SUSTAINABILITY
PRACTICES
IN DESIGN DMGT 740 FALL 2013 PROFESSOR SCOTT BOYLSTON
DIANE SEAVER
LAURA CAMPOS
ZACH NILSSON
SUSTAINABLE PRACTICES IN DESIGN
OPPORTUNITY LANDSCAPE
Contents
The course syllabus lists the following outcomes for competencies and measurable skills that we would develop as a result of completing this course:
System Research: Twelve Terms
Students will demonstrate ability to fuse objectives that were once considered to be contradictory in nature.
Research Conclusion: A Sustainable Hub
Students will demonstrate an aptitude to work collaboratively as a driver of change.
Final Deliverable: Accelerate Hub
Students will demonstrate ability to assimilate technical data into a compelling design proposition that make business sense. Students will evaluate the resistance to change for its root causes and address the uncertainty possessed by many well-intentioned businesses.
This project and deliverables were completed by three people with a range of sustainable knowledge. One student was new to sustainability, one student had lived but never learned about sustainability, one student was a sustainable design major.
Students will evaluate complex issues and contradictory objectives from many points of view in order to formulate new patterns of perception.
Interviews were conducted with Accelerate board members, possible partners for the project, and inspirational examples. A presentation was made to the Accelerate board at midterms, and a meeting was held for final deliverable handoff.
Students will explain an underlying rationale for every concept that addresses the obstacles to progress. Students will explain the principles, urgent need, and potential for success of wrapping sustainable principles into every facet of business.
Early in the quarter, we learned about systems theory, and how for this class we would have to work in a constant state of flux with high levels of uncertainty. To us, the past 10 weeks were a tidal wave of ups and downs – going from overwhelmed to comfortable, from timid to confident, from sustainable followers to sustainable leaders.
This book includes the research findings from looking at the sustainable system, highlights from the midterm presentation, final deliverables with some explanation, and a quick last day brainstorm of next steps, projects and options for anyone that picks up the project.
Evidence of a new economic paradigm for the 21st century has been growing for over half a century. Yet a dominant, myopic focus on maximizing profits at all cost has resulted in environment degradation and economic inequality on a global scale. From unprecedented biodiversity loss to climate change, from increasing resource scarcity to the hum population explosion, it’s becoming increasingly clear that there’s a pressing need to redefine our assumptions and how we live and work. Advocates for a dramatically re-imaging economy are many and varied. Even as economists define and refine metrics for true-cost accounting, and place an emphasis on genuine progress indicators, social entrepreneurs have dismissed the single-bottom line focus of earlier generations for a triple-bottom line emphasis, and impact investors are rewarding the most savvy and audacious of these young innovators with capital to expand their enterprises. New business models like benefit corporations have merged, even as older methods such as cooperatives localized craft and small-scale Production are mingling with an expanding culture of DIY makers. Corporate social responsibility efforts are taking deeper root in in multinational companies, even as small businesses are seeking ways to adjust to the changing landscape by becoming lat adopters of green practices and saving money in the process. Finally a vibrants placemaking movement has taken hold across the world, even as a strong green jobs sector continues to expand.
Accelerate Savannah is a newly launched initiative to create a sustainable economy right here in Savannah. The original group was invited to begin a process inspired by the Evergreen Cooperatives, or what has also been called the Cleveland Model. Accelerate hopes to do this through a unique combination of making green jobs and making jobs green.
TOPICS
TOPICS
B-Corps
Co-ops
For-profit businesses that have made Association of persons who voluntarily a commitment to consider society cooperate for their mutual, social, and the environment in their decision economic, and cultural benefit. making process. Purpose - Accountability - Transparency
Cooperatives are typically based on the cooperative values of “self-help, selfresponsibility, democracy and equality, equity and solidarity” and the seven cooperative principles: Voluntary and open membership, Democratic member control, Economic participation by members, Autonomy and independence, Education, training and information, Cooperation among cooperatives, Concern for community
Corporate Social Responsibility The continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.
Impact Investment
Localized Crafts
A way to make investments into a Hand-made items produced and sold company, an organization or funds, within a centralized community. that will generate a measurable social and environmental impact while also Challenges: Intermediation giving the investor a financial return. Excessive Lack of Branding and Awareness
Small Scale production An opposition to mass production that requires few people to run, are labor intensive, and have a lower volume of sales.
Low number of Direct Marketing outlets Knowledge Retention and Transfer Risk to compromise Product Quality
Core Principles: Voluntary, Managing Externalities, Multiple Stakeholder Orientation, Social and Economic Alignment, Practice and Values, Beyond Philanthropy.
DIY / Maker
Green Jobs
GPI
Social Entrepreneur
True Cost Accounting
Urban Placemaking
The maker culture is a contemporary culture or subculture representing a technology-based extension of DIY culture. There is a strong focus on using and learning practical skills and applying them creatively.
A green job is any decent job that contributes to preserving or restoring the quality of the environment. An important element in this definition of green jobs is the fact that the jobs have to be not only green but also decent, i.e. jobs that are productive, provide adequate incomes and social protection, respect the rights of workers and give workers a say in decisions which will affect their lives.
GPI or Genuine Progress Indicator is a measurement of economic growth of a country that subtracts figures that represent the cost of the negative effects related to economic activity.
Identifies and solves social problems on a large scale - seizing opportunities others miss in order to improve systems, invent and disseminate new approaches and advance sustainable solutions that create social value.
A full cost accounting system is designed to measure the complete, true costs of goods and services. While standard cash flow accounting practices focus on direct, current costs and expenditures, full cost accounting systems incorporate a wider range of costs.
Ethnographic approach to urban planning that promotes good health, happiness, and well-being within a community.
Typical interests - electronics, robotics, 3-D printing, use of CNC tools, metalworking, woodworking, and traditional arts and crafts.
(social) unemployment - commuting - crime family breakdown (environmental) pollution - nonrenewable resource use - climate change - ozone depletion (economic) income inequality
cut across multiple disciplines and entrenched boundaries; primarily seek to generate “social value”.
Characteristics of a Full Cost Accounting System: Non-Direct Costs, Environmental and Social Costs, Transaction Costs, Opportunity Cost
Look - Ask - Listen - Discover
B Corp B-CORPS
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
“B Corps might turn out to be like civil rights for blacks or voting rights for women - eccentric, unpopular ideas that took hold and changed the world.” Esquire Magazine
When Patagonia became California’s first benefit corporation or B-Corp it marked the pinnacle for a new corporate form that commits companies to include environmental and social factors in their business decisions. Patagonia now has $600m in annual revenues from sales of its outdoor sports apparel, making it the largest company so far to sign as a benefit corporation.
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
True Cost Accounting
Urban Placemaking
The United Nations has declared 2012 to be the International Year of Cooperatives (IYC).
B Corp
Co-ops CO-OPS
CSR
DIY / Maker
Green Jobs
GPI
In 1973, Ace was sold to its retailers, becoming a cooperative -independent owners became dealer-owners and shareholders in the company. Because it is a co-op and not a franchise, each Ace Hardware store looks different. Ace has placed a focus on Ace stores exhibiting some similar characteristics, such as signaled and core product lines.
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
True Cost Accounting
Urban Placemaking
B Corp
Co-ops
CSR CSR
DIY / Maker
Green Jobs
GPI
Social Entrepreneur
True Cost Accounting
Urban Placemaking
At TOMS, we believe we can improve people’s lives through business - we understand the imperative for our company to operate responsibly. Our efforts are focused on making sure that we operate in a manner that’s consistent with our brand values. Corporate Responsibility at TOMS provides focus on the environmental and social impacts of our products and operations, responsible giving and employee life. “When you buy a pair of TOMS Shoes, you’re also helping improve the health, education and well-being of a child.”
Impact Investment
Localized Crafts
Small Scale Production
Kickstarter is a new way to fund creative projects.
B Corp
Co-ops
DIY / MAKER
CSR
Green Jobs
GPI
We’re a home for everything from films, games, and music to art, design, and technology. Kickstarter
Maker Faire is the Greatest Show (and Tell) on Earth—a family-friendly festival of invention, creativity and resourcefulness, and a celebration of the Maker movement. A record 165,000 people attended the two flagship Maker Faires in the Bay Area and New York in 2012, with 44% of attendees first timers at the Bay Area event, and 61% in New York.
is full of projects, big and small, that are brought to life through the direct support of people like you. Since our launch in 2009, 4.9 million people have pledged $817 million, funding 49,000 creative projects. Thousands of creative projects are raising funds on Kickstarter right now.
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
True Cost Accounting
Urban Placemaking
B Corp
Co-ops
CSR
DIY / Maker
GREEN JOBS
GPI
Anthony Kapel “Van” Jones is an American environmental advocate, civil rights activist, and attorney. He founded the Ella Baker Center for Human Rights, working for alternatives to violence; co-founded Color of Change, an advocacy group for African Americans; founded Green for All dedicated to “building an inclusive green economy strong enough to lift people out of poverty;” he founded Rebuild the Dream, working towards a fairer economy. Jones would served as Special Advisor for Green Jobs, Enterprise and Innovation at the White House Council on Environmental Quality.
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
True Cost Accounting
Urban Placemaking
”If policymakers measure what really matters
B Corp
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
True Cost Accounting
Urban Placemaking
to people—health care, safety, a clean environment, and other indicators of wellbeing—economic policy would naturally
In 2010 Maryland became the first state in the US to adopt the GPI model for measuring state economic growth. By using the GPI model MD state policymakers were able to identify three statewide priority policies: Smart Growth, Clean Energy and Green Jobs.
shift towards sustainability.” Redefining Progress (think tank) Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
B Corp
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
The Global Impact Investing Network is dedicated to increasing the scale and effectiveness of impact investing. The GIIN addresses systemic barriers to effective impact investing by building critical infrastructure and developing activities, education, and research that attract more investment capital to poverty alleviation and environmental solutions.
The Rockefeller Foundation launched the 100 Resilient Cities Centennial Challenge to enable 100 cities to better address the increasing shocks and stresses of the 21st century. One hundred cities from across the globe will be selected to receive technical support and resources for developing and implementing plans for urban resilience over the next three years.
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
True Cost Accounting
Urban Placemaking
B Corp
“Thus, the handicraft market is ideally suited to respond to the increasing demands from international markets, while, at the same time, promoting cultural heritage and creativity of local artisans, and, in the process helping local communities in their socio-economic development.�
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
Social Entrepreneur
True Cost Accounting
Urban Placemaking
Maria Isabel Garrido is a lawyer who started creating accessories for herself. When wearing her self-made earrings people would ask her where she bought them. She saw the opportunity to capitalize on that interest and started creating earrings for her friends. After a few years, she is no longer working as a lawyer, having her own brand and selling her accessories in bazaars and in stores of all over Venezuela.
Impact Investment
Localized Crafts
Small Scale Production
B Corp
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
“Small businesses are vital to the success of the economy. Not only as they provide the success Moving Brands: An independent, global creative company that assists businesses design and transform iconic brands that thrive in a moving world. MB connects brands to people, and people to brands in a fast moving world.
stories of the future, but also because they meet local needs.� The Times 100
Impact Investment
Localized Crafts
Social Small Scale Production Entrepreneur
True Cost Accounting
Urban Placemaking
B Corp
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
“Social entrepreneurs are not content just to give Muhammad Yunus, founder and manager of Grameen Bank, in 2006 received the Nobel Peace Prize “for their efforts through microcredit to create economic and social development from below.”
a fish or teach how to fish. They will not rest until they have revolutionized the fishing industry.” Bill Drayton, CEO, chair and founder of Ashoka.
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
True Cost Accounting
Urban Placemaking
B Corp
“Economic policy turns out to be the most important environmental policy.” Randy Hayes
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
True Cost Accounting
Urban Placemaking
Trucost provides data and insight to help its clients understand the economic consequences of natural capital dependency. Key to our approach is that we not only quantify natural capital dependency, we also put a price on it, helping our clients understand environmental risk in business terms. It isn’t “all about carbon”; it’s about water; land use; waste and pollutants. It’s about which raw materials are used and where they are sourced, from energy and water to metals, minerals and agricultural products. And it’s about how those materials are extracted, processed and distributed.
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
B Corp
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
Project for Public Spaces is a nonprofit, founded in 1975, planning, design and educational organization dedicated to helping people create and sustain public spaces that build stronger communities. Their Placemaking approach helps citizens transform their public spaces into vital places that highlight local assets, spur rejuvenation and serve common needs.
PPS has completed projects in over 2500 communities in 40 countries and all 50 US states. Partnering with public and private organizations, federal, state and municipal agencies, business improvement districts, neighborhood associations and other civic groups, to improve communities by fostering successful public spaces.
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
True Cost Accounting
Urban Placemaking
TRIPLE-BOTTOM LINE In order to have some way to compare the different topics as well as have someway to connect to the larger system of sustainability, each term was given a number 1-10 based on how strong or how focused each term was on people, planet profit. This was an initial attempt to reflect the team’s understanding of each, and also remove any personal feels for the value of each when considered in the system. After further research and additional context, this table could stand to be revised. It also needs a baseline to compare from, and better definition of what is being evaluated.
B-Corps Co-ops CSR DIY / Maker Green Jobs GPI
People
Planet
Profit
8
6
7
10
5
8
7
7
9
9
4
2
8
8
6
9
7
2
7
2
8
Localized Crafts
8
3-8
3
Small Scale Production
5
4
7
Social Entrepreneur
9
6
4.5
Impact Investment
True Cost Accounting Urban Place Making
5.5
8
2/8
8
6
2
SYSTEM VALUE
HIGH REQUIRED RESOURCES
PlaceMaking Soc. Ent
Soc. Ent.
True Cost Acc. CSR
Small Scale Production
Impact Inv.
GLOBALLY SCALED
B-Corps
DIY/ Makers
Soc. Ent. Localized Craft
CSR
Green Jobs
DIY/ Makers
Soc. Ent.
LOW REQUIRED RESOURCES
KNOWLEDGE REQUIRED
DIFFICULT TO IMPLEMENT
GPI
Urban PlaceMaking
Impact Inv.
Green Jobs Green Jobs
Co-Ops
LOCALLY SCALED
Another method used to connect and reflect on the topics to the larger system of sustainability, two 2x2 were used to demonstrate relationship among the terms.
GPI
True Cost Acc.
B-Corps Impact Inv.
Co-Ops
LOCAL DIRECT IMPACT
Small Scale Pro.
GLOBAL IMPLICATIONS Soc. Ent.
DIY/ Makers
CSR Green Jobs
Localized Craft
EASILY IMPLEMENTED
SCALABILITY
For each 2x2 a third axis was added based on knowledge required and scalability. These were added based on our research to define the system value of the terms. Additional visual formats were considered such as bi-polars and a strategy canvas, with the emphasis being on strength of different values to the system. The axis naming, bubble sizing, and topic placement was based on teams understanding and perspective which is variable per class and project.
ADDITIONAL RESEARCH
FIELD ACTIVITIES
Accelerate Savannah had been inspired by three examples of other activities which focused on community development, sustainability or the power of unified efforts. The team worked in tandem to research the sustainable system, interview Accelerate members and learn more about existing efforts in Savannah that were pertinent as potential partners that might work with Accelerate. This included a visit to DiRTT, a class visit by Maven Makers and interviewing Volta Collaborative.
Interview Questions for Accelerate members Tell us a little bit about yourself, including if you could what you do now, and maybe a few past activities that were really important to you. Our class is looking at sustainable businesses business practices so it would be helpful for us to understand how you think about sustainability or if you have a definition that you can share? (What is your definition of sustainability?) In our class we’re trying to connect sustainability and AS through our final deliverables, so you could you describe how you see these two ideas connecting? We’re still trying to fully understand AS and what it’s about, so what is your vision of what AS does? Is this (previous answer) what brought you to AS and why you want to be part of it? What is your role in Accelerate Savannah? With all of this in mind for who AS is, what you see the vision as, where do think AS needs to start? Or what is the first step for you? Although that’s a starting point, where do you seeing AS in the future, or where this is all going? What are you personal aspiration for AS? (Be mindful of mentions about opportunities) Based on what you would like to do, what seem like the obvious barriers, or maybe previous challenges that you foresee affecting what AS wants to do? Do you see obvious pros and cons for AS moving forward? Being part of AS, what you see as the biggest assets you bring to the table, and does this connect with other activities you do? Tell us about the overlap and networks you are apart of even if they are not directly connect to AS. What is your main source of inspiration to keep moving forward even when things seem impossible?
INITIAL SYSTEMS MAP
REVISED SYSTEMS MAP
B-Corps
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
Impact Investment
Localized Crafts
Small Scale Production
Social Entrepreneur
True Cost Accounting
Urban Placemaking
INSIGHTS
Insight cluster: Knowledge Transfer Sustainable growth is only possible if a leader’s vision and experience is passed to the next leader.
How do we get the next generation?
All have played the game but need to pass-it-on These are who will build our future Can’t self-sustain if no next generation ownership
Use true cost accounting to promote small scale; actually help find sustainable alternatives
Insight cluster: Outreach and Support Not everyone is a leader, and many struggle with how to move translate a vision into action. Is it to incubate or to nurture? Localized craft and DIY struggle with reaching outing so they need to be reached too Its scary for small scale to grow Can’t wait for people to come to you Fairly new concept but hubs are popping up everywhere
Insight cluster: Lifecycle Empowerment Anyone that was able to make that leap from vision to action would continue to be successful and talk ownership of their future. Empowerment: success breeds success Education to empower Communities support themselves No sustainable economy without empowerment Growth from small to strong
Replicates further growth
Insight cluster: Causation and Consequences Even with good intentions there is always two-sides to a situation, sustainable intentions included. Is it to incubate or to nurture? Localized craft and DIY struggle with reaching outing so they need to be reached too Its scary for small scale to grow Can’t wait for people to come to you Fairly new concept but hubs are popping up everywhere
What can be done about time and money?
What is the next step from small scale production and what do these guys need in order for them to support their own growth B-Corp franchises Focus on pros or the successes rather than the cons or negatives Who to work with - evaluation guideline Change perspective of localized craft Proactive rather than reactive: Increase pricing incrementally and educate as to why price is going up to reflect true cost Co-op of makers Create green jobs as focus Could be an umbrella initiative for other topics CSR could have a greater impact if combined w/ placemaking Series of tools to increase greening businesses Power of combined resources Fixers over makers Brand local craft for increased desirability Interactive planet, people, profit table similar to a job assessment to figure out what you’re doing
CSR could incorporate small scale production also for green jobs Maven Makers: How can impact investor make back money? Use true cost accounting to develop CSR Bring up small scale production using DiRTT principles How can social entrepreneur motivation be dispersed to other topics? Coming out of SCAD they are localized craft but need a way to move to small scale business Share stories like Alber growing up in the So. Pine neighborhood and how it’s changed Accelerate Sav could use their connectons to be impact investors Opportunity to connect impact investors with placemaking as this requires a vision of success Opportunity for co-ops to drive placemaking Support ways out of current situation using true cost account along the way In Savannah there are only entities, no communities Who are the people catalyst, how do they stay involved longer, and how can they be leverage to corss-pollinate examples
OPPORTUNITIES & IDEAS
HUB
Looking at all of the information gathered from research, it became apparent that finding a space where all of these conversations, and examples, and insights and opportunities tied together was important to the mechanics of developing a green economy. The identified intersecting space was a “HUB” but there needed to be defined specific elements of a “HUB” in the context of a sustainable economy. The way in which a hub is defined for this context is not as a single entity but as a collection of “Players” (people, places, and things) that share a common connection. Hubs are absolutely necessary in a sustainable economy. As one hub can connect to another hub, this begins to create a system that can be replicated again and again acting as a sustainable network at a national or global level. A hub creates both physical and intellectual connections, both of which supporting the connections of the other. In a sustainable economy a hub can be a catalyst for further growth as well as create value for its multiple stakeholders.
People B-corp mindset
Multiplier While a hub is an entity unto itself, it also acts as an umbrella to the players within it. This umbrella entity embodies the characteristics of both a social entrepreneur and an impact investor. You can even view a hub as a co-op emphasizing its equitable communities and it’s ability to create a sense of place within the community around it, and just as we clustered localized craft, small scale production and DIY/makers into our system, a hub can do this as well. This can be done either through its actual players or through resource access from outside of the hub.
Educational element
hub
Workforce development Community health
hub
Physical & Intellectual connection
Equitable communities through sense of place
Things
A sustainable hub would ultimately share the same values as benefit corporations using educational elements for workforce development and community nourishment. A hub could also be viewed as a co-op by the way it would emphasize equitable communities and create a sense of place within the community that surrounds it. But, just as we found in our systems model, one of the greatest assets of a sustainable hub would be its inevitable outcome of creating and supporting green jobs.
Places DIY
Catalyst Stakeholder Value
Localized Craft
Social Entrepreneur & Impact Investor
Small Scale Production
Accelerate Hub Accelerate Savannah could be developed as the next generation hub that brings people, places, and things together. It could seem like any Hub that Accelerate creates is in conflict with existing efforts, but Accelerate would partner with current activities to be that next hub connection in a sustainable system. It would take untapped potential and underutilized resources and inject these into the system as an umbrella entity that brought it all together.
With Accelerate at the helm, these entities would have the conversation amongst themselves to reduce redundant efforts and learning curves. The terms of occupancy could require that additional time be spend with Volta to learn the business mindset necessary for further growth. Part of the move-in terms could include that each tenant would need to conduct a footprint assessment to bring FCA and GPI into the conversation.
STRENGTHS
THREATS
There are a lot of positive impacts to hub to quote Howard, “it puts the right people on the bus,” very much celebrating and amplify existing strengths of the people in this room and what Sav in general is doing for asset based community development. This idea of a hub takes from the best of the co-op models and inspirations that Accelerate has pulled from. Focusing Accelerate efforts on stabilizing a hub already happening or creating one of their own helps the guy that helps everyone else. Every example of a hub that we’ve reference throughout this presentation becomes such a powerful force in creating healthier neighborhoods and raising the skills and abilities of those who are part of the community. Plus at the end of the day, a hub requires less individual needs and shares resources in an eco-friendly system.
There are always two sides and potential unintended consequences of pursuing this direction. Drawbacks of doing a physical space are it does tie activities to a specific location and could result is less ability to flex with the needs of the city. As with other hub examples, the danger would be to fall in a come-to-me mindset that defeats the purpose of a hub. It would also be key in starting a hub or in deciding which hub to support that efforts were not being duplicated or already being started and supported elsewhere. For the most part those existing efforts are smaller start-ups and that could mean that big businesses and corporation inevitable disengage or never engage at all. A physical hub risks developing a bubble that becomes disconnected from the community Accelerate wants to be a part of.
Shared experiences
Eco-based & Sustainable-centric
OPPORTUNITY COST If Accelerate doesn’t look at ways to be a part of developing a hub, there are opportunities cost of inaction. These emerging bubbles like So. Pine could pop and lose momentum to become another story of almost and next times. Plus Sav has these great efforts that would still exist in isolation, never benefiting from the experience that this group of people has to offer. Not to mention, continued overlap of me-too activities. Perhaps the worst of all opportunity costs would be further in-action.
Accelerate can make a difference now and break the trend of efforts being for not. Accelerate could be a crucial element of success for any hub, and by contributing to that success be an example for others, LOCALLY and GLOBALLY.
Partnership over competition
Expand and leverage existing efforts
Untapped potential and underutilized resources
Ponyride
“Savannah has great things happening” There are two current bubbles of activity that could further be enhanced to fit into this hub model. Another example of a hub in Detroit stands as a model for a “sustainable-minded hub” more so than the inspirational examples. Each was considered for what they are doing: What is working to have it be a hub What is missing based on the sustainable hub framework
Provide cheap space for socially-conscious artists and entrepreneurs. Required donation of time or skills to Ponyride and surrounding community.
Issue of sustainable growth and ultimate scalability for other applications
“Preserving the irreplaceable treasures of Savannah, Georgia’s historic districts.”
“Leading by example with the purchase and restoration of the Star Laundry building.”
Precarious balance between the now and the future. Empowerment through increased business acumen.
“Extreme preservation measures for the last remaining plantation home in Savannah.”
Southern Pine
Seeing beyond the next generation without forgetting the people in the now. Changing information and showing, to knowledge and doing.
Misalignment of needs for next generation talent. Early advocates for emerging efforts. Savannah’s first co-working space.
Savannah’s Fashion Night Thinc Host: AIRPORT SHUFFLE.
Lunch and Thinc: Abshire Public Relations lead a panel discussion on Entrepreneur PR.
Thinc
Self-affirming perspective without external pressure. A CSR initiative without the Corporate.
This was a model developed as a compliment to the triple-bottom line matrix that looked at existing activities in a way that related to the original twelve topics. The idea was that Accelerate could use something like this to consider and evaluate how they wanted to work with,, or how these players fit into the system
“But we are most interested in exploring the extraordinary opportunities these problems represent.”
Charleston Digital Corridor
Evergreen Coop
Createhere
Co-op of Cleveland business developed on creating green job as an effort of poverty reduction in the community
Led the development of world-class tools to fuel creativity and innovation in Chattanooga, Tennessee
A creative initiative to attract, nurture and promote Charleston’s knowledge economy around tech.
Volta
Creative Coast
SEDA
Running “Jetpack Jumpstart” workshops to help Savannah Entrepreneurs develop and define basic Business Plan elements
Exist to nurture members of the community engaged in creative or innovative endeavors and to cultivate an environment to thrive
Accelerate Savannah
The Necessary Revolution, Peter Senge Identify and support ways to use workforce development towards poverty reduction in Savannah B-Corps
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
Impact Investment
Localized Crafts
Small Scale production
Provides professional site services and eases access to state and local resources
Social Entrepreneur
True Cost Accounting
Urban Place Making
Assists local entrepreneurs accelerate the development of their ideas and products.
B-Corps
Co-ops
Oxform
Victory Hive
Car Share
Groovebox
Design and build studio that facilitates a collaborate work environment for the intermingling of needs.
Developing best-practice community gardening for sustainable growth and food nutrition
A service that enables people to share their own cars with others.
Design driven company offering a full product line as well as custom design/artisan craft services for large scale public and private residential projects.
Maven makers
SLAAM
Working to establish a collaborative work space with the goal of creating a community of knowledge, design, and creativity.
Thrive Cafe
Chocolate Lab
WellFED
bluknowledge
First and only Green Certified Restaurant in Savannah currently pulling from 15-20 different local and organic
Crafting small-batch bars by hand from local, organic, and fair-trade ingredients.
Comprehens ive food, dining, and healthy living magazine with content spans everything from the garden to the plate,
Social-justice design firm resolved to end health and scientific inequities.
CSR
DIY / Maker
Green Jobs
GPI
Impact Investment
Localized Crafts
Small Scale production
Social Entrepreneur
True Cost Accounting
Urban Place Making
B-Corps
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
Impact Investment
Localized Crafts
Small Scale production
Social Entrepreneur
True Cost Accounting
Urban Place Making
Crawler Fabrications
Steamroom
Perc
The Steamroom is an artisan warehouse and printmaking studio, energized by a crew of diverse collective talents.
“Premier wholesale coffee roaster of hand-roasted small batches to preserve varietal character.”
B-Corps
Co-ops
CSR
DIY / Maker
Green Jobs
GPI
Building pedal powered tour vehicles fabricated 100% in Savannah using American made parts wherever possible.
Impact Investment
Localized Crafts
Small Scale production
Design for Ability
Serves as a universally designed apprenticeship for special populations youth that advocates environmental stewardship.
Social Entrepreneur
True Cost Accounting
Urban Place Making
“Systems theory concerns itself, not with finding commonalities within systems of substances, but instead seeks to find commonalities within aspects of organization.” Systems View of the World, Ervin Lazlo
ACTION
IDEAS
Three possible places of action for the team to support Accelerate were developed considering what three people could do with the skills the team had in the time left to complete these actions. These three ideas were presented to Accelerate to received feedback as well as a vote of preference for what Accelerate needed most. Post-presentation the team evaluated, selected, refined, and developed an idea into final deliverables.
1
ACCELERATE NOW
2
NEXT GENERATION HUB
3
PROFILE ASSESSMENT
1
ACCELERATE NOW Identify So. Pine and Thinc’s needs and wants for viable, sustained and scalable business growth. Hubs when connected together create a positive ripple effect. Accelerate supports what is already happening as success will breed success.
1
ACCELERATE NOW
Limitations of Idea: Sharing ownership of the movement Most prominent names, but not necessarily the best point of entry As a student-team our knowledge is all based on what has been shared with us, and is limited in the breadth and depth “Obvious” idea that may not really be the best for a long-term Accelerate strategy
Elevator Pitch: Identify So. Pine and Thinc’s needs and wants for viable, sustained and scalable business growth. Potential Barriers: Unwilling to accept help or have another “name” associated with existing Inspiration behind Idea: efforts. Hubs when connected together create a positive ripple effect. If this is something that happens now, it may not be a plan of action everyone is on board with. Primary intent of Idea: There are already efforts in Sav to do what Accelerate is interested in, so Anticipated Needs: rather than focus on starting something new, Accelerate supports what is Direct access to internal stakeholders already happening as success will breed success. More directed conversations with Accelerate to identify resources Case study analysis Accelerate would be able to help these efforts focus on what would allow for growth in a way that allows new develops to within. Forecasted Final Deliverable(s): Discovery Report that documents findings as well as growth plan and next Motivation behind Idea: steps per findings. This could include but is not limited to, financial needs, Sav has a number of efforts that have come and gone without long-term additional entities to incorporate into spaces, unanticipated barriers not success, and with So. Pine and Thinc, both are doing powerful community identified in casual conversation, and government resources to tap in and innovative activities that without support could be another missed partnership with Accelerate opportunity. Student-Team Plan of Work: How will this help Accelerate support quantity and quality green job (2) week: Research and Assessment creation? -Interviewing Thinc and So. Pine lead contact This is can be a stepping stone for future things to come. -Interviewing existing entities within the hub Allows a way for Accelerate to act now without having to wait to move -Surface level contextual research regarding “community” perception forward for impact. and perspective (1) week: Discovery Report Supporting these two hubs creates positions for smaller company growth -Synthesis and Analysis of findings to then move out and another company move in. -Through documentation for project hand-off These two hubs already have a green job mindset and are looking to work Final: Presentation and Next Steps with like minded people. -Reveal growth plan -Initiate next steps as related to growth plan
NEXT GENERATION HUB
Accelerate develops an eco-centric hub that goes beyond existing activities while partnering with “previous” hubs.
2
Sav does not yet have a green-leadership body that shares knowledge with others.
2
NEXT GENERATION HUB
Elevator Pitch: Accelerate develops an eco-centric hub that goes beyond existing activities while partnering with “previous” hubs
Better connection between existing efforts by creating a power center that brings everyone together. To use existing efforts to leap-frog the the next generation of what Sav needs to be seen and develop as a sustainable city.
Inspiration behind Idea: Sav does not yet have a green-leadership body that shares knowledge with others. Accelerate has such a unique group of individuals that have already been through many different situations to now come together in a power force the city has not yet seen around sustainability. Primary intent of Idea: To use existing efforts to leap-frog the the next generation of what Sav needs to be seen and develop as a sustainable city. Purpose is not to overlap current efforts but enhance for a greater synergy among activities. There is continued development of small and emerging business, all vying for information and direction that Accelerate board members have through experience and connections How will this help Accelerate support quantity and quality green job creation? Starting from the principle of green jobs as a sustainability centric hub. Ability to transfer knowledge to next generation and tomorrow’s leaders for sustained efforts beyond what everyone is interested in now. Better connection between existing efforts by creating a power center that brings everyone together. Gives an explicit voice to a movement that still battles against traditional mindsets.
Potential Barriers: Extended number of steps needed to put into to place such as identifying a location, appropriate stakeholders (such as entities) and board member agreement. Appropriateness of time and community mindset Limitations of Idea: Does not necessarily generate immediate action A long-term plan that could tie up valuable resources such as time and member effort Would need to identify a lot of resources in order to execute Could distract from promising existing hubs Straying from original intent and formulation Anticipated Needs: More time with Accelerate Members Further information regarding existing entities and efforts Candid discussion regarding discrepancies of perspectives Forecasted Final Deliverable(s): “Hub” framework that includes proposed location, entities, and community leverage points (Who, what, where, how) This could include but is not limited to, entity profiles, scouted available locations, new findings regarding current activities, as well as a timeline for implementation Student-Team Plan of Work: (2) weeks: Activity Deep Dive -Further information from Accelerate members to create appropriate list of entities to consider -Surface level contextual research for location selection -Broads for what “community is looking for (1) week: Codifying Framework -Report of findings -Developing implementation timeline -Framework wall chart Final: Framework walk-through -Step-by-step “to-do” list -Share opportunities to activate now
PROFILE ASSESSMENT Creating a method of evaluation for Accelerate to determine who to work with, and well as those potential partners having a way to initiate discourse with Accelerate.
3
People need to know that there is an entity that exists that they can work with. Constant struggle for finding “who” to work with yet, there are ways to keep people here in Sav particularly in terms of resources to succeed as a green company. Education and knowledge for a group of interested but ignorant parties with like-minded values.
3
PROFILE ASSESSMENT
Elevator Pitch: Creating a method of evaluation for Accelerate to determine who to work with, and well as those potential partners having a way to initiate discourse with Accelerate Inspiration behind Idea: People need to know that there is an entity that exists that they can work with. Primary intent of Idea: Constant struggle for finding “who” to work with yet, there are ways to keep people here in Sav particularly in terms of resources to succeed as a green company. With a profile assessment, Accelerate would have a fair and consistent criterion that could also be translated to a toolkit that new or developing green business could use for their own framework.
Limitations of Idea: Still is not direct action Lack of community awareness for efforts No current space to facilitate engagement For action a third party like Volta would need to be in the mix to bridge gap between interested entities and Accelerate Anticipated Needs: A list of “values” from each member Connection to Volta through Accelerate Existing references used for evaluation Forecasted Final Deliverable(s): Assessment profiles likely based on triple-bottom line intent, Known entities in Sav Abstract to concrete variables for evaluation
This takes best practices as identified by VC, but shifts the language to be more interactive conversation between both parties.
Student-Team Plan of Work: (2) weeks: Work with Volta -Compare evaluation methods in the start-up and VC conversation -Identify best practices used by other Green Investment firms
How will this help Accelerate support quantity and quality green job creation? Creates a replicable process that once in place is predictable Education and knowledge for a group of interested but ignorant parties with like-minded values Outreach and support in a single package
(1) week: Assessment framework -Creating company persons -Assessment metrics -Package for external use by companies interested in Accelerate
Potential Barriers: Difficult to create profiles that will consistently work with a variety of people or businesses Lack of established reputation, Accelerate would need to start going out to the community before enough word-of-mouth brought people to Accelerate Without reputation, there is no existing trust and everything is a “firsttime” experience
Final: -Application of assessment of existing options -Potential new options to consider as appropriate per assessment -“Toolkit”
Idea Selection
After the midterm presentation and ensuing discussion, our team heard that Accelerate members are ready to act, yet there still is uncertainty where to act first for greatest impact. Each person in the room generally agreed on principles that should guide Accelerate actions but had different points of interest to emphasize in a project, such as poverty reduction, work force development, or corporate employment. One strongly agreed upon commonality was to support existing activities or efforts over that of something new - brining into question idea 2.
Post-presentation idea selection:
PROFILE ASSESSMENT
3
Accelerate members all mentioned such existing efforts, include concentrated areas of activity, that were worth consideration but lack some element to fit within Accelerate ideals - causing reconsideration of immediate action on idea 1.
Essential deliverable elements:
This prompted us to dive further into idea 3, which was a checklist for Accelerate to assess entities that Accelerate might work with as members have insufficient time to create defined parameters for adequately evaluating and selecting existing efforts to support.
Support or facilitate the development of a hub.
Idea Analysis
The original idea proposal was to create an evaluation rubric for entities that Accelerate might work with from a support perspective, whether that would be financial or intellectually. After the presentation and group discussion, there were a few elements that needed to be explicitly included in idea framing and other elements that needed to be reconsidered (see sidebar).
Idea Redefinition
After analysis of idea 3 in context of research, interviews, and presentation feedback, a hub was still a desired element of Accelerate’s next step. Since this hub would need to include existing concentration of activity – as noted previously – assessment criteria could actually be applied to a hub as a whole rather than individual entities. In this framing, one of the biggest issues to address would be developing criteria for which property owners’ of a physical hub would be required by Accelerate to meet Accelerate’s mission and vision of a sustainable community. This will inevitably require defining what is needed in a hub model, listing evaluation criteria of individual entities within a hub and evaluation of current activities in Savannah that would be appropriate for this model.
Any action must consolidate efforts through utilizing member connections and knowledge.
Accelerate would act as a connector that brings local, community, government, corporate, and private efforts together. There needs to be direct impact to those below the poverty line. Any efforts need to be physically and intellectually accessible to those within that poorest segment. As-needed support services would be brought in to achieve accessibility and sustained success. Bottom line function must create green jobs for project to stand as an example for the value of sustainable activity and community development.
Concept redefined for project deliverables:
4
Arrangement & Terms
Project research from external examples to members interviews leads to executing idea 3 in context of developing Southern Pine location, yet solution could be applicable to any other suitable property.
4
Arrangement & Terms
7
Weekend: Identify and fill information holes, format information collected for analysis, synthesis and action. Bonus: Contact and speak with a property owner to assess interest in developing a hub, such as someone like Ramsey Khalidi.
8
Specific terms required by Accelerate in order to work with a property owner for support of a place-making hub; as well as evaluation guidelines and assessment criteria for partnerships as part of hub development.
In our research a hub is an expandable activity that affects others beyond that one effort. Accelerate is primed to support a hub with their shared knowledge and experience through a well-defined set of criteria that will ignite future partnerships.
Primary Intent of Idea:
Collaboration is built on clear and mutual benefit to all stakeholders – in the case of a hub, Accelerate would be collaborating with a property owner. Final deliverables will support such partnership for a solid foundation that allows for future growth.
November 4 - November 8 Weekend: Create framework for hub, arrangement and terms, and evaluation criteria.
Description of Deliverables:
Inspiration Behind Idea:
October 28 - November 1
Bonus: Test framework, arrangements and criteria with non-affiliated members.
9
November 11 - November 15
Presentation
Friday 15th
10
!
November 18 - November 21
Research Create and send survey to Accelerate members for more direct, indirect and anonymous information regarding hub and working with Southern Pine. Collecting members knowledge of existing activities and groups of interest Develop needs/questionnaire for contacting Charleston Digital Corridor, Evergreen, Ponyride about their models and contract requirements.
Synthesis Review surveys and information collected regarding existing activities. Review and collate information from three contacted examples regarding what they are doing.
Deliver Preemptively create any final deliverables needed for presentation and presentation content. Invite appropriate additional presentation members.
Final Documentation
Deliverables ¬ Defined set of requirements for a partnership between Accelerate and property owner. ¬ Appropriate hub framework with recommendations for future partnerships. ¬ Evaluation and assessment criteria for any exciting efforts with select case studies. ¬ Project documentation from initial research to project conclusion for future application.
FOUR ELEMENTS OF SHAREHOLDER VALUE The vertical axis (time) reflects an organization’s need to manage business in the present while simultaneously creating technology and developing markets for the future. The horizontal axis (space) reflects the organization’s need to grow and protect internal organizational capabilities while simultaneously incorporating new perspectives and knowledge from the outside. This dimension reflects the tension between staying focused on core operations and at the same time remaining open to fresh perspectives and new disruptive models and technologies. The three ideas that were presented to Accelerate Savannah at our mid-term presentation each fit into one of the shareholder quadrants, and the revised fourth idea (which is this binder!) fits into the fourth quadrant. As the fourth idea encompasses elements of the previous three, this makes a strong case for being able to address all shareholder values in a single, executable idea.
TOMORROW
Innovative Responsibility
INTERNAL ORGANIZATIONS
2
4
Next Generation Hub
3
1
Profile Assessment
Cost and rise reduction
Growth path and Trajectory
EXTERNAL PERSPECTIVES
Accelerate Now
Reputation and Legitimacy
TODAY
“When you align business priorities with the new forces at play in the world, you create long-term sustainable value for all stakeholders beginning with shareholders. Doing this starts with stepping back and thinking about value creation along two dimensions.” -The Necessary Revolution
Late Edition
SURVEY ANALYSIS
“All the News That’s Fit To Print.”
1. Accelerate Savannah’s primary emphasis should be?
Help the 28% directly
New York Today sun, then cloudy. High of 38. Tonight a period of rain and snow. Low 33. Tomorrow, decreasing clouds, brisk. High 42. Yesterday, high 29, low 19. Weather map. page B9
Create green jobs for all
VOL. CLVI... No. 94,828 Copyright 2018 The New York Times NEW YORK, FRIDAY, NOVEMBER 15, 2018 Visible enabler for sustainable minded businesses
“A hub is a collection of entities under a larger umbrella entity, providing physical space, intellectual connections, and shared resources loosely defined as a co-op”
ONE DOLLAR
Savannah: Accelerating Green Thinking
2. If Accelerate Savannah was part of a hub as defined above, what do you envision Accelerate's primary role being?
Creating a new hub that Accelerate owns and operates The umbrella entity of an existing cluster of entities
3. What about the idea of a hub as previously defined causes you hesitation? Heavy financial resource
$ 4.Who to work with?
Step-Up Southern Pine Volta Collaborative
5 4 4
Requires too much infrastructure development
Green business is the new way of life in Savannah, GA, thanks to Accelerate Savannah.
Accelerate Savannah creates opportunity in Green Jobs Where Little Seemingly Exists
Summary International..................................................................page 2 National Report.............................................................page 3 Business Day.................................................................page 4 The Metro Section.........................................................page 5 Editorials........................................................................page 6 Sports Monday...............................................................page 7 The Arts.........................................................................page 8
Surprising Partnerships Lead to a New Definition for a Green and Thriving Economy in Savannah Accelerate Savannah creates thousands of green jobs across all sectors - lower’s poverty level!
Breaking Barriers We broke the access barrier amongst income, educational, opportunity divides.
GREEN JOBS Creating green jobs and dramatically reducing poverty in Savannah and Chatham County.
INSIGHTS To aid our efforts of building a framework for an Accelerate Sustainable hub, we reached out to the three inspirations that have been with us from the beginning: Evergreen Co-operative, Charleston Digital Corridor, and Ponyride. We were disappointed that only one of these three returned our requests to interview, and even the third did not follow-up for a second conversation as promised. This seemed to directly conflict with their stated values of being models for others; could they be models if we cannot reach them to learn from their experience? We were a group interested in replicating elements of what they had each done, yet there was no way for us to know how they had succeeded without a person to contact. Take-aways from this interaction directly affected the model we put together. Below are key notes from the one respondent, Charleston Digital Corridor.
CHARLESTON DIGITAL CORRIDOR
STEP UP
CDC is a creative initiative to attract, nurture, and promote Charleston’s knowledge economy through a combination of technology-enabled initiatives and business incentives, private business support and member-driven programing. CDC has been operating in Charleston for over 9 years, working as a tech incubator, and assisting new businesses along their journey for success.
We invited a representative of Step-Up Savannah to visit and speak with us because their name was the top name in our survey results. None of us were familiar with Step-Up Savannah, and we thought it was necessary to have a basic understanding of a group that captured the popular interest of Accelerate Savannah.
Types of Companies: Predominantly Tech - Arch (2) - Solar (1) Offerings: Fully Furnished Office Space Reduced Business Licensing Seed Funding and Capital Networking Assistance Professional Contacts Connections Through The CDC Network Post Program Assistance (Finding New Space) Largest Barrier: Finding Qualified Staff (Coding) Solution: Code Camp Program (Coding Classes)
The conversation was very informative for us, yet when we started to discuss a partnership between Accelerate and StepUp regarding green jobs, we were surprised that this particular representative was not readily able to envision a partnership. It seemed this was due to a mental model in which green jobs were solely regulated to the realm of clean tech. This was a good reminder that a) one voice does not represent an organizational whole, and b) mental models are powerful things, and need to be addressed for stakeholder alignment before trying to move forward.
hub
A is a collection of entities under a larger umbrella entity, providing physical space, intellectual connections, and shared resources loosely defined as a co-op.
FRAMEWORK FOR BUILDING A SUSTAINABLE HUB FRAMEWORK FOR BUILDING A SUSTAINABLE HUB INTELLECTUAL
STAKEHOLDERS
COMMUNITY
Help people moving into and out of hub. What Charleston Digital Corridor
Six out of eight survey respondents agreed with this definition, so for the rest of the binder, this definition will be the reference point for further discussion of a hub development. This definition was developed out of our research and design efforts, but as with the rest of the binder, it is intended to be a starting point. A definition of a hub will continue to be refined and developed as Accelerate Savannah moves forward.
“How do we help the person who is already doing something to help people who need it most?”
Like former members of Charleston Digital Corridor
connections.
Hub Graduates
Collectively, hub + stakeholder meet a demand. STEP-UP + ACC SAV= Green workforce Development
Workshops Technology how to
Other collaborative effors that are either physical connections or intellectual connections.
Middleman
Other Hubs
Creative Coast - SLAAM - Thinc - SOFO
Andrea’s grant writing ability
Intellectual Resources
Start-ups & Entrepreneurs
CSR report
Short-term
Transition Support
Skills Support
28%
Be an example of sustainable connections to Savannah National, Global. Be an Evergreen Cooperative for others
Leverage Point
Paper products Cleaning products Utility Co/Supplier
This could be one of numerous activities in Accelerate Savannah’s project portfolio, but it is a point that can be rallied around for members to move into an action phase.
Documenting Proof of Concept
Marketing
Collective Buyer
Role Model for Entities
Lead/Learn By Example
Like-Minded Suppliers
Savannah Transplants
Physical Resources
Small Scale Interns - Workstudy Mentoring
Walk the talk. JCB - IKEA - DIRTT - GULFSTREAM
Hub Manager
Educational Activities for Community
Educational Activities
Knowledge Sharing
Accelerate Savannah
Hub Manager
Savannah Natives Other established businesses with mutual needs and supply chains.
Accelerate Savannah
Corporate
How could you be more sustainable? How do you build a resume?
Tech
Waste management. What Accelerate does for outreach
Bulk buying power for regular use of collective resources. Utilities - paper products - grounds maintenance
Connections Office Location that ties Accelerate to the space.
Localized Craft & Makers
Small Scale Production
Community Events
LOCATION CHARACTERISTICS
Hosting events for the community and space available for the communities.
Flexible Application
Repurposed Underserved Community Property
Repurpose existing buildings Vacant building City of Savannah Empty Spaces
Flexibility in the physical location to accommodate multiple users over time. Events - Workshops From workspace to event space
Green Jobs
Located in the same area of the people they are trying to empower.
Copier Equipment or Tool use
28% Poverty
Event Space Open and reservable to hub entities and community
STAKEHOLDERS
Physical offerings for the surrounding community to use.
Greek Fest Voter registration day
MO NS DEL ATIO ING S USTAINABLE OPER Conference Space/Office
“We don’t know about solar but we can connect you to One World Sustainable”
Communal tool shed on premise
Shared Resources
Begin with partner support Later fed by internships
Repurposed Underserved Property Community
Physical Community Resource
Artistic & Creatives
Dedicated on-site staff member of hub. Point of contact for entities.
LOCATION CHARACTERISTICS
Entities Giving Back to Hub
Traditional & Vocational
Connections
If Accelerate can’t provide what’s needed, they will direct them to who can.
Entity Offerings to Community
Flexible Application Work Force
Eco-Friendly + Sustainable driven.
Growing & Established
Knowledge Sharing
Satellite
Extend Offerings
SEDA - STEP UP
Big Fish
Transition Support
Come from partner Later fed by internships
Keeping Track of success as well as Eco-metrics to promote externally.
Long-term
Municipal
Board members do a monthly workshop
In return for use of space and support, entities must give back to the hub
What one has the other needs.
This section includes our framework we’ve developed for what an Accelerate Savannah hub would need to include. We’re setting this as an ideal and realize that not all elements will be realized at once, or even in a single hub location. But, this includes everything we found that is relevant and necessary for a sustainable hub that is feasible, viable, scalable, and replicable. Included with this framework is a worksheet for further development of what works for Accelerate Savannah and what needs to be modified to fit board members’ interests. We chose to develop the hub model because it seems to have the greatest number of intersections for separate interest groups. The hub as a starting point considers what Savannah currently has to offer the community, and what resources Accelerate Savannah does not have at their disposal, as well as pull the most current activities together in a single effort to maximize
A hub graduate is a business that used to be in the hub and has left but is still connected with hub.
TUAL AND PH YSIC TELLEC F IN AL O RE N SO IO T UR C E L CE L O S C
PHYSICAL
10 Block radius neighborhood
COMMUNITY
Umbrella Entity
Players
External Partners
Activities Umbrella Entity Partnership Umbrella Entity Responsibilities Assets Contribution
Physicality of Hub
Legend
Umbrella Entity
Players
External Partners
Activities Umbrella Entity Partnership Umbrella Entity Responsibilities Assets Contribution
Physicality of Hub
HUB WORKSHEET INSTRUCTIONS
HUB WORKSHEET
Step 1: Define the purpose of the hub One potential pitfall for any framework is relying too much on abstractions. This worksheet is intended to help Accelerate Savannah clarify what purpose developing a hub serves, as well as consider what a hub needs to embody and actively contribute to the community in order to be a sustainable example to others.
This step is necessary to create a baseline for strategic planning and as an evaluation tool to reference in case of member disagreements.
1. The purpose of this hub is:
A second purpose of this step is to double-check that an Accelerate Savannah hub does not overlap with other efforts in Savannah, and effectively addresses a demand gap.
2. Co-op features to incorporate in bylaws: Shared buying power Shared wealth Communal hub resources Communal overhead costs
Finally, a clear purpose will direct site search efforts, enable conversations about what entities to include within a hub, and who to partner with as hub stakeholders, as well as enable conversations with property owners. Step 2: Select co-op characteristics This step is necessary in building a sustainable model, but the actual method of sharing is open to interpretation. The important point to keep in mind is how to empower others through shared ownership. When filling out this section, use the idea of a co-op to brainstorm or even simply to discuss the intentions of the hub regarding shared ownership. Step 3: Define nourishment activities Nourishment activities are what the hub does for the community in order to help it grow through self-supporting positive cycles. When filling out this section, consider the available resources of Accelerate Savannah and the community. Also think about the abilities of the community, what a community is in need of most, or where gaps exist. Successful nourishment should address place making, workforce development, and mindful outreach.
3. Community Nourishment This hub will ___________ to develop community relationships. Teach skills Pass on knowledge Creates a sense of place Hold Meet and Greets Host community events
This hub will ___________ to build skills in the community. Hold workshops Give instructional lectures
This hub will ___________ to build knowledge in the community. Apprenticeship Internship Mentoring Workstudy Trial Period
This hub will share ___________ with the community. Physical Resource Access
HUB COMPONENTS Each worksheet in this section is designed with various point values associated with each evaluation criteria. Points are tallied after worksheet completion, and ranked highest to lowest for identifying best matches. Check boxes have been replace with a point system: Assign 1 point in these spaces instead of a check mark.
HUB
COMPONENTS
Some evaluation criteria uses a point scale to including negative values: Assign points from -5 to 5+ where -5 is adverse and 5+ is complete value alignment. Any criteria can be modified from a 1 point value from a -5 to 5+ point scale for more in-depth analysis. The contractual considerations included in this section have not been supported with any legal research. We collected the list of considerations from surface level takeaways and minimal knowledge of best practices. These considerations are most useful to help structure conversations regarding legal arrangements and terms.
SITE EVALUATION WORKSHEET INSTRUCTIONS Any physical hub location will be accompanied with its own list of pros and cons. This worksheet is intended to help Accelerate Savannah rank and attribute value to the beneficial location characteristics that are referenced in the hub framework. Completing this worksheet for multiple options will help board members collectively create a decision matrix while minimizing subjective preferences. Alternatively, this can be further developed to alleviate concerns about binding Accelerate Savannah to a single location.
Step 1: Assess site location To begin with the physical elements of a hub need to be existing in order for Accelerate Savannah to get up and go. The criteria could be set for an existing site and building now. Step 2: Assess accessibility Accessibility should primarily consider the people who would be using the hub, from tenants to workers, especially those with limited transportation options, in order to avoid unintentional exclusion of those who could benefit most. Accelerate does not want to be exclusive in the opposite direction either, for example, considering if entity clients would be easily able to find the location and park in the vicinity.
1. The site location meets the following hub criteria:
SITE EVALUATION WORKSHEET
[Assign 1 point for each]
Disadvantaged neighborhood Underserved area “Other side of the tracks”
2. The site location has the following accessibility features: Assign 1 point for each
On bus line Bicycle friendly Proximity to neighborhood hub Parking options Guest friendly
This is also an opportunity to consider what sustainable efforts could be applied with car sharing or other eco-based services. Step 3: Assess reusability of site’s built assets This step is in place to carefully consider any building from a number of perspectives for everything from cost to long-term fit for Accelerate Savannah’s growth strategy. Adaptive reuse is already a vital step in the green economy, so what other options for greening that space exist? Could a partnership be built with the city regarding vacant spaces? Is there another partnership opportunity with a former school or closed community center? Step 4: Assess adaptability of site’s built assets. Ideally, Accelerate Savannah is going to work with a wide variety of needs and commitment timeframes. Plus, as one entity successfully graduates, the space needs to be flexible enough so that a new entity can quickly and easily move in.
3. To what extent does reuse of site’s existing built assets reflect the following: Assign points from -5 to 5+
Support community placemaking Revitalization of historic community property Sustainable building principles Potential of LEED retrofitting Stability of Infrastructure Required Investment
4. To what extent does built assets adaptability reflect the following Assign points from -5 to 5+
Variety of space types Variable square footage Modularity (open floor plan) Use life-time and longevity
TOTAL
PROPERTY OWNER EVALUATION WORKSHEET INSTRUCTIONS Any physical location will have a property owner with which to contend. This worksheet is intended to help Accelerate Savannah set aside (or address) any personal feelings, and focus more on whether or not an owner is an appropriate partner for a sustainable hub. Just as multiple worksheets can be completed for site locations, the same can be done for owners.
Step 1: Evaluate property owner eco-mindset An Accelerate Savannah hub is distinguished from other hub by its eco-centric decisions; it follows that a property owner would or should be similarly focused. Accelerate Savannah may have limited ability to choose who they work with for property leasing, but this step is still important for at least establishing a relationship baseline. Throughout the worksheet, ask if the response would change if the owner was actively involved in the hub, or if they were more of a silent partner. Again, this establishes the foundation of the relationship. If the owner is interested in being active, refer to the entity or stakeholder worksheets for developing a further relationship. Step 2: Evaluate ownership activity and history This is a challenging step as it will require candid conversations amongst member about reputation and property owner ulterior motives. For example, some owners may have a consistent history of backing out of deals or breaking contracts. Understanding this is very important as it will affect the final development of arrangement and terms. Ask the tough questions, be honest with the answers.
PROPERTY OWNER WORKSHEET
CONTRACTUAL CONSIDERATIONS
1. How sustainably-minded is the owner? Assign points from -5 to 5+
Actively operates using the Triple Bottom Line Generates or Indirect supports green job development Sets an example that others follow Demonstrates ability to transfer awareness to action Is open to changing behaviors to be more sustainably-minded Actively operates within the Savannah community.
2. What is the perceived reputation of ___________? Assign points from -5 to 5+
The property owner as a person The owner as a property manager? Owner’s past community history Owner in if relationship reflected back to Accelerate Savannah’s reputation 3. From this partnership the... Benefit for Accelerate is:
Some kind of contract will be necessary for Accelerate Savannah to move forward with any property owner. The following are a few points that have consistently come up throughout the project that should be considered in the development of arrangement and terms.
Accelerate Savannah will be the external face for all of the marketing and promotion of the hub, regardless of owner level of involvement. Additionally, some reputation accountability should be required of the owner as owner actions will reflect either directly or indirectly on Accelerate Savannah and its reputation. Clear boundaries need to be set regarding when the owner has final say and when Accelerate Savannah has final say, as each side will have different motivations for decisions regarding: Buildings Property Access While a property owner may not have similar views regarding sustainability, there needs to be some kind of effort on the part of the property owner to work with Accelerate Savannah to create a sustainably developed space. With the level of commitment Accelerate Savannah is making by working with the property owner to fill a likely vacant property, some kind of flow-through accountability is necessary so that Accelerate Savannah is not held hostage to owner whims.
Benefit for Property Owner is:
Step 3: Establish mutual benefit Fill out this section to ensure that each side will benefit from the partnership; this continues to reinforce Accelerate Savannah’s role as a sustainably active group that creates win-win situations. This can later be used to establish arrangement and terms if the relationship needs to be more balanced.
TOTAL
ENTITY EVALUATION WORKSHEET INSTRUCTIONS Savannah is home to any number of sustainable projects and community development activities. This worksheet is to help Accelerate set aside (or address) any personal feelings and focus more on whether or not an entity is an appropriate component for a sustainable hub. Completing this worksheet for multiple entities will help board members rank potential hub candidates.
INSTRUCTIONS (CONTINUED)
Step 1: Conduct a quick market analysis
Step 5: Evaluate entity value alignment
Even before considering whether an entity is appropriate for a hub, Accelerate needs to first establish if the entity fits Savannah needs.
An Accelerate hub is distinguished by their efforts from other hub activities with their eco-centric decisions; it follows that an entity would or should be similarly focused. This is especially crucial for an entity to embody sustainable beliefs as the hub framework is based a carefully integrated network of eco-based choices.
Market evaluation would include whether or not the entity fills a gap in the marketplace such as a car share. For start-up businesses the questions would be if the business model offers something new or is redundant and duplicates an existing effort. Less obvious would be to consider whether a business actually stifle competitions or promotes healthy market share to the benefit of all competitors. Step 2: Assess long-term viability Accelerate currently has extremely limited resource and will need to make some decisions regarding who should be helped. Taking step 1 and considering it in context of step 2, Accelerate can have a realistic picture of whether Accelerate should work with an entity or not. Step 3: Tie viability to impact Part of choosing entities to work with will again come back to a realistic assessment, in this case regarding the level of impact and green jobs created. There needs to be strong evidence a business will have significant enough impact for Accelerate to sink resources into. Step 4: Worthiness as role-model An entity may not need to be fully eco-centric but this would boost entity value to the hub if sustainable metrics were part of the business culture. This could be a question that gains a new weighted point scale as time goes on.
Step 6: Compare in context of other hub entities Each entity needs to be evaluated for its own merit, but then an entity needs to be considered in the context of the sustainable hub. Each evaluation points creates a funnel that will help Accelerate chose the most appropriate entity to work with considering immediate steps and stable longevity. This valuation should refer directly back to the hub framework for context of what generates diversity and balance in the hub space. In some cases an entity may actually be a satellite entity that does not have a physical space within the hub but has a more intimate relationship than say a stakeholder or external partner. In the same sense this worksheet can be used to evaluate existing entities already included in the hub. Step 7: Evaluate in context of the community The final valuation of entities comes full circle back to offering outside the hub, in this directly with the community a hub serves. Questions to ask include what forms of outreach does the entity engage in and does the entity offerings relate to community growth. Out of this final valuation entity arrangements and terms can be generated or more clearly defined to address gaps and unbalance relationships.
ENTITY WORKSHEET 1. How well does the entity fit in Savannah’s competitive market? Assign points from -5 to 5+
2. How strong is the long-term viability of the business? Assign points from -5 to 5+
ENTITY CONTRACTUAL CONSIDERATIONS
5. How sustainably-minded is the entity? Assign points from -5 to 5+
Actively operates using the Triple Bottom Line Generates or Indirect supports green job development Sets an example that others follow Demonstrates ability to transfer awareness to action Is open to changing behaviors to be more sustainably- minded Actively operates within the Savannah community.
6. How well does entity fit into current hub framework? Assign 1 point for each
3. Rate the follow in regards to scale of impact by entity coming under the Accelerate Umbrella Assign points from -5 to 5+
How many people does it help or affect Number of green jobs created or supported
4. What level of awareness does a company have for: Assign points from -5 to 5+
Life-cycle Accounting True Cost Accounting Corporate Social Responsibility B-Corp principles
It is interdependent with other entities in the hub Entity’s waste equals another entities raw materials It increases hub diversity and balance Does entity supplement or compliment other business in hub to extend hub offerings It cooperates well with others Is interested in an appropriate length of lease given other entities and activities
7. Community connection Assign points from -5 to 5+
How well does it relate to community needs for undeserved areas Increases diversity of workers and job positions for community Further builds “collection” of resources for Savannah Community Responsiveness and adaptability to community needs
TOTAL
Some kind of contract will be necessary for Accelerate Savannah to move forward with any entity, whether they are already in place within a hub, or an addition that Accelerate Savannah invites. The following are a few points that have consistently come up throughout the project that should be considered in the development of arrangement and terms.
Accelerate Savannah is about connecting with the community, and therefore should require an entity to have community outreach activities that could be: Volunteering on neighborhood projects Open to the community workshops Community problem-solving charrettes On-going training opportunities Knowledge-sharing lectures Accelerate Savannah could determine what outreach is acceptable based on community need, or leave it open for the entity to make a pitch for what they can offer. Success and viability of the hub relies on internal interaction between entities, and would be worth while to include an arrangement in terms of the following Open-source network of knowledge Barter for trade skill sharing Responsible use of hub resources Hub members will have first right of refusal if other entities have issued a RFP or otherwise have service and business needs that can be filled by a hub entity - this could even include waste disposal as waste can be converted into valuable feedstock for other endeavors. As Accelerate Savannah will be providing additional support as the umbrella entity to those within the hub, entities should in some way contribute to the success of the hub, either physically or intellectually. If an entity has something to offer to the hub, a trade can be made for additional Accelerate Savannah support or discounted rates. An Accelerate Savannah hub is a sustainable hub, so entity arrangements and terms should include ecological responsibility and accountability. An entity may be required by Accelerate Savannah to seek additional skill or knowledge training which supports successful or at least stable business growth such as accounting or coding classes Above all entity activities directly reflect on Accelerate Savannah, and just as property owners have a responsibility to follow through on, so too, do entities need to demonstrate, embody, and support what the hub stands for.
STAKEHOLDER WORKSHEET INSTRUCTIONS Accelerate Savannah can cover many community needs in a single hub. This worksheet is intended to help Accelerate Savannah evaluate whether potential partners would be appropriate stakeholders in regards to how well they adhere to Accelerate Savannah’s values and hub purpose. It would be worthwhile to document existing partnerships first and then complete worksheet for potential partners.
Step 1: Evaluate nature of partnership Partnerships with stakeholders are intended to enhance areas in which Accelerate Savannah lacks full expertise. In similar fashion, partnerships with Accelerate Savannah will provide partners with a wealth of knowledge and skills that they would otherwise be lacking. Partnerships need to be strategically selected to fill in gaps, expand diversity, support growth and otherwise enhance activities of both parties for mutual benefit. While ideally stakeholder connections are long-term affairs, there are some instances where project-based partnership would be excellent opportunities for low-level or short-term commitment.
If evaluating existing partnership rather than using a point system, simply record the nature of the partnership such as a small-scale relationship with a like-minded supplier, etc. Step 2: Tie the nature of partnerships to impact Choosing stakeholders should relate directly to the quality and quantity of green jobs that can be created through the relationship. Once again, there should be strong evidence that the partnership will have significant enough impact for Accelerate Savannah to sink resources into, and long-term relationships should be prioritized. Step 3: Assessment of promotability Another way to generate selection criteria is to consider to what degree partnerships can contribute to the promotion of hub activities, as this is another way to increase visibility. This is not meant to be a deciding factor, but it can be useful as a tie-breaker in decision making. Step 4: Evaluate Stakeholder value alignment An Accelerate hub is distinguished by their efforts from other hub activities with their ecocentric decisions; it follows that an entity would or should be similarly focused. This is of less importance than other criteria as stakeholder partnerships are meant to extend areas not otherwise covered in standard activities - in this case Accelerate Savannah would be able to offer to other stakeholders their sustainable knowledge, and thus extend their influence in creating a sustainable economy even further. Step 5: Acknowledgment of mental models Some stakeholders may not see the potential connection to third or fourth tier activities. Other stakeholders are exceptionally open to the unexpected activity, project, and integration that could be the key to transcending the barriers and boundaries of entrenched systems.
STAKEHOLDER WORKSHEET 1. This stakeholder partnership Assign 1 point for each
4. How sustainably-minded is the Stakeholder? Assign points from -5 to 5+
Add to overall diversity of hub abilities and offerings Is a new offering that does not duplicate other entities Fills a corporate or small scale gap in hub external connections Has additional secondary and tertiary opportunities to expand into later Is an appropriate length for where Accelerate Savannah is at right now Supports existing efforts within the community as Accelerate Savannah does
Actively operates using the Triple Bottom Line Generates or Indirect supports green job development Sets an example that others follow Demonstrates ability to transfer awareness to action Is open to changing behaviors to be more sustainably- minded Actively operates within the Savannah community.
5. How open to unexpected or unanticipated cross 2. Rate the following in regards to scale of impact by connecting connections Assign points from -5 to 5+ with external stakeholder Assign points from -5 to 5+
How many people it helps or affects Number of green jobs created or supported What is the potential for “reverberation” to stakeholders and other partners Effect and connection to hub entities beyond Accelerate goals
3. How well does partner’s reputation align with Accelerate Savannah’s goal of marketing and promotion of entities and hub activity? Assign points from -5 to 5+
TOTAL
UMBRELLA ENTITY WORKSHEET INSTRUCTIONS A hub’s success hinges on the capabilities of the umbrella entity. This worksheet is intended to help Accelerate Savannah clarify its role and its values as such an umbrella entity. Completing this worksheet is part of maintaining transparency within and beyond the sustainable hub, as well as hold Accelerate Savannah accountable in the same way they would hold other entities and partnerships responsible.
Step 1: Define roles within hub
1. Defining roles for hub interactions Active Members:
UMBRELLA ENTITY WORKSHEET
Consulting Members:
As Accelerate Savannah continues to define itself, there are a few key positions that are directly relevant to hub development and success. These roles have to do with who is actively determining the direction for hub efforts, and who is contributing knowledge on more of an consultant basis. The other roles have to do with ease of contact for those outside the hub who are looking to learn more, and those within the hub who have needs or concerns to be addressed.
__________ responsible for being point of contact and contact controller. __________ responsible for internal hub communication and addressing hub needs. __________ responsible for external outreach and communications. __________ responsible for promotional marketing and activities
Step 2: Select B-Corp principles to emulate
Assign 1 point for each.
Accelerate Savannah may not be a B-Corp (Benefit Corporation), but they should still emulate the values that have set the standard for industry engagement. This is relevant even if only to uphold principles that others are being encouraged to uphold. Step 3: Determine actives that provide example-through action Accelerate Savannah possesses a collective body of knowledge that is powerful enough to move from sustainable theories to sustainable action. In developing the guidelines for activities as the umbrella entity, Accelerate Savannah should define how sustainable methods can be embedded in the hub culture from the beginning. Step 4: Specify enabling activities The same collective knowledge that allows Accelerate Savannah to develop an eco-culture should be shared with those within and beyond the hub. Part of Accelerate Savannah’s responsibility as a collective knowledge source is to ensure that knowledge is passed on to empower others, and perpetuate a self-perpetuating knowledge cycle.
2. Accelerate Savannah will emulate B-Corp principles of:
4a. Accelerate Savannah will enable hub and entity growth by ___________ Transparency Develop business acumen of entities Creating general public benefit Understanding and executing sustainable reporting Accountability Understanding and executing sustainable reporting 3. Accelerate Savannah will be a community role models in their Generally supporting entities in emulation of Accelerate Renewable energy use Recycling 4b. Accelerate Savannah will enable sustainable Waste management communities by Facilities management Lowering the knowledge-barrier of entry for Site landscaping and care understanding sustainability. Connecting hub waste as raw materials to others Sharing best practices with neighborhood for maximum green adoption possible. Responding to changing needs of the community when developing strategic plans. Actively seeking new groups, people and business to connect with.
EXAMPLE APPLICATION:
34TH AND EAST BROAD HUB
Why Southern Pine?
EXAMPLE
APPLICATION
It was evident early on in the process that starting a physical hub from scratch was inappropriate for where Accelerate Savannah is right now for any kind of resources such as money and materials. Again and again it was heard that Accelerate Savannah wanted to support something that was already happening. Whatever action Accelerate Savannah is to take, this will be a first effort at a fullon project, requiring a precarious balance of Accelerate Savannah making a name for itself vs. what is manageable. At first the perception of the limited opportunity for growth at Southern Pine Co. was perceived as a downside, yet on closer inspection, as a first step it seems to be a benefit that numerous elements are already in place.
A hub was originally considered in terms of its ability to affect others, and individuals working with and for Southern Pine Co. have demonstrated their commitment to bringing segments of society together in innovative ways. The owner is clearly sustainably minded, which aligns with Accelerate Savannah’s ideals, and the property itself is already developing into a community center of sorts, with fundraisers and events hosted on site, and various sustainable business initiatives taking hold. There is an interesting mix of businesses, some of which directly relate to the proposed framework with artistic and vocational companies. The location itself is attractive based on the proximity to low-income neighborhoods. All in all, it is a strong starting point for a sustainable hub, but there are some issue that seem to being holding the collective hub space from really taking off as a strong viable place to be, such as the lack of a clear vision, and structured relationships and connections. Those are both things Accelerate Savannah would be able to bring to the table. For example, which specific businesses should be added next could be based on Accelerate Savannah’s knowledge and connections. At this point Southern Pine Co. may or may not have enough momentum to sustain itself, but in Savannah’s political climate, that is a hard future to assure. Again we see a significant ‘cost of opportunity’ if Accelerate Savannah does not move forward to explore a partnership. The following pages contain the hub framework as applied to the existing situation at 34th & East Broad street, along with what else would need to happen if/or when Accelerate Savannah joined the space for it to reach sustainable hub status. This is followed by an Action Plan that details mid-level next steps needed to start building the appropriate partnership.
34TH & EAST BROAD HUB: SOUTHERN PINE St akeholders
Intellectual
34TH & E BROAD HUB: ACCELERATE SAVANNAH Community
St akeholders
Intellectual
Community
Heritage & Tradition Print Making (Maker Space)
Print Making (Maker Space)
SCAD Support Others
Promotes Other Efforts
Promotes Other Efforts
Desoto Row So. Pine Open Hiring Practice
Artist
Labor Ready Workforce
Steam Print Emergent Structures
Labor Ready Workforce
Educational Activities for Community
Artist
DFA Greenhouse
Fundraisers
Emergent Structures
SCAD Students (Short-Term)
Collective Buyer
Knowledge Sharing
Gullah Kitchen
Marketing Lead/Learn By Example
Flexible Application
Repurposed Property
Perc Coffee
Sharing Spaces
Role Model for Entities Documenting Proof of Concept
Undeserved Community
Collective Buyer
Internships Mentors
Events -Bazaar -Music -Drum Circle
Accelerate Savannah
Step-Up Savannah
Connections
External Partners Existing
Permeable Paving
Conference Space/Office
Pecan Trees Event Space
Umbrella Entity Partnership Umbrella Entity Responsibilities Assets Contribution
Physicality of Hub
Meeting Room
Compost Grounds (Perc)
Permeable Paving
Car Share Savannah
Loc ation Characteristics
Gullah Kitchen Repurposed Property
Southern Pine (Small Scale) RK Construction
-Bazaar -Music -Drum Circle
Sharing Spaces
Fresh Produce & Canned Goods
Supplying Workforce to Each
Physical Benchroom (Maker Space)
Conference Space/Office
Pecan Trees Event Space
Meeting Room
Compost Grounds (Perc)
Activities
St akeholders
Physical
Community
St akeholders
Physical
Undeserved Community
Events
Perc Coffee
Grey Water Collection
Legend
Players
Fundraisers
Flexible Application Hub Manager
Creative Coast Maven Makers
RK Construction
DFA Greenhouse Office/HQ Entities Giving Back to Hub
Loc ation Characteristics
Southern Pine
Connections
Umbrella Entity
Transition Support
Internship
Lead/Learn By Example
-Food Education -Barista Training -Screen Printing Workshops -Skills Training -Business Training
Jeweler x2
Labor Ready Workforce
Internship
Marketing
Educational Activities for Community
Needs Knowledge Sharing
Labor Ready Workforce
Steam Print
-Barista Training -Screen Printing Workshops
Jeweler x2
SCAD Students (Short-Term)
Volta
So. Pine Open Hiring Practice
“Solar Mower”
Community
Solar Roof
START HERE
ACTION PLAN
Review and make changes. The following action steps reflect moving the hub as presented forward. The first step is to review and make changes to definitions, frameworks, suggested ideas, and any other content that does not appropriately reflect Accelerate Savannah’s values and purpose. With clarity of purpose, Accelerate Savannah can have a discussion with Ramsey Khalidi of Southern Pine Co. regarding expectations for him and Accelerate Savannah if they combine intellectual and physical connections at 34th & East Broad.
Is Southern Pine appropriate or not?
(If so, the following steps contain the questions Accelerate will need to answer)
Evaluation: What space is available at So. Pine? Will this space work? Who are the businesses that currently resided in So. Pine? Do they fit the criteria for what should be in a Accelerate Savannah hub? Does the surrounding neighborhood fit the demographic that Accelerate wants to reach? Who are the current partners of So. Pine? Do they fit Accelerate Savannah’s partner criteria?
Expansion: Who are the new players to be considered? What criteria is being used to determine the new players? What businesses can be brought in that will contribute to the development of a new hub? What key partners would you want in your corner whose connections would be quintessentially throughout this development process? What financial resources are needed to make this a reality? Transition: What are the steps that must be taken for a smooth transition from a property-owner led initiative to an Accelerate Savannah led initiative, and in what order? Promotion: How will Accelerate Savannah and partners get their story out? What are the appropriate media outlets for Accelerate Savannah? What will Accelerate Savannah need to do in order to acquire new entities and partners? What will need to be done to actively pursue these new relationships? (if out)
Selection In preparation for selection, review and refine worksheet criteria. Entity Selection -
Who are they? Where do they fit according to the entity worksheet? Partner Selection -
Who has the potential of becoming a partner with an Accelerate Savannah hub? Do they qualify according to your partner worksheet?
Action!
Review and Discuss (alternative properties)
What are other possible locations that could work for a Accelerate Savannah hub? Who is the property owner? Where does he/she exist on your owner worksheet? Use entity, partner, and property owner criteria worksheets along the way.
Discuss.
HANDOFF BRAINSTORM