SR is a Strategy, not an End Point . . . from an interview with Will Patten of the Hinesburgh Public House

“Go for it with the Heart and stay in for Market Reasons”

“I always roll my eyes when I hear socially responsible business people say they need to feel good about what they do,” notes the practical Will Patten, co-owner of the Hinesburgh Public House. “Socially responsible business practices are the smartest and most effective way to grow and sustain a business, regardless how you feel about it.

Kathleen & Will PattenWill is in a good position to give such advice. Having owned a number of businesses himself, worked for Ben & Jerry’s Homemade, and served as the Executive Director of Vermont Businesses for Social Responsibility (VBSR), he has a big picture view of many businesses and has seen what works.

“Some business people may adopt socially responsible practices to please their kids or gain some publicity but those decisions are always short-lived. To be sustained, green choices need to be made for the good of the business. An owner must take a viewpoint that the business will do better financially by adopting SR strategies.”

“For example,” he says, using his current business, “it is hard to get employees to work for our restaurant given how far we are from Burlington. Our strategy is to institute open book management and profit sharing. It is better for us, and better for my employees. Environmentally, we searched all the options for garbage removal. We found that by simply separating our garbage, recycling and trash, our waste removal costs were significantly cut.”

SR has to make business sense
Will related the strategic decision of Villanti & Sons, Printers, a third generation shop in Milton, Vermont. “They decided to go to renewable paper and green inks, and they completely changed the position of their company. I was able to convince them to become a champion member of VBSR. They saw it as a wise repositioning of their company as they were able to get into the doors of larger socially responsible companies.

“Another example is Fletcher Allen Hospital who just won a national award for serving wholesome locally sourced food to patients. While the PR is always welcome, the outcomes have justified the investment of time and money. Patients are healthier, recover faster, when they eat good food.

Make money overseas and be a social activist
Starting with his natural food cafe decades ago in Rutland, Will instinctively created a socially responsible business using local foods, treating his employees well, and integrating with the community in which he had lived his entire life.

A serial entrepreneur, he then moved to opening one of Ben & Jerry’s original Scoop Shops. Completely dedicated to the SR principles and practices of the company, he started working in operations, becoming the Global Director of Retail Operations.. “I was working with “big business” and “big business people” in a way I could live with. It was great. The Scoop Shops were a center for political activism.”

He especially enjoyed the Ben & Jerry’s social enterprise vision. The idea is to partner with and donate to a nonprofit. “It was international and strategic philanthropy. All of this was in our mission statement, so it was strategized and taken seriously. The results of these efforts were publicly reported as equally important as our financial and product quality objectives.

Will’s experience at Ben & Jerry’s taught him that all businesses are organic, like everything else, and the more organically they are nurtured and grown, the longer and healthier their lives.

Drive business resilience across a state
His next life step furthered and pulled together all of his SR knowledge and experience. As Executive Director of Vermont Businesses for Social Responsibility (VBSR) for five years, he helped the organization more than double in size to 1,200 business members representing 10% of Vermont’s workforce.

As an outspoken leader of Corporate Social Responsibility, Will wrote numerous editorials, and created other opportunities to enhance and increase the amount of socially responsible strategies embedded in businesses in Vermont. “VBSR supports the SR business model with its services, its conferences, and its lobbying. We bring people together to talk about it.”

At Will’s core is a way of thinking about the world as a whole, and experiencing it via Vermont. “Vermont is old fashioned – an old fashioned model in a new age world, and SR drives this. Real corporate responsibility: it’s a movement,” he said of the changing business climate. “Vermont is the most entrepreneurial state because there are so few jobs. Social responsibility is not a moral imperative, but a better way to run a company. Folks go in it for the heart and stay in for the market reasons. SR is a very prudent business strategy.”

Decoupling health care from employment is SR
During his watch with VBSR, Will supported the Vermont Legislator’s passing of the Benefit Corporations Law, as well as the first steps to decouple health insurance from employment. “The Vermont business landscape is on the cutting edge. One reason VBSR is the most prominent BSR in the country is due to the success of so many Vermont companies with SR missions. I have seen businesses change one aspect or another as it proved to be financially beneficial. I see businesses going ESOP (Employee Stock Ownership Program).

“One interesting study is around health care and the decoupling of health care from employment. We now hear the Governor telling businesses to drop health care as we know it. Basing health care on employment is unsustainable. VBSR took the lead on that. It almost seems to be irresponsible,” Will remarked on the counterintuitive decision to not provide health insurance for employees.

“I am not going to offer a corporate plan for health insurance. I will invest in employees’ health, not their health insurance. I will contribute part of their salary through a health club membership. This is looking ahead, investing in employee health, not health insurance. Health insurance is a dumb investment. Flex time, mental health, physical health, that is looking ahead as to focusing on employee health to make sure they come to work every day.”

Measuring SR
“There are a number of tools that are helpful to business management, to help analyze SR results and help execute SR initiatives,” said Will. He spoke of VBSR’s SR Journey as a tool. “We need a metric to assist others through change. The Journey is a checklist for small businesses, a set of best practices to consider. It looks at various areas of impact: stakeholders, workforce, environmental footprint, supply chain.”

(Additional tools are available at Green America http://www.greenamerica.org, and BLab http://b-lab.force.com/bcorp/ BCorpRegistration.)

“Many are driven by business reality to SR. They stay with SR because of the bottom line rather than the heart. SR needs to drive the business. The younger generation is taking over. It is the future due to market realities.”

Will spoke about the importance of employee productivity, open book management, flexible time, and community support, especially to the younger workforce who is not willing to commit their entire lives to a company and only the bottom line as many of their parents did.

“Business strategy is driven by values,” Will continued. “What is the future you want? To get as rich as you can be? Wealth creation was the driver, it created laws. The world is changing. The bottom line is a foundational driver, but no longer the sole driver.

“If someone wants to turn their business more SR, I would ask, ‘Why?’ What is it that isn’t working? SR is a strategy. One does not achieve SR, it’s a perspective on how you operate a business. For companies that want to reinvent their culture, change their product lines, or survive hard times, it turns out that taking care of your people through SR practices may be the key.

Community support essential to restaurant’s success
Now, in his third retirement, Will is putting his theories to the practical test. He and his sailing partner wife, Kathleen, opened the Hinesburgh Public House in 2012. A bit older and wiser, they are working smarter to fulfill yet another dream, and again model SR practices. “I am trying to demonstrate what I spent 40 years talking about!”

opening night“I started the restaurant because Kathleen and I decided the town and community really needed it.” Dining in nearby a Bristol hang out, they saw people hugging each other and getting together because there was a place to gather and decided Hinesburg needed the same.

“So it was altruistic, which is stupid. But we were right, people in town needed a place to meet, have a glass of wine and hang out.”

“Another thing, we are a Community Supported Restaurant. Before we opened our doors, the community said they would support us and bought $45,000 of pre-purchased meals in subscriptions. In exchange, the first Tuesday of every month, we have a big dinner and half the sales go to some organization in the area. That was good marketing. Right away we had 75 prominent people in town who were invested in our success.”

These supporters also assisted in the evolution of the restaurant. “When we first opened and things were rocky, they gave us advice. We followed the advice and grew!”

“To deliver a reasonably priced good hot meal, the main thing is still a group of people who have to work as a team really really well. I hired my general manager because of his values. The importance of culture in a successful business is not to be minimized. I charged him with creating the culture that would be sustainable. He may not have all the horsepower from a straight business management, but he has the right values.”

“We have a five-part mission statement. One is to strengthen local agriculture. Another is to provide a gathering place for the community. We’re in the process of finalizing the language of the others. We have a Board of Directors with Bill and Kate Schubart as our Benefit Directors charged with writing a report on how we do with our mission statement. It will be public, it will be transparent, and it will be hard hitting. We did that every year at Ben & Jerry’s. If we succeeded at five goals and failed on two, the whole world would focus on those two. The main thing is to demonstrate how our mission and values are in line with our practices, and how that makes for good business.”

Parting advice — make your business more resilient
Global economic forces are requiring that we find new solutions for many new and daunting challenges. Resources – human, natural and financial – are increasingly limited and business people have to learn to conserve and protect them. Energy consumption, transportation costs and employee retention are examples of sky-rocketing business expenses. The most innovative and effective solutions to managing those expenses are called socially responsible business practices. Energy conservation, local sourcing and open book management are three solutions that have proven to be effective.

Will’s parting advice: “Socially responsible business practices that make a business stronger and more resilient are easily sustained. That will surely make you feel good.”

A New Business Model for Bookstores. . . from an Interview with Chris Morrow General Manager of Northshire Bookstore • Manchester, Vermont

“The whole industry is changing,” Chris Morrow acknowledged in his Northshire Bookstore office.   “The industry is certainly in turmoil, but things have shifted in our favor.”  Chris, whose parents started this Manchester, Vermont destination store, explained that over the last year and a half eBooks sales growth slowed considerably as print books solidified their base.

Chris Morros

Chris Morrow

Chris sees great opportunities:  “There is this opening to explore different business models.  Right now, we are the unpaid showroom for books. We do the marketing and get half the sales. The discovering of the books is still happening in the stores. It is interesting.”

Part of Chris’ driving force is his commitment to his employees, the community of book lovers, and the environment, all in addition to the financial bottom line: i.e. socially responsible business practices.  These practices will be the foundation to the shift in business model — in fact they may drive its success.

Monetize bookstores role as social change agents
“We need to create a business model around helping to move society in a direction it needs to move to.  We need better distribution of energy and goods, as well as retail manufacturing for local sustainability. We need to look at our use of resources and resource management. It is clear we need to get off of fossil fuels and away from our consumptive way of life.  It is time to get beyond consumerism as our way of life.

“I’m not a small store,” said Chris surrounded by enticing books and creative counterparts. “There will be some Mom and Pops that will stay around because they don’t need to take money out of the business. Other bookstores will have to be very diversified. There will have to be a conglomeration of products offered, such as print on demand. There will always be print bookstores, just like there are vinyl (record) stores; there will be boutique bookstores like that. The rest of us independent bookstores will have to diversify.”

The question is whether this diversification will be founded on local bookstores role as social innovators.  For example, Chris spoke of the idea of a preview night to support the mid-July SolarFest (www.solarfest.org) in Middletown Springs, Vermont.  “I am experimenting and trying to tie into this new business model using our marketing arm.  I can try to leverage that into also supporting SolarFest, in this case.  Where is the business model? That is what I am exploring at the moment.”

Chris created a panel on climate change, featuring activist Bill McKibbon. While the panelists were  all authors, it was more of a public conversation about climate change. “It is me being able to use the book store and access to the authors to highlight causes of interest to me.  I am extremely interested in environmental issues.”

In the past Northshire would invite authors to speak about their new books, there would be a signing, and the store would sell some books. Chris upped the ante to have events that are more issue-oriented.  “This is unusual for bookstores because there is no money in it,” Chris smiled. “It is getting harder and harder to run a bookstore, so our ability to do that sort of thing is lessening.”

The New York Times floated one idea to keep bookstores in the black — charging for author events.  Chris explained, “Bookstores spend a lot of time and energy getting authors here.  People come to the events and never buy the book.  It is a nice hour and a half out, and bookstores are trying to monetize aspects of bookstores in various ways.”

Creative ways to support employees — even under financial stress
“We’ve always had that sort of family business supporting the community through our employees.  In the past I spent a lot of time on the employee side of things, pushing the social responsibility mandate, and also expanding what we did in the community,” said of his past focus at Northshire.

“Strategically, I now run the company.  I have a staff liaison, but no HR department.  The Wellness Coordinator is really the point person for getting initiatives off the ground, such as the employee healthy eating initiative, an exercise machine in the building, a smoking cessation program, etc.  On the side, she also coordinates periodic storewide lunches, and a bunch of other small things around employee wellness.”

Northshire Bookstore employes 40 employees including the part-timers. Without the funds for a Sustainability Officer, it falls on the Wellness Coordinator to explore what type of initiatives the employees are interested in and put them together.  “In the past it was more haphazard, which is why I directed someone to coordinate it and get feedback.  There is a big squeeze on time and energy and I want every initiative to be valuable.

“We also have a Community Connections Coordinator.  She coordinates with local nonprofits such as a kids reading and nature program with the Equinox, etc.  We try to raise awareness through marketing Northshire Bookstore neighbor-to-neighbor.”

Chris finds the SR policies result in not only decreased turnover, but “a nicer environment for employees and an enhanced the workplace atmosphere, which is key.  The community-based work was always going on, we just enhanced it.  It certainly increased the bottom line, it drives sales.  The bottom line is how I manage the store in relation to the top line.”

“Employees are highly invested in a commitment to excellence and not necessarily within the social responsibility rubick.  It is about the books and a commitment to excellence in customer service.  They take pride in being able to read and communicate precisely about books, putting the right book in the right person’s hand at the right time.  There is a real art to that.  There is a real collaborative aspect to it.”

Although the image of the bookstore is not tied up in being a socially responsible organization, in fact it is a socially responsible business.  “We have people who take pay cuts to come work here because it is a good environment.  Physically and emotionally this is the hub of the town.  That is a big source of satisfaction for the employees,”  Chris noted that Northshire started out as an 1,000 square foot store, and over time, in very small increments, has grown to 10,000 square feet.Northshire Bookstore

“One of the luxuries you have as a business owner is shaping the business toward your own priorities,” Chris talked about his 1988 re-entry as an adult into the family business.  “I worked with my parents for a few years, they’ve always been involved in the community.  The term “socially responsible”. . . neither my parents nor our employees would not use that term, but that is what we do, who we are.  The store has always been active in community involvement.  With the environmental initiatives, that is definitely me driving the bus.”

Local imperatives drive state mission
“Book stores, historically, have been catalyst for change.  With big box stores and Amazon, we have been reinforcing the Buy Local message,” says Chris of his work establishing Local First Vermont.  “There are little Local First groups all over the country.”  There are a couple national organizations that are networks of all the networks such as BALLE (Business Alliance for Local Living Economies) on whose Board of Directors Chris served, and AMIBA (American Independent Business Alliance).

Chris became the Founding President of Local First whose members are local business owners, professionals, nonprofit leaders and government representatives who are committed to preserving the character and prosperity of Vermont’s economy, community networks  and natural landscape.

The Local First mission and vision is:     “To preserve and enhance the economic, human, and natural vitality of Vermont communities by promoting the importance of purchasing from locally owned independent businesses.  We envision a robust and sustainable economy fueling vibrant communities, built (in part) on the cornerstone value and practice of “buying local first”.  Local First is now a program of Vermont Businesses for Social Responsibility.” Chris is a past member of the VBSR Board of Directors.  (http://vbsr.org/local_first_vermont/local_first_about_us/)

“What I did is an extension of what they Local First was doing at the state level.  Then I started new initiatives on my own.  I went to Oberlin College which has a very strong public service component.  I think some of it is related to that.  Any good bookstore is intricately tied into the community by its very nature.  Bringing ideas and entertainment to the area has always been important to us,” Chris explained.

SR is not a luxury, just part of what we do
“It certainly is easier to manage when things are growing rather than when you are just managing,” Chris spoke of the industry challenges.  “However, socially responsible policies are not a luxury, it is just part of what we do.  I am spending time to install a 16KW solar array on our roof through the Efficiency Vermont’s SPEED, a feed in tariff program.  We put in the solar and they buy the electricity at a set rate for 25 years.   I have had to fill out a myriad of forms, as well as spending time and money with the accountant to figure this out.  On the surface, it has nothing to do with running a bookstore, although we have a display in our sustainability section on how we are doing this.

“We are also monitoring energy savings and I think it will be a decent ROI (return on investment).  It will not be huge, but it will be worth doing, especially considering the other non-monetary aspects as well.”

SR will build the model
Chris will continue to make these choices as he opens a second location in nearby Saratoga, NY, right on Broadway.  “It is booming over there, the fastest growing county in New York.  It is a college town with a strong local base,” he enthused.  His excitement was palpable as he shared plans for his new shop.  “The National Endowment for the Arts expounds on how important reading is to education,” Chris noted the support from NEA.  “Education is a foundation for a fulfilling life, for community vibrancy, so it is a big part of our mission to promote reading to kids.”

Chris said he will stay focused on changes in the book industry, reacting to them, and shaping them to Northshire’s advantage.  He, with others in the industry, will be looking for the business model that keeps bookstores at the center of their communities, there to knit communities together and promote social change.  If anyone can do it, Chris Morrow is a top contender.      http://www.northshire.com

Julie Lineberger & Ellen Meyer Shorb

An Interview with John Caldwell, Managing Director, Paradigm Properties

Paradigm Properties is one of our favorite stories because it is a traditional business, a property and asset management company, which started a service for their tenants called “Community Connections” to coordinate and provide volunteer events and donation drives.   Other property management companies saw the value of connecting and serving tenants like this and ultimately a separate nonprofit, Building Impact, was spun off to do this work for Paradigm and their competitors.   John’s story of how this happened, and how important it is to still serve community, is a good one.

SONY DSCKeep your values on your paperweight
John admits that he did not see this coming.  While his CEO, Kevin McCall, is a “classic liberal do-gooder”, John describes himself as more conservative, but with Christian values.  He  says that any social program “can’t get in the way of the company’s primary mission”, but if managed carefully, giving back to the community enhance the mission and the profitability of the company.

This mindset is what started Paradigm on an unlikely route.  As Kevin McCall, the CEO tells the story, one day a woman selling pies to raise money for the nonprofit Community Servings asked McCall if she could pass out fliers in one of his buildings, advertising the pie sales.  Her request sparked an idea.  Why not tap into Paradigm’s office buildings on behalf of multiple nonprofits?  What if Paradigm were to coordinate and offer an attractive menu of options for companies and individuals to serve their community?

Throw in some entrepreneurial zeal
Thus Community Connection was created in 1998 as a tenant appreciation program in buildings owned and managed by Paradigm Properties. The  building-wide volunteer events and donation drives were, at first, a simple gesture for tenants who leased space in the office buildings that Paradigm Properties managed.  Community Connection events, such as business attire drives and charity bake sales in the lobby, were meant to bring community involvement right to people’s doorsteps–to harness the collective energy, resources, and goodwill of companies and individuals that spent so much time in these very office buildings. By connecting over 20 nonprofit organizations with the community of companies and individuals in the buildings, Paradigm brought together people who wanted to play a greater role in making their communities stronger.

John would say that it wasn’t easy.  There was a period where “it wasn’t gelling.  There was a leap of faith quality about this.”  But by 2003, other property management companies had begun to imitate and work with Community Connection.   The annual impact of Community Connection was estimated at $300,000.  Paradigm had gone from selling pies to running a large scale volunteer operation.

Give away value
Paradigm found there was a great return to Paradigm in running Community Connection, but as it grew and other companies became involved, the question arose of whether to spin off this effort as a nonprofit that served multiple companies.

On the one hand, Community Connections provided tremendous value to Paradigm.  Press releases about CC “mentioned us in the same breath as our bigger competitors.”  The program demonstrated to tenants that Paradigm cared; about them and about the community.  It differentiated Paradigm in the marketplace.  “It opened doors, gave us talking points, enhanced our reputation and helped build our brand,” said John.  It built camaraderie among tenants and managers and among the employees of Paradigm.  It even became a hiring and retention benefit.

So why spin it off?  John says they had to face the greater good of the community whose nonprofits would be well served by having multiple property management companies working together.  It was hard to let go of the CC, “they were the fun people”, but it was the right thing to do.

Paradigm spun off Community Connections as the nonprofit “Building Impact.”    Building Impact expanded beyond the buildings owned or managed by Paradigm Properties and now partners with 15 real estate firms across greater Boston. These firms serve 47 buildings, helping over 575 companies and 20,000 people volunteer, donate, and connect to the community, right in the buildings where they work and live.

John admitted he is still conflicted about setting up Building Impact separately.  But, he said, “We can still go to third party owners and talk about Building Impact.  It is a powerful example of how we build relationships with our tenants.  While we haven’t quantified this, we know that it has made a difference in the bottom line.”

Re-invent again
Paradigm continues to live by the value of “do well by our community.”  For years they have had a  program called the “24 hour Club.”  They give each employee three 8-hour days to volunteer.  If they volunteer on a weekend, they get to take a day off during the week.

For a while, Paradigm found that the employees were either using this for volunteer work they were already doing, or just not using their three days.  Management then doubled down on support, encouragement, reward and even consequences.  “We started to talk about how important this is.  We instituted benchmarks (tied to using these volunteer days) at the end of every quarter and in the semi-annual review and said this could impact you monetarily.  We use this program in our initial interview and say, Just want to make you aware of this program that you will be expected to participate in.”  John said that it needs to be part of the DNA of the people who want to work with Paradigm.  “It’s a huge plus for 20 and 30 somethings.”

John mentioned one employee who was not active until she suffered from postpartum depression herself.  Now she is involved in an organization that works with new mothers.

John is quick to admit, “We’ve erred too.  At times we’ve emphasized it more than we should.  There needs to be a balance.  It can’t conflict with profitability.  We continually emphasize that synergy.

“We also need to align our volunteer work with our corporate mission.  We need to spend more time selling and celebrating.”  John is not letting grass grow under his feet, he is building, working, refining, and continuing to build mission into his work, a continual process of re-invention.

Do well by our community
Paradigm had a terrific experience with the power of connecting tenants to nonprofits and facilitating community change.  They started in their own buildings, grew to serve other companies, spun off a nonprofit, and then focused on their own volunteers.  In the process, they found they made a difference, in the community and in the success of their business.

Ellen Meyer Shorb

Development with Heart & Soul . . . . an interview with Melinda Louise Moulton, CEO, Main Street Landing

In 1982 Melinda Moulton and her partner, Lisa Steele, were two women on a journey to redevelop the Burlington waterfront.  They created an environmentally and socially responsible mission that guided them through 30 years and 250,000 square feet of built environment on Burlington’s Waterfront.  This is a powerful story about the courage to listen to your heart and soul to lead a business to true, lasting, as well as financial, success.

Their first attempt in the early 1980’s failed for a variety of reasons, but most compelling was the fact that it was too big to succeed and did not receive the community’s support.  Melinda remembered: “We knew it was not the right way to develop land, and we knew that there was a better, more socially responsible and sustainable way to develop the waterfront.  The failure of our first attempt allowed the phoenix to rise from the ashes which carried with it our social and environmental beliefs and a burning desire to succeed.”

Melinda and Lisa changed tactics, leading with heart and soul to create “a place for all people” with a focus on social justice and the environment.  They renamed the company Main Street Landing and created a mission that followed their beliefs and their values. “We interviewed architects and told them our simple mission: We care about people, the environment, and we need to make money. By 1988, we had written our sustainable mission. Our activist culture transformed into Main Street Landing,” Melinda reminisced.

“I still have blood on my hands from crashing through the glass ceiling.  Construction and development were primarily the work of men.  As women, we had a hard time being taken seriously.  We had to do the work and show other developers that we could do what 22 other attempts in 75 years never achieved: bring commercial development back to the blighted Waterfront.  It took two women to do it, and we did it with appeals and legal battles and disbelief. Most other developers did not believe we had what it took, we had to prove ourselves time and time again.  Fortunately, this was a driving force for us.

“Creating an environmentally sustainable development was the right thing to do. We did it with enormous emotion and drew from gut feelings and reactions.  The entire process was quite instinctive.   It was all about doing what felt right, everything was the feeling. For example, when we interviewed architectural firms our questionnaire said: Do you enjoy working for women? Are you happy? Who are you as a person? Do you care about the environment and social justice?  Do you consider yourself to have a big ego?”

Lisa and Melinda were all about focusing on the things that mirrored their values and beliefs.  They wanted to make sure that everyone would love and appreciate their work and know that they cared about how people wanted to experience the waterfront.  Melinda noted, “Everyone in Vermont has a special feeling about the Waterfront, and we wanted to tap into that and have them understand that although we owned the property, we felt more like stewards of the property.  Their opinions mattered to us.  The waterfront belongs to everyone, and we needed to be sensitive and open to that reality.”

Over the years Melinda and Lisa have been able to show that doing the right thing was also profitable.

When it came time for construction, Main Street Landing continued to follow their instincts when interviewing construction firms. Melinda remembered her thinking at the time: “We’re going to hire the sub-contractors based on trust and mutual respect, and a guarantee that they can meet our budget.  We won’t go out to bid. The architectural and engineering team is going to meet weekly with the construction subs and work on the construction drawings together in order to meet budget and create the best project possible.

“We said: ‘there is mutual love and respect between us – we all trust one another, and we want to work with you to create the best project possible and keep our numbers in line with our budget.  That’s what made it successful.” That, and the very smart, detailed business mind of Melinda Moulton checking out all ‘facts’ that any consultant, architect, builder or other consultant put forth. Working exhaustively long hours, Main Street Landing continued to do business on its own terms in order to honor their mission.

Trusting one’s gut means facing ongoing challenges and risks. After the successful redevelopment of Union Station, CornerStone, and the Wing Buildings, a mix of commercial, residential and retail buildings on the waterfront, they focused on the Lake & College building. Lake & College was developed with green construction goals for corporate, retail and a Performing Arts Center spaces.  (http://www.mainstreetlanding.com/waterfrontredevelopment/ main-street-landing/).  Main Street Landing also built a train station to support the return of rail to Burlington. Melinda lobbies for rail and is still awaiting its return.

In February 2005, however, they were still without tenants for Lake & College, and worry began to seep in. One blustery day, Jeffrey Hollander, then-CEO of Seventh Generation, called to see the space. “The wind was blowing, there was ice on the concrete floor, we walked up to the fifth floor, and the wind was just whistling and howling. Jeffrey said, ‘I think this is it. I want to rent 30,000 square feet!’” Melinda recalled her astonishment.

With Seventh Generation as a lead tenant, Main Street Landing began, in Melinda’s words, “creating a loving community that embraced and supported the tenants.  We nurture businesses to grow and succeed. We decided to allow dogs and babies, and encouraged a policy of ‘no whining’.  Our leases are mutually respectful, simple, and easy to understand, and our lease terms can be as short as month-to-month.  We also focus primarily on local businesses, start-ups, and nonprofits.”

“It’s all about the energy,” Melinda continued talking about the culture and the environment created among Main Street Landing tenants.  The Lake and College building is certified LEED Silver (Leadership in Energy & Environmental Design). “Unfortunately LEED does not recognize the social mission. The Green Building Council should take into consideration points for a socially focused development agenda.”

Melinda Moulton and Lisa Steele created quite a legacy with their unorthodox development and business acumen, yet they are still pushing envelopes and ceilings. Involved in nonprofit work that supports the environment, education, the arts, and social justice, Melinda revealed, “Both Lisa and I are more radical now than we’ve ever been. My time is running out. I have maybe 20 years, 30 if I’m lucky. I want to work with people to dig deep, evolve, and understand the normal process, the ‘101 of Development in this Country’, needs to change.”

Melinda’s final advice for developers and business owners: “It’s important to make money, no doubt, but more important is doing the right thing, following your heart, and using your mind, and insuring that you care about the Earth and its inhabitants – if you do that – the bottom line will be successful – and you’ll sleep well at night.”

http://www.mainstreetlanding.com

Julie Lineberger