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Draft Memo - 12/23/2021
How We Got Here
2019 - House was in bad shape and on the verge of shutting down operations
2020 - Covid and further decline → TDC committed to work with LV, value was left on the table
2021 - Project has stalled in the MIT bureaucracy, situation is unclear with LV
2022 - There’s two paths forward in partnership with LV or as fully TDC driven initiative.
Regardless of the path the opportunity to create systemic change is at play. Let’s ensure that we have options to pursue
Opportunity
Create the most welcoming, innovative, entrepreneurial, and fully-sustainable living space on MIT and the Planet!
We have the unique opportunity to drive the future of what co-living spaces can be, which can serve as a foundation for space communities of the near future.
We are uniquely positioned to leverage the world’s leading talent by being on MIT campus, furthermore, TDC has become a welcoming home for people of color, members of the LGTBQ+ community, and more. This has been through our dedication to respect, a “come as you are” attitude, and commitment to respect.
The opportunity explodes with potential if we put intent and structure behind this natural essence we have created.
MIT’s president is part of the same Latinx community, it is his last year in tenure, and he can leave a legacy with us.
Position this as a TDC driven initiative with a clear benefit to the community at the forefront in an effort to preserve our autonomy and can guarantee that members of our community will have full access to the intended vision.
This model can then be taken and spread to other leading campuses in the US, and in the world! The “fraternity/co-living” model is unique to the US, but can be leveraged to empower leaders of other geographies as well.
Create a pipeline into the future, and we all grow together. If we invest and mentor youth today, they will be future innovation leaders that we will have access to.
Mission & Vision
To create a space that empowers and inspires its members to pursue innovation and entrepreneurship by allowing full expression of self, full freedom of thought, and the safest space for the exploration of mind, body, and spirit.
Community:
We aim to build a community with an exponential mindset, a diverse-inclusive nature, in pursuit of just and equitable ventures. Our goal is to empower the historically disenfranchised, creating a world-leading example of the future of co-living.
Culture:
Create a network founded on mentorship and instruction to propel the internal desire for mental, physical, emotional, and community growth → We empower youth.
Space:
Leveraging the unique location (MIT Campus), opportunity, and network to create a community infrastructure that fosters an entrepreneurial ecosystem
Tag Line:
Be you with us. Let’s establish this model for us to all thrive in the future
Approach
Position the social, cultural, and community impact of the project front and center while also highlighting LV as the model for how future venture incubators can operate.
We will aim cultivate wide-spread support for the project by committing 20%-30%
(i.e. a significant portion) of our land to the community for the establishment of:
The Dream Center
→ a community oriented space that empowers historically disenfranchised youth
Leverage grants/funds and corporate efforts aimed at JEDI and Sustainable Construction
Examples:
The Gates foundation
Position
TDC as the majority owner the space - to ensure that our community members receive the full benefits of the project.
Drive It Home
Whatever path is available it is our intent best position TDC and it’s supporters for success. We believe that in order for the project to break past the bureaucracy TDC will need to have a more prominent position to highlight the unique community benefit and wide-ranging social impact - outside of the already compelling case for a local incubator.
In short let’s remember that we have options to pursue
Lean Canvas
1 - Problem
Top 3 Problems:
How does TDC survive?
How does TDC grow?
How does TDC influence and align stakeholders?
Alternatives:
Explore a different partnership and funding path
2 - Community Segments
Community Segments:
TDC + Alumni + MIT + World + LV or [XXX]
Early Adopters:
Armando, Reif, HC and Dave + Matt or [XXX]
LV or [XXX}
Young alumni
IDE Initiatives
3 - Unique Value Proposition
High Level Concept:
Build the MVP for the future of just, equitable, diverse, and inclusive community living, education, and entrepreneurship at MIT with TDC and [XXX].
4 - Unfair Advantage
Location, ownership of land, and access to influential network.
5 - Solution
Top Features
Renovation of the physical infrastructure of TDC → future model of co-living
A space for and collaboration with the community → future of community building
An integrated ideation to creation pipeline built into the community → future of education and entrepreneurship
An open-source mission and business model → a model for future organizations to replicate
6 - Channels
Personal Relationships:
Armando, Reif, HC, Key Alums + Dave, Matt or [XXX]
Private Social Media
Young alums + TDC community prior to the development of DAO infrastructure
DAO - Decentralized Autonomous Organization
Web3 + crypto powered and self-governed private social network
Young Alums + TDC Community
Social Media / Public
External justice, equity, diversity, and inclusion initiatives
External organizations, NGO’s, social institutions, and academic institutions
7 - Revenue Streams
Commercial exit / sale of assets
Community funding
Corporate sponsorships, donations, and grants
Auction / sale of goods powered by nfts → aka sell memorabilia
Membership dues
Rent and other housing related income
Equity venture → % ownership of future ventures
Moonshots:
Licensing, franchises, and royalties
Independent currency or token based DeFi system
8 - Cost Structure
Startup costs
$5M as the minimum working capital target to cover existing liabilities and give life to overall initiatives
Construction costs
$7M - $8M for modern renovation of existing TDC infrastructure
$15M+ for new construction including partner space + community space
Existing liabilities
~ $1.5M → existing mortgage + LV capital
Building O&M costs
$50k - $100k per year
Organizational OpEx costs
$150k - $500k + depending on breadth of initiatives
Capital expenditures
Investing in or developing new or existing spaces
Long term liabilities
Holding leases or mortgages
Community benefits
Could encompass a wide range of benefits i.e. insurance, scholarships, and more
Community grants and programs
9 - Key Metrics
Funding and TDC cash on hand → Operational runway
Startup success metrics
Make case for venture fund ROI’s
2/3 of alumni in support
Community support → letters of support from MIT community + world at large
HC formal votes

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