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Sustainability is the Greatest Challenge of All Time And Here is Why

February 4, 2022 by Mike

In 2022, I will be celebrating my 25^th year as a sustainability leader, speaker, advocate, educator, author, and designer. Despite all the success and satisfaction of a career well spent, I have yet to see the larger transition to a sustainable future that I assumed would occur. How is it possible that we can be so aware of the climate emergency, but take so little action? In short, we are NOT hard wired to use the mental techniques necessary to achieve a sustainable condition. Thinking over the long term; Thinking globally; and connecting with people that are different than us are underdeveloped skill sets. Our instincts to avoid pain and seek pleasure are so ingrained in us that we most often focus on first cost, short term ROI, and traditional linear processes.

Unfortunately, the default motivation of self-interest makes it difficult to pursue specific sustainability initiatives promoted by ESI: Inclusive entrepreneurial ecosystems; Rethinking quality of place; and Redefining smart and connected communities. Meeting these important goals as an organization will require all of us, especially those of us with power and privilege to flex a different set of mental muscles and deeper level as mindfulness.

Luckily there is hope. We have the capability to combat self-interest. We are hard wired for affective empathy which allows us to feel pain for others and to work effectively in groups and to collaborate at high levels. And, we can learn to use cognitive empathy which we are not wired with, but allows us to see the world through the eyes of another person, especially someone who is different from us. Let’s dig deeper and explore a road map to achieving a fully empathetic consciousness.

Time

We are hard wired to be short term thinkers. Over thousands of years, we have evolved to become adept at thinking in the moment. The rush of cortisol and adrenaline pumps through our veins as the hunt for food propels us to think clearly and act decisively. Fear also releases cortisol, as we decide to fight, flight, or freeze when confronted with a threat. These instincts still play out today, but now they occur at board meetings, or at a community forum, or even at the dinner table with our families. This is natural and normal. But is there another way? We can intentionally tap into our empathy instincts to project our thinking and planning far into the future and make decisions today, that will benefit the millions of people in the future. That is a tall order, but that is what sustainability compels us to do. Scenario planning, empathy mapping, and basic sustainability planning are a few methods that can be used to accomplish this form of thinking. Mindfulness will be needed to initiate and stay upon this course of action.

Space

We are hard wired to think locally. We have adapted over thousands of years to “read the land” in order to be skilled hunters and clever gatherers of food. Long before the Age of Agriculture we lived in partnership with the local environment as we thrived in a variety of climatic and ecological conditions. These instincts are still in effect today, except we choose to alter the land in ways that benefit us instead of altering our ways to benefit the land. The negative effects of this instinctual behavior are obvious., we have lost 66% of wildlife species and polluted our water and soil, and triggered the climate emergency.

In 1969 the first Apollo mission reached orbit and we finally “saw” the Earth in its entirety. We saw a beautifully complex and rich image and the shift began towards a global view; ecological world view was born. And yet, we still struggle to see the world through a global lens. The hurricanes, tornadoes, droughts, floods, melting permafrost, and species extinction all seem so far away to us. We hesitate to take definitive action in response to the climate emergency because we can’t instinctively connect to the scale of the issue. It is overwhelming and paralyzing, and yet, that is exactly what sustainability asks of us. As leaders, we can develop the cognitive empathy necessary to see the climate emergency through eyes of people and creatures that are perishing in faraway places? Can we make local decisions that do not compromise the ability of societies far away to have a decent quality life, now and into the future?

Difference

Lastly, we are hard wired to be biased. Over thousands of years, we developed the ability to recognize a “threat” when confronted with the “other”. Cortisol is released in our bodies, and we choose between freeze, flight, or fight. In our current society, this dynamic is as present as ever. For those who us who are not in power, those threats are very real and occur in real time and space in the form of physical danger and discrimination. For those of us with privilege, the instinctual tendency is to maintain power and control. We institute systems and policies to discriminate against those that are different, and we find ourselves using implicit bias on a regular basis. The fact that this happens instinctually, does not excuse the behavior. Once we become aware of our own biases, we are compelled to surmount them and find a new relationship with difference. Consciously finding ways to get outside of our own perspective and seeing the world through the perspective of another can lead to profound changes in ourselves and society. The Integral framework shown above provides a holistic and comprehensive mental map that can be used when making any decision. It does not eliminate bias. To the contrary, the mental map “daylights” our biases and helps us to see a problem or opportunity in all its dimensions – especially from a social equity lens. As leaders, we can be intentional and use cognitive empathy to overcome our innate bias and build a future where we can all work together, across difference, to achieve an authentically sustainable future.

Putting it all together

Figure 4: The Empathetic Thinking Holistic Framework Diagram concept by Corey Jameson and Rob Fleming. Illustrated by Corey Jameson

Clearly empathy lies at the heart of the necessary changes we seek. With intentionality, we can develop this part of our mental capacity by practicing it on a regular basis. While this step forward in human evolution is sorely needed, be aware that using these skills will lead to a much different decision-making process. Meetings will be become more complex as we consider our decisions from multiple scales and time frames; and more time consuming as we engage multiple perspectives from multiple stakeholders, especially those who are typically marginalized in decision making processes. And yet, we owe it to ourselves, each other, future generations, and the planet Earth to become more authentic, more intentional, more holistic and more empathetic leaders.

Rob Fleming is the Director of Online Innovation at the Weitzman School of Design at the University of Pennsylvania and a senior advisor to Econsult Solutions. He is also the President-Elect at Philadelphia Chapter of the American Institute of Architecture, and the Co-founder of JADE: The Justice Alliance for Design Education in Philadelphia.

The Future of Cities Requires Refining What it Means to be a Smart City

January 28, 2022 by Laura Burtner

Over the past five years, Econsult Solutions, through its former joint venture, completed cutting edge research on smart cities around the world, exploring how leading global cities begin their smart city journey, what they were investing in, and what those investments meant in terms of return on investment. We have learned that the use of technology in cities can improve government performance, increase economic competitiveness, and allow cities to explore new solutions to their most significant problems. We have also learned that there are numerous challenges facing communities as they begin their journey towards being a smart city, and that there are obstacles and hurdles that even the most advanced and sophisticated city must overcome to make the most of their investments.

In the past two years, city leaders have been forced to rethink and refine what they mean when they think about being a smart city. A confluence of interconnected health, economic, social, political, financial, and technological challenges has meant that local governments have had to be more flexible and creative as they deliver services, protect their citizens, and invest in their economic futures. Think about just some of the huge challenges that cities are facing:

Healthy Communities: The COVID-19 pandemic has focused our attention on how we can help citizens remain safe in the face of a crippling epidemic affecting all corners of our communities. Communication with citizens has become fundamental to providing life saving information, and those cities with strong data analysis tools and capabilities have been better prepared to map and track outbreaks in their cities. The use of technology in providing health care, through the adoption and use of telemedicine, has allowed health care to be provided safely and efficiently through an internet connection. How we ensure equitable and secure access could also transform health care delivery and outcomes.
Technology Access: Of course, the use of technology in a city is only as good as the internet and technology access available to citizens. The impacts of COVID restrictions—increased numbers of workers working from home, schools providing distance learning, accessing government services online—have exposed the uneven access across cities and the difficulties in meeting those needs. Small towns and rural communities often lack the connections needed to be competitive in a connected economy.
Economic Inequality: The economic shifts occurring as a result of the pandemic and its impacts have also highlighted the growing economic inequality of our cities. Where you work, how you work, access to technology, exposure to COVID, and much more have contributed to extreme shifts in income levels across our cities. How we address those inequities through smart policies will be essential to future success of cities.
Sustainability and Resilience: While the impacts of climate change and extreme weather events predate the pandemic, cities and their citizens are experiencing the impacts on what seems to be an increasingly regular basis. Whether it be power grid failures in Texas, tornadoes in major metros, increased flooding from stormwater runoff in urban communities, or extreme heat in our largest cities, it is clear that cities and communities are being asked to address challenges at an increasing pace. We can’t afford to wait, and cities are vital to meeting the global sustainability goals.
Uncertain Finances: The shifts and changes of the pandemic have also created potential shifts in city finances. Cities reliant on local income, sales and property taxes are tracking how shifts in where people live and work will change that economic model. Fewer workers in offices can mean fewer lunches being purchased, reductions in transit ridership, and lower office occupancy—all of which have significant financial implications.

With all of this going on, how are cities coping, adapting, and even thriving? Over the next year, ESI is looking to learn more by addressing core questions as we study how cities are refining their definition of what it means to be a smart city:

What have cities learned about the use of technology during multiple crises and what does that mean for future investments?
How will the federal infrastructure bill and flexible ARPA funding impact city strategies and investments in technology and sustainability initiatives?
How are private sector partners working with cities to address core challenges in technology access, economic inequality, and resilience?
What will emerging technologies, like 5G, artificial intelligence, blockchain, and cryptocurrencies mean for the future of cities?
How have cities integrated smart city planning with recovery planning to build sustainable futures?
How are small and medium sized cities meeting these challenges and what are the opportunities in those communities?

Through ESI Center for the Future of Cities, will be exploring these issues and questions through our thought leadership research and consulting engagements. Let us know what you think and connect with us to learn more and stay tuned for future opportunities to get engaged.

Steve Wray, Senior Vice President and Principal | [email protected]

In this role, Mr. Wray focuses on the development and implementation of programs and projects that support ESI’s vision and short- and long-term plans. He leads the work of the firm’s principals and senior staff in developing new partnerships, expanding and building on existing practice areas, and integrating the firm’s strengths in economic analysis and thought leadership.

The Future of Cities is Accessible Quality of Place

January 21, 2022 by Laura Burtner

Technological disruption, public health scares, and pushback against systemic disparities have all elevated the importance of and demand for quality places in urban settings. At a time when technology and infrastructure have enabled people and businesses to locate anywhere and collaborate virtually, city and regional leaders increasingly need to evaluate, refine, and in some cases redefine the value proposition that places offer residents.

The concept of quality of place—including but not limited to walkability, transportation assets, cultural amenities, job opportunities, educational resources, open space and recreation—is not a new concept in discussions around economic competitiveness and resident/business attraction and retention. But it is often centered around placemaking strategies, and has been discussed for the last couple of decades at least, as a way to attract the creative class to a region.

In 2022, it is imperative to view investments in quality of place more broadly as the qualities and characteristics that people value in where they chose to live have shifted:

The shifting norms in virtual/remote work have accelerated due to the COVID-19 pandemic
The increasing spotlight on diversity and inclusion requires cities to be more intentional and equity-focused in their growth strategies.

In a distributed world where workers can live and work anywhere, the very value proposition of cities as a place where diverse groups can come together at scale to learn, create, and recreate is at stake. That means that quality places will need to equitably advance accessibility, promote wellness, and foster innovation.

Answering key questions around quality of place will be crucial for cities to understand what makes a place attractive and inclusive for all people. On our minds are the following research topics:

What kinds of metrics best indicate that a community or region is competitive in attracting and retaining residents?
In which places are leaders addressing equity and inclusion in their planning and policy making?
What typologies of quality of place exist across US communities?
How are cities, community-based organizations, and the private sector currently cultivating quality places through their policies, placemaking activities, and investments in real estate and infrastructure?
What key investments in people, place, and services can cities make to enhance their value proposition to residents, businesses, and visitors?

The future success of cities will rely on intentional, strategic investments and planning in infrastructure, resources, and people in ways that make cities places of choice and opportunity for all its residents. ESI is excited to take on these important research topics and look forward to developing a playbook for cities and regions to value and decide on the quality of place investments that make sense for their communities. Learn more about ESI Center for the Future of Cities and stay tuned.

Gina Lavery, Senior VicePresident and Principal | [email protected]

Ms. Lavery has led a range of projects for ESI primarily focused on urban planning, real estate, transportation—particularly where these areas intersect with economic development.

The Future of Cities is Inclusive Entrepreneurial Ecosystems

January 14, 2022 by Laura Burtner

Cities have always competed as places of human expression, cultural exchange, and commerce. An important way that future cities will compete is as inclusive entrepreneurial ecosystems. This is true for two reasons. First, in our global knowledge economy, regions compete through innovation. Second, innovation requires diversity and intensity of interaction.

Despite the mythology around innovation—think of the solitary white-haired inventor toiling away in his lab until he reaches a “eureka!” moment—research shows that innovation generally happens in increments rather than all at once, and is birthed by teams and not individuals. And innovation is accelerated in settings where interactions between diverse groups can happen frequently and at times unexpectedly.

Flow-charting the innovation process into a clean one-way line from box to box is laughable. In the real world, those lines would be spaghetti, and many of those boxes would represent players you’d never think of. Did you know that the Black-Scholes model, a foundational equation in modern finance, has its origins in physics? Or that Flaming Hot Cheetos, one of Frito Lay’s most successful consumer products ever, was initially proposed by a janitor?

While innovation can emerge from anywhere in the world, cities represent an important location because of the possibility cities offer to gather people at scale, colliding together new insights and disparate perspectives to inch our way to breakthrough. That is, after all, the fundamental value proposition of cities, that concentrations of people create a virtuous cycle of discourse birthing new ideas, compelling more people and money to flow in, leading to still more engagement and energy and innovation.

But unlocking that value proposition takes hard and intentional work. For innovation cannot happen when entire groups are systematically excluded from making contributions and reaping the benefits. Unfortunately, there remains far too much disparity in access, resources, and opportunity in cities across the country, the legacy of historical injustices whose systemic influences carry into the present.

Therefore, the cities of the future that thrive will do so by creating inclusive entrepreneurial ecosystems that address structural barriers and create access points for diverse participation. Which begs the question that we will be exploring further this year: how do you make that happen? Which in turn raises a number of to-do’s we are eager to take up:

Substantiating the definitive case for focusing on and investing in inclusive entrepreneurial ecosystems, in order to move stakeholders from good intentions and lofty words to real change.
A battle-tested playbook and assessment tool that individual participants, like municipal governments and research centers and advocacy groups, can use to make cities more inclusive.
Guidance on and taxonomies of the coalitions that need to be formed to support all businesses, and of the mechanisms that need to be established to facilitate the engagement needed for breakthrough.
Measurable indicators that allow cities to benchmark how they fare nationally and identify where they’re making progress and where they need to shore things up.
Identifying and diving deeper into key industries that may drive the future competitiveness of cities but that are struggling mightily to be more representative, like tech and real estate and health care.

We are excited to dive into this critical topic, and eager to have broad engagement along the way. Stay in touch!

Frank Robinson, M.B.A., Director | [email protected]

Frank Robinson is a veteran of economic development and sustainable development industries, having worked with corporate, government, and nonprofit clients. With Econsult Solutions, Frank manages teams on Equity and Inclusion projects, as well as Government Policy, and Economic Development.

Lee Huang, M.P.A., President and Principal | [email protected]

As President and Principal of Econsult Solutions, Lee Huang leads the firm’s Equity and Inclusion and Universities and Hospitals practice areas, as well as guiding the firm’s business development and new initiatives.

2022 Strategic Agenda

January 7, 2022 by Mike

At ESI, we pride ourselves in being the go-to consulting firm for a wide range of industries, clients, and situations where the key question is, “what is happening now?” We add value by providing a data-informed, street-smart, and nuanced response to that question, to help people make sense of the world and move things forward.

We are at a momentous time, brought about by an unprecedented pandemic that has turned everything upside down, but also driven by longer-term trends that are coming to a head, such as economic structural shifts, technological disruption, climate uncertainty, and pushback against systemic injustices. In response, the key questions of the moment are not just “what is happening now?”, but also “ what is happening next?”, “what should happen next?”, and “how do we get there?”

ESI Center for the Future of Cities was launched to tackle just those questions. We are eager to study what works and what’s next in cities around the US and the world, and also to create and drive what works and what’s next. We look forward to saying more in this space about work models, research projects, and priority areas, but for now here’s a teaser for three cross-cutting topics we’ll be exploring in blog posts this month that presage engagements we’ll be launching in 2022.

Rethinking quality of place

During the pandemic, we have learned that we need to think about the interactions between where we live, where we work, and where we relax and recharge. We are seeing shifts in the value propositions for communities and community assets, and we need to better understand how we will assess future investment and strategic decisions to create vibrant, thriving communities.

A new approach to inclusive entrepreneurial ecosystems

Between the disruption of the pandemic and the focus on racial justice spurred by the George Floyd murder and resulting civil unrest, we have seen smaller minority businesses disproportionately impacted. We are seeing a renewed focus on what it takes to support an economy that rewards, supports, and celebrates diverse entrepreneurs, and we look forward to working with those seeking to create new economic opportunities that lead to a more inclusive economy.

Redefining smart and connected communities

The pandemic has demonstrated that technology can be both a lifeline and a barrier for local governments and residents, and that we still have a long way to go to connect our technological advances to real change in how cities and communities operate and function. What we know is that being a smart city is not just fancy gizmos, gadgets, and algorithms, but it is about how you integrate tech with policy, strategy and finance to create new systems, solve big problems and support more competitive communities of all sizes.

Most of all, we have learned over the past two years the interconnectedness of cities and communities, and how creative approaches in response to crises can lead to major advances in how we live, work and play. At ESI, this is the fun part – working with great partners to understand the changes and impacts we are seeing in our communities and taking that knowledge to look ahead and develop new strategies and approaches to our most pressing challenges. Connect with us to learn more about our thinking, and to share your thoughts and ideas about what you are seeing and how we could partner. Despite all the challenges we have faced and that still remain, we are excited about the future of cities, and we look forward to sharing more with you in the coming weeks and months.

Steve Wray, Senior Vice President & Principal | [email protected]

Steve Wray is a senior vice president and principal at Econsult Solutions. He leads the work of the firm’s principals and senior staff in developing new partnerships, expanding and building on existing practice areas, and integrating the firm’s strengths in economic analysis and thought leadership.

The Potential Economic Impact of the Redevelopment of the PES Refinery

January 5, 2022 by Laura Burtner

Project Background

The Philadelphia Energy Solutions (PES) refinery in south Philadelphia had fallen to disuse. Hilco Redevelopment Partners developed plans for redevelopment of the brownfield, and enlisted Econsult Solutions to conduct an economic impact analysis of their projected reuse of the land for a mixed-use e-commerce and logistics center park. Repurposing the land is of great interest to create jobs, and keep in productive use a large tract of land with good access.

Econsult Solutions analyzed impacts of upfront economic activity and ongoing operations.

ESI analyzed the potential economic impact of both the upfront economic activity generated by the redevelopment of the site and its ongoing operations. We concluded that the proposed redevelopment would make a significant impact within the Philadelphia and Pennsylvania, by reactivating a significant center of employment and economic activities in the region. In addition, we also framed these impacts on the surrounding community, including contributions directly to the community and for local programming.

Using standard input-output modeling techniques and multipliers, ESI translated construction investments into the commensurate impacts on the Philadelphia and Pennsylvania economies. We estimated the ramifications of this composition of economic activity on one-time and annual boosts to tax revenues to the City and the Commonwealth.