Strategic model · Version 1.0
Method
How a small municipality regenerates through work, business and services.
The purpose
The corporate hub is not the goal
It is the engine. It brings work, people, skills and demand for services into the territory, and everything else follows from there.
The problem
Opening a team in Italy is not just about the office
Space, utilities, connectivity, services, somewhere for people to live: usually separate line items, separate contracts, separate suppliers. What counts is the total cost of running a team, not the rent on a desk — and that is the comparison the commercial proposition has to prove against the urban alternatives.
- Fewer residents
- Fewer services
- Fewer companies
- Less work
- And round again
The solution
Four infrastructures, one system
In the model the corporate hub is not the goal: it is the engine that brings work, people and skills into the territory. An engine alone is not enough: the model combines four infrastructures, and they have to be designed as one system. Three of them take up space; the fourth is digital and sits underneath the other three.
Diagram: Corporate Hub, Housing and Community services are linked to each other and all three sit on the digital infrastructure.
Choose an infrastructure
01
Corporate Hub
Where the work happens: offices, coworking, meeting rooms, auditorium, restaurant, bar and events, planned for the campus. Offices can be spread across different buildings in the village and converge here.
It needs homes within walking distance and everyday services around it. It runs on the digital infrastructure.
02
Housing
Where people live: affordable apartments for workers and families, planned within a reasonable walking radius of the campus. The model can combine recovering existing buildings, affordable rents and new units only where they are needed.
It exists for the people working in the hub, and it only holds up if services make daily life sustainable.
03
Community Services
How daily life works around it: school, childcare, sport, wellbeing and everyday services, planned alongside the campus. In the model they are productive infrastructure: lowering the load of daily life means raising the sustainability of the work.
They support the people who live and work here. The demand that makes them viable comes from the hub.
04
Digital infrastructure
What holds the rest together: campus identity, access, bookings, services, credits and data in one system. The Method calls it the Digital Campus OS.
It sits underneath the other three: identity, access, bookings and consumption are one system for all of them.
Circular economic model
The value stays here
Spending by companies and workers creates demand, demand creates services, services create work.
- 01Under-used buildings
- 02Renovation
- 03Offices and homes
- 04Companies
- 05Workers
- 06New local demand
- 07Services and retail
- 08New jobs
- 09Greater attractivenessThe cycle closes
Closed-loop diagram: under-used buildings are renovated into offices and homes, which attract companies and workers, whose spending creates services and new jobs, and so greater attractiveness for the territory.
Settlement model
Residents and temporaries
Resident startups on multi-year contracts, and dynamic ones trying the territory through residency programmes. The second feeds the first and lowers the cost of entry.
Unit economics
The comparison has to be proven
For every company we measure cost per desk, housing cost, included services, energy, relocation and total cost of staying. The comparison with Milan, Rome and Naples has to hold up on numbers, not intentions.
Green & Smart Campus
It is not a roof with panels
Architecture, energy, mobility and behaviour designed as one infrastructure. Sustainability is an economic requirement.
Model structure
Four actors
Municipality of Salvitelle
Territory, public assets, permits and coordination.
Corporate Hub Operator
Economic management, property, contracts, services and scouting.
Property Owners
Owners and financiers of the buildings.
Corporate Tenants
The client companies of the ecosystem.
Metrics
What we measure
Values to be determined during the feasibility phase.
Jobs created and retained
n.
To be determinedResident startups and temporary teams
n.
To be determinedNew residents and families
n.
To be determinedAverage housing cost
€/mese
To be determinedSquare metres recovered
m²
To be determinedSpending retained locally
%
To be determinedEnergy consumed and produced
kWh
To be determinedUse of campus services
%
To be determinedSatisfaction of companies and families
New economic activity
n.
To be determined- To be determined
- Not yet determined: the financial model will define it.
Roadmap
Seven steps
- 01
Analysis
The property, energy, demographic and economic picture.
- 02
Pilot project
The square, first offices, homes and essential services.
- 03
First startups
A first resident group and a first residency programme.
- 04
Main Hub
Building out the shared functions.
- 05
Digitalisation
Campus services and access, step by step.
The question is not how to save a village, but which economic and social function makes it desirable again.
Three paths, one address.
The project is a preliminary concept: there is no call, no application form, no portal. Each path opens the right door on Collaborate, and every door ends in an email to the Municipality of Salvitelle.
Email the municipalityNext step
Explore the territory