration on innovative ideas, tracking platform engagement and project outcomes.
Organize workshops to prepare participants for ideathons and reverse pitches, measuring workshop attendance and participant feedback.
Engage underserved neighborhoods by hosting ideathons in local community centers and tracking geographic and demographic diversity in participation.
Partner with local and national media to broadcast ideathons and pitches, tracking viewership and public engagement.
Establish a mentorship program connecting ideathon winners with experienced entrepreneurs, tracking mentorship pairings and outcomes.
Secure sponsorships to fund ideathon logistics and prizes, measuring sponsor retention and satisfaction.
Create post-event accelerators for the most promising ideas, tracking acceptance rates and project progress.
Host ideathon/hack-a-thon follow-up events for participants to present progress, measuring continued engagement and project updates.
Collaborate with nonprofit organizations to develop social impact-focused innovation challenges, measuring solutions implemented by nonprofits.
Establish a citywide recognition program for innovation (maybe even a day), award certificates or grants to standout participants, and track publicity and engagement.
Create an ideathon AI agent to facilitate real-time collaboration and submissions, tracking downloads and user activity.
Develop a public dashboard to showcase ideathon-generated ideas and their progress, tracking views and updates.
Integrate corporate-sponsored challenges into Pittsburgh schools and colleges, measuring student participation and outputs.
Form an advisory panel of corporate and civic leaders to guide ideathon themes, tracking recommendations and event outcomes.
Publish an annual innovation report showcasing the impact of ideathons, pitches, and competitions on Pittsburgh’s economy.
Partner with state funders, grant givers, etc, to bring their resources (money and support to acquire money) to startup events
Section 3: City-Wide Demo Days
This section aims to provide a platform for Pittsburgh’s entrepreneurs to showcase their progress and connect with investors, customers, and collaborators. Demo days will celebrate innovation across all five entrepreneurial categories, foster community pride, and create tangible opportunities for scaling ventures.
Tactical Steps:
Host quarterly citywide demo days with themes aligning to the five entrepreneurial categories, tracking participation and audience engagement.
Partner with local TV stations and streaming platforms to broadcast demo days, measuring viewership and digital engagement.
Provide free coaching sessions for participants on how to present their ventures effectively, tracking attendance and satisfaction.
Include live voting for audience choice awards and tracking voter participation and feedback.
Create an online directory of demo day participants, tracking site traffic and connections made.
Secure sponsorships from local corporations, tracking sponsorship revenue and retention.
Collaborate with universities to feature student-led ventures, measuring student participation and post-event outcomes.
Develop marketing campaigns highlighting participant success stories, tracking reach and impact.
Host VIP networking sessions for investors and entrepreneurs after demo days, tracking attendance and partnerships formed.
Include nonprofit and social impact ventures in demo days, measuring audience engagement and donor interest.
Publish a post-event report detailing outcomes, partnerships, and future goals, tracking readership and feedback.
Feature main street businesses and family-owned enterprises, tracking increased foot traffic or sales after demo days.
Offer grants to participants who demonstrate measurable growth or impact after the event, tracking grant applications and utilization.
Develop a digital archive of demo day presentations, tracking access and reuse of materials.
Create a mobile app for attendees to interact with demo day participants, tracking downloads and user activity.
Partner with regional media to promote demo day highlights, tracking media coverage and public engagement.
Introduce thematic “Pitch Weeks” leading up to demo days, tracking participation and outcomes.
Host community watch parties in underserved neighborhoods, tracking attendance and feedback.
Integrate corporate innovation showcases into demo days, tracking corporate participation and partnerships formed.
Track post-demo day progress of participants through surveys and follow-ups, measuring long-term outcomes for businesses.
Section 4: Startup Digest and Public Portal
The goal of this section is to centralize communication and better coordinate visibility for Pittsburgh’s entrepreneurial ecosystem through a regularly published news resource (yes, we would want to compete to do this). By sharing success stories, resources, and opportunities, the city can foster greater community engagement and attract external attention to its thriving startup scene.
Tactical Steps:
Launch (or truly aggregate and deduplicate) an improved weekly newsletter resource with curated content for each entrepreneurial category, tracking subscriptions and readership.
Develop a visually appealing, mobile-friendly public portal featuring directories of resources, events, and funding opportunities, measuring web traffic and user engagement.
Create a rotating editorial board for the newsletter to ensure diverse perspectives, tracking editor involvement and feedback.
Highlight one success story from each entrepreneurial category in every newsletter, tracking readership metrics for these features.
Include a “Call to Action” in each newsletter to encourage participation in events or programs, tracking response rates.
Integrate the newsletter with social media platforms, tracking shares, likes, and comments to assess reach.
Develop interactive features on the portal, such as a chatbot to guide users to resources and track chatbot usage and satisfaction.
Partner with local media to distribute the newsletter to a wider audience, tracking the reach and engagement of syndicated content.
Host quarterly virtual town halls to discuss updates in the entrepreneurial ecosystem, track attendance, and post-event surveys.
Include a “Startup of the Month” spotlight in the newsletter, tracking the featured company’s growth metrics post-publication.
Offer translation services for the newsletter and portal content to reach non-English-speaking entrepreneurs, tracking usage of translated materials.
Publish an annual “State of Startups” report summarizing data and success stories, tracking downloads and citations.
Partner with universities to feature student startup achievements, tracking student engagement and follow-up outcomes.
Integrate “Help Wanted” section in the portal for entrepreneurs seeking team members or mentors, tracking listings and matches.
Provide mini-grants for entrepreneurs featured in the newsletter to scale their ventures, tracking the impact of these grants.
Host feedback sessions to improve the portal and newsletter, tracking feedback submission rates and action items implemented.
Add a funding tracker to the portal, showing real-time data on grants, loans, and investment opportunities available, tracking resource utilization.
Promote the portal and newsletter through city events, tracking sign-ups and engagement generated from these promotions.
Include a section for corporate innovation leaders to share opportunities for collaboration and tracking corporate participation rates.
Track metrics like startup creation, funding raised, and jobs generated to measure the downstream economic impact of increased awareness.
Section 5: Affordable Childcare for Entrepreneurs
This section aims to provide affordable, flexible childcare options tailored to entrepreneurs' needs, enabling more parents to participate in and thrive within Pittsburgh’s entrepreneurial ecosystem.
Tactical Steps:
Partner with existing childcare providers to offer discounted rates for entrepreneurs, tracking participation and cost savings.
Establish on-site childcare services at co-working hubs, tracking usage and parent satisfaction.
Launch a grant program for entrepreneurial parents to subsidize childcare expenses, tracking grant distribution and impact.
Work with local nonprofits to create flexible pop-up childcare services for entrepreneurial events, tracking attendance by parents.
Develop a partnership with universities to provide childcare during evening and weekend entrepreneurial programs, tracking increased enrollment by parents.
Host workshops on balancing parenting and entrepreneurship, tracking attendance, and feedback.
Create a digital platform to match entrepreneurs with childcare providers, tracking platform usage and matches made.
Provide vouchers for childcare services as part of city grant packages for startups, tracking voucher utilization.
Partner with local employers to expand access to their childcare programs for entrepreneurs, tracking enrollment.
Offer tax incentives to childcare providers who cater to entrepreneurial parents, tracking provider participation.
Host focus groups with entrepreneurial parents to identify additional childcare needs and track the implementation of recommendations.
Develop co-op childcare models where entrepreneurs share resources and spaces, tracking co-op formation and sustainability.
Offer micro-grants for entrepreneurs starting childcare-focused businesses, tracking business creation and growth.
Launch a recognition program for childcare providers supporting entrepreneurs, tracking increased visibility and partnerships.
Develop a long-term funding model to sustain affordable childcare initiatives, tracking fund allocation and utilization.
Include childcare as a key topic in city-run entrepreneurship surveys, tracking responses and action steps taken.
Partner with healthcare providers to offer wellness resources for entrepreneurial parents, tracking program uptake.
Publish an annual impact report on childcare initiatives for entrepreneurs, tracking metrics like business formation and parental satisfaction.
Engage corporate sponsors to fund childcare facilities and programs, tracking sponsorship contributions.
Host an annual “Family-Friendly Entrepreneurship” summit to highlight and expand childcare solutions, tracking attendance and outcomes.
Section 6: Healthcare Plans for Entrepreneurs
This section aims to provide affordable, flexible healthcare options tailored to entrepreneurs, enabling them to focus on building their businesses without the stress of insufficient coverage. This initiative will foster greater security, productivity, and growth for Pittsburgh’s entrepreneurial ecosystem.
Tactical Steps:
Partner with local insurers to create affordable group healthcare plans for entrepreneurs, tracking enrollment and satisfaction rates.
Launch a healthcare voucher program for low-income entrepreneurs, tracking utilization and health outcomes.
Establish a partnership with telehealth providers to offer discounted virtual care, tracking service usage and satisfaction.
Provide city grants to subsidize mental health services for entrepreneurs, tracking grant distribution and impact.
Collaborate with nonprofit organizations to offer free wellness workshops, tracking attendance and follow-up outcomes.
Host annual health fairs at co-working spaces with free check-ups and screenings, tracking participation and referrals.
Work with universities to provide free health services to student entrepreneurs, tracking usage and health metrics.
Develop a digital platform to connect entrepreneurs with healthcare options, tracking platform engagement and enrollment.
Offer tax incentives to healthcare providers catering to entrepreneurs, tracking provider participation and services offered.
Include mental health support in all healthcare plans, tracking access and reported outcomes.
Partner with gyms and wellness centers to provide discounted memberships to entrepreneurs, tracking uptake and usage.
Establish a “Healthy Entrepreneur” recognition program to incentivize proactive healthcare practices, tracking nominations and awards.
Work with local pharmacies to offer discounted prescriptions for entrepreneurs, tracking program participation.
Provide seed grants to startups developing healthcare solutions for entrepreneurs, tracking innovation and outcomes.
Host focus groups with entrepreneurs to identify healthcare gaps and track the implementation of suggested solutions.
Collaborate with national entrepreneur networks to share best practices and resources for healthcare solutions, tracking partnerships formed.
Create a city-funded emergency care program for entrepreneurs without insurance, tracking usage and outcomes.
Offer wellness stipends for entrepreneurs enrolled in city-supported healthcare plans, tracking utilization and health benefits.
Develop partnerships with corporate sponsors to expand healthcare initiatives, tracking sponsorship contributions and program reach.
Publish an annual report on the health and wellness of Pittsburgh’s entrepreneurs, tracking improvements and areas for growth.
Section 7: Driving Local Purchasing
This section aims to commit 5%+ of the city’s procurement budget to buy goods and services (including technology) from local entrepreneurs, streamlining the process to ensure accessibility. Pittsburgh can create a direct economic impact by aligning city spending with local innovation while fostering trust and collaboration between government and businesses.
Tactical Steps:
Create a simplified procurement guide for entrepreneurs, tracking downloads and feedback.
Host workshops on navigating city procurement processes and tracking attendance and contract outcomes.
Develop a mentorship program pairing experienced vendors with first-time applicants, tracking mentor-mentee matches and results.
Launch an online portal for posting procurement opportunities targeted at local entrepreneurs, tracking portal engagement and applications.
Include startups in procurement pilot programs to test new processes, tracking pilot outcomes and scalability.
Establish a dedicated helpdesk for procurement-related questions, tracking inquiries, and resolutions.
Offer expedited payment terms for startups, tracking participation and satisfaction.
Partner with banks to offer low-interest loans for entrepreneurs fulfilling city contracts, tracking loan uptake and repayment.
Implement a feedback loop for entrepreneurs to suggest procurement improvements and track suggestions and actions taken.
Publish a quarterly “Procurement Opportunities Bulletin,” tracking distribution and entrepreneur engagement.
Recognize outstanding vendors through an annual “City Innovator Award,” tracking nominations and publicity.
Host procurement networking events to connect entrepreneurs with city officials, tracking attendance and follow-up outcomes.
Create category-specific procurement tracks for different entrepreneurial types, tracking participation and contracts awarded.
Develop a digital procurement tracker for entrepreneurs to monitor application progress and track engagement.
Partner with local chambers of commerce to promote procurement opportunities, tracking referrals, and contract awards.
Include minority- and women-owned businesses in a priority vendor program, tracking inclusivity metrics.
Offer tax incentives to startups fulfilling procurement contracts, tracking utilization and economic impact.
Provide grants to offset initial costs for startups entering the procurement process, tracking grant outcomes.
Publish an annual procurement report highlighting local entrepreneur contributions, tracking readership, and media coverage.
Measure the ROI of city spending on local entrepreneurs by analyzing economic output, job creation, and tax revenue increases.
Section 8: The Pittsburgh Unfair Tour (adVenture Tourism or now AIventure Tourism, get it?)
This section aims to showcase Pittsburgh’s innovation ecosystem to investors, corporate leaders, and other stakeholders through curated tours of the city’s entrepreneurial assets. By highlighting universities, innovation districts, and breakthrough startups, the city can attract investment, talent, and partnerships.
Tactical Steps:
Develop a branded “Unfair Tour of Pittsburgh” itinerary that highlights key entrepreneurial venues, organizations, and leaders and tracks tour participation.
Partner with universities to showcase their innovation hubs, tracking collaboration outcomes.
Offer virtual tour options for remote stakeholders, tracking engagement and follow-up inquiries.
Host quarterly tours for accredited investors, tracking attendance and investments made.
Include emerging startups in tour presentations, tracking follow-up meetings and partnerships.
Collaborate with local hotels and restaurants to offer discounts to tour participants, tracking economic impact.
Develop a tour-specific app for real-time interaction and resource sharing, tracking downloads and feedback.
Partner with media outlets to document and promote tours, tracking media reach and public engagement.
Publish a tour highlights report after each event, tracking readership and stakeholder responses.
Include university students as ambassadors for tours, tracking student involvement and feedback.
Showcase underrepresented neighborhoods to promote equitable development, tracking participant reactions and follow-up investments.
Host post-tour networking events to deepen connections, tracking attendance and outcomes.
Provide grants to startups featured on tours for scaling efforts, tracking grant usage, and business growth.
Offer investor-focused sessions during tours to discuss Pittsburgh’s economic potential, tracking attendance and follow-up actions.
Create a feedback loop with participants to refine tour offerings, tracking feedback submissions and implementation.
Include Pittsburgh’s arts and culture scene in the tour to highlight the quality of life and track participant satisfaction.
Partner with airlines to offer discounted travel for tour participants, tracking bookings and travel impact.
Create a promotional video series featuring tour highlights, tracking video views, and engagement.
Host thematic tours focused on specific industries (e.g., HealthTech, GreenTech), tracking specialized attendance and outcomes.
Measure the economic impact of deals and partnerships initiated during tours through post-tour surveys and reports.
Section 9: Establishing the Startup Council
This section aims to establish a Startup Council that will act as a guiding body for Pittsburgh’s entrepreneurial ecosystem. This council will ensure diverse representation, provide feedback to city officials, and serve as a bridge between entrepreneurs, investors, corporations, and the government. By incorporating perspectives from all five entrepreneurial categories, the council will drive policies and initiatives that are equitable, impactful, and aligned with the city’s economic goals.
Tactical Steps:
Create a formal application and nomination process for council members, ensuring diverse representation and tracking applications received.
Host an inaugural Startup Council summit to kick off discussions and gather input from entrepreneurs, tracking attendance and feedback.
Develop a public charter outlining the council’s mission, structure, and responsibilities, measuring public engagement with the document.
Include representatives from all five entrepreneurial categories and rotate leadership roles, tracking demographic and professional diversity.
Provide council members with resources such as data reports and city staff support, as well as tracking resource utilization.
Host quarterly public forums where the council presents updates and gathers community input, tracking attendance and feedback.
Collaborate with universities to include student representatives on the council, tracking student engagement and impact.
Develop subcommittees within the council focused on specific topics like funding, infrastructure, and inclusion, tracking committee outputs.
Integrate the council into city budgeting discussions for entrepreneurial initiatives, tracking council contributions to budgetary decisions.
Publish annual reports on council activities and their impact, tracking readership and media coverage.
Create a mentorship program connecting council members with emerging entrepreneurs, tracking mentorship pairings and outcomes.
Partner with local nonprofits to ensure social impact ventures have a strong voice on the council, tracking participation and recommendations.
Establish a digital platform for the council to share updates, resources, and policy recommendations and track user engagement.
Organize an annual “State of Entrepreneurship” address led by the council, tracking attendance and subsequent actions taken.
Develop a recognition program for council members and their contributions, tracking nominations and public recognition.
Incorporate feedback mechanisms for entrepreneurs to share challenges with the council, tracking feedback submissions and responses.
Host workshops on policy advocacy and ecosystem building for council members, tracking participation and outcomes.
Include corporate innovation leaders on the council to foster partnerships track collaborations initiated.
Engage with regional and national entrepreneurship councils to exchange best practices, tracking partnerships and outcomes.
Measure the council’s impact on the ecosystem by tracking metrics such as new businesses launched, funding raised, and jobs created.
A City United for Innovation
We are at an inflection point: Pittsburgh stands at either the threshold of an entrepreneurial renaissance or a drift toward innovation stagnation. By implementing a plan, even if it constantly evolves, the city will not only support its existing innovators but also inspire a new generation of entrepreneurs. Every section of this plan—from redefining entrepreneurship to creating accessible childcare—builds on Pittsburgh’s unique strengths and addresses its most pressing challenges.
The initiatives outlined here are not standalone projects but interconnected strategies designed to make Pittsburgh the nation’s premier destination for entrepreneurs of every kind. Each action, every metric tracked, and every dollar spent will contribute to the city’s long-term economic growth, community vitality, and global reputation as a hub of innovation.
A mayor needs to deliver services to the city but also needs to be an ambassador and organizer for people who live with these unique challenges every day.
Please, please weigh in - copy and edit - tell us or at least someone what’s terrible about this. Just have an opinion and participate. We have waited far too long to have public discourse about what people need.
Be bold, leave comments, and share your feedback here, and we’ll be in touch.
Quick Note: It’s not news if you follow along with us that we don’t think the current Mayor of Pittsburgh has a plan for entrepreneurship, and when he has flirted with the startup community, he hired someone to take it from someone (us) to put on a Tech Week in Pittsburgh with this cartoon of a brand which was actually sponsored by Google (surely having absolutely no ties to their government affairs or lobbying groups…)