Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
factory-built GREEN 2_17
Transcript of factory-built GREEN 2_17
- Edison The test of a first rate intelligence is the ability to hold two opposing ideas in mind at the same time and still retain the ability to function. One should, for example, be able to see that things are hopeless yet to be determined to make them otherwise.
- F. Scott Fitzgerald B101–2007 (formerly B151–1997), Standard Form of Agreement Between Owner and Architect
AIA Document B101–2007 is a one-part standard form of agreement between owner and architect for building design and construction contract administration. B101–2007 was developed to replace B141–1997, Parts 1 and 2, and B151–1997, but it more closely follows the format of B151–1997. Services are divided traditionally into basic and additional Services. Basic services are performed in five phases: schematic design, design development, construction documents, bidding or negotiation, and construction. This agreement may be used with a variety of compensation methods, including percentage of construction cost and stipulated sum. B101–2007 is intended to be used in conjunction with AIA Document A201–2007, General Conditions of the Contract for Construction, which it incorporates by reference. NOTE: B151–1997 was retired in May 2009. In many ways, MBA graduates are becoming this
century’s blue-collar workers—people who entered
a workforce that was full of promise only to see
their jobs move overseas,” according to a recent
Harvard Business Review piece by author Daniel H.
Pink. “At the same time, businesses are realizing that
the only way to differentiate their goods and services
in today’s overstocked, materially abundant
marketplace is to make their offerings transcendent—
physically beautiful and emotionally compelling.” As
a result, Pink contends, “the MFA is the new MBA.” For the past 15 years, we have been developing a theory of strategy, known as blue ocean strategy, that reflects the fact that a company’s performance is not necessarily determined by an industry’s competitive environment.2 The blue ocean strategy framework can help companies systematically
reconstruct their industries and reverse the structure-strategy sequence in their favor. Blue Ocean Strategy has its roots in the emerging school of economics called endogenous growth, whose central paradigm posits that the ideas and actions of individual players can shape the economic and industrial landscape. In other words, strategy can shape structure. We call this approach “reconstructionist.” http://www.shoparc.com/ "Design Entrepreneurship" Skill 2- QUESTIONING "Design Entrepreneurship" Skill 1 - ASSOCIATING "Innovators constantly ask questions that challenge common wisdom or, as Tata Group chairman Ratan Tata puts it, “question the unquestionable.” "Associating, or the ability to successfully connect
seemingly unrelated questions, problems, or ideas
from different fields,..." "Design Entrepreneurship" Skill 3 - OBSERVING "Innovators carefully, intentionally, and consistently look out for small behavioral details – in order to gain insights about new ways of doing things." "Design Entrepreneurship" Skill 4 - EXPERIMENTING "Innovative entrepreneurs actively try out new ideas by creating prototypes and launching pilots." "Devoting time and energy to finding and testing ideas through a network of diverse individuals gives innovators a radically diff erent perspective." "Design Entrepreneurship" Skill 5 - NETWORKING B101–2007 (formerly B151–1997), Standard Form of Agreement Between Owner and Architect
AIA Document B101–2007 is a one-part standard form of agreement between owner and architect for building design and construction contract administration. B101–2007 was developed to replace B141–1997, Parts 1 and 2, and B151–1997, but it more closely follows the format of B151–1997. Services are divided traditionally into basic and additional Services. Basic services are performed in five phases: schematic design, design development, construction documents, bidding or negotiation, and construction. This agreement may be used with a variety of compensation methods, including percentage of construction cost and stipulated sum. B101–2007 is intended to be used in conjunction with AIA Document A201–2007, General Conditions of the Contract for Construction, which it incorporates by reference. NOTE: B151–1997 was retired in May 2009. Collaboration, Integrated Information and the Project Lifecycle in Building Design,Construction and Operation Owners are generally unaware of—or actively discourage—full project collaboration as described here, and the AEC industry has failed to communicate the benefits of new processes like those recommended by the Committee. This inertia is caused in part by long-standing industry traditions, combined with the fragmented supply chain that characterizes most building projects. For example, in traditional building projects, design and construction teams form, execute a project, and then dissolve, rarely working together as a whole again. Thus, in addition to every building being unique, every project team is unique. That means learnings from a project are only carried forward in a fragmented way to the future projects. Project Alliancing Design is the act of deliberately moving from an existing situation to a preferred one by professional designers or others applying design knowingly or unknowingly. Architecture is what architects do. "the systematic practice of innovation" Associating Ex. 1 CD In your small groups quickly organize
several topics or themes to work with exploring
associative thinking. - 2min http://manyeyes.alphaworks.ibm.com/manyeyes/visualizations/it-was-the Each person will take a theme and develop
several observations, ideas or questions from
their experience. - 3min The group will construct "associations"
from the set of individual observati0ns, ideas
and questions. - 5min On Blackboard Forum - Under "Associations"
list steps 1 and step 2 on different threads with apprepreiate
subjects - tag your key words Design activism is 'design thinking', imagination and practice applied knowingly or unknowingly to create a counter-narrative aimed at generating and balancing positive social, institutional, environmental and/or economic change Breakthrough innovators tend to discover that they cannot operate alone. They need to form alliances with a group of interrelated organizations - in effect, creating an ecosystem for breakthrough innovations.
C.K. Prahalad The Innovation Sandbox, Strategy + Business Issue 44 Autumn 2006 Ecosystems are based on interdependent relationships that are rhizomatic creating multiple, non-hierarchical mutually supportive relationships (mutualism). Central to the systems ecology approach is the idea that an ecosystem is a complex system exhibiting emergent properties. SEED constitutes an “ecosystem” to nurture innovative entrepreneurship, resilient communities and economic development. COLAB – Syracuse University SUNY-ESF Syracuse Biomaterials Institute CollabWorx Salt City Technical http://www.saltcitytechnical.com/ http://www.collabworx.com http://biomaterials.syr.edu/ http://www.esf.edu/ http://colab.syr.edu/ http://www.syracusecoe.org/ http://www.ibox-syr.com/ SEED core businesses are themselves “seeds” that work with other businesses and research institutions to support SEED goals for innovation and community development. SEED - Networks Different ways of thinking —Rosabeth Kantor argues that cross-functional and cross boundary teams require "kaleidoscope thinking," the ability to see alternative angles and perspectives and to create new patterns of thinking that propel innovation. Workers also need to be able to synthesize disparate ideas in order to make the cognitive leaps that underlie innovation.
The Changing Nature of Organizations, Work, and Workplace by Judith Heerwagen, Ph.D., J.H. Heerwagen & Associates, Kevin Kelly and Kevin Kampschroer, U.S. General Services Administration Edward Lipson Department of Physics - SenSyr LLC (MindTel LLC)
Craig Watters Whitman School of Management - INNOVENTURE
Lee McKnight iSchool - WGC’s Innovaticus (Summerhill BioMass)
Kevin Lair School of Architecture - MOD-ECO Design LLC (INNOVENTURE) SEED is an “ecosystem” to nurture innovative entrepreneurship,resilent communities and economic development SEED and iBox constitute efforts to re-envision business models, based on integration of sustainability principles in terms of natural, social, human, manufacturing, and financial capital. SEED is supported by Syracuse University (Chancellor's Leadership Project), the Kauffmann Foundation, and the Syracuse Center of Excellence in Environmental and Energy Systems. UPSTATE: http://saltdistrict.com/ Northside "Green" Innovation MOD-ECO Design LLC transdisciplinary approach addresses sustainable design:
Lifecycle benefits involves working outside traditional business models to leverage the value of maintaining natural and technological
"nutrients" (Cradle to Cradle).
Initiatives, incentives grants, and resources invested to promote sustainable practices will be key aspect to enhancing the offering.
Developing interest in education, training, and skills in sustainable design and practices.
Mandates, codes, zoning and laws that require sustainable practices will be incorporated into the offering
The talent, resources and investment by professionals, organizations and businesses that are working to create innovative sustainable http://accelerate.syr.edu/ Building a Start-up Community in Upstate New York http://lcmsyracuse.org/stepcenter/ The Step Center http://tdms.syr.edu/ Transdisciplinary Media Studio CEMEX competencies
From our talent-development programs to our performance-evaluation model, we are focused on developing and reinforcing our company's individual competencies —those traits, attitudes, and abilities that distinguish CEMEX people and define our culture.
•Focus on stakeholders
•Development of others
•Development of alliances Values
We strive for excellence in our performance, developing long-term relationships built on trust and our essential values of collaboration, integrity, and leadership.
•Collaboration: Work with others in a collective pursuit of excellence
•Integrity: Act honestly, responsibly, and respectfully toward others at all times
•Leadership: Envision the future and focus on service, excellence, and competitiveness (Design Entrepreneurship) Why is a concrete company (CEMEX) taking a role of leadership, community building, research, and risk –taking? Thereby, becoming a defacto community developer? If a concrete (product) company is taking design market share in order to sell their product - why would design (service) not take part of the concrete product share? If a concrete company is promoting homes to suit their product.. why not design creating concrete to suit their designs (product)? If concrete companies are facilitating the education and engagement of the community to buy homes that need their products, why has this not already been done by architects? How are homes bought (obtained?) (CEMEX) How are homes built ? Who is included in the process? CEMEX - Base of the Pyramid (BoP) Case Study A Mexican couple discusses their house building plans with representatives from CEMEX’s Patrimonio Hoy program.
Photo courtesy CEMEX Mexico - dramatically increase the energy efficiency of buildings There is a daunting task ahead, during the early to mid-21st century to try to balance the Earth's ability to provide biological sustenance with a growing human population, and to simultaneously nuture a 'better life' for humans. This task is made immeasurably more difficult against the background of climate change
- Design Activism Ch 3 Design can be a powerful intermediary for a new and retrofitted solutions in all these areas. Solutions are most likely to involve eco-efficent technologies and behaviorial change,... I = P x A / T2 Environmental Opportunity Seeking vs. Problem solving Instead of letting the environment define your strategy,
craft a strategy that defines your environment, -
from - How Strategy Shapes Structure Our lives are embedded in systems: families, communities, industries, economies, ecosystems. The machines we rely on are also systems, which have increasingly profound effects on the human and biotic systems around them. Understanding the dynamics of systems is integral to our approach. Not only does systems-thinking point the way to solutions to particular resource problems, but it also reveals interconnections between problems, which often permits one solution to be leveraged to create many more. Naturally, this is more difficult at first. It takes ingenuity, intuition, and teamwork. Everything must be considered simultaneously and teased apart to reveal mutually helpful interactions. As William McDonough said, "This is going to take us all, and it is going to take forever. But then, that's the point." Create new, sustainable community design and planning principles in innovative public, private and university partnerships.
Grow industries in renewable energy and bioscience technology transfer.
Demonstrate the most current green building standards and provide green threshold criteria for new residential construction.
Enhance the financial return for state partnerships and university research as part of this new paradigm.
Work to increase entrepreneurship in the innovation and commercialization opportunities created.
Model all hydrologic aspects such as wastewater, graywater and stormwater management as a pilot project.
Present new sustainable community principles to aid coherent growth management and zoning principles.
Develop sustainable design templates to share with other rust belt communities.
Provide technical education and assistance to visitors as a green tourist site.
Enhance recreation, tourism, cultural and educational opportunities with regional partners in southwest Iowa.
Show the opportunities inherent in leveraging our natural resources in a responsible manner. The MOD-ECO Partnership efforts goals strive to: Grows a green collar labor force and establishes an employment pipeline
Provides a forum for green innovation prototyping
Renovates and upgrades the physical neighborhood
Improves local businesses and builds avenues for social entrepreneurship The goal is to have a program that simultaneously: MOD-ECO Design is a new business venture that will be based at 307 E. Division Street (building modeled above) in the former Atlman Bottling Building. MOD-ECO Design's primary business offering is sustainable and innovative architecture and design. MOD-ECO Design is committed to optimizing the relationships between academics and industry, academics and community and design innovation and industry application. A collaborative partnership of MOD-ECO Design LLC with community partners is focused on innovative "green" business and "green" work force development. A product’s ‘eco-balance’ is based on an analysis of: its durability and whether its production;
- uses primary energy carriers, such as mineral oil and gas;
- depletes scarce raw materials;
- has fertilisation effects;
- leads to acidification;
- damages the ozone layer;
- contributes to global warming;
- produces waste products.
from Forbu Flooring Systems Creative Destruction and Sustainablity
- Northside "Green" Innovation" (NGI) Indigenous Enterprise The first difference between integrative thinkers and conventional thinkers
is that integrative thinkers take a broader view of what is salient. Integrative thinking is the capacity to hold two diametrically opposing ideas in their heads. And then, without panicking or simply settling for one alternative or the other, they're able to produce a synthesis that is superior to either opposing idea.
- The Opposable Mind Instrumental to Sharp's winning resolution was his choice to attend not just to
the stated demands of his guests but also to their unstated deeply held wish to be either at home or at their office. Because that wish was in his field of vision, he was
able to take into consideration things his competitors couldn't - because they didn't
know those things existed. Flax Linoleum 2/24 ETFE has been around since the 1970s, when DuPont invented a fluorocarbon-based polymer, Ethylene Tetrafluoroethylene, for use as an insulation material in the aeronautics industry. Stefan Lehnert, a German mechanical engineering and business administration student and avid sailor, who stumbled across the material in his search for new sail technologies. He founded Vector Foiltec. ETFE per square meter is typically up to 50 percent more expensive than "cheap" greenhouse glass. However, a typical greenhouse glass system 150% more framing (1 to 2.5 area to perimeter ratio) than a typical ETFE cushion. Depending on the situation this reduction in framing is a major cost savings for ETFE. In addition, up to 30% of light is blocked by the typical greenhouse structure. Ethylene tetrafluoroethylene) copolymer from Peter Drucker from Herbert Simon Innovation is the embodiment, combination, or synthesis of knowledge in original, relevant, and valued new products, processes, or services Luecke and Katz Design is Change from Marty Neumeier on Herbert Simon Future-making ideas from Peter Drucker Deliberately making new state (positive future) based on Simon Divergent or "synthetic thinking" is the ability to draw on ideas from across disciplines and fields of inquiry to reach a deeper understanding of the world and one's place in it. Joy Paul Guilford Entrepreneurship/design/innovation creates change (transformation) in a system The idea must meet the test of personal commitment. Do we really believe in the idea? Do we really want to be that kind of people, do that kind of work, run that kind of business?
To make the future demands courage. It demands work. But it also demands faith. from Peter Drucker "put a ding in the universe" Steve Jobs design / entrepreneurship Detroit is struggling with the same chronic urban issues that many of our nation’s older postindustrial cities face—high unemployment, population loss, deteriorating infrastructure, and property abandonment.
Detroit at its peak, in the 1950s, had nearly 2 million people. It is down to about 800,000 That population decline translates into approximately 40 square miles of unused land, in a city of about 139 square miles. 1/3 of homes and lots are now vacant Detroit has 1/10th population in the same land area of San Francisco and Manhattan combined Michigan Theater, Detroit, MI So, the real challenge becomes: How do you plan for a city that
was built with an infrastructure too large for its present population? Service design…
• Aims to create services that are useful, useable, desirable, efficient, and effective
• Is a human-centered approach that focuses on customer experience and the quality of service encounter as the key value for success
• Is a holistic approach that considers in an integrated way strategic, system, process, and touch-point design decisions
• Is a systematic and iterative process that integrates user-oriented, team-based interdisciplinary approaches and methods in ever-learning cycles http://www-958.ibm.com/software/data/cognos/manyeyes/visualizations/beginning-of-quarter-employment-b--100 The boundaries of manufacturing and the other sectors of the classification system can be somewhat blurry. The establishments in the manufacturing sector are engaged in the transformation of materials into new products. Their output is a new product. However, the definition of what constitutes a new product can be somewhat subjective. "The most immediate threats to manufacturing firms come from the systematic neglect of this industry sector, lack of leveraging its university assets and an inability to meet demands for additional work force. The threat is that (manufacturing)will continue down its present road, which essentially assumes every firm (especially small and medium-sized firms) can and will resolve their competitive issues on their own, alone and without peers, public
sector support and significant resources. The result is a likely loss of manufacturing employment."
from "(Iowa) Advanced Manufacturing Strategic Roadmap," by Battelle's Technology Partnership Practice However, thermal comfort does not just draw people together, it is also an experience to be shared. It is a simple bodily pleasure and, like other basic human experiences such as eating, it is pleasant to share it with people we like. Feeling good together, and being aware of it, creates a certain social bond. It is as simple as "Yes we have felt happy and alive together. We are friends." Thermal Delight in Architecture, Lisa Heschong Cradle to Cradle, Natural Step, Triple Bottom Line, Permaculture, Five kinds of Capital Entrepreneurship....
- Generate Business Ideas—Opportunity Identification |
- Develop and Refine the Concept
- Acquire the Necessary Resources
- Implement and Manage
- Harvest the Venture—Growth/Exit Strategy Design Tools
- Realizing Design Tools
- Understanding (Observation - Identification)
- Thinking (Ideation..Conceptualizing)
- Generating (Association, Divergent Thinking, Creativity)
- Filtering (Design Development, Refinment)
- Explaining (Documentation, Clarification, Planning)
- Realizing (Implementation) whole systems thinking I = P x A x T 1 I = P x A 2 /T use, not own Service Design - Design for Services - Paul and Anne Ehrlich - Ray C. Anderson STAGE 1
as Opportunity INNOVATION OPPORTUNITY
Using compliance to induce the company and its partners to experiment with sustainable
technologies, materials, and processes. STAGE 2
Making Value Chains
Sustainable INNOVATION OPPORTUNITY
Finding innovative uses for
returned products. STAGE 3
Products and Services INNOVATION OPPORTUNITY
Applying techniques such as biomimicry in product development. STAGE 4
Business Models INNOVATION OPPORTUNITY
Developing new delivery technologies that change value-chain relationships in significant ways.
Creating monetization models that relate to services rather than products.
Devising business models that combine digital and physical infrastructures. STAGE 5
Creating Next-Practice Platforms CENTRAL CHALLENGE
To question through the sustainability
lens the dominant logic behind business today. COMPETENCIES REQUIRED
Knowledge of how renewable and nonrenewable resources affect business ecosystems and industries.
The expertise to synthesize business models, technologies, and regulations in different industries INNOVATION OPPORTUNITY
Building business platforms that will enable
customers and suppliers to manage energy in radically different ways.
Developing products that won’t need water in categories traditionally associated with it, such as cleaning products.
Designing technologies that will allow industries to use the energy produced as a
A shrinking city is characterized by economic decline and—as a consequence—the transformation of urban areas. In addition, loss of employment opportunities tends to spark partial out-migration. In the United States, shrinkage can either be part of post-industrial transformations related to the decline of the manufacturing industry, or it can be triggered by economic changes in the so-called “post industrial transformations of a second generation” within the high tech industry (e.g. the dot-com bust).
Tear-downs and new construction following modernity’s rigid development principles.
Shift in trend toward the preservation of historic buildings and enhanced citizen
Diversification of the economy and revitalization at the neighborhood level by means of
community building, and a focus on key projects and events such as sports stadiums.
Mixed use in the city center (retail, housing, office and hotel), with the addition of
Regional approaches, promoted by cities such as Buffalo, Youngstown, and Pittsburgh.
Many of these trends are overlapping. For example, preservation of historic buildings, community
involvement, and mixed use remain important today
The whole process aims at rebuilding the city on a downsized scale, with new principles such as
not planning for new settlement areas, but rather creating a land-management pool to create new
parks and green spaces, and strengthening existing local businesses in the health, education,
public administration, and cultural sectors. Of special relevance is the ecological component:
rebuilding the city offers the chance for a “greener” system of space and place (Urban Strategies Inc.) In this new phase, which marked the advent of globalization, international competition intensified, widespread privatization and a succession of “free trade” agreements increased the mobility and power of transnational corporations, and government social and regional policy shifted rightward toward fewer social protection increase in productivity massive increase in the concentration of capital and monopoly power, both domestically and internationally growth of production and consumption faced
more environmental limits generalized employment conditions but to the capacity of transnational corporations to externalize their social costs (such as resulting from productivity changes) at the expense of host communities and labor creating support networks in order to encourage entrepreneurialism and risk, to build trust, and to reinforce local identity. From investment in hard infrastructure – cultural infrastructure – cities should move toward investment in soft infrastructure – social, social cohesion, and creative networks
This move was the result of a number of factors: post-World War II prosperity; construction of the interstate highway system; race; cheap, easy-to-develop flat land in the surrounding area; the dramatic rise in automobile ownership DETROIT, MI (MICHIGAN RADIO) - Detroit Mayor Dave Bing has announced a series of public meetings to discuss a new land use plant.
It's a plan that could greatly reshape Michigan's largest city. About 35%of Detroit's land is vacant. Bing has said finding better uses for that land is a key long-term priority for his administration.
Bing's administration is now gearing up to develop a so-called "strategic framework plan." The Mayor says it will go beyond land use to sketch out a broader plan to stabilize Detroit communities.
Shrinking Cities in the United States of America: Three Cases, Three Planning Stories - Karina M. Pallagst 1950s 1960s 1970s 1980s 1990s 2000s
The changes in Pittsburgh’s planning paradigms over the last fifty years are an example of the broader trajectory in paradigms of revitalization in the United States, also applied in other US cities:
Shrinking Cities in the United States of America: Three Cases, Three Planning Stories - Karina M. Pallagst http://www.brookings.edu/metro/StateOfMetroAmerica/Map.aspx#/?subject=7&ind=72&dist=0&data=Number&year=2009&geo=state&zoom=0&x=0&y=0
A recent Brookings Institution study on Upstate New York found that sprawl – defined as the continuing urbanization of forest and farmland at the fringe of metropolitan areas –is accelerating even as population growth declines, and that it is undermining the economic health and quality of life in the region.
According to the study, “Sprawl has been shown fairly consistently to degrade wildlife habitat, threaten agricultural productivity, and raise the cost of public services at all levels of government.”
The study documents how Upstate land has been developed at 12 times the rate of
population growth in the last two decades, and new housing units are being developed about twice as fast as new households are created.
SMART GROWTH IN NEW YORK STATE:
A DISCUSSION PAPER More choices in life and work styles at every state in an individual's career
More individual control and greater responsiblity in the use of space and time
More interesting things to do - social and intellectual benefits of knowledge work
More connectivity, discourse and respect for others
More open-endedness and richer opportunities in the way we live our lives
Greater capcity for, and understanding of, the need for change
Potential advantages for knowledge workers in "connected" society Work and the City
- Frank Duffy Environmental consquences are the emerging potential for: Reduction in overall requirements for office space
More rational use of all kinds of space over time
More mixed use buildings and therefore more opportunities for intensive and interconnected use of spatial resources
Uses that are 'mixable', i.e. capable of being easily changed over time
Less homogenous, more differentiated and interactive space within and between buildings
Space of different types and rental levels juxtaposed in complimentary ways
The rediscovery of how to drive harder the intellectual potential of cities, given that the city itself is such a powerful networking and communications device
The rediscovery of serendipity- the creation of the overlapping and interstital spaces that are immensely inherently valuable in the more loosely programmed knowledge economy Work and the City
- Frank Duffy The principal actors and major responsiblities within the conventional Anglo-American office supply chain are: Finance and Development: from Investors to Developers, Lawyers, Letting Agents and Real Estate Brokers- parties who determine the financial and market feasiblity of a project;
Design and Construction: from the Architect via teh Planners to the Cost Consultants, various kinds of Engineer, Project Managers, to the Construction Industry and its Sub-Contractors and Suppliers - the parties who determine the practical feasiblity of a project;
Corporate Real Estate and Facilities Management: from Corporate Real Estate to Facilities Managers via Human Resources and Information Technology to Department Heads to End Users - the parties that take possession of a project. Work and the City
- Frank Duffy likes to operate independently of other building types and uses;
moves remoselessly forward, always in the same direction;
is almost impossible to stop once set in motion - since interruptions generate great costs and inconvience to everyone involved;
has small appetite for absorbling or reponding to feedback of any kind, at any time, between any of hte levels or any of the parties invovled. Working Teams What do you see as the problem of "Shrinking Cities"? What do you see as the opportunity of "Shrinking Cities"? Design the strategic outline steps do think could be taken to address the challenge of Shrinking Cities? Identify players, technologies (processes, products) and relationship in your strategy outline. Economic Sovereignty
The Seneca Nation of Indians keeps one interest ahead of all others -- improving the lives of Senecas through economic sovereignty. Today the Seneca economy generates some $1.1 billion annually, employing more than 6,500 members and non-Native Americans, primarily through its burgeoning casino gaming and hospitality ventures, wholesale and retail tobacco manufacturing and sales, and the motor fuel industry.
Currently, purchasing and hiring done in the Seneca private sector and by Seneca Nation-owned enterprises and government is associated with an estimated $779 million of gross domestic product (GDP) of more than $800 million a year in the Western New York Region and close to $900 million across New York State.
While not subject to direct taxation by the state, spin-off spending by Senecas and their vendors estimate $50 million in New York sales and excise taxes.
In July 2009, the nation established Seneca Holdings LLC, a private investment vehicle for the Nation to diversify its economy and create wealth for its people by investing in, and buying companies. The Nation plans to allocate $28 million for incremental investments to Seneca Holdings within its first five years. 3 Energy 1 Materials 2 Material Reutilization/Design for Environment (DfE) 4 Water 5 Social Responsiblity Design for experiences that reach people through many different touch-points, and that happen over time.
1) ‘Set of instructions (specifications, drawings and schedules, etc.) necessary to construct an artifact or service.’
2) ‘Artifact or service itself.’
‘Generation of information by which a required service or product can become a reality.’
(British Standard for Service Design: BS 7000 -3, BS 7000 -10, BS EN ISO 9000)
(Gillian Hollins, Bill Hollins, Total Design: Managing the Design Process in the Service Sector) Service design can be both tangible and intangible. It can involve artefacts and other things including communication, environment and behaviours. Whichever form it takes it must be consistent, easy to use and have strategic alliance. IBM treats its business as a service business. Although it still manufactures computers, it sees the physical goods as a small part of the "business solutions" industry. They have found that the price elasticity of demand for "business solutions" is much less elastic than for hardware. There has been a corresponding shift to a subscription pricing model. Rather than receiving a single payment for a piece of manufactured equipment, many manufacturers are now receiving a steady stream of revenue for ongoing contracts. Service Design Leadership is introduced as an approach where leaders in service organizations understand and use the power and value of design and design thinking’s contribution to a visionary strategy process intended to create innovative services. Service design leadership involves a multidisciplinary and interdisciplinary synthesis approach to problem solving and innovation. ·· Penalty avoidance: By being compliant with statutory regulations, companies avoid penalties, keep the firm out of the media, and executives out of jail
·· Creation of additional revenue: A growing customer preference for sustainable products represents opportunities to grow market share. Also, several markets are growing rapidly (e.g. wind turbines) and brand new ones are emerging which magnifies the revenue opportunity
·· Product differentiation: Design for sustainability methods allow companies to realize product cost savings and differentiate products to satisfy customer expectations for minimizing environmental impact
· A more effective supply chain: Collaborating with suppliers on green initiatives helps mitigate the overall regulatory risk, increase control on supply chains, generate cost reduction opportunities, and become more responsive to market changes
·· Transport costs optimization: Benefits from optimizing transportation come from reducing fuel consumption through integrated consideration for energy use when tendering and dispatching loads
·· Supply risk mitigation: Reductions of energy and raw material consumption bring costs down and assure a higher resiliency to energy and raw material price volatility
·· Cost savings: The application of Reduce, Reuse, Recycle considerations drives reductions in material, transportation, manufacturing, and disposal costs Herman Miller Waste = Food · 2,527 square feet of wood beadboard (painted)
· 978 square feet of tongue and groove (T&G) flooring (painted)
· 2,660 linear feet of 2x4 (unpainted)
· 941 linear feet of 2x6 (unpainted)
· 183 linear feet of 4x6 (unpainted)
· 1,460 cubic feet of brick
· 1,273 square feet of 1x6 novelty siding (painted)
· 1x materials mainly 2,062 square feet of 1x 8 roof sheathing which may or may not have
be reusable (unpainted).
· Kitchen cabinets (wood).
Gypsum Drywall Manufacturing
Compost Bulking Agent/ Additive
Direct Land Application
Agricultural Land Application
Recreational Land Application
On Site Land Application
Athletic Field Marker
Animal/ Livestock Bedding
Facilitate Sodium Leaching
Grease/ Spill Absorbent
Water Treatment Opportunities Reuse Recycling Soil Amendment Other (Low Priority for Vermont Total land area in the U.S. is 2.3 billion acres. Urban land area quadrupled from 1945 to 2002, increasing at about twice the rate of population growth over this period. Estimated acreage of rural land used for residential purposes increased by 21 million acres (29 percent) from 1997 to 2002 (2002).
Indoor levels of pollutants may be two to five times higher, and occasionally more than 100 times higher, than outdoor levels. Building-related construction and demolition (C&D) debris totals approximately
160 million tons per year, accounting for nearly 26 percent of total non-industrial waste generation in the U.S. Combining C&D with MSW yields an estimate that building construction, renovation, use and demolition together constitute about two-thirds of all non-industrial solid waste generation in the US.
Drywall is composed of 92% gypsum (calcium sulfate dihydrate CaSO4 2H2O), and 7% paper, then remaining 1% is a combination of impurities in the gypsum rock and additives. The construction of an average single family american home (2,000 square feet) generates nearly 1 ton of new,
uncontaminated drywall waste. Processing
Transportation fees, gypsum wallboard is a dense, bulky material (cost is highly variable depending upon the distance to markets and amount of drywall)
Storage, gypsum wallboard readily absorbs moisture and dissolves as its moisture content increases (cost is highly variable depending upon other uses for the space)
Cost of disposal tipping fees (cost is highly variable depending upon the region of the state and the amount of waste being disposed)
Comparable products competing within the same market
Environmental Impact and other considerations The gypsum drywall recycling and reuse options presented in this report are evaluated on the following criteria: In 1994 Pizzagalli Construction Company was hired to convert one of IBM’s office buildings into a warehouse space. The project involved removing over 5,000 4' X 10' sheets of drywall each weighing approximately 100 pounds. Sending the drywall to the landfill was
not an economical means of disposal because of the high tipping fees, $74 per ton. As a result Pizzagali Construction contacted the Vermont Business Exchange (VBMX), a state funded program that matches industrial waste generators with companies which can use the wastes.
VBMX composed a press release to be placed in the Burlington Free Press advertizing free drywall for those that were willing to take 20 sheets or more. By the end of the afternoon after the press release had been printed in the paper all of the drywall had been claimed. This exchange saved Pizzagalli over $15,000 and salvaged 75% of the drywall. Sources of the building-related C&D debris wastestream include demolition
(accounting for approximately 48 percent of the waste stream per year),
renovation (44 percent), and new construction (8 percent).
. An estimated 20 to 30 percent of building-related C&D debris is recovered for processing and recycling. The materials most frequently recovered and recycled were concrete, asphalt, metals, and wood.
. Architects and builders typically do not design homes with easy renovation or deconstruction in mind. The average U.S. family moves every 10 years.
Homes often undergo many renovations over their lifetimes, or complete building removal is carried out to make room for a newer home
. Collaboration is a recursive process where two or more people or organizations work together to realise shared goals, (this is more than the intersection of common goals seen in co-operative ventures, but a deep, collective, determination to reach an identical objective) — for example, an intellectual endeavor that is creative in nature—by sharing knowledge, learning and building consensus. Most collaboration requires leadership, although the form of leadership can be social within a decentralized and egalitarian group. In particular, teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resource Collaboration -Wikipedia Deconstruction is an innovative tool intended to contribute to a community's revitalization. Deconstruction is actually a new term to describe an old process—the selective dismantling or removal of materials from buildings before or instead of demolition. Deconstruction has the potential to :
(1) create job training and job opportunities for unskilled and unemployed workers,
(2) foster the creation and expansion of small businesses to handle the salvaged material from deconstruction projects, and
(3) benefit the environment by diverting valuable resources from crowded landfills into profitable uses, which in turn would enable deconstruction to pay for itself by generating revenues and reducing landfill and disposal costs. Used Building Material Retail Operations (UBMROs)
Deconstruction is heavily dependent on a used building material retail operation (UBMRO) to obtain and sell recovered materials. The deconstruction agent could be a deconstruction contractor, demolition contractor, renovation contractor, property management firm or private individual. Materials can either be purchased through on-site sales or recovered directly from the building slated for demolition or renovation. Some private building deconstruction agents subcontract their services to demolition contractors. Local Metropolitan Government
Consider creating a list of both private and non-profit UBMROs and building material reuse outlets in the metropolitan area. This list could be posted on a publicly available website. Contractors and non-profit organizations could be encouraged to support these businesses.
Consider the development of local resource recovery parks. These are business parks where companies and organizations involved in building material reuse and deconstruction-related activities can receive tax or other financial incentives. In El Paso, city government officials were interested in developing an area that would utilize the local rail system to serve a used building material processing and distribution center for both national and international markets. Businesses and organizations specializing in the reuse of used building materials in furniture, panelized/manufactured housing systems, arts and crafts and other alternative uses could benefit from the establishment of a resource recovery park.
Encourage local construction-related training programs focusing on renovation, building maintenance and demolition to incorporate applicable non-structural and structural deconstruction techniques.
Identify neighborhoods that will be undergoing large-scale redevelopment including revitalization and road expansion projects. Consider developing incentives to facilitate deconstruction-related activities on these projects including:
Developing contract bids that provide additional time for non-structural and structural deconstruction. Provide contractors with a list of UBMROs and other reuse outlets where recovered building material can be sent.
Create bidding requirements that award bonus points for contractors who use non-structural and structural deconstruction techniques to recover materials.
Award additional points for contractors who use trainees enrolled in established construction training programs that incorporate deconstruction.
Consider providing public sector funding to assist the development of construction training programs that incorporate deconstruction (including training grants for labor unions that incorporate deconstruction as a component of related pre-apprenticeship and/or apprenticeship programs).
Consider providing public sector funding to assist the development of UBMROs and other reuse outlets.
Consider incentives to encourage demolition and renovation contractors to use non-structural and structural deconstruction. One example of an incentive would be to revise local demolition permit procedures to increase the time allowed for deconstruction-related activities. Detoured
New York and the city of Syracuse spent about $858,131 to demolish 921-25 N. State St., the building that partially crumbled Feb. 26 onto the shoulder of Interstate 81 and prompted a 22-day shutdown of a one-mile section of the highway. Here’s a breakdown of the cost, as of July 29, according to a state DOT record and city officials:
•C.P. Ward Inc., Scottsville, demolition and removal: $585,466 *
•State Department of Transportation, overtime for workers: $102,139
•Crane Hogan Structural Systems, Spencerport, emergency traffic control on I-81, setting up barriers, cones: $66,919
•LaBella Associates, Rochester, asbestos monitoring: $24,352
•C&S Cos., North Syracuse, structural evaluation report, hazardous materials testing, demolition specifications, $25,548
•DOT real estate group, property survey, preparation of temporary easement maps, title and lien research, $20,865
•DOT operations group, variable message signs for detour route, $11,519
•State Department of Environmental Conservation, less than $10,000
•C&S Cos., North Syracuse, property survey, $6,975
•State Office of General Services, structure assessment, $3,700
•DOT traffic and safety, operation of variable message signs, $648
•* Includes a $467,000 state contract with Ritter & Paratore Contracting, Utica, for demolition
from Syracuse.com Private Sector
Consider methods to utilize deconstruction activities in demolition, renovation and building maintenance to reduce waste disposal costs. Support local UBMROs and waste recycling businesses.
Investigate methods of educating building owners, general contractors, and others on the benefits of deconstruction and building material reuse. Consider joining recycling and reuse associations to learn about and promote deconstruction.
Encourage financial incentives and regulations that could make deconstruction activities a feasible alternative to landfilling building materials.
Explore new alternatives to building material reuse and support businesses that create value out of recovered materials.
Consider employing trainees and others who are familiar with building material reuse.
Consider methods to design Upon completion of the deconstruction of the Wesley House, the materials salvage and disposal was recorded.
The total salvage materials weight was 17,679 lbs or 44% of the total building mass.
Although this total amount was recoverable for reuse, 9,807 lbs of the recovered materials were deemed suitable (architecturally and functionally) for incorporation into a new application.
All told, 8,082 lbs or 20% of the total mass of the original building will be directly reused in a new application. Wesley House (1,500 sq ft) Deconstruction vs. Demolition Costs Comparison
Deconstruction - $50 demolition permit + $4,000 environmental ($1,500 ACM abatement + $2,500 LBP stripping) + $3,800 labor + $840 disposal - $4,300 salvage = $4,390 net costs ($3.51/ SF)
Demolition - $50 demolition permit + $0 environmental + $1,625 labor + $1,500 disposal - $0 salvage = $3,175 net costs ($2.54 / SF)
If the bead board had been disposed of, the disposal costs would go up a small amount, but the bigger cost difference would have been not spending $2,500 for LBP stripping for $1,000 worth of salvage. Revising the deconstruction costs to “deconstruction without any LBP-materials salvage:”
Deconstruction Without LBP Materials - $50 permit + $1,500 environmental + $3,800 labor + $980 disposal - $3,300 salvage = $3,030 net costs ($2.42 / SF)
Summary of Costs: Deconstruction with salvage and stripping of LBP materials = 38% higher net costs than demolition.
Deconstruction without salvage and stripping of LBP materials = 5% lower net costs than demolition.
This summary does not include the reuse of materials for offset of new. Estimated Material Potential for Deconstruction PUBLIC + PRIVATE Context Prefabrication is the practice of assembling components of a structure in a factory or other manufacturing site, and transporting complete assemblies or sub-assemblies to the construction site where the structure is to be located. The term is used to distinguish this process from the more conventional construction practice of transporting the basic materials to the construction site where all assembly is carried out. - Wikipedia INFORMATION + MATERIALS Manufacturing Decline Urban decline (Shrinking City) Innovative
Manufacturing Resilience Green
(Cradle to Cradle) Deconstruction Design for the
Environment (DfE) Prefabrication Flow of Creative Class Flow of Creative Class Corporatization of cities Inner city decline Technology Changes High level of housing vacancy /D T T /F /F 2T 3T /F /F 4T Revenue from T Green Social economic inequality DfD is the design of buildings to facilitate future change and the eventual dismantlement (in part or whole) for recovery of systems, components andmaterials. This design process includes developing the assemblies, components, materials, construction techniques, and information and management systems to accomplish this goal. The recovery of materials is intended to maximize economic value and minimize environmental impacts through subsequent reuse, repair, remanufacture and recycling.
Of last resort are energy recovery from materials and safe bio-addition, and subtraction of whole-buildings. In this manner DfD may help avoid the removal of buildings altogether. DfD includes using reusable materials, materials intended as recycling feedstock, and “natural” materials that might be entirely biodegradable. It also seeks to ensure that all aspects of sustainable building are supported Re-urbanization Smart Shrinkage Wastage of infrastructure Smart cities can be identified along six main axes or dimensions.
These axes are: a smart economy; smart mobility; a smart environment; smart people; smart living; and, finally, smart governance.
These six axes connect with traditional regional and neoclassical theories of urban growth and development. In particular, the axes are based - respectively - on theories of regional competitiveness, transport and ICT economics, natural resources, human and social capital, quality of life, and participation of citizens in the governance of cities.
A city can be defined as ‘smart’ when investments in human and social capital and traditional (transport) and modern (ICT) communication infrastructure fuel sustainable economic development and a high quality of life, with a wise management of natural resources, through participatory governance. Energy Super Ring Production Belt Reefs International Research Centre This method allows Chora to work at a number of different scales, drawing out unexpected and hidden links between the smallest of local details and transnational or global forces, highlighting how these may impact on each other. They see the role of the architect as that of an urban curator, a concept that Chora have developed alongside the artist Jeanne van Heeswijk.
Rather than designing objects and buildings, Chora's urban curator designs processes, interactions and organisational structures, a way of working that allows the architect to engage a wide variety of people and to create urban strategies that can address the dynamic nature of cities. Taiwan Strait Climate Change Incubator - Chora Architecture and Urbanism Wanzhuang Eco-city of Agriculture - Arup Wanzhuang will be positioned as an attractive business location with opportunities in clean manufacturing, information technology, and agriculture.
The aim is that the unique cultural character and heritage, agriculture base, and fifteen existing villages of Wanzhuang will not be eroded or lost, but rather enhanced through sypathetic development. North Sea Master Plan - OMA http://sensesmartcity.org In computing, the Internet of things, also known as the Internet of objects, refers to the networked interconnection of everyday objects. It is described as a self-configuring wireless network of sensors whose purpose would be to interconnect all things. - Wikipedia Places are not simply affected by the institutional manuverings surrounding them. Places are those machinations.... The real flaw of market-economy schools is that they ignore that markets themselves are direct result of the cultures... Even when compared to other indispensible commodities - food, for example - place is still ideosyncratic. The use of a particular place, for example, provides access to school, friends, workplace, and shops... Places are communites of fate. Neighborhoods have standing. Location establishes a special collective interests. Residents are continuously buying into a neighborhood, for instance... "Production service cluster in the largest places, and seem to the least tendency for dispersal. - The Political Economy of Place by Logan and Molotch Dematerialization Potential of a solution based on virtual devices, tools, and systems over physical ones Mass Customization Opportunities based on the ability to create affordable non-standard solutions Opportunities based on the need to conserve on transportation expenditures Demobilization Potential of smart systems to provide more efficent and effective operation and performance Intelligent Operation Soft Transformation A fine grain utilization in the city that incorporates adaptive reuse and new methods to reconfigure
its infrastructure effectively http://reactivision.sourceforge.net/ http://vimeo.com/132340498 - Wikipedia
Generate Business Ideas—Opportunity Identification | Opportunity Evaluation/Assessment
Develop and Refine the Concept
Acquire the Necessary Resources
Implement and Manage
Harvest the Venture—Growth/Exit Strategy Strategic Plan
Factory-Built Green Factory-Built Green outlines four interrelated areas for generating business opportunities: Shrinking Cities, Green (Sustainability), Deconstruction, and Prefabrication. Your strategic plan will assess, frame, and explore each area and their interdependent relationship. In developing your venture, a conceptual design or prototyping phase will help refine the opportunity. A co-design or participatory design process will bring an interdisciplinary perspective to the devices, products, and services. Factory-Built Green is based on a team-based approach so that acquiring the necessary resources includes a design/entrepreneurship collaboration. You will need to identity and expand what other resources will be needed to implement your venture. Local and regional partners, collaborators and participants will be key to this phase. Your strategic plan will need a phased approach that identifies how the venture will be rolled out successfully. In particular, a lifecycle assessment for a cradle to cradle approach requires support and development for new revenue sources. Ray C. Anderson provided a diagram of the prototypical company of the 21st century in his book, Mid-Course Correction, it showed the key interdependencies of a new business model. His company developed a toolkit approach to achieving its goals with stated milestones. Deconstruction Prefabrication Green Detroit (Context) 1. The Dream Exchange:
Our beliefs are always hindered by our assumptions. This tool encourages participants to 'think beyond the possible'.
2. Team Roles and Action Types:
Education tends to encourage individual development. This tool helps teams to find, and orchestrate their complementary strengths
3. Casting for Team Members:
Team members relate in many ways - skills, emotions, personalities, seniority, etc. This tool helps to balance these factors within the recruitment process.
4. Cultural Props:
Designers relate to objects and ‘things’. By playing with personally meaningful ‘props’ colleagues quickly develop good interpersonal relations.
5. The 'I-to-We' Cycle:
The balance of self-awareness and selflessness is important to team-play. This tool helps participants to monitor and orchestrate their shifts from one state to the other.
Competitiveness is endemic in many corporate cultures. Asking players to empathise with colleagues can boost confidence and optimise a team’s potential.
7. Building Team Identities:
New teams sometimes take time to ‘bond’. Getting the team to choose values offered by individual members helps it to define itself quickly.
8. The Team Turns Inside-Out:
Concentrated teamwork can lead to collective myopia. Asking individual members (one by one) to observe the others 'from the outside' helps the team to remain self-reflexive.
9. Mapping Team Evolution:
Teams do not always have a clear model of their own evolution. This 8-fold template of suggested values enables the team to monitor its own development.
10. Synergy Mapping: Synergy is not always expected, or noticed. This chart of values helps teams to document whether participation is as effective as it might be.
11. Mapping Role & Scale:
Agreed values may not always stay within their expected position or scale. This tool enables teams to map the dimensions and relational position of each agent.
12. Mapping Relations in Systems:
In a given system we seldom consider all the possible relations between all of the parts. This tool helps team players to notice many otherwise hidden possibilities.
13. Mapping the Equilibrium in Systems:
Mapping the salient components and their relations may not be sufficient. This tool helps teams to log the directional effects of dynamic relations between agents.
14. Collective Story-Telling:
Narrative can be a useful vehicle for enriching the shared understanding within a team. This tool offers guidelines for making this process work effectively.
15. Metaphors Be With You:
Teams of designers sometimes become limited by the peculiarities of specific metaphors. This tool helps teams to to ‘steer’ decision-making away from the conventions of a given language.
16. Bisociation Instead of Conflict:
In a culture of competition it seems logical to use conflict as a way to find preferred solutions. This tool uses differences of view to locate unexpected opportunities.
17. 4-Way Thinking:
The human mind is not very good at conceiving highly complex, interdependent situations. This tool offers a simple, multi-purpose topology (the tetrahedron) that can be used to address this problem.
18. 4-Way Innovation:
Sometimes, we need single artefacts, or propositions that satisfy many requirements at once. This template for manifold innovation uses the tetrahedron to offer sufficient complexity.
19. 4-Way Ethics:
Ethical systems tend to reduce the number of relations that pertain to the designer’s task. The tetrahedron is used to offer a simple, shareable format that makes relational ethics easy to apply.
The idea of ‘environmental sustainability’ is usually depicted as a ‘lose-win’ offer. This tool maps a number of abundances in a way that can be clustered and named as a unified (positive) outcome.
21. Team Diagnosis:
It is hard to maintain the positive spirits of a non-hierarchical team, indefinitely. Used with caution and some training, this tool is intended to offer diagnostic methods that can, sometimes, be applied in a more creative way. 21 Team Tools for Metadesign (AHRC)