VITAE: Learn Well - Live Well; A Timely Cooperative Model by Renee Gratton

291

Show history

Share via:

Subscribe

Pitch

A community-owned learning and living support system advancing responsible land, construction, real estate use and investment practices.

Description

Summary

Worldwide, existing infrastructures and assets have been abandoned and are rapidly decaying, turning them into liabilities, with long rippling effects on people. Meanwhile, the COVID pandemic has paralyzed the world and stressed inadequate infrastructures remind us of the importance of best strategic, tactical, operations and maintenance practices in all sectors. And that spending millions on empty buildings and interests can never reduce negative climate impacts, debt levels, and waste or liabilities. Which begs the question: Where will we find the creative and (re)generative leadership to sustainably recover valuable assets and deal with increasingly complex and wicked problems, while meeting growing learning and living needs in a chaotic world?

I believe that the growing number of closed and neglected infrastructure buildings, such as the closed Alfred Ontario College, schools, old town halls, and other public facilities, should and in fact, must be re-evaluated by and for communities. Because regardless of their state, through careful regeneration they have the potential of being converted into great modern learning and living places/labs, even after the principal mission of their owner-investor has been accomplished to (re)animate entire communities. As a result, I along with a group of committed citizens of widely diverse industry experts are initiating a Cooperative, as a cost-effective, community-owned and controlled impact way to fund expertise, infrastructure, and resources for the greater good. This way, anyone can become a partner in community-driven economic development. This will lead to stronger and more sustainable integrative learning, and in turn (re)generative development, real estate use, and recovery systems investments. Collectively, we aim to create the SMARTEST co-op model to specify, measure, analyze, regenerate, transcend, escalate, substantiate, and transform learning and living systems, starting with those in and around Eastern Ontario.       

Is this proposal for a practice or a project?

Project

What actions do you propose?

Currently, actions are focused on governance shaping and facilities feasibility. Some of the key outcomes to date include public and private consultations, a scoping report, concept adjustments; politicians, NGO's, and expert engagement; a web site www.vitaegroup.ca  with an Initiatives section to share information and ideas.

A 'Go Fund Me" campaign had been initiated, and a formal coop meeting had been scheduled for March 30, 2020 to officially establish the organization. But in view of the COVID pandemic, these have been put on hold to re-evaluate the priority needs and business case. The successes to date are undoubtedly the increasing interest from widely diverse citizens and subject matter experts, as well as a significant number of Alfred community members, helping in improving the concept and providing invaluable assets and resources. On the other hand, the greatest challenge is the ability to build relationships at all the levels of governments needed to effectively and efficiently produce the real estate investment due diligence, on such public facilities as the Alfred College Campus, without seed funding or angel investors. As such, having now reached an estimated sunk cost of $50,000 in preliminary work, and in view of public limitations, the campus 'go, or no go' real estate and investment status remain fluid.

This, however, has not, nor should it stop the establishment of the cooperative, and the ability to offer Sustainable Development, Real Estate Use, and Recovery System Courses. , to help fund the coop governance, facilities, and operations. These and other start-up services will help make well-informed 'go' or 'no go' decisions on real estate or investments, which could vary widely to meet critical learning and living systems changes. Because as we all know, despite all the technologies on hand today, dreams are not enough. Which is why we need many orchestrated actions. 

Megaproject Actions

Actions for governance concept, shaping; and facilities feasibility started in early 2019. Moving forward, as VITAE is a complex and megaproject, the remainder of the discovery phase actions, as well as development and delivery actions will largely rely on Sukad, CAMMP (Customizable, Adaptable Methodology for the Management of Projects) methodology to ensure the success of the coop start-up, as well as ensure careful real estate and investment due diligence across all project phases.   

Social Actions 

To capitalize on all physical operational activities, the generative business outcome and impact design actions will capture community-wide and partner-wide outcome measures to better predict service needs, forge new partnerships, generate new resources and create high positive impact solutions, starting with:

Forming the Community Investment Co-Op (CIC) to enable residents to become partners in locally-driven economic development, which will lead to stronger and more sustainable economies across learning and living systems. 

1. Assemble a group of interested people  and establish/describe the leadership/management team to confirm the initial vision, mission; product/service description and market differentiation
2. Conduct a pre-feasibility study including diverse market analysis; SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis; PESTLE (Political, Economic, Social, Technical, Environmental and Legal Analysis)  
3. Hold an organizational meeting on the governance concept to shape it based on best practice   
4. Conduct a viability study and statement based on a robust assessment of risks that would threaten the business model, future performance, solvency or liquidity of the organization, including its resilience to viability threats posed by severe but plausible scenarios such as identity.    
5. Organize the association to shape the governance and drive continuing support
6. Plan the enterprise's operations including market/marketing strategic plan
7. Plan and organize the enterprise's start-up and financing including cash flow statement, revenue projections  
8. Attend to all legal aspects of the enterprise's operations 
9. Recruit and train the enterprise's staff  
10. Hold the first general meeting 

Planning the Community 

PHYSICALLY - the community will start with the land, construction and real estate use supply chains in the Eastern Ontario gaps in learning and living system development, real estate use and recovery sector chains, as globally, these represent roughly 70% of the total wealth. The start-up focus, however, is on real estate and investment opportunities that can contribute to solving problems and provide alternative and living system solutions. Once the region model has been proven, planning to scale-up into Northern Ontario, Western Quebec, and Northern New-York would be the natural next step and so on.    

VIRTUALLY - the community can and should be boundaryless in order to align as much as possible with the Organization of Economic Country Development (OECD) Learning Compass 2030, which is a future-orientation framework for learning.

1. Gather regional mapping, multi-dimensional models and documentation data and information to significantly improve collective knowledge, skills, attitudes, and values; thereby wisdom 
2. Analyze collected planning information 
3. Set tentative community goals 
4. Generate community choices and develop alternative scenarios
5. Write a community plan
6. Review the implementation plan and divide in phases

Setting-up the Communication Strategy

1. Determine multi-stakeholders engagement methodology to significant best manage maps and models  
2. Write a brief analysis summary
3. Emphasize social structure and networks 
4. Select audiences 
5. Develop communication objectives 
6. Select strategic approaches
7. Decide on positioning
8. Identify key benefits and support points 
9. Draft key message points 
10. Select channels 
11. Outline activities
12. Develop an implementation plan
13. Draft a budget
14. Develop a monitoring and evaluation plan  

Establishing Simple and Sustainable Reiterative Processes enabling more bio-inspired innovations coming from creative leadership, direction, and management design thinking, lean user experience, agile and growth hacking abilities to effectively...       

1. Manage the Community
2. Change Management Planning
3. Problem Analysis 
4. Brainstorming and Mind Mapping
5. Ideal Design
6. Design Iterations
7. Implementation Plan 
8. Strategic Plan 
9. Operational Plan 
10. Replan, Implement and Evaluate as required 

Organize Events emphasizing the need for all to learn to navigate by themselves through unfamiliar contexts for sustainability, and accelerate modern knowledge, skills, attitudes and values for transformative competencies in:     

• Online Courses (lean training, health and safety, inventory and supply chain, custom development or others)
• Coaching/Mentoring
• Consulting/Managing
• Research & Development
• Training 
• Workshops (from regulative/collaborative to integrative/(re)generative) 
• Fundraising 
• Networking  

Keep Stakeholders Motivated by concentrating on the strengths of three key social change motives:

• Need for affiliation - for the very social 
• Need for power - for those active in the organization's politics 
• Need for achievement - for those relying upon their entrepreneurial spirit 

Physical Actions

Systems and Technology Design:  

As "holistic technologies allow craft workers/artisans to control their own work from start to finish, promoting a culture of difference-makers for mitigation and adaptation" (Ursula Franklin), the co-op will prioritize holistic technologies for: 

• Libraries:  digital maker labs; coding clubs; digital storytelling; virtual reality; mobile apps; open space; RFID (Radio-frequency Identification); cloud printing, self-serve copying & canning; robots 
• Senior Living: Wearables linked to the Internet of Things, telemedicine, voice activation; security
• e-Learning: Adaptive learning going to the next level, more personalized and competitive rates; microlearning implemented in videos, small games, quiz, and infographics; Artificial intelligence and learner assistance with robots; Gamification and game-based learning; Augmented Reality, Virtual Reality, and Mixed Reality; Video-based learning; Social learning involving collaboration; Content curation and learning management systems
• Infrastructure Support: connectivity for all; public transit; green; social; trade; alternative transportation; rural and remote communities
• Most Effective Channels: events; integrated, branded, personalized direct mail; search marketing; outbound sales representation

Key Trends to Discover 

1. 3D Printing from waste for building components, and affordable housing
2. Agile Methodology for a team to manage a project by breaking it up into several stages and involving constant collaboration and continuous improvement with iterations at every stage.
3. Agritecture the art, science, and business of integrating agriculture into built environments to address complex challenges and to help develop resilient food systems through the use of greenhouses, vertical farming, aquaponics, hydroponics, etc. 
4. BIM (Building Information Modeling) for the management of information through the whole life cycle of built assets. It delivers value by underpinning the creation, collaboration, integration and shared models, as it corresponds to intelligent structured data.   
5. Bioenergy (AKA Organic Anaerobic Digestion) Electricity and carbon-neutral gas generated from organic matter, known as biomass, which can be from plants, timber, agricultural and food waste, even sewage waste.  
6. Biomatrix Systems organizing principles that need to be adhered to in system redesign
7. Biomimicry a practice learning from and mimicking strategies found in nature to solve human design - and find hope along the way.
8. Biophilia Core Features: changing the way we work, live and operate withing built environments; it can be defined as 'humanity's need to connect with nature and natural environments
9. Deconstruction: dismantling buildings with the goal of maximizing the reuse potential of its components. By contrast, demolition means the razing of a building in such a way that the building components are fit for nothing more than recycling or landfilling.        
10. Growth Hacking using creative, low-cost strategies to help businesses acquire and retain customers. 
11. Iterations repetitive processes to generate increasingly better outcome sequences 
12. Lean UX (User Experience) - working in alignment with agile development methods to reduce waste and ensure customer value. It combines the design-thinking solutions-based approach with agile iteration methods, for positive compounding results.
13. Light Building Systems - i.e. Light Concrete and Insulated Roofing; 
14. Window Innovations windows capturing solar energy; bird-friendly windows; robotic window cleaners; windows changing colors to reduce cooling/heating demand/transitioning technologies.

Practices: "Good portfolio management increases business value by aligning projects with an organization's strategic direction, making the best use of limited resources, and building synergies between projects. Unfortunately, organizations often do portfolio management poorly. As a result, they fail to deliver strategic results because they attempt the wrong projects, or can't  say 'no' to too many projects."- PMI. The key preventative measure to this is a multi-dimension methodology to effectively improve: 

• Authorizations 
• Plan Management  
• Plan Details
• Implementations  
• Controls  
• Closing 

All of the above require important action, reflection and anticipation time for competency growth. Especially in terms of expertise, infrastructure and resources to exponentially grow food, materials, water and energy production to meet rapidly growing current, transition, and future needs, as each demands improved substitution, optimization, virtualization performance.  Moreover, to overcome integration challenges (scope recognition, frontline analytical capabilities expansion, modeling and testing) we will need to push outcomes boundaries based on best-proven generative strategies, tactics, operations, and maintenance models.   

Who will take these actions?

Although it is too early to define roles and responsibilities, given the COVID crisis, key actors I, Renée Gratton, as a sustainability and change consultant, have actively engaged from the onset, with key individuals to become key co-founding directors 

• Judith Gigoux, Registered Practitioner Nurse & Telemedicine Practitioner.    
• Dr Bob Abell, Rovell Creative (RC)-Automated Learning Corporation (ALC).  
• Myles Jones, Eco Entrepreneur 

NOTE: For the COVID isolation period, ALC is also providing online courses including lean healthcare at significantly discounted rates, to help professionals...

Other SME w/expertise, infrastructure and resources: 

PRIVATE ACTORS w/know-how and/or KNOWLEDGE INSTITUTES w/scientific substantiation abilities in diverse learning and living systems - in alphabetical order.    

• Evelyn Abell, RC-ALC 
• Dirk Broeckx, Facility Contractor (Guelph University Contractor for Alfred College)
• Brenda Broeckx, Social & Autism Care
• Ann Callaghan, Professor, BA of Interior Design, Conestoga College
• Marianne Dupont, Interior Designer & Reiki Practitioner
• Bruce Firestone, Firestone Institute, Real Estate Agent  
• Kyle Hummerston, System Administrator, DND
• Andre Martel, Entrepreneurial Academy of Prescott-Russell E.D.  
• Tania  Rosarion, PM, Community Social Advocate  
• Sherry White, Graphic & Web Site Design   

PUBLIC ACTORS & NGOs key stakeholders w/long-term perspectives...

• Agricultural Research Institute of Ontario - Alfred College Campus Property Owner     
• Infrastructure Ontario - Agency responsible for the Alfred campus divestiture process
• Guelph University - Operations & Maintenance  
• Prescott-Russell United Counties  
• Alfred-Plantagenet Township 
• Others - i.e. public ministries: 
•      Canada's Ministry of Agriculture and Agrifood Living Laboratory Initiative; 
•      Public Services and Procurement Canada
•      Canadian Heritage  
•      Environment and Climate Change 
•      Innovation, Science and Economic Development
•      Children, Community and Social Service
•      Economic Development, Job Creation and Trade
•      Finance - green funding 
•      Health 
•      Education 
•      Energy
•      Conservation and Parks 
•      Infrastructure 
•      Long-Term Care 
•      Municipal Affairs and Housing  
•      Seniors & Accessibility 
•      Tourism, Culture & Sport
•      Training Colleges and Universities
•      Transportation

Others that may play key roles are those increasingly working on sustainable systems, especially those seeking more bio-inspired solutions research and development, as well as delivery, including

• 'Agritecture' Integrated agricultural & architectural services
• Building Construction: Cement & Concrete
• Chemical Manufacturing 
• Power Generation, Distribution & Storage 
• Electronic; Data Centers 
• Transportation
• Telecommunication; Software 
• Oil & Gas
• Mining - especially data mining & urban mining
• Plastic Products 
• Trade 
• Recovery & Waste Management
• Food Manufacturing 
• Financial Services 
• Warehouse & Distribution
• Textiles & Apparels 

Where will these actions be taken?

Initial actions will be taken in Eastern Ontario rural/urban facilities where learning and living labs, can most easily be established. The research, development, real estate use and recovery supply and value chain investment decisions will depend largely on the most critical needs of each community. Because, while it takes time to adapt to changes, when people have to, they can learn well, and live well almost anywhere.

Therefore, VITAE is less concerned about its geographical location, and thinking more about where the 'brain stem' or the data centre will be for mapping, modeling and documenting most effectively, efficiently and productively, as virtual needs require consolidation. 

Some of the factors that will influence the physical locations include:

• Physical and Virtual Accessibility,
• Usability and Inclusiveness;  
• Business Environment Ecology; 
• Expertise, Infrastructure, and Resource Stability 
• Site Availability and Regulations;
• Costs (buying or renting; operations and maintenance); 
• Physical layout adaptability

Other factors that will influence the location that VITAE will prioritize include where Cooperative Principles can best be ensured, and where there is a clear and genuine desire for change from political leaders and strategic decision-makers or influencers.    

In addition, specify the country or countries where these actions will be taken.

Canada

Country 2

United States

Country 3

No country selected

Country 4

No country selected

Country 5

No country selected

Impact/Benefits

What impact will these actions have on greenhouse gas emissions and/or adapting to climate change?

OUTCOMES & IMPACT DESIGN INTENT  Capture community-wide and partner-wide outcomes measures to predict service needs; forge new partnerships; generate new resources; and create new high/positive impact solutions from big markets. (i.e.: land, construction, and realty use supply chains)

From a real estate or an investment perspective, this means including strategies that foster swift positive changes in expertise, infrastructure, and resources for more positive assets, and less liabilities. 

Climate Resilience Land with diverse tree cover and carbon-rich soil

• Ecosystem value service realization
• Soil and water conservation
• Increased efficiency of agricultural inputs 
• Agroforestry 
• Sealed Buildings
• Green Infrastructure
• Water and Energy Conservation
• Smart Growth 

Mitigation Actions to reduce greenhouse gas (GHG) emissions causing climate change; enhanced C sinks; avoided C losses : 

• Energy conservation and efficiency
• Renewable energy 
• Sustainable transportation, improve fuel efficiency 
• Capture and use of waste management gas/anaerobic digestion 
• Long-term focus on avoiding future impacts 
• Sustainable forest management
• Centralization of Natural Resource Management decisions
• Avoidance of C losses (peat and mineral soils)
• Afforestation/Reforestation 
• Global-scale cross-sectoral efforts needed for effectiveness
• Local/Sub-national nesting and collaboration

Adaptation: Actions to manage the risks of climate change impacts; and reducing vulnerability, enhancing adaptive capacity; Adaptive management capacity of empowered local communities 

• Decentralization of Natural Resource Management decisions 
• Increased agricultural and forestry productivity 
• (Agro)biodiversity conservation
• Change in land use
• Emergency and business continuity planning 
• Upgrades and hardening of buildings and infrastructure
• Housing programs promoting adaptation
• Health programs 
• Start with a focus on current variability 
• Regional-scale cross-sectoral efforts on:

1. Industrial/Internet of Things (I/IoT)
2. Artificial Intelligence (AI) and advanced data analytics
3. Robotics
4. Advanced Telepresence
5. Virtual Reality and Mixed Reality
6. Synthetic Biology
7. Advanced Materials 
8. Decentralized Production Technologies
9. Blockchain Technologies (digital currency) 

Metabolic Systems

An integrated part of the development of the anthroposphere (aka technosphere, the part of the environment made or modified by humans for use in human activities or habitats). Growing, shrinking, or rebuilding the technosphere to be balanced with social and the earth's system demands:     

1. Long-term perspective
2. Large-sized regions connecting with their Hinterland
3. Sound knowledge about the sizes, locations, properties, and the dynamics of the regional material stocks (and flows) 
4. Designing metabolic systems only in the context of the development strategy of the whole urban system
5. Considering the idiosyncrasies of every region (tailor-made design) 

What are other key benefits?

Scalable Learning and Living Lab Modeling Benefits 

For all

• Better business model design
• Business realism
• High customer satisfaction
• Waste-free production systems  

In addition, for public institutions

• Increasing customer knowledge  
• Knowledge & skills generation
• More desirable products & services 

In addition, for companies

• Improved social, environmental & economic impacts from products & services
• Increased knowledge of customers 
• Increased customer understanding

Economic Effects: 

• Investment by participating companies
• Investment in employment 
• Revenue for participating companies

Community Investment Co-Op Benefits 

• Job creation 
• Investment readiness and attraction
• Business creation
• Increased social supports 
• Selling shares 
• Shareholders can invest a portion of an RRSP and TFSA in the business

Community Design Charrettes / Workshops 

Generate cost and construction time savings while providing far greater value for users 

Accelerate the Regional Solution Economy 

Estimated at $50 billion for Canada in 2013 by Deloitte through the application of simple strategies:

• Change the Lens
• Target the Gaps 
• Rethink Constraintsgreen
• Embrace Lightweight Solutions 
• Buy Differently
• Measure What Matters 

Resource Productivity 

the chance to meet soaring demand in a sustainable way by helping to transform how companies and societies prosper presents the biggest opportunity in 100 years. By concentrating on annual resource productivity improvement required to meet the 2030 demand, per McKinsey 

• Materials - GDP (Gross Domestic Product)/metric ton
• Food - yield/hectare  
• Energy - GDP/btu
• Water - GDP/cubic meter 

A Smart Regional Rural Living Lab Foundation 

Information and communication technology tools for community-led actions and projects - i.e.: 

• Natural Resources (agriculture, fire prevention, forest)
• Social Development and Welfare (community health, well-being; special & continuing care-in-place) 
• Tourism and Identity (heritage preservation, virtual sports, and tourism)
• Citizenship and Entrepreneurship (Internet access and public participation)  

Providing the environment in which anyone can learn

• Generative Education: Recognizing creative leadership as the number one leadership skill.   
• Health and Wellbeing: resulting from the combination of physical, social, intellectual and emotional factors.  
• Smart Cities and Regions: using BIM Building Information Modeling and Management to increase effectiveness, efficiencies and productivity from government services and citizen welfare/care  
• Social Inclusion: improving the ability opportunity and dignity of those disadvantaged on the basis of their identity
• Social Innovation: - i.e. Charter schooling, fair trade, intergenerational programs in senior housing, etc.,  

One Planet Living Principles

• Health & Happiness
• Equity & Local Economy
• Culture & Community
• Land & Nature
• Sustainable Water
• Local & Sustainable Food
• Travel & Transport
• Materials & Products
• Zero Waste
• Zero Carbon Energy

Costs/Challenges

What are the proposal’s projected costs?

Currently, the project's economic costs, or other negative side effects, and challenges of implementing the proposed actions depends largely on politicians of Eastern-Ontario. Unfortunately, and because governments are still working in silos, with old legacy policies, and without public consultations on the real estate and investment requirements, the due diligence time from both the sellers and interested buyers/investors of the Alfred Ontario College Campus is extraordinarily long. Therefore, and because none of the strategic decision-makers have adequate expertise, infrastructure and resource or investment partners to effectively and creatively lead this process, or focus on the management of this complex portfolio, financial costs, and political challenges are considerable. 

In part because the building's assessment recommendations done in 2010, and other issues have since emerged. This means that the financial capital costs to reinstate the five buildings could reach $10 million. Which could be less and faster, with a regenerative approach and integrated redevelopment plan, or much more if the regulative and siloed business approach continues. Further, without a generative business approach, the chances for a P3 (Public-Private-Partnership) to complete the project on budget and on time; or for a P4 (Public-Private-People Partnership) to create learning and living labs on that campus at a reasonable price are dwindling.  

Therefore, other real estate and investment opportunities must be and are being explored, to ensure optimizing the required expertise, infrastructure and resources.

More information on the proposal's projected costs can be made available upon request to contest judges, and of course to co-op co-founders or potential investors.   

Timeline

SHORT TERM (1-15 Years)

• Establishing a fully functioning Community Investment Co-Op, including real estate due diligence: 12-18 months    

Concurrently

• Project Design Charette: 8 weeks to get started + 16 weeks to prepare the event + 1 week for the event = 25 weeks 
• Project Authorization - TBD by the project sponsor
• Plan Management - TBD
• Plan Details - TBD
• Implementation and Controls  - Phased TBD 2-5 years depending on a number of factors 
• Closing - TBD 

MEDIUM-TERM (15-50):

• By 2030, meet the VITAE Co-Op community learning and living needs    
• Collaborate on regional master plans 
• Integrate to increase food, materials, water, and energy productivity 
• Generate support to address future work game-changers - i.e.:

1. Work moves from being long-term and time-based to temporary and task-based;
2. Artificial Intelligence (AI) and tasks automation could put people out of work long before technologies replace entire jobs; 
3. AI decreases the scarcity of knowledge workers, potentially allowing jobless growth in knowledge industries;
4. Combined digital technologies could reduce the need for human intermediaries who provide trust and security
5. Where people work and earn may not be where they live and spend

• Help regenerate key institutions such as closed or old schools, hospitals, continuing care, or faith institutions as Canada is set to lose 9,000 churches, due to shrinking congregations and rising costs, opening the door to sharing of spaces built by and for congregating. 

LONG-TERM (50-100 years): VITAE will help 

• Fast-forward global waste peak to this century, rather than 2100 as predicted, and the zero waste index use, for waste-free developments, real estate use and recovery systems.  
• Build knowledge on our stocks and flows - i.e.: As we increasingly poor on phosphorous to prevent starvation on a global scale; or getting rich on copper and need to prepare for urban mining 
• Understanding of the physical basis of the real economy from a long-term perspective; a defined large-sized region connected with its hinterland; a sound knowledge about sizes, locations, properties and dynamics of the regional material stocks; the value of designing metabolic systems only in the context of the development strategy of the whole municipal/urban system; consideration of regional idiosyncrasies (tailor-made design).
• Turn challenges into opportunities for strategic decision-makers to transition to the next economy w/economic development and industrial support strategies; Support for employment and skills development; Trade policies; Social support; Regulations; Environmental sustainability and regeneration; Taxation; Fiscal Policy; Measuring the next digital economy; Value and values in the next digital economy 

About the author(s)

Canadian Residents

Renee Gratton, Consultant; Building Development Value Chain Background; Proposal: Principal Author

Judith Gigoux; Registered Practitioner Nurse; Health Industry Background; Proposal Contributor

Other contributors welcome

Related Proposals

Mission 2030 - Winner of MIT's Climate Colab Popular Choice Award, for the Waste Management Contest 2013

Others to be determined once the contest deadline has been set

References

• Canadian CED Network
• UN Global Compact/RICS 2018: Advancing Responsible Business in Land, Construction and Real Estate Use and Invention; Making the Sustainable Development Goals a Reality  
• Deloitte: The Solution Economy; Accelerating the Solution Economy-Teaming up to solve society's toughest problems 
• ENoLL (European Network of Living Lab)
• OECD: The European Network for Rural Development Smart Villages Thematic Group: Revitalizing Rural Services through Social and Digital Innovations. Scoping Paper and Work Plan 
• Community Wealth Building: https://community-wealth.org
• SUKAD Blog + CAMMP (Customizable, Adaptable, Methodology for managing projects)
• Green Project Management Global Stakeholder Initiative
• Project Management Institute 
• TIM (Technology Innovation Management Review): Reflecting on Actions in Living Lab Research; Designing Viavke Business Models for Living Labs;
• Harvard Kennedy School, Leadership for a Networked World, Technology and Entrepreneurship Centre, Harvard School of Engineering and Applied Sciences 
• Global Perspectives for Private Companies-Agility in Changing Markets 2019 Report by Deloitte Private 
• McKinsey: Resource Revolution - How to Capture the Biggest Opportunity in a Century; Are you Ready for the Resource Revolution
• Research Gate: Circles of Sustainability (Situated and Diffirentiated Project) - COS (SDP) (Ginsberg, 2015, Adapted from Global Cities Research Institute) 
• Compass: How to Develop a communication strategy 
• Management Concepts: Lowell Dye; What Really Motivates Project Stakeholders 
• Canadian Worker Coop
• Greenhouse gas Protocol
• UN Global Compact
• Discard Studies - Social studies of waste pollutions and externalities
• Policy Horizons Canada: The Future of Work-5 Game Changers; and The Next Digital Economy
• Peter Baccini, Paul Brunner; Metabolism of the Anthroposhere. Analysis-Evaluation Design, MIT Press 2012, Cambridge MA