Recently, I had the great pleasure and good fortune to participate in Project M, an accelerated program designed to inspire young creatives to use their work to enact positive and significant social change. This 2009 session brought together 14 young designers and writers from around the country in Belfast, Maine to address challenging times. For 12 days and countless hours we sat together sharing stories, generating ideas, then rapidly prototyping our visions into tangible outcomes. The results were sometimes crude but always insightful. Ideas belonged not to the individual but to the entire group. Together, we rolled through several iterations in far less time then it might take in a typical school or office environment. What we would eventually uncover took something outrageous and turned it into something outrageously interesting. 

Throughout this time, and for several days after my return to Detroit, I continued to ask myself, how can I harness this collective experience and expand it beyond just these two weeks? How can I work in this sort of environment all the time? What would it take to establish a permanent co-operative ’something’ like this in Detroit, and further, how can it be turned into a self-sustaining entity? Almost immediately many of my ideas were shattered by the voices of practicality. To house a functioning collective of talented people AND generate enough income to pay those people is no easy task. However, I’d like to discuss a couple of models being explored in other cities in an effort to expand the dialogue on this subject and hear the thoughts of those who might be interested in exploring these ideas further.

The Design Office – Providence Rhode Island – visit website

What is it? Founded in 2007, The Design Office is a small group of Providence designers sharing office space and equipment, while essentially remaining independent from one-another. Though the members do collaborate on occasion, each designer mainly works on her own commissions while also developing un-commissioned projects for various means of distribution. The space is currently maxed out at four full-time members, but both part-time members and project-length collaborators are invited to use the space and resources for a reasonable membership fee.

Why it works? By remaining financially independent from one-anther, the four full-time members forgo the typical fees that it takes to operate even a small design studio. Income is collectively generated by renting out part-time desk space to project collaborators and by selling designed products on their online store. I would venture to guess that the majority of revenue comes through each member’s individual client projects. Aside from the practical benefits of sharing equipment and space, working together in an open environment allows the members to collaborate on projects both commissioned and un-commissioned. 

The issues? Critics will ask, how does an operation like this make any money? I would agree, that the business model in place isn’t constructed to generate a huge revenue. Income created through the membership fees of part-time participants might be enough to cover the monthly bills and equipment fees, but otherwise each full-time member is relying heavily on the client work they individually commission for their own earnings. What this model offers is a collaborative, co-operative environment for independent designers to work within, as they gain a client base and extend their professional network. This is not a model for the timid. Members must be proactive and be willing to pound-the-pavement to gain work. I see this as a viable option for independents who like the studio environment but prefer working for themselves, and who already might have a small growing pool of clients. I’d take a studio space over my kitchen table any day. 

Pratt Design Incubator for Sustainable Innovation – visit website

What is it? The Pratt Design Incubator is intended to support the entrepreneurial talents of designers, artists, and architects within the Pratt community. In theory, the incubator provides: start up support for Pratt alumni looking to start a business; design consulting services on a project basis; workshop and seminar organization; mentorship and network coordination; and a resource center for design entrepreneurs. Tangibly, the incubator provides an open co-opperative office space and access to shop facilities. The incubator is comprised of a multi-disciplinary group of design, business and industry professionals; a director who outlines projects on the consultancy side and manages projects in the incubator itself; a mentor network; and an advisory board who governs the selections of incubator participants. Graduating seniors, alumnae and faculty must submit project proposals and be accepted into the incubator. Once accepted, they may stay within the incubator for up to two years. 

Why it works? By offering office space and mentorship, the incubator provides a safe and stimulating environment for young design entrepreneurs, taking some of the mystery and overhead out of starting a business. Like any incubator, the collective, co-operative environment works with great advantage, enabling faster more innovative solutions in a shorter period of time. In addition to their own individual projects, the incubees assemble into consultant teams to tackle commissioned projects from outside organizations. The consultancy practice brings in engaging projects from outside clients, allowing the incubees the opportunity to work collaboratively and use design as a vehicle for positive change. 

The issues? Like the Design Office it is unclear how this model generates enough income to sustain all participating members. Because of its affiliation with a private school, its likely that some funding is gained from the institution itself. The consultancy practice within the incubator could be a viable source of income, though budgets for these projects would have to be relatively generous if each involved member is to be adequately compensated. When assessing the value of this incubator model, however, it is important to look at the experience the program offers its participants rather then the income, especially for young designers who are trying to start their own practice. 

Aside from the obvious benefits of working together among a group of like-minded individuals, models and programs like the two discussed above could offer just enough incentive to keep some of Detroit’s freshest talent in the area. More importantly, models like these are challenging the ways business can operate by removing the top-down hierarchical structure and broadening to a more collaborative, equal one. These are two obvious ideas, but I am curious to learn what other people are doing or have tried in the past.  What we need now, more then ever is community. This of course is not to undermine the designers who have already committed to Detroit. Their work and their initiatives should not be overlooked. But there is a sea of young talent graduating from local universities and schools each year, and they’re leaving the city. Perhaps its time we seriously start thinking about new ways of keeping them here.