In a little more than two decades, the Wine Country city of Healdsburg has transformed from the fading buckle on California’s prune belt into a picturesque town square with caviar-tart-serving restaurants, a couple dozen wine tasting venues and $400-per-night hotel rooms that draw international jet-setters.
Healdsburg’s turnaround has been too successful. Its fading affordability has turned this 11,000-person city into a cautionary tale for how a regional economic boom can reshape even the towns on its fringes. Healdsburg leaders are now trying to figure out how to keep the vineyard workers, teachers and waiters that made the city such an attractive food and wine mecca in the first place. (excerpted from SF Chronicle)
While some towns are using the Main Streets approach to become successful, some are using it to actually temper the negative effects of too much success.
- availability of empty lots and parking lots for new housing (a minimum of 30% of all units constructed on such parcels are required to meet affordable housing stipulations)
- affordability requirements on public land
- planned unit developments (PUD) zoning relief for taller buildings with more units
- amazingly strong tenant protection laws
- property tax caps on owner-occupied and senior homes
- housing vouchers for existing residents to stay in renovated and rebuilt housing
- historic district designation to prevent demolition of residential homes
- commitment of nonprofit and faith-based property owners to stay in the neighborhood
Preserving Diverse Populations, Not Just Buildings
In 2003, when Shaw Main Streets began its commercial revitalization and historic preservation efforts in its Washington, D.C., neighborhood immediately north of the city’s downtown, many of the neighborhood’s low and moderate income African American residents feared that new development, including the reoccupation of long vacant commercial and residential buildings, would force them out of their homes. These same families had seen urban renewal campaigns of the 1950s and 60s displace–in the name of progress–most of the residents of the city’s Southwest quadrant. Shaw residents were also aware that only a few decades before the upscale Georgetown neighborhood had a substantial African American population, whose traces of history—other than a few Black churches and a cemetery—remain only in a book entitled “Black Georgetown Remembered.” Would the same thing happen to Shaw’s African American community?
Fast forward to today. As of spring 2015, over 1,200 new units of housing have been completed, and nearly another 2,000 units are either under construction or already planned in Shaw with no net loss of residents of affordable units. Four high-rise, subsidized apartment buildings been completely renovated without a single rent increase to residents. New units have been constructed and tenants have used vouchers to stay in buildings that left the federal subsidy program. Over 170 new businesses have opened in the neighborhood, and residents have been able to obtain both construction and permanent jobs in the neighborhood as a result. That existing residents are benefiting from the conveniences and amenities that revitalization has brought is no accident. It’s the result of much planning and hard work by elected officials, non-profits, residents, businesses owners and developers.
Public art celebrating the contributions of notable African Americans who lived in Shaw, like “Duke” Ellington, now promote the neighborhood’s rick Black history. 1970s high rise apartment buildings have been renovated and remain affordable housing for low and moderate income families. Photos by Alexander M. Padro, Courtesy Shaw Main Streets.
A Diverse Past
The 50-plus block faces that comprise Shaw Main Streets’ service area include a diverse mix of buildings, with 19th and early 20th century commercial and mixed use buildings and late 20th and early 21st century low rise and high rise commercial and residential edifices. Four historic districts—Shaw Historic District, Greater U Street Historic District, Blagden Alley/Naylor Court Historic District and Mount Vernon Square Historic District—intersect the commercial district, which is home to nearly 300 businesses.
After our last call, Laura kindly emailed me various Main Streets handbooks for getting started, and then today we had another call. A lot of the info in the handbooks I learned at the National Main Streets Conference, but there is always more to learn, and do.
There’s A LOT of material, so here are the homework items that apply to us right now:
>> Take stock of the town’s businesses. There’s no precise way to do this, but we can get a pretty good idea if we:
- Walk the downtown streets and list each business, categorized by type, target demographic, and relative popularity/success (if known).
- Go to the city government offices (often the Financial or Business office) for a list of active business licenses.
- Research any other demographic studies recently conducted by developers.
>> Find out the business district’s zoning. For Fairfax, we found them in the Town of Fairfax website > Government > Town Code > Municipal Code of Ordinances > Zoning > CC Central Commercial Zone. We have a few good ordinances in place already, including regulated first-floor offices in retail zones, liquor stores, theaters, etc. so that there may be a healthy mix of business types.
Often you can just google your town’s website, and dig for the zoning codes. Note which types of businesses are Principally Permitted (these types can set up shop easily, anywhere) versus Conditional Uses (need a permit so that they can’t pop up anywhere). A good ordinance for downtown is when first floor spaces are reserved for retail (which attract shoppers) or businesses that the majority of the community want to use, as opposed to random businesses or countless real estate offices. (You’ve probably seen some popular resort towns with way too many real estate storefronts where you wished there were shops.)
>> Gather a list of business property owners. We can go ourselves to the county public records, but it can be a lot faster to ask a realtor friend to put in a request for your downtown’s city blocks. Then, we can get all the reports in one swoop instead of digging for each type of document for each type of property.
>> Identify well-liked, like-minded elected officials. The best way to find these folks is by asking around, but we can also do a little detective work looking at past City Council meeting minutes to see how they have voted for similar issues (e.g., preservation, environment, open space, local businesses, etc.). Another trick we learned was by viewing Council meeting video archives to see which government officers have a cool vibe. Qualitative, but important!
Fairfax has meeting minutes and video posted: Town of Fairfax website > Government > Town Council > Meeting Archive. Voila!
>> Onboard a core group of early supporters. For Fairfax, our priority is going to be: downtown business owners (including the ad hoc community center Good Earth), downtown business property owners (starting with owners of the vacant stores), Sustainable Fairfax, a few elected officials, any active preservation organizations, and residents.
Each town may prioritize different stakeholders, but generally, they are often a a mix of residents, small business owners, major corporations/industries in town, business property owners, elected government officials, preservation organizations, financial institutions, civic groups, schools, media, community organizations, planning commissions, religious institutions, et al.
>> Create a formal Main Streets organization from the get-go, even if it seems overly bureaucratic. It makes a big difference in community perception, discipline for the steering committee (aka “early champions”), program momentum, funding, and so on. In some cases, IF missions are totally aligned, it can be housed within an existing organization. (We are secretly thinking Sustainable Fairfax may be a good fit.)
Allow 12 months to get the Main Streets organization set up. You can get started on various programs or events in the meantime, but allow this long to engage enough of the community.
>> Customize the timeline and order of implementation. A general process for starting a Main Streets program is documented, but really every town is unique. Depending on how go-getter the initial champions are and how receptive the community is, it can be put on a fast track…or it can take years and years.
We’re thinking it would be best to have the Fairfax program be community-driven from the start, and focus on the vacancies in town, since that’s what everyone seems to be talking about. I’d like to see how broad a group of initial supporters we can get.
>> Do some advanced digging. This is from the handbooks, and definitely more “advanced” work, but we could also check out:
- Population census: comparing today vs 10 years ago
- Retail Trade census: comparing today vs 5 years go
- Real estate value trends
- Sales tax reports
- Other analysis done by others (e.g., Chevron from when they were considering locating here)
Lots to do!
I had an initial call with Laura Rowe-Cole, the Executive Director of the California Main Streets Alliance, about bringing the Main Streets approach to Fairfax. I met her at the National Main Streets Conference in Atlanta in March.
She was the Executive Director of Main Streets Davis and Fairfield for over 15 years, and has worked with towns across California for almost 10 years, helping them to start and maintain Main Streets programs.
Her experience shows in her immediate quick-fire questions to gauge Fairfax’s “readiness”:
- How big is your town?
- What’s the downtown like?
- What’s your town’s reputation?
- Are business owners open to change?
- Is there a Starbucks? What chains are there?
- Are people into locally-owned businesses?
- What’s your city government like?
- How engaged is the community in “community things”?
- Are people generally conservative or progressive?
She didn’t say what the “right” answers were, but I could deduce:
- Any size.
- Cute is good. Cool is good. Charming is good.
- Anything is workable.
- No. Not many, or any.
- Moderate to very.
- Generally progressive.
Okay, Fairfax passed the initial test. Next up: Homework.
Excerpts from the Main Streets Center website.
We all know where our Main Streets are, but do we know what they are and why they matter? Whether they are named First Avenue or Water Street or Martin Luther King Boulevard, what they represent is universal. Main Streets are the traditional center for social, cultural, and economic activity for their communities. They are the big stage, the core of the community. Our Main Streets tell us who we are and who we were, and how the past has shaped us. We do not go to bland suburbs or enclosed shopping malls to learn about our past, explore our culture, or discover our identity. Our Main Streets are the places of shared memory where the entire community still comes together to live, work, and play.
So what is Main Street? When we talk about the Main Streets movement, we are thinking of real places doing real work to revitalize their communities and preserve their character. Specifically, the Main Street Center movement is three things: a proven strategy for revitalization, a powerful network of linked communities, and a national support program that leads the field.
Established in 1980 as a program of the National Trust for Historic Preservation, the National Main Street Center works with a nationwide network of coordinating programs and local communities to encourage preservation-based community revitalization and economic development. It has equipped more than 2,000 older commercial districts with the skills, and organizing framework they need for renewal during its more than 35-year history.
The National Main Street Center, an independent organization as of 2013, provides information and technical assistance, holds conferences and workshops, and conducts research and advocacy on critical revitalization issues – often in conjunction with Main Streets state coordinators. The proven Main Street Four-Point Approach provides a framework for communities to organize themselves for success, improve the design of their neighborhoods, promote their district, and enhance the economic base of a community ~ a sustainable and complete community revitalization effort.
Organization establishes consensus and cooperation by building partnerships among the various groups that have a stake in the commercial district: residents, businesses, organizations, and the government. The most effective Main Street programs get everyone working toward the same goal. A governing board of directors and standing committees make up the fundamental organizational structure of volunteer-driven revitalization programs. Volunteers are coordinated and supported by a paid program director. This structure not only divides the workload and clearly delineates responsibilities, but also builds consensus and cooperation among the various stakeholders.
Promotion takes many forms, but the goal is to create a positive image that will renew community pride and tell your Main Street story to the surrounding region. The techniques taught, and the variety of tools at your disposal, will help to rekindle the vitality of your community. Promotions communicate your commercial district’s unique characteristics, its cultural traditions, architecture, and history and activities to shoppers, investors, potential business and property owners, and visitors.
Design means getting Main Street into top physical shape and preserving a place’s historic character, creating an inviting environment for shoppers, workers, and visitors. Successful Main Streets take advantage of the visual opportunities inherent in a commercial district by directing attention to all of its physical elements: public and private buildings, storefronts, signs, public spaces, parking areas, street furniture, public art, landscaping, merchandising, window displays, and promotional materials. Popular design activities also include maintenance practices, rehabilitation of historic buildings, encouraging appropriate new construction, developing sensitive design management systems, educating business and property owners about design quality, and long-term planning.
Through economic restructuring, you can learn how to strengthen your community’s existing economic assets while diversifying its economic base. Successful communities accomplish this by providing a balanced commercial mix, sharpening the competitiveness and merchandising skills of business owners, and attracting new businesses that the market wants and can support. Many Main Street programs also achieve success through creative reuse of historic properties. Converting unused or underused commercial space into economically productive property also helps boost the profitability of the district. The goal is to build a commercial district that responds to the needs of today’s residents and consumers while maintaining the community’s historic character.
Cumulatively, commercial districts taking part in the Main Street program have spurred the rehabilitation of more than 251,000 buildings, and generated $61.7 billion in new investment, with a net gain of more than 528,557 new jobs, and over 125,000 new businesses. Every dollar a community uses to support its local Main Street program leverages an average of $18 in new investment, making Main Street one of the most successful economic development strategies in America. These community benefits would not be possible without the training, education, and leadership of the National Main Street Center.
Main Street offers a revitalization framework appropriate for communities of all types – including commercial districts in urban neighborhoods, rural towns, and smaller and mid-sized cities.
Ready to get started in your town? The Main Streets Center has a Getting Started overview, and then it’s probably best to start by contacting your State Coordinator. The steps vary in each town, so don’t be daunted by the Getting Started overview! (We’re working with the CA Main Streets Alliance for Fairfax, CA.)
Marin Town & Country Club aka “Fairfax Country Club ~ Photos from Patch & Fairfax Historical Society.
When I first moved to Fairfax, a friend told me to find out what was happening with the defunct “Fairfax Country Club”. I had never even heard of it, but then – when grabbing a quick bite tonight to-go from the bar at Iron Springs Pub (the only place open past 9:30 pm I might add, wtf) – I sat next to James Reed who lives on the Country Club property. Nice! He runs Tree Monkey Fun business, teaching kids how to climb trees higher than you ever dreamed to fund more technical tree-climbing equipment and skills for an Ecuadorian tribe that depends on their towering trees for sustenance and medicine. Super cool….But, what’s up with that property?
James explained: The early missionaries or tribe sold the very first parcel of Fairfax to a Max Friedman in the early 1900s. (Google tells me that actually a Domingo Sais was first given the land for his service to the Mexican government, the land passed through a few hands during the 1800s — including Lord and Lady Fairfax, a fancy restaurant, Emporium Capwell for employee retreats, two women — and then eventually Max bought it in 1943 for $125k.) The parcel was essentially all the acreage of the Country Club + the current Fair-Anselm Plaza and Good Earth Grocery property. Max added to the first pool Emporium built, including six more pools, summer cabins, and recreational facilities. Soon, the club turned into a popular respite for everyone in the city fogged in during the summertime months.
But by the 1970s, Max was in his 90s and over it. His kids held it stagnant for a few decades, and then sold the 28 acres of the country club to the current owner, Michael Makintosh, for $5.5 million in 2002. The property is zoned for “recreational use” only, and the only people allowed to live there are those who are in the legacy buildings. So, basically, James lives in a repurposed locker room building of the club.
What’s the status of the pools and recreational areas? They’re overgrown and “back to nature”, James says. His Tree Monkey Fun camp and another resident’s Flying Dutchman camp are the only activities going on there because Mr. Makintosh allegedly only trusts residents of the property to operate businesses there. Hmmm. Seems there is some cool potential here to put it back to use in how it was intended (and zoned)!
- Marin Town & Country Club: Detailed history, ownership timeline, aerial photos ~ Westhill: Fairfax History
- Detailed history & DVD for order ~ Fairfax Historical Society
- History of the Marin Town & Country Club (and Fairfax in general) ~ Patch, 2010
- Where is it Now: Marin Town & Country Club ~ Patch, 2010
Last year when I was in Detroit for the Kellogg Foundation Food & Society Conference, there happened to be another big event at the same venue: the National Main Streets Conference. All day long I’d meet people from this “other” conference in elevators and on escalators, and I was blown away at how effortlessly and confidently these Main Streets folks talked about their successes in preserving historic architecture…. while revitalizing local economies and small businesses…. while fostering stronger human relationships in communities…. while HAVING FUN. I mean, What?!
These issues are close to my heart. I grew up in Portola Valley (between San Francisco and Silicon Valley in the hills west of 280), which used to be a place where the Alpine Inn historic pub parking lot would have just has many horses “parked” as there were cars. It was legit country life with vast open spaces and tight-knit community, and yet just a short drive from the City. These days, “PV” is known as the land of McMansions and, looking at any parking lot, you will see Mercedes, Ferrari, Tesla, Lotus, BMW, another Ferrari….and a dearth of genuine community feel.
Palo Alto, our closest town had its quaint main street with local shops in historic buildings, with a mix of local teens, local families, and Stanford university professors and students. These days, it’s a heart of Silicon Valley and a franchise megapolis with towering stucco architecture with the likes of Restoration Hardware and Cheesecake Factory, and a bounty of yuppies and techies. Now its nickname is “Shallow Alto.” Sigh.
In San Francisco, after living for over a decade in Pacific Heights and Russian Hill, in 2005 I moved to Hayes Valley because it wasn’t so perfect. It was an “up-and-coming” neighborhood with a few great restaurants, a few great stores, and an ubiquitous reputation as being diverse, down-to-earth, and, well, pretty awesome. Same with parts of the Mission when I moved there from Hayes Valley. You can guess what happened to areas of both neighborhoods: Gentrification, an influx of hipsters and, at least in Hayes Valley, a lot of older cool architecture torn down. Another sigh.
Now I live in Fairfax in West Marin County, which reminds me so much of Portola Valley pre-McMansion, pre-Ferraris. The small town is still made up of local businesses, the gorgeous natural open spaces are still intact, and the vibe among everyone in town is still super friendly. I don’t have the heart to see yet another cool place — that’s not yet totally on everyone’s radar — go down (or up?) in flames.
This blog is switching gears now to the Main Streets “agenda”, more specifically following some friends and I in Fairfax as we see what we can do by following the Main Streets process to help at least our one small town keep things real in these times of inevitable change — revitalizing local businesses and economies, preserving historic architecture, continuing to protect open space, and strengthening our local diverse culture whether that’s ethnic, economic, artistic, or other! Wish us luck.
Recently, I was talking with two friends who say that it’s not. One works for a leading commercial design manufacturer (what I’ll call a business around art), and the other works at SAP (business) and has a professional photography career (art) on the side.
Starting a business is fricken hard, and maintaining a successful business is just as hard. (Btw, if you don’t believe these basic assumptions, read about the daily 99% bad-decision rate of CEOs – especially successful ones – and how rare it is to create a company that lasts.)
And yet, these friends tell me that business may be difficult and require ingenuity, but ultimately you’re just navigating and optimizing life in the box. The business world box.
Especially as an entrepreneur, there are so many opportunities for failure as you learn and evolve to find your footing. To me, running your own business is absolutely an art – constantly calibrating your vision vs reality, what your ‘customers’ or ‘clients’ say that want vs what they actually need, what will make money vs what will make an impact, what you personally enjoy vs what is best for business viability, and managing human resources who are volatile complex beings by nature.
And yet, I think that even engineering – the most elegant and creative engineering – can transcend the boring and actually be beautiful. In fact, I just met with the owner of a design firm who said that some of his contractors just delivered some wireframes for an intricate and complex application, which were so well-done and so brilliantly executed that they literally made him cry.
So, I’m contending that art is defined by beauty, and that the way that business can be engineered and executed can in fact be beautiful. And, thus, it can be art.
Which brings up the next question: How to engineer business in more beautiful ways? What would make a business beautiful? My thoughts at the moment:
- Operating lean: doing (a lot) more with less
- Joy among the team: true happiness on a human level
- Impact: doing good for the world while also making money
- Collaboration: integrating models that ‘raise the tide for all boats’ in an industry; down with the one-winner model
- Empowerment: of customers, clients, staff, board, executives, partners, everyone…
- Innovation: expanding minds to new possibilities and more creativity
- Community: fostering caring human bonds and relationships
- Sustainability: honoring and protecting the most abundant art around us, Mother Nature
That would be beautiful. I think that integrating all these things is the ultimate Michelangelo of business.
I recently met Patrick Valentino, spokesperson against San Francisco’s Proposition B in the June 2014 election, which mandates that any proposed waterfront building exceeding height limits must be approved by public vote. I’ve always spoken out against the development of high-rises blocking the view for the rest of the city, but after chatting with Patrick about the details; seeing that SPUR, SF Chronicle, League of Conservation Voters, Parks Alliance, SF Democratic Party, Housing Action Coalition, the Labor Council, and others also opposed Prop B; and then listening to the NPR debate about Prop B, I’m more confused than ever about the truth, and what’s best for the city as its population grows.
Sometimes there is obvious propaganda from evil-doers this is unfortunately effective (flashbacks to Monsanto’s multi-million dollar ad campaign right before Prop 37‘s predicted landslide, which turned the expected win for labeling GMOs into a loss).
But often, it’s hard for even informed citizens to differentiate fact from propaganda. Why is it so hard for us to get complete info? We get the Voter Information Pamphlets in the mail, but they’re so incomplete and so often skewed, they don’t really help. Personally, I end up tossing them in the
Currently, the only hope for us to vote intelligently is to:
- Spend a lot of time researching every candidate and every proposition ourselves – Veto: unrealistic.
- Read the Voter Information Pamphlets – Veto: skewed, limited and/or bad-quality info.
- Go by organizations’ endorsements – All We’ve Got: binary thumbs up or thumbs down.
What if we had a single place online (calling MoveOn.org?) which provided one, easily-navigable, easily-scannable database of all the candidates and propositions, and allowed citizens to see right there in one place which organizations and businesses endorsed each of them AS WELL AS short paragraphs of a standardized length written by each endorsing entity containing qualitative, descriptive reasoning behind their endorsement or opposition AND one or two links to supporting resources for more information.
Then, each organization wouldn’t need to spend the time and money trying to publicize their positions (which is totally inefficient anyway), and could instead focus on their core program work (which is undercapitalized across the board for nonprofits already). And then we citizens would actually be able to get the info we need to make informed choices, whether that means a quick scan of endorsers if we’re time-pressed, or more thorough research of resources recommended by trusted endorsing entities.
Wow, that would be huge, and it’s not even hard to build.
It’s amazing how little progress we’ve made as far as creating learning channels for citizens to get the information they need to vote. Listening to an hour-long NPR show about each issue and still be confused is not good.
Let’s do this!
Yesterday I met a woman from Boulder, Colorado who told me about a new branding initiative to support the growing fair trade sustainable textiles & handcrafts movement. The same organization/coalition that promoted the “925” stamp for quality silver jewelry in Mexico is creating some sort of stamp of authenticity for Peruvian products made from their regional alpaca and sheep wool.
Then, we naive tourists – especially when visiting these regions ourselves – know to look for and value the products made from quality wool, and thus our dollars go back to the people who produce the real thing. And then ultimately, people from Peru who create these amazing products following age-old traditions may preserve their cultural heritage. Hooray. Success.
For the past many years, I rarely buy synthetic fabrics anyway – not because of the sustainability factor – but because they just don’t feel as good, they fall apart faster, or they simply don’t work (tried an acrylic scarf?).
I’m excited and inspired to see people who are thinking about the concept of place with the concept of fair trade. I’m not sure yet how it will grow in the marketplace or in various tourist destinations. i.e. Will shoppers just care about fair trade alpaca wool, or will they seek out the upcoming Peruvian brand of fair trade wool because they understand the economic and cultural impacts for the Peruvian people in buying those specific products?
Obviously, there will need to be a lot of education of both shop keepers and tourists to make any new brand meaningful, and regulators to enforce its integrity.
As usual, it’s hard to identify the ‘best’ answer or silver bullet. There’s also Fiber Shed, which is all about finding/wearing clothes that are made from local fibers, local dyes and local labor from Your region. Eat local, dress local? At first, it was a bit too idealistic for me, but then I realized it actually does mirror the regional food movement in that it’s all about environmental sustainability and economic development.
I guess we can buy Peruvian alpaca for cultural preservation, and we can also buy locally made designs for our community’s own cultural development. And, then in our extra time (ahem), track all other suppliers by using the Sustainable Apparel Coalition‘s Higg Index covering the “environmental and social impacts of apparel and footwear products across the product lifecycle and throughout the value chain.”
I look forward to hearing more how folks in this textile, clothing and handcraft movement support regions around the world economically, while also preserving heritage artisan culture.
When the western world is so resentful of the “self-serving 1%”, it’s refreshing to hear about someone with ample means not only choosing to contribute financially to improving the world but actually taking a hands-on, hard-working role in making it happen. I think that everyone, especially other wealthy 1% people, would benefit from hearing more and more often about those who are being a bit more proactive with their money, mind, creativity and influence.
I bring this up after hearing about the owner of Chronicle Books, Nion McEvoy, the (wealthy) great-grandson of M.H. de Young, founder of the SF Chronicle and of whom the De Young Museum is named in honor. He could have done anything with his time, brain and his funds, but he chose to buy Chronicle Books from a former Chronicle exec and make it focus on what he deemed important: quality of life and lifestyle. I think that most everyone has seen and loves Chronicle Books. They’re eye-catching and crowd-pleasers. This is shown in their mission: “Inspired by the enduring magic and importance of books, our objective is to create and distribute exceptional publishing that’s instantly recognizable for its spirit, creativity, and value.” They publish imho seminal, fun books about life as a human (see above). I think that’s an important niche!
What I loved most about hearing about McEvoy is that a) he wanted to take a hands-on role in running the company. And b) even though their Photography books are apparently the worst performers in their list, he personally feels it’s important for humanity to know and learn about, so he continues publishing and pushing it. This might not seem that noteworthy, but I think it actually is. How many other wealthy folks choose to simply invest or donate to causes instead of doing the work? How many companies are driven only by their bottom line and share-holders to “trim the fat”. Ditch anything not bringing in the biggest ROI. How many would ditch the Photography list? How much of what we value in the world (like aesthetics and quality of life) are de-prioritized by the fewer and fewer choices we have in products and services offered by big companies?
It would be great for us all to be made aware of and celebrate those who have the capital and influence to do the right thing and are doing it themselves…like Nion McEvoy. Or, like Jeff Skoll, who made his billions from eBay but then, instead of just becoming a serial investor/single-bottom-line money maker, he founded the Skoll Foundation, which contributes over $80 million in grants each year to social entrepreneurs “dedicated to solving the world’s most pressing problems”, and Participant Media, which has produced over 50 films about social, environmental and cultural issues, including An Inconvenient Truth, The Cove, Food Inc., Lincoln, and many more.
To [make] the change we wish to see, I think that we need to empower those with the funds and influence (ie the 1%) with examples and role models of their peers who are stepping up, getting their hands dirty, and making it real. Maybe this kind of book “Celebrating Hands-On Benevolence” could be published by Chronicle Books? I know a few other hands-on, hard-working benevolent wealthy individuals who don’t share very broadly the good work they’re doing, when they really should.