St. Louis Development Corporation (SLDC), is submitting this application on behalf of the City of St. Louis and, more particularly, the St. Louis Enterprise Community (EC), which includes many of the St. Louis region's most economically distressed areas. The Enterprise Community was established in late 1994 through a grant from the U.S. Department of Housing and Urban Development.
By focusing on the needs of St. Louis' most disadvantaged citizens, this proposal presents a unique approach to building and maintaining community networks. Recognizing that "community" must include all citizens, SLDC seeks to bring the benefits of technology and electronic information sharing to those least able to afford it. Mapping a Brighter Future will demonstrate how and why civic networks can be successful while being inclusive of all residents in the community.
The establishment in 1995 of an Internet-based Community Information Network (CIN) was one of the strategies developed by a collaboration of St. Louis community partners to address some of the pervasive problems in the EC. The CIN currently offers a wide range of information to EC residents and others on such things as government and social services, neighborhood information, job listings, employment counseling, homeless resources, and other useful data. EC residents are also being provided with public access sites that offer free Internet access, supported by volunteer tutors who provide assistance with access. The CIN Home Page averages 100-200 hits per week.
While the basic infrastructure and operation of the CIN is in place, more needs to be done to ensure the usefulness and sustainability of this community networking tool. Mapping a Brighter Future's objectives include:
As a result of these initiatives, the CIN administrators expect significant increases in the number of users on the CIN, the number of agencies and others posting information, and continued growth in the usefulness of the CIN to St. Louis's most disadvantaged citizens.
Because of the links to the St. Louis Enterprise Community and various existing community partnerships, this project can be sustained over a minimum period of five years. Ongoing support for the CIN is also expected from other granting agencies and from the development of a membership support organization several years from now. The dedication of staff and other resources from SLDC further ensures the viability and sustainability of this project.
The importance of community is nowhere as apparent as in our most disadvantaged neighborhoods. Here, where residents have limited access to resources, where seemingly insurmountable barriers block any attempt at improvement, where fear and skepticism have replaced security and dreams, the idea of community remains a ray of hope. Bringing people together, helping them interact, share and learn from each other may well be society's best answer to the tragedies that pervade our troubled cities.
In 1994, a wide range of community partners - social service agencies, neighborhood groups, businesses, labor unions, governmental agencies and others - sought and received a grant from the U.S. Department of Housing and Urban Development to establish an Enterprise Community (EC) to bring new life and hope to the most economically distressed parts of the community.
The St. Louis EC, with a population of 48,381, has a poverty rate is 44%. Two-thirds of those in poverty are under the age of 18. Unemployment is 16%. Sixty-nine percent of families are headed by a single female. These statistics underscore the need to build up the community to help residents overcome barriers and discover opportunities.
The EC grant is being used to fund 12 action plans, three of which deal with telecommunications. $187,000 in EC funds was dedicated to establishing a community network. $373,000 is being used to deploy public access computers. $47,000 was allocated to create an on-line Job Bank Network to disseminate information about employment opportunities. Each of these initiatives responds to the stated needs of EC residents for timely and accurate information about their community and the services available to them.
The first phase of CIN planning occurred in 1994. By May, 1995 SLDC had begun a CIN home page, with server space and Internet access donated by Washington University. A series of meetings, led by the Arthur Anderson consulting firm and funded by The Danforth Foundation, was held to solicit community input on the development of this community home page.
The second phase began in Summer, 1996, when a contract was signed by SLDC and MORENet, a division of the University of Missouri. EC funding allowed SLDC to purchase a Sun SPARC web server, an access server, a modem pool, and associated equipment. Under the contract, MORENet will manage the web server and provide Internet access to SLDC. This will enable SLDC to act as an Internet provider for non-profit organizations and individuals in the EC.
At present, more than 50 community organizations and more than 20 governmental agencies have contributed information to the CIN. Dozens of citizens have used a special e-mail feedback form to communicate with their elected representatives. The site currently receives between 100 and 200 hits per week and is growing rapidly.
As these plans have unfolded, three additional projects have contributed to the success of the CIN:
An important component in the early success of the CIN has been the interest and involvement of an advisory group, which has provided input and information to the CIN. Members of this group include leading social service agencies, representatives of the Mayor's Office and the Board of Aldermen, local businesses and neighborhood groups. This group will continue to play an active role in the continuing expansion, sustainability and enhancement of the CIN.
While the CIN is a work in progress, the demand for access, more useful and inviting interfaces, and additional content is growing rapidly. Today, the CIN offers a wide range of information on economic development, jobs, the EC, arts and entertainment, governmental services, neighborhoods, area resources, and educational services. A complete list of current and planned CIN information categories follows.
While the CIN has succeeded according to its phased implementation plan, additional support and enhancement is needed to achieve widespread use by residents of the Enterprise Community. Three current needs of the CIN - easier-to-use interfaces, widespread training and outreach, and improved content - will be addressed through this grant.
The objectives of Mapping a Brighter Future are:
To achieve these objectives, Mapping a Brighter Future proposes the following strategies:
Proposed project funds will be used to hire a program specialist and a Geographic Information Systems (GIS) consultant. The former will have responsibility for the development and coordination of outreach and training programs, content review and development, integration of new databases, development of partnerships and collaborations, and the establishment of a volunteer corps to assist in the ongoing operation of the CIN. The GIS consultant will work closely with the program specialist to add a GIS mapping component to all relevant databases.
Each of the proposed strategies is discussed more fully below. An implementation timeline, using November 1, 1996 as a start date, follows each strategy.
Interactive maps and charts offer tremendous potential for increasing the effectiveness of civic networks. The ability to envision information is a potent tool for empowerment. Computer generated maps help individuals understand specific locations - where something is and how to get there - and patterns of information - demographics, public safety, health and much more.
Developing geographic applets is a logical next step for community network developers, as they can bring a dramatic improvement to both the user interface and to actual content. Virtually all of the information available on community networks has a geographic component. Consider the following questions which might prompt a citizen to use the CIN:
Until recently, geographic applets have not been available for use over the net. This summer, however, the leading producers of mapping software, Mapinfo and Environmental Systems Research Institute (ESRI), unveiled new software development environments to dynamically create and query maps over the Internet. Together with web programming languages, such as Java and Activex, these geographic toolkits offer on-line users the ability to access information in ways that were scarcely imaginable a short time ago.
Although the technology now exists, it will require technical resources, especially the time of skilled programmers, to turn it into useful applications for community networks. Therefore, Mapping a Brighter Future proposes to use $35,000 of CPB funds to contract with programming experts to develop GIS applets that will be useful to community networks across the country. We anticipate that the programmers will develop applications in three areas:
Timeline
12/15/96 -- Select contractor for GIS applets developmentTwo examples of GIS applets that have been developed for use over the Internet are:
VISA: http://visa.infonow.net/powersearch.htmlAn added benefit of this proposed project is that all GIS software developed under this program will conform to Federal Geographic Data Committee metadata standards to ensure interoperability with spatial data from other cities and states. Thus the applications can be offered as freeware and made available to other communities across the country that wish to duplicate our success. By funding this initiative, CPB can bring the power of GIS to community networks across the country.
The second strategy is to develop an outreach program to publicize the existence of the CIN and to keep citizens updated on its content and enhancements as it evolves. The outreach program will include both a speaker's bureau and a public relations campaign.
The program specialist will work with partnering agencies and volunteers to develop the speaker's bureau, whose initial goals will be to make 100 presentations to area organizations, clubs, social groups, schools and others, and to persuade at least 30 organizations to participate in CIN training. If each group produces 50 users, the user pool will grow by at least 1,500.
A second component of this outreach effort will be a public relations program that will provide regular updates on CIN content and enhancements. The local public television station, KETC, the public broadcasting radio station, KWMU, network television affiliates and local newspapers will assist by running public service announcements, feature stories and shows focused on the CIN. The CIN program specialist will drive these efforts, assisted by SLDC and EC staff.
Timeline
12/15/96 -- Hire Program SpecialistContent is only worthwhile if the people on the system know how to access it. A major challenge to the long-term sustainability and success of the CIN is to train disadvantaged citizens, who remain wary and intimidated by the world wide web. Several agencies report that training programs on how to use computer technology are a critical need at this time.
The program specialist will assess current training efforts in the community and develop a collaboration of community agencies to consolidate and coordinate training efforts in the community. The immediate goal will be to train at least 250 individuals. Several training models are available. One is Grace Hill's, which has trained 252 "mentors." Each mentor spends time at the public access computer sites, providing on-site assistance to users. Another is the Master Internet training program offered by the University of Missouri Extension, which includes 30 hours of training and an equivalent amount of community service time training others. Whatever the model chosen, Mapping a Brighter Future will have a mechanism for extending and expanding its user pool and sustaining the civic network.
As a follow-up to the training component, a volunteer corps will also be used to staff a "Help Desk" for citizens to call during certain hours for over-the-phone assistance with particularly challenging problems. This Help Desk will ensure that CIN users are able to utilize the system effectively and will help to build interest and support for the CIN.
Timeline
12/15/96 -- Hire Program SpecialistThe fourth strategy is to improve and expand content on the CIN to make it more useful and appealing for potential users. This will be accomplished in three ways.
First, a short-term priority of the content expansion strategy will be the development of on-line discussion groups, that will allow users to interact directly over the CIN. For example, different neighborhoods in the EC will be able to discuss, on-line, such issues as anti-crime strategies or how to deal with city hall. The EC Advisory Board will be able to interact with citizens to discuss planned improvements. Elected officials will be able to hold on-line town meetings with more citizens more often.
Second, the program specialist will work with the EC Advisory Board and agency partners to identify and evaluate other databases in the community which might be incorporated into CIN. Emphasis will be placed on databases which complement existing CIN information and which can most easily be integrated with the GIS applets being developed.
Third, the program specialist will build new partnerships with not-for-profit agencies and private enterprises that can lead to the development of additional information sources and the provision of services over time. These partnerships will help ensure the long-term sustainability of the CIN by investing responsibility for CIN content with members of the community it serves.
Timeline
12/31/96 -- Review existing content for possible enhancementsCPB funds used to hire a program specialist can be viewed as seed money for the development of critical partnerships and technology that will live on beyond the timeframe of this grant period. The long-term success of any community network comes from the inclusion of as many parts of the community as possible in the planning and use of the system. This grant will make that happen for St. Louis.
As an important component of the EC program, Mapping a Brighter Future will be a priority for EC administrators and staff. SLDC Executive Director Maureen McAvey, SLDC Director of Research Charles Kindleberger, CIN Administrator Sonya Pelli and Research Analyst John Posey, as well as the EC Advisory Board itself, will devote significant time and energy to the success of this project. Their specific roles and responsibilities are described in the Project Staff section of this proposal.
In addition, the informal community advisory group currently providing direction and advice to the EC planners will be formalized into a Project Review Committee. The goals of this group will be to identify and eliminate barriers, develop partnerships and ensure that the CIN becomes a long-term success.
Washington University, which has been actively involved in the early development of the CIN and other community networks, will conduct a comprehensive evaluation of Mapping a Brighter Future. The evaluation process will include establishing a baseline of user needs, interests, knowledge of the CIN, and computer skills through surveys and interviews. Evaluation criteria will include quantitative measurements, such as the number of hits on the CIN, the number of training sessions held, the number of mentors trained, and the number of hours contributed by CIN partners. Qualitative measurements will include on-line and written surveys of users to determine improvements in their ability to use the CIN to access needed information. Anecdotal feedback on CIN content, ease of use and low-cost equipment being tested will also be gathered in the final evaluation.
Timeline
12/31/96 -- Finalize evaluation planResources developed under Mapping a Brighter Future will remain useful long after the funding source ends. The software developed by the GIS Consultant will continue to be available as freeware for community networks across the nation. The training materials developed by the program specialist will similarly remain available to all interested parties.
The role of the program specialist has been designed to cultivate partnerships which will be self-sustaining after CPB funding ends. Building a partner-based approach to training and outreach will empower the key institutional partners in CIN to collaborate on shared goals, such as educating staff and conducting public relations.
A third key to the sustainability of this project is that the CIN is an important component of the overall St. Louis EC effort. Thus, SLDC and city staff will continue to be dedicated to the management, supervision and administration of this effort, providing the support and continuity needed to sustain its initiatives over the next five years and beyond.
The sustainability of the Mapping a Brighter Future initiatives is closely linked with the overall sustainability of the CIN itself. Anticipated expenses and revenues for these initiatives are summarized below.
| Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Total | |
| Anticipated Expenses | ||||||
| Staff costs (salary and fringes) | ||||||
| - Program specialist | $35.0 | $35.0 | $35.0 | $35.0 | $35.0 | $175.0 |
| - SLDC/EC staff | 53.0 | 58.0 | 58.0 | 58.0 | 58.0 | 285.0 |
| - Interns (home page development) | 16.0 | 0 | 0 | 0 | 0 | 16.0 |
| Job Bank employment counseling | 22.0 | 0 | 0 | 0 | 0 | 22.0 |
| Consulting fees (GIS, other) | 40.0 | 15.0 | 0 | 0 | 0 | 55.0 |
| Phone lines | 4.5 | 15.0 | 15.0 | 15.0 | 15.0 | 64.5 |
| Web server administration | 5.0 | 10.0 | 10.0 | 10.0 | 10.0 | 45.0 |
| Internet access fee | 4.0 | 8.0 | 8.0 | 8.0 | 8.0 | 36.0 |
| Equipment | 35.0 | 10.0 | 0 | 0 | 0 | 45.0 |
| Materials, supplies and travel | 5.0 | 5.0 | 2.0 | 2.0 | 2.0 | 16.0 |
| Overhead | 5.0 | 5.0 | 5.0 | 5.0 | 5.0 | 25.0 |
| Total Expenses | $224.5 | $161.0 | $133.0 | $133.0 | $133.0 | $784.5 |
| Anticipated Sources of Revenue | ||||||
| CPB funds | $80.0 | $0 | $0 | $0 | $0 | $80.0 |
| EC CIN Funds | 187.0 | 0 | 0 | 0 | 0 | 187.0 |
| EC Job Bank Funds | 47.0 | 0 | 0 | 0 | 0 | 47.0 |
| State CIN funds | 0 | 18.0 | 0 | 0 | 0 | 18.0 |
| SLDC matching funds | 28.0 | 33.0 | 43.0 | 63.0 | 63.0 | 230.0 |
| Community Partner in-kind gifts | 20.0 | 0 | 0 | 0 | 0 | 20.0 |
| Institutional support | 30.0 | 10.0 | 10.0 | 20.0 | 20.0 | 90.0 |
| Membership revenue | 0 | 0 | 0 | 60.0 | 60.0 | 120.0 |
| Total Anticipated Revenues | $392.0 | $61.0 | $53.0 | $143.0 | $143.0 | $792.0 |
As this spreadsheet demonstrates, the long-term sustainability of the CIN and the Mapping a Brighter Future initiatives over the next five years is well assured. This sustainability is the result of several items:
The CPB funds will allow the CIN to pursue several important strategies which likely would not otherwise be funded under this scenario. These strategies are essential to creating content and formatting which will attract users to the CIN, thereby ensuring its long-term sustainability.
It should also be reiterated here that the GIS applications proposed under this plan will be offered to other community networks as freeware. Thus, the sustainability of Mapping a Brighter Future will be seen not only in the success of the St. Louis CIN, but in that of other CINs across the country.
A wide range of community partners will be involved in developing and sustaining the St. Louis CIN and the specific projects undertaken through Mapping a Brighter Future. These partners will serve as members of the Project Review Board, working together to ensure that long-term success of this project. They include:
St. Louis Mental Health Association (MHA) - This leading St. Louis not-for-profit organization has pledged its support to assist with the development of geographic applets for its database on mental health services. MHA will also assist with training and outreach and is expected to provide future financial support to the CIN.
The Urban League - Already actively involved with providing technical training to its block units, including the use of two mobile training centers, The Urban League will join in the training and outreach collaborative, providing trainers, transportation and other services.
Grace Hill Neighborhood Services - A key partner with SLDC in the design and implementation of various EC programs, Grace Hill is already working to establish and support 29 public access sites in the EC. Additional support will be provided for training and outreach. The existing Grace Hill database of social services may also be a beneficial addition to the CIN database. Grace Hill has been a pioneer in bringing technology to low-income individuals. The agency has invested more than $1 million towards this goal over the past two years.
Environmental Systems Research Institute (ESRI) - This leading national producer of mapping technology will work with the CIN staff in the design phase of the GIS project. ESRI has conditionally agreed to donate $12,000 in Map Objects and Arc/Info software to CIN and up to $8,000 in consulting services as this project unfolds.
The United Way of Greater St. Louis - Representing more than 120 St. Louis area agencies, the United Way provides databases and training services to its member organizations. We will explore the possibility of integrating United Way's existing computer training with others in the EC to maximize these efforts. The United Way also operates a dial-in information network for its members to access its extensive database, as well as gain Internet access.
KETC, Channel Nine - St. Louis' public broadcasting television station help identify possible new content and facilitate the establishment of discussion groups and other new CIN services. KETC will also play a key role in the outreach program, using public service announcements and other programming to inform viewers of CIN and its features.
KWMU - St. Louis' public radio station will also be enlisted to provide outreach and publicity support for the CIN.
Enterprise Community Advisory Board - This group of representatives from EC neighborhoods, businesses and service providers meets regularly to review progress against EC action plans and to assist with the delivery of services as needed. The Advisory Board will help ensure the programs and content developed under Mapping a Brighter Future meet the needs of EC residents and are fully disseminated to those the program is intended to serve.
The following staff members will devote a portion of their time to Mapping a Brighter Future. All are committed to investing whatever time and effort is needed to ensure to the success of this project. Each brings unique experiences and qualifications that are needed to implement the proposed project fully. Complete resumes of all current staff involved with this project are included in the Appendix.
Charles Kindleberger, director of research for SLDC and project director for Mapping a Brighter Future - Charles will oversee all aspects of the project design and implementation. He has 30 years of experience in urban planning. His national reputation in the field of technology planning is demonstrated by his 1988 term as president of the Urban and Regional Information Systems Association, his chairmanship of the American Planning Association Information Systems Committee, and numerous publications which he has authored.
Sonya Pelli, CIN specialist, has day-to-day responsibility for content development, administration of user accounts, and coordination of technical support for CIN. She has an MSW from Washington University, with a concentration in socio-economic development. Sonya has worked for SLDC for more than two years and is experienced in HTML and other aspects of web site maintenance.
Larry Goodman, Information Systems manager, has been with SLDC for seven years. As head of the Information Systems Department, he manages a staff of three technical personnel, who maintain a multi-platform Novell network with more than 200 nodes. Larry and his staff will be available on an as-needed basis to assist in the configuration of equipment, wiring and planning of the CIN system.
John Posey, research analyst, will provide ongoing technical support and day-to-day supervision of the GIS consultant in the development of geographic applets. John was a programmer in city government for two years before joining SLDC. Previous positions involved work in programming and network analysis. He has been involved in all three EC telecommunications initiatives and has also participated in much of the city's other telecommunications planning projects.
The Program Specialist to be hired for this project will have responsibility for the development and coordination of outreach and training programs, content review and development, integration of new databases, development of partnerships and collaborations, and the establishment of a volunteer corps to assist in the ongoing operation of the CIN. He or she is expected to have significant experience in the design and implementation of community partnerships, especially involving training and outreach partnerships. Experience with establishing and managing a corps of volunteers will also be helpful. He or she will report to the CIN administrator.
The GIS Specialist, a consultant position, will be an experienced programmer with intricate knowledge of Java programming language, GIS tools, such as Map Objects, relational databases, and digital imaging and mapping integration.
| Item | CPB Funds | Matching Funds | Total |
| Program specialist | $30,000 | $40,000 | $70,000 |
| GIS consulting | 35,000 | 20,000 | 35,000 |
| Training/Outreach materials/supplies | 10,000 | 0 | 10,000 |
| Evaluation services | 5,000 | 5,000 | 10,000 |
| TOTAL | $80,000 | $65,000 | $145,000 |
Budget Narrative
Program Specialist - Total includes salary and benefits for two years. Difference between total and CPB amount will be matched with EC funds already received. Reports to CIN Administrator, responsible for development and coordination of training and outreach programs. Also responsible for content review, development, integration and enhancement.
GIS Consulting - Consulting fees over 24 months to develop shareware GIS applets, using JAVA or similar software. ESRI has conditionally agreed to contribute at least $20,000 in software and services to interface GIS technology to the network.
Training/Outreach Materials/Supplies - CPB funds allocated for training materials and related supplies needed to develop and implement training and outreach programs over a two-year period. Most training to be done by existing agency trainers, coordinated by Program Specialist. Total includes allowance for development of training program, training manuals, trainee handouts, local mileage, publicity materials and miscellaneous office supplies.
Evaluation - CPB funds used to cover approximately 50% of costs of evaluation done by Washington University. Remainder to be provided as in-kind contribution by Washington University or paid by institutional or EC funds.
Mapping a Brighter Future presents a unique opportunity for the Corporation for Public Broadcasting to facilitate the development and expansion of a successful community information network that:
As a result of this program, a user needing to get to the health clinic will be able to access bus or light rail routing maps that show the most direct route, pick-up locations, schedule and cost. A mother in need of child care for her children will be able to identify the nearest child care centers that meet her own parameters. A family member planning a reunion can access a Parks Department map that identifies the nearest picnic shelters, displays dates when they are available and, eventually, may allow him to make a reservation on-line.
These are all real-life situations that underscore what "community" is all about. They are situations that are not possible today, but which can become commonplace under Mapping a Brighter Future.
Of course, not all of the benefits of this project will accrue just to St. Louis residents. Because the geographic mapping software will be made available to all other CINs as freeware, the impact of this project will be seen up and down the information highway.
With CPB's help, the St. Louis CIN can bring the benefits of technology and electronic information sharing to a wider audience, both in St. Louis and across the country. We can help citizens develop self-sufficiency and improve their lives. We can build partnerships that strengthen and sustain these networks. We will demonstrate how to make content on civic networks more useful and inviting, thereby attracting more users. We will allow user groups to share information directly, furthering the "community" concept.
Mapping a Brighter Future will bring people together, help them interact, share and learn from one another. In so doing, it will begin to achieve the goals which are the foundation of civic networks everywhere.
RESUMES
MAPS